Hitting a goal or metric
S: Toni’s Collection - She was smart and driven, but was hindered by ineffective marketing and low brand exposure.
T: My team of 5 interns set a goal to help her grow her consumer base and achieve 10 sales per day.
A: Consumer behavior research + industry and competitor data. SWOT analysis to provide her with 3 customer growth initiatives.
R: 53% increase in customer engagement and surpassed the goal of 10 sales per day.
–> From this experience, I discovered my passion for empowering small businesses to thrive.
Objection/rejection
I see it as an opportunity for discussion
S: When doing outreach to acquire sponsorships for our biggest event of the year with The Women’s Network, Sweet Loren’s initially said no — they didn’t see the value in participating at the time.
T: Instead of just taking that at face value, I asked if I could get on a quick call with them.
A: On that call, I focused on really understanding what mattered to them and then reframed the partnership as a way for them to connect with a really engaged audience and a community that supported their brand values.
I walked them through how it could be mutually beneficial rather than just a one-off ask.
R: They ended up saying yes to the partnership, and it actually turned into something bigger — Loren herself ended up hosting her own event with us later on because she saw so much value in it.
–> That experience really shaped how I think about objections — I see them less as a no and more as a chance to better understand what matters to the other side and tailor my messaging. And that’s how I’d approach the CGA role — understanding what actually matters to the business and positioning Google Ads in a way that makes sense for them.
What if a customer isn’t happy with their growth on Google Ads?
S: At Taq, new hostess joined our team and it was her first restaurant job. She was unfamiliar with the POS system. Placing customers at wrong tables, customers were complaining.
T: I remembered what it was like being a new hostess, so I used it as a teaching moment rather than getting upset. I wanted to help her adapt and grow on the team rather than contributing to negative tension.
A: We had a two day stretch when the restaurant was rainy and slow. I pulled her aside to teach her the ins and outs of the POS system and ran a few mock scenarios with her to help her get the hang of it.
R: She became one of the strongest hostesses on our team. Wait times for tables decreased. Customer complaints completely dissipated, and we even got compliments on the service.
T: That experience taught me that when someone’s unhappy, it usually means something in the process needs to be fixed — not that it can’t work. So with a client, I’d dig into what’s not working and adjust the strategy to get them better results.
Went above and beyond
S: During the launch of The Bazaar, my team faced an issue with an external vendor that was tasked with visual merchandising a part of the venue. The vendor did not deliver what was in their scope, and we had run out of time, as the launch date was weeks away. We had a walkthrough with our brand president coming up, and the venue was not ready.
T: I am no visual merchandiser, but as an owner of the product, I took the initiative to come up with a quick and effective solution to complete the venue in time for leadership review.
A: I went out on my own to different stores to source flowers and destination-specific decor, and carried these by hand onto the ship and arranged them in the space.
R: By maintaining the integrity of the concept and taking ownership of results, I filled in the gaps where the merchandisers did not deliver. The president loved the way it turned out, and it ended up garnering one of the highest customer satisfaction ratings on the whole ship.
–> From this experience, I learned that delivering outcomes requires accountability and owning that “figure-it-out” mindset. Anything that affects the customer experience is a top priority, and that’s the kind of mindset I’ll bring to Google.
A time you failed
S: Crowd control in The Bazaar. During peak hours of the venue, people were body-to-body. Our goal customer satisfaction score was 72, and we were not reaching it.
T: As a team, we needed to strategize a means of crowd distribution throughout the day rather than at concentrated hours.
A: Spent a week onboard in the venue counting customers every 15 minutes. At the end of the week, I compiled all of the data to pinpoint patterns in customer behavior. To communicate my findings, I created an executive-facing analysis recommending three periods in the day when consumer engagement was the lowest, where we could insert programming.
R: After implementing my solution to crowd control, we saw a vast improvement, and customer satisfaction scores shot up past 74.
–> From this experience, I learned that failures can uncover business opportunities, and it’s important to approach them with a solution-oriented mindset. What’s best for the customer is best for the company.
Managing stakeholders
S: Worked with F&B on Spice, OBR and Procurement on Market, OBM on signage
T: Keep all workstreams moving forward. Understand each team’s deadlines and goals.
A: Prioritize based on urgency and impact. Focused on moving forward
R: Launched on time, stakeholders stayed aligned, and built trust across teams.
–> That’s exactly how I’d approach the CGA role — managing a large book of business means constantly balancing different client needs, timelines, and priorities, and being really intentional about where to focus to drive the most impact.
Solved a problem
S: 2 months away from launch, no onboarding process or playbook. I had deliverables due, but didn’t understand what was needed from me.
T: I recognized that there was no room to wait for clarity. I had to give myself the foundational understanding of the project to contribute meaningfully and not slow the team down.
A: Took ownership of my learning. I created a structured self-training plan that involved reviewing existing concept briefs. Sat in on meetings to not only understand what decisions were being made but why, and how these decisions affect the customer experience.
R: Within a few weeks, I felt confident in my understanding of my role. I gained trust from my manager quickly, and became an owner of major, guest-facing pieces of the project.
–> That experience taught me that ownership is key. I learned how to effectively solve a problem with no clear direction, and fast. At Google, success comes from doing your research, asking the right questions, and turning ambiguity into clear next steps.
