I didn’t stumble into sales, I chose it intentionally and grew into it by proving I could create momentum where there wasn’t much to begin with. I always thought I was going to be a dancer; My mom owned a dance studio and had taught her whole life, and I was her star pupil. However when I went to college and started planning for the long term, I knew dance wasn’t the career for me for two reasons: I like my knees, and I like nice things - unfortunately dance would destroy the former without enabling the latter.

I came to learn that my university offered a sales major, and quickly fell in love with this industry. A big thing that pushed me into selling was my other jobs in college: Delivery driver, waiter, etc. I noticed my co-workers on their phones, procrastinating, or doing homework while I tried my best. The result? We all got paid the same, except for the tips… I had gotten my first taste of a meritocracy and I was hooked.

Early on, I learned that selling isn’t really about talking, it’s about understanding how people make decisions, what they’re accountable for, and where friction actually lives. That instinct carried me through roles that demanded consistency, discipline, and results, not just energy. At Yelp, I managed a large book of business, hundreds of local clients, and learned how to run a pipeline like a machine. Month after month, I was reliably exceeding 130% of my quota, not because I chased quick wins, but because I understood how to connect what a customer needed to what the platform could realistically deliver.

That foundation set me up for bigger, more complex environments. At Ascend Source, I stepped into roles that blended strategy, execution, and leadership. As a Senior Account Executive and later Director of Demand Generation, I wasn’t just selling, I was designing how we went to market. I built ICPs from the ground up, researched target accounts deeply, trained and coached reps, and created comp plans and performance frameworks that actually changed outcomes. That work translated directly into revenue: seven-figure partner impact, tripling company targets, and helping scale major relationships like Intel, where performance in one year led to a 7x expansion the next. I was trusted not just to execute, but to fix what wasn’t working all while building and developing a team people along the way.

Being a startup, there was always something new on my plate at Ascend Source. Whether it was learning to demo SAP solutions that their reps couldn’t, purchasing software, or leading sales calls for new partners, every day was different. As my scope expanded, I moved into partnerships and alliances, sitting at the center of Ascend Source’s revenue engine. Managing SAP relationships across multiple regions, I owned more than half of the company’s strategic partnerships and worked directly with SAP, AWS, and ecosystem leaders to generate pipeline at scale. That work wasn’t theoretical, it produced over $33M in partner pipeline and retained every direct partner through renewal. It also required credibility; Showing up in person, delivering on contracts, and being someone partners trusted to represent their interests as much as our own.

Today, as an Enterprise Account Executive at Prospecta, I’m operating at the enterprise level, selling complex master data governance and management solutions into organizations navigating transformation. I source and close high-value deals, build partner and channel motions, and engage directly with senior stakeholders at events and on site. In my first year, I tripled the North American partner footprint and led the U.S. team in revenue. Along the way, I’ve helped onboard and elevate teammates, especially around navigating the SAP ecosystem, because I believe scalable success comes from strong systems and strong people, not ego-heroics.

At every stage, the pattern has been the same: I take ownership, I learn fast, I build trust, and I produce results. I’m not interested in surface-level selling or inflated titles. I like complex problems, building deep relationships, real accountability, and environments where execution actually matters, because “put up or shut up” time is where I do my best work.