Okay. Good morning, everybody. So, I'm Vijaya Raghunathan.I head enterprise risk and audit technology at Twist, and I'm thrilled to welcome you to today's fireside chat where we'll be diving into the tech leadership playbook, but not the usual kind. We're talking about real world lessons from someone who's not just leading change, but challenging norms and showing up authentically and unapologetically. She is navigating complexity at scale, making critical decisions that support systems and services. Introducing Kelly Buchanan. Kelly Kelly is a DCIO at Twist and leads the technology delivery teams that support our wholesale and enterprise payments technology. Apart from her day job, she is rewriting what leadership looks like. So, Kelly, technology leaders today are expected not only to innovate, but also lead with purpose.

Community impact is no longer optional. It's part of the strategy. Have you how have you embedded up community and social responsibility into your tech strategy at the leadership level? What business value have been able to come out of that?

Sure. Well, hi, everyone. Thanks for having me today. I'm really excited to be here. You're you're right that that, inclusion and community impact is a key part of our leadership and definitely here at Truist, where we're a very purpose driven company. When I think about it, I think about it in two ways. Right? One is how are we creating creating a community impact through our business within the communities? Then how are we actually doing it kind of within our teams every day? So I'll give you two examples. From a community impact, we do these things called, accelerators quite a bit, where we actually bring in, some of our clients. Like, recently, we just did one with Duke Energy and the Hilton Group, and even the PGA.

And we have them come in along with some of our, some of the colleges that we work with. A lot of times, it's UNC Charlotte, because we're based in Charlotte, or, University of Georgia. And we kind of run these little accelerators where we get to hear from the businesses, like, what do they want? What are they missing across in their banking, in their payment space, or just in engaging with their communities within kind of financial best practices? Then we have, a lot of our like, the, recent graduates or or those still in school that are able to really sit down and say, like, they they're able to kind of work with some of the mentors from Truist and say, what are some ideas to come about this? How could we actually think about this really different ways? And it's such a cool, it's such a cool mix of everything.

Because on one hand, we're really talking to businesses and giving them, you know, new value and new ways to look at problems, but we're also mentoring these, these college students and some of the younger talent to help them understand, you know, how do they create an idea, and how do they take that to full business evaluation.

And then and, honestly, for our teams, it brings such energy and such new kind of diverse perspective. I think on the flip side of that too is when we think about our talent. Right? Look. I work at a I work at a bank. I have everything from some of the cool technologies, I say, the sexy technologies of digital and embedded finance and real time payments. But I also have things like wires and ACH. And I've really gotta rethink about how do we take some of these legacy technologies and be able to bring people who can create a talent pipeline there. So we work with some firms like LaunchCode. I've worked at other companies.

We have some other, like, FDM and some others where they're actually going out into communities and maybe taking folks that don't have a full on college degree, but they're putting them through technology boot camps and allowing them to come on board at Fortune 500 companies and be able to actually have an apprenticeship there, truly learn things, figure out, you know, what is it like to work in corporate America, and oftentimes get hired entities.

So they're actually moving from maybe you know, I've seen it from anywhere moving from kind of hourly jobs into a workforce with a true career, a career growth. And I think both of those are just really great ways we, as leadership, can kind of give back to the community.

I love it. Love it. Now continuing on that same theme, Kelly, mentorship is one of the most effective tools we have for accelerating carriers and fostering and belonging. How do we do it at scale? Right? I mean, I have been your your mentee. I've worked with you. So how do you see that scaling? Well, I

think there are so few things. I do think mentorship is really, really important. And when you think about mentorship, a lot of times people say, well, I need a mentor or can you be my mentor? And I really think that you have to be you know, I think everything you do has to be really intentional. So I was asked folks, like, what do you wanna get out of a mentorship? Right? Are you looking for someone that can kind of, be part of your network and introduce you to new networks? Are you looking for someone that can say your name in a room and help you with those career opportunities?

Or are you looking for someone that can be confident and help you through some of the challenging situations? And those mentorships can look really different. So I think it's, one, really important for you to think, what do I need to get out? What am I looking for at this point in my career? And how do I find that person? And then it really is a two way street. So when I'm looking at folks who if I'm trying to find a mentor for someone on my team, I need someone that's actually gonna be all in. Right? I don't wanna take a mentorship or I don't kinda take on mentees unless I really have the time for it. Otherwise, they're not gonna get anything out of it. I'm not gonna get anything out of it.

I also think though, and, you know, Vijay, you know this because you you help run our program at Truist for the women in technology. Sometimes it isn't always about a long long drawn out relationships. Sometimes it's about just having these micro kind of introductions and increasing your network through that really organically. And I think that's another good way. I think some of the speed mentoring can be really, really great. I've actually come into new organizations, and I've I've joined the programs just to get to know different people and being able to go, like so when I have a when I have something going on, I know someone in that group I can call on. Right? So there there's a lot of different ways you can utilize mentorships, and then I just there's not a one size fits all.

