I didn't come to recruiting from recruiting. I came to it from hiring people.

I didn't come to recruiting from a traditional recruiting background. I came to it from more than 20 years of hiring, managing, interviewing, developing and evaluating people.

I spent those years in senior marketing and leadership roles, working with large corporations, agencies and startups across healthcare, financial services, technology, travel and consumer brands. I've worked inside more than 15 organizations and seen firsthand how dramatically culture, leadership, communication, pace, autonomy and expectations can differ.

Along the way I interviewed hundreds of candidates and helped select hundreds of employees, contractors and partners. I built teams and managed them. I hired at the junior, mid-level, senior and leadership levels — and I sat with talent and HR leaders while we argued over who was actually right for the job.

Those decisions were rarely about qualifications alone. They were about team fit, communication style, motivation, potential and culture. And because I managed the people I hired, I learned something most people evaluating candidates never see: what actually makes someone successful once they have the job.

Hundreds of interviews. Hundreds of hiring decisions. One very human process.

Somewhere in there, I became the person friends and colleagues turned to when they were navigating career decisions, considering a change or figuring out what came next.

Who should I talk to? Am I underpaid? Should I be at a higher level? Do you know someone there?

I've helped dozens of people find opportunities, make meaningful connections, rethink their positioning and recognize strengths they struggled to articulate themselves. I've been connecting talented people with jobs, companies, colleagues and opportunities for as long as I've been working.

Later in my career I went back to school, earned a master's degree in counseling. Counseling changed how I listen. It strengthened my ability to understand motivation, communication, strengths, interpersonal dynamics and what people may not always be able to express directly.

A résumé can tell you what someone has done. A conversation can tell you who they are.

I use AI constantly for research, market mapping, compensation analysis, company research, network analysis, opportunity discovery and pattern finding — work that would once have required a far larger research team and significantly more time.

But AI does not make the final judgment. I do.

I understand business. I understand hiring. I understand people.

Worth Meeting is a more intentional version of something I have been doing throughout my career: seeing the value in people and helping the right people find each other.