What brought you to AmSpec, and what made you decide to stay?
I was introduced to AmSpec when I first moved to the U.S. by a dear friend who works in the industry. After reviewing my résumé, they encouraged me to apply, noting that AmSpec was a growing company and that my background could be a strong fit. That was 14 years ago. I decided to stay because the company’s growth has challenged me to grow alongside it, to expand my skills, take on new responsibilities, and think more strategically. I also genuinely value AmSpec’s entrepreneurial culture, where there’s room to build, improve, and make a meaningful impact.
How do you explain what “Revenue Management” actually means to your friends and family who aren’t in the industry?
I usually explain it as making sure the company gets paid correctly, on time, and profitably — and understanding why revenue goes up or down. And I always joke that it also explains why I tend to disappear at month-end.
What does your ideal morning look like before you dive into the data?
A calm, grounded start. Coffee, a few quiet minutes to check in with myself, and a clear plan for what I’m actually trying to answer that day. I’ve learned that jumping straight into data without intention just creates noise.
In your role, when is it best to rely strictly on data, and when is it better to trust your gut?
Data is essential for identifying patterns, trends, and risks. But intuition plays an important role when interpreting why something is happening, or when sensing that the data isn’t yet telling the full story. The best decisions usually come from respecting both, because sometimes the spreadsheet looks fine, but your gut is already waving a red flag.
You sit at the intersection of finance, sales, and operations. How does the Revenue Management team work with these departments to ensure they aren’t working in silos?
By acting as a translator. We connect what sales promises, what operations delivers, and what finance reports. Our role is to make sure everyone is working from the same definition of reality, the same numbers, the same assumptions, and the same goals.
How do you personally define “Revenue Health”? Is it just about the top line, or is there more to it?
Revenue health starts with alignment between what was contracted, what was performed in the field, and what was ultimately billed and collected. Healthy revenue means there is a clear line of sight from the job order to the invoice to the cash. It reflects disciplined pricing, consistent execution, accurate billing, and timely collection. It’s not just about how much revenue we generate, but how reliably and transparently that revenue flows through the system without friction, disputes, or rework.
What qualities do you look for most when hiring for your billing team?
Integrity, curiosity, accountability and compassion. Technical skills can be taught, but I look for people who genuinely care about getting it right, who ask thoughtful questions, and who take ownership when something doesn’t make sense. Billing often sits in the middle of tension, so having empathy for both clients and colleagues is just as important as being precise.
How do you encourage your team to think creatively, even when working with strict numbers?
I remind the team that behind every number is human behavior. How customers make decisions, how teams operate, and how processes actually play out in real life. Creativity isn’t about changing math, it’s about asking better questions, understanding the behaviors driving the results, seeing connections others might miss, and designing smarter, more practical processes around the data.
Forecasts don’t always hit the mark. How do you keep the team motivated when the numbers come in below expectations?
We focus on learning, not blame. A ‘miss’ is information, not failure. When results fall short, we take the time to understand what happened, what assumptions were off, and what signals we may have missed. If the team clearly understands why it happened and what we’ll do differently next time, morale stays intact and trust stays strong. And we remind ourselves that forecasts are forecasts, not fortune-telling — if they were always perfect, we’d all be doing something very different.
What is one professional accomplishment (here or in a past role) that you are still really proud of?
One accomplishment I’m especially proud of is helping build a Revenue Management function grounded in clear principles, flexibility, integrity, and dignity. As business grew and became more complex, it was important to create structure without rigidity, and controls without losing trust or humanity. We focused on building processes that are adaptable, transparent, and respectful of the people doing the work, while still holding a high bar for accuracy and accountability. Creating a function that supports growth, enables collaboration, and treats both employees and customers fairly is something I continue to take pride in.
What is the best piece of career advice you ever received, and who gave it to you?
I’ve been fortunate to work with and learn from many wise women throughout my career, and interestingly, I’ve received the same advice from more than one of them: the key to success is intense curiosity. You can’t be furious and curious at the same time. Curiosity creates space for listening, learning, and understanding different perspectives. It fosters an environment where people feel heard, respected, and valued, and that mindset has strongly shaped how I lead, approach challenges, and make more informed decisions.
What is a skill or hobby you have that people at work would be most surprised to learn about?
I really enjoy doing jigsaw puzzles. There’s something satisfying about working through complexity, finding patterns, and watching separate pieces slowly come together
Last but not least: Coffee or tea? And what’s your order
Coffee, strong and simple. But I’ll never say no to Iranian tea.