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.

I am a decisive and purpose-driven woman who is passionate about equity, personal growth, and leading with authenticity. My bold and vibrant personality reflects the energy and presence Phi Sigma Sigma brings to the fraternal community. As a Black woman who has navigated spaces where diversity and representation have not always been present, I have learned the importance of self-advocacy, creating space for others at the table, and committing to continuous growth.

I would bring to Supreme Council a willingness to thoughtfully challenge the status quo and contribute to the continued growth of our sisterhood. My perspective helps ensure that diverse voices remain part of Phi Sigma Sigma’s leadership and future.

As an education professional, I bring a unique perspective on the college-bound student population and higher education trends. Staying informed about the evolving landscape of institutions where we have chapters is critical to our organization’s success. Colleges are merging, academic programs are changing, and some are closing. While these realities are beyond our control, being informed allows us to anticipate challenges and strategically navigate their potential impact on our chapters and organization.

My volunteer experience with Girls on the Run Philadelphia has strengthened my skills in committee leadership, volunteer engagement, staff partnership, and fundraising. In May 2025, I transitioned from the Associate Board to the Executive Board, expanding my experience with strategic leadership, governance, and organizational accountability. This experience has further strengthened the skills and perspective I bring to my service on Supreme Council.

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

Through my service as the Vice President of the Beta Alpha House Corporation, I have gained valuable experience in business and organizational management, focusing on risk management and policy preparation. As a board, we assess property-related risks, develop strategies to mitigate them and ensure compliance with local policies.

There is ongoing collaboration with board members to refine operational policies, emphasizing transparency and accountability. This has involved researching best practices and reevaluation of vendor contracts to meet our high level of customer service for our house residents.

Outside of Phi Sigma Sigma, serving on the Governance Committee for Girls on the Run Philadelphia has provided me with direct experience in organizational governance and board management. The committee is responsible for recruiting and retaining an engaged Executive Board that reflects the local community, as well as strengthening board member onboarding, engagement, and ongoing development. I have also gained experience supporting strategic governance by aligning board operations with the organization’s long-term goals and national resources. This work has strengthened my understanding of effective board leadership, accountability, and strategic decision-making. These are all skills I can directly apply to my continued service on Supreme Council.

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

Sustaining relevance is one of the greatest risks facing the fraternal industry over the next biennium. Founded at a time when college students had fewer options for belonging, fraternities and sororities now compete with a broader range of experiences and communities. Two factors are particularly important: shifting student priorities and the enrollment cliff.

Today’s college students increasingly prioritize mental health, career readiness, financial responsibility, and work-life balance. Some are hesitant to join Greek letter organizations because they perceive them as misaligned with their desire for meaningful, inclusive experiences and values-driven communities. At the same time, the financial commitment of membership is increasingly weighed against personal priorities and values.

A November 2025 Inside Higher Ed report on the Student Voice survey highlighted another challenge: 27% of surveyed four-year college students reported participating in no extracurricular activities. Students cited the cost of college and balancing academics with work and other obligations among their top stressors. This reinforces the need to demonstrate that membership provides meaningful value without adding unnecessary burden.

The enrollment cliff further underscores the need for preparation. Beginning in 2025, the decline in the traditional college-age population is expected to reduce the number of prospective college students over the coming years, creating a smaller recruitment pool for the fraternal experience.

Despite these challenges, the need for connection, belonging, leadership development, and lifelong relationships remains. Our opportunity is to clearly articulate and consistently demonstrate the value of Phi Sigma Sigma so that we remain relevant to the women we seek to serve.

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.

At the high school where I work, I serve as advisor for the BBQ Club, which hosts student tailgates before sporting events. At our October 2021 Homecoming tailgate, an otherwise successful event quickly became a crisis when a car accident involving a student in the stadium parking lot required emergency medical transport by helicopter. With ninety minutes before the game, I immediately shifted my focus from event operations to student safety. I gathered our student and adult volunteers, assessed the situation, and assigned clear responsibilities. Some volunteers managed the crowd and established a safe perimeter, while others distributed food and welcomed students from the visiting school into the tailgate area. I also worked to keep students calm and accounted for while emergency personnel responded. Because information was limited, I made decisions quickly while being thoughtful about what information to communicate. As the situation evolved, I adjusted our plan and redirected volunteers based on the most immediate needs. When the game was canceled, we worked together to ensure students had safe transportation home. This experience reinforced that effective crisis leadership requires composure, clear communication, and trust. I did not have all the answers, but I knew how to assess available information, establish priorities, delegate effectively, and adapt as circumstances changed. Following the event, I led a debrief and developed a formal response plan to strengthen our preparedness for future emergencies. Thankfully, we have had no other incidents, but we are better prepared should one arise!

