Tech Amazon Executive Talks Career Path
Meet Amy
She is an experienced MBA and globally-savvy tech executive respected for boldly challenging the status quo and unabashedly asking the hard questions. Amy has over 15 years of experience as a results-driven operations leader, building a ground-up business unit for a $2B company, creating self-service, efficiency support models, and team autonomy and empowerment for a 20MM user worldwide SaaS platform, and shepherding implementation of regulatory compliance support within a global tech company for a capstone IPO in the midst of the 2008 economic crisis. Amy enjoys working with strategic customers, leading teams that serve top 1% of company revenue. Amy leads with a lean startup mentality, thriving in ambiguity and using collaboration & innovation to bring order to chaos. Today, Amy is the Head of ProServe Strategic Accounts, Digital Native Practice with Amazon Web Services Professional Services team. Prior to Amazon, Amy has worked in different client success roles such as Chief of Staff, VP of business Operations, and VP of Customer Experience for both tech startups and midmarket enterprises.
Personal Career Path
Can you describe a few key moments/choices in your career that led you to your role at AWS?
My first career was in non-profits - I worked for the Leukemia & Lymphoma Society as a coordinator responsible for recruiting ordinary people to fundraise for the organization while training to complete a marathon. I fell in love with the spirit of volunteerism, and soon after moved into an Account Manager role with a managed hosting company called Rackspace, drawing the parallel between volunteerism and customer service. Since those early career days —I’ve always prioritized focusing my career on companies that value putting the customer at the center of their strategy and decision-making.
I’ve held a variety of leadership roles in both customer-facing functions and operational teams, consistently bringing teams together to solve complex customer problems through innovation, collaboration, and repeatable process improvement - all of which are a focal point within AWS.
“Since those early career days —I’ve always prioritized focusing my career on companies that value putting the customer at the center of their strategy and decision-making.”
Building Team Culture
How have you instilled a culture of ongoing feedback - both positive and constructive?
Whenever I join a new company, department, or team, I always prioritize listening first. One of my favorite quotes is “we have two ears and one mouth for a reason.” I have a system that incorporates going on a listening tour - both via 1x1s and small groups - aggregate feedback, synthesize trends, and play back what I hear. Then, I commit to helping shepherd change - first by focusing on the team, executing low hanging fruit changes that improve their processes, work environment, etc. This builds trust, and I’m able to adhere to my 1:1 say: do ratio - meaning, I do what I say I’m going to do, all the time. This slowly builds trust with the team, and opens the door for more critical and honest feedback. I also build mechanisms where folks can vent or share concerns in both 1x1s and in team meetings. We solve problems together, assign owners and timelines, and follow up.
“That way it serves as a consistent guidepost for how to operate in our micro team, yet still within the broader company’s leadership principles.”
Do you create a set of core values for your team? If so, how do you share them and ensure everyone lives by them?
At AWS, we have 16 leadership principles that guide our decision-making and approach to issues on a daily basis. But we also have core tenets. Each department and team creates their own. The tenets are actionable and are meant to guide us when we are conflicted, are at an impasse, and generally serve as our North Star for execution and thought leadership. We come up with them together as a team, review and modify on a regular basis, and feel vulnerable enough to call each other out when we’re not living by the tenets. Alternatively, we give kudos when we see someone knock it out of the park, and tie it back to the tenets - That way it serves as a consistent guidepost for how to operate in our micro team, yet still within the broader company’s leadership principles.
How can leaders empower their teams in a remote working environment?
Remotely leading teams can be tricky - but it doesn’t have to be. Being intentional about engaging just as we would were we in person, is critical. For example, instead of walking to someone’s desk and tapping them on the shoulder, instant message them and ask if they have time for a video chat. Schedule consistent 1x1s and treat them as ‘boulders’ on your calendar that don’t move. Holding consistent team meetings with a static agenda where everyone contributes is key. Engaging with the team - rather than talking ‘at’ them - is important to retain engagement.
Providing Friday ‘shout outs’ or group emails to provide praise for an individual’s work, celebrating customer wins, etc. Equip teams with the tools to be successful. Reduce waste and unnecessary process, escalation paths, and simply processes both internally and for customers. Consistently empower your teams to speak up and solution collaboratively when a problem is identified. Recognize them when they’re successful.
How do you build up your team to promote teamwork and collaboration?
Teamwork and collaboration are essential to any workforce - but they’re particularly key in a remote environment. Encouraging team members to seek diverse perspectives and pull in adjacent teams to problem solve collectively will drive inclusion, promote stronger creativity, and result in stronger outcomes.
How to cultivate a sense of inclusion and belonging for employees to be their best selves
As a leader, how do you provide a sense of inclusion and belonging, especially for employees from historically underrepresented groups?
It's important to recognize, honor space for, and discuss worldly events impacting underrepresented groups - not from a political stance, but from a recognition perspective. The more we mention, give credence to, and honor issues underrepresented groups are experiencing, especially in America, the more space we create for equity and inclusion in the work environment. I also ask about pronouns which, over video, are easy to put next to one’s name so folks can immediately view. I ask how folks are doing in 1x1s, and offer space to grieve and process external events impacting them. I ensure everyone’s voices feel heard -- if someone is talked over, I call that out. If someone is inordinately quiet, I’ll ask for their opinion about a specific topic.
Amy will be sharing more about her experience at ModelExpand’s upcoming Women In Leadership Breakfast: How to Build & Develop A Successful Team. The ModelExpand Women In Leadership Breakfast Series provides a space for women to connect, inspire and uplift one another. Check out our upcoming events here or learn more about our sponsorship opportunities.
AWS Professional Services is hiring! View their open positions here.
