LEADERSHIP MANIFESTO

Building Teams, Building Lives

As a leader, I keep it simple: I share what I’ve learned, teach what I know, and aim to make life better for the people I work with. We spend so much of our lives at work, and I believe it should be time well spent—enjoyable, fulfilling, and meaningful. That happens when we build real relationships, align our strengths, and make an impact together. My job is to guide, inspire, and support my team so they can thrive—not just at work but in life.

What Matters Most

For me, it all comes down to trust, transparency, and safety. Trust is built—or broken—in every conversation, action, and decision. Transparency isn’t about sharing everything; it’s about sharing what you can, saying what you mean and following through. And safety? That’s the foundation of creativity. People need to feel safe to take risks, speak up, and even fail. When things don’t go as planned, I take the hit and celebrate the effort, because those are the moments that fuel the best ideas.

How I Build Teams

I start by listening. Before making changes or big calls, I take the time to learn the culture, the values, and the challenges. Once I understand the landscape, I set clear creative principles—how we collaborate, prioritize, and decide if the work is good (or great).

Trust and collaboration are at the heart of it all. I remind my team that we’re not our work; feedback is about improving ideas, not criticizing people. The goal is to build a space where we can all take risks and aim higher than just “good enough.”

I’m also hands-on. I don’t just manage from the sidelines—I jump in. Whether it’s taking on a project myself or working alongside the team, I stay connected to the work. It keeps me grounded, helps me understand their challenges, and builds deeper trust.

Focus, Function,
and Fire

Great teams need three things:

Focus: Clarity on the right problems to solve.
Function: The tools, processes, and resources to succeed.
Fire: The motivation to do the work and the "why" that keeps us going.

I prioritize these because, without them, even the best teams can stall.

Balancing Empathy and Accountability

I care deeply about my team—and because I care, I’m willing to have tough conversations. Accountability doesn’t mean being harsh; it means holding each other to a higher standard, together. I expect feedback to go both ways, and I always approach challenges with curiosity instead of blame.

Failure is part of the process. I create space for my team to vent, learn, and grow from it. There have been times when someone on the team was struggling, and their performance wasn’t where it needed to be. Instead of giving up on them, I focused on building trust, providing honest feedback, and offering support. In most cases, they turn things around and become one of the top performers. It’s a reminder that trust, care, and guidance can unlock potential in ways that might surprise you. It has surprised me.

I believe in leading with vulnerability, as Brené Brown teaches, while balancing it with the confidence Simon Sinek talks about. Leadership isn’t about having all the answers—it’s about being honest, especially when things are tough, and showing belief in the brighter days ahead. Vulnerability and strength aren’t opposites; they work together to build trust and inspire resilience.

Leading with Vulnerability
(and Strength)

What Success
Looks Like

Success, for me, starts with the people I lead. Watching my team grow, develop, and hit their goals is the best part of the job. Next comes the work we create—good work solves problems, but great work changes lives and cultures. And ultimately, success means building a place where work matters, where people feel engaged and energized, and where we genuinely enjoy what we’re creating together. Leading a team like that? It’s a privilege I never take for granted.

Great Work
Changes Things

To me, great work isn’t just about hitting deadlines or budgets (though those matter too). It’s about creating something that moves people. Good work gets the job done; great work changes minds, inspires action, and leaves a mark. My job is to support the kind of bold, risky ideas that push us toward greatness—even if they don’t always pan out. Because in the end, the best work comes from teams that feel supported, valued, and free to aim higher.