Leading Growth Mindset

My journey into the field was a long one. My career began as a special education teacher. I eventually moved into the behavioral-psychological services department of a school, and thereafter dabbled in administration. At critical points in my career, EdTech supported my decisions, my work, and my practices as an educator. I really felt technology improved my efficacy and skills as an educator, and before long, I sought a career in education technology.

I eventually joined the world of EdTech as a consultant, where I specialized in social emotional learning, mental health, and applied behavior analysis. I eventually moved into management, but overall, I supported large districts with the adoption of technological solutions and services for general and special education.  

I discovered Panorama through casual online job-searching, and my attraction to Panorama was both practical and personal. On one hand, Panorama provides competitive benefits and perks to its employees that were difficult to ignore, and I’m grateful for what the company provides to employees every day—be it competitive compensation, generous leave, reimbursements, or modern technology.

Fun fact, I applied 4 or 5 times before finally landing a position with the company!

But beyond those everyday needs, Panorama also provided an opportunity to grow my career at a company that values people, clients, and results. In my time at Panorama, I’ve grown as a functional manager, but I’m also exploring my identity as a Latino manager. In my functional duties, I’ve been able to influence how we service our enterprise accounts through reshaping internal processes, reestablishing best practices, and collaborating with other leaders to improve our overall delivery model. As a Latino, and alongside other company leaders, I’ve galvanized the Hispanic community into resource groups, social spaces, and communities that draw attention to the needs of the Latinx community.

I entered Panorama at a critical point in its journey from a small start-up to a larger, successful company. With that comes a lot of challenges around scaling, delivery models, and organizational restructuring. I have a chance to influence the direction of my segment, and my team, with the trust of my leaders, and that’s exciting. It feels as if together, we can insert a piece of ourselves into the company’s evolution that will echo through future iterations of Panorama. Every day I look forward to the reshaping and remolding that will advance into a successful, and competitive future.   

Because we are a remote-first company, we hire folks across the country from all walks of life. Every day, I hear of experiences, perspectives, thoughts, and ideas that arise from naturally working in this type of environment, and it’s refreshing. It keeps me on my toes, and every day I’m challenged to reframe my own perspectives, or at least consolidate other interpretations of the world, and the work I do into my own. The environment really provides an opportunity to grow professionally, and personally!

We are a growing company, and we’re also a company rooted in technological services. Growing companies, especially technology-based companies, change all the time. We change to scale our services. We change to meet technological innovation. And we change to meet market demands, and client needs. Sometimes, those changes require more adaptation than we’d like, and we don’t always get it right the first time, but that ability to adapt will be crucial. You’ll need to anticipate change, recognize teachable moments, but more importantly, learn to appreciate change as a healthy indicator of opportunity and company viability. That’s where openness to change and a growth mindset will serve you. 

Through our constant innovation, we rely on each other to execute our individual responsibilities for the sake of the clients and the Panorama family. There may be times, especially during change or innovation, or even a complicated project, that you may be unable to see what your peers, fellow managers, or senior leaders are doing, but you can absolutely trust in them. In the spirit of collaboration, we sometimes must step back, and allow others to support us through the finish line.