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 self-motivated and open-minded leader who is dedicated to every organization I join. I approach challenges with awareness and a positive attitude, while also knowing when to be firm and decisive when needed.

My experience in the financial services industry has given me a strong background in sales, team management, compliance, and operations. It has also taught me how to work effectively with a wide range of people, both as a supervisor and as a colleague.

Through my many years of volunteer service with Phi Sigma Sigma, I have gained experience in chapter housing, event planning, policy review, and strategic planning. These opportunities have helped me develop strong communication and leadership skills while deepening my commitment to our sisterhood.

Along the way, I have faced challenges that have strengthened my resilience, adaptability, and perspective. Those experiences have reinforced the importance of balance, self-awareness, and lifelong learning.

I believe these experiences have prepared me to serve effectively on the Supreme Council. I am committed to supporting the mission of Phi Sigma Sigma through collaboration, thoughtful leadership, and sound decision-making.

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

In my role as a Complex Administrative Manager for a Fortune 500 investment firm, I oversee all full-service branch locations in Louisiana. I supervise more than 180 associates across 14 offices and oversee compliance, operations, and human resource functions. A significant part of my role is identifying and managing risk while ensuring firm and regulatory requirements are met.

As a registered principal of a FINRA firm, I monitor activities across the complex, help employees navigate regulatory requirements, and work to mitigate potential risks before they become larger issues. Staying current on changes in regulations, laws, and industry requirements is essential to keeping our branches compliant and well positioned to serve clients effectively.

In addition to my day-to-day responsibilities, I serve on the Marketing Advisory Council, Change Management Committee, and Supervision Council. In these roles, I review proposed policies, procedures, and business initiatives before implementation. This work requires evaluating risk, considering operational impact, and providing feedback to help ensure changes are both effective and practical for those responsible for carrying them out.

Through my management responsibilities and committee service, I have gained hands-on experience in organizational leadership, risk assessment, policy review, and strategic decision-making. I have learned the importance of balancing compliance, operational needs, and the perspectives of those affected by organizational decisions to support long-term success.

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

I believe the greatest risk facing the fraternal industry over the next biennium is our ability to attract, engage, and retain members in an increasingly competitive environment.

While declining college enrollment continues to impact many campuses, the challenge extends beyond recruiting new members. Today's students are looking for meaningful connections, leadership opportunities, personal development, and a clear return on the investment of their time and money.

Fraternal organizations can no longer assume that students understand our value or that tradition alone will sustain membership. We must continue to demonstrate how our organizations help members build skills, form lifelong relationships, serve their communities, and prepare for success after graduation.

Addressing this challenge also requires us to think beyond the collegiate experience. Retaining and engaging alumnae is just as important as recruiting new members. When alumnae remain connected to the organization, they strengthen our volunteer pipeline, provide mentorship, support philanthropic efforts, and demonstrate the lifelong value of membership.

For Phi Sigma Sigma, this means continuing to invest in both the collegiate and alumnae experience while remaining fiscally responsible. If we can clearly demonstrate our relevance and value at every stage of membership, we will be better positioned to recruit, retain, and engage members for years to come.

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.

Last year, I led my team through a unique operational crisis when we had to manage three advisor team transitions within a four-month period. Under normal circumstances, a single advisor team transition requires significant time, coordination, and an "all hands on deck" approach.  Facing three transitions in such a short period forced us to rethink our process and make difficult strategic decisions about priorities, resource allocation, and risk management.

My first step was to assess the scope of work and identify the critical activities that directly impacted advisors and clients. Rather than having every team member involved in every transition, I created specialized workstreams and assigned clear ownership based on individual strengths and expertise. This allowed us to operate more efficiently while preventing burnout across the team.

Communication became a key focus. We established regular checkpoints to review progress, quickly identify bottlenecks, and adjust resources as needed. I encouraged open dialogue so team members could raise concerns early, allowing us to solve problems before they became larger issues. We also documented lessons learned from each transition and immediately applied them to the next, creating a continuous improvement cycle.

Throughout the process, I focused on balancing execution with team well-being. By maintaining transparency, empowering team members to make decisions, and staying flexible as priorities shifted, we successfully completed all three transitions while continuing to support ongoing business needs. The experience reinforced the importance of structured planning, clear accountability, and adaptability when leading through periods of intense change and uncertainty.

