Social work and technology are both about solving complex problems in ways that uplift people and strengthen systems. As we recognize Social Work Month and its 2026 theme, “Uplift. Defend. Transform,” we spoke with Christy Winter, our chief product officer who maintains her LMSW, about how her macro social work background influences the way she builds products today. Hear from Christy how social work principles continue to shape her leadership in technology.
Q: What originally inspired you to pursue master’s in social work?
A: I always knew I wanted to go into a people-focused career and help others, but I wasn’t sure what that path looked like after college. I worked in an adolescent psych hospital for several years, and while I learned a lot, I realized that I was internalizing the clients’ problems in a way that was impacting my mental health. I stepped away and worked in the medical field for a few years, where I met a retired social worker who I befriended while he was going through treatment. He challenged my very traditional view of the profession while helping me see the many different paths social work can take beyond direct service.
This led me to a social work program with a macro focus, allowing me to support people at scale rather than pursue individual casework. I have deep respect for providers doing direct service every day, and my personal mission is to support them in their work as best as possible.
Q: Social work is rooted in understanding systems, not just individuals. How does that systems-level thinking show up in the way you approach product management?
A: Systems thinking is about seeing the whole picture, not just individual pieces, and understanding all the relationships between things. This is a fundamental skill in product management too — being able to not just solve singular problems but also see how they relate to an entire workflow or set of features in a product.
When solving large, complex problems, my approach is to first take a step back and try to understand how the problem area fits within the full workflow. Then, I work to identify possible solutions that would enhance the overall workflow and not just this tiny sliver of it.
Q: How else does your social work background influence your work today?
A: I get asked all the time how a social worker ends up in technology. At its most fundamental level, social work and product management draw upon the same toolkit. It starts with active listening and meeting people where they are.
This same principle applies when communicating and working with various stakeholders, each with different needs, priorities, and perspectives. In product management, listening isn’t just about hearing feedback. It’s about understanding the context behind the information being shared and translating that into thoughtful solutions to real problems.
Q: Social workers are trained to lead with empathy while navigating real-world constraints. How do you balance empathy for users with the practical realities of building scalable technology?
A: I approach my work with empathy first. My goal is to build technology that supports and augments service delivery and improve clinical outcomes. This starts with understanding who you are working with and what their challenges are.
While we may not always be able to solve every problem in the exact way a user wants, it is still important to understand them, validate their struggles, and build software that solves problems in the best way for a wide variety of users.
Q: What’s one principle from social work that you think every product leader — regardless of industry — should carry forward?
A: Without a doubt it is the importance of human relationships. Product management can be a very difficult job, between trying to balance user needs with prioritizing resources appropriately. Establishing good relationships with both internal and external stakeholders is critical to navigate conflicts and position yourself for better problem solving. This creates a more open, productive atmosphere where ideas flourish.
