What could this become?

If you spend any time with me, you’ll probably notice something pretty quickly: I have never been very good at leaving possibility alone.

Show me a business, a technology, a process, a house, an investment — or simply an idea with untapped potential — and my mind starts working.

What could this become?

Looking back, that question explains a lot about my career.

For more than 20 years, I’ve worked across Bank of America, Wells Fargo and Truist at the intersection of business, technology and transformation. I’ve had a front-row seat to some of the biggest shifts in financial services — from the evolution of payments and digital banking to automation, operating-model transformation and now artificial intelligence.

There is a pattern to my career that I didn’t intentionally design. I keep finding my way to inflection points: those moments when something new is moving from interesting to consequential, when you can see that the old way is about to change but the new way hasn’t been completely figured out yet.

I love those moments.

Early in my career, that meant consumer banking and payments. I worked on large-scale card and payment programs, helped lead the move into new payment technology and became a co-inventor on a U.S. patent supporting Bank of America Preferred Rewards.

Later, my world expanded into commercial banking, credit, risk, operating models, automation and innovation. I learned how large organizations actually change — not on an organizational chart or in a strategy presentation, but across systems, processes, controls, budgets and thousands of people who all experience that change differently.

Then came AI.

I knew almost immediately that this one was different.

Artificial intelligence isn’t simply another technology organizations will deploy. It is beginning to change the relationship between people and work itself.

That is the part that fascinates me.

I care about the technology, but I am even more interested in what happens after the technology arrives. How does the work change? What becomes easier? What becomes more valuable? Where does human judgment matter even more? How should leaders rethink jobs, workflows and organizations when people suddenly have capabilities they didn’t have before?

Those questions have shaped my work helping bring enterprise AI to tens of thousands of employees and building the ecosystem around it — learning, communications, leadership activation, communities, agent building, measurement, governance, workflow redesign and workforce transformation.

Doing that at scale, inside a regulated institution, is where Responsible AI stops being a principle on a slide and becomes a set of daily decisions: what people are allowed to build, how judgment stays in the loop, and how you would explain any of it to a regulator.

The real opportunity is not to automate every task that can be automated. It is to rethink the work itself and ask a much more ambitious question:

Human potential

If AI can take on more of what people have traditionally done, what does that free people to become exceptionally good at next?

That is the AI conversation I want to be part of.

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My banking background gives me a perspective on this that is broader than technology alone. I have worked across consumer banking, commercial banking, payments, technology, credit, risk, regulatory transformation, innovation and AI. So when I think about what AI could do to a financial institution — or any large organization — I understand the institution it is trying to change.

I know how complicated that change can be.

A brilliant idea can still have to cross five organizations, multiple technologies, control functions, competing priorities and thousands of employees before it creates a dollar of value.

That distance between what is possible and what is actually real is where I tend to do my best work.

I enjoy strategy, but I’ve never been satisfied stopping there.

Eventually, I want to know what happens Monday morning.

What actually changes? What will people do differently? Where will the friction show up? What are we overlooking? How will we know whether the investment mattered?

I want enough altitude to see the whole system and enough curiosity to get into the details when something doesn’t make sense.

And I know that meaningful transformation is never the work of one person.

Some of my best experiences have come from bringing together people who see the world very differently — technology, business, risk, finance, operations, HR, learning and communications — and helping them find enough common ground to build something together.

I like smart people. I like people who challenge my thinking. I like creating clarity when there isn’t much of it yet. And I especially like giving talented people an ambitious problem and watching what happens when they begin to see what is possible too.

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That part of me doesn’t turn off when the workday ends.

My husband runs a small home-improvement business, and being the person he thinks out loud with — about pricing, positioning, customers, where the work is going — has given me a completely different education in business.

Small business is wonderfully unforgiving.

There aren’t many layers between a decision and its result. A customer loves the work or they don’t. You priced the job correctly or you didn’t. Someone showed up when they promised or they didn’t. Reputation matters. Quality matters. Cash flow matters. The details matter.

It keeps business incredibly human.

Real estate does the same thing for me in a different way.

I can walk into a property and almost immediately start imagining what it could become. I love the combination of investment, design, numbers and human behavior. I can spend hours working through a floor plan, thinking about a renovation or trying to understand why one space feels right while another one doesn’t.

Yes, I care about appreciation, cash flow and return on investment.

But I also know that a home is never just an asset.

It is where somebody is going to live their life.

That distinction matters to me.

I’m extremely interested in digital assets — XRP, Bitcoin, Ethereum and stablecoins — because I think they are the future of payments in an agentic world. If software agents are going to transact on our behalf, the rails underneath them have to settle faster, cheaper and more programmatically than the ones we built for people.

That interest comes from another part of my background. After years in banking, cards and payments, I can’t look at this through the lens of a price chart.

I’m interested in the bigger question.

What happens if the infrastructure of money itself begins to change?

How will we move value? What happens to traditional payment rails? What role will digital assets and tokenization ultimately play? Which parts of today’s financial system will endure, and which ones will look completely different a decade from now?

I don’t pretend to know exactly where all of it ends.

In fact, that is probably why I find it so interesting.

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AI. Payments. Crypto. Small business. Real estate. Investing. Workforce transformation.

On paper, they can look like a collection of different interests.

To me, they are all connected.

They are about change, value and people.

I am fascinated by how something moves from possibility to reality. I like understanding what is changing before the answer becomes obvious. I like connecting ideas that don’t initially appear related. And once I understand enough to see an opportunity, I usually want to build something from it.

That curiosity is probably one of the most consistent things about me.

I read. I experiment. I invest. I build. I redesign. I will happily go down a rabbit hole when something genuinely interests me. I ask a lot of questions, and I have never been particularly satisfied with “that’s the way we’ve always done it” as an answer.

I also know myself much better today than I did earlier in my career.

I know the environments where I thrive.

Put me around smart, curious people who care about what they are building. Give us an ambitious goal and a consequential problem that doesn’t already have a playbook. Give me enough room to question the obvious answer, connect the dots and turn the idea into something real.

That is when you’ll get the best of me.

Because despite all the technology that has run through my career, I don’t think my work has ever really been about technology.

It has been about possibility.
Seeing it.
Understanding what it could mean.
Helping other people see it.
And then doing the hard, practical, human work required to make it real.

I have spent much of my career showing up just as the next chapter is beginning to take shape.

And I still believe the most interesting one is ahead.