My relationship with service started long before I called it a career. Early on, I found myself trusted with responsibility — managing weekend retail shifts and overseeing store operations while finishing high school. It wasn’t about ambition; it was about showing up well for others and taking care of both clients and colleagues.

Years later, in a Senior Account Management role, I spent most of my week untangling client issues — complaints, escalations, service breakdowns. The teams supporting these clients were capable, but their communication often missed the mark and confidence was low. Small oversights were turning into big problems.

I volunteered with Lifeline Australia as a crisis supporter — and later facilitated with The Purpose Project, a youth program helping people explore their values, strengths, and interests to shape meaningful career pathways. Both experiences reinforced the impact of active listening, empowerment, and holding space — especially when responding to people who do not feel heard.

I began bringing that philosophy into my own service teams, starting with simple virtual workshops and open conversations about what great customer service could look like. The results were immediate: escalations dropped, team engagement rose, and service quality visibly improved.

Those early sessions grew into full workshops, coaching models, and the work I do today — helping service teams build clarity, capability, and care into every conversation with their clients.