Awesome. Awesome. Yes. I have been part of both the skilled mentoring and our regular mentoring programs, and I have myself got good mentors. I have had mentees, so it's been a very rewarding relationship both ways. Okay. Moving on, Kelly. As senior leaders, your influence can open doors for others, amplify voices, and spark the change. Can you share a time when you use your position or network to elevate others or create opportunities for unrepresented groups? What was the outcome? You touched on that a little bit when you talked about underprivileged earlier, but getting deeper now.

Yeah. Look. I I would say a few things. You know, when I was first coming up, and and I was one of the only females in technology. And I used to say, like, they would call on me for all kinds of things. And at first, it was really cool. Right? I was being able to, like, go to different events and kinda be this, you know, it was I I it was during the where everyone was wanting to show that they were diverse. You know? We're in a different era now. But, and I was I was starting to get all these great opportunities, and then I realized along the way, like, I can't be the only person. Like, I don't wanna be this token female and the and the one speaking for all females.

And really started figuring out from my group, from the mentorship I do or other areas and say, like, look, that's a really great opportunity. I think you should ask Abigail for that. I think you should tap Amy for that. Right? And really start to kind of open the doors for other people. I also don't think that there there's two other things. Like, look, I sit in a lot of rooms, and we just did succession planning, right, at at our kind of, senior technology table and really kind of being the one that's not afraid to say, like, look, guys, I don't see a diverse slate here, and that's not a good thing. You know, using my voice in different rooms and and and making sure that we are continuing to look at it because quite frankly, I always say, you know, it's not just about being diverse. Right? It's not about just having females or having, you know, the one, divorce diversity looks like different backgrounds, how you how you came up, different perspectives.

And then also it can look like female, race, other things. It's it's a myriad of things, and we need that for business. Right? Like, look, I work in payments. 80% of the 80% of the payment decisions from a household are made by women. So I have got to have diverse folks looking and and and used by women. So, I think that's one of the big things is, like, I consider it my, you know, obviously, my privilege, but also my duty while I while I'm at these tables to do that. And I think the other thing is, you know, being able to help folks. And and sometimes what that hell looks like is being really honest with folks. I've I sat in an interview once, with with someone, and I really wanted them to get this job. And I was just there as a peer to one of my male peers. And, she they asked, like, what do you think is gonna be challenging about this job?

And she went into this whole thing about how she has to pick up her kids sometimes after school and all these things. And I I kinda pulled her aside afterwards and said, listen. So does he. Right? Like, you don't give don't you know, like, you are great at this job. You can be great for this job. Right? Go out there and show that and let the other chips fall. I also hear a lot of females in technology say, like, well, I'm not very I had a I had a female who literally led the data center migration strategy and then told me, well, I don't know if I could go for that job because I don't know if I'm technical enough. I mean, I'm just like it's mind boggling. So it's sometimes, I think, part of our role is to, you know, give really good feedback, but, but, you know, I'm I mean, I mean, I am pretty brutally honest.

Or I'm like, what are you talking about? Right? Like, if you can't believe in yourself, how can other people believe in you? Right? And I think that, I just think that that have being that voice in all those different rooms and being really unapologetically honest in a right way, in a respectful way, is really what we can do to show up, for our teams and and for other women.

Absolutely. I I I love the way you said it. Right? So I think that the change has to come from within. We have to put ourselves out first before somebody can recognize us. If we are holding back, then it's not going to be possible for somebody else to see what we are capable of.

I I was actually talking to a friend the other day, and she just took this she went through this pretty pretty grueling interview process, and she took the job. And then she's, like, two weeks in. She's like, I don't I don't know if I can do this, and she's second guessing herself. And I said, so let me get this straight. You went through all those interviews, and you they selected you. They actually offered you above, you know, some of the other piece what you were looking for. So they have ultimate faith in you, and they barely know you. And you have no faith in yourself. Like, what what's missing there? Right? And when you kinda turn that perspective, I I think it can be really eye opening. I have to give myself that pep talk sometimes too just to be clear.

I I I'm I'm gonna go a little off step here, Kelly, you know, because, again, right, imposter syndrome. I think we all deal with imposter syndrome. I have dealt with it. I'm sure you have, and everybody else that's there here has. How have you overcome, imposter syndrome? How do you go about it? What would you tell people?

You know, it's so funny because I I think it's really easy to have that. And, and and sometimes I do. Like, I will tell you, every time I take a new job, I tell my husband, who's my number one supporter, you know, I don't this is a really big job. I don't know about this one. And he's like, you say that every job. Right? I'm like, you're right. You know? So, like, having having people and and and also having my own mentors that that will be honest with me and and that I can talk to and and they're brutally honest, with me in that standpoint. But, you know, until I started getting you know, you always I always feel like when you're coming up in leadership, you're always like, you you hear some of these decisions made and you're like, they must have this great you know, they they must know better than me. Like, you know, I don't understand why that decision and then you get in the room where the decision's being made and you're like, oh my gosh.

This is how you're making decisions. I tend to have a lot of value. So I think sometimes, one, it's about also, like, you deserve a seat at that table. You have a seat at that table because you deserve it. But then also a lot of times looking around the room and going, look, I have just as much experience as others. Sometimes it's like giving myself my own pep talk and saying, like, I can use my voice. And and then what's the worst that's gonna happen? I'm gonna say something or do something. Like, I'm a big believer in always pivoting. I am a quick to action, not a methodical person. So I do something, and if it doesn't work or you need to pivot, that's okay. Right? But I think that and look.

