Discover how adaptive leadership, psychological safety, and understanding your team's response to change can transform how you lead through uncertainty and drive meaningful growth.
Her Story
About Teresa
Teresa Ann Bell, MBA, is a Go-to-Market (GTM) Strategy and Transformation Executive with extensive experience driving revenue growth, sales transformation, and organizational change across global technology, SaaS, and cybersecurity organizations. She currently serves as Senior Director of GTM Strategy & Transformation and Chief of Staff at Proofpoint, where she leads enterprise go-to-market strategy, market expansion, and operational execution across the Americas. In this role, she develops operating rhythms and execution cadences for entering new markets and expanding acquired businesses, ensuring that strategic plans translate into practical results. Her work involves coordinating across functions and developing detailed execution plans that address the impact of change on people, processes, and tools, including operational areas such as billing and receivables. Previously, she held global leadership positions at Cisco as Managing Director of Global GTM & AI Transformation and at Splunk as Strategic Initiatives Change Director and Chief of Staff, where she advanced enterprise transformation, improved operational efficiency, and strengthened cross-functional alignment.
Throughout her career, Bell has specialized in go-to-market strategy, revenue growth, AI adoption, organizational transformation, change management, and executive leadership. She is the creator of the B.E.L.L.™ Human-AI Change Framework, which measures adoption through Behavior, Enablement, Leadership, and Learning, helping organizations balance investments in technology with the people and processes necessary for successful transformation. Before transitioning into the technology industry, she built her foundation in global marketing and strategic programs, including serving as Director of Global Marketing at BMGI. She also spent approximately 10 years leading a nonprofit organization associated with the University of Colorado, gaining valuable experience in program development, strategic planning, and organizational leadership. Her transition into corporate transformation was supported by her MBA studies in change and executive leadership, completed in 2019, at the University of Colorado Boulder's Leeds School of Business, where she also earned her B.S. in Marketing. Additionally, she is a Prosci® Certified Change Practitioner and completed executive education in Leading Strategic Growth and Change at Columbia Business School. Outside her corporate responsibilities, Bell serves on the board of Ada Developers Academy, advising on go-to-market strategy as the organization evolves toward AI-driven delivery models.
Bell attributes her success to drive, resilience, discipline, and the determination to overcome challenges, qualities further strengthened through her martial arts training. Her leadership philosophy is grounded in transparency, honesty, respect, open-mindedness, and a strong work ethic. She emphasizes the importance of using data to support ideas and recommendations, particularly for women in leadership, and encourages young professionals to communicate confidently and stand behind their expertise. She also believes that career fulfillment comes from doing what you love and working with the right people at the right time. As AI continues to reshape the technology industry, she remains focused on the importance of effective adoption, thoughtful change management, and ensuring that innovation translates into measurable business results.
Her Interview
Ten minutes with Teresa
01What do you attribute your success to?
I attribute my success to my determination, drive, and resilience, along with the discipline and focus I developed through martial arts training. My ability to read people and understand their communication styles, which has been strengthened by my experience wearing hearing aids, has also helped me build meaningful relationships and navigate different professional environments. Having had to fight for everything I have achieved has taught me perseverance, adaptability, and the importance of never giving up, even when faced with challenges.
02What’s the best career advice you’ve ever received?
The best career advice I’ve received is to pursue what I truly love and surround myself with the right people at the right time. I believe success comes from finding fulfillment in your work, building meaningful professional relationships, and recognizing the opportunities that arise when the right people and circumstances align.
03What advice would you give to young women entering your industry?
My advice to young women entering the industry is to use data to support your ideas, recommendations, and decisions. Especially in leadership positions, it is important to back up your perspective with facts, measurable results, and clear evidence. Be confident in your expertise, know your numbers, and let the strength of your work speak for itself.
04What are the biggest challenges or opportunities in your field right now?
One of the biggest challenges and opportunities in my field right now is the adoption of AI and how it is transforming go-to-market strategies. Organizations must learn how to integrate AI effectively while adapting their processes, people, and business models to remain competitive. Another ongoing challenge, particularly for women in leadership, is finding the right balance between being direct and confident in communication without being perceived as overly assertive. I believe it is important to communicate with clarity, stand behind your expertise, and lead with confidence while navigating these workplace perceptions.
05What values are most important to you in your work and personal life?
The values that are most important to me in both my professional and personal life are transparency, honesty, respect, and open-mindedness. I believe in being genuine, communicating openly, and treating others with respect, regardless of their position or background. I also value a strong work ethic and believe in being willing to put in the effort, remain accountable, and approach challenges with a positive and open mind. These values guide how I build relationships, make decisions, and work with others.
Her Content Hub
Articles by Teresa
Lead the Person, Not the Playbook
Adaptive leadership isn't about a single style—it's about meeting your team where they are and moving them forward through change.
I get asked this question a lot: "What makes a good leader?" And my response is usually another question: "Do you have just one leadership style?" Because the truth is, leadership isn't one-size-fits-all.
There's no single model you can run on autopilot. The best leaders adapt. They flex.
They meet people where they are and still move them forward. Leadership, especially in times of change, isn't about getting everyone to comply. It's about understanding how people respond to disruption.
How does your team process uncertainty?
When do they engage, and why? What inspires them to act?
Uncertainty is a constant in high-growth environments, but how your team responds to it often reveals more than any KPI. Do they freeze? Over-plan? Go quiet? Act impulsively? Understanding their cognitive and emotional responses is critical to leading through change.
Run a series of team checks:
Psychological Safety Pulse Check
Use a quick three-question survey:
- Do you feel safe speaking up when you're unsure?
- How confident are you in making decisions without full clarity?
- What helps you take action when things are ambiguous?
Understand their decision-making style:
- What is their comfort with risk? (Low to high)
- What is their speed of action? (Deliberate to fast)
This helps tailor your communication and coaching strategies.
When do they engage, and why?
Every team has activation triggers. Some lean in when a goal is clear, while others do so when values are at stake. Some act when leadership is visible; others need ownership and autonomy. To better understand this, leverage the following:
- Retrospective Interviews: Ask questions after major launches or pivots.
- Motivation Mapping: Start mapping out your team to understand when they are motivated to act and engage. For example, do they engage during one-on-one meetings or team calls? Do they speak up after another team member has spoken first?
Inspiration isn't always about a grand vision. It's often about clarity of purpose, belief in leadership, and freedom to contribute meaningfully. That's why I use a change framework grounded in behavior, not just process, to help leaders guide their teams through transformation with clarity, intention, and empathy.
This framework is built around:
- Clear, consistent communication
- Resistance management strategies that normalize the human response to change
- Executive sponsorship and coaching that builds psychological safety
- Activation plans and Communities of Practice that encourage peer momentum
- Learning paths that empower people to grow, not just keep up
Because knowing your team's strengths is only half the job.
The other half is creating the space for people to stretch, stumble, and grow.
Here's my advice:
- Lead with empathy (and meet your team where they are).
- Adapt with intention.
- Create space for others to grow through change, not just survive it.
And when it comes to leadership style?
I'll borrow from Bruce Lee: "There is no style… only the human style."
Because at the end of the day, leadership isn't a formula; it's a commitment to showing up with your whole self. It's about authenticity over perfection, curiosity over control, and making space for others to try, stumble, and grow. The best leaders don't just drive outcomes; they cultivate environments where people feel safe to take risks, challenge norms, and fail forward. That's how real transformation happens: human first, always.
It's a relationship.
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