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 bring a combination of strategic thinking, curiosity, candor, and deep commitment to the organizations and people I serve. Professionally, I lead in a complex global finance organization, where my work increasingly centers on transformation: understanding interconnected systems, bringing clarity to ambiguity, influencing across organizational boundaries, and helping teams navigate meaningful change. These experiences have strengthened my ability to ask difficult questions, balance competing priorities, and move from identifying problems to designing sustainable solutions.

When I first ran for Supreme Council, I wrote that questions are one of a leader’s best tools. Two years of board service have reinforced that belief and taught me that the questions a board asks can be as consequential as the answers it provides.

I also bring the perspective of an alumna initiate, which continues to shape how I think about membership beyond the collegiate experience and the many ways women can find connection and belonging through Phi Sigma Sigma.

Most importantly, I believe leadership is stewardship. I care deeply about leaving organizations stronger than I found them—not simply by solving today’s problems, but by building systems and developing people who will serve the organization long after my own term ends. Serving on Supreme Council has deepened both my love for Phi Sigma Sigma and my belief in our ability to evolve while remaining grounded in our values.

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

My organizational management experience comes from leading Finance for a large, complex business where decisions rarely affect only one function. I work across Finance, Sales, Operations, HR, and business leadership to translate strategy into operating plans, clarify accountability, identify risk, and establish the governance necessary to execute effectively.

Much of my work requires identifying risks before they become problems. I consider not only financial exposure, but also operational dependencies, organizational capacity, process gaps, and the unintended consequences a decision may create elsewhere in the business. When issues emerge, I determine what requires escalation, what can be addressed within the team, and what additional controls or changes are necessary.

I have applied this approach through organizational integrations, financial planning, sales and compensation models, and significant changes to how teams and processes operate.

My experience has taught me that strong organizational management requires more than creating the right policy or process. It requires understanding the outcome we are trying to protect, designing clear ownership and accountability around it, and ensuring the people responsible for execution understand both what is expected and why. That combination of strategy, governance, and practical execution is the perspective I bring to organizational leadership.

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

I believe the greatest risk to the fraternal industry over the next biennium is not change itself, but whether our organizations can make thoughtful decisions at the pace change increasingly requires.

Our members are navigating a higher education environment experiencing rapid economic, technological, cultural, and policy change. Affordability and the broader economic climate affect how students make decisions about their collegiate experience, while colleges and universities face their own financial and enrollment pressures. At the same time, artificial intelligence is changing how people learn, work, communicate, and access information at a pace few organizations were designed to match.

Fraternal organizations have demonstrated an ability to evolve throughout their histories. The challenge now is that the pace of external change is accelerating. Decisions that appropriately received significant time and deliberation in the past may increasingly require us to develop the governance, information, and confidence to make consequential decisions more quickly.

Agility does not mean sacrificing thoughtful deliberation or reacting to every headline. It means being able to distinguish meaningful change from temporary noise, understand how that change affects our members, and act when necessary.

Our opportunity is to preserve what is enduring about the fraternal experience, belonging, friendship, leadership, service, and community, while being willing to evolve how we deliver that experience to meet the needs of today’s members and those we hope to serve in the future.

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.

One of the most challenging periods I have led through professionally was a significant organizational transformation that included workforce reductions and required us to redesign how work would be accomplished with fewer resources. While the initial decisions were difficult, I quickly learned that the greater leadership challenge came afterward: determining what work should stop, what outcomes remained essential, and how to build an organization capable of delivering them.

My process began by separating outcomes from existing work. Rather than assuming every activity needed a new owner, I asked what outcome would actually be at risk if the work stopped. From there, we evaluated what was truly necessary, what could be simplified or eliminated, and what needed to be redesigned before determining ownership.

I also recognized that I could not, and should not, personally make every decision. My role was to create clarity around the objectives and constraints, ask the questions that exposed tradeoffs, and give leaders the context and tools to make strong decisions within their areas. This allowed us to move more quickly while also building greater ownership across the organization.

The experience reinforced for me that leading through significant change requires both discipline and empathy. Difficult strategic decisions affect financial outcomes, organizational structures, and, most importantly, people. My responsibility as a leader is to hold all three simultaneously: make the difficult decisions the organization requires, communicate honestly through uncertainty, and build the clarity and capability necessary for people to move forward.

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 priorities center on being intentional about where I invest my time and energy across my career, my relationships, my personal well-being, and service to Phi Sigma Sigma.

Professionally, my role has expanded significantly since I first joined Supreme Council. I now serve as a Senior Director in a global finance organization, where my current focus includes leading through significant organizational transformation and developing my ability to influence change across teams and geographies. I remain ambitious about my career while also becoming increasingly thoughtful about defining success by the impact I have and the people and organizations I help develop.

