Her Story
About Dawn
I put myself through college while working full-time at a financial services firm, and I was the first child in my family to go to college. I knew the importance of both academia and real-life experience, so my path took me on an opportunity to get business experience while going to school. I worked in the financial services industry in various marketing, business development, and communication roles, just trying to absorb everything I could. That took me to very executive roles and senior level positions, primarily within the same firm where I had just elevated over time. I was traveling 90% of the time with a remote team all over the country, working in Manhattan while living in Wisconsin, and I was burnt out. After being diagnosed with a brain tumor, I reflected a lot on who I am as a person and where I want to go. I walked in and quit this big, cushy job with a black car and travel and all my stuff in order to get back to who I am as a person and take care of myself. Through that process, I was able to reflect and find myself, and I realized I love helping people but also love tapping into the academia and business experience I had. I went on a path to become credentialed in coaching and consulting, realizing I needed to get some letters behind my name to show credibility. I slowly started building my firm, and right now I have 40 alliance partners of coaches and consultants that we deploy out to different clients. I found my intersection of person, passion, and profit, and in my second year we grew by 1800% in revenue.
Her Interview
Ten minutes with Dawn
01What advice would you give to young women entering your industry?
Tap into resources. Those resources could be people in a network, it could be knowledge in your credentials, it could be systems to help with onboarding, reporting or structure.
02What are the biggest challenges or opportunities in your field right now?
One challenge in business is that a lot of firms are consolidating resources or bringing resources in-house. For example, we have a firm right now that just hired all five coaches internally instead of using external consultants like us. We're also seeing a reluctance to spend on the soft skills. Sometimes people or firms will look at technology investments, which you have to do to run, but they forget to look at how to teach someone how to listen or develop communication skills. I'm not seeing either individual or company-wide investments as uniform in development of the soft skills.
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