Ro Career Growth & Development

Describe your career journey so far. What skills and experiences have you acquired along the way that have helped you get to where you are now?

Although the past eight years of my career have focused on consumer health tech, I didn’t start in tech or healthcare. I began in management consulting at Bain and later in strategy at PepsiCo, where I discovered how much I love building and shaping consumer businesses. That led me to Warby Parker, where I got my first real taste of consumer tech and realized how much I thrive in customer-obsessed, fast-paced environments. After business school, I transitioned into product management at a fitness startup, where I built technical fluency — but I found many of the skills I’d developed still applied: structured problem solving, strategic thinking, analytics and a deep focus on the customer.

At Ro, I joined as the first product hire and built the team from the ground up — often balancing IC work with team building. The skills that have carried me forward most are the ones that scale, breaking down complex problems, identifying key levers and coaching others to do the same. Pair that with strong collaboration, storytelling and a clear vision and you can turn good ideas into great impact. Those are the foundations that have guided me at every stage of my career.

What support did you receive from individuals or resources that helped you step into a leadership role?

One of the most meaningful forms of support I received early on was honest, unfiltered feedback. A mentor once told me, “You’re coming across more junior than you are.” It stung — but it was a turning point. I realized leadership isn’t just about what you do, but how you do it. How you present ideas, how you recruit beyond your comfort zone, how you show up with solutions — all of it shapes how others perceive your leadership. My best advice: actively seek raw feedback on your tone, rigor and presence — even when it’s uncomfortable.

Role models also shaped me. From every peer and manager, I learned what to emulate and what not to. Often the best lessons came from watching what didn’t work.

I also tried to think at the next level before I was there — imagining how I’d set priorities or navigate tradeoffs in my manager’s shoes, all while still crushing my current role. Dropping the ball in your current role is one of the fastest ways to lose credibility.

And while it might sound cliché, leadership books helped. I used my commute to listen to favorites like “Turn the Ship Around” and “The Five Dysfunctions of a Team” — they gave me language and models I could use right away.

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?

One of the most important things I can do as a leader is give women on my team room to run. I’ll get into the weeds with them when needed — offering feedback on their work or communication — but ultimately, I want them in front of other leaders, stretching into the next level of visibility and impact.

One area I coach on frequently is how to make ideas land with senior stakeholders. It’s not enough to present the work — you need to provide the right context. I often ask: What do you need others to know before they can engage with this? What questions or doubts might they already have walking into the room? How can you proactively address those? This helps them communicate with clarity and conviction, rather than watering down their message.

I’m also fortunate to work alongside an incredible group of women leaders at Ro. They’ve shown me every day that there isn’t a single mold for leadership and that there are many authentic ways to lead. That example of diversity in leadership style is powerful and I try to reinforce that message with my own team — you don’t have to change who you are to be effective. Be authentic, lean into your strengths and keep leveling up.