Culture Builder, Policy-Informed Change Catalyst & Communications Leader
How would you describe the current stage or most recent stage of your career as a Culture Builder, Policy-Informed Change Catalyst, and Communications Leader?
At this stage of my career, I would describe myself as a Culture Builder, Policy-Informed Change Catalyst, and Communications Leader working at the intersection of strategic communications, public policy, and organizational transformation.
As Director of Communications for Municipal Affairs and Housing, I’ve focused on translating complex policy into clear, compelling narratives that support public understanding and stakeholder engagement. My communications work is deeply informed by my experience as Acting Assistant Deputy Minister for Community and Supportive Housing, where I led policy and program development aimed at improving housing stability and support systems for vulnerable populations.
I’ve also prioritized building a psychologically safe and values-driven culture within my branch — one that fosters trust, inclusion, and high performance. This work has reinforced my belief that culture is not a soft skill, but a strategic imperative. Most recently, I’ve been working to influence broader organizational change by modeling empathetic leadership and advocating for systemic shifts in how we lead, communicate, and support one another across the ministry. It’s a challenging but deeply meaningful space, and one where I feel increasingly called to contribute.
What was your first ‘real’ job after graduating?
My first real job after graduating was as a writer/editor, crafting correspondence within the Ontario Public Service. At the time, it felt like a behind-the-scenes role — but in hindsight, it was foundational. That experience taught me the power of language in shaping understanding, building trust, and navigating the complexities of government. I learned how to distill policy into clear, respectful, and responsive communication — a skill that has remained central to every role I’ve held since. It was also my first exposure to how communications and policy are deeply intertwined. Effective policy doesn’t live in a vacuum — it needs to be understood, supported, and implemented. And that only happens when it’s communicated with clarity, empathy, and purpose. That early role gave me a front-row seat to the machinery of government and sparked a lifelong interest in how strategic communications can support better policy outcomes.
Did you get involved in any on-campus clubs, associations, or leadership roles? If so, how do you reflect on that experience?
My journey into public service was sparked during my time at McMaster University, where I became deeply involved in student government. I served as a member of the Student Representative Assembly, then as Associate Vice-President External Affairs, and eventually as President of the McMaster Students Union. These roles gave me early exposure to advocacy, governance, and the importance of representing diverse voices in decision-making.
Through this work, I developed a strong interest in politics, public policy, and civic engagement, and began to see how institutions — even at the student level — can be levers for meaningful change. It also broadened my perspective, helping me understand the interconnectedness of local, provincial, and global issues, and the importance of leadership that is both principled and pragmatic. That experience laid the groundwork for my decision to pursue a career in the Ontario Public Service, where I’ve continued to build on those early lessons — working to align communications and policy, foster inclusive culture, and contribute to systems that serve people with dignity and purpose.
If you’ve been in a role responsible for hiring newly graduated students, what trends are you seeing, and what are you looking for in potential new employees?
Having been in roles where I’ve hired newly graduated students, I’ve noticed a few encouraging trends — and some areas where I think we can continue to grow.
First, I’m seeing more grads arrive with a strong sense of purpose and values. They’re not just looking for a job; they’re looking for impact. Many are asking thoughtful questions about organizational culture, equity, and how their work will contribute to something bigger. That’s a shift from when I started, and it’s a welcome one. Second, there’s a growing comfort with interdisciplinary thinking. New grads are coming in with hybrid skill sets — policy and data, communications and design, tech and social science — and that’s incredibly valuable in a public service that increasingly needs to work across boundaries.
What I look for most, though, is curiosity, humility, and a willingness to say yes. In my first five years in the OPS, I was a sponge. I said yes to new assignments, stretch projects, cross-ministry collaborations, and coffee chats with people whose work I didn’t yet understand. That mindset helped me build a foundation in both communications and policy — starting in correspondence at the Ministry of the Attorney General, and later working in Cabinet Office and the Premier’s Office, where I learned how government moves from ideas to action. So when I meet new grads, I’m less focused on whether they have everything figured out, and more interested in whether they’re ready to learn, contribute, and grow. The OPS is a place where you can build a meaningful career — but it starts with being open, engaged, and willing to explore.
What’s the most valuable or impactful piece of career advice you’ve received that you’d like to pass on?
One of the most valuable pieces of career advice I’ve received—and one I return to often—is: “Hold on tightly, let go lightly.” It’s deceptively simple, but it’s shaped how I approach leadership, change, and growth. Hold on tightly means showing up with commitment, care, and intention. It’s about investing in your work, your team, and your values. It’s about being present, doing the hard things, and standing up for what matters—even when it’s uncomfortable. But equally important is the ability to let go lightly. To release what no longer serves you. To recognize when a role, a project, or even a mindset has run its course. Letting go lightly is not about giving up—it’s about making space for what’s next. It’s about trusting that growth often requires movement, and that endings can be beginnings in disguise. In a career, especially in public service, we’re constantly navigating change—organizational shifts, leadership transitions, evolving priorities. This advice reminds me to stay grounded in purpose, but flexible in approach. It’s helped me lead with both conviction and grace.
Which degree(s) did you complete during your education, either at McMaster, or at another institution? Please add any degree program details you think are relevant to understand your academic path (e.g. specializations, minors, post-graduate certificates, etc.)
- BA Labour Studies – McMaster University
- BA (Hons) Public Administration & Governance – Toronto Metropolitan University
- MSc Politics and Communication – London School of Economics and Political Science