GoodRx Career Growth & Development

Tell us about your recent promotion or role change.

About a year ago, I was promoted to senior director of data science, marking a firmer shift toward strategic leadership. This transition required me to refine how I align data science initiatives with business objectives, drive cross-functional collaboration, and mentor teams for greater impact. As a manager of managers in a small-cap public company, being successful requires that I fluently navigate the complexities of both individual contributor work and interpersonal relationships among stakeholders. Those soft skills, combined with time management, are the biggest attributes that leveled up with my transition.

What will this new role let you do?

In many ways, my new role and developing new skills came hand in hand. One allowed for the other and vice versa. Making bigger decisions and advocating for my teams in a high-performing environment requires continuous learning and a hands-on understanding of data science, machine learning and related fields. Modern data products are not built in a vacuum, and the end-to-end delivery often involves intersections with data engineering and analytics. While nobody can be an expert at everything, having fluency and familiarity ensures thoughtful partnership that leads to better outcomes and a more humane experience for the teams that have to roll up their sleeves and do the work. 

How would you describe GoodRx’s approach to internal mobility or upskilling? 

GoodRx supports internal mobility and upskilling. We often promote from within and invest in our employees in many ways. I would not have imagined myself in the leadership role I’m in now when I started as a tech lead six years ago. I have supported a multitude of projects, from marketing to personalization to pricing, as both an individual contributor and manager. Through GoodRx, I’ve also been able to complete another graduate degree at my alma mater, Georgia Tech, to firm up my foundational understanding of theory. As modern machine learning algorithms are increasingly used to create many of the consumer-facing products and services that we use today, keeping my hands-on skills sharp gives me confidence. 

Of course, I am grateful for the opportunity to bring together an amazing group of diverse, compassionate and talented colleagues. I believe that curating culture and talent from early career and onward creates sustainability, even in the face of challenging business conditions and current events. Together, we work to help Americans access the healthcare they need at an affordable price while reducing friction in obtaining their medications.

Describe your career journey so far. What skills and/or experiences have you acquired along the way that have helped you get to where you are now?

This question takes me back to my Northeastern University commencement, where the speaker compared careers not to ladders but to rock walls; sometimes, you climb sideways or even down to reach the next hold. That perspective has guided my choices. I have sought roles that stretch me, from building new departments to navigating complex business challenges or taking on expanded scope, and each step has deepened my professional maturity and resilience.

My first foray into technology was with an organization that managed claims processing for the U.S. insurance industry, where large volumes of sensitive data moved among insurers, regulators and law enforcement. Protecting that ecosystem while meeting reporting obligations was essential, and that responsibility sparked my passion for information security, compliance and risk. Working in a highly regulated environment gave me the foundation to help fast-moving companies design strong security and compliance programs. These experiences shaped me into a strategic, adaptive leader who thrives on complexity and continuous growth.

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

I would not be in a leadership role today without the managers who trusted me with decision-making and greater responsibility. My first manager empowered me to build and lead a team, guiding me through that first year, and future leaders continued to push me as both a people manager and professional. I have always pursued continuous growth through company-sponsored development, personal investments in training and an advanced degree. Mentorship has also been instrumental. Hearing perspectives different from my own has offered validation, sparked new ideas and revealed alternative approaches to solving complex security and compliance challenges.

While professional resources are essential, support outside of work has been equally impactful. As a wife and mother, competing priorities are inevitable. Expanding my support network allows me to focus on leadership when needed, whether that means coordinating childcare with other parents or leaning on family during critical work moments. These layers of support have enabled me to lead with focus, confidence and balance.

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?

I encourage women on my team with high support and high challenge. I normalize discomfort — real growth is awkward — and model it by taking stretch work and sharing lessons. I push continuous learning: leadership courses, new technical skills and certifications. Those investments compound, especially during big, messy change when clarity, communication and ownership matter most.

A story: One teammate produced outstanding technical work but wasn’t seen as a leader. I highlighted her impact in cross-functional forums, gave her visible projects with decision rights and coached her on framing, stakeholder mapping and executive updates. When a high-stakes opportunity appeared, she raised her hand. I stayed close as a thought partner, reviewing narratives, rehearsing talks and connecting her to senior sponsors. She delivered, earned broader trust and now leads an enterprise-wide program at a public company.

My approach makes leadership feel accessible: Define a bold outcome, take the first uncomfortable step and let your work be seen. My role is to clear paths, amplify wins and keep momentum.