Previously, she was the CEO of Otrium, a global sustainable fashion marketplace recognized as one of the Most Innovative Companies of 2023 by Fast Company Magazine. Over the past 20 years, she's scaled four multi-billion-dollar companies and held senior sales and operational roles, including Senior Vice President of Expedia Group's Global Strategic Accounts Team and General Manager at Uber. At Uber, she grew revenue 25x to over $1 billion in under three years.
She holds degrees from Harvard Business School and Harvard Law School and sits on the public company boards of Olo and Five Below. Outside of her professional life, she finds joy in spending time with her family, collecting art, traveling around the globe, and cheering for the Seattle Seahawks.
I think many executives underestimate how much operational excellence drives growth and profitability. Operations isn’t just about efficiency—it’s about creating the foundation that enables innovation and scale. Too often, leaders focus heavily on strategy and top-line growth without realizing that weak operational execution will limit their ability to scale sustainably. A brilliant strategy without operational rigor is just an idea. The best companies are the ones that can execute consistently at scale while staying nimble enough to adapt to market changes.
Agility will be the defining factor for success over the next five years. The pace of change is only accelerating—whether it’s technological disruption, shifting consumer behavior, or global economic uncertainty. Companies that succeed will be those that can operate with speed and clarity, making quick decisions based on real-time data while staying aligned on long-term goals. That requires building flexible operating models, empowering teams to make decisions at the front lines, and fostering a culture where adaptability is valued over perfection. The ability to pivot quickly without losing focus is what will separate industry leaders from everyone else.
Parenting has taught me that presence matters more than perfection. For executive leaders, this translates to creating psychologically safe environments where vulnerability is seen as strength. The best leaders, like effective parents, set clear boundaries while giving people room to learn through mistakes. They focus on developing their teams' capabilities rather than controlling outcomes, building resilience that sustains both the organization and its people.
I surround myself with people who challenge me and make me better - at work and in my personal life. Early in my career, I thought success was about doing everything myself and proving my independence. But the truth is, success comes from building deep, trusting relationships and learning how to ask for help. The most successful people I know have deep networks—they know how to give and receive help.
I deeply admire my great grandmother Willie, who was born in Quitmann, Georgia in the 1800s. She was a mother to 13 children. As was customary during that time, she was a cook for a white family. She had an extremely strong work ethic and she took pride in the fact that she saved enough money after many years to buy land in Georgia which our family still owns today. I know her strength, resilience and vision for a better life is behind the drive and ambition I have to this day. It runs through me.
Morning reflection time. Those quiet moments before the day begins allow me to set intentions, maintain perspective, and connect with my deeper purpose. Whether it's journaling, meditation, or simply enjoying a cup of coffee while gathering my thoughts, that solitary time grounds me and enables me to lead from a centered place rather than just reacting to the day's demands.
I’m excited about the rise of AI as a tool for personalization and human connection. We’re at a point where AI can go beyond automation and start creating more personalized experiences for customers and employees. But the companies that will win are those that figure out how to balance technology with human insight—using AI to augment human decision-making rather than replace it. That’s where real innovation will happen.
