OpenX Technologies Career Growth & Development

Describe your career journey so far. What skills and experiences have you acquired along the way that have helped you get to where you are now?

I began my career as an industrial engineer consulting across industries such as manufacturing, banking, healthcare, telecom and travel, where I sold, managed and delivered large-scale process improvement projects. In that work, I learned the importance of starting with the problem statement. Too often, teams rushed to solutions or technology, but the greatest impact came from slowing down to clearly define the issue first. Within a few years I was promoted to supervisor and completed management training that taught me how to give feedback, lead teams and navigate executive settings. One of my biggest growth moments was pitching a transformation to a Fortune 100 executive team. It was intimidating, but it showed me that stepping into uncomfortable rooms is how you grow. Later, when I stepped back into an individual contributor role after burnout, I learned patience, persistence and humility and it grounded me in the challenges of being on the front lines. Today I lead a broad portfolio that includes PMO, operational excellence, content integrity, IT, real estate and office ops and I rely on these early lessons every day. My path reminds me that careers are rarely linear.

What support did you receive from individuals or resources that helped you step into a leadership role?

Early in my career, I believed I had to lead in ways that did not feel authentic. In my organization there were very few female leaders and I tried to emulate the leadership approach I saw modeled, which meant hiding parts of myself that later became my strengths. With the help of a coach, I learned that authenticity builds trust and once I became comfortable being myself, the teams I led grew stronger. I also had a manager who shaped my philosophy. He told me he would keep me six inches underwater, challenged but able to come up for air and that mistakes were expected as long as I learned from them. That guidance gave me courage to stretch. I found it liberating to admit mistakes the moment I recognized them, often walking in with a solution or already having course-corrected. That honesty built his trust in me and showed me that leadership is not about being perfect, but about being accountable, transparent and willing to grow. Looking back, the balance that helped me most was being trusted while still being pushed to grow.

How do you encourage other women on your team to become leaders themselves? Are there any stories you can share that showcase how you’ve done this?

I try to offer the kind of support that gave me the courage to step forward. I tell my team I expect mistakes, but I ask for honesty so I can have their back and help them course-correct. That safety net builds confidence. I also coach women to advocate for themselves with evidence of their impact, not just tenure, when they seek growth opportunities. Early in my career, I gave a stretch assignment to an administrative colleague whose instincts were strong but who lacked the formal engineering degree her peers had. Some doubted her credibility, but she excelled and later became the leader of an engineering group. That experience reinforced for me the importance of looking beyond credentials to recognize potential and create opportunities. For me, leadership has not been linear and I do not believe it has to be. It can be authentic and uniquely your own, especially when you help others find their path as well.