About

I learned to lead on a shop floor

At J.Crew I helped run a high-volume store and a team of more than seventy people; at Coach I directed a $10M+ premium retail operation with full profit and loss accountability and a team of more than fifty. Retail teaches you two things at once: that the number is the number, and that people, not heroics, are what move it.

At Microsoft I spent four years in commercial strategy and programme management inside one of the company's largest partner relationships, the roughly $3B Best Buy account. The commercial record came first: a portfolio moved from 20th to 4th of 60 regions, and later a district lifted to 5th nationally. The work I am proudest of grew alongside it: the Foundation Partner National Board, an operating model I created from scratch to run the partnership with the Best Buy Foundation, which became an international programme delivering $1.08M in yearly programmatic value with a nine-lead volunteer board.

The pattern underneath both is the same. When a decision looks like a choice between the commercial result and the human one, I go looking for the version where they feed each other, then build the governance that makes it repeatable. The best work of my career came from that integration point. The numbers were never the point on their own. The point was the young people who got to dream past the circumstances they were born into.

This September I move to Dublin permanently with my husband, Kyle, and begin the full-time MBA at Trinity College Dublin, taking the work to a European stage. The MBA is the deliberate step between building one programme and leading many.