Jessie Revlin

I've been fortunate to have a combination of hard work, skill, and a little bit of timing and good luck. My educational background has served me really well - I'm a proud double Bruin from UCLA with my undergrad in psychology and my MBA. But I think what's really made the difference is being willing to say yes to opportunities even when I didn't know exactly what they were going to be. My first role was at a small, family-owned consumer electronics company, and I stayed there for over 10 years as they grew into a global manufacturer and distributor for major brands. I was able to do all these amazing things working with the CEO, CFO, and international suppliers - things I had no idea the role was going to lead into because I was willing to just take this chance on myself and on something that I didn't know. That's something I've done in each role, even moving into higher education or healthcare. I was like, sure, I'm great at marketing and communications, but I don't know about these specific industries. Taking that chance and really trusting in my expertise, my smarts, my ability to ask good questions and just be willing to jump in and figure it out - that's been part of what has served me along the way. I think my cross-industry experience, rather than following a linear path, has really been a strategic advantage, helping me sharpen my adaptability, judgment, and perspective. And my ability to be a good storyteller has been a consistent through-line that's served me well as a leadership superpower, not just as a functional skill.

I would say take a chance on yourself. Be open to those opportunities that you're not really sure what they're going to turn into, because that'll serve you really well. Believe in your background, your willingness to just get it done, and really be open to opportunities that present themselves. I think that served me really well and led me in a lot of directions that I hadn't thought when I first started out in my career, but looking back, I'm super grateful for being willing to take those chances when I didn't know exactly where they were going to lead. The other thing I'd say, and I told this to someone younger than me, is that getting the bad jobs, or the jobs that you realize you don't want, are some of the best things you can do earlier in your career. Figuring out what you don't want to do is almost more helpful early on than finding that perfect role right out of college or school or early in your career.

Healthcare is obviously a challenge right now in terms of affordability and access, and also with all of the different things happening from the federal government, so there are lots of challenges there. On the flip side, from a communications expertise and professional perspective, I think communications is really taking a great spotlight right now. You're hearing more and more in publications, conferences, and just in people talking day-to-day about the power of storytelling and how storytelling is so important, not only in your day-to-day, but in selling your career and moving ahead throughout your professional journey. That skill set of being a good storyteller is being recognized by leaders and different organizations as such a strong and important skill. I think that's a really strong point for communicators in general - that skill set is being recognized as something powerful and something that really can set people apart, and organizations as well.

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 straight-line growth—I’ve been guided by purpose, by the question of whether what I’m building or communicating is actually making a difference in people’s lives. That mindset has shaped how I lead and how I show up.
I’ve also come to see storytelling as more than a professional skill—it’s a responsibility. In moments of uncertainty, change, or even crisis, people don’t just need information; they need clarity, honesty, and something they can trust. I try to approach every message with that in mind, balancing strategy with empathy so that what we say truly resonates.
At the same time, I don’t believe in waiting until something feels perfectly certain. Some of the most important decisions in my career came with a level of ambiguity, and I’ve learned to be comfortable there. Taking thoughtful risks, staying open, and trusting the process has been a big part of how I’ve grown.
Equally important is how I work with others. I don’t think 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 best outcomes I’ve seen have always been collaborative.
And through it all, I’ve tried to stay curious. Whether through formal learning or simply saying yes to new challenges, that willingness to keep evolving has been essential—not just to staying relevant, but to staying connected to why I do this work in the first place.