College H.U.N.K.S. Hauling Junk and Moving

Where It All Started

I got my work permit at 15 and landed my first job as a hostess at a small-town diner, working as many hours as my permit allowed. I always joke that I was the only one in my friend group who had to buy her own shampoo growing up. Except it wasn't really a joke! We grew up in a middle-class household, and my parents were intentional about instilling a strong work ethic in my sister and me from an early age. They wanted us to understand the value of a dollar, take responsibility and appreciate what it meant to earn something ourselves. I probably didn't fully appreciate those lessons at the time, but looking back, they laid the foundation for who I am today, both personally and professionally.

I spent nearly a decade in the restaurant industry, and I genuinely loved it. I loved the fast pace, the people, the teamwork and the satisfaction of creating a great experience for someone. It was also where I first recognized how closely the employee experience and customer experience are connected. When people feel supported, valued and enjoy what they do, it shows in how they show up for others.

After finishing college, I decided it was time to trade the 16- hour shifts, late nights and weekends for something resembling a normal schedule. After a brief stop in banking, I found my way into recruiting in February 2012, and I haven't looked back since. What began as helping people find the right opportunities has evolved into a career focused on helping people and organizations reach their full potential. Over the years, I've led teams, built strategies, developed HR programs and policies and partnered with executive leadership on decisions that shape an organization. My responsibilities have expanded beyond recruiting to include employee relations, performance management, organizational planning and navigating the complexities of supporting people while helping a business grow.

One of the biggest lessons I've learned is how interconnected it all is. Recruiting the right people is only the beginning. How you welcome, develop, support, challenge and ultimately lead them matters just as much to their success and the success of the organization.

Every position has brought its own challenges, opportunities and lessons. But while my responsibilities and career have evolved, one thing has remained constant: my passion for people and understanding what brings out the best in them.

Interestingly, some of the most valuable lessons I've learned haven't come from a particular role, accomplishment or promotion. They've come from the people I've worked for. I've been fortunate to work with phenomenal leaders who challenged me, believed in me, invested in my growth and inspired me to become better. I've also worked for leaders who taught me, sometimes the hard way, exactly what kind of leader I never wanted to be. I've learned just as much from both.

Those experiences have shaped one of my strongest beliefs about leadership: there is a tremendous difference between leading through fear and authority and leading through trust, respect and genuine investment in people.

When people feel supported, trusted and inspired, they do more than what's expected. They take ownership, bring ideas forward, challenge themselves and genuinely want to contribute to something bigger. When you create that kind of environment, what a team can accomplish together is remarkable. Perhaps that's why, regardless of how far my career has taken me, I've never forgotten what it feels like to be on the other side of a leadership decision.

“People and culture aren't separate from business strategy. They're what bring that strategy to life.”

When people feel supported, trusted and inspired, they do more than what's expected. They take ownership, bring ideas forward, challenge themselves and genuinely want to contribute to something bigger. When you create that kind of environment, what a team can accomplish together is remarkable. Perhaps that's why, regardless of how far my career has taken me, I've never forgotten what it feels like to be on the other side of a leadership decision.

I strongly believe that's where great leadership, strong teams and a lasting culture begin.

Beyond Performance, into Potential

At College H.U.N.K.S., our culture is built around our core values, including building leaders, and we look for people who demonstrate those values through their actions, not just their results. For me, high performers are individuals who take ownership, embrace feedback, adapt to change and make the people around them better. We're an entrepreneurial, fast-paced organization, so attitude, accountability and a willingness to roll up your sleeves matter just as much as experience. The best performers don't just raise the bar for themselves. They raise it for everyone around them.

Culture is What Keeps Great People

At College H.U.N.K.S., we're passionate about creating opportunities for people to grow, both personally and professionally. Building Leaders isn't just something we talk about; it's something we strive to bring to life through development, recognition and opportunities to take on new challenges. But retention goes beyond programs and benefits. It's about the everyday experience our leaders create. People want to feel valued, supported, challenged and connected to something bigger. You can recruit great talent, but it's your culture and leadership that determine whether they stay.

Right Talent, Right Seat

At College H.U.N.K.S., we’re a fast-growing, fast-paced franchise organization and as our business continues to evolve, so do our talent needs. We focus on understanding individual strengths, performance, potential and aspirations while ensuring alignment with the needs of the business. Sometimes that means investing in development, creating new opportunities or having honest conversations when a role isn't the right fit. Ultimately, having the right people in the right seats isn't a one-time decision. It's an ongoing responsibility and one that's essential to both individual and organizational success.

People First, Business Forward

At College H.U.N.K.S., our people are at the heart of everything we do, from supporting our Franchise Partners to delivering exceptional customer experiences. As a growing national franchise brand, we're passionate about creating opportunities for entrepreneurs to own their own businesses and providing the ongoing support and resources they need to succeed. I've always believed that people and culture aren't separate from business strategy. They're what bring that strategy to life. When you invest in your people, you're investing in the future of your organization.

Balancing Business Acumen with Empathy

Learn the business just as deeply as you learn HR. Understand what drives success, build relationships across the organization and don't be afraid to challenge decisions or offer a different perspective.

I've always believed that one of my greatest responsibilities as an HR leader is twofold: protecting our brand and protecting our people. Those responsibilities aren't in competition with one another. They go hand in hand. I'm a firm believer in giving people the benefit of the doubt, extending grace and doing what's right whenever we can. But that generosity must be met with honesty, integrity and accountability. When someone takes advantage of the system, they're not just taking advantage of a policy. They're taking advantage of the trust we've built and the people that system was designed to support.

I've learned that the most effective HR leaders balance empathy with accountability and understand that doing what's right for people and what's right for the business aren't mutually exclusive. Great HR leadership requires the business acumen to understand what needs to happen, the courage to help make it happen and the humanity to never forget the people involved.