VelocityEHS Leadership & Management

What hallmark of good management stands out at your company — and how is it reinforced?

For me, great management starts with creating a psychologically safe environment. You have to intentionally build a space where people feel comfortable speaking up, asking questions and challenging ideas without worrying about how it’ll land. At VelocityEHS, that comes down to trust and transparency.

We’ve adopted the saying “clear is kind.” To me, that means giving people clarity around expectations, goals and feedback so they always know where they stand and what success looks like. Feedback is shared often and in the moment, not saved for annual performance reviews. Being clear is a way of showing respect, building trust and keeping people focused on what really matters.

When managers take the time to explain the “why” behind decisions, invite feedback both ways and follow through on what they hear, it builds real trust. That’s when people feel safe to take risks, speak honestly and push for better results because they know that if they make a mistake, they’ll be supported, not blamed.

Which forum or ritual keeps expectations and priorities clear for the team?

Clarity is something we create through consistent rhythm and communication. Every Monday, our CRO leads a huddle with the revenue organization to align on what’s most important for the week ahead. Even when the priorities stay the same, it’s valuable to pause and make sure everyone is moving in the same direction.

At the team level, I take those broader themes and pull through the information that’s most relevant for my group. In our local meetings, I focus on what matters most for our team based on where we are in the quarter, the challenges we’re seeing in the field and the opportunities gaining momentum. My goal is to keep the team focused on what will make the biggest impact that week.

In our one-on-ones the focus shifts to individual ownership and accountability. My goal is to give each sales professional on my team the tools to quickly self-assess their performance and identify where they might be off course. From there, we work together to adjust their plan with intention. It keeps expectations clear, creates shared accountability and helps each person stay confident in their path forward.

What part of the strategy excites people — and what metric shows progress?

AI is a major focus and very trendy across every industry right now. What I appreciate about our approach to AI is how intentional we are in how we use it. Across the business, we’ve taken a two-sided approach to AI adoption.

Internally, we’ve implemented enterprise-wide AI tools that help our teams save time and focus on the work that matters most. What I appreciate the most is how our people have remained the focus throughout and how these tools have empowered us to work more efficiently and better support our customers.

On the product side, we find that many companies are layering off-the-shelf AI tools on top of existing software and calling it innovation. Our team of AI scientists is building VelocityAI directly into the core of our platform, powered by the largest and most meaningful dataset in the EHS space. The result is smarter workflows, faster insights and better decisions for our customers.

What excites me most is how real the progress feels. We’re helping customers make smarter decisions faster and because we’re in the safety business, that means more people go home safely to their families at the end of the day.