Rula Career Growth & Development

Describe your career journey so far. What skills and experiences have you acquired along the way that have helped you get to where you are now?

I’ve spent most of my career in startups, drawn to the challenge of building from the ground up. Early on, I focused on establishing go-to-market strategies and scaling teams in fast-moving environments. At one point, I made a deliberate move to a large organization to gain “big company” experience — learning about complex processes, enterprise operations and how to navigate at scale. Ultimately, I recognized that my skills and energy are best applied to zero-to-one motions, identifying opportunities, building teams and putting the right structure in place to drive growth.

That experience taught me that relationships matter as much as strategy. Saying yes opens doors, but knowing when to say no is equally important. I’ve learned to listen, observe and surround myself with people who bring different perspectives — much like Abraham Lincoln’s “team of rivals.” That diversity of thought has been critical in building strong, adaptable teams.

What support did you receive from individuals or resources that helped you step into a leadership role?

Mentorship has been essential and I’ve found that mentors come in all shapes and sizes — not just your manager. Some of my most impactful guidance has come from peers, advisors and even team members who saw things from a different vantage point.

I’ve also learned the importance of asking for help and raising your hand for opportunities. Leaders don’t have to have all the answers, but they do need the humility to seek input and the courage to take risks. Taking a chance on something new — knowing the worst-case scenario is often just a pivot — has propelled my growth more than any single title or role.

How do you encourage other women on your team to become leaders themselves? Are there any stories you can share that showcase how you’ve done this?

I believe leadership starts with creating space for others to step forward. I encourage those on my team to take on visible projects, share their expertise cross-functionally and embrace calculated risks — even when they don’t feel 100 percent ready.

One example that stands out is a team member who was hesitant to lead a major client initiative because she felt she didn’t yet have the “right” experience. By working together to frame the project as a stretch opportunity and supporting her behind the scenes, she not only delivered successfully but also grew into a confident leader for others.

For me, the goal is to help women see that leadership is not about being the smartest person in the room — it’s about listening, learning and building strong relationships that move the ball forward.