Across PHCP-PVF, influence doesn’t always announce itself loudly. Sometimes it looks like a former schoolteacher who built a thriving company culture from the ground up. Sometimes it’s an engineer-turned-sales leader who learned that listening is more powerful than pitching. And sometimes it’s a manufacturer executive who jokes she speaks only “English and Plumbing,” yet spends her days translating strategy into field-ready execution. In this year’s “Meet 10 Influential PHCP Women” feature, a common thread emerges from very different career paths: relationships, curiosity, and clarity remain the industry’s most durable competitive advantages.

Several of the women profiled began their journeys in unexpected places - from architecture programs and greeting card companies to post-9/11 career fairs and water restoration firms. What kept them here wasn’t just product lines or market share; it was the people. They speak about attracting and retaining top talent, building trust across contractors and distributors, and creating cultures where individuals feel heard and valued. Whether leading eCommerce strategy, aligning cross-channel partners, mentoring women through ASPE, or connecting sustainability goals to measurable business outcomes, each woman underscores that growth is built on communication — asking better questions, translating complexity into action, and linking daily work to long-term impact.

At the same time, their outlook on the future is unmistakably forward-leaning. From data standardization and AI adoption to workforce visibility, incentives navigation, sustainable infrastructure, and cross-channel collaboration, these leaders see enormous opportunity. They call for smarter training that blends technical expertise with human capability, for elevating efficiency from optional upgrade to standard practice, and for bringing the next generation — especially more women — into an industry that remains one of America’s best-kept career secrets. Collectively, their responses reveal an industry at a crossroads, guided by women who are not only shaping strategy but redefining what leadership in PHCP-PVF looks like.

How long have you been in the industry, and how did you get your start?

I’ve been in this industry for nine years. Before that, I spent 17 years with a great industrial equipment distribution company and wasn’t hunting for a new path. Then an opportunity at O’Connor showed up. It offered a bigger leadership role and after my first interview, the right decision came into focus.

My job kept evolving. I moved from VP of operations at O’Connor to president, then into my current role as regional vice president, where I support four business units across eight states.

What skill has been most critical to your advancement that people might not expect?

Looking ahead and staying optimistic has made the biggest difference. When people can see where they’re going and feel supported, they perform at a different level. Creating clarity, building confidence and setting expectations helps my team stay focused on what’s possible.

Where do you feel you are currently making the greatest impact in your organization or industry?

Companies that can connect data to action, tighten up processes and stay adaptable will grow faster than the rest. The future belongs to organizations that use technology to improve service for their customers.

Where do you see the most opportunity for growth in our industry?

I like turning ideas into motion: Aligning people, adjusting processes and helping teams stay focused on the work that matters most.

mSupply reflects that mindset too. It is a fantastic example in this industry of an organization that has defined a clear and concise strategy, then aligned the right people to execute it.

How long have you been in the industry, and how did you get your start?

I got my start in the Plumbing Supply industry after a career of teaching school. I purchased Winston Water Cooler on June 1, 2000. I have been the President of WWC for almost 26 years.

What skill has been most critical to your advancement that people might not expect?

People skills have been critical to my success and the success of Winston Water Cooler. The ability to attract and retain top talent relies heavily on the ability to build rust and relationships with people.

Where do you feel you are currently making the greatest impact in your organization or industry?

The culture we are developing and maintaining at Winston Water Cooler; I couldn’t be more proud to be a part of it!

Where do you see the most opportunity for growth in our industry?

Attracting, retaining and developing employees while bringing in the younger generation to carry on the vital work of our industry.

How long have you been in the industry, and how did you get your start?

By June 2026, I will celebrate 20 years in the plumbing industry. I began my career in the plumbing industry working as an Account Executive for a water restoration company in Southern California. In that role, I partnered closely with service and repair companies, educating plumbing technicians on the different categories of water so they could protect both themselves and the customers they served.

That experience opened the door to working for a plumbing company as a Commercial Sales Representative, where I sold plumbing services in the commercial sector. From there, I was fortunate to join NIBCO in 2017, where I’ve continued to grow my career and deepen my involvement in the industry.

What skill has been most critical to your advancement that people might not expect?

One of my most critical skills that has contributed to my advancement has been my mindset for continued growth and learning. Remaining curious and always seeking to improve has opened doors and strengthened my ability to support others. Additionally, my loyalty to the teams I work with, the leaders that have mentored me, and the customers who rely on me has played a major role in my success. Loyalty has helped me build trust, establish lasting professional relationships, and create stability within the organizations I’ve supported.

Where do you feel you are currently making the greatest impact in your organization or industry?

