In what is a recurring feature, Finopotamus spotlights innovative women who are positively impacting technology applications in the credit union industry, and beyond. For this issue, we visited with Baker Hill’s Director of Education Services and User Acceptance Testing Susannah Hallgarth.
By W.B. King
While studying at Franklin College in the late 1990s, Susannah Hallgarth was drawn to English literature and religious studies with an interest in teaching. Upon graduation, however, she sought a career outside of traditional instruction that would be both stable and fulfilling. After graduation in 2001, she happened to attend a Baker Hill career fair where her professional trajectory was forever changed. A job in technology, she told Finopotamus, wasn’t exactly on her vision board.
“Fast forward 20 years and I’ve built a fulfilling career in technology, now focused on adult education and training teams on new software,” she shared.
Hallgarth joined the Carmel, Ind.-based company in early 2002 as a document specialist and technical writer. Over the forthcoming years, she held numerous roles, including serving as an educational services associate and manager of education services and technical documentation. In 2019, she assumed her current role as the fintech’s director of education services and user acceptance testing.
“What’s been especially rewarding is how I’ve been able to blend my educational background and love for teaching with my work in technology. Implementing new technology isn't just about the tech itself; it’s crucial to train the teams using it to ensure success,” she told Finopotamus. “Digital projects are as much about the people as they are about the technology, and helping teams adapt and thrive has been a key part of my work.”
The Evolution of Technology Problem Solving
Looking back over the last 23-plus years, Hallgarth said there has been a distinct shift in the way technology departments approach problem solving, especially as it relates to her role in quality assurance software testing and technical writing.
“The methodologies were slow and steady—very deliberate, often following a waterfall approach,” she explained. “Today, everything moves at a fast pace, with an emphasis on agile methodologies and quick pivots. The change in speed and flexibility reflects how technology has shifted from being seen merely as a support function to becoming central to driving innovation and competitive advantage.”
From senior leadership to new hires, she has also seen a shift to a more “people-centric” approach to management. “I’ve noticed a growing focus on understanding the differences in our people—whether it’s personality, generation, or experience—to provide what they need for success,” Hallgarth noted. “Successful implementations are not just about the tech; it’s crucial to train the teams using it in ways that resonate with them.”
Technology training has also experienced dramatic changes, she said. In years past, these sessions were usually conducted through large, in-house seminars. Today, Baker Hill offers a blend of web-based learning, smaller group workshops, and self-paced e-learning.
“This flexibility allows us to cater to different learning styles and schedules, ensuring that teams are not only equipped with the most relevant information but are also fully prepared to use new technology effectively,” she added.
Diversity and Inclusion
When Finopotamus asked if Hallgarth has seen more women working in technology roles today opposed to 20 years ago, she said yes, especially in credit union and fintech spaces.
“Early on, it was rare to find women in technical roles, and leadership positions were especially sparse. However, today, I’m seeing more women stepping into diverse roles across the industry—whether it's software development, data analysis, or product management,” she shared. “This shift is encouraging and reflects the broader effort to make tech a more inclusive space.”
Diversity and inclusion policies being implemented across different industries, including financial services, she added, are also moving the needle. “More companies are actively working to create environments that support the career growth of women in tech,” she said. “This can be seen through mentorship programs, flexible work options, and leadership development initiatives.”
At Baker Hill, women have always had seats at the senior leadership table, she explained. “After all, one of our founders was a woman, Karen Hill,” she noted. “Baker Hill maintains that legacy with a leadership team that includes several strong women providing guidance, like our chief financial officer, Anna O’Nan, and chief human resources officer, Sheila Simpson.”
Hallgarth also pointed out an early Baker Hill champion, Janet Guyer, an agreement and pricing analyst, who retired in 2023. “I’ve been with the same company since graduating college, taking on various roles and career paths along the way, and there are many people who helped make that possible. One of the most influential has been my mentor, Janet,” she shared.
While serving as Hallgarth’s manager, Guyer recognized her leadership potential and became a trusted sounding board, advisor and advocate. “Neither of us originally planned to build a long career in technology, but we are both deeply grateful for the wide range of opportunities it has offered us,” she said.
Navigating Complex Financial Structures
With more than 140 employees, Baker Hill counts more than 400 credit unions and financial institutions as clients. The company offers loan origination solutions, including its NextGen platform, a configurable, single platform software as a solution (SaaS) product for commercial, small business, and consumer lending. For Hallgarth and the Baker Hill team, keeping pace with technological innovations is always top of mind.
“One of the most exciting trends I’m seeing in the industry is the increasing openness to tech-enabled efficiencies, especially in financial services. Twenty years ago, this wasn’t really a tech-forward space, but that has gradually evolved, and the pandemic accelerated this shift,” she shared. “Technology has become much more prevalent, and institutions are embracing the innovations that help streamline processes.”
This noted trend, she explained, is being embraced by the credit union industry, which Hallgarth applauds. “They may not have the vast resources that big banks do, but their people-centered approach makes them more open to trying new things, which often leads to creative, tech-driven solutions. It’s exciting to see how technology is being used to improve member service in meaningful ways.”
Evolving technologies also continually impact and improve Baker Hill’s approach to serving its valued clients, she noted.
“Training is no longer about standing in front of a room for eight hours; instead, it's about delivering bite-sized, targeted sessions that are more engaging and aligned with the fast-paced demands of modern users,” she explained. “This shift allows us, as trainers, to dive deeper into more meaningful conversations about the product from the outset, rather than spending time on the basics.”
Commitment to Service and Transparency
In Hallgarth’s view, the credit union industry’s focus on member-centric innovation is a clear differentiator from many other larger financial institutions (FIs) that often place profitability and scale over the consumer experience.
“This commitment is reflected in how they adopt and implement technology. We often see credit unions leveraging shared platforms and working together with fintech partners to co-create solutions that address their specific needs,” she noted. “This sense of cooperation, along with a focus on community-driven services, fosters innovation tailored to meet member expectations.”
For credit unions to continue to adopt technologies that empower them to be more agile in respective operations, she said fintech partnerships are necessary.
“By working with fintechs that share their commitment to service and transparency, credit unions can leverage cutting-edge tools without compromising the trust-based relationships they’ve built with their membership,” she said.
To support her stance, Hallgarth pointed to Baker Hill client, Rally Credit Union, which recently utilized the company’s loan origination solution.
“By automating the lending process, Rally’s response time for loan decisions has improved by three days. Now they can get an answer to their borrowers in four to five days. The credit union also achieved its target growth goal of 15%, which is a testament to how technology benefits both credit unions and their valued members,” she said of the $4.3 billion Corpus Cristi, Texas-based credit union that serves over 200,000 members.
“By leaning on the strength of fintechs, credit unions can continue to deliver personalized, high-touch service while also offering the modern digital experiences that today’s members expect,” Hallgarth concluded.