Before we meet:

01

EARLY CAREER · NEW YORK CITY

I was managing before I knew what it was.

In my early 20s I wanted to work in fashion but didn't quite know how. Enter retail. I landed a job managing a team of 50 people in a fast-paced NYC environment — learning what it actually means to lead before anyone gave me a framework for it. I'll tell new managers today that I was a terrible manager when I began, because it takes time and nobody skips that part. What I walked away with was something that can't really be taught: how to hold a room, make decisions before you feel ready, and de-escalate in real time. That was my first lesson in people — and it stuck.

"I learned to hire, to fire, and to stay calm while everything was loud. During panic, I knew that was my time to shine."

02

THE PIVOT · BRAINSTATION

I understood tech philosophically-

Time to close the gap.

Retail was good but I knew I wanted more. I went back to school, studied UX/UI at Brainstation, and set out into a world that was largely unknown to me. The smartest entry point was customer service — I knew the people part well, and that bought me time to learn everything else. I started building systems that made sense to me, through a lot of trial and error, and something important clicked: I could learn anything if I believed I could. That belief has never left.

“I didn't know the tech world yet. But I've always believed in my ability to figure things out — and that turned out to be enough to get started.”

03

DIRECTOR · CHARITYBUZZ

Things got real quickly.

At Charitybuzz I stepped into my first director title and found myself doing a bit of everything — remote hiring, scaling service delivery during rapid growth, translating customer feedback into process improvements that actually stuck. I was getting results. But I was operating on instinct more than intention, and I knew it. So I made a deliberate decision: to stop figuring things out in isolation and start learning from people who had solved these problems before. I wanted to be good on purpose, not just by accident. That shift — from reactive to intentional — changed how I work.

"I held the strategic view and stayed close to the work at the same time. That's where I do my best thinking."

04

NOW · SQUARESPACE

I built something from scratch.

It worked.

I built more.

Squarespace started as the perfect blend — people management meets tech, finally in the same room. I was good at it. My team kept developing, moving into new roles, succeeding. And then I noticed I was on repeat. So when the opportunity came to step into a Senior Team Lead role in Product Support, I took it. Smaller team, more strategic space, closer to the technical work. I built Code Camp — an immersive program where engineers taught support agents to code — not because it was assigned, but because I saw a gap. I also lead AI integration strategy for my team: finding the tools, building the workflows, and making the case to the people who aren't convinced yet. I don't force adoption. I show people what's possible and let the results do the talking.

"Strategic thinking isn't about having the idea. It's about making the business case — for the customer, for the company, not just because it's frustrating for the team."

05

WHAT'S NEXT

A communicator who happens to run operations.

I'm looking for senior roles where how I think and communicate is central to the work — not a side effect of it. Content strategy, program leadership, executive communications, AI-forward organizations trying to figure out how to talk about what they're building. I want to teach other people how to lead. I want to take everything I've built across retail floors, startup chaos, and tech teams, and put it somewhere it can do more. The title has never told the whole story. I'm looking for the room that finally matches it.

Don’t worry—I have more to say.

Interview my chatbot or contact me.