Career Advisor at Kingsborough Community College (CUNY)

The most deliberate decision I’ve made in my career has been to follow my curiosity and my desire to learn. More than any single job title or strategic move, my willingness to say yes to learning opportunities—whether expected or unexpected—has shaped the path I’ve taken.

I keep my team inspired, motivated, and educated by following a simple but powerful learning framework: "I do, we do, you do." I do – I lead by example, showing how a task is done while clearly explaining the why behind it. I believe people are more engaged when they understand the reasoning behind decisions, not just the directives themselves. We do – I work alongside my team, mentoring, coaching, and providing hands-on support. Teaching is central to leadership, and I believe that collaboration in learning builds confidence and trust. You do – The goal is for people to gain independence and mastery in their roles. When team members feel equipped and empowered, they’re more likely to take ownership of their work and grow in their careers.

A piece of advice that has stuck with me over time is to never settle for "good enough." Of course, there are moments when "good enough" is all you can do — perfection can’t get in the way of progress. But what I’ve carried with me is that just because something was "good enough" this time doesn’t mean that should be my standard.

Curiosity is something that can be learned, developed, and mastered over time. And as life progresses, it changes — some people lose it entirely, disengaging from the world, while for others, it becomes central to how they navigate life and work. For me, curiosity is what allows me to understand, interpret, and work within complex systems. It’s what helps me solve problems, adapt to new challenges, and deploy the right skill sets in different situations.

I look for people who take pride and care in their work—people who see their work as an extension of themselves, their values, and their communities. When someone understands the context of what they do — both personally and in relation to the larger world — it shows in the way they approach their responsibilities.

When hiring aspiring professionals, context always matters — the qualities I look for depend on the role, whether it’s an entry-level position or a leadership role. But across the board, a few key attitudes and attributes stand out to me.

There is a responsibility to strive for excellence in everything we do. And that pursuit of excellence isn’t just about personal ambition — it’s about responsibility to my community, to my family, to the people I came up with, and to those I mentor and coach. Excellence isn’t just a personal goal; it’s what we all deserve. It’s what my people deserve. And that drive — to always push for something better — is what keeps me moving forward.

Among the lessons I’ve learned, one of the most useful has been the importance of flexibility. It’s great to have a plan, a framework for how you approach things — but, as Mike Tyson famously said, “Everyone has a plan until they get punched in the face.” In hospitality, and really in any career, you have to be ready to take that proverbial punch and pivot when necessary. Rigidity doesn’t hold up in the face of real-world challenges. The second lesson is about empathy and care. Whether it’s mopping a floor or leading an organization, the level of care you bring to a task matters. Empathy isn’t just about understanding others—it’s about being motivated to do the things that aren’t always pleasant but are necessary. When care and empathy are at the center of your work, they fuel a drive for constant improvement, for doing things better not just for yourself but for those around you. These lessons—flexibility, empathy, and care—have shaped how I approach leadership, problem-solving, and the way I move through my career.