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Based in Austin, TX
It’s all luck, honestly. I started my career at JP Morgan and got exposure to RPA. A global trade finance team was looking to automate customer service. My task was to identify where we could apply this new technology called “RPA.” I had no idea what RPA was, but as I started to learn more about it, I realized it was an excellent tool that could apply everywhere. I later left JP Morgan to join a startup company, where I got experience in business intelligence reporting – basically, automation through analytics. In February 2019, I saw my friend Nick, and he told me he was enjoying the company he was working at called Reveal Group. He told me about the kind of work Reveal Group was doing. I told him my startup could use Reveal to solve some of our automation issues. Nick responded, “Or, you could just join us instead.” I stayed at the startup company for a while but eventually reached out to Reveal Group to see if they still wanted to hire me. I knew I wanted to be a part of the shift towards automation in the workforce because I felt it was the future, and I wanted to be with it and on the right side of it and get the next word in it. I finally joined Reveal in late 2020. It was a long journey, but I finally got here.
Before you get promoted, you have to understand the expectations for that next role and take on some of those responsibilities to show you’re ready for it. Thankfully, I had a manager who took my training wheels off and said, “do your thing; if you need anything, I’m here for you.” It was awesome. As a Senior Consultant, I had an excellent opportunity to manage two people. I was so excited about the chance to be a teacher. I wanted to help them become the best they could be and not make the same mistakes I did. My opportunity as a Senior Consultant made the transition to Manager seamless.
I was surprised by the amount of patience I have. In a Manager role, you need to master your emotions and recognize that you were once in the shoes of the people you’re managing. They’re trying to learn, and you must have enough patience to help them learn.
Take ownership. Our projects are a group effort. Everyone needs to take ownership of something, including the Manager if something goes haywire. It shows your team that they’re not alone. Mistakes don’t fall entirely on their shoulders, and we can grow together. At the same time, give credit where credit is due. If something goes sideways, you as the Manager need to own that; but if something goes great, you need to acknowledge the person or people who contribute to a project’s success. Keep them encouraged and moving forward.
When there’s an economic downturn, people often see that as a reduction in spending on new technologies or a decrease in staffing. I see that as an opportunity for large corporations to reset, reevaluate their operations, and consider how they want to incorporate automation in the future. Maybe they need more resources to hire more people, but perhaps they’ve got the resources to implement a new technology to lower the cost of their operations.
I describe life at Reveal Group as being myself. I’m doing something I’m good at, and that interests me. Meanwhile, at the same time, constantly learning. When I talk to workmates, I can be genuine, and others are genuine. It never feels like you have to put a tiny part of yourself away while you’re at work. You only get to do that in a few jobs. It’s a safe space where you can be yourself, and if you’re genuinely interested in the subject, you will have a good time with it.
Interested in working for Reveal Group? Click here to view our current openings: Company – Reveal Group
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