Finch 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’ve always been drawn to building — teams, GTM motions and companies. My career began in sales and customer success at early-stage startups, where I learned how to grow enterprise accounts, sell consultatively, leverage data, stay scrappy and adapt quickly to change.

That foundation prepared me to launch my own early-talent marketplace and later join two founders as the first business hire to lead the full customer cycle in the middle of COVID — an experience that tested every skill I had and taught me new ones fast.

I’ve seen nearly every stage of building a business from the ground up. Along the way, I’ve learned how to turn complex problems into repeatable systems, build and coach high-performing teams, translate messy customer feedback into product strategy and align fast-moving, cross-functional teams around shared goals.

I’ve also learned that a career path is rarely linear — sometimes a step back or sideways is exactly what propels you toward the next big opportunity.

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

I was fortunate to have an incredible string of first bosses — both women and men — who balanced high expectations with trust and autonomy. They gave me room to be creative, embraced my wacky ideas and took ownership when things didn’t go perfectly. Those early experiences built my confidence and taught me what strong, empathetic leadership looks like — lessons I carry with me to this day.

As my career progressed, I made a point to build a network of trusted people I could turn to for advice. I’ve stayed connected with former managers, sought out women one level ahead of me for tactical guidance and worked with a leadership coach to strengthen my management and communication style.

At Finch, I’m continually inspired by the women on our leadership team who model what it means to combine execution, authenticity and clarity. Having that mix of sponsors, peers and role models has made all the difference — it reminds me that leadership growth is never something you do alone.

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 encourage every woman who wants to lead to focus on three things: Be visible, advocate for yourself and build scope. 

Visibility means creating moments to showcase your work and connect with leaders across the organization. Advocacy means being clear about your goals — don’t wait until review season to talk about what you want next. And building scope means taking initiative. If you see a gap or opportunity, raise your hand (or don’t) and run with it. Even if it doesn’t go perfectly, it shows ownership and ambition — qualities every great leader has.

To create more space for this kind of growth, I started the Finch Women’s Group — a community built around monthly socials and quarterly professional development sessions. Two and a half years later, it’s become a space where women at every level showcase their work, overcome imposter syndrome and celebrate each other’s wins.

To me, leadership is about spotting potential early, creating room for others to grow and helping them see what they’re capable of long before they see it themselves.