Cynthia Chen has spent her career watching the financial system fail the people who need it most. As Co-Founder and CEO of Kikoff, she’s on a mission to fix that broken system by creating tools that actually work for real people.
Her company has already helped over one million users increase their credit scores by more than 80 million points collectively, proving that accessible financial products don’t have to be predatory. Chen didn’t stumble into this work by accident. With founding or executive roles at three billion-dollar fintech companies, including Figure, LendingHome, and OnDeck, she understands exactly how the industry operates and where it consistently falls short.
What makes Chen’s leadership particularly compelling is how she’s navigating the intense demands of running a profitable unicorn while maintaining her commitment to both her team’s well-being and her company’s mission.
At LendingHome, she transformed the risk management function by growing the team from 3 to 36 members in just one year while keeping credit losses below 0.1%. Now at Kikoff, she’s applying those same principles of calculated risk-taking and people-first leadership to build financial products that work for people who’ve been overlooked by traditional banking.
We had the honor of speaking with Chen, and she opened up to us about the leadership principles that have guided her through multiple successful exits, how she gives and receives difficult feedback in high-pressure environments, and the specific strategies she uses to prevent burnout in her fast-paced team. She also shared the mantra that has shaped her approach to both business decisions and life choices, offering insights that will resonate with any woman building something meaningful while trying to maintain balance in a demanding industry.
Check out our interview with her below.
Cynthia Chen, Co-Founder and CEO of Kikoff
You’ve said Kikoff was built to create the credit system you never had access to. What specific barriers as a first-generation immigrant and former engineer shaped the first version of the product?
Cynthia Chen: When I first came to the U.S., I had to start from zero: no credit, no history, and no guidance on how the system even worked. It was confusing and intimidating, and I quickly realized how many others, especially immigrants and students, faced the same uphill battle.
That’s why we launched our first credit product: to give people a safe, simple way to start building. Interestingly, what we found was that our solution also spoke to a much larger group, people who weren’t just starting from zero, but rebuilding after setbacks.
Continuing that thought, what parts of your identity most shaped your leadership voice, and what did you have to unlearn to lead a mission-driven consumer company?
Cynthia Chen: I moved to the US at 17 by myself, with no one to rely on, so independence and self-reliance became my default. Early on, I thought I had to carry everything: fundraising, decisions, execution.
At Kikoff, I’ve had to unlearn that and lean into trust. Being transparent about what I can and can’t do, and giving my team the space to lead, has made us stronger. I believe that having that trust in place helps my team move swiftly and stay focused on achieving our mission. I don’t believe good leaders have to be flawless. The most inspiring founders I know have fears and failures too. I try not to hide mine, because I don’t want to pretend to be perfect for my team.
In a heightened consumer-protection environment, how do you build for compliance from day one (FCRA reporting, dispute handling, UDAAP risk) while still moving fast on innovation?
Cynthia Chen: From day one, compliance has been non-negotiable. We build with FCRA, UDAAP risk, and dispute handling in mind, and we work closely with regulators along the way. At the same time, I make sure we hire people who are both curious and creative, people who can push boundaries while respecting the guardrails.
It’s a constant balance, but one that keeps us accountable to our mission of protecting customers.
What have you found most effective for being seen and heard at the table, tactically, in fintech and capital markets? What advice do you have for women pushing for recognition and promotion without burning out?
Cynthia Chen: It’s unique for everyone, as we all face different circumstances. But for me it comes down to impact. As a CEO and single mom, my time is limited, so I’ve had to be ruthless with it—I know I can’t compete on hours, but I can compete on impact. My background in risk analysis shaped that mindset.
Risk isn’t something to fear, it’s something to understand, mitigate, and use as leverage. That lens has helped me focus on the choices that matter most, and it’s a mindset I hope more women leaders embrace: your time is finite, so spend it on the bold moves that create lasting impact.
Kikoff’s cap table includes marquee firms and women-focused investors. What strategies helped you convert skeptics, and how can female founders better leverage aligned investors to accelerate inclusion and product credibility?
Cynthia Chen: I knew from the start that fundraising would be more challenging for me. Female founders face lower valuations, and only 4% of unicorns are led by women. Early in the Kikoff journey, I felt pressure to fit a certain mold in rooms with investors, even at one point hiding the fact that I was a single mom.
Looking back, I regret that. Being a female leader, mom, and immigrant who had to do it all on her own pushed me to make smart, calculated bets—bets that resonated with investors. Those strengths in making hard decisions are ones I’ve developed not in spite of, but because of my unique experience as a female leader, an immigrant, and a mom.
My advice to other women: don’t dilute those differences to fit a mold. Seek out investors who value your perspective, because the right partners will see your lived experience as an asset. And use that alignment as fuel to build credibility, not just for your product, but for the broader change we’re all pushing for in this industry.
For ambitious women juggling leadership and life, what boundaries, routines, or team norms have you put in place to prevent burnout—for yourself and for your employees?
Cynthia Chen: Consumer fintech is a fast-paced space, and my team works incredibly hard, setting the bar high for the industry. But I also know how easy it is to burn out in that environment. That’s why I strive to build a culture where emotional intelligence is valued just as much as performance. I want people to feel genuinely seen for their contributions, heard when they have concerns, and respected.
The truth is, the team is doing remarkable things—Kikoff wouldn’t be a profitable unicorn today without them. Every week at our all-hands, I give public kudos to team members to make sure they know when they’re doing a great job. It’s a small gesture, but recognition goes a long way in building a balanced, sustainable workforce.
How do you give (and receive) hard feedback? What phrases or frameworks have become part of your leadership playbook?
Cynthia Chen: I believe in providing direct feedback. I aim for clarity, because when people know exactly what’s expected, it leaves room for ambiguity. My team knows that there’s never negative intent behind my words; the intent is always to make us better. That same openness goes both ways; I hope people can be just as direct with me.
When you imagine your 10-year letter to today’s team, what leadership principles do you hope they say they learned from you?
Cynthia Chen: I’d want my team to say they learned two things from me. First, that leadership isn’t about doing it all yourself, it’s about empowering others and raising new leaders who can carry the mission forward. Second, that focus is everything. Time is the one resource we can’t get back, so you have to bet on the work that makes the biggest impact.
If they walk away with those two principles, I’ll feel I’ve done my job.
Lastly, is there a specific mantra, quote, or affirmation that you hold close to your heart?
Cynthia Chen: Make calculated risks. Risk isn’t something to avoid, it’s something to understand and use. The biggest returns, in business and in life, come from having the courage to take risks thoughtfully.
Emily Sprinkle, also known as Emma Loggins, is a designer, marketer, blogger, and speaker. She is the Editor-In-Chief for Women's Business Daily where she pulls from her experience as the CEO and Director of Strategy for Excite Creative Studios, where she specializes in web development, UI/UX design, social media marketing, and overall strategy for her clients.
Emily has also written for CNN, Autotrader, The Guardian, and is also the Editor-In-Chief for the geek lifestyle site FanBolt.com
