At Ascendus, we believe that true leadership starts with empathy, purpose, and a passion for uplifting others. In this Story of Ascension, we shine a light on Simmone’s remarkable journey to becoming a leader in People Operations.

From her childhood dream of helping others as a therapist to her pivotal decision to become a voice for change, Simmone’s story is one of courage, resilience, and transformation. She’s not only shaped her own path but has redefined what it means to lead with heart, championing inclusion, well-being, and human-centered leadership across Ascendus.

Discover how Simmone’s background, experiences, and commitment to making a difference have created a ripple effect—transforming workplace culture and inspiring growth for both employees and the organization as a whole.

Q: How did your journey into People Operations begin?

Simmone: My career didn’t start in HR or People Operations at all. In fact, I originally wanted to become a therapist—I studied psychology because I always knew I wanted a career where I could help people. Even as a child, I had this deep-seated desire to support others.

But life took me on a different path. After graduating, most of my work was in administrative and operational roles. My last job before Ascendus was running a school within a university. At first, I was handling operations—making sure the school functioned well—but then I started working closely with exchange students and student workers. That’s where I got my first real taste of HR. I found myself helping students navigate recruitment, onboarding, housing, and even immigration paperwork.

It was an unexpected shift, but it felt natural. Looking back, I realize that even though I wasn’t technically working as a therapist, I was still supporting people—helping them settle in, making sure they felt safe, ensuring they had what they needed to succeed.

At the time, I didn’t think of it as a turning point. I was just doing my job. But in hindsight, it was the start of something bigger.

Q: How has your background influenced your approach to People Operations?

Simmone: I think the biggest reason I’ve always wanted to help people is because I was someone who needed help.

I had a challenging upbringing. I grew up in Brooklyn in the ’80s and ’90s, in a low-income community. There were a lot of struggles, a lot of challenges—things that could have easily set me on a different path. And back then, therapy wasn’t something people talked about. It wasn’t something that was widely accepted in communities like mine.

But my mother understood the importance of therapy, of counseling. She made sure I had access to it. And it changed my life. It gave me the tools to process my experiences, to navigate difficult situations, to heal.

That’s why I knew, from a young age, that I wanted to do the same for others. I wanted to be that support system for someone else. And even though my path took me away from clinical therapy, the core of that mission—helping people, supporting them, making sure they feel seen and valued—that has never changed.

Q: What inspired you to become an advocate for change within the workplace, and how did that experience shape your career path?

Simmone: I remember the exact moment. I was sitting in a town hall meeting. At that point, I had been deeply involved in university committees. I knew every structure, every process. And I had heard something repeatedly—faculty had a union, students had a union, but administrative staff, people like me, had no representation.

We were at a town hall, and the university president asked if anyone had questions.

I remember standing up—nervous, voice shaking—and asking, “What is the university planning to do to ensure that there is representation for everyone who works here—not just faculty and students?”

That one question led to a series of discussions with the president, the provost’s office, and the senior vice president of HR. Through collective efforts and ongoing advocacy from many dedicated staff members, the Staff Senate group was ultimately created to ensure representation for employees like me and my incredible colleagues.

That was a defining moment. I realized—I didn’t just want to do the work. I wanted to change the work. I wanted to challenge systems, create opportunities, and make sure people had a voice.

That moment gave me the courage to leave and find something that truly aligned with my purpose.

Q: How did you come to Ascendus, and when did you realize it was the right place for you?

Simmone: When I decided to leave the university, I told a former board member, Lisa Servon. She asked me, “What are you going to do?” And I told her, “I just want to do something meaningful. I want more than just a paycheck.”

She told me about Ascendus. She was so passionate about the work being done there, and she said, “I think you should apply.” So, I did.

When I met with Paul Quintero, our CEO, we ended up talking for two hours. We connected over our passion for entrepreneurs, the importance of helping small businesses thrive, and how access to financial resources is pivotal for communities. At one point, I said, “I really want to understand what it’s like to run a nonprofit. I have all this experience, and maybe this is how I can help people.” Paul’s response was, “ We can work together—collaborating is a great way to gain firsthand insight into how the organization operates.“ That conversation set the foundation for my journey at Ascendus.

A few years later, I approached him again and said, “I need to do more.” Paul, being an incredible leader who believes in people’s potential, championed my growth and gave me the opportunity to step into a greater role in people operations.

That’s when it all clicked. I realized—I’m exactly where I’m meant to be. It was the perfect marriage between my operational background and my deep desire to support and help people.

Q: What’s next for People Operations at Ascendus?

Simmone: We are at a pivotal moment at Ascendus. People Operations isn’t just a function—it’s a movement within the organization, and we’re being very intentional about how we shape the employee experience.

One major focus for 2025 is career development and growth pathways. We’ve always had opportunities for employees to grow, but now we are formalizing it—we’re creating a Talent Management Philosophy to ensure that employees have a clear trajectory for advancement. We want to provide structured growth opportunities that align with individual aspirations and the organization’s needs.

Another priority is fostering a culture of inclusion and well-being. We’ve made significant strides in this area—expanding family leave policies, shifting our time-off policy to one based on trust, and embedding Human-Centered Leadership into everything we do.

But it’s not just about policies—it’s about lived experiences. That’s why we’re creating safe spaces for dialogue where employees can openly share their experiences, concerns, and aspirations. Our goal is for every employee to feel seen, heard, and valued—not just as professionals, but as whole people.

Additionally, we are looking at how we measure success beyond traditional performance metrics. Success isn’t just about numbers—it’s about engagement, inclusion, and well-being. We are working on better feedback mechanisms to ensure that every employee has a voice in shaping our culture.

This isn’t just about improving the workplace—it’s about transforming the way we think about work.

Simmone’s story is one of courage, transformation, and purpose—a true Story of Ascension. At Ascendus, we don’t just support businesses—we uplift people.