Negotation/rejection
I use it to improve
S: Wanted to insert another night of performance since it was doing so well, but leadership had budget concerns
T: Address concern while demonstrating value add
A: Built a data-backed proposal using customer reviews
R: Concerns about price overcome, received a yes, customer turnout increase by 13%
–> Persuasion isn’t about pushing an idea — it’s about aligning value with the decision-maker’s priorities. At Bloomberg, I’d approach client conversations the same way: understand their constraints and demonstrate how a solution improves their workflow.
Managing stakeholders/multiple priorities
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.
–> Operating in a fast-paced environment where you’re balancing multiple client requests at once. Prioritize based on urgency and impact, which is exactly the mindset required when supporting clients in real time.
Customer centricity
S: New hostess joined Taq and it was her first restaurant job. She was unfamiliar with the POS system. Customers were complaining.
T: A lot of my coworkers were getting frustrated with her for not understanding, but 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: When it was slow, I pulled her aside to teach her the ins and outs of the POS system and ran a few mock scenarios with her.
R: She felt more comfortable in the role and eventually became one of the strongest hostesses. Tension subsided, the team got more efficient, and wait times for tables decreased. Customer complaints completely dissipated, and we even got compliments on the service.
–> Understand customer needs at the root. At Bloomberg, my goal as an analyst would be to diagnose what’s getting in the way and help.
Resilience
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 built my resilience. I got comfortable operating without clear direction and still moving things forward. At Bloomberg, where things are fast and high-pressure, that ability to stay calm and create clarity is essential.
Elevator pitch
I grew up in the SF Bay Area and recently graduated from the University of Michigan with a degree in biopsychology, cognition, and neuroscience. Decided I wanted to go corporate, so I’m currently a Product Development Analyst at Royal Caribbean Group, where I work in a fast-paced environment. My role is to take open-ended business questions and turn them into real customer-facing experiences onboard our ships. My current job has grounded me in this customer-centric mindset, and that’s something I’m excited to lean into even more.
I’m really motivated by roles where I can see my effort translate directly into results. I like being on the front end of conversations that help customers figure out what they really need. I want to use Bloomberg’s cutting-edge technology to help them get there. That’s what makes the Analytics & Sales role so exciting to me.
Industry interest
One thing I’ve been paying attention to is the leadership change at the Federal Reserve and how that can shift market expectations.
Whenever there’s a new leader, investors start asking questions. Even small differences in communication can move markets pretty quickly.
In moments like that, people managing money need fast, reliable information — not just headlines, but real-time data and direct access to what’s being said.
That’s where Bloomberg really stands out. It gives clients everything in one place so they can react quickly and make smart decisions instead of guessing.
Teach me something
4 steps:
1) Clarify the audience
Before you teach, ask:
- “How familiar are you with this?”
- “What’s your goal with it?”
2) Set the structure
Give a roadmap.
- “I’ll explain what it is, why it matters, and then how it works in practice.”
3) Explain simply (No jargon)
- Clear steps
- Real-world examples
4) Check understanding
- “Does that make sense so far?”
- “Would that be useful in your situation?”
Sell me something
1) Ask questions
“What are you currently using?”
“What’s working? What’s not?”
2) Identify problem or goal
“What are you trying to improve?”
“What’s most important to you — speed, cost, growth?”
3) Tie features to their specific need.
4) Explain benefit
“Here’s how this saves time / reduces risk / increases revenue.”
5) Close lightly
“Would that solve the challenge you mentioned?”
