Candidate for: Director

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Education

University of West Florida, B.A.

University of West Florida, M.B.A.

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Academic Honors

Phi Alpha Theta History Honor Society

University of West Florida Dean’s List

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Number of Volunteer Years: 27

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Phi Sigma Sigma Awards

• Supreme Council Dangle

• Certificate of Appreciation – 2003, 2014, 2018, 2020

• Once, Always Award

• Fraternity Service Award – 5, 10, 15, 20, 25 years

• Sisterhood Award

• Housing Corporation Achievement Award

• Grand Council Dangle Award

• Outstanding Advisory Board Member Award

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Other Awards

• Member of the Year Award, Delta Psi Chapter

• Raymond James Outstanding Operations Manager Award

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Phi Sigma Sigma Staff and Volunteer Experience
Current:

• Supreme Council – Grand Vice Archon – Finance

• Human Resources Committee – Member

• Finance Committee – Member

• Values Proposition Workgroup – Member

 

Past:

• Supreme Council – Director

• Beta Alpha Housing Corporation – President

• Alumnae Leadership Task Force – Chairman

• Awards and Standards Committee – Member

• Volunteer Program Task Force – Chairman

• Nominating Committee – Member

• Convention Task Force – Co-Chairman

• Delta Psi House Corporation – President

• Investment Subcommittee – Member

• Housing Team

• Convention Committee

• Chapter Excellence Expert

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Outside Volunteer Service

• Greater Baton Rouge Food Bank

• Girls on the Run

• Cancer Services of Baton Rouge

• Foundation for Woman’s Bust Breast Cancer

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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.

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

 

My extensive experience in the financial services industry has equipped me with valuable skills in sales, team management, compliance oversight and operations. This background has enabled me to collaborate effectively with diverse personalities, both as a supervisor and a colleague. Additionally, my long-standing volunteer work with Phi Sigma Sigma has enriched my experience in chapter housing, event planning, policy reviews, and strategic planning.

 

Among my life experiences, facing cancer has had the most profound impact on me. This unexpected health crisis thrust me into crisis management mode, teaching me resilience and the importance of self-care. It prompted me to re-evaluate my priorities and make meaningful changes to enhance my physical and mental well-being.

 

These experiences have shaped me into an effective leader on the Supreme Council. I am committed to upholding the mission of Phi Sigma Sigma through collaboration, continuous learning, and sound decision-making.

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​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. My primary responsibilities include supervising 160 employees across 14 branch offices, focusing on compliance, operations and human resources. I am dedicated to enhancing the overall efficiency and profitability of our complex in these areas.

 

As a registered principal of a FINRA firm, I ensure adherence to firm and regulatory policies and procedures. This involves mitigating risk and monitoring employee actions to ensure compliance with all rules and regulations. Staying current with the evolving regulatory, legal and tax landscape of the securities industry is a significant part of my role.

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Beyond my regular duties, I have had the opportunity to serve on various committees and groups within our company that drive changes to policies and procedures. My current roles on the Marketing Advisory Council and Change Management Committee allow me to provide feedback on initiatives, ensuring that new policies, procedures, or initiatives are thoroughly vetted by the field for maximum success.

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

Our greatest risk is declining membership numbers. The fraternal industry relies heavily on its membership base, and even before the pandemic, we observed a decrease in numbers. This decline is due to several factors, including lower college enrollment, a decline in the overall birth rate in the United States and the costs associated with joining a fraternal organization. Additionally, more people are spending time online in the world of social media rather than in live social settings.

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To remain relevant and attractive, the fraternal industry must examine its current environment. This involves changing the perception of fraternal organizations from being merely social groups to entities that offer valuable and respected experiences. Potential members seek value, respect, and the acquisition of beneficial skills and relationships that extend beyond their college years.

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Phi Sigma Sigma can mitigate this risk by continuing to be fiscally responsible while also exploring additional revenue streams to supplement dues revenue. This requires not just thinking outside the box, but also improving the box itself. What can we offer our members that provides value and ensures they leave their experience feeling fulfilled and prepared for life after college? Our focus must be on maintaining relevance and addressing areas for improvement.

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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.

 

Managing my team through the first year of the pandemic was one of the most challenging times of my career. With so much uncertainty and upheaval, each day brought numerous challenges and obstacles. People looked to me and the rest of the management team for answers we didn’t always have. We had to collaborate closely to support our clients and associates during this uncertain time.

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One significant advantage within our company is the autonomy granted to management for making decisions for our branches and associates. This flexibility made decision-making easier and allowed for quick resolutions to any issues that arose. Trust placed in us was key to our success during this period. Our management team regularly collaborated to discuss issues, ensuring consistency in our decision-making process. Keeping communication lines open and knowing when to ask for help from one another ensured our success.

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Leading Phi Sigma Sigma through the pandemic was an unprecedented challenge. Our success in decision-making stemmed from working together as a unified board, considering outcomes from different angles to ensure the best decisions for the organization. 

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

My daily responsibilities involve regularly reviewing our branch’s P&L reports to ensure compliance with budgetary guidelines and accurate financial reporting. This role includes making key financial decisions that impact our offices. I frequently meet with local management to troubleshoot issues and determine the best solutions while adhering to our financial guidelines.

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During the annual budget review process, I collaborate with each branch to set their annual budgets. This process involves accounting for potential new hires, anticipated advisor recruitment, and possible branch expenditures, such as capital improvements. I strive to make conservative decisions while allowing financial flexibility for growth.

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With over 23 years of experience in the financial services industry, I have extensive expertise in reviewing various financial statements and reports. This includes client-facing reports and internal financial statements for our company. Additionally, I review and approve consolidated financial reports created by our advisors for client meetings, ensuring accuracy, proper citation, and compliance with disclosure requirements.

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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.

Before becoming a wife and mother, I was actively involved with Phi Sigma Sigma. My role as a volunteer was well established, and I was committed to continuing this involvement even after marriage and having my daughter. I am grateful for my family’s understanding of my commitment to the Fraternity and the time it sometimes requires away from them.  They understand that my involvement in the organization make me a better person and that I cherish the friendships that have come from my involvement.

 

In my professional life, being well-established in my role allows me to easily make time for my volunteer activities. I take pride in my ability to organize my day effectively and stay focused, while also being flexible enough to address urgent situations as they arise. The flexibility of my job, including the ability to work remotely, further supports my involvement in both personal and volunteer activities.

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When I was elected as a director on Supreme Council in 2019, the transition was seamless. My previous experience in various volunteer roles within the organization, often holding multiple roles simultaneously, enabled me to shift my focus and attention to this new position effortlessly. If elected again, I will continue my commitment to Phi Sigma Sigma while ensuring that my personal and professional responsibilities receive the attention they deserve.​

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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?

Personal experiences in the sorority need to stay just that - personal.  This does not mean we do not learn from them, but when it comes to the Fraternity’s business, clear separation is critical.  We are managing an important organization with various stakeholders and must remain objective in making critical decisions. Always acting in the organization’s best interests, not our own, ensures that these decisions are sound.  The duties of loyalty, care and obedience are core principles we committed to and were entrusted with us as directors of the organization.

 

My professional experience in the finance and investment industry has taught me to fiercely maintain confidentiality and to uphold my fiduciary responsibilities. I have access to thousands of confidential client information and I have a duty to protect that information ensuring compliance with industry regulations and standards. Our clients trust us, and any breach of that trust would undermine our efforts. 

 

On Supreme Council this translates into a commitment to confidentiality and integrity.  Upholding these principles means consistently prioritizing the fraternity’s welfare, even when personