Three roles,
one program
Worked on a career development program — Help Wanted and Residency — from every angle: as the team lead who ran it and built its documentation, as a participant who went through it herself, and as a host manager who designed the onboarding framework on the receiving end. Each role informed the next.
What I brought to this
What I learned
I spent years helping agents find opportunities through this program — writing proposals, coordinating timelines, building the documentation. When I went through it myself, I saw it completely differently. The gaps I hadn't noticed from the outside became obvious from the inside. That shift directly shaped the onboarding infrastructure I built afterward.
A meaningful part of my work on the program was turning agent feedback into better documentation — clearer proposals, more useful checklists, more honest communication about what to expect. Treating that feedback as a signal rather than noise made every version of the program better than the last.
When the Residency opportunity came up for me personally, I was the one who hesitated. I'd spent years encouraging others to push past that feeling. Having to take my own advice — and seeing it pay off — gave me a much more grounded way to talk to participants about the discomfort of growth.
The full arc
Three distinct phases across three years, three different vantage points on the same program.
As an Agent Team Lead, I was part of the team responsible for running Help Wanted and Residency opportunities for agents across the organization. That meant writing proposals, coordinating with workforce management, managing candidate communications, and building the documentation that made the program repeatable.
A Residency opened up for a role that felt like a stretch — more technical than my background, an unfamiliar team, a new set of expectations. I'd spent years encouraging agents to apply for things that scared them. I applied.
"I didn't feel ready. It had been intimidating. But discomfort and the unknown is a sign that you're growing, not failing. You don't have to know everything to start — you just have to be willing to learn."
Now on the receiving end — hosting residents onto my own team — I built the onboarding infrastructure from scratch, informed by every friction point I'd noticed as a participant and every gap I'd seen from the program side.