Alliant Credit Union Career Growth & Development

We provide ongoing coaching and feedback, access to training and development programs, and opportunities for advancement within the organization.

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?

From an early age, I was deeply intrigued by the potential of high-quality, trusted data in shaping business decisions. I began my career in information technology, working in various data management roles. 

To deepen my understanding of business challenges related to data and processes, I transitioned to the business side, where I led cross-functional initiatives focused on improving data quality. Through this experience, I naturally gravitated toward the discipline of data governance, recognizing it as the foundation upon which data quality, master data management and risk management initiatives succeed.

I developed a strong passion for data governance and have since focused on establishing robust frameworks and practices in areas such as data ownership, metadata management, data lineage, data quality, data controls and data issue governance. Along the way, I also discovered a passion for leadership and have held several data leadership roles.

I’ve successfully driven numerous cross-functional data programs across the banking, high-tech and healthcare sectors. These cumulative experiences ultimately led me to my current role as director of data at Alliant Credit Union.

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

My growth mindset, commitment to continuous learning and willingness to take calculated risks have been key drivers in preparing me to embrace new challenges and advance into leadership roles with each career move. I proactively invested in my development by reading leadership books and articles, earning certifications and networking with industry leaders and peers. I also actively contribute to professional organizations and thought leadership initiatives. I serve as an executive editorial board member of CDO Magazine and as a governing body member of the Evanta/Gartner CDAO group.

I consider myself fortunate to have worked with exceptional managers who also served as mentors. They played a pivotal role in shaping my career and bringing out the best in me. They believed in my potential and helped me recognize strengths — such as empathy and kindness — that I had previously overlooked. Their influence helped me understand my own value and the unique contributions I bring to the table.

They taught me that leadership isn’t about authority — it’s about serving your team. People thrive when they are trusted, appreciated, recognized and given the resources and support they need to succeed.

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?

Fostering a culture of diversity, equity, inclusion and collaboration is one of my core leadership principles. I emphasize the importance of creating an open, psychologically safe environment where everyone feels valued, respected and empowered to contribute. 

I firmly believe that leadership is not tied to a title — anyone can be a leader by taking ownership, being accountable and driving a task or initiative to completion. I often mentor women team members by encouraging them to step forward and lead cross-functional initiatives or take charge of specific challenges. I’ve seen quiet, thoughtful team members rise to the occasion and lead with impact, gaining recognition and confidence in the process.

Personally, I used to believe that leaders are born leaders and a softspoken, quiet, kind and empathetic person cannot be a good leader. But through experience, I’ve come to understand that leadership is a skill — one that can be developed with intention and effort.

I share my own journey to help women see that they, too, can be leaders. I encourage them to believe in their abilities and lead by example — because when one woman rises, she inspires many others to do the same.

What makes promotion criteria feel fair and clear?

In my experience, promotion criteria at Alliant have felt fair because they’re tied to skills, experience and demonstrated impact, rather than visibility or who you know. Advancement hasn’t been automatic, you have to show you’re ready and capable of taking on more responsibility. I started my career here as an individual contributor and worked my way into leadership. Along the way, I learned that if you want to grow, you need to be intentional about it; know where you want to go, seek out opportunities and be willing to stretch. I’ve received guidance and support from leaders, but ultimately, my path has been my responsibility to own. The expectations were clear to me, depth in your craft matters, but so does being well‑rounded and able to lead people effectively. That combination of clarity, accountability and personal ownership is what has made growth feel earned and meaningful in my experience.

Which learning program most changed your capability — and what measurable outcome followed? 

In my experience, growth at Alliant has come from company‑funded leadership development paired with real stretch opportunities. We’ve had structured curricula for managers and my team and I also established the Alliant Leader Academy (ALA) to connect leaders across the organization and work on initiatives that strengthen the business. I’ve completed the program myself and it reinforced enterprise thinking and leadership capability. Alongside formal programs, I’ve benefited from managers who provided timely feedback, encouraged autonomy and supported learning through experimentation. Those experiences enabled me to grow from an individual contributor into senior leadership and lead efforts that improved the employee and manager experience. More recently, I’ve leaned into AI learning through internal councils, applying it in my role while helping others do the same.

What manager or mentor behavior consistently accelerates growth? 

The manager behavior that has most consistently accelerated my growth is timely, in‑the‑moment feedback combined with a regular one-on-one cadence. Having space to reflect, talk through challenges and get honest input, outside of formal review cycles, has made development feel continuous rather than episodic. Equally important, has been trust — being given autonomy to make decisions, take risks and learn through experience, with support when needed. That balance has helped me grow confidence, stretch into new areas and take on increasingly complex work.