Who’s someone you admire outside of the dental industry and why?
Michelle Obama is admirable in so many ways, particularly her ability to navigate difficult situations with grace. She can function as both a leader and teammate/follower depending on what the situation calls for. She is a brilliant, beautiful badass!

When you walk into a room, what do you want people to feel?
I want people to feel the kind of energy and warmth that fosters engagement, trust, and openness, and that they are in a space where their voice matters. I want others to feel supported, confident in contributing to the discussion, and aligned around a shared purpose.

What’s a mistake that meaningfully shaped your leadership style?
Overconfidence. I had early success in my career which led me to believe if I could “hire folks just like me” I would be able to duplicate my impact. I quickly learned that if I didn’t build teams with a diversity of thought and diversity of strengths, I was limiting impact, not multiplying it.

What’s one unconventional idea you put into practice that you’re proud of?
As a non-traditional HR leader who came up through a sales and business background, I always plan for the needs of the business rather than plan for the HR function. My team doesn’t use rigid HR playbooks and theories, nor do we develop HR-specific goals. All decisions we make are based on the state of the business, and then we develop supporting HR tactics and plans to fill any gaps, essentially reverse-engineering the HR process and function.

What’s a lesson you’ve learned about growing people versus hiring for growth?
In my experience, it isn’t developing internal talent “versus” hiring—it is developing internal talent and hiring top talent. You are constantly working to develop the people who you already employ; that is table stakes. It is your responsibility as a leader to invest in your people to grow their potential and capabilities. That can’t always be done quickly and won’t solve the issue of scaling or critical skill gaps. I will always consider hiring externally to bring new ideas and fill experience holes among the team.

What’s a daily or weekly habit that makes your workday noticeably better?
Daily exercise and gratitude are two things that improve my focus and increase my performance. An early morning exercise session and gratitude as a reaction to challenges allows me to reframe and refocus quickly.

What’s a value you hope people associate with your leadership 10 years from now?
Belonging. I fight for people and talk about them when they’re not in the room, and I make it a point to meet and interact with everyone. I work to be seen as approachable, inclusive, and have found deep fulfillment in making people feel seen, heard, and ultimately valued.

Who’s someone you admire outside of the dental industry and why?
Jacinda Arden, former Prime Minister of New Zealand. She is a smart and powerful woman and did not shy away from her femininity as a leader. She was the first PM to give birth in office and her role as mother and wife was front and center as she compassionately led her country though some terrible crises including the Christchurch terrorist attack and the COVID-19 pandemic.

When you walk into a room, what do you want people to feel?
Compassion, empathy, and an experience of deep listening.

What’s a mistake that meaningfully shaped your leadership style?
Early in my career, I noticed I naturally gravitated to hiring people whose thinking was like my own. That led to a lack of diversity of thought and a sense of favouritism on the early teams I led: I spent more time with people whose thinking aligned to my own. Once I learned that the people who think differently than I did were my insurance policy against groupthink, I could stand back and lead from behind, allowing the team to achieve high-quality results through their diverse ways of approaching the challenges presented to them.

What’s one unconventional idea you put into practice that you’re proud of?
When Roe v. Wade was struck down, during my tenure in my last company, we created an emergency wallet for all staff allowing them to confidentially access funds for travel and all other costs associated with their right to choose.

What’s a lesson you’ve learned about growing people versus hiring for growth?
Hiring in anticipation of growth is a fool’s game. Growing people also has its challenges. I like to look for smart people with a demonstrated history of commitment to lifelong learning, with naturally curious minds. Systems thinkers are even better: as you scale up, you need people who can turn the entrepreneurial successes into repeatable, scalable systems.

What’s a daily or weekly habit that makes your workday noticeably better?
Walking—I walk my dogs every day when I am home for a minimum of five kilometres. When I’m travelling, I do it on the streets or on the treadmill.

What’s a value you hope people associate with your leadership 10 years from now?
Integrity—I want to be known as someone who is trustworthy and did what they said they were going to do, when they said they were going to do it, I want to be a woman of my word.

Who’s someone you admire outside of the dental industry and why?
My parents, who immigrated with little but built a life through hard work and faith, have always inspired me. Their journey taught me that optimism, authenticity, and consistent effort can overcome any challenge.

When you walk into a room, what do you want people to feel?
I want people to feel a sense of clarity and optimism. My goal is for everyone to know why we’re here, what we’re working toward, and to believe in our collective potential. I hope my presence brings confidence that we have a plan and that I’m here to listen, support, and help us win together.

What’s a mistake that meaningfully shaped your leadership style?
Earlier in my career, I hesitated to make tough talent decisions, hoping things would improve with time. I learned that clarity and courage are essential—addressing issues directly and supporting people through change is what builds trust and unlocks potential.

What’s one unconventional idea you put into practice that you’re proud of?
Making listening a leadership discipline. I prioritize getting out to where the work is done—branches, fulfillment centers, field teams—and asking two questions: “What inspires you?” and “How can we help you reach your potential?” This approach has shaped how I lead and how we build our culture.

What’s a lesson you’ve learned about growing people versus hiring for growth?
Growth starts with rediscovering purpose and potential— both as an organization and individually. I’ve learned that investing in people, listening to their “why,” and helping them reach their full potential is the foundation. When gaps remain, bringing in new talent with the right mindset and values accelerates progress.

