Tyler Harrington

Managing Director, SLR Credit Solutions

40 Under 40 Category: Business Development

Tyler Harrington is a managing director with SLR Credit Solutions (formerly known as Crystal Financial) and is responsible for originating and structuring both senior and junior secured, asset-based and cash flow loans.  Tyler has significant experience working with middle-market companies and private equity sponsors on both cash flow and asset-based lending structures across numerous industries. 

Prior to joining SLR, Tyler held various roles at Cambridge Associates, a leading global investment firm that aims to help endowments and foundations, pension plans, and high net worth private clients implement and manage custom investment portfolios. Tyler was an associate within Cambridge Associate’s Private Equity Research Group as well as an associate within Cambridge Associate’s Portfolio Monitoring and Performance Group.

Tyler received a B.S. in finance from Bentley College and is a CFA® charterholder. He is also a board member of the Northeast Chapter of the Turnaround Management Association.

What is the best professional advice you have been given and how have you implemented it? 

The best professional advice I’ve been given is very simple: always try to be a resource for others. Early in my career, a mentor of mine told me that people almost never turn down an offer to get help, which I’ve found to be very true. Whether it be someone that you report to, a younger professional that you are mentoring, or someone at another firm, offering to help and provide guidance is something people always seem to appreciate and value. Even if the topic relates to subject matter that is not within my expertise, I try to find ways to help people network and get to the right person. This type of approach and behavior is also one that is typically reciprocated. Most professional jobs are driven by relationships and there is no better way to build one than lending a hand.

What advice do you normally give to junior talent you mentor?

I have spent a considerable amount of time working on new-hire recruiting and training, both at SLR and at my previous firm. The number one thing I always recommend to junior talent is acknowledging what you do and don’t know. It can be very difficult and/or embarrassing to admit to your boss that you need help with something you were hired to do.  In situations where you don’t know what to do or how to proceed, it’s important to be a self-starter and do some research on your own time, but it’s equally important to know that it’s ok to ask questions and use your colleagues and personal network as a resource. You have to be comfortable knowing you can’t solve everything on your own and you can’t be afraid to admit that. This approach will always build trust with your mentors and colleagues.

How do you define a good leader?

A good leader is someone that empowers others to do their job, but also provides guidance and mentoring when needed. Trusting your team creates a culture whereby everyone is accountable for their actions. This results in everyone having real ownership of their work which, from my experience, typically results in a higher quality work product. If you allow people to do the job they were hired for without creating an environment where people feel they are being micromanaged, I believe this drives professional growth and development and creates efficiencies within an organization. Lack of empowerment can result in a work environment that becomes monotonous and one where personal accountability is extremely low.

In addition to empowering your team, a good leader should have a clear strategic direction for the firm, speak with conviction when making decisions, and be consistent. Leaders that exhibit inconsistencies and waiver in their decision-making can lose the trust of their employees. If you want to build an organization that empowers people to make their own decisions, it is critical that the organization’s leadership is leading by example.