Simply Business 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?
While my path to engineering didn’t begin with a traditional computer science degree, I’ve embraced learning the technical skills through hands-on experience and self-study. I’m endlessly grateful for the experiences I had beforehand  —  from my time as a journalist and news anchor to becoming a private pilot and working in public affairs for the British Government.

Discovering software development through Launch Academy was the “aha” moment I’d been searching for. My first role at a small Boston startup was pivotal; being in an environment where I had to dive in and take real ownership rapidly accelerated my growth as an engineer. What I didn’t expect was how much my past would inform my future. My ability to communicate and collaborate comes directly from those earlier chapters. And now, I’m grateful to be at a company that truly prioritizes that same spirit of learning and growth. It’s a powerful reminder that a non-traditional path can be the perfect preparation for a career in tech and in leadership.

What support did you receive from individuals and/or resources that helped you step into a leadership role?
When I think about my path to leadership, it always comes back to the people who championed me. I’m incredibly grateful to my colleagues at Simply Business, who have consistently invested in my growth.

A pivotal moment came when I joined our mentorship program as a mid-level engineer. On the application, I wrote, “I want to be a principal engineer someday,” and they paired me with a principal who became a key guide. He challenged me to think beyond my team’s immediate tasks and to approach problems with a more strategic, high-level perspective. That experience didn’t just build my skills; it fundamentally shifted my mindset and gave me the confidence to pursue a lead role.

Beyond that formal program, great managers have been crucial. Having someone who not only supports your ambitions but actively looks for opportunities to help you grow is invaluable. Their investment in me made all the difference.

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?
For me, encouraging other women to become leaders is about demystifying the journey. It’s crucial to create an environment of psychological safety where they know that setbacks are just part of the process, not a reflection of their potential.

I’ve had the honor of mentoring several more junior engineers and there’s often a moment where a problem feels insurmountable or a mistake seems disastrous. In those moments, my first step isn’t to solve the problem for them. It’s to offer a calm presence and share my own experiences with self-doubt. I’ll say, “I have been exactly where you are. I have felt that same panic. The goal isn’t to be perfect; it’s to be resilient.”

Watching someone’s perspective shift from “I failed” to “I’m learning” is the most rewarding part of my job. I carry that principle into my role as co-lead of our Women’s employee resource group, Empower  —  creating spaces where women can share challenges openly and build each other up. When we normalize the struggle, we empower each other to lead with confidence.

Simply Business frames career growth as a combination of formal development opportunities, manager support and freedom to explore new paths across the business. Employees describe advancement as both professional and personal, with promotions, leadership training and stretch opportunities helping them build confidence, engagement and long-term investment in their work.

“Professional achievements have not only advanced my career but have also contributed to my personal growth, making me feel more confident, engaged, satisfied, motivated, and deeply invested in the work I do and the people I work with.”
 

Simply Business supports career growth by encouraging employees to explore roles beyond their original function and move toward work that better matches their interests. Employees describe a culture where managers keep development top of mind, provide resources for skill-building and support cross-department mobility.

“If we can make that jump to something that we’re more passionate about, the company encourages it.”