Sarah Ricciardi

I attribute my success to the relationships I’ve built and the people I’ve had the privilege to support over the past 20 years. It’s never been about being the reason someone succeeds, but about contributing to meaningful change and making an impact through what I genuinely care about. What matters most to me is helping others grow, sharing knowledge, bringing people together, and creating connections that might not have happened otherwise. While I’ve worked on many impactful projects, the outcomes I value most aren’t tied to metrics or efficiencies, they’re rooted in people.

Over the years, I’ve been asked if I’d move on or try something different, but the relationships I’ve built and the connections I’ve fostered, have always been the most meaningful part of my journey. Knowing I’ve helped people learn, grow, and connect and that those connections have created lasting impact is what truly fulfills me.

The best career advice I’ve ever received was: “When you’re in the room, be in the room.”

It was a simple statement, but it’s stuck with me ever since. It was a reminder that if you’ve been invited into a space, whether it’s a meeting, a project, or a decision-making conversation, you’re there for a reason. Not to observe from the sidelines, but to actively contribute and make your presence meaningful. That advice has shaped how I show up throughout my career. I’ve learned that value doesn’t come from simply being present; it comes from engaging, asking thoughtful questions, sharing perspective, and helping move things forward. It’s easy to default to being a spectator, especially in complex environments, but real impact happens when you lean in. I’ve carried that mindset into every role I’ve had, making sure that when I’m in the room, I’m not just there, I’m participating in a way that adds clarity, connection, and progress.

When I started out in my career, I didn’t come in with a background in the space I work in today, and I definitely didn’t know most of what I now know. I came in simply willing to learn. I asked questions, I admitted when I didn’t understand something, and I didn’t try to pretend I had all the answers. That mindset of being open, curious, and willing to say, “I don’t know, can you help me understand?” has been one of the most powerful drivers of my growth. I think curiosity is an underrated strength. Too often, people feel pressure to appear like they have it all figured out, when in reality, no one does. As a leader, I carry that same belief today. I don’t need to have all the answers because there is incredible knowledge within every team and organization. My job is to listen, ask, and understand different perspectives. I’ve found that not being the expert can actually be an advantage. It allows you to see things with fresh eyes, ask different questions, and challenge assumptions in a way that creates real change.

At the end of the day, curiosity has been far more valuable to my growth than certainty ever was.

One of the biggest challenges in my field is that when people like me come in to talk about change or improvement, it can immediately create fear. People worry we’re going to change their roles, eliminate their jobs, or disrupt the way they work. So there’s often an initial perception that we’re coming in to do something to them rather than with them. Over time, I’ve learned that the most important part of the work isn’t the tools or the analysis, it’s building trust and relationships. That’s something I’m really proud of in my approach. When I walk into a room, I want people to know I’m there with them, not above them. I’m there to ask questions, stay curious, and understand how things really work, not to come in with a predetermined answer or impose change.

I’m not there to “sell” an idea or tell people what they should do. I’m there to listen, learn, and be part of the conversation in a meaningful way. The goal is to help people think differently about what they can shape and improve within their own organization. Even now, I still walk into rooms where my ideas are challenged and I welcome that. At the same time, I’m also invited into spaces specifically because of the perspective I bring and the work I’ve done in the past.

What I’ve learned is that you have to be comfortable with both: being challenged and sometimes being misunderstood. There are moments when people assume you’re the “person coming in to change everything,” when in reality, that’s not the intent at all. At the core of it, this work is about trust, curiosity, and partnership, not disruption for the sake of change, but thoughtful improvement built with the people who are actually doing the work.

The values most important to me in both my work and personal life are curiosity, building strong relationships, collaboration, transparency, and making a measurable impact through everything I do.

Curiosity is what has guided my growth the most. I’ve never believed I need to have all the answers, and I’ve found that asking questions, staying open, and being willing to learn has been far more powerful than trying to appear as the expert. It allows me to walk into any situation with fresh eyes and a willingness to understand before acting.

Building strong relationships is at the center of how I work. The most meaningful part of my career has been to build trust and connections with people along the way. I care deeply about creating spaces where people feel heard, respected, and supported.

Collaboration is equally important to me. I don’t believe in working in isolation or imposing solutions. The best outcomes come from bringing people together, listening to different perspectives, and co-creating solutions that actually work for the people closest to the work.

Transparency is another value I hold tightly. I believe in being honest about what I know and what I don’t know, and in showing up authentically rather than trying to position myself as something I’m not. That honesty builds trust and creates stronger working relationships.

Finally, I care deeply about making a measurable impact, but I define that impact through both outcomes and people. Yes, results matter, but so does the ability to help others grow, connect, and work more effectively together. For me, the most meaningful success is when both people and performance improve together.