Global IT Leader | Director of Service Delivery | Higher Ed Strategist | Digital Transformation | PMP, PMI-ACP, ITIL at Webster University
Career Journey & Motivation
1. What inspired you to pursue a career in project management? I’ve always been someone who enjoys building systems and creating order from complexity. Early in my career, I thought I’d be fulfilled by managing day-to-day operations, but over time I discovered that my true passion lies in change management, process improvement, and developing systems that integrate people and technology effectively. What inspires me about project management is the balance between structure and innovation it allows me to design processes that drive efficiency while empowering teams to work smarter. I’m naturally curious and enjoy learning new approaches, absorbing different experiences, and applying that knowledge to make meaningful, positive change within organizations.
2. Can you share your path into project management was it planned or unexpected? It started out unexpectedly but evolved into a more intentional career path over time. Years ago, while receiving food assistance and unemployment benefits, one of the program requirements was to complete weekly job searches and take a WorkKeys assessment. At that time, I was starting my own small business as a Virtual Administrative Assistant while seeking full-time employment, but I was facing some challenges. My initial goal in taking the WorkKeys test was simply to score high enough to qualify for administrative or IT specialist positions. To my surprise, my results were strong enough to qualify me for project management training. That opportunity became a turning point. Through the St. Louis University Workforce Development program, I completed project management training and ultimately earned my PMP certification. From there, my career naturally progressed into leadership roles, where I began managing teams and leading projects blending both my technical background and my growing passion for strategy, systems, and process improvement.
3. What was your very first project management role like, and what did you learn from it? My first role in project management was during my position as Senior Manager of Campus IT. It was a challenging experience because it forced me to reconcile what I had learned in training with the realities of leading projects in the field. I still remember my project management instructor warning us that many people prefer shortcuts over proper planning and documentation and he couldn’t have been more right. At the time, we were updating classroom technology across the campus. While I tried to develop a structured plan and document each phase, some of my colleagues preferred to “freestyle” and skip steps to save time. Initially, that was overwhelming for me. However, it pushed me to think differently about how projects could be managed in fast-paced environments. That’s when I discovered Agile project management a flexible, iterative approach that still allowed for structure but required less paperwork than the traditional waterfall method. Learning Agile completely changed how I approached projects, especially in the IT field where changes always occur. It taught me how to adapt quickly, communicate effectively, and balance structure with flexibility skills that have continued to shape my leadership and project management philosophy today.
Leadership & Impact
1. How do you approach leading diverse teams in high-stakes projects? When leading diverse teams, especially on high-stakes projects, I’ve learned that success begins with creating a safe and inclusive environment. I make it a point to establish psychological safety early on (safe spaces), ensuring that every team member feels comfortable sharing their ideas, asking questions, and even challenging assumptions. I also believe in clarifying the “why” behind every initiative. When people understand the purpose and how their work connects to the bigger picture, they become more engaged and accountable. Alongside that, I take time to understand the different cultural backgrounds represented on the team recognizing that communication styles, decision-making approaches, and even perceptions of leadership can vary widely. Before the project begins, I align everyone on the chosen framework and expectations whether it’s Agile, hybrid, or traditional waterfall so there’s clarity on how we’ll collaborate and measure progress. Throughout the process, I remain mindful of my own stress levels and leadership tone, because my energy often sets the pace and emotional climate for the entire team. When challenges arise, I make it a priority to address conflicts early and directly, creating room for healthy debate but knowing when it’s time to pivot from discussion to decision. Finally, I invest in understanding each team member’s strengths, expertise, and motivation, assigning roles that align not just with skill but with passion and working style. This balance of structure, empathy, and adaptability helps me lead diverse teams toward shared success while maintaining trust and cohesion.
2. What is the most challenging project you’ve led, and how did you overcome obstacles? The most challenging project I’ve had to lead was overseeing my team’s participation in the Windows 11 migration. We were responsible for moving all campus systems from Windows 10 to Windows 11, a major transition that impacted nearly every user and device.
