If you sat beside me for a week, you’d see plenty of the usual operations work—onboarding, benefits questions, reviewing revenue goals, and yes, more spreadsheets than I ever imagined using when I started my career in higher education. But you’d also see quiet, but impactful, moments that never show up on a performance dashboard.
A team member sharing that they’re at “50% today.” Someone worried about a family member. A new hire trying to figure out how to show up authentically on a remote team. A colleague navigating a personal loss while still trying to give us their best.
Those moments are where my work really happens. And they're where leading with integrity counts.
In my role as Head of Operations at Acclinate, I sit with people during the most vulnerable moments of their employee journey. I’m the first face many see when they’re interviewing and, at times, the last voice they hear when they’re moving on. I support payroll, hiring, policies, and every behind-the-scenes process—but underneath all of that is a responsibility to build trust.
And because Acclinate’s mission centers on wellbeing, trust, and equity in healthcare, operations must reflect those values every day. The way we hire, support, and care for our people either strengthens our mission or quietly undermines it. I take that personally.
In operations, it’s the small decisions that define integrity. Yes, I follow Society for Human Resource Management (SHRM) guidelines and make sure we stay compliant. But the core question I ask myself is simple: Am I honoring this person’s dignity and our company’s values at the same time?
The answer to this question matters when I’m walking someone through a benefits issue or supporting them through a difficult performance conversation. It matters when someone shares that they’re facing a loss, a crisis, or a moment when life is heavier than usual. It matters when I must tell an individual, “This role isn't the right fit,” and still give them a respectful, humane offboarding experience.
Policy supports the decision—but it never replaces the relationship.
And in a mission-driven company like Acclinate, integrity also means we go beyond talking about equity to demonstrate it. Our co-founders started this company after watching loved ones fall through the cracks of an unequal healthcare system. If we say we’re fighting for community wellbeing, equity, and inclusion, our employees have to feel that same level of dedication from us. We can’t champion equity externally and deprioritize it internally.
If we say we’re fighting for community wellbeing, equity, and inclusion, our employees have to feel that same level of dedication from us.
My first career was in higher education. I spent decades leading diversity efforts, shaping student orientation experiences, and building environments where people felt seen. When I joined Acclinate as the company’s first full-time hire, I brought that perspective with me.
Today, we’re a team of more than 40 across multiple states—and even Canada. That kind of growth requires intention. Culture doesn’t automatically survive expansion; it must be actively protected.
That work shows up in:
I often tell new team members, “If we were in the same building, I’d be down the hall. Since we’re distributed, I’m down the virtual hall. You can always reach out.”
For me, that commitment to personal relationship-building is how culture stays alive.
Teamwork at Acclinate doesn’t “just happen.” When half your team has never met in person, you have to create opportunities for connection.
For example, operations leads the planning for our retreats, and that work goes far beyond booking flights. I think about how to help people learn each other’s communication styles, how to break down the barriers that naturally form behind screens, and how to foster real belonging.
We use personality tools like the Enneagram so leaders understand their teams. We design activities that encourage cross-functional conversations. And yes, sometimes we start with simple things—favorite travel destinations, shopping favorites, even whether someone prefers bar soap or body wash. These icebreakers can open real connection.
Then, when we spend three days together in person, something shifts. The work feels different. Collaborating is easier. The trust is deeper. And when we all ultimately return to our laptops, that closeness carries us forward.
Our CEO once said something that has shaped how I lead: What got us here won’t get us there.
A founding group of five got Acclinate off the ground. To scale, we need new skills, new processes, and new ways of thinking. That means our team must stay curious and forward-looking.
My team and I talk regularly about what we’re learning next. We’re open to certificate programs, continuing education, and leadership development. As a strategic leadership team, we read books together—Good to Great, No Rules Rules, The Power of Moments—not because it’s trendy but because we want to grow intentionally.
Internally, we talk about “flawless execution.” And I’m always clear: this doesn’t mean perfection. It means giving your very best based on your skills today, not someone else’s.
It's for this reason that we hired for both entry-level and senior roles in the same department. We don’t expect the same output, but we expect the same commitment to growth. Over time, with coaching and curiosity, people evolve. That’s the culture we’re building—one that doesn’t settle for stagnation.
We do work that touches people’s lives at their most vulnerable moments. Our NOWINCLUDED community gives underrepresented individuals a voice in healthcare—something many of them have been denied for generations.
That kind of mission requires trust.
So, operations watches closely for team members who may be struggling during major world events or personal crises. Whether it’s an election, a conflict abroad, or safety concerns in someone’s community, we stay aware and check in.
Sometimes that means giving someone the morning off. Sometimes it means adjusting the workload. Sometimes it’s simply making space for someone to say, “I’m not okay today.”
If our team feels supported, they can support our communities. If they trust us, they can build trust with participants and partners. And if they feel well, they can help us deliver wellbeing to others.
If I could tell every new teammate one truth about operations at Acclinate, it would be this:
We are about the people.
If we build strong people, they will build a strong company. They will build products that matter. They will build trust with communities. They will build the future of equitable healthcare.
Integrity, to me, isn’t a lofty ideal. It’s how I answer a Slack message. It’s how I start our Monday call. It’s how I support someone when they’re at 50%. It’s how I lead when things are complicated or uncomfortable. It’s how I help set the stage so this team can keep doing meaningful, life-changing work.
And when we lead with that level of attention, our teamwork delivers—not just for ourselves, but for the communities we’re here to serve.
Ready to learn more about our operational approach to expanding health equity? Schedule a 1:1 with our team.