I lead a large, complex operations function at Gain—intake, case management, underwriting, risk, account resolution, and more. More than 50 people roll up to my desk in a business where speed matters, accuracy matters, and empathy matters.
If I could sit down one-on-one with every single person on my team, here’s what I’d want them to hear:
Be quick to listen, but not quick to respond.
Use the tools, but don’t lose your judgment.
And above all, remember—there’s a real person on the other side of every file.
Those three ideas are the lens I try to keep in focus no matter how busy the day gets. They’re simple to say, but not always simple to live out—especially in a business where the stakes are high and the pace is relentless. I learned that early in my career, starting out as a paralegal and later managing risk teams before stepping into my current operational leadership role. Each position taught me something different about balancing speed with discernment, and process with empathy. Over time, I’ve developed ways of working that keep these principles alive in the day-to-day, no matter the pressures we’re under.
Leadership in a High-Stakes PI Environment
In personal injury, everything we do has a ripple effect. Attorneys are counting on us to keep their cases moving. Providers are counting on us to manage their AR so they can stay focused on treating patients, not chasing payments. And the injured people at the center of it all are counting on us for timely, compassionate help.
That means we can’t afford to work on autopilot.
We’ve got platforms, portals, and automations—but what we need most is people who still show up and know how to listen.
Listening is more than hearing words. It’s picking up on what’s not said in an attorney’s tone, spotting a hesitation in a provider’s request, or catching a nuance in a patient’s story that could change the course of a case.
Efficiency Without Losing Empathy
I’ve seen the PI process from almost every angle—paralegal, risk manager, operations leader. And one thing hasn’t changed: the balance between efficiency and empathy is delicate.
Yes, we have to move fast. Yes, we have to meet deadlines, process files, and keep our queue clean. But speed without discernment creates costly mistakes.
That’s why I tell my teams: slow your mind before you speed your hands.
- Before sending an email, think about how it might be received.
- Before approving a file, ask yourself if you’ve looked at the full picture.
- Before escalating, consider if a phone call could resolve the issue faster and more effectively.
It’s not about more clicks; it’s about better decisions.
The Power of Personal Connection
In an era where AI can summarize meetings and auto-generate responses, personal connection is becoming a competitive advantage.
I’ve built my career on relationships—with paralegals, with providers, with attorneys who still call me years later for advice. That didn’t come from email templates or LinkedIn posts. It came from showing up, in person when possible, and having real conversations.
When you know someone as a person, they’ll tell you what’s really going on with a case. They’ll trust you with the hard files. They’ll call you first when there’s a problem—because they know you’ll actually listen.
Our industry is full of catchy slogans and gimmicky ads. But in the long run, authenticity wins.
Scaling Human-Centered Work
The challenge in leading 50+ people is making sure that “personal touch” doesn’t get lost as we grow. I can’t be in every conversation, but I can equip my teams to lead with the same principles:
- Quick to listen, slow to respond – resist the urge to fire back without understanding.
- Know your stuff – credibility comes from expertise, not scripts.
- Consistency counts – a one-off visit or check-in won’t build trust; repeated touchpoints will.
In PI, our clients and partners are dealing with stressful, often life-changing situations. They deserve more than a process—they deserve a person who understands the process and cares about the outcome.
Why It Matters
If we forget that there’s a real person on the other side of the file, we lose the heart of what we do. That’s when mistakes slip in, relationships erode, and opportunities pass us by.
But when we listen deeply, act thoughtfully, and lead with both efficiency and empathy, we do more than resolve cases—we create trust that outlasts a single file or transaction. We become the partner people want to call first, and the one they remember long after the case is closed.
That’s the standard I hold myself to. And if I had just 15 minutes with every person on my team, I’d tell them: hold that standard close. Because in this work, it’s not just what we get done—it’s how we show up that defines us.