Mentorship Insights: Nurturing 142 Aspiring Data Analysts Beyond the Classroom

My journey as a Data Analytics mentor with Springboard began familiarly, with a desire to help others navigate a complex field. But over the past four years, it has become something far more meaningful.

Working with 142 students, many of whom came from incredibly diverse backgrounds, has been a masterclass in empathy, adaptability, and the true meaning of impact. It’s a story not just about teaching, but about learning, and about how every single student's journey taught me something new.

The Challenge of the "One-Size-Fits-All" Model

When I first started my mentorship journey in December 2019, the core requirements were clear: hold weekly or bi-weekly 30-minute sessions, provide industry insights, support with assignments, grade work, and guide students through two end-to-end capstone projects.

On the surface, it seemed straightforward. But I quickly realized that the students were anything but uniform. They were former retail workers, recent college graduates, mothers returning to the workforce, and people who had been laid off. Springboard also started courses, partnering with Amazon to help Amazon's warehouse workers gain a data analytics skillset, so they became my students.

The age range of students varied from 20 years to 50+ years (yes, I also mentored directors of companies who were learning this skillset). Each person had a unique story, a different pace, and specific needs.

It was a variety, primarily students were from the US. Everyone had different requirements, different paces, and support needed to be provided to them accordingly.

This diversity meant that a rigid, one-size-fits-all approach was destined to fail. The most significant challenge wasn’t in teaching SQL or Tableau; it was in connecting with each student on a human level and tailoring my approach to their journey.

Developing a Human-Centered Strategy

Instead of trying to create a single, common strategy, I focused on building a foundational understanding with each student.

My philosophy was simple: never judge a student based on their background, whether it was technical or non-technical.

The data analytics course is steep, covering everything from Excel and Power BI to SQL and Python. My goal was to help them develop their fundamental thinking, which in turn would allow them to learn the technical skills faster and more effectively.

I could not develop a common strategy as every student was unique and their requirements were different. But yes, I tried to understand their needs, helped them understand the expectations, and showed them the reality of the data analytics domain. I helped them understand what the real-world job expectations could be for them.

This human-centered approach extended beyond the classroom. I knew that technical skills alone wouldn't guarantee success. The real world of data analytics is often messy, and roles can be vaguely defined. I made it a point to prepare my students for this reality. I would share insights from my own experiences as a Business Analyst and even from a hiring manager's perspective.

I also hire people, so I share insights from a hiring manager's perspective as well, so that students are well prepared for interviews. I encouraged them to carefully review job descriptions and, most importantly, to ask questions in interviews to truly understand a recruiter's expectations. This helped them avoid roles that didn’t align with their career goals and empowered them to take control of their job search.

Shaping the Mentorship Platform Itself

My involvement with Springboard wasn't limited to one-on-one sessions. For one year, I had the privilege of serving on the Mentor Advisory Board. This experience took my impact to a new level.

The board, composed of five key mentors from different geographies, was tasked with improving the overall experience for mentors and, by extension, the students.

We had the unique opportunity to brainstorm solutions to platform challenges, provide feedback on new features, and even interact directly with the founders of Springboard. We were able to bring in a lot of changes and features to the platform that helped improve the overall mentor experience.

This role placed me at the center of decision-making for a major edtech company, allowing me to voice opinions and concerns that would ultimately benefit hundreds of mentors and thousands of students. It was a powerful lesson in how collective experience can drive significant organizational change.

The Moments That Make It All Worthwhile

Over the years, with a 98.5% call rating and 30 students successfully landing jobs, there have been countless moments of pride. But what truly stands out isn't a single number or a rating; it’s the tangible proof that my guidance made a difference.

As of July 25,

• Total student success (all-time): 30 students (students who either got a job or completed the course)

• Total calls (all-time): 1,641

• All-time call rating: 98.5% (percentage of calls rated 4 or 5 out of 5)

• Total students worked with: 142

When a student gets a job, I feel my work is done. That feeling is the ultimate validation.

One of the most memorable successes was co-authoring a white paper with a student titled, Using Data Analysis to Uncover Biases in Funding for Medical Research, which was published on Springboard's blog. It was a project that went far beyond the course requirements, a true testament to the student's hard work and the power of mentorship.

Being a mentor is about more than just technical instruction; it's about being a guide, a sounding board, and a source of encouragement. It's about seeing the potential in every student, regardless of their background, and helping them realize it. It's an experience that has taught me as much as I hope I've taught my students. And in a world where data is constantly changing, these human connections and fundamental lessons are what truly matter.

Some feedback from my students -