I have over five years of experience managing teams of 15 or more direct reports. My approach centered on building a structured but supportive environment where each person knew what was expected of them and had a clear path to succeed.
On the hiring side, I owned the full process for my team — partnering with recruiting to define the role, screening candidates, conducting interviews, and leading onboarding once they joined. I put a strong emphasis on the first 30 to 90 days because I found that a thoughtful onboarding plan made a measurable difference in ramp time and retention.
Once people were on the team, I set clear goals and KPIs tied to both individual development and broader department objectives. I held regular one-on-ones to track progress, remove blockers, and give feedback in real time rather than saving it for review cycles. Formal performance reviews were a chance to step back, document growth, and have honest conversations about strengths, gaps, and career direction. Coaching was a big part of the role — I spent a lot of time helping people work through challenges rather than just solving things for them.
I also handled my share of difficult conversations, whether it was addressing performance issues, mediating conflict between tea-----------mbers, or delivering news no one wants to hear. My philosophy was to be direct, prepared, and respectful — get to the point clearly, listen to their perspective, and agree on next steps. Avoiding those conversations almost always made things worse, so I learned to lean into them early.
