1. What have you found most challenging as a CEO or executive of a large enterprise?

One of my greatest challenges in Corporate is reminding the business that our teams are created of complex individuals, not machines. I've always put people first. My employees used to refer to me as their "momager" because, although I sometimes reprimanded them, they trusted me and knew that I had their best interest in mind. If someone underperforms, my first action is not termination, but rather a candid discussion of the issues to determine the root cause and go about a reasonable plan for remediation. Sometimes we lose sight of our prime motivators and drive and simply need a reminder or some empathy to help get us through trying times. It's amazing what a team can do after a bit of time and TLC.

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

I worked in healthcare for 11 years in varying departments before I met the founder and CEO of The Bath Club. I'd just walked away from a company I'd been with for several years and initially applied for a contracted commercial model position, however, during my interview the CEO looked at my resume and began asking me how I'd feel about joining the team in a different capacity. Shortly thereafter I was promoted to COO. When COVID hit, I wanted to get back into healthcare and help meet the growing demand for healthcare workers, thus, I came across Ignite and got back into healthcare recruiting. While assisting displaced healthcare workers find their next dream job, I became more involved in business development incidentally and after a couple months was promoted again as a Director.

3. How do you structure your work days from waking up to going to sleep?

I prefer blocking out times to delegate to certain tasks during my day, although always allow buffer time to address unforeseen issues as they might arise, whether this be with an employee, client, software, etc. I absolutely love problem-solving, especially when I can ease someone else's headache or burdens and stay ahead of my to do list so that I have the time to do so.

4. What's the most recent significant leadership lesson you've learned?

While I dedicate myself to others, I also continue to learn my own boundaries and limitations. There are days that I have to accept I may not be able to do everything I set out to do. Most of the time, if we communicate our setbacks, limitations, and needs, the people we've been so diligently helping are more than willing to return the favor. The hardest part for most of us is to simply ask for help.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

Extreme Ownership by Jocko Willink and Leif Babin provides quite an interesting take from the perspective of Navy SEALs in a business practice. I come from a military family that puts moral values and ethics far before revenue. Integrity, honesty, respect, family and team values, innovation, and, most of all, accountability, are necessary characteristics in a business practice that not all hold or realize the importance of. You will not command respect until you earn it from those around you. Be a good person and success will follow.

6. How do you build leadership capacity in a large enterprise?

As aforementioned, I highly value my employees and team members. When appreciated and treated well, most people are highly functional and driven. I find I rarely have to ask employees to do a task once a strong rapport is built because they already strive to perform well and aid me.

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

In one of my former companies, I worked with an executive that did not hold my same philosophies. If an employee was underperforming, she quickly jumped to termination. Instead, I pushed her to let me assess the situation, find the root issues, and work on a remediation plan. Since the humanitarian approach in that a person's livelihood was at stake didn't sway her, I appealed to her fiscal nature and explained that we would not see a return on investment for another few months if we cut the employee. With one employee in particular, a recruiter, track star with a MBA, she was not meeting her quota of submissions, only making a couple a week. I'd spent several months developing a new training program with a highly skilled team. I was able to utilize this program to customize a Performance Improvement Plan for this individual and catch her up to speed. After about a month, we were able to increase her confidence, get her organized, and she became the top recruiter on our team. All she needed was someone to care and push her constructively.