I believe my greatest impact comes from my ability to bring people together, share experiences, and create a sense of connection across teams and customers. By being a consistent and reliable resource, I help strengthen collaboration and support a culture where people feel informed, included, and valued.

Where do you see the most opportunity for growth in our industry?

One of the greatest opportunities is to continue to build strong relationships with our contractors and industry partners to better understand their needs and deliver effective solutions. As our industry continues to evolve, staying committed to personal growth ensures I remain relevant, capable, and prepared to support the next generation of professionals.

How long have you been in the industry, and how did you get your start?

I’ve been in the PHCP-PVF industry for over 35 years, which officially makes me experienced, not old. I’ve spent my entire career in manufacturing. I started in customer service, answering phones and solving problems, which turned out to be one of the best educations I could have received. When you begin by listening to customers every day, you learn quickly what builds loyalty, what causes frustration, and what truly matters in this business.

From there, I worked my way through sales, marketing, leadership, and national roles, gaining deep insight into how manufacturers support wholesale distribution, reps, and contractors. What kept me here wasn’t just the products. It was the people. This industry rewards those who show up, solve problems, and build trust. If you can have real conversations and keep your word, you can build a lifelong career here.

Today, as Residential Business Manager at Viega North America, I bring that ground-up manufacturing perspective to everything I do, aligning innovation, channel strategy, and field execution so growth is practical and sustainable.

What skill has been most critical to your advancement that people might not expect?

I would say my “superpower” is translation, with precision. Not language translation. I only speak two languages, English and Plumbing. And depending on the day, one of them comes with hand gestures.

What I really do is translate between worlds. I can sit at a table with a contractor, a wholesaler, a rep principal, and members of the Viega team from engineering to finance and make sure everyone walks out aligned on the same objective. That takes more than conversation. It takes clarity.

I believe in plain-language precision. I do not hide behind jargon. If something is complex, whether pricing strategy, channel dynamics, product positioning, margin conversations, or long-term growth, I break it down into clear, usable terms without oversimplifying it. And yes, I will say the thing others are politely avoiding, but I will say it in a way that builds trust rather than tension. Translation builds alignment. Precision builds credibility. A little humor keeps the room human.

Where do you feel you are currently making the greatest impact in your organization or industry?

Right now, my greatest impact is helping connect strategy to reality. It is easy to build great plans in conference rooms. It is harder to make those plans work in a job trailer, in a branch or rep’s office, or on a sales call. At Viega, I spend a lot of time making sure what we say we are going to do actually works in practice.

I focus on practical growth, aligning manufacturers, reps, distributors, and contractors around clear expectations and measurable execution. I care deeply about relationships, but relationships are strongest when everyone understands the scoreboard. I also believe our industry is at a crossroads in terms of long-term thinking, infrastructure, workforce, technology, and sustainability. We have significant opportunities to grow, but we have to grow intelligently to prevent one shiny idea from becoming an expensive lesson.

Where do you see the most opportunity for growth in our industry?

The greatest opportunity for growth lies in several areas working together.

Workforce visibility and diversity. We are still one of the best-kept career opportunity secrets in America. There are more women in this industry than when I started, but it remains male-dominated. My running joke used to be that at industry trade shows there was always a line to the men’s room, which rarely happens at concerts or sporting events. I will know we have truly made progress when there is a line to the women’s room.

That humor aside, expanding our workforce, including bringing more women and underrepresented talent into PHCP-PVF, is not just about equity. It is about strengthening the industry with broader perspectives, new ideas, and long-term sustainability.

Training that sticks. Product knowledge is important, but it is not enough. We also need to teach relationship building, problem resolution, and leadership skills. Leadership is not about being the boss. It is about leading by example, being accountable, and being an ally.

We need to teach people how to collaborate, how to listen, and how to solve problems across channels. Giving someone a seat at the table is important. Giving them a voice and the ability to be heard is transformational. Training that develops both technical competence and human capability is what will move our industry forward.

Cross-channel alignment. Manufacturers, reps, distributors, and contractors succeed faster when expectations, incentives, and communication are aligned. Real collaboration requires real conversation, sometimes direct conversation, but it produces long-term results.

This industry has built America’s infrastructure for generations. With thoughtful growth, expanded opportunity, strong leadership, and true collaboration, it will continue to do so.

How long have you been in the industry, and how did you get your start?

I have been in the industry for 10 years. I previously worked in consumer goods for a greeting card company and was ready for my next career move when I applied for a Channel Manager job at Oatey. It was a new role and new industry for me, but I knew I could leverage the skills I had acquired to be successful. I connected with the people on my interview panel immediately and felt like the culture of the company aligned with my values and personality. I was motivated to work hard and build meaningful relationships, and I have felt a strong connection to the industry ever since.

