The importance of measuring executive assistant impact with data: Insights from Nhi Nguyen at Brex

Some executives, especially those who’ve never had an executive assistant before, might be a bit reluctant about how to measure executive assistant impact. That’s why we sat down with Nhi Nguyen, Executive Assistant at Brex, to talk about his career path, his approach to supporting different types of leaders, and the unique ways he uses data and strategy to amplify executive impact. From shifting industries to working within scaling startups and learning to quantify his work, Nhi shares how EAs can play a critical role in a company’s success.

In this series of blog posts, we sit down for deep-dive conversations with some of the best EAs in tech to learn more about how they keep their executives and their teams on track.

Table of contents:

1. Can you tell me about your current role at Brex?
2. What’s your approach to quickly building rapport and trust with a new executive?
3. What’s one thing you do that consistently makes your executive more productive?
4. How can you make executive assistant impact clear to your executive?
5. What’s one thing executives don’t realize an EA can do?
6. Why is asking for feedback so important for the EA role?
   

1. Can you tell me about your current role at Brex?

I’ve been an executive assistant for about eight years now, though I didn’t start out in tech. I began in education, then moved into fintech, hospitality, an autonomous vehicle startup, and now back into fintech with Brex.

Along the way, I’ve worked at companies of all sizes: from a team of 10 people to 80, to 120, and eventually at a company with 3,000 employees at its peak. At Brex, we’re currently about 1,000+ employees. For me, that feels big compared to the smaller startups I started with, but we still operate with the energy and challenges of a startup trying to scale, establishing product-market fit, and grow sustainably.

My current role is supporting the Chief Revenue Officer. At this level, that means I’m not just handling my core EA responsibilities like calendars and logistics; delivering executive assistant impact means I’m also helping make strategic decisions, identifying gaps, and stepping in to fill them. In a fast-paced startup, you can’t just wait for direction. You have to set direction, act with intention, and anticipate needs before they become problems.

2. What’s your approach to quickly building rapport and trust with a new executive?

Early in my career, I worked with leaders who didn’t always know how to leverage an EA. And honestly, when I first started, I didn’t fully know how a leader should use me either. That’s where conflict can happen: when neither side defines the relationship clearly.

What I’ve learned is that I can’t just wait for a leader to tell me how to help them. Instead, I go into every executive relationship with a clear agenda and goals. I proactively define my scope, outline the ways I can contribute, and bring those ideas to our discussions.

This approach does two things: it builds trust, and it lets the leader see executive assistant impact early on: I’m not just reacting, I’m already a few steps ahead. By showing initiative and asking, “Am I prioritizing this correctly?” I make it easier for the executive to rely on me. That adaptability, combined with a proactive mindset, has helped me move into senior-level EA roles.

3. What’s one thing you do that consistently makes your executive more productive?

One of the most effective strategies I use is leveraging Google Calendar Insights. It’s an underused tool that lets me see how my executive’s time is distributed throughout the week.

If you color-code and block every minute of your executive’s calendar, whether it’s focus time, team meetings, or one-on-ones, you can use Insights to see how much time they’re actually getting back to work on their own priorities.

I’ve found that executives need 7–8 hours of focus time per week. Any less, and burnout sets in because they’re only in meetings and never have time to do their actual work.

By managing calendars this way, I can walk into a one-on-one and say, “I saved you 10 hours this week for focused work.” That’s not just a feeling; it’s a measurable executive assistant impact. And being able to quantify my contributions makes a huge difference, not only for my executive’s productivity, but also for how my work is valued during reviews.

4. How can you make executive assistant impact clear to your executive?

By learning to quantify their impact with data. Most executives don’t expect their EA to track metrics the way product teams or sales teams do. But I’ve found that if you can measure your own work, even something as simple as tracking task completion rates, you can bring a new level of strategic value to the role.

For example, if I use Asana or Monday.com to manage tasks, I can report that I completed 90% of action items one week versus only 50% another week. That data helps me understand why I might feel overwhelmed and gives me a way to adjust.

When you bring this kind of analysis to your executive, it shifts their perception. You’re no longer just managing tasks; you’re applying critical thinking, strategic prioritization, and data-driven decision-making to your role. That’s how you show executive assistant impact.

5. What’s one thing executives don’t realize an EA can do?

Project management is a big one. In early-stage startups, there often isn’t a dedicated project manager, so EAs step in. I’ve managed projects from start to finish, coordinating with vendors, external clients, and internal teams, and then relaying progress back to leadership.

At larger, more mature companies, there are teams dedicated to this. But at a smaller stage, EAs often take it on, and it can have a direct business impact. Those experiences taught me that the EA role can be much broader than most people assume, especially when a company is still scaling.

6. Why is asking for feedback so important for the EA role?

During a midyear review cycle, I got feedback that caught me completely off guard. Executives said they noticed I was doing a lot for one team but not for another, and they felt unsupported. This shocked me, because I thought I had been doing an excellent job across the board. What I didn’t account for was the nature of that team’s work: it was highly confidential, so they were hesitant to involve me directly, even though they wanted the same kind of support I was giving others.

That feedback was tough to hear, but it became a turning point. Instead of assuming everything was going well, I learned to proactively and continuously solicit feedback. I took that input, made adjustments, and within six months, I was promoted to Senior EA.

Now, I make sure to check in constantly with my executives and teams. Feedback isn’t something to fear; it’s what ensures you’re growing and staying aligned.

Nhi’s career shows how executive assistants are more than just operational support; they’re proactive problem-solvers, data-driven strategists, and trusted partners who help executives and companies thrive.

Want an executive assistant who doesn’t just manage the calendar, but actually makes your leadership team more productive and strategic? Book a call with our team and discover how the right EA can transform the way your executives work.