I am known as someone who makes things happen. CEOs and C-suite executives hire me to bring their big ideas to life. I do it by building a strong bridge between strategy and execution. I deliver outcomes. And, I always focus on the people who are accountable for achieving those outcomes. I am passionate about the power of people, teams, and culture. In my view, carefully focusing on your people and culture can create meaningful sustainable competitive advantage. I have built high performance teams and organizations. Early in my career, the Board of Directors of the National Association of Women’s Health Professionals (NAWHP), trusted me with the CEO role, and I led the growth of a national community of leaders that contributed to substantive change in the delivery of health care to women. A few years later, three amazing partners and I founded Remedy Interactive, a startup that delivered the first cloud-based employer health and safety process automation system for some of the world’s largest companies. After the strategic sale of Remedy Interactive, I chose a path where I could learn the true meaning of scale, starting with a leadership role in marketing strategy at Vocera Communications, a $200M software and device company that brought innovations to the hospital clinical communications space. I had not anticipated that my intent to learn scale would lead me to a role at Stryker Medical, a Fortune 500 company. At Stryker/Vocera, I led strategic initiatives for the executive team, including the launch of a national coalition of healthcare CEOs focused on team member safety, and the redesign of an innovative partnership with a national nurses organization that led to a successful grant program supporting nursing innovation.Board members are a critical part of “the team”. I have over 25 years of experience on boards. I formed the independent board of directors for Remedy Interactive to strengthen the company’s leadership and to ensure accountability, even (especially) for myself. More recently, as a board member of a $2B credit union in San Francisco, I had the privilege of chairing the CEO compensation committee resulting in a redesigned process for CEO feedback and review. The hardest, and most rewarding job I have had is that of parent. I have two young adult children whom I love and admire and whom I learn from every day and laugh with often. ...Life and work is all about the people.