What has been a defining moment in your leadership journey, and how did it shape you?
A defining moment in my leadership journey came during my time at Goodwill, where I was promoted through every level of the department. Prior to that role, I didn’t aspire to leadership or see myself as a strategic thinker. I also didn’t have any experience in marketing. That changed when I had a manager, Kristen Blessman, who recognized my potential before I fully saw it in myself. She invested in my growth, challenged me, and helped me build confidence as a leader.
When she left the organization, she ensured I was ready and positioned to step into her role as Vice President. That opportunity transformed how I saw myself and what I believed I was capable of. It also shaped how I lead today—I prioritize recognizing and developing potential in others. Kristen continues to be a mentor to me, and I’m deeply grateful for her lasting impact.
How did your Leadership Fellows experience shift your perspective on leadership and prepare you for the new responsibilities and opportunities that come with stepping into bigger leadership roles?
Through Leadership Fellows, I realized that even the most accomplished leaders struggle with imposter syndrome. We all question our abilities at times, which makes having a trusted community essential. I still meet regularly with a group from my Fellows cohort, and we support each other through difficult decisions and career pivots.
That experience reinforced for me that leadership isn’t about having all the answers—it’s about connection, perspective, and shared wisdom. Community truly is everything. Also, if you ever encounter someone who thinks they have all the answers, that’s probably your cue to run.
What’s a lesson you’ve learned as a leader that you wish more people talked about openly?
One lesson I wish more leaders talked about openly is that it’s okay to be unapologetically not great at some things. Owning your weaknesses—and being honest about where you fall short—is actually a superpower.
The best leaders aren’t great at everything; they’re great at building teams that complement the leader’s skills. When you’re clear about what you’re not good at, you can intentionally surround yourself with people who excel in those areas.
How do you see civic and business leadership evolving in Denver, and what gives you hope about the future?
I see civic and business leadership in Denver continuing to evolve through deeper collaboration—especially between the nonprofit, corporate, and government sectors. The challenges facing our communities will require all of us working together in more intentional and coordinated ways.
What gives me hope is the generosity and spirit of Coloradans. We care about each other. We may not always agree, and we often have different ideas about how to get things done, but there is a shared commitment to supporting one another.
That sense of community—of looking out for your neighbor—is something truly special. It doesn’t exist everywhere, and I don’t take it for granted. It’s what gives me hope for the future and makes me proud to raise my family here and call Colorado home.
If you could give your younger self one piece of advice, what would it be?
If I could give my younger self one piece of advice, it would be this: the small talk is actually really big. I used to think conversations about weekends or vacation plans were a distraction from “real” work.
Over time, I realized those moments are where trust is built. Taking the time to ask about a colleague’s kid’s basketball game or check in on a sick parent shows people they’re seen and valued beyond their role.
What once felt small and unimportant, I now see as essential. Those conversations are critical to building strong relationships, fostering trust, and ultimately retaining great people.
