Regal 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?

I found my passion for sales at my first internship, at a restaurant tech startup. Since it was a startup, I was able to wear many hats working across finance, marketing and sales. I was also fortunate to report directly to a female executive who became an early role model and mentor of mine. She was an extraordinary leader whose confidence and authenticity inspired me to pursue sales and shaped the leader I wanted to become. 

After college, I joined Regal as a BDR. It was challenging but invaluable, as I learned resilience, competitiveness and organization from talented AEs and peers. Those skills helped me step into the BDR team lead role, balancing my own quota while managing a team. The experience sharpened my time management skills and gave me my first real foundation in leadership. 

Now, as a BDR manager, I’m building on those foundations. Growing daily in communication, leadership and balancing being a peer and a manager. One of the most rewarding aspects of my role is mentoring my team, just as others once mentored me. All of these have been formative in shaping the leader I’m becoming today. 

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

One of my most significant sources of support has been Regal itself. With “Growth Mindset” as a core value, we invest in employees through a stipend I used for leadership coaching and one-on-one development. I was given structured tools and feedback that built my confidence as I transitioned into leadership.

Equally important have been the people around me. I’ve been fortunate to work with generous colleagues, including those who held my role before, who shared their experiences and helped me navigate new challenges while modeling what strong leadership looks like. 

I can’t overstate the impact of my managers. They’ve encouraged me to ask questions, lean on them when I hit roadblocks and approach new situations with curiosity over fear. Their support created a safety net, showing me I didn’t need all the answers on day one and could always bounce ideas off them. The mix of formal resources and personal mentorship has been essential in shaping the leader I’m becoming.

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?

A critical part of my role is helping women on my team recognize their strengths and giving them the confidence and opportunities to lean into them. Often, this means encouraging them to take risks, whether it’s raising a hand for a promotion, stepping into new responsibilities or trying something outside their comfort zone. Sometimes, simply saying, “you’re really good at this and ready for more,” can shift how they see themselves.

I often give team members the chance to present to the broader BDR group, recognizing their expertise and allowing them to step into an educational and leadership role. The spotlight can be motivating and I’ve seen it inspire people to take on bigger challenges.

Beyond those moments, I celebrate wins out loud, with constant shoutouts to ensure their work is seen. Supporting women is critical in a male-dominated space like sales because representation matters. For me, leadership isn’t just about hitting numbers; it’s about making people feel supported, confident and ready for what’s next.