Jessie Taxe Revlin

I attribute my success to a combination of hard work, strong foundational training, curiosity, and a willingness to say yes before everything was fully defined. I’m a proud double Bruin, with a BA in psychology and an MBA from UCLA Anderson, and that education gave me both analytical rigor and a deep understanding of people—something that has served me in every role.

What’s truly made the difference, though, is my comfort with stepping into the unknown. My first role was at a small, family-owned consumer electronics company, where I stayed for more than a decade as it grew into a global manufacturer and distributor for major brands. I had the opportunity to work closely with the CEO and CFO, manage international suppliers, and help launch products and brands at scale—experiences I never could have predicted when I first accepted the role. I took a chance on myself before I fully knew where it would lead.

I’ve carried that same mindset into every transition since. When I moved into higher education and later healthcare, I didn’t have industry-specific experience—but I trusted my expertise in marketing, communications, and storytelling, along with my ability to ask good questions, listen carefully, and learn quickly. I’ve never moved for novelty alone; I’ve moved to grow—bringing what I learned in one environment into the next.

That cross-industry journey has become a strategic advantage. Rather than following a linear path, I’ve been able to sharpen my adaptability, judgment, and perspective by working across sectors. And throughout it all, storytelling has been a consistent through-line—not just as a functional skill, but as a leadership superpower that helps build trust, align teams, and turn complexity into clarity.

The best career advice I’ve ever received was to believe in your own value—even when others make you question it. Especially early in your career, it’s easy to assume that people with bigger titles, longer résumés, or more authority always know more or see more clearly. What I learned is that confidence doesn’t come from a title—it comes from trusting your judgment, your preparation, and your perspective.

There were moments when I found myself second‑guessing my instincts because someone else spoke more confidently or held more responsibility. But over time, I realized that my voice mattered precisely because of the experience and insight I brought to the table. Learning to stand in that—even when it felt uncomfortable—was a turning point.

That advice taught me to advocate for myself, to speak up when something didn’t feel right, and to trust that my contribution had value, even if it wasn’t immediately validated. Self‑belief doesn’t mean ignoring feedback or assuming you have all the answers; it means staying grounded in who you are and what you bring, even in rooms where the power dynamics are uneven.

Looking back, the moments where I chose to trust myself—despite doubt, hierarchy, or uncertainty—were often the moments that shaped my career the most. Confidence built that way isn’t loud or performative; it’s quiet, steady, and deeply earned.

The most important advice I can give is to take a chance on yourself—especially before you feel fully ready. Be open to opportunities even when you don’t yet know what they’ll turn into. Trust your background, your work ethic, and your ability to figure things out. Some of the most meaningful chapters of my career began with a simple yes, long before I could see where that yes would lead.

Early in my career, I said yes to a role at a small, family‑owned company without fully understanding what it might become. Over time, that decision opened doors I never could have planned for—working closely with senior leaders, gaining global experience, and learning how to build things from the ground up. That willingness to step into the unknown shaped my confidence and expanded what I believed was possible for myself.

I’d also encourage young women not to fear the so‑called “wrong” jobs. In fact, some of the most valuable experiences early on are the roles that teach you what you don’t want to do. Those lessons are incredibly clarifying. They help you build judgment, resilience, and self‑awareness—and they often guide you toward work that’s far more aligned and fulfilling later on.

Careers are rarely linear, and they don’t need to be. Growth comes from curiosity, courage, and a willingness to learn as you go. If you trust yourself, stay open, and keep moving forward—even without a perfectly defined plan—you’ll build a career that’s richer, more interesting, and more impactful than anything you could have mapped out from the start.

Healthcare is facing a pivotal moment. Affordability, access, and uncertainty driven by policy and regulatory shifts are real and ongoing challenges. At the same time, I’m incredibly proud of the leadership role Kaiser Permanente is playing in advancing value‑based care and preventive medicine—reimagining healthcare not just as treatment, but as long‑term partnership with our members and communities. That focus on prevention, equity, and outcomes represents both a responsibility and a tremendous opportunity for the industry.

From a communications and leadership perspective, this moment has also elevated the importance of trust, clarity, and storytelling more than ever before. Healthcare is complex, emotional, and deeply personal—and people are looking for organizations they can believe in. That’s where communications plays a critical role: helping organizations explain not just what they do, but why it matters and how it improves lives.

I also see a significant opportunity for communicators right now. Storytelling is no longer viewed as a “nice‑to‑have” skill—it’s increasingly recognized as a leadership capability. You hear it in boardrooms, at conferences, and in day‑to‑day conversations: leaders understand that the ability to translate complexity into clarity, align people around purpose, and build credibility through narrative is essential.

For communicators, this is a moment to step forward as strategic partners. Those who can combine insight, empathy, and strong storytelling have the ability to shape culture, influence decision‑making, and help organizations navigate change with confidence. When done well, storytelling doesn’t just differentiate brands—it strengthens trust and moves entire systems forward.

What grounds me, no matter the role or industry, is a deep belief that the work should matter. I’ve never been motivated by titles or a straight‑line career path; I’ve been guided by purpose—by asking whether what I’m building, leading, or communicating is genuinely making a difference in people’s lives. That lens shapes both how I choose my work and how I show up every day.

Integrity and dependability are core to that. I believe trust is built by being honest, by doing what you say you’re going to do, and by showing up consistently—especially when things are uncertain or difficult. In moments of change or crisis, people don’t just need information; they need clarity, credibility, and something they can rely on. I see storytelling not just as a professional skill, but as a responsibility—to communicate with transparency, empathy, and respect for the people on the receiving end.

I also value collaboration deeply. I don’t believe leadership is about having all the answers; it’s about bringing the right people together, listening well, and creating space for better ideas to emerge. The strongest outcomes I’ve seen—across industries and organizations—have always been the result of trust, shared ownership, and collective problem‑solving.

Service is another value that anchors me. Serving on the board of trustees for the National Multiple Sclerosis Society and spending decades fundraising and advocating for the organization has reinforced my belief that leadership extends beyond professional success. It’s about responsibility—to your community, to causes larger than yourself, and to using your skills and platform in ways that create real impact.

Finally, I value curiosity and growth. Staying open, continuing to learn, and being willing to evolve has been essential not only to my career, but to staying connected to why I do this work in the first place. When integrity, dependability, and purpose guide your decisions, the work becomes not just successful—but meaningful.