Stacey Williams-Humphries

I attribute my success to leading with kindness and intentionally building genuine, lasting relationships. One of the most defining moments of my career came on my very first day in a leadership role, when I was faced with the difficult task of terminating three individuals. One of those individuals — someone I had met that very morning — I had to let go by noon. Rather than simply processing the termination and moving on, I worked closely with him and his business partners to ensure he was fully transitioned into another department a full week ahead of the required deadline. Years later, that same person became one of my closest friends. That experience cemented something I carry with me every day: you can handle one of the hardest professional situations with dignity and respect, and still walk away with a meaningful relationship. I work alongside engineers at a power company, and when critical situations arise — when things go wrong — emotions run high. My approach is always to work through it together, to show up with empathy, and to remember that I would want the same consideration if I were the one affected. Success, to me, is not measured solely by outcomes or achievements. It is rooted in how you treat people along the way — consistently, not just when it is convenient.

The most formative advice I ever received was, ironically, bad advice — and it shaped everything about how I lead. Early in my career, I was told by a colleague that I did not need to attend a particular training, that they would simply teach me what they felt I needed to know. I took that as a personal challenge. I refused to allow anyone to place a ceiling on my professional growth, and I went on to pursue every certification and educational opportunity I could access. That moment of discouragement became the fuel behind earning my certifications in federal and commercial contract management through the National Contract Management Association at Villanova University. Today, I carry that lesson directly into how I mentor others. I work with two young professionals, and I am intentional about giving them every tool, every resource, and every opportunity to grow — including teaching them how to effectively use AI tools, how to communicate confidently with attorneys, and how to understand the strategic priorities of our organization. I want to ensure that if I were no longer in my role tomorrow, they would be fully equipped to carry the work forward. The real lesson is this: never let anyone limit what you are capable of learning, and never be the person who limits someone else.

Keep going. Pursue the education, earn the credentials, and never stop expanding your knowledge — regardless of what anyone else tells you. There will be people along the way who suggest you do not need certain training, or that they will simply tell you what you need to know. Do not accept those limits. When I encountered that early in my career, I responded by getting certified in everything I could. That decision changed the trajectory of my professional life. I want young women entering this field to know that your expertise is worth developing fully. Be curious, ask questions, and invest in both your technical skills and your professional relationships. Build a network grounded in authenticity and mutual respect. Work with integrity, show up consistently, and never underestimate the long-term value of treating people well. And equally important — know that you are allowed to have boundaries. You can lead with kindness and still hold firm on what you will and will not accept. Confidence and compassion are not opposites; in this industry, they work best together.

The most significant challenge — and simultaneously the greatest opportunity — facing our field today is the responsible and strategic integration of artificial intelligence. Pricing pressures and tariff management will always be part of the procurement landscape, but if the sole focus is on securing the lowest cost, that function can increasingly be automated. What cannot yet be automated is judgment. AI has not reached the level of contextual forecasting required to anticipate real-world emergencies. I have managed situations where we had 35 utility poles down across three separate sides of a city simultaneously, in the middle of 80-mile-per-hour wind conditions, with emergency crews unable to be in multiple locations at once. No algorithm predicted that. What it took was a person — someone who could assess the situation in real time, direct resources, and make rapid procurement decisions. That said, AI is a remarkable tool when applied correctly. I use it regularly to analyze contracts, identify red lines, flag areas misaligned with our company's priorities, and surface the issues that most need direct negotiation — all without having to read every document manually. The professionals who will thrive in this field are those who learn how to direct AI effectively, because the value will no longer lie in executing the task — it will lie in knowing what task to give it.

Kindness is the value I return to above all else — in every professional interaction and every aspect of my personal life. I genuinely believe that everyone is navigating a journey we may not fully see, and that awareness shapes how I show up for people. At the same time, I have learned that practicing kindness does not mean absorbing everyone else's difficulties. It is entirely possible — and necessary — to protect your own energy while still treating others with grace and respect. I live that balance out professionally and personally. At work, I am mindful that any given vendor may be one payment away from a significant business challenge. Taking the time to understand the "why" behind a difficult negotiation, doing the research, and working toward a solution — that approach has consistently produced better outcomes than hardline positioning. It also builds the kind of trust that sustains long-term partnerships. In my personal life, I hold the same standard. I approach people with warmth and I expect the same in return, and when that boundary needs to be reinforced, I do so without apology. Choosing kindness is not passive — it is a deliberate, daily decision, and it is the most defining aspect of who I am and how I operate in the world.