Her Story
About Amy
I was drawn to the field because I genuinely enjoyed supporting others, particularly older adults.
About ten years ago, I had the opportunity to join a sales team in senior living—a moment that felt like everything had come full circle. It allowed me to combine my sales expertise with my passion for serving the aging population, and it quickly became clear that I had found my niche.
Throughout my leadership roles, my management philosophy has remained consistent: sales is service, not persuasion, and focus on outcomes rather than products. My priority is to support my team so they can succeed, and that approach has consistently resulted in high-performing, engaged teams.
Her Interview
Ten minutes with Amy
01What do you attribute your success to?
A foundation of mindset, resilience, and core life values has shape how I lead, perform, and inspire others.
I operate from a growth‑oriented mindset. I believe skills can be developed, challenges can be overcome, and every interaction is an opportunity to learn something. This mindset encourages innovation and sets the tone for a team culture where improvement is constant. It also helps them stay focused on long‑term goals rather than being derailed by short‑term setbacks.
A successful sales manager builds resilience not by avoiding adversity but by embracing it as part of the process. Recovering quickly from losses, maintaining emotional steadiness, and modeling persistence for my team. Resilience allows them to stay solution‑focused, adapt to new strategies, and maintain momentum even when results are lagging.
At the core of my sustained success are the values that guide my daily decisions and leadership behavior.
The most impactful things that I put into practice with intention every day are: integrity, accountability, empathy and a service mindset.
02What’s the best career advice you’ve ever received?
Trust your instincts.
No job will make you happy every single day—that’s just reality. You need to set clear goals for yourself, continuously be learning, build relationships everywhere, and embrace change. The company you choose to work for is ultimately a reflection of you, so make sure it’s one you’re proud to stand behind.
03What advice would you give to young women entering your industry?
My advice is simple: don’t enter this field solely for the money.
This work can be emotionally demanding, and you will form connections—regardless of your role. Whether you’re on the sales side, meeting with families, understanding care needs, and coordinating assessments, or you’re working directly with clients one-on-one, attachment is inevitable.
That’s why your heart truly has to be in it.
Empathy cannot be taught; you either have it or you don’t. And in this industry, genuine empathy and connection are essential.
You must be willing to put in the work! Success doesn’t happen overnight. Putting in the hard work builds a stronger foundation for your career. It allows you to look back and say, “I went through the challenges, I didn’t give up, and now I’m exactly where I want to be.”
In the end, the reward is meaningful: you’re helping people every single day. And that makes the work incredibly fulfilling.
04What are the biggest challenges or opportunities in your field right now?
The market is highly saturated, we recognize that we will never be the lowest‑cost provider, and if a family is focused solely on price, we may not be the right fit for them. Our priority is delivering high‑quality care.
In terms of opportunities, the healthcare sector continues to expand, and home care is one of its fastest‑growing segments. Many people would prefer to remain in their homes rather than move into facilities. While families may want to support that choice, adult children often work full‑time and rely on professional caregivers to fill the gap. As a result, demand for home care services is rising rapidly.
This growth creates opportunities across the industry—from administrative roles to direct caregiving positions.
05What values are most important to you in your work and personal life?
My first core principle is honesty and transparency. I reinforce this with my team constantly — probably to the point where they can recite it back to me — because it matters in every situation.
Whether we’re working with a client or navigating internal dynamics, being fully transparent is always the best path forward. If we aren’t forthcoming, especially when something is causing friction, the issue will never truly be resolved. Anything less than full clarity is just putting a band‑aid on a much deeper problem. There is no value in withholding information when the goal is to solve challenges together.
My second principle is to always trust your instincts. Whether the team is preparing a DocuSign, gathering care needs info, or making any decision, I want them to pause and ask themselves: Is this best practice? Is this the right thing to do? If the answer isn’t a confident yes, that’s the moment to reach out. My role is to support them — seven days a week if needed. I’m always available, and I expect them to check in before moving forward when something doesn’t feel or look right. A quick gut check can prevent bigger issues and ensures we stay aligned.
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