Journey Talent: From Military to Corporate Leadership

Fresh out of the U.S. Air Force, I found myself stepping into the corporate world as a technical writer for a large global financial enterprise. My job? Documenting complex systems, processes, and obscure configuration elements. But I quickly realized that writing about technology wasn’t enough—I wanted to build and support the solutions I was documenting. That curiosity led me into network and system engineering, where I rolled up my sleeves and got hands-on with the very infrastructure I had been writing about.

The "GSD Girl"

Early on, I developed a reputation for getting stuff done—so much so that people started calling me the "GSD Girl." I wasn’t just solving technical problems; I was finding ways to lead without authority, rallying teams, and driving projects forward, even when it wasn’t technically my job. That instinct to step in, take ownership, and execute would shape my leadership style for years to come.

Stepping into Leadership

After a few years in engineering, along with standing in for my boss during vacations and out-of-office events, I stepped into a formal leadership role as Director, leading the same team I had been a part of. Only later did I come to understand that my natural approach to leadership aligned with what’s now called servant leadership - supporting my team, removing obstacles, and enabling them to do their best work.

Budgeting, Big Projects, and High Standards

In this role, I managed multi-million dollar cost center budgets, developed RFPs, and led large-scale projects including a $30M+ next-generation global network initiative.

But it wasn’t just about the numbers. The technical standards were exceptionally high: 100% availability, last-mile redundancy, and self-healing architectures. These expectations set the bar mentally and professionally for me. Even today, I carry those same design and performance standards into every project I take on.

The Power of Shared Goals

One of the most valuable lessons from this time was the importance of shared goals tied to a clear vision. Despite the size of the organization, everyone understood what was important and how their individual contributions helped achieve the larger mission.

The Frustration That Led to Change

After over a decade, I had secured funding for a major global project, but instead of executing, finance kept rehashing the numbers. Bureaucracy and politics became more prevalent, slowing down decision-making and execution.

For someone like me who thrives on momentum, progress, and results, this was a turning point. I realized that large organizations often struggle with speed and agility, and I was ready for something different. That’s when I made the leap into the startup world—a completely different kind of challenge that I’ll explore in the next article.