At 25, I learned the lesson that would define my career. As Director of Client Services at Circles, a workplace experience company serving Fortune 500 employers, I led 200 people through a period of hypergrowth.

Growth without structure does not scale people. It breaks them faster.

Four times since, across technology, corporate, and mission driven organizations, I have built the systems that turn ambition into repeatable performance.

I build leadership teams as deliberately as I build operating models. At City Year, I established 50% representation of women and leaders of color across the executive bench. At Health Leads, I increased workforce representation from 19% to 51% women and people of color. At Valimail, I built 50% representation of women across the leadership team.

Leadership composition is a business decision. It directly influences decision quality, accountability, innovation, and the ability to execute at scale.

At City Year, I built the infrastructure that scaled a regional education model into a national and international organization serving nearly one million students across 28 cities and three countries.

At Health Leads, I led the transformation that made the shift from managed services to a national platform executable. During a $16M foundation backed growth period, I grew the workforce 35% and raised company wide talent retention from 62% to 93%.

At Valimail, I led the strategy and operating transformation that grew ARR from $12M to $30M, doubled headcount, evolved a regional in-person company into a global remote operating model, and reversed $1.5M in monthly cash burn to achieve Rule of 40 profitability. I owned our enterprise AI workforce strategy, redesigning job architecture and reallocating human capacity to higher-leverage work as the technology matured. I carried the company through its acquisition by DigiCert.

That conviction became a book. Wired to Win: The Hidden Code for Leaders to Build and Scale High-Performing Organizations, forthcoming Fall 2026. I wish I'd had this the first time growth outran the structure meant to hold it. It's also why I believe AI workforce strategy is a leadership challenge before it is a technology challenge. AI does not resolve unclear priorities, weak decision making, fragmented accountability, or a culture that cannot learn. It scales what is already there.

The work is to build AI-ready teams: teams with clarity about where human judgment is essential, how work should be redesigned, what skills must evolve, and how accountability holds as technology takes on more of the routine.

I have been recognized by Business Insider, the Stevie Awards, and the Business Intelligence Group. During my tenure, Valimail was named Fast Company's Best Workplaces for Innovators and Built In's Best Places to Work.

I live in the Bay Area with my husband and our two kids, who keep me honest, humble, and constantly laughing.

A CAREER OF BUILDING WHAT MATTERS

01

The cost of scale

Growth without structure breaks people faster than it builds companies.

02

Scaling mission

A regional idea becomes infrastructure for nearly one million students.

03

Making the pivot executable

Strategy works only when the organization can carry it.

04

Building profitable scale

Growth, financial discipline, and a global operating model.

05

Naming the system

The leader is the system. In the AI era, that determines whether technology expands a team's capacity or begins to dictate how the team works.