Mona Mehdi

I’m a first-generation high school and college graduate. That came with a very strict, traditional upbringing and parents who worked multiple jobs just to stay afloat. In many ways, I attribute my success directly to that environment.

My parents weren’t around much, which meant I had to figure a lot out on my own, early on. I grew up in situations where it was truly sink or swim—and that mindset shaped me profoundly. Interestingly, even learning how to swim was literal in that sense.

That upbringing taught me how to think on my feet, adapt quickly, and keep moving forward instead of staying static. I’ve realized I actually thrive in that space—where I’m challenged, forced to pivot, and expected to solve problems as they come. It’s where I’ve found both confidence and enjoyment.

The best career advice I ever received was, “Don’t stop being you.” It resonates deeply with me because I’m naturally very direct. Earlier in my career, that directness was sometimes labeled as brash—or even as complaining.

Now, at the level I’m at, it’s something my teammates truly value. I don’t sugarcoat issues. If something is wrong, I’ll say it’s wrong, and I’ll push for it to be fixed—urgently.

I’m grateful I didn’t fold or try to become someone else. Staying true to myself is exactly what helped me grow. Today, my directness isn’t seen as difficult; it’s understood as coming from a place of accountability and care.. There’s a mutual respect that I’m doing this for the right reasons—and that makes all the difference.

I would tell them not to fixate on a single role, but to focus on getting in the door and giving themselves the space to explore and learn. Where you start is not necessarily where you’ll end up.

I graduated with a degree in sociology and was convinced I was going to get my PhD and become a professor. But when I realized I couldn’t afford the master’s program, I had to pause and rethink my path. I shifted from my role as a teller to a universal banker, and that move changed everything.

Along the way, I learned that while I can be bubbly, what really drives me is understanding how things work. That curiosity kept pulling me into new roles, deeper problems, and broader responsibilities—step by step—until I eventually found my way into product.

I didn’t even know what a product manager was when I was a teller. And yet, here I am. That’s why I believe so strongly in staying open, being curious, and letting your career evolve as you learn more about yourself.

One of the biggest challenges today is staying current—both with rapidly evolving technology and with regulations that are constantly changing. Shifts in leadership and government priorities often lead to new regulations being introduced or existing ones being updated, and keeping up is only part of the challenge. Equally difficult is interpreting what those regulations actually mean in practice, especially when the guidance can be vague or open to interpretation.

Technology presents a similar challenge. Payment rails, for example, have evolved dramatically. Not too long ago, wiring money internationally was slow and expensive; today, funds can move across borders in minutes for just a few dollars. The pace of change is relentless.

Right now, AI is at the center of that conversation. I think AI has tremendous potential and can be incredibly powerful when used thoughtfully—but I don’t believe it should simply replace people. One of the most important challenges ahead is finding the right balance: defining where AI adds value and efficiency, while being clear about where human judgment, accountability, and decision-making need to remain in control. Determining that line between human ownership and AI assistance is going to be critical.

In my personal life, I’m extremely transparent and direct. If you ask me a question, I’m going to answer it honestly—I don’t sugarcoat, and I don’t believe in lying. That approach carries over very naturally into how I show up at work.

One of my core values is being judged on the quality of my work rather than appearances. I have a lot of tattoos—and I’ve actually been turned down for roles because of that. What matters to me is that my work, my experience, and my skills speak for themselves. That’s how I believe people should be evaluated.

I try to bring that same mindset to how I work with others. I make a conscious effort to focus on the quality of someone’s work, their experience, and their judgment. I don’t care how you look or how many hours you sit at your desk—as long as the work is getting done and it’s high quality, there’s no need for micromanagement.

I’m also a strong advocate for collaboration. Title doesn’t matter to me—whether someone is above me or below me on the org chart, we can work together to solve problems and fix issues. I value transparency, directness, and teamwork, and I believe the best outcomes come from working together with mutual respect, regardless of role or title.