Some words stay with us forever.
For Kate O’Kelly, such words arose out of the commencement speech given during her graduation from Northeastern University, where the speaker compared careers to rock walls, asserting that sometimes, people must climb sideways or even down to reach the next hold.
This perspective has guided O’Kelly’s career decisions ever since, motivating her to seek out roles that challenge her while deepening her skill set and resilience. That’s what brought her to GoodRx, where she currently serves as senior director of information security and compliance.
While O’Kelly’s inherent talent and business acumen have enabled her to thrive, she also credits those around her, both in the workplace and at home, with giving her the help she needs to continue to grow.
“These layers of support have enabled me to lead with focus, confidence and balance,” she said.
Support from others can be a game-changer for women in tech who are eager to climb the career ladder, including Sam Gohh, an engineering manager at Fora Travel. When the company scaled and her team was split into two, she had the opportunity to step into her current role, leaning on support from her manager to make the transition.
“He acted as both a mentor and sponsor, bringing me into the conversations and creating space for me to contribute at a higher level,” Gohh said.
Inspired by the encouragement she has received throughout her career, she strives to pay it forward to other women in the field, creating an environment that encourages them to grow.
“My goal is to use my position to support and uplift others and to pay forward the mentorship and advocacy that helped me step into leadership myself,” Gohh said.
Read on to see what else O’Kelly and Gohh had to say about their career journeys, the support they’ve received to grow and how they empower other women in tech to thrive.
Fora Travel is a modern travel agency redefining the role of travel advisors. It offers a comprehensive platform designed to empower individuals passionate about travel to build successful businesses.
Describe your career journey so far. What skills and/or experiences have you acquired along the way that have helped you get to where you are now?
I began my engineering career at Microsoft, where I learned industry best practices, was mentored by exceptional people and developed a deep appreciation for building products at scale. I then joined Toast, a mid-sized company, where I strengthened my technical foundation, expanded my knowledge of modern technologies and began stepping into lead roles.
At Microsoft and Toast, I also explored product management on the side, guided by inspiring female mentors who introduced me to the field. Although I ultimately chose not to pursue that path, the experience made me a better engineer and leader. It taught me how to effectively tailor information to different audiences, bridge technical and business goals, and empathize with the customers.
Most recently, I joined Fora, a fast-growing startup in the travel space, as an individual contributor. I was drawn to the opportunity to have greater impact, build faster and stay close to the customer. As the company scaled, my team split into two, and I transitioned into an engineering manager role, where I’ve learned that effective communication and collaboration are just as critical as strong technical skills.
What support did you receive from individuals and/or resources that helped you step into a leadership role?
My manager at Fora was instrumental in helping me transition into leadership. It was the right mix of timing, opportunity and self-advocacy. I expressed my interest in pursuing the management track, and when the team split into two, my manager supported me in stepping into the new role. He acted as both a mentor and sponsor, bringing me into the conversations and creating space for me to contribute at a higher level.
The other engineering managers at Fora were also an incredible source of support. Each had made the same transition from individual contributor to manager, and learning from their experiences was invaluable. I realized that there’s no single “right” way to manage; every leader brings their own style to the job. Drawing inspiration from what I admire most about others has helped me shape a management approach that feels authentic to me.
“I realized that there’s no single ‘right’ way to manage; every leader brings their own style to the job.”
To prepare for the manager role, I also invested time in reading management books. I particularly enjoyed “Radical Candor” and “The Making of a Manager,” which changed the way I think about providing positive and constructive feedback to my direct reports.
How do you encourage other women on your team to become leaders themselves? Are there any stories you can share that showcase how you’ve done this?
I always make a point to build relationships with the other female engineers on the team and reach out to female candidates who are considering joining Fora. I’m also deeply passionate about advocating for women in tech and fostering an environment where everyone feels empowered to grow. As the only female engineering manager at Fora, I’ve experienced moments of self-doubt and imposter syndrome, so I understand how challenging it can be to feel like the “only one.” My goal is to use my position to support and uplift others and to pay forward the mentorship and advocacy that helped me step into leadership myself.
GoodRx’s platform enables U.S. consumers to discover prescription discounts at their local pharmacies and access telehealth services.
Describe your career journey so far. What skills and/or experiences have you acquired along the way that have helped you get to where you are now?
This question takes me back to my Northeastern University commencement, where the speaker compared careers not to ladders but to rock walls; sometimes, you climb sideways or even down to reach the next hold. That perspective has guided my choices. I have sought roles that stretch me, from building new departments to navigating complex business challenges or taking on expanded scope, and each step has deepened my professional maturity and resilience.
My first foray into technology was with an organization that managed claims processing for the U.S. insurance industry, where large volumes of sensitive data moved among insurers, regulators and law enforcement. Protecting that ecosystem while meeting reporting obligations was essential, and that responsibility sparked my passion for information security, compliance and risk. Working in a highly regulated environment gave me the foundation to help fast-moving companies design strong security and compliance programs. These experiences shaped me into a strategic, adaptive leader who thrives on complexity and continuous growth.
What support did you receive from individuals and/or resources that helped you step into a leadership role?
I would not be in a leadership role today without the managers who trusted me with decision-making and greater responsibility. My first manager empowered me to build and lead a team, guiding me through that first year, and future leaders continued to push me as both a people manager and professional. I have always pursued continuous growth through company-sponsored development, personal investments in training and an advanced degree. Mentorship has also been instrumental. Hearing perspectives different from my own has offered validation, sparked new ideas and revealed alternative approaches to solving complex security and compliance challenges.
“Hearing perspectives different from my own has offered validation, sparked new ideas and revealed alternative approaches to solving complex security and compliance challenges.”
While professional resources are essential, support outside of work has been equally impactful. As a wife and mother, competing priorities are inevitable. Expanding my support network allows me to focus on leadership when needed, whether that means coordinating childcare with other parents or leaning on family during critical work moments. These layers of support have enabled me to lead with focus, confidence and balance.
How do you encourage other women on your team to become leaders themselves? Are there any stories you can share that showcase how you’ve done this?
I encourage women on my team with high support and high challenge. I normalize discomfort — real growth is awkward — and model it by taking stretch work and sharing lessons. I push continuous learning: leadership courses, new technical skills and certifications. Those investments compound, especially during big, messy change when clarity, communication and ownership matter most.
A story: One teammate produced outstanding technical work but wasn’t seen as a leader. I highlighted her impact in cross-functional forums, gave her visible projects with decision rights and coached her on framing, stakeholder mapping and executive updates. When a high-stakes opportunity appeared, she raised her hand. I stayed close as a thought partner, reviewing narratives, rehearsing talks and connecting her to senior sponsors. She delivered, earned broader trust and now leads an enterprise-wide program at a public company.
My approach makes leadership feel accessible: Define a bold outcome, take the first uncomfortable step and let your work be seen. My role is to clear paths, amplify wins and keep momentum.
