What are one or two of your greatest business and/or community achievements?

I progressed from an entry level role in a global energy services company to President of the same company in 15 years. I assumed leadership during COVID after several downturns in the industry, restructuring the business to core strategic services and delivering record profitability and cash flow. Understanding how the business operates at an entry level gave me a unique perspective in driving strategy for growth, innovation, and talent development.

I am also serving as Chair of Minerals Technologies’ Global Inclusion Council for over 6 years with tangible results of growing women in the workforce and in leadership from 15% to 20%, growing ethnic diversity in the US workforce from 11% to 18%, and improving global employee satisfaction and engagement. I realize DEI is a controversial term these days, but in my experience, when done effectively, DEI is not a political statement… it’s really good leadership that brings the best out in people!

What’s your favorite thing about what you do for a living?

Playing a small part in helping people develop to their fullest potential. There is real power in giving an encouraging word at the right time, or challenging someone to think bigger about their own future and capabilities.

You stepped into leadership during COVID and delivered record profitability while supporting global company programs to increase diversity and women in the workforce. How has your business and leadership journey empowered you to support others, both locally and internationally?

I’ve been reflecting lately on how leaders are not in position for when everything is going well. People don’t actually need you very much whenever things are going well. We’ve been through some ups and downs, especially being in the oil and gas industry, which tends to cycle. You have times where the business is growing, things are going really well, and then you go through difficult times where the work is not plentiful, where you have to make hard decisions about potentially laying people off or making changes in strategy. Those are difficult times to walk through, but it’s also the time that tests your leadership and when people need you the most to have a steady hand and a vision of the future where you don’t panic and instead make sound strategic decisions about what the company is going to look like in the future and what it’s going to take to get there.

I’ve learned a whole lot from being thrown into situations, both personally and professionally, where I didn’t have all the answers. You learn a lot by tackling a problem, especially with a team that thinks differently than you do. I really love helping other people develop, whether that be mentoring or even challenging them with an assignment that feels a little too big. I get to watch how they respond to being put in a situation where they have to think differently, work with people they wouldn’t normally work with, and have that opportunity to speak up and develop solutions that drive business growth and innovation or even change the course of the company.

I have people that did that for me, where I didn’t necessarily think that I was ready to step into a new role. And I’ve had several people who have mentored and encouraged me and said, “No, you’re ready. Step in. We believe in you to do this.” The path my career took is a result of those people that really championed me. So any chance that I have to do that for somebody else, I absolutely love doing so.