I started in Sales Development, beating the streets of SF to get in the door of startups & growing businesses to sell them employee health benefits.
After 10 months, I manuevered into Client Services at Pandora.
As a new hire at Pandora, I spent my free time improving our training process, which I eventually pitched to a VP. Within 6 months of joining, I was promoted to help build out a new Sales Ops Training team.
In 18 months, we grew the team from 3 to 17 as we proved our value launching training programs, enablement products, and managing communications for a Revenue Ops organization of 450+.
Then, I was promoted from the team’s Coordinator to an Organizational Development Specialist. I served as the liason to several department leaders, where I served as an business partner and was accountable for training & enablement of our client-facing teams (systems, process, skills.)
My magnum opus at Pandora is a change management + skill development initiative called Mobilize. Pandora’s emergent business model demanded a series of new business motions, processes, and behavioral skills from our client-facing teams. Simultaneously, the Rev Ops org of 450 was scoring below company benchmarks in the employee engagement surveys in a few key areas: Learning New Skills and Career Potential.
What started as a side-project between me and a two trusted collaborators eventually scaled to become a skill-development program for the entire organization. Mobilize was launched in 2016 and it continues to thrive today as a talent development and retention program for Sales & CS at Pandora/SiriusXM.
In 2017, I was hired into a dual role, leading Sales Enablement + Organizational Effectiveness at Blend. They had 90 employees and the People team was brand new. My role was to spin up new capabilities (Sales Enabelement, Customer Success Onboarding) & build foundational programs (New Hire Orientation, Performance Mgmt, Feedback, Manager Training, etc.)
Eventually, I became a Manager when I hired my first direct report—and then inherited 3 more. The team spanned across Learning & Development, Employee Experience, People Ops, and Talent Marketing. We built and managed over 10 people programs that drove high performance, high engagement, and mission-alignment across the entire company.
In 2020, Gong hired me as a Senior Manager, Learning & Development where I focused explicitly on two key initiatives: Manager Training and Career-focused Performance Management.
Within 90 days of my onboarding, we launched the Manager Monthly, a cohort-based learning program that helped new and developing managers build skills on the job.
Shortly after, we launched Grow @ Gong, a growth-mindset oriented Feedback & Performance Management program, which remains critical to Gong’s talent success strategy today.