I still I have days where I'm like, man, I'm going into this thing, and I'm kinda nervous about it. And I have I call my own hype squad, right, where I'll text somebody and say, I just need a little bit of encouragement today. Right? And they'll they'll just they all they know exactly what I'm talking about and just start rattling things off to hype me up.

There you go. I love it. I love it. Maybe I'm gonna take you up and then text you, Kelly, every time I go to something.

I'm always happy to be someone's hype girl.

No. We all need that. Right? Now that you said it, I'm gonna, you know, take you up on that offer.

Okay.

Why? When you think about your leadership legacy in tech, how do you wanna be remembered when it comes to community building and inclusion?

It's a good question. One, I wanna be seen as just really authentic. Authenticity is is really, a superpower, and I I really believe in, you know, growing up as one of the only young females in in, you know, financial and payments and whatnot, and one of the only females as I grew my career. You know, a lot of times, I I get a lot of awesome advice, and I mean that completely facetiously. Right? What I what people thought I should wear, at, you know, in different ages, what people thought, I should tone down. You know, I'm a bit much sometimes and things like that. And, you know, I realized then or maybe I should play golf so that I could, you know, network, which I hate golf.

And I'm just like, you know, I'm not doing any of that. Right? Like, I'm gonna be my own self. And I think it's really, really important to do that, and and I am. And I bring my whole self to work. Right? I'm also a mom of two kids, and I think pretty much most people at Truist know my daughter because they're at least one or two times, she's probably once a week, she's behind a meeting with me. She comes up to work so we can have Friday night off because I work a lot, And I don't get to see her if I don't do some of those things. Right? So I I just really believe I want people to know that, you know, you can bring your full self to work. You can be authentic. And that's what that's what diversity is all about. Right? Not conforming, but then also using our power to to help others in the community.

You know, I'm a huge, female STEM education supporter. I do a lot with STEM education. I do a lot with girls on the run-in the community. I wanna be someone that that not only, brought my own authentic self to work, but I helped other people be their authentic self, and I helped them grow in the ways that they wanted to.

I love it. And that's a great segue to the last question I have for you here. Right? So we've been talking about leadership in large and complex environments, but leadership isn't about policy or systems. Right? It's also about how you show up, and I mean that literally. You have made some bold and authentic choices that break the mold. So not everyone knows this. So I'm gonna preface this with Kelly is not the one to show up to events in a jacket. Right? Like, today, she's not wearing a jacket. And then I wondered what I should wear today. I'm like, I can't wear a jacket when Kelly is not wearing a jacket. Right? So to the very first all hands, when she became the DCIO with our CIO, with our whole technology organization, she wore a tutu skirt.

Kelly. That was beautiful, though. It was a beautiful skirt. It was.

So, Kelly, what message where you are are you sending, and how does that connect to your broadership you know, broad leadership philosophy of setting your own rules and making a difference?

Well, look, joining a bank is not something I ever thought I would do. And when I got here, I knew that I was gonna be a little bit outside the mold. I think I was way more outside the mold than folks thought. But look. I I do. I think that sometimes I get a little bit all even on my own being one of the only females. When I talk at town hall, sometimes people will ping me. Like, it's so great to see a strong leader female leader. It's so great to have you there. And I I feel this weight then on my shoulders when, one, I've gotta get more females up here, so that's not all on me. But, but I wanna show up for for for folks. I wanna show up as me. And I I do think that it is really important.

I I don't believe in you know, I don't wear jackets. I love, frilly skirts. I love fashion. I love to, to do those types of things. And I'm gonna show up as me because I and it's not because I think other people should. I don't if you don't wanna dress like that, don't. I'm also I mean, I love black. I'm not I'm I'm I moved to the South, and I'm still in all black. But, but I think that it's just really important. Like, I I don't want people to when people say, like, oh, I I I wanna be like you like that. I'm like, don't be like me. Be like you. Be the best you, but I want you to have the courage to be able to do it. Right? And I also really believe that I need to be my own authentic self.

And if it doesn't fit where I am, I need to change my environment, not not change myself. Right? So if for some reason someone says, you know, we don't we're not looking for that here. We need you to tone it down. We need you to do like this, Then that's information for me to make a decision of of what I wanna do. That's not always feedback for me to change myself. And I think it took me a really long time to get there. Let me be clear. I spent years in my twenties and half thirties being anxious and whatnot, but, really, I think it's you know, if I wanna be true to myself, I'm gonna find those places that I can do it.

I love it. I love it. Guys, this was this was a lot of great discussion, but, again, there's if there's one thing I want to take from this, right, paying attention with multitasking, any of those, be yourself. Put yourself up out there. That's what I I take away. I mean, I work with Kelly very closely, but that's one thing I'm taking away. So thank you all for joining today. It was a pleasure, again, Kelly, chatting with you.

Thank you, everybody. It was great to great to chat.