What skill has been most critical to your advancement that people might not expect?

There are two skills that I credit my advancement to. The first is that I ask a ton of questions. I ask about everything and I am willing to ask anyone. Asking questions leads to discovery, meaningful dialogue, and allows others to understand how I am thinking and approaching a project or subject. The other is getting comfortable being uncomfortable. Embracing discomfort means each new challenge is less intimidating because I am aware that I do not know it all, but I can learn it. Embracing this approach has allowed me to lean in and grow from experiences instead of shying away from them and raising my hand for opportunities instead of passing on them out of fear.

Where do you feel you are currently making the greatest impact in your organization or industry?

I strongly believe that eCommerce plays a key role in how companies in our industry deliver high-quality products and accurate product information to our customers. This will look different based on an organization’s business objective, but it can’t be ignored. I also believe that data should no longer be viewed as a one-time entry in a system, but as something that requires ongoing attention and management. Data is a foundational building block for growth and should be invested in accordingly. Through my steadfast commitment to learning about eCommerce, how it works in the PHCP-PVF market and overall B2B space, I am now leading our company’s strategic eCommerce initiative. I believe our commitment to a smart eCommerce strategy is an investment in our Distributor partnerships and our end users, and will allow us grow together.

Where do you see the most opportunity for growth in our industry?

Data! The PHCP-PVF industry has an extensive catalog of products spanning a massive range of categories, channels and applications, and every distributor and manufacturer uses different terminology to talk about those products. This makes sharing product information across segments hard. Key product information gets disorganized, updating Excel templates is manual and slow, and integrating into ERP and PIM systems is tedious. Cleaning up data and working towards storing and sharing it based on an industry standard is the foundation that will make selling products easier, internal process smoother, and ensure continued industry growth.

How long have you been in the industry, and how did you get your start?

I have been in the plumbing industry for 11 years. What started as my husband and I starting a family business in our basement, quickly became a calling. Over the past decade, I’ve had the opportunity to grow alongside our company, Go Green Plumbing, Heating, Air & Electrical, and witness firsthand how impactful this industry is, not only in homes and businesses, but in shaping careers and communities.

The trades have given me a deep respect for craftsmanship, leadership, advocacy, and the responsibility we carry as contractors. Eleven years in, I am more passionate than ever about where this industry is headed.

What skill has been most critical to your advancement that people might not expect?

One skill that has been critical to my advancement, and often surprises people, is my background in critical care nursing and leadership coaching. Before entering the trades, I worked as a critical care nurse, house nursing supervisor, and critical care coordinator. In that environment you learn quickly how to triage complex situations, lead under pressure, and make decisions that impact people’s lives in real time. You also learn compassion and how to lead people through stress, uncertainty, and growth.

Those same skills translate directly into leadership in the trades. Every day in our industry requires problem solving, calm decision making, and supporting teams through demanding situations.

In addition, becoming a John Maxwell Certified Coach and Tony Robbins Certified Coach has helped me focus on what I believe is the most important part of any organization, building people. Technical skills can be taught, but developing leaders, confidence, and culture requires intentional leadership.

Many people think advancement in the trades is only about technical expertise, but I have found that leadership, emotional intelligence, and the ability to develop others are what truly drive long term success.

Where do you feel you are currently making the greatest impact in your organization or industry?

The greatest impact I believe I am making right now is in developing people and strengthening the future workforce of the trades. At Go Green Plumbing, Heating, Air and Electrical, we are deeply committed to building careers, not just jobs. This includes investing in apprenticeship training, leadership development, and creating opportunities for technicians to grow into confident professionals and future leaders.

I am especially passionate about helping people realize that the trades can provide financial independence, entrepreneurship, and long-term career fulfillment.

Beyond our company, I also believe strongly in the role organizations like PHCC play in advocating for contractors. Contractors need a voice in legislation, workforce development, and industry standards. When real contractor perspectives reach decision makers, it helps protect the sustainability and growth of the entire industry. If we invest in people, training, and advocacy today, the industry will be stronger for generations to come.

Where do you see the most opportunity for growth in our industry?

The greatest opportunity for growth in our industry lies in workforce development and changing the narrative around the skilled trades.

For too long the message to young people has been that traditional college is the only path to success. The reality is that the trades offer incredible opportunities. A person can earn while they learn, build valuable skills, avoid significant student debt, and even become a business owner. We need to do a better job of introducing the next generation to these opportunities earlier through apprenticeships, mentorship, and partnerships with schools and communities.