What made this project particularly difficult wasn’t just the technical work it was the human side of change. The team was already experiencing change fatigue from previous initiatives, and my leadership style was very different from what they were used to. I’m a consistent and directive leader who values structure, communication, and accountability, whereas the team had been accustomed to a more hands-off management approach. Many believed leadership simply issued orders without understanding the daily realities of the technicians. This created resistance, disengagement, and hesitation to take ownership.
Early on, I realized that to move forward, I needed to first understand the landscape who the key stakeholders were, what had already been planned, and where the real blockers existed. The Infrastructure and Operations team had initiated the project and built a plan, but it was overly detailed in some areas and lacked structure in others particularly around deployment and in-place upgrades. At the same time, we were also onboarding new hardware to replace outdated systems, creating multiple overlapping projects within the same timeline.
Another challenge was the lack of reliable data. With no tracking from previous deployments, time estimates were inflated, and productivity was hard to measure. To counter that, I decided to lead from within the process with task such as physically participating in imaging, unboxing, installing, and recycling devices alongside the technicians. This hands-on involvement helped me gather accurate time data and demonstrate transparency and accountability in real time.
By applying an Agile project management approach, we introduced weekly checkpoints, adapted quickly to changing needs, and broke the massive effort into manageable iterations. My direct involvement not only increased efficiency but also rebuilt trust with the team they saw that I understood their workload and challenges firsthand.
In the end, we successfully completed 150 of the 300 classroom installations during my portion of the project, established a repeatable workflow for the remainder, and, more importantly, transformed the team’s morale. This experience taught me that sometimes the best way to lead through resistance is to model the behavior and commitment you expect from others and to balance strategy with empathy and presence on the ground.
3. How have you used your role to mentor or empower other women in project management? In my current role as Director, I intentionally use my position to empower women and students through mentorship and real-world learning experiences. Working at a university gives me a unique opportunity to help students bridge the gap between academics and professional practice, and I’ve built a small but meaningful mentorship program around that.
I created a role called IT Knowledge Coordinator, designed for students studying data analytics, IT management, or other technology disciplines. These students work directly with me on day-to-day operational tasks and project initiatives to gain hands-on experience. In addition to the technical exposure, I meet with each student weekly for structured mentorship sessions, where we discuss leadership, career aspirations, and challenges they encounter. I also reverse the dynamic by asking them to evaluate my leadership style what they’ve observed, how they might have handled a situation differently, and what lessons they’re learning from that reflection. This builds their confidence while teaching them critical thinking and communication skills.
Beyond students, I also mentor colleagues. For example, one of my team members, Tori, is new to project management, so she often seeks my guidance on how to approach projects and manage team dynamics. I provide coaching and real examples to help her navigate those situations with confidence.
Lastly, I extend my mentorship beyond the workplace by speaking at universities most recently at Maryville University, where I share my professional journey and encourage students, especially women, to explore project management as a field full of opportunity, growth, and leadership potential.
Breaking Barriers & Representation
1. Have you faced any gender-related challenges in your career, and how did you navigate them? Absolutely. The IT industry still lacks significant representation of women and minorities, especially in leadership roles. While there are initiatives emerging to change that, the reality is that navigating this space as a minority woman comes with its own set of challenges. I’ve faced not only overt biases and judgments but also subtle microaggressions and the internal weight of imposter syndrome especially early on, when my background was rooted more in business administration and project management than in traditional IT.
There were moments when I had to continuously prove my competence and credibility, and that wasn’t easy. Over time, I learned that the best way to navigate those moments was through a combination of self-awareness, resilience, and growth. I invested heavily in my professional development, took on challenges that stretched my skills, and reminded myself that even the most confident people are still learning.
I also recognized the importance of having a support system. There were times when I sought therapy, leaned on mentors, or built a circle of peers who could remind me of my value when I doubted it. Taking care of my mental and emotional health became just as critical as developing my technical and leadership skills.
