I went into college thinking I was going to become a doctor, but I changed my mind throughout my time at UNC-Chapel Hill as I took classes in business, entrepreneurship, philosophy, anthropology, and, of course, political science. I joined the campus Young Republicans chapter and was then motivated to help found a chapter of Turning Point at UNC. One of the things I did as a founder of the Turning Point chapter was coordinate travel to the conference being held in West Palm Beach in 2017. That is where I heard Charlie Kirk speak, among many other incredible speakers, and it helped clarify that I was far more energized by campaigns, ideas, and public persuasion than labs.
Politics gave me the same kind of challenge I loved in science: complex systems, human behavior, competing variables, and problems that rarely have obvious answers.
That curiosity carried into my professional life. In sales, nonprofit work, luxury events, and Republican consulting, I became good at reading people, identifying what mattered most to them, and turning that understanding into action. I like the strategy behind a message, but I also like the practical work of getting it out the door correctly, on time, and in a way that actually connects.
Most recently, I served as Director of Operations for a Republican political consulting firm in North Carolina, where I managed campaign execution across candidates, consultants, vendors, grassroots groups, mail programs, texting efforts, fundraising outreach, and client deliverables. I loved the work and intended to keep growing in political consulting, but stepped away when my husband, a Naval Aviator, received flight instructor orders and we relocated to Pensacola.
Since moving, I’ve continued looking for ways to serve. As Command Ombudsman for VT-2 “Doerbirds,” I act as a liaison between command leadership and military families, help connect spouses with resources, improve communication, and strengthen the squadron community. I’m also active in my church, which has reinforced how powerful faith communities can be when people need support, structure, and a shared mission.
That belief was shaped by my time with the American Red Cross. When COVID lockdowns hit, I lost more than 80% of my blood drives overnight, putting the blood supply at risk. Places of worship became some of the only locations where people could still gather, and church leaders stepped up in an incredible way by hosting multiple drives a week and rallying congregations to serve. Watching entire dioceses come together under pressure left a lasting impression on how I think about coalitions, trust, and community leadership.