Personally, I prioritize my marriage, relationships, health, and making time for the things that genuinely restore me. That might mean reading a great book, spending time with friends, tackling another DIY project in our home, or simply enjoying time with my husband and our cats.

Most importantly, I no longer have to estimate what Supreme Council service will require. Over the past two years, I have successfully integrated this commitment alongside growing professional responsibilities and my personal life. I have learned where this role requires focused time, where flexibility is necessary, and how to plan for periods of increased commitment. I am intentional about protecting the capacity necessary to serve well, and I would enter a second term with both a clear understanding of the responsibility and confidence in my ability to continue giving Phi Sigma Sigma the time, preparation, and energy it deserves.

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.

A strong example was the integration of several specialized business units into a broader Applications organization. The leadership vision was to create a more unified go-to-market model while preserving the deep product and industry expertise customers depended on.

I helped translate that vision into execution by working across Finance and business leadership to determine how the new organization would operate, including customer alignment, financial ownership, forecasting, reporting, and decision support. A key challenge was balancing standardization with the need to preserve specialized expertise across a diverse product portfolio.

My role was to connect the strategic intent to the operating details, identifying where common processes and governance were needed, where specialization still created value, and how we could maintain business continuity throughout the transition. The result was a more integrated operating model while preserving the expertise needed to effectively serve customers.

Describe your previous experience creating and implementing financial strategies for organizations.

In my current role, I lead financial strategy for a large, complex business, translating business priorities into financial plans, resource allocation, performance targets, and operating decisions. My experience spans annual and long-range planning, forecasting, investment decisions, organizational design, and transformation.

A significant part of my work has been adapting financial strategy as the business model and organization evolve. This includes integrating new businesses and sales motions, redesigning Finance support models, identifying opportunities to simplify and automate work, and ensuring resources are aligned to the areas that create the greatest business value.

I approach financial strategy as more than building a plan or setting targets. I focus on connecting financial outcomes to the underlying business drivers, creating clear decision frameworks, and partnering across Finance, Sales, Operations, HR, and other functions to translate strategy into execution. I also establish the governance, operating rhythms, and measures needed to assess performance and adjust as conditions change.

My goal is to use Finance not only to measure business performance, but to help shape the operating decisions and organizational capabilities that improve it.

Describe a personal or professional situation (outside of Phi Sigma Sigma) where you needed to make difficult financial decisions to balance the needs of multiple stakeholders.

I recently helped design a new go-to-market model for a significantly streamlined specialist sales organization. The key decision was how to balance several competing needs: sellers wanted clear individual accountability and a direct connection between performance and rewards; sales leaders needed the agility to deploy scarce expertise to the highest-value customer opportunities; business leaders needed clear customer ownership; and Finance and Operations needed a model that could scale without significant administrative complexity.

Rather than optimize for any single stakeholder, I helped establish a set of decision criteria and evaluate the alternatives against the future-state operating model. We ultimately recommended a pooled approach that preserved clear accountability while allowing resources to move dynamically based on customer and business needs. Importantly, we explicitly acknowledged the tradeoff that some sellers might prefer a more traditional individual model.

The experience reinforced for me that difficult decisions are rarely about finding an option without tradeoffs. My role is to make those tradeoffs visible, understand what each stakeholder genuinely needs, and design toward the best overall business outcome rather than the loudest individual preference.

How do you plan to continue driving the One Phi Sigma Sigma Finance Committee strategy?

I plan to continue driving the One Phi Sigma Sigma Finance Committee strategy by helping translate our shared financial perspective into shared decision-making across the Fraternity, Foundation, and National Housing Corporation.

Bringing the financial leaders of our three entities together has created greater visibility into our collective resources, priorities, and challenges. The next step is ensuring that perspective consistently informs the decisions we make. Each entity has distinct fiduciary responsibilities and financial needs, but the strongest decision for one entity viewed independently may not always create the greatest long-term benefit for Phi Sigma Sigma collectively.

My professional experience in strategic finance has taught me to approach these decisions by making tradeoffs visible, evaluating multiple scenarios, and balancing near-term financial discipline with long-term opportunity and risk. I believe the Finance Committee can continue developing this same decision-making muscle.

Over the next biennium, I would focus on strengthening our shared financial outlook, establishing clearer principles for evaluating investments and resource allocation across entities, and ensuring significant decisions consider both individual entity health and their impact on Phi Sigma Sigma as a whole.

One Phi Sigma Sigma becomes most meaningful when it moves beyond how we discuss our finances and becomes how we make decisions. My goal is to help make that perspective an increasingly consistent part of our financial strategy.