I’ve always been drawn to roles where people and operations intersect—places where the right systems can make someone’s day easier, and the right support can help a team move with confidence. That pull has shaped my path across automotive service, EV operations, technology, disability management, retail, and hospitality, giving me a wide-angle view of how organizations function and what teams need to thrive.

At Rivian, that understanding came to life. I moved through several roles and eventually helped support both North American and European markets from the Service Support Operations Center. What I’m most proud of isn’t the scale of the operation or the performance gains—though we made plenty of those happen. It’s the trust people placed in me. I formally led a team, but in practice I spent my days coaching across entire shifts, helping new leaders find their footing, and building processes that gave people clarity instead of pressure. The work was fast, demanding, and constantly evolving, and my goal was simple: make sure the people doing the work felt supported and set up for success.

Collaboration became a natural part of how I operated. On the factory floor, I partnered with cross-functional teams to streamline end-of-line flow and eliminate bottlenecks. In service centers, I worked alongside technicians and intake teams to refine triage and reduce repeat visits. Internally, I built groups dedicated to clean documentation and accurate problem-solving so that customers and technicians had the information they needed the first time. Small improvements added up to big wins—and those wins were shared.

Culture mattered just as much as process. I’ve always believed that small acts of care can create meaningful change. Something as simple as providing reusable mugs to reduce paper waste often turned into bigger conversations about engagement, connection, and the kind of workplace we wanted to build. I helped plan volunteer events, supported employee experience programs, and tried to create a space where people felt steady during periods of rapid growth and constant change.

Before Rivian, my path wound through roles that strengthened both my technical foundation and my commitment to service. At Apple, I learned how to pair complex technical work with calm, human-centered support, eventually assisting Apple Corporate’s COVID-19 Task Force. At Sedgwick, I managed sensitive disability and leave cases, balancing accuracy, compassion, and strict confidentiality. And in earlier leadership roles at Verizon, 7-Eleven, and GameStop, I grew into a leader who uses data and operational insight to make everyday work smoother for teams and customers.

Through all of it, one belief has stayed constant: operations work best when people feel heard, understood, and supported. That’s the principle I lead with—building workflows, teams, and cultures that make people stronger, not more stressed.

About My Education

I earned my Bachelor of Science in General Management from Oakland University, where I also completed a minor in Management Information Systems—an early foundation for my interest in how people, processes, and technology come together to create seamless operations.