Candidate for: Director

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Education

Radford University

 

Academic Honors

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Number of Volunteer Years: 16

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Phi Sigma Sigma Awards

• Sisterhood Award

• Fraternity Service Award – 5, 10, 15 years

• Certificate of Appreciation

• Outstanding Chapter Key Advisor Award

• Chapter Key Advisor Service Award

• Alumnae Volunteer Emerging Leader Award

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Other Awards

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Phi Sigma Sigma Staff and Volunteer Experience
Current:

• General Board Advisor – Epsilon Phi Chapter at Radford University

• Chapter Key Advisor – Iota Xi Chapter at Sonoma State University

• Chapter Key Advisor – Delta Gamma Chapter at San Francisco State University

• Advisor Engagement Task Force

 

Past:

• Panhellenic Relations Committee – Member

• Convention Task Force – Member

• Events Committee – Member

• Chapter Key Advisor Coaching Committee – Chairman

• Volunteer Training Task Force – Chairman

• Volunteer Structure Task Force – Member

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Outside Volunteer Service

Current:

• Young Men’s Service League – Parliamentarian

• Carlmont Scots Booster Club – President

• National Panhellenic Council – RFM Specialist

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Past:

• Education Commitment Campaign – Co-chairman

• Ralston Middle School PTA – President, Education Commitment Campaign Representative

• Belmont-Redwood Shores School District – PTA Liaison, School Force, Academic Foundation

• Carlmont Scots Booster Club – Director

• Force North Soccer Club – Team manager, scheduler and uniform coordinator

• Long Acres Homeowners’ Association – Board member and Compliance Committee member

• Baldwin Farms Homeowners’ Association – Vice President, Technology, and Pool Expansion Committee member

• Walton High School Soccer Booster Board – Vice President, Events, and Finance Committee member

• Force North Soccer Club, Georgia Rush Soccer Club and North Atlantic Soccer Association – Team Manager and Treasurer

• Fox Elementary School, Timber Ridge Elementary School, Bluff Creek Elementary School and the International School of Minnesota – Class Representative and PTA volunteer

• Rocky River Preschool – PTA Events chairman

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Describe the blend of personality, skills and life experiences that you would contribute to Supreme Council and the mission of Phi Sigma Sigma. You may draw from multiple experiences whether it be professional experiences or from volunteer roles.

My blend of charisma, strategic thinking, action-driven mindset, positivity and commitment to achievement makes me an ideal candidate for Supreme Council. I am excited to leverage my top Clifton Strengths—Woo, Strategic, Activator, Positivity, and Achiever— to foster growth, unity, and impactful results within Phi Sigma Sigma.

 

With my Woo strength, I thrive on building connections, creating a welcoming and inclusive environment that embodies the values of sisterhood. My Strategic strength enables me to see the bigger picture and develop actionable plans that drive our mission forward.

 

As an Activator, I am action-oriented and excel at turning ideas into reality. I rally others to take initiative alongside me, which is crucial for effective leadership. My Positivity helps maintain an uplifting atmosphere, motivating my peers and fostering resilience within the council.

 

Additionally, my Achiever strength drives me to set and accomplish ambitious goals. I focus on results, ensuring that our initiatives inspire and yield tangible outcomes. My leadership style is collaborative and dynamic, engaging others effectively and ensuring every member feels valued.

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​What is your experience in business/organizational management, such as risk management or policy preparation?

As a voting member of the School Force Academic Foundation, I actively participated in reviewing and approving an annual $3 million budget for a school district, designed to bridge the gap left after state funds and local taxes. In addition to this, the foundation oversees the management of a $5 million endowment. My responsibilities included:

• Risk Management: I assessed the fiscal risks taken by fund managers to ensure responsible investment strategies and safeguard the foundation’s assets.

• Policy & Procedure Preparation: I ensured that the executive director and staff comply with the foundation’s established policies and procedures, working to align our operations with best practices in education funding and nonprofit governance.

• Tax & Legal Compliance: I helped ensure the foundation adheres to local and state tax laws, and that legal requirements are met for both the budget and endowment management.

• Budget Review & Approval: I reviewed financial reports, analyzed spending, and approved budget allocations to ensure funds are utilized effectively for the benefit of the school district, providing vital resources that enhance educational opportunities.

 

This experience has given me a strong understanding of financial oversight, compliance, and strategic decision-making.

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What do you feel is the greatest risk to the Fraternal industry over the next biennium? 

The greatest risk to fraternal organizations over the next biennium is the decrease in university enrollment across the U.S., which leads to smaller chapter sizes and puts our financial viability at risk. To navigate this challenge, we need to meet collegians where they are. Based on my experience, today's students are increasingly focused on career opportunities and personal development.

 

To address this, we should tap into one of our most underutilized assets—our incredible alumnae. By leveraging their talents and experience, we can create a robust network that offers mentorship and career opportunities to our collegians. This will help attract and retain members by adding value to their fraternal experience beyond their university years.

 

Additionally, we should cultivate a stronger connection between alumnae and the organization, transforming this engagement into a new revenue stream. Alumnae events, professional networking opportunities and structured giving programs can enhance the fraternity’s financial stability while simultaneously enriching the member experience. These strategies will not only help us survive but thrive despite enrollment challenges.

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Tell us about a time you had to lead a team or organization through a crisis, making difficult strategic decisions. Please share the processes you use.

As PTA president during the pandemic, I led our team through a significant crisis. Typically, the Ralston PTA followed established practices, but with in-person activities eliminated, we had to reinvent our approach to supporting teachers, staff, and the community.

