As we celebrate Women’s History Month and Women in Construction Week, Supply House Times is shining the spotlight on 10 influential women who are leading the PHCP-PVF industry to great success.

How long have you been in the industry, and how did you get your start?

I celebrate 20 years in the industry in June 2026. Ferguson recruited me from The University of Texas at Austin, and I began my career as a Sales Management Trainee in our Austin, Texas showroom working with our builder and homeowner customers.

I was drawn to Ferguson because of how they positioned that this would be more than a job; it was an opportunity to build a long-term career. Two decades later, that promise has proven true. Ferguson provided meaningful opportunities for growth, leadership, and broad business impact, and I’ve been very fortunate to build a career that has continuously evolved alongside market needs.

What skill has been most critical to your advancement that people might not expect?

An important yet sometimes overlooked communication skill that is critical to cultivate is what I refer to as “executive translation”: the ability to concisely convey how your work delivers measurable business value. And more simply – having the ability to elevate and streamline information for any audience, large or small, is crucial. Some find their value in “what” they are doing - so it can be tempting to focus on sharing the detail and process by which you are going about achieving results. However, mastering your ability to clearly articulate the objective of your work and desired outcomes while linking back to business performance is key.

Whether you are looking to gain buy-in, advocacy or support for your initiative - getting out of the proverbial “weeds” when communicating with executive leadership or key stakeholders will help you get things done more efficiently at your organization. This communication style shift elevates your voice and reinforces your role as a leader.

Where do you feel you are currently making the greatest impact in your organization or industry?

I’m currently responsible for our Sustainable Solutions sales team and lead our efforts to help customers meet their project or organizational sustainability goals through the adoption of high-performance products and solutions that span our customer groups. This work involves supplier & industry partner engagement, internal associate training, and building deeper subject matter expertise to meet market demand and help shape the future of resilient infrastructure.

In FY2025, we launched a centralized Incentives & Rebates team within Sustainable Solutions to help contractor customers navigate complex funding programs and support the adoption of high-efficiency mechanical systems. The team focuses on midstream incentive programs and direct utility engagement to streamline contractor participation and accelerate incentive delivery. And we take a proactive approach to market engagement, participating in national forums and expanding outreach to utilities and energy offices. Our goal is to align incentive programs with product capabilities and contractor needs – reinforcing Ferguson’s role as a trusted sustainability solutions provider.

Where do you see the most opportunity for growth in our industry?

The greatest opportunity for growth lies in collaborative delivery and greater alignment between suppliers, contractors, engineers, and owners. Historically, our industry has relied on sequential handoffs. Today, specifically in large capital projects, jobs are faster-paced and more technically complex. Success depends on early alignment, shared visibility, and coordinated execution. When partners engage earlier in the process by sharing market intelligence, supply chain insight, technical expertise, clearly defined project objectives, and field feedback — we reduce friction, mitigate risk, and improve speed to market. That level of integration increases efficiencies, improves project outcomes, and builds longer-term relationships across the value chain. The organizations that win will not be those with the largest product portfolio, but those that can orchestrate ecosystems. They will bring the right stakeholders together, align expectations early, and help drive projects from concept through completion with greater certainty.