When clients discover my background—twelve years in retail management, six as an Operations Manager supervising 750 employees, and another six as an Area Operations Manager overseeing 2,500 staff members—they often ask the same question: "Why would you become a virtual assistant after all that?"
What they're really asking is: isn't this a step down?
But here's what most people don't understand: my management experience doesn't make me overqualified for virtual assistance—it makes me exceptionally qualified in ways that most VAs simply aren't.
For six years, I had executive assistants supporting me. I know exactly what makes an assistant invaluable versus merely useful. I've experienced firsthand the difference between an assistant who just completes assigned tasks and one who anticipates needs, identifies problems before they arise, and presents solutions rather than questions.
When I transitioned to virtual assistance, I approached it with this unique perspective. I didn't ask myself, "How can I be a good assistant?" Instead, I asked, "What did I value most in my own assistants?"
The answers were clear:
1. Proactive thinking. The best assistants don't wait to be told what to do—they identify needs and address them.
2. Ruthless prioritization. In retail operations, everything feels urgent. The assistants I valued most could distinguish between the truly urgent and the merely important.
3. Context awareness. Understanding not just the what but the why behind requests allowed my best assistants to make judgment calls when circumstances changed.
4. Appropriate escalation. Knowing when to handle something independently and when to bring it to my attention saved countless hours.
5. Systems thinking. The ability to develop processes that prevented problems rather than just solving them after they occurred.
These are the qualities I now bring to my clients. When they send a rushed, unclear email at 11 PM their time, I don't just respond with questions. I read between the lines, drawing on my experience as the sender of such emails, and provide what they actually need.
When managing a team of 2,500 across multiple locations, organizational systems weren't just helpful—they were essential. Now, I apply those same rigorous systems to manage my clients' calendars, inboxes, and projects with a level of precision that comes only from having managed operations at scale.
The Filipino value of pakikisama (pakighalobilo)) —working harmoniously with others—shaped my management style and now defines my approach to client relationships. Cultural sensitivity isn't something I had to learn; it's embedded in how I navigate relationships with clients from diverse backgrounds.
Having experienced both sides of the desk—being supported and providing support—gives me rare insight. I don't see virtual assistance as a step down from management. I see it as applying my hard-earned management expertise in a more focused, flexible way.
The best virtual assistants aren't just task-completers. They're strategic partners. And what better preparation for strategic partnership than years spent in the executive seat?
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