Zello Career Growth & Development

What new skill or role did you want to learn? Explain why this was important to you.
At InnovateQA Seattle, I wanted to deepen my understanding of how quality engineering roles are evolving — specifically, how to shift from a traditional testing mindset to one that enables broader product and engineering success. This was important to me because the software development engineer in test role is no longer just about writing tests; it's about building frameworks, tools and strategies that empower entire teams to deliver better software faster. Attending sessions like Carlos' keynote on mindset shifts — from “I do testing” to “I help others do testing” and eventually “I improve value delivery” — gave me actionable insights into how I can grow into a more strategic and cross-functional quality leader.

How did your employer help support this time of learning?
Zello was incredibly supportive of my attendance at InnovateQA. Not only did the team encourage me to participate but they also ensured I had the time and flexibility to fully engage in the event. My manager helped prioritize workloads so I could focus on the conference without distraction. The fact that Zello invests in continued learning like this signals the importance the company places on growing talent and staying at the forefront of quality and test automation practices.

What was the outcome of this experience? How did it impact your future growth in your profession?
This experience left me with a renewed perspective on what it means to be an impactful SDET. I gained not only exposure to cutting-edge tools like Amazon Nova Act but also inspiration on how to build for scale, collaborate better with developers and rethink test strategy as a driver of engineering and operational excellence. I came away with ideas that I’ve already begun exploring internally — such as improving test tooling to increase team productivity and reducing friction in CI/CD. Longer-term, it’s helped crystallize my path toward technical leadership by showing how quality-focused roles can influence product velocity and team culture beyond just testing.

Describe your career journey so far. What skills or experiences have you acquired along the way that have helped you get to where you are now?

I started my career at Zello as a freshman in college. Joining a startup so young let me see the company evolve through multiple stages and wear many hats — working on marketing, data analysis, community management, research and eventually product management. Being open to every challenge helped me learn across different areas and think holistically when collaborating with my team.

I’ve also learned deeply from our users — both from B2C and B2B —which has been key to solving real problems and collaborating effectively. Watching Zello grow from startup to scale-up taught me the importance of ruthless prioritization as we balance growth with customer needs.

My experiences span from consumer products to PLG and enterprise, each with unique challenges and lessons. Above all, caring deeply for our users, the product and continuous learning has shaped how I lead today — by empowering my team and supporting their growth every step of the way.

What support did you receive from individuals or resources that helped you step into a leadership role?

My manager, Nayeli Cortina, has been instrumental in my growth since I joined Zello as a part-time college student. She’s consistently empowered me, encouraged me to take on challenges and given me the space to explore and even fail — something that’s been key to my development. Her trust and guidance helped me understand where I wanted to go and how to get there.

Beyond Zello, I’ve also had the chance to connect with mentors outside the organization who’ve helped me see things from new perspectives and bring fresh ideas into how I approach leadership and team processes.

A major resource that supported my transition into management was the book The Making of a Manager. It gave me a grounded, realistic view of what good management looks like and helped me build confidence as I stepped into leading others.

How do you encourage other women on your team to become leaders themselves? Are there any stories you can share that showcase how you’ve done this?

One key thing I focus on when supporting other women is doing what my manager once did for me — giving them the space to grow, explore and realize their potential. I try to create an environment where they can take ownership and feel confident stepping into new challenges.

I also make it a point to champion the women around me by giving them full credit for their amazing work and making sure their contributions are visible. I’ve seen talented women, especially those earlier in their careers, shy away from recognition or have their work overlooked. I’m now in a position to make sure that doesn’t happen.

Finally, I lead with transparency — sharing my own struggles, doubts and lessons learned. Too often, women let their perceived weaknesses hold them back. By being open about my own process, I hope to help them see that growth and leadership come from embracing, not hiding, those moments.