I'm a UC Berkeley student studying Industrial Engineering & Operations Research but I'm really just someone who loves people and good conversations. I get genuinely excited about the small stuff -- a budget that lands perfectly, a system that clicks into place, a stranger on the street who ends up sharing their whole story before I've said a word about myself. I'm drawn to the overlap between technical thinking and human experience, and I've found that's where the most interesting problems live.

I learned to read rooms before I learned to read words. My upbringing demanded that I understand what people weren't saying -- not the obvious tells, but the subtle ones: the way someone's story shifts ever so slightly each time they tell it, the shift in body language that helps me predict if the next sentence is good or bad. That awareness never left me. Over time, it stopped feeling like hyper-vigilance and started feeling like curiosity about what drives people, what they need, what makes them come alive.

Some of my quirks make people laugh. I genuinely love spreadsheets -- I got giddy recently when my overcomplicated formula to track my credit card rewards finally worked -- because there's something deeply satisfying about building a system, trusting it, and watching it hold. Those same instincts translate: I'm an unusually attentive collaborator, the kind of person who notices what's not being said in a room as clearly as what is.

That's where my leadership style comes from. I don't start with structure -- I start with people. When you genuinely see someone and believe in what you're building together, the enthusiasm and passion become contagious. Then add courage and tenacity, which aren't about pushing through alone; they're about staying committed to what matters while bringing others with you, especially through uncertainty. That's the kind of momentum I try to create everywhere I go for an unstobbbale team and creative innovation.

I'm working toward spaces where I can lead teams that blend technical thinking and operations with deep human understanding -- where the systems we build actually are centered around people. I'm drawn to the operational world of aviation -- specifically how airlines and airports function as living systems. The way a hub balances load factors, turn times, gate assignments, and crew scheduling across hundreds of daily flights is, to me, the ultimate operations puzzle. I'm fascinated by how carriers like Alaska Airlines (based in Seattle, my dream city) builds efficiency into their networks while staying people-centered.

When I'm not thinking about spreadsheets, I'm usually at a ping pong table, behind a camera, wandering Berkeley cafes, or collecting stories from unexpected places.