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.

My current professional priorities are my work as a College Counselor at a high school in Delaware and as a College Readiness Advisor for a Philadelphia-based academic tutoring company. My school day ends at 3:30 p.m., and my work with the tutoring company is approximately four evening hours per week. Both roles have the schedule for the year created in August, so I know my availability well in advance.

My personal obligations currently consist of serving as a Director of Supreme Council and volunteering with Girls On The Run Philadelphia, Cystic Fibrosis Foundation Delaware Valley Chapter, Temple University Alumni Association, and Old First Reformed United Church of Christ. The commitment for the three volunteer roles is incredibly flexible: generally, there are 2-3 meetings per month that are scheduled in advance, and independent work totaling no more than six hours.

The schedule demands of these professional and personal priorities allow most evenings and weekends to incorporate my commitment as a member of the Supreme Council. I utilize a note and color-coded calendar system to ensure I am not over-committing on any day or week. This has allowed me to remain committed to all these obligations during the current biennium, and I do not anticipate any change in my capacity. I am grateful for the support of those around me, especially my husband, David, who has always encouraged my commitment to serving our Fraternity.

Give an example where you have had to execute the vision or a project for the committee or team you have been a part of.

As the Finish Line Captain for Girls on the Run Philadelphia’s season-end 5Ks, I oversee finish-line set-up and breakdown, volunteer management, and troubleshooting for runners, running buddies, and families. While our fall and spring 5Ks typically run smoothly, the Spring 2026 event presented an unexpected challenge.

Due to construction and traffic-flow concerns, our host site changed the race course. What initially appeared to be a minor adjustment significantly affected the finish-line chute and refreshments area. During set-up, I discovered that the revised course required a longer chute than planned, and we did not have enough interlocking steel barriers to safely establish the chute and refreshments area.

Because the barriers needed to be in place before other aspects of the finish-line area could be completed, I immediately gathered the volunteer team, explained the issue, acknowledged that our original plan would not work, and redirected the set-up. Rather than allowing frustration or blame to derail the team, I focused everyone on the shared goal: creating a safe, organized, and positive experience for our participants.

This experience reinforced that effective leadership is not always about executing the original vision exactly as planned. It is about recognizing when circumstances require a change, communicating clearly, bringing people together around the objective, and confidently adjusting the plan. The ability to remain calm, decisive, and solutions-focused allowed us to successfully execute the event despite an unexpected obstacle.

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

Separating my personal experience from my responsibilities on Supreme Council requires a steadfast commitment to professionalism, sound judgment, and ethical leadership. My love for Phi Sigma Sigma began through my own membership experience. Serving on Supreme Council has allowed me to help ensure that current and future collegians have the opportunity to experience the same transformative sisterhood.

I approach my SC service with the understanding that my responsibility is to act in the best interest of the Fraternity, even when decisions may be difficult or affect individuals or smaller groups. I recognize that effective leadership sometimes requires setting personal perspectives aside to make decisions that support the long-term health and sustainability of the organization. Serving as a steward of Phi Sigma Sigma’s future is both an honor and a responsibility I take seriously.

My role as Director of Stewardship for Old First Reformed United Church of Christ has further strengthened my understanding of confidentiality, fiduciary responsibility, and organizational trust. In this role, I manage sensitive information regarding members’ contributions and understand the importance of protecting that information with discretion and integrity. This experience has strengthened my ability to navigate complex situations thoughtfully while honoring the trust placed in me by both the Fraternity and the broader communities I serve.

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

As my school’s Advanced Placement Coordinator, I coordinate more than 600 exams for approximately 250 students during a two-week testing window each May. With digital testing on student-owned iPads, technology can introduce unexpected challenges, and there is little time to resolve issues without affecting students’ limited testing time.

On busy testing days, exams may run simultaneously in two to five rooms, requiring close collaboration with proctors and hall monitors. I prepare my team before testing begins by conducting training, providing a troubleshooting guide, and placing backup devices in each testing room. I also communicate a detailed plan for each exam in advance, giving colleagues an opportunity to ask questions and address potential issues before the test day. Additionally, I designate an on call colleague who understands that a request for assistance means an immediate, high-priority need.

When an issue arises, I quickly assess the situation, determine the appropriate response, and rely on the colleague best positioned to address it. Because everyone understands their role and has been prepared in advance, we can make decisions and take action without unnecessary delay.

This experience has taught me that effective collaboration is built on preparation, communication, and trust. I do not need to manage every problem myself; I need to create the conditions for my team to respond confidently and effectively. That approach allows us to minimize disruptions and protect the student testing experience.