Another lesson was learning to focus on my strengths. I may not be the most technical person in the room, but I know my value lies in project management, leadership, communication, and my ability to bring people together to achieve results. I’ve come to embrace the fact that growth is a continual process and that even missteps are opportunities for learning.
Ultimately, I’ve learned not to take bias or judgment personally, it often reflects someone else’s limitation, not mine. My role is to show up, do the work with integrity, and keep moving forward. I remind myself that I’ve earned my place, and I owe it to myself and to those who will come after me to keep breaking barriers and creating space for others to do the same.
2. How do you think the industry can better support women in project management roles? I believe the most impactful way the industry can better support women in project management is by creating strong, intentional support systems. Too often, women step into leadership roles feeling like they must constantly prove themselves in order to be heard or taken seriously. That pressure can lead to unnecessary stress and sometimes even burnout.
Having a network of allies, mentors, and advocates; people who genuinely have their backs makes a tremendous difference. When women know they’re supported, that their voices are valued, and that they’re seen as credible professionals, they can focus more on leading effectively rather than defending their place at the table.
It’s also important for organizations to normalize mentorship and sponsorship, not just for entry-level talent but for women moving into mid- and senior-level roles. A culture that encourages collaboration over competition, and that ensures women have equal access to growth opportunities, creates stronger leaders and ultimately, stronger organizations.
3. What’s a myth or stereotype about women in leadership that you’ve helped to break? One of the biggest myths about women in leadership is that we have to be tough, unemotional, or overly assertive in order to be respected. I’ve worked hard to break that stereotype by leading with empathy, consistency, and authenticity showing that strength and compassion are not opposites. Through my work and mentorship programs, I focus on empowering others rather than controlling outcomes. I create spaces where people feel heard and supported, whether they’re students learning about project management or colleagues navigating their own leadership growth. My goal has been to show that effective leadership isn’t about dominating a room it’s about building trust, clarity, and confidence in those around you.
By being approachable, transparent, and balanced in how I lead, I’ve demonstrated that women don’t have to change who they are to succeed. We can lead with grace, emotional intelligence, and structure and still deliver results that speak for themselves..
Advice & Future Vision
1. What advice would you give to young women aspiring to be project managers? The best advice I can give to young women entering project management is to focus on self-awareness, reflection, and knowing your value. You can learn any process, adapt to any system, and master new technologies but true leadership begins with understanding yourself.
In this field, you’ll encounter many personalities, shifting priorities, and constant change. The anchor in all of that is your sense of self; your confidence, your voice, and your ability to recognize the value you bring to the table. Build a strong support system, continue to grow, and never underestimate your capability. Once you know who you are, you can thrive in any environment and lead with authenticity and impact.
2. Which emerging trends do you think will shape the future of project management? While technology and AI will certainly play a major role, I believe the real shift in project management will come from the human side of transformation how we lead, communicate, and build systems that are sustainable for people as much as for organizations.
The future of project management will be shaped by trends like emotional intelligence in leadership, cross-disciplinary collaboration, and well-being-centered project cultures. We’re moving away from rigid, task-driven structures toward environments where adaptability, empathy, and psychological safety drive performance.
Another key trend is the rise of knowledge-driven project ecosystems where mentorship, continuous learning, and shared wisdom are built into project frameworks. Leaders who can integrate people, process, and purpose will define the next era of project management far more than tools or automation alone.
3. How do you define success for yourself, both personally and professionally? I define success as the feeling that I’ve taken another meaningful step along my path of purpose. For me, success isn’t just about completing tasks it’s about growing, learning, and leaving something better than I found it.
Professionally, I feel most successful when I’ve built systems or processes that continue to thrive even after I step back, and when I’ve had the opportunity to mentor or empower someone to reach their own potential. Whether through project management or teaching, I find fulfillment in creating structures that help others succeed.
Personally, success means ending the day with a healthy mind and a clear conscience knowing I stayed true to my values, did my best, and made a positive impact. The money and recognition are nice, but for me, real success is being able to say, “I contributed something meaningful today, and I’m proud of the person I was while doing it.”
