For many leaders, the path to the top is carefully planned. For me, it was forged through experience, adversity and a deep sense of responsibility. My outlook was shaped by my upbringing as a classic Gen X-er, a so-called “feral child” of divorced working parents — if I didn’t make my own meals while watching “In Living Color,” no one would. I credit that early independence for shaping my leadership style, inspiring resilience, adaptability and deep commitment to self-growth. Over the years, in fact, I have embraced that journey with gratitude.
I joined American Solar & Roofing in 2009, during the company’s peak. Founded in 2001 as the first company to bring residential solar to Arizonans, it is the only local licensed solar and roofing installer. My responsibility was to manage government and policy issues, a logical step given my background working in small businesses across industries such as healthcare, venture capital, nonprofits, lobbying and debt collection. The policies I tackled ranged from local building codes to state legislation. One early challenge for the company was to reassure those cities that were concerned about the “load” solar panels would place on roofs. I didn’t know what “load calculations” were, so I walked down the hall to the engineering team to learn — and was then able to educate policymakers, gently, about why these concerns were misplaced.
My first major hurdle wasn’t technical, but cultural, from within my own company. Engineering leadership wasn’t thrilled about a “young girl” engaging with their staff. The company operated in silos, where departments worked independently rather than collaboratively. I felt this structure wasn’t conducive to growth, innovation or learning from failure. I realized American Solar & Roofing was built and run with an engineer’s mindset methodical, data-driven and risk-averse, whereas I am not an engineer and am willing to take risks. My first major lesson as a leader was recognizing I would make decisions that frustrate people, often because they feel there isn’t enough data to support my perspective.
I credit the book Rocket Fuel by Gino Wickman and Mark Winters to understanding my power. The book introduced me to the Entrepreneurial Operating System (EOS), a game-changer for how to approach leadership. That is where I learned I am a Visionary — skilled at looking at the big picture, designing a culture and solving big problems.
As the CEO and Visionary, my job is to see the bigger picture to analyze business sectors, watch trends and shape a strategy that aligns with our company’s purpose: Affecting revolutionary change through our employees, customers and community.
Once I saw how EOS transformed our company, I turned my focus inward. My daily routine has become a cycle of waking up, drinking tea, heading to work, coming home, making a cocktail and passing out. I was a wife, mother and CEO — but had no idea how to balance these roles. Then I started to listen to my own thoughts, set boundaries to create time for myself, and focus on what genuinely brings me joy.
Now, I prioritize reminding my leadership team that no business problem is worth the stress; I want to help them avoid the stressors of a work/life out-of-balance that I had. I believe it is vital that, when professionals are home, they be present with their family and not let work stress consume them.
Leadership is so much more than driving a business forward; it’s about building a culture where people can thrive.
Did You Know: To date, American Solar & Roofing has installed a total 37,600 kilowatts for more than 15,000 customers.
