Annie Kim Explores the Impact of Leadership that “Puts People First”

Annie Kim, Director of Product Management at Elevate K-12, brings a proven track record of driving growth in both fintech and education. A former teacher turned seasoned product leader, she joins CCWomen to share the ups and downs of her leadership journey and how she balances genuine connection with high performance.

Shiwon Oh: How have your career experiences impacted your definition of human-centered leadership?

Annie Kim: Human-centered leadership is about earning trust through consistency, care, and real relationships. I don’t see leadership as a title. It’s a responsibility rooted in influence, integrity, and service. We’re all works in progress and that perspective has shaped the way I lead—with empathy, patience, and grace, especially during high-pressure moments. I create space for honest conversations, not just about the work, but about how I’m showing up as a leader. I stay open to feedback and take time to reflect, knowing that growth starts with self-awareness. 

At the same time, I care deeply about maintaining a high bar for excellence. I don’t believe empathy and performance are in conflict. In my experience, leading with empathy is what enables sustained, high-quality results. Supporting people well is how we unlock their best work. I also recognize that empathy doesn’t come naturally to everyone, and that’s okay. What matters is the willingness to grow and the self-awareness to build a team that brings balance and perspective. That’s something I actively practice and value in my own leadership.

Ultimately, my approach to leadership is about putting people first, not at the expense of results, but as the foundation for them.

SO: What has been the greatest, most rewarding impact of your leadership approach? 

AK: The most rewarding part of my leadership journey has been witnessing people grow, not just in their skills, but in their confidence, clarity, and self-awareness. It’s a privilege to walk alongside someone as they reflect on their performance, wins, challenges, and even failures. That level of honesty and vulnerability isn’t something everyone gets to be part of.

Leadership has also been humbling. I’m constantly learning about my own growth areas and becoming more aware of the influence I have on outcomes and the day-to-day experiences of the people I lead. Knowing that I can play a role in making someone’s work life more meaningful or supportive is something I don’t take lightly.

SO: Can you share a moment someone challenged your decision-making? How did you advocate for your own voice? If not, how would you advocate for yourself?

AK: I ground my decisions in data, whether it’s qualitative insights from users or quantitative performance metrics. In moments where data is scarce or ambiguous, I lean on clear principles, cross-functional input, and prior patterns to make the most informed judgment call possible.

When my decision-making is challenged, I welcome it with curiosity. I ask questions to understand the perspective and ensure we’re aligned on the problem we’re solving. Then, I advocate for my thinking by walking through the rationale, including what we know, where the gaps are, and how I’m mitigating risk. I believe good decision-making isn’t always about being right; it’s about being thoughtful, transparent, and adaptable.

SO: When you envision our next generation of leaders, what legacy would you want to leave behind? How do you want to make your mark in your industry?

AK: I want the next generation of leaders to understand that leadership is ultimately about service. You show up for others with integrity, humility, and a commitment to their growth. But more than that, I want them to know that leadership takes courage.

It’s not just about guiding others. It’s about being willing to expose both your strengths and weaknesses in full view. You can’t lead well while hiding. Leadership will test your character, reveal your blind spots, and challenge your confidence. There is a cost to leadership and that’s what makes it so meaningful. You have to be willing to iterate on yourself and own your mistakes, learn publicly, and keep showing up even when it’s uncomfortable.

I hope my mark in this industry is defined not just by the products I helped build or the outcomes I drove, but by the people I supported and the culture I shaped. If my leadership helps others lead with more humanity, courage, and self-awareness, then I’ll know I’ve left something lasting behind.

SO: Representation matters, especially as you climb the corporate ranks—how do you continue to fight for visibility and presence as an Asian American leader in the workplace? 

AK: As an Asian American in leadership, I’m deeply aware that I represent more than just myself. I carry the stories, hopes, and visibility of a broader community. Even though I don’t naturally gravitate toward being the loudest voice in the room or stepping into the spotlight, I intentionally embrace opportunities to increase my influence and presence. Whether it’s presenting to senior leadership, mentoring others, or speaking up in strategic conversations, I show up knowing that my voice can shape the culture around me, even in ways I may not see immediately.

Representation matters, and I don’t take that responsibility lightly. I strive to lead with excellence, authenticity, and integrity—for my own growth, and to open doors and shift perceptions for those coming after me.