The ROI of Kindness: Why Generosity is a Capital Market Asset

Tammy Bromet Guzmán, Director of Capital Markets at LendInvest, reflects on her career in the “guys club” model of leadership and the evolution toward transparent, more giving leadership.

Some may say that they “fell” into finance. I did not.

In high school, I took Economics as part of the IB program and loved it. I was studying Economics at university in Colombia when the 2008 Global Financial Crisis was in full swing. I was fascinated. Seeing how the world was interconnected through markets made it all feel real. We were seeing economic theory playing out in real time, with real consequences.

That combination of something I enjoyed studying and something that shapes the world made finance the obvious path for me.

Over time, I also learned something that is not always obvious in finance: kindness has a return.

In a world built on competition, kindness is often misunderstood.

In capital markets and the finance industry in general, generosity can sometimes be perceived as weakness. I have experienced this. However, throughout my career, when I have been transparent about the deal objectives (instead of posturing or withholding), it has often led to more collaborative negotiations and ultimately better commercial outcomes for all involved. The same applies internally.

The industry has that stereotype of the “old boys club,” and I 100% agree with the “boy” part, not always old though!

In my career, I have been the only woman at the table more times than I can count. The impact isn’t always dramatic, but it is constant. As a woman in finance, you have to get used to it and make peace with it to move forward, and sometimes that means picking the battles that count.

I must say that it isn’t just men either – I have often struggled to find women I could relate to or anchor myself to as well. The reality is, in my experience, some women lose themselves along the way and do not always treat other women well.

I made a conscious decision that I would do my best not to become that.

I try to be kind to other women in the industry because I know what they are going through. This isn’t being “soft,” it’s about not repeating something that did not work for me.

Early in my career, I experienced very tough management styles. I am not a ruthless personality, and that aggressive approach had a real impact on my mental health. It did not bring out my best work.

Now, with the up-and-coming talent, I don’t go “soft,” but I treat them as whole people. People with context, with lives outside of work. When people feel respected and supported, many of them step up and grow into strong professionals. Not everyone responds to that approach, but many do.

This isn’t just about women; some of the most impactful people in my career (men included) simply gave me time and kindness when I needed it. I remember a boss setting up weekly check-ins with me during a very difficult period in my life. We just talked. That was leadership; it made me stronger.

It also gave me this key insight: Kindness has a return; it builds resilience, loyalty and stronger teams.

The irony is that we pride ourselves on our attention to detail, but not always when it comes to the individuals doing the work.

In deals, we conduct thorough due diligence, but in talent development, we often merely skim the surface. 

People are made up of experience, culture, upbringing and ambition. If you invest time in understanding what makes someone tick, you are far more likely to help them bring out their best.

Yes, technical skills matter. Financial modelling and documentation are essential. But beyond that, there are softer capabilities that define long-term success.

When we prioritise character and resilience, our definition of what makes a top-tier candidate begins to shift.

On teams, we often default to the classic profile – finance or economics degree, MBA, master’s in finance, traditional pedigree. However, pedigree does not automatically equal drive, creativity or resilience. Sometimes you have to take a view on character. Hardworking people who care and bring something different to the table, combined with the right team, can create something far more powerful than a room full of identical CVs.

For the record, I come from the traditional mould, but I have learned it should not be the only one.

Breaking out of that traditional mould requires us to be more intentional about why and how we champion talent.

When I advocate for someone, it is not because they are a woman or because they are diverse. It is because they deserve it. Hiring into high-stakes roles should not be a tick-the-box exercise. There are more than enough highly capable women and diverse candidates in the market. The issue is not supply. It is access.

At senior levels, the default candidate pool often leans male and traditional. It takes more effort to widen that funnel. That effort is worth it. Different backgrounds bring different perspectives, cultural lenses, and strengths. That is an asset.

We at LendInvest are not perfect. We know there is still work to do at the most senior levels. Real diversity at the top takes intention and sustained effort. It does not happen by accident.

The legacy belief that you have to be an a**hole and performative to get ahead needs to go in the bin. I have seen shouting, keeping people from their families, and being openly unpleasant framed as strong leadership. It is not.

No one is perfect, and I have had many moments I am not proud of. Being difficult for the sake of it and normalising hostility as “high performance” is outdated, not a strategy. It does not create better long-term results. It just creates tired people.

Spending time mentoring is not charity. It also gives you insight into how the next generation thinks, what they value, and where the market is going. That matters.

If I could go back in time and sit myself down on my first day in finance, I would tell her that it will not be easy, but she doesn’t have to lose herself to succeed. Making it does not look the same for everyone. She can be herself. She can work hard, be ambitious and still treat people well. Just because she sees aggression rewarded doesn’t mean that she has to copy it.

There is another way.