“I’ve had the pleasure of working alongside Katrina at Inventure over the past year. We both started on the same day, and I’ve consistently been impressed by her sharp thinking, forward-looking mindset, and ability to navigate complex situations with clarity and confidence. Katrina is incredibly articulate and thoughtful in her communication, while also being highly collaborative and supportive of those around her. She brings a level of professionalism and insight that elevates any team she’s a part of. Katrina exemplifies what it means to be a driven, thoughtful, and impactful teammate.”
Katrina Taagepera
San Francisco, California, United States
4K followers
500+ connections
4K followers
500+ connections
About
I started my career in agency recruiting, partnering with venture-backed startups and…
Experience
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Education
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University of California, Davis
Activities and Societies: Astronomy lab helper/physics reader, TedxUCDavis speakers coordinator, Cognitive Science Student Association officer, Astronomy Club, Partners in Health Engage
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Licenses & Certifications
Volunteer Experience
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Professional Development Director
Cognitive Science Student Association @ UC Davis
- 1 year 2 months
- Responsible for handling and organizing events for one of UC Davis's largest majors
- Organized resume workshops, fundraisers, and career panels. -
Language Partner
International House Davis
- 4 months
Social Services
I met with a partner learning English as a second language on a weekly basis one on one in order to assist with improving their language skills in an informal setting.
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Public Relations Representative
Key Club International
- 2 years 1 month
• Collaborated with the other Key Club officers at my school to discuss future meetings, service events, and fundraisers
• Volunteered for local events and organizations such as the Benicia Tree Foundation and Benicia Mainstreet -
Volunteer
Benicia Tree Foundation
- 1 year 9 months
Environment
I assisted with tree planting and maintenance, connecting with the local communities, and spreading awareness of environmental issues at multiple sites.
Courses
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Cognitive Neuroscience: The Biological Foundations of the Mind
PSC 135
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Computational Cognitive Neuroscience
CGS 134
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Educational Psychology
EDU 110
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Elementary Accounting
MGT 11A
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Elementary Statistics with Probability
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Introduction to Programing
ECS 32A
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Managing and Using Information Technology
MGT 120
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Marketing for the Technology-Based Enterprise
MGT 140
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Neuroeconomics
ECN 107
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Research Methods in Psychology
PSC 41
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Supply Chain Management
MGT 180
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Technology Management
MGT 150
Honors & Awards
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AP Scholar with Distinction
College Board
Granted to students who receive an average score of at least 3.5 on all AP Exams taken, and scores of 3 or higher on five or more of these exams.
Languages
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English
Native or bilingual proficiency
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French
Limited working proficiency
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Estonian
Elementary proficiency
Organizations
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United States Naval Sea Cadet Corps
Petty Officer 3rd Class
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Recommendations received
2 people have recommended Katrina
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Kate Kruizenga
80 hour, 6 day onsite companies probably *aren't* outperforming you. Why? 🔭 𝐖𝐚𝐧𝐭 '𝐡𝐚𝐫𝐝𝐜𝐨𝐫𝐞 𝐢𝐧𝐭𝐞𝐧𝐬𝐢𝐭𝐲?' DO: Set a big vision and mission that inspires folks to give 110%. DO NOT: Promote or confuse activity (office time, excessive, inefficient hours, extra cycles, slack posts, self-promotion) with results: efficient output and performance. 🧭 𝐖𝐚𝐧𝐭 𝐯𝐞𝐥𝐨𝐜𝐢𝐭𝐲? DO: Hire at least 70% experienced guides who have pattern recognition and see around corners. They can build something spectacular in a week that takes learners a month. DO NOT: Hire 90% early career learners. You will need 80 hours/week to throw spaghetti at the wall to see what sticks, to produce anything you can ship. Your ops and GTM motion will sputter and churn through your TAM. Learner companies produce more cycles, not more viable output. 🎯 𝐖𝐚𝐧𝐭 𝐭𝐨 𝐜𝐫𝐮𝐬𝐡 𝐊𝐏𝐈𝐬 𝐚𝐧𝐝 𝐎𝐊𝐑𝐬? DO: Set clear goals, help your team understand the 'why,' and ask them to test every meeting, decision, and cycle against if this will get us closer to [goal]? DON'T: Set unnecessary 'how' metrics (office time; number of calls) 📣 𝐖𝐚𝐧𝐭 𝐜𝐥𝐞𝐚𝐫 𝐜𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧? DO: Maximize in-person time through smart norms that accelerate cycles (everyone in the same office the same days!). Set core-collaboration hours when everyone is maximally responsive. If distributed (including multiple offices), invest in systems, process, and people to ensure clear comms and documentation. DO NOT: Push decision and debates to inefficient slack threads, or hold status update meetings that belong in a dashboard. ⚓ 𝐖𝐚𝐧𝐭 𝐭𝐨 𝐫𝐞𝐭𝐚𝐢𝐧 𝐚𝐧 𝐀+ 𝐭𝐞𝐚𝐦 𝐭𝐡𝐫𝐨𝐮𝐠𝐡 𝐞𝐱𝐢𝐭? DO: Give people autonomy to operate as adults. Measure their impact and reward out-performance. DO NOT: Control your team, instead unleash them. Don't micromanage PTO, hours in office, hours worked, which hours they work (beyond core collab hours), if they have a family or other priorities..... unless these are the clear 'why' behind inability to produce impact. I've talked to many founders and executive leaders feeling pressure from the 'noise' to be 'more hardcore' or prescribe how their teams work without clear data or vision on how that will help attain goals. I'm here to give you permission to tune out your group chat noise and chase your company's vision with a team sold-out for achieving it. You'd be surprised how much follows. Need a helping hand on the journey? Send me a DM. ❤️
12 Comments -
Kim Minnick
If People Operations is a practice, Comp is an art form. There is no right or wrong, anyone can do it, but some works leave you feeling inspired while others are more worthy of the fridge. Little gems from recent comp projects: 💎 Your Compensation Philosophy is your Culture. Rewarding for performance can bring out toxic behaviors, paying everyone the same can limit innovation. Rewards, and their clarity, can drive both behaviors and emotions. Oh, and employees definitely discuss their pay. 💎 You choose how much time you spend on it. The more complex you make your philosophy the more time it takes to administer. Inputs like geographic location and performance take up more time and (brain) space in the decision making process than you realize. 💎 Debate the details. All of the squishy words that sound good, but offer little substance. Competitive? Against who. Equitable? How. Fair? Explain immediately. Increases? When, for what, and how much. 💎 You'll only hit that target sometimes. Plucking out and paying target percentiles does not build a comp program. Salary bands are crafted by smoothing out data so levels grow upon one another, getting larger to accommodate longer growth at higher levels. Side note, I cannot tell you how grateful I am for these engagements. I've always loved compensation (it's so integral to performance) and kinda let the flame fizzle out after some tough times in house... but that's a story for another day. Keep crushin' it, ya'll! 🩷
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