Another important opportunity is ensuring that independent contractors continue to thrive. With the increasing influence of private equity in our industry, it is important that locally owned businesses remain strong. Independent contractors bring deep community ties, invest in local training, and play a critical role in the long term health of our industry.

If we continue investing in people, advocacy, and leadership development, the future of the plumbing and mechanical industry is incredibly bright.

How long have you been in the industry, and how did you get your start?

I graduated from Texas Tech University in 2001, our career fair was on Sept 12, 2001. Only 3 companies were able to get to Lubbock, TX on the day following 9-11 and almost every company went on an immediate hiring freeze. Ferguson Enterprises was one of the three companies that made it to the career fair and I met some great people that offered to give me an opportunity to learn more about Ferguson and the plumbing industry. Immediately following graduation, I joined Ferguson Enterprises as a showroom consultant, and this is where I fell in love with the Delta Faucet Company brand and the fantastic representatives that Southwest Sales had to train me on the Delta brand. In 2005 I left Ferguson to join Southwest Sales so that I could sell the brand that I was so passionate about.

What skill has been most critical to your advancement that people might not expect?

If I reflect on what’s truly shaped my career, it’s probably a few things that don’t always get highlighted, genuine care for people, being true to who I am (which is a bit weird) and always being curious. I have always deeply invested in building authentic relationships, really listening and understanding what drives others, Trust grows from that and so does opportunity. I have been blessed to be in this fantastic industry that has the best people and have built many wonderful lifelong friendships with people that I have met and gotten to work with/for. At the same time, I am a little quirky and very curious, I want to understand different perspectives, learn from others, and stay open to new ideas. Being curious has pushed me to understand the products that I represent, understand the needs of my customers, understand the manufacturer’s needs, and my fellow employee owner’s needs.

Where do you feel you are currently making the greatest impact in your organization or industry?

By continuing to make sure that it stays people focused first. We are in a time that everyone is driving for more data and analytics, while I genuinely believe in a data driven approach it has to be balanced with an understanding that this is a people industry and we must always use the data to enhance the people on our teams lives and the experiences that they can give to our customers.

Where do you see the most opportunity for growth in our industry?

The largest opportunity for growth in our industry lies in attracting and developing the next generation of talent. We must continue to position this as a dynamic, rewarding industry, one that draws young professionals who are looking for meaningful careers with long term and amazing opportunities. In particular, creating more visibility and pathways for women is essential to broadening our talent base and strengthening the future of our workforce.

At the same time, as consolidation continues across many areas of the market, there is significant opportunity to expand into new territories and product segments. Organizations that invest in people and strategic expansion will be best positioned to lead the next phase of growth in our industry.

How long have you been in the industry, and how did you get your start?

I have been in the plumbing industry for 25 years. I have taken on many distinct roles during this time – engineer, contractor, and now technical sales manager.

I got into the plumbing industry in an unconventional way. I started college as an architecture major. At the time, I needed extra money to pay for college, and I landed a part-time job working for a husband-and-wife team who had an architecture and engineering firm. While I thought I would be working for the architecture department, I instead was asked by the wife (Who was a professional engineer AND architect) to work in her plumbing engineering department instead. Well, the rest was history. I switched majors and graduated as a civil engineer. And all this because a female engineer saw something in me and gave me a shot. She was my first female mentor in the business.

What skill has been most critical to your advancement that people might not expect?

I would say the power to listen has been invaluable in the advancement of my career as a sales representative. When a client feels heard they in parallel feel respected. I once heard that top performers do not sell products, they offer solutions. I could not agree more. When you stop and actively listen you can tailor your approach and in time become a trusted advisor.

Where do you feel you are currently making the greatest impact in your organization or industry?

For my organization, the greatest impact I am currently making is at the intersection of my technical knowledge and relationship building. By combining my background in engineering and construction with sales, I can bridge the gap between design intent and real-world applications. In doing so I have gained the trust of my clients and built stronger relationships.

For my industry, the greatest impact is serving as a mentor to the next generation of women in the industry. As the Region 3 Liaison for Women of ASPE (American Society of plumbing Engineers) I try to create a space for women to grow confidently by sharing my real-world experience, encouraging leadership development, and fostering supportive networks across chapters.

Where do you see the most opportunity for growth in our industry?

While I feel it's still in its infancy stages of acceptance for the plumbing industry, I really do believe that embracing and understanding AI is where the future lies. At first, I really resisted even acknowledging AI was a viable tool. Now, however, I understand it is a powerful tool that can, for example assist in analyzing customer data, forecasting demand, and personalizing outreach. This in turn allows sales professionals to spend less time on administrative tasks and more time building relationships.

