Parsec Automation

Quality Management is a focal point for many of our customers. Likewise, when we are working on product development, our teams go to great lengths to stress test and build functionality that will deliver maximal, non-disruptive value to the end user on day one.

Practically speaking, this can look as simple as ensuring that the platform enables people to use the charts and reporting visuals they prefer. It can mean ensuring that text on screen can be colored and oriented in any way a user may want to see it.

Or, on a more technical level, it can look like creating quality of life improvements — like a back button — that don't "jump off the page," but absolutely streamline the use of the tech. Whatever it is, big or small, we endeavor to ensure things in our platform work in all the ways and scenarios our users would expect them to.

My journey as a woman in engineering has been both rewarding and challenging. Early in my career, I was often the only woman in the room, which came with an unspoken pressure to prove my credibility. I've worked on meaningful problems, grown into leadership roles and helped build stronger, more inclusive teams.

Along the way, I've also navigated bias, imposter syndrome, and the very real concern that failure would be judged more harshly. Like many women, I've at times hesitated to take risks, but adopting a growth mindset helped shift my perspective. Challenge became a catalyst for learning, and ambition became something to lean into rather than hold back.

I've found strength in surrounding myself with people who value growth and inclusion, and I now mentor and support women and girls in tech to help them aim high and recognize that they belong in this field.

One of my ongoing goals is to grow as a technical leader who not only delivers high-quality products but also fosters a culture of excellence, inclusion and continuous learning. I want to work on problems that matter with people who care. At Parsec, I've had the chance to take on visible, impactful work while also influencing quality, security and team dynamics.

I've been supported in shaping testing strategy, mentoring junior engineers and representing our team in cross-functional initiatives. Leadership has been open to my ideas and has provided flexibility when I needed it. I feel both trusted and challenged, which is exactly where I want to be.

Beyond my role, I've expanded my perspective by volunteering with a non-profit focused on empowering women in technology. Through that experience, I've helped organize professional events, built community connections and strengthened my commitment to inclusive leadership.

For career development, I've found it essential to seek mentorship, engage in growth conversations, and stay curious. There are also valuable opportunities to grow through conferences, training programs and stretch projects that support continuous learning.

Be ambitious and do not wait until you feel completely ready. Growth often comes from stepping into challenges. Look for a team that values learning, encourages smart risk-taking and sees failure as part of the process.

Ask how they support career development and who gets opportunities to lead. Notice if women are heard, included and thriving. Most importantly, build your support circle with people who care about your growth and want to see you succeed.

A strong, inclusive culture is reflected in both everyday behavior and long-term decisions. Choose a place that helps you grow into your full potential.

Working my way from marketing coordinator to vice president of marketing has given me the unique perspective of building a function from the ground up while scaling it through multiple stages of growth. Early on, I developed a foundation in execution — content, campaigns, digital and events — that gave me a strong grasp of the mechanics behind great marketing.

As I moved into leadership roles, I learned how to translate that executional experience into strategy — building demand generation programs, repositioning our brand and driving measurable, revenue-aligned outcomes. What has helped me most along the way is adaptability, staying curious, learning quickly and applying structure without losing creativity.

Those skills continue to guide me as I lead a modern marketing organization with a focus on impact, efficiency and results.

I've been fortunate to have mentors and peers who encouraged me to take on challenges that stretched beyond my comfort zone. Executive leaders at Parsec created opportunities for me to partner across sales, product and services, which strengthened my ability to align marketing strategy with broader business goals.

That exposure built my confidence and sharpened my ability to think like an operator, not just a marketer. I've also leaned heavily on external networks (analyst communities, agency partners and industry peers) to expand my perspective and validate ideas.

Most importantly, I've had leaders who trusted me to make decisions, even when it meant learning through failure. That combination of trust, mentorship and external insight has been instrumental in helping me grow into my leadership role.

Something I endeavor to instill in all my team members is that leadership isn't defined by title, but by ownership. I believe it is important, especially for women, to take visible ownership of projects that stretch their skills. For example, I recently asked one of my managers to lead an ad-hoc initiative from our board of directors.

It required her to operate with executive presence, coordinate across multiple stakeholders and deliver under pressure. She rose to the challenge and the experience accelerated her credibility within the company. Part of my job as a leader is to make sure those opportunities are not only available, but visible and celebrated.