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 are maintaining a healthy balance between my personal well-being, my family, my career, and my continued service to Phi Sigma Sigma. Over the years, I have learned that taking care of my physical and mental well-being is not a luxury, but a necessity. When I am at my best personally, I am better able to support my family, lead professionally, and serve the Fraternity effectively.

Professionally, I am well established in my role as a Complex Administrative Manager. I have built strong teams and processes that allow me to manage my responsibilities effectively while remaining flexible when additional demands arise. The flexibility of my position, including the ability to work remotely when needed, helps me balance both professional and volunteer commitments.

Personally, my husband and daughter have always been supportive of my involvement with Phi Sigma Sigma and understand the value it brings to my life. My daughter is currently a high school senior preparing for her college journey. While this is a bittersweet milestone for our family, it will also create additional time and flexibility for me to dedicate to my volunteer commitments in the years ahead.

Having served on Supreme Council since 2019, I understand the time and commitment required to be successful in the role. I have consistently balanced those responsibilities alongside my personal and professional obligations and remain fully committed to supporting Phi Sigma Sigma and its members.

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.

One project I'm especially proud of started with a simple observation: our branch support associates didn't have many opportunities to connect with one another. Because we are spread across a large geographic area, most interactions happen through email or calls. As a team, we saw an opportunity to bring people together to build relationships, share ideas, and learn from one another.

To make that vision a reality, we created a conference specifically for our branch support associates. I was heavily involved in the planning and execution, helping coordinate logistics, develop the agenda, and create a positive attendee experience. Our goal was to provide a space for associates to network, collaborate, hear from company leaders, and learn about upcoming technology and operational initiatives. Every session was designed with the associates in mind, with an emphasis on professional growth, skill development, and helping them succeed in their careers.

We hosted the first conference in New Orleans and brought together associates from across the organization. One of the most rewarding parts of the experience was seeing associates form connections and relationships that would not have happened otherwise. The energy and engagement throughout the event made it clear we had achieved what we set out to do.

What began as an idea has grown into a long-standing program. This year marked our sixth conference and our largest attendance yet. I'm proud to have helped execute the vision and create something that continues to strengthen relationships, improve collaboration, and provide lasting value across our organization.

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

My personal journey within the sorority has given me valuable experiences and perspectives, but I recognize that serving on Supreme Council requires me to think beyond my individual experiences and consider what is best for the organization as a whole. Effective governance depends on the ability to set aside personal preferences and approach decisions through an objective and strategic lens.

I believe that fiduciary responsibility begins with understanding that leadership is a privilege of service. As a director, my obligation would be to uphold the duties of care, loyalty, and obedience while ensuring that every decision supports the mission, values, and long-term sustainability of the fraternity.

Throughout my career in the investment industry, confidentiality has been non-negotiable. I am entrusted with highly sensitive information and have learned that trust is earned through discretion, professionalism, and consistent adherence to ethical standards. Those lessons directly apply to Supreme Council service.

Whether facing difficult decisions, confidential matters, or competing viewpoints, I would remain committed to protecting sensitive information, honoring my fiduciary obligations, and ensuring that personal experiences never outweigh my responsibility to the fraternity and its members.

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

In my role in the investment industry, collaboration and quick decision making are part of my everyday responsibilities. Markets move fast, and delays can have financial consequences. When critical decisions arise, I work closely with key team members, drawing on their expertise to identify risks, evaluate options, and determine the best path forward. I've learned that effective collaboration is not about getting everyone to agree on every detail, but about gathering the right information, encouraging open discussion, and making informed decisions in a timely manner.

Since joining the board in 2019, I have applied that same approach to fraternity governance. As a board, we regularly work through complex issues involving finances, membership trends, programming, and strategic planning. These discussions bring together individuals with different experiences and perspectives, and I believe our strongest decisions come from listening to one another, asking thoughtful questions, and focusing on what is best for the organization.

I believe effective leaders know when to encourage discussion and when it is time to move forward. My experience has taught me how to build consensus, make informed decisions, and take action when needed. Those skills have been valuable throughout both my professional career and my board service.