 

Fundraising was particularly impacted, so our team of eight board members reassessed priorities, adjusted the budget, and shifted volunteer hours to align with the new reality. We consulted with the principal, fellow board members, and other PTA leaders, adapting to constantly changing protocols.

 

Some decisions required me to take a firm stand. For example, when planning the 8th-grade promotion ceremony, I had to move the event online due to lack of teacher support for an in-person option. This decision faced strong opposition from parents, but I prioritized safety while maintaining the integrity of the event.

 

Throughout the crisis, my leadership focused on flexibility, teamwork and making strategic decisions when needed. I consistently listened to input, made informed decisions, and took ownership of the outcomes to guide us through a challenging time.

Describe your experience working with budgetary oversight, including profit and loss statements, financial statements and budgets.

My experience with budgetary oversight involves managing profit and loss statements, financial statements and budgets. As a voting member of the School Force Academic Foundation, I participate in reviewing and approving a $3 million annual budget, which has sharpened my financial oversight skills.

 

In this role, I analyze profit and loss statements to assess the foundation's financial health, evaluating revenue streams and expenditures to identify cost-saving opportunities. This analysis allows me to make informed decisions that align with our mission of enhancing educational opportunities.

 

I also review detailed financial statements, providing insights into overall performance and helping to identify trends in income and expenses. This ensures that we operate within our means while maximizing the impact of our funding.

 

Additionally, I prepare and manage budgets, monitoring spending against the approved allocations. I address any variances promptly to maintain fiscal responsibility and compliance with best practices. My focus on meticulous budget management has been essential in ensuring effective fund allocation.

 

Overall, my experience in budgetary oversight has equipped me with a strong understanding of financial management principles, enabling me to contribute effectively to any organization’s financial planning and oversight efforts.

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What are your current personal and professional priorities? Describe your current bandwidth and how you plan to incorporate your commitment as a member of Supreme Council to your current obligations.

Currently, my personal and professional priorities include serving as the chapter key advisor (CKA) for two chapters and acting as an Advisor Engagement Lead. If elected as a director on the Supreme Council, I anticipate my time commitment will shift from the day-to-day support of these chapters to a more strategic, global focus on the Fraternity’s broader goals.

 

Professionally, I am the business manager of Accel Gymnastics, which offers me a great deal of flexibility. My role is task-based, allowing me to work remotely and adjust my hours as needed. This flexibility will enable me to accommodate the responsibilities of a director position effectively.

 

In addition, I will be stepping down as president of the Carlmont Scots Booster Board in June 2025 after seven years of leadership. This transition will further free up my time and bandwidth to focus on my role as a director, ensuring that I can fully commit to both my personal and professional obligations while serving the Fraternity at the highest level.

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How would you separate your personal sorority experience from your executive role on Supreme Council, including upholding your confidentiality and fiduciary obligations? 

Each role within an organization comes with its own unique set of expectations, and a professional role on the Supreme Council is no different. I understand the importance of meeting these expectations, particularly when it comes to confidentiality and fiduciary obligations.

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As the CKA of a chapter, I regularly keep confidences with our sisters, mentoring executive board members to understand the distinction between their roles as sisters and as board members. This experience has taught me how to navigate dual responsibilities, ensuring that I respect boundaries and uphold confidentiality, which I believe applies similarly to the Supreme Council on a larger scale.

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Additionally, in my role as manager of Accel Gymnastics, I handle confidential staff information while still being part of the parent community. This experience reinforces my ability to separate personal and professional responsibilities, ensuring that sensitive information is protected and that I remain objective in all aspects of my role.

In both cases, I strive to be mindful of the distinct responsibilities and maintain the highest ethical standards, which I would carry into my role on the Supreme Council.

 

As a director, explain how you would promote the Fraternity’s organizational goals in the next biennium? 

As a director, I would promote the Fraternity's organizational goals by embracing flexibility and innovation in response to the evolving business environment. The mindset of "how we've always done it" is no longer effective, and we must adapt to the changes happening around us.

 

To support our chapters and members, we should leverage technological advances to create more accessible platforms for connection and learning. Virtual events, networking tools and online professional development programs can enhance our members' experiences and foster stronger relationships across chapters.

 

We also have a growing and diverse alumnae base, which is an invaluable resource. By tapping into this network, we can provide mentorship, career guidance and lifelong learning opportunities, making the Fraternity a more integral part of members' personal and professional growth.

 

Additionally, as members become more focused on career development and skill-building, we need to evolve our programming to support their goals both academically and professionally. This includes creating partnerships with industry leaders, offering workshops, and facilitating career networking events.

 

By being proactive and adapting to changes, we can ensure that the Fraternity remains relevant and continues to enrich the lives of our sisters well beyond their collegiate years.

 

Describe how you have collaborated with others to make critical decisions quickly and effectively?

I have effectively collaborated with others to make critical decisions quickly by following a structured approach. First, I gather comprehensive information related to the decision at hand, including historical data, best practices, legal standards, and relevant processes. This thorough research ensures that I have a solid foundation for making informed choices.

 

Next, I prioritize the gathered information based on the mission, values, and goals of the organization. This helps me align the decision with our overarching objectives and ensures it serves the best interests of the organization.

 

I also consider how the decision will impact all stakeholders involved. By thinking through potential outcomes, I can anticipate challenges and address concerns proactively.

 

Once I formulate a decision, I collaborate closely with my team to create buy-in. I value feedback, as it allows me to refine the decision and ensure that it resonates with everyone involved. This collaborative approach not only strengthens our final decision but also fosters a sense of ownership among team members.

 

As a member of the Supreme Council, I would continue to follow this process—gathering information, prioritizing based on our mission, considering stakeholder impact, and engaging my team for feedback. This method has proven effective in facilitating timely and impactful decision-making.