Hermina “Nina” Batson: Fearless Leadership and a Lasting Legacy in Mentorship

October 2, 2025

What happens when a setback sparks a calling? For Hermina “Nina” Batson, walking away from electrical engineering wasn’t the end of her high school dream; it was the start of a fearless career in financial services—one built on integrity, courage, resilience, fortitude, determination, and a strong commitment to giving back. The daughter of Panamanian parents, Nina grew up on Long Island. At Hofstra University, she took steps to create opportunities for every student to feel included and have the chance to succeed. “Every student must have the opportunity to be successful, even if they don’t know how,” she says, a belief that continues to guide her.


Long before Nina became a corporate leader, she taught financial literacy to underserved individuals in the communities she served, helping them understand the basics of money management and find pathways to independence. Mentoring, in one form or another, has always been part of her story.

Professionally, Nina has worn many hats and handled each with authority. She spent 25 years with FWA corporate sponsor MUFG, earning a reputation for expertise and steady leadership. Most recently, she was at Barclays as Director, Head of Regulatory Engagement in Internal Audit, where she addressed complex regulatory issues. But ask Nina where her true legacy lies, and she won’t point to a title or a promotion. She’ll talk about mentoring.


Since joining the Financial Women’s Association in 2008, Nina has dedicated herself to strengthening its mentoring programs. As Membership Chair, she worked to promote the organization's growth by creating a student membership category and providing more networking opportunities for young women with women in finance. During her FWA presidency, she also restructured partnerships to ensure all women could access both professional and personal development opportunities. This approach helped them develop skills “off-the-job” through increased knowledge sharing and confidence building, enabling women to connect, receive mentorship, and learn alongside others in the financial industry for their on-the-job success.


For Nina, mentorship is not just about advancing careers, nor is it one-sided. It is both a personal duty and a call to action. Mentorship involves building confidence where there is doubt, providing guidance where there is uncertainty, and inspiring others to lead courageously. It’s about creating a legacy. It’s about improving the financial industry so success is shared and opportunities are open to others. “Mentorship is very important. It provides mentees and others seeking a relationship with the chance to grow, share, learn, and shape the future of finance, one person at a time. After all, our greatest glory is never in helping ourselves, but in helping others,” she says.


Nina’s leadership has significantly impacted her mentees, colleagues, and the FWA itself. She has been a catalyst for growth, inclusion, and for creating space where voices that were once unheard now take center stage. She listens, she learns, and she walks alongside her mentees with humility and patience. She also ensures her mentees understand what’s expected of them and provides them with the tools to succeed. Additionally, she quickly reminds mentors that the relationship is mutual. Her mentees can feel this difference. Tioluwani Ariyibi, a student at Seton Hall’s Stillman School of Business, is one of them. “There’s no stopping my mentee. She’s a very determined, driven, and resilient person. Her cultural upbringing and respect for her elders help her navigate her current environment,” Nina says proudly.


And she’s clear that the work isn’t finished. Through the FWA’s mentoring programs at Baruch, Seton Hall, the High School of Economics and Finance, and the FWA’s Wall Street Exchange program, Nina sees the opportunity for FWA members to carry the torch forward, invest their time, share their wisdom, and mentor the next generation of finance leaders while also improving themselves. “Change happens when we decide to show up,” she says. Her advice to those following in her footsteps is as bold as her own example: “Don’t wait to be invited to the table. Pull up your own chair!” 


Nina (right) and her current mentee, Tioluwani (left).

February 11, 2026
In finance, precision, rigor, and discipline are essential, and they will always remain core to how we operate and make decisions. At the same time, there is an important distinction between maintaining high standards and allowing the pursuit of perfection to slow progress, dilute impact, or prevent action altogether, particularly in moments that require speed, adaptability, and judgment. One of the most valuable leadership lessons I have learned is that waiting for perfect conditions often means missing the opportunity to act when it matters most. Markets move quickly, organizations evolve in real time, and the world rarely presents us with complete information or ideal circumstances. If we wait until every variable is known and every detail refined, we often find that the moment has already passed. Perfection is the enemy of the good. Progress, especially in complex and dynamic environments, rarely comes from flawless execution. It comes from informed decision making, from moving forward with intention, and from being willing to adjust as new information emerges. Most meaningful advances are not perfect at the outset, but they are good enough to create momentum, learn from experience, and evolve into something stronger over time. This mindset is particularly important for leaders, and it is especially relevant for women in leadership. Too often, women are conditioned to believe that we must be fully prepared, fully qualified, and fully certain before stepping forward or making decisions. That expectation, often applied more harshly to women than to others, can slow progress and limit both individual and collective impact. Agility is not about lowering standards or acting without care. It is about being responsive, thoughtful, and decisive in the face of uncertainty. It requires confidence in our judgment, trust in the teams we lead, and the willingness to course correct when circumstances change. Moving fast does not mean moving blindly, it means recognizing that learning and improvement often happen through action rather than delay. At the Financial Women’s Association, we strive to lead with this balance in mind. We are committed to excellence, but we also value momentum. We move forward deliberately, but without paralysis. We test new ideas, listen closely to our community, and continuously refine our approach, understanding that progress is an ongoing process rather than a final destination. As leaders, our responsibility is not to eliminate uncertainty, because that is rarely possible, but to navigate it with clarity, courage, and a bias toward action. When we choose progress over perfection, we create space for innovation, growth, and meaningful change.  Let us continue to lead in this way, with confidence, adaptability, and purpose, supporting one another as we move forward together.
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