Crafting a culture of development at Benchling

Success today isn’t just about having the best technology or product. It’s about developing people who can grow, lead, and drive the business forward. At Benchling, my focus isn’t only on building the company and product — it's on building the next generation of leaders.

From my time at BMC, AppDynamics and DataRobot, to my current role as Chief Revenue Officer at Benchling, I’ve seen firsthand that having the right people in the right roles — and giving them the tools and space to succeed — allows them to become the best version of themselves. My work in scaling go-to-market strategies at these companies and at Menlo Ventures taught me one key lesson: investing in people is the surest path to drive revenue growth.

I deeply believe that you can’t fake development. Real growth happens when you prioritize people, invest in their development, and create an environment and culture where leaders emerge through an unwavering focus on development. When you focus on building a culture that nurtures talent, rewards effort, and encourages continuous learning, results follow.

Revolutionizing biotech R&D

Biotech R&D is transforming industries at an unprecedented pace, but to keep up with the speed of science, the world needs better tools. That’s where Benchling comes in. Over 1,200 companies, from startups to industry giants, use Benchling to structure their data, streamline workflows, and speed up the development of breakthrough products.

What excites me most about Benchling is how we’re empowering scientists to make discoveries faster.  Just like ServiceNow revolutionized IT and Workday reshaped HR, Benchling is doing the same for biotech & biopharma R&D. We're not just giving them software — we’re providing a platform that pushes the boundaries of scientific innovation—leveraging AI to accelerate discoveries and improve research efficiency.

Prioritizing people

At Benchling, it’s not enough to just hire top performers. Once we bring high-impact individuals on board, we focus on their development. I believe in leading from the front — being involved at every stage of the sales process, from a new business meeting (which is the toughest meeting a rep does) to negotiating deals and mentoring one-on-one. Training isn’t just about giving people the skills to succeed — it’s about empowering them to grow personally and professionally.

One of the things I’ve always valued is a high performance-based culture, where people are recognized by the impact of their contributions rather than their position or tenure. At Benchling, we reward not just results but the effort, persistence, and thoughtfulness that lead to those results. This creates a culture of continuous improvement and innovation. It’s about accountability — holding ourselves and each other to the highest standards, while ensuring that everyone feels challenged and supported along the way. In our latest performance cycle, we proudly promoted 18 team members — reinforcing our commitment to developing talent from within!

A great recent example of our “invest in people” philosophy came from a team member who started at Benchling as a Scientific Solutions Consultant. Coming from a pre-sales background, she quickly proved her ability to simplify complex concepts for both customers and new hires. Recognizing her passion for coaching, we encouraged her to transition into a role leading our Sales Productivity efforts across the Revenue organization. Today, she’s thriving — using her expertise across technical & sales methodologies to empower the entire Revenue organization. It’s the perfect illustration of what happens when we spot someone’s potential, lean in, give them the right runway, and watch them become an even stronger leader.

Fundamentals of sales leadership at Benchling

I’ve always believed that great teams are built on a foundation of clear principles. At Benchling, we’re driven by:

• Rigorous qualification: Every opportunity is rigorously vetted to ensure both individual success and collective victory.

• Meticulous forecasting: Data-driven planning keeps us on track. 

• Thoughtful decision-making: Every decision we make is intentional, with long-term goals in mind.

• Inspiring culture: We’re creating an environment where people feel motivated to give their best and win.

• Relevant accountability: Clear expectations and real-time feedback help us continually improve.

• Perpetual persistence and determination: We don’t give up, no matter how tough things get.

• Performance-based culture: We reward those who consistently deliver and raise the bar for themselves and others.

We’re building a high-performance culture where people aren’t just hitting goals — they’re growing, learning, and preparing to lead.

Building a legacy through leadership

Ultimately, my goal is to leave a legacy built on people. I’m committed to creating a team that will carry forward our mission long after I’m gone. That’s what building a legacy means to me: it’s not just about the wins today, but about preparing for tomorrow’s challenges. When you focus on developing leaders who are just as invested in others’ growth as they are in their own success, you create something that lasts.

At Benchling, we’re not just shaping the future of biotech R&D — we’re shaping the future of the people who drive it forward. 

If you’re passionate about growth — both yours and others’ — join us. Explore our open Sales roles.