The global licensing community is powered by an incredible group of professionals whose diverse backgrounds and creative energy drive innovation and excellence. Each week we profile one of these professionals in this ongoing series.

How did you get into licensing (or how did licensing find you)?
Licensing really found me through my love of fashion, product, and brand building. My career has given me the opportunity to work from both the brand and vendor sides of the business, which has shaped the way I approach licensing today. I understand the importance of protecting the integrity of a brand while also understanding what it takes to develop, manufacture, strategize, and successfully bring product to market.

What’s a “typical” day in your current position?
I’m not sure there is a typical day, which is probably one of the reasons I love what I do. As Executive Vice President at ENO Brands, my days can move from strategic planning and business development to reviewing product, meeting with clients, solving supply-chain challenges, and identifying new opportunities for our partners. ENO works across product development, merchandising, design, sourcing, manufacturing, and logistics, so I’m constantly moving between the creative and commercial sides of the business. Ultimately, a big part of my job is connecting the dots between brand, product, consumer, retailer, and execution, and making sure we’re creating solutions that work for all of them.

What’s your biggest personal or professional accomplishment?
My greatest accomplishment is actually a combination of the personal and professional. I’m incredibly proud of the relationships and businesses I’ve helped build throughout my career, but I’m equally proud to have built that career while being a working mom and raising four children. Balancing motherhood with a demanding career hasn’t always been easy, but it has shaped the leader I am today. It has taught me how to prioritize, be resilient, stay present, and recognize that success isn’t defined by a title alone. Professionally, being named Executive Vice President of ENO Brands is particularly meaningful because it represents years of earning the trust of clients, partners, and teams, helping strengthen the company, and developing people into confident leaders. But, at the end of the day, raising four kids while continuing to grow, lead, and build a career I’m proud of is probably my greatest accomplishment of all.

What are the most significant trends or changes that you’ve seen in the business in recent years?
Speed, consumer expectations, and the changing definition of a brand. Consumers discover brands differently today, trends move incredibly quickly, and retailers expect innovation at a much faster pace. At the same time, supply-chain volatility has forced companies to think differently about sourcing, inventory, cost, and speed-to-market. Licensing can no longer just be about putting a recognizable logo on a product. Consumers expect collaborations and licensed products to feel authentic, culturally relevant, and worth discovering. I think the companies that will win are the ones that can combine strong consumer insight with creative product development and an increasingly flexible supply chain.

What keeps you up at night? What’s your biggest challenge these days?
Probably the same thing that excites me most: how quickly everything is changing. Consumer behavior, tariffs, sourcing, technology, retail, and social media are all evolving simultaneously. The challenge is making decisions quickly without becoming reactive. I spend a lot of time thinking about what’s next. Where is the consumer going? What brands have untapped potential? What categories are becoming oversaturated? Where is there white space? And how can we help our partners move faster while still protecting quality, margin, and brand integrity? The challenge isn’t simply keeping up with change—it’s staying far enough ahead of it to turn change into opportunity.

In your opinion, what is the top skill every licensing executive should have in order to succeed?
The ability to listen. Licensing is fundamentally a relationship business. You’re constantly balancing the needs of brand owners, retailers, manufacturers, creative teams, and consumers. The strongest executives I’ve worked with listen first, understand what each stakeholder is actually trying to accomplish, and then find the opportunity that connects everyone. You need commercial instincts and creativity, but you also need empathy. The best partnerships happen when both sides feel understood and both sides win.

What’s the best piece of advice you’ve ever received, or what’s your favorite quote?
“Don’t bring me a problem. Bring me a solution.” It’s something that has shaped how I approach leadership. Problems are inevitable, especially in a global product business. What matters is how quickly you move from identifying the problem to figuring out what you’re going to do about it. I try to encourage my team to come to the table with ideas, take ownership, and feel empowered to make decisions. You don’t always have to have the perfect answer. You do have to be willing to help find one.

What is your favorite licensing deal of all time? (It doesn’t have to be one that was signed by you.)
My favorite licensing deals are the ones where the collaboration feels so natural that afterward you wonder why the two brands hadn’t always existed together! In this relationship the opportunities seem endless, and the collaboration is the perfect mix of business and pleasure!

If you weren’t in licensing, what would you be doing now?
I’d still be building something. Fashion and product have always been part of who I am, so I could see myself creating a consumer brand, probably somewhere at the intersection of fashion, jewelry, and product innovation. I love identifying an unmet consumer need and then figuring out everything from the product and packaging to positioning, pricing, and retail strategy. So, even if I weren’t technically working in licensing, I suspect I’d still be doing some version of what I do today: turning ideas into products and products into businesses.

The last licensed product I bought was…
The Ballers surprise toy for my six- and four-year-old boys!