How long have you been in the industry, and how did you get your start?

I’ve spent 42 years in this industry, beginning with my first role at a large P&H distributor. From the start, I was fascinated by how moving water and energy through a building influences not just performance, but how responsibly we use our resources. That early curiosity grew into a lifelong passion for advancing smarter, more sustainable solutions.

What skill has been most critical to your advancement that people might not expect?

The most valuable skill I’ve developed is the ability to reframe a technical challenge as a human one. When I ask someone, “How long do you wait for hot water?” I’m not talking about plumbing—I’m talking about their time, comfort, and daily experience. Translating engineering into everyday impact has helped me connect with end users, installers, and distributor partners in a way that drives real change.

Where do you feel you are currently making the greatest impact in your organization or industry?

My greatest impact comes from shifting mindsets—helping the industry view efficiency not as a feature, but as a responsibility. By championing energy‑efficient circulators that heat homes more effectively or help households save 10,000–12,000 gallons of water a year, I’m focused on creating better outcomes for both people and the planet.

Where do you see the most opportunity for growth in our industry?

The biggest opportunity lies in elevating efficiency from an optional upgrade to an industry standard. Whether in hydronics or hot water recirculation, there’s tremendous room to grow by educating homeowners, empowering contractors, and aligning the industry around performance, reliability, and environmental responsibility. As water scarcity and energy costs rise, the companies that lead sustainable innovation will define the next era of our industry.

How long have you been in the industry, and how did you get your start?

I celebrate 20 years in the industry in June 2026. Ferguson recruited me from The University of Texas at Austin, and I began my career as a Sales Management Trainee in our Austin, Texas showroom working with our builder and homeowner customers.

I was drawn to Ferguson because of how they positioned that this would be more than a job; it was an opportunity to build a long-term career. Two decades later, that promise has proven true. Ferguson provided meaningful opportunities for growth, leadership, and broad business impact, and I’ve been very fortunate to build a career that has continuously evolved alongside market needs.

What skill has been most critical to your advancement that people might not expect?

An important yet sometimes overlooked communication skill that is critical to cultivate is what I refer to as “executive translation”: the ability to concisely convey how your work delivers measurable business value. And more simply – having the ability to elevate and streamline information for any audience, large or small, is crucial. Some find their value in “what” they are doing - so it can be tempting to focus on sharing the detail and process by which you are going about achieving results. However, mastering your ability to clearly articulate the objective of your work and desired outcomes while linking back to business performance is key.

Whether you are looking to gain buy-in, advocacy or support for your initiative - getting out of the proverbial “weeds” when communicating with executive leadership or key stakeholders will help you get things done more efficiently at your organization. This communication style shift elevates your voice and reinforces your role as a leader.

Where do you feel you are currently making the greatest impact in your organization or industry?

I’m currently responsible for our Sustainable Solutions sales team and lead our efforts to help customers meet their project or organizational sustainability goals through the adoption of high-performance products and solutions that span our customer groups. This work involves supplier & industry partner engagement, internal associate training, and building deeper subject matter expertise to meet market demand and help shape the future of resilient infrastructure.

In FY2025, we launched a centralized Incentives & Rebates team within Sustainable Solutions to help contractor customers navigate complex funding programs and support the adoption of high-efficiency mechanical systems. The team focuses on midstream incentive programs and direct utility engagement to streamline contractor participation and accelerate incentive delivery. And we take a proactive approach to market engagement, participating in national forums and expanding outreach to utilities and energy offices. Our goal is to align incentive programs with product capabilities and contractor needs – reinforcing Ferguson’s role as a trusted sustainability solutions provider.

Where do you see the most opportunity for growth in our industry?

The greatest opportunity for growth lies in collaborative delivery and greater alignment between suppliers, contractors, engineers, and owners. Historically, our industry has relied on sequential handoffs. Today, specifically in large capital projects, jobs are faster-paced and more technically complex. Success depends on early alignment, shared visibility, and coordinated execution. When partners engage earlier in the process by sharing market intelligence, supply chain insight, technical expertise, clearly defined project objectives, and field feedback — we reduce friction, mitigate risk, and improve speed to market. That level of integration increases efficiencies, improves project outcomes, and builds longer-term relationships across the value chain. The organizations that win will not be those with the largest product portfolio, but those that can orchestrate ecosystems. They will bring the right stakeholders together, align expectations early, and help drive projects from concept through completion with greater certainty.