Enova
Enova Leadership & Management
Frequently Asked Questions
According to Enova’s semi-annual survey, 93% of employees have a favorable opinion of their managers. Managers are valued for their support of ideas, encouragement and willingness to listen. Managers are encouraged to have “open door” policies, regular 1:1 meetings with their team and team-building opportunities.
Enova offers a structured mentoring program that connects high-potential managers, leads, and subject matter experts with senior leaders, who in turn receive executive mentorship. This tiered program enhances leadership coaching, provides diverse perspectives and resources, and expands professional networks. For new managers or those recently joining Enova, the Manager Ramp Up program delivers foundational training in team management and leadership through a blended approach of self-paced online modules and live workshops. Our Emerging Talent Programs target high-performing, experienced individual contributors and managers, offering specialized workshops (2-3 per cohort) on critical topics such as Problem Solving and Leading Change to advance their skills and broaden internal connections.
Enova fosters transparency through regular communication at every level. Our monthly departmental town halls provide a platform for executives to share updates within their specific teams. Each quarter, our CEO and CFO host company-wide meetings to outline upcoming goals and long-term strategies. These sessions also feature 'Spotlight' segments that showcase high-performance projects and set clear expectations for excellence. To celebrate our culture, we host quarterly Values Awards, recognizing individuals who embody Enova’s five core values and demonstrate what it takes to succeed here.
Enova’s CEO sends out monthly communications updating the organization on our goals, the industry and any events. Meanwhile, Enova’s People Resources Team hosts performance review sessions and has role expectations hosted on the internal wiki.
Each quarter, our CEO and CFO host company-wide meetings to outline upcoming goals and long-term strategies. We also encourage managers to have “open door” policies and regular 1:1 meetings. Each department holds monthly meetings where managers recognize employees for their achievements and provide updates on both the company and team goals and strategies. Each year, the entire IT department participates in an offsite Tech Summit, which features guest speakers and presentations by team members on innovative projects within the organization. This helps with personal growth and gives individuals the opportunity to ask questions about the company’s direction.
The CEO also sends out periodic updates to the whole company, talking about vision and what is on the horizon, as well as the successes the company has had since the last update. The CEO, Steve Cunningham, holds monthly office hours where up to five team members can sit down as a group and interact with the CEO. Additionally, employees are encouraged to attend the company’s quarterly earnings call so they can keep up to date with the successes and expectations of company performance.
Enova Employee Perspectives
Leadership at Enova encourages employees to think beyond their individual roles, helping teams make decisions with a broader understanding of the business and its customers.
“When I think about what has helped me grow both here and in prior organizations, it’s having a broad enough understanding of the industry so that any ideas, recommendations, or prioritizations balance the broader business needs and not just my specific role or function.”
Enova’s management approach values input from across the organization, creating a collaborative environment where different perspectives help shape stronger initiatives.
“Engagement comes from involvement. My team always invites feedback when rolling out new initiatives. We believe the best expertise might come from someone closest to the process, someone with a broader perspective, or even from an outside view.Bringing those voices together makes the work challenging, collaborative and exciting.”
Leaders at Enova support career development by encouraging curiosity, continuous learning and career paths that give employees room to grow in more than one direction.
“I always encourage others to stay curious and never stop learning, while also emphasizing the importance of investing time in building meaningful networks. Also, remember that career paths aren’t linear. There’s a lot of value in lateral moves – they can broaden your understanding of the business or industry.”
Enova Employee Reviews
What People Are Saying About Enova
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Strategic Vision & Planning: Public materials lay out a “balanced growth” roadmap powered by analytics, a diversified consumer/SMB mix, and a concrete milestone to add bank capabilities via the Grasshopper acquisition with an H2 2026 target. Leadership also articulates an end‑state of becoming a bank holding company to diversify funding and broaden products.
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Open & Transparent Communication: Company channels describe regular monthly town halls, quarterly company‑wide meetings, and recurring CEO updates that outline goals and long‑term strategy. Investor communications repeatedly restate the same strategic pillars and KPIs, reinforcing clarity across audiences.
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Purposeful Goal Setting: Earnings communications and IR materials provide specific near‑term expectations and operating guardrails tied to originations, margins, and profitability. The Grasshopper timeline and synergy intentions offer concrete directional markers stakeholders can track.
Enova's Benefits
Engineering team utilizes pair programming
Open office floor plan to encourage communication and collaboration
Utilizes an open door policy that encourages accessibility
