“The Far-reaching and Diverse Career Choices: Master’s Degree in Business Administration Yields”

Writer: Gabriella Matthews

Editors: Gwen Ericson, Sanya Shah, Ashley Herrera

The Scarlet Forum Vol. 1 — May 2026

Erica Roach’s background spans more than 25 years across public-sector finance, technology, and large-scale modernization initiatives, including senior leadership roles at the state and federal levels of government and in private-sector management consulting. She previously served at the United States Ofice of Personnel Management (OPM), overseeing over a trillion dollars in assets, led significant financial system modernization ef orts, and spent many years teaching business project management and information systems in higher education.

The following is an interview with Erica Roach, Deputy Comptroller of Revenue Operations for the State of Maryland, discussing her career path and how earning a Master of Business Administration (MBA) has impacted her professional journey.

Q: How has your Master of Business Administration shaped your employment marketability?

A: My MBA degree included a strong focus on information systems, and I also have a Master of Public Management with a concentration on public policy and economics. My education opened up a world of possibilities for me. It prepared me for the challenges that lay ahead at both the state and federal levels. The combination of policy knowledge, technical expertise, and operational leadership has prepared me quite well for the complexity of my current role.

Q: What is a typical day for you in your position as Deputy Comptroller for Maryland?

A: No two days are the same, which is part of the appeal. A typical day involves meeting with senior leaders across tax processing, compliance, and taxpayer services; reviewing operational and performance data; resolving escalated taxpayer or legislative issues; and making decisions that balance policy intent, operational reality, and taxpayer impact. I also spend a lot of time coaching leaders, aligning teams around priorities, and preparing the organization for modernization and change.

Q: What drew you to a government leadership position, particularly in revenue operations?

A: I was drawn to the opportunity to make a real, visible impact on how the state of Maryland serves taxpayers. Revenue operations touch millions of residents and businesses every year. I saw the chance to improve systems, processes, and culture at scale while ensuring fairness and accountability.

[Commentary: Growing up as the daughter of hardworking immigrant parents, Erica expressed that she realized early on that education and determination were her keys to a better future, and she naturally gravitated towards the opportunity to make a difference. Her strong educational background blends with the demands of both high-stakes government positions and powerhouse corporations. Erica’s responses made me wonder how gratifying it must be to see the results of her work in real time.]

Q: Do you ever get a feeling of satisfaction or an acknowledgement from others when you see your work successfully implemented? If so, how does that feel?

A: Absolutely. The most rewarding part of my job is seeing those tangible improvements. Whether that’s faster resolution of taxpayer issues, better tools for staff, or training other team leaders to help them grow into their roles, knowing that my work helps the government be more effective, more accountable, and more humane is deeply satisfying. In fact, the most interesting aspect of my job is solving problems that do not have a single correct answer. Every decision requires balancing compliance, efficiency, technology, human behavior, and the taxpayer experience. Seeing how small changes in process or communication can dramatically improve outcomes is incredibly rewarding.

[Commentary: What stood out most during the interview was the emphasis on service and accountability. Her motivation for taking on this role is rooted in a desire to improve how the government interacts with the public. She clearly let me know that, for her, revenue operations are not just administrative functions but a direct reflection of public trust. I wondered if there was an aha moment that led her to know this field was her passion in life.]

Q: Was there ever a moment or event where you realized this is what you were meant to do in life?

A: Yes. Early in my career, I worked on large government systems that affected millions of people, often behind the scenes. While working at OPM, I realized that strong financial and operational leadership can quietly—but profoundly—improve people's lives. That's when I knew I wanted to focus on roles where strategy, systems, and public service come together.

Q: What is something people outside your work usually misunderstand about your job?

A: Many assume government work is slow or purely bureaucratic. In reality, the pace is intense, the decisions are high-stakes, and the consequences are very real. There is also a frequent misconception that revenue work is solely about enforcement, when in reality, a significant aspect of the job involves service, education, and problem-solving.

[Commentary: Erica’s perspective debunks common assumptions about government work and highlights its human impact. My interview with her also revealed the pressures that come with leadership at such a large scale. Change within government systems is far from simple; her responses highlighted the careful balance required to modernize while maintaining the public’s trust. I understand now, from her, that a top-level position like hers demands patience, resilience, and the ability to navigate uncertainty. As the conversation turned to the dificulties of her role, I wanted to learn more about how she must deal with all the pressures of her job.]

Q: What is the most challenging part of your work?

A: The most challenging part is driving change in complex organizations while maintaining continuity and trust. Modernization takes time, and people are understandably cautious when systems or processes affect their livelihoods or the public. Balancing urgency with care is never easy.

[Commentary: Erica’s advice highlights that even the most accomplished individuals sometimes struggle to maintain balance. As a Rutgers student, I frequently grapple with self-doubt and uncertainty as I juggle academic responsibilities and make decisions about my future. This led me to wonder if Erica herself has ever faced anxiety or uncertainty.]

Q: I can only imagine the intensity of the public scrutiny that comes with having such a high-level position. Has that ever led to feelings of self-doubt? If so, how do you cope with that type of pressure?

A: Absolutely. Leading at scale comes with constant scrutiny and pressure. When doubt creeps in, I rely on preparation, data, trusted colleagues, mentors, friends, and reflection. Throughout my career, I learned to view uncertainty as a signal to listen more closely, not as a weakness.

[Commentary: Erica’s candid response is a welcome revelation that, like many leaders, self-doubt is a familiar feeling and part of her journey as well. For college students like me, who are just beginning their own career journeys and often face similar feelings of anxiety and uncertainty, her openness is both reassuring and inspiring.]

Erica Roach’s experience demonstrates how thoughtful leadership can influence large institutions in meaningful ways. During our conversation, it became clear that for her, leadership is not about authority, but about responsibility. She emphasized that the rewards outweigh the challenges. Knowing that her work makes our government more ef ective, accountable, and humane is a deeply satisfying revelation. Despite the daunting complexity of her position, it’s evident that she’s fostered a positive environment for herself and has turned the challenges of her job into opportunities.

Ultimately, our interview reinforced a core belief in me. Erica taught me that true leadership is about service; titles matter far less than clarity, integrity, and empathy. Her insights helped me see how government, often perceived as distant and impersonal, is actually shaped by dedicated individuals working behind the scenes. Erica proved that strong leadership can ripple through an entire system, making even large institutions feel more personal and less out of touch with the public. The interview ofered insight from an honest voice in a field of government that often goes unnoticed, yet plays a vital role in everyday life. Through Erica’s insightful responses, I realized that government work is extremely challenging, especially at a top-level position like hers. But more importantly, I learned that one person can make a diference, and I walked away with a renewed belief in the power of public service—and the people who devote themselves to it.