What’s a daily or weekly habit that makes your workday noticeably better?
My daily morning workout. It leaves me energized, focused, and ready to tackle the challenges of the day. That time is essential for clearing my mind and setting a positive, productive tone for everything that follows.

What’s a value you hope people associate with your leadership 10 years from now?
Authenticity. I hope people say I led with transparency, optimism, and a genuine commitment to their success — that I listened, acted with courage, and helped create an environment where everyone could thrive.

Who’s someone you admire outside of the dental industry and why?
Two leaders I’ve long admired outside of dentistry are Abraham Lincoln and John F. Kennedy. Lincoln led during one of the most divided periods in our nation’s history, yet he kept unity at the center of every decision. John F. Kennedy inspires me for his sense of vision. He challenged people to look beyond the present moment and imagine what was possible, connecting bold ideas to collective responsibility and service. Together, they remind me that the most effective leadership blends humility with vision, and the belief that progress happens when
we move forward together.

When you walk into a room, what do you want people to feel?
I want people to feel seen, respected, and valued. One of my guiding beliefs is that the smartest person in the room is the room itself. Every person brings experience, insight, and perspective, and real progress only happens when we create space for all of it.

What’s a mistake that meaningfully shaped your leadership style?
Eight years ago, I met a high school senior for a wisdom tooth consultation. He seemed quiet and withdrawn, and looking back, I wonder if there was something he wanted to share. I went through the appointment as I normally would. Later that afternoon, his father called to cancel the surgery; his son had taken his life that afternoon. For years, I wondered what I’d missed. What didn’t I hear? What could I have done? This experience changed me, and I now understand that listening intently is the most important attribute in leadership.

What’s one unconventional idea you put into practice that you’re proud of?
I believe in being the leader that creates our own future, designed by us, for the benefit of patients throughout our country. I was proud that the ADA Board of Trustees embraced the idea and created the Oral Health 2050 initiative to do this very thing. To look out 25 years, imagine what dentistry could be, and then set out to create it through targeted advocacy—instead of  simply being reactive to whatever comes—is so inspiring for me.

What’s a lesson you’ve learned about growing people versus hiring for growth?
Some of the most impactful leaders I’ve worked with didn’t start out as the “perfect fit” on paper. They grew because someone believed in them, took the time to listen, and created opportunities for learning. When you take the time to develop someone—to mentor them, challenge them, and give them room to stretch—you don’t just help them become better at their job. You help them see what they’re capable of, sometimes before they see it themselves.

What’s a daily or weekly habit that makes your workday noticeably better?
Reading is a habit that consistently makes my workday better. I try to make time every day—even if it’s just a few minutes—to read something that challenges the way I think. Sometimes it’s history, sometimes leadership or biography, and sometimes it’s something completely outside my day-to-day work. It’s a simple habit, but it helps me keep perspective, stay curious, and show up more grounded and more thoughtful as a leader.

What’s a value you hope people associate with your leadership 10 years from now?
I hope they say I led with purpose and that I listened. Purpose creates clarity in moments of change, and when people understand the mission, they’re empowered to lead. If years from now people remember that I listened, stayed grounded in the mission, and led with the future in mind, then I’ll know I helped build something that lasts.

Who’s someone you admire outside of the dental industry and why?
I admire Dr. Gerald Bell for his wisdom and distinct perspective on people and leadership. Dr. Bell has studied people for over 60 years and, with his team at the Bell Leadership Institute teaches a concept that is often overlooked in business: the importance of understanding who we are, both personally and professionally.

When you walk into a room, what do you want people to feel?
I hope people feel that there’s something meaningful to learn from my perspective or Heartland Dental’s history from having “done it.” Whether it’s a new idea or confirmation of their instincts—I want people to feel encouraged to pursue win-win outcomes through curiosity and collaboration for patients, providers, and the business.

What’s a mistake that meaningfully shaped your leadership style?
Early in my career, I lost a talented dental assistant because I didn’t express enough appreciation. That experience taught me a powerful lesson: recognizing and valuing people’s contributions is essential to leadership.

What’s one unconventional idea you put into practice that you’re proud of?
Introducing Open Book Management to Heartland Dental supported practices—a concept that was almost unheard of in dentistry at the time. Inspired by Jack Stack’s The Great Game of Business, we began sharing financials openly with teams. We paired this with open book clinical metrics, marrying financial transparency with measurable clinical health indicators. This approach helped doctors and teams understand the true drivers of success and patient care.

What’s a lesson you’ve learned about growing people versus hiring for growth?
I’ve learned that investing in the growth of your own people creates a stronger, more deeply rooted culture. When team members see real opportunities for advancement, it drives engagement and long-term success. There is value in hiring external talent in the right scenarios. However, investing in internal growth, when appropriate, pays dividends. Existing team members who have a deep understanding of how the organization works bring context, relationships, and commitment that accelerate progress.

What’s a daily or weekly habit that makes your workday noticeably better?
Every Tuesday, our Heartland Dental executive team meets for 90 minutes. During this session, the top 40 leaders share updates on priorities, challenges, successes, and where they need support. It’s one of my favorite habits. Beyond alignment, it fosters transparency and collaboration— reminding us that even at our size, we’re one team working toward the same mission.

What’s a value you hope people associate with your leadership ten years from now?
Ten years from now, I hope people associate my leadership with uncompromising honesty and integrity, expressed with consistency of message and values. Even when my communication style is direct, I want it to be clear that my intent has always been to make things better for Heartland Dental and our people.