KAREN BRADBURY

Karen’s career journey is deeply rooted in her passion for leadership, coaching, and mentoring, inspired by her father, who served as the Chief of Aircraft Maintenance and Engineering at a global airline. From a young age, Karen admired his ability to engage and empower his team, witnessing the respect he earned from colleagues across various departments. This early exposure ignited her desire to follow in his footsteps and help others grow.

Her father provided technical guidance and made executive-level decisions that prioritized his team’s well-being. What stood out most was his ability to balance authority with compassion; he was not only a respected leader but also a caring mentor who inspired those around him. Karen observed that his team was eager to follow him, and employees from other departments often sought his advice, drawn by his human touch and understanding. He encouraged his colleagues to make decisions, take risks, and pursue new opportunities, fostering a culture of growth and collaboration.

This early exposure to effective leadership profoundly influenced Karen’s approach to guiding and supporting teams in their professional journeys, as she emulates her father’s leadership style. At just 16 years old, she eagerly began working at the airport during school holidays, immersing herself in the airline’s operations and observing various leadership approaches firsthand.

After completing university, Karen began her career at Continental Airlines in the Reservations department. It was here that she gained valuable insights into the airline’s products and learned effective sales techniques. Passionate about teamwork, Karen frequently volunteered to assist new hires, fostering a supportive environment. Karen transitioned into a training role, where she took the lead in training new employees on booking flights for customers.

Building relationships and identifying ways to help others succeed became a hallmark of Karen’s approach. Just six months later, Karen was promoted to Contact Center Manager, a position that brought the challenge of managing former peers who had once shared the same responsibilities. This transition allowed Karen to earn the trust and loyalty of the team, who appreciated her advocacy and commitment to their personal and professional growth.

In this role, Karen had the opportunity to coach and motivate a team of supervisors while also supporting individual contributors aspiring to move into supervisory positions. Her passion for helping others succeed flourished, leading to regular feedback sessions with team members interested in coaching and professional development.

A year later, Karen had the opportunity to work at Continental Airlines’ headquarters in Houston, USA. Though daunting for someone in their early twenties, Karen embraced the chance to collaborate with new employee groups and leaders. She transitioned into a fast-paced operational role within the Contact Centers, where staying calm under pressure was crucial. During this time, Karen developed skills in stress management, work-life balance, and building effective partnerships with other teams across the airline

During the merger of Continental and United Airlines, Karen transitioned into the Technology department, taking on roles as a Project Manager and later as Senior Delivery Manager for United.com. This challenging period of mergers highlighted various leadership styles, revealing those who took accountability versus those more focused on titles and office politics while their teams struggled.

Through this experience, Karen learned to engage with leaders and understand their motivations. She also assisted colleagues seeking to shift roles amid the merger, as many had to reapply for their positions. Karen coached these individuals, helping them discover their true passions and align them with their strengths.

As the dust from the merger began to settle, Karen faced a barrage of project requests from business teams, requiring the technology department to prioritize and estimate timelines. The pressure was relentless, especially while rewriting the multi-billion dollar website, united.com. This large-scale project involved numerous teams, making effective leadership essential.  

Karen was recognized for her ability to connect with people across different teams, fostering strong relationships that encouraged collaboration. Colleagues often turned to Karen for assistance in getting things done. During this time, Karen worked alongside several exceptional leaders who became mentors, inspiring a deeper passion for helping others and effective leadership.  

Observing these leaders, Karen learned how to remain calm under pressure, effectively engage with VP and C-level executives, manage customer complaints, and respond to system outages with potential revenue impacts. She admired how these leaders managed expectations and communicated solutions clearly, all while navigating their own stress. This experience reinforced Karen’s commitment to being a well-rounded leader who supports and uplifts others.

Karen faced significant challenges when she stood in for her absent leader after their resignation during a critical phase of the website launch. Amid the uncertainty, she was committed to keeping the team productive and focused. This experience sharpened her ability to manage ambiguity while providing a steady presence.

In her transition to Director and later VP roles at a smaller privately owned company, Karen assumed responsibilities for project delivery, addressing customer concerns, and navigating challenging performance discussions. These experiences have strengthened Karen’s ability to support others in their development. Whether at a Fortune 100 corporation or a smaller private equity firm, she has built a strong reputation as an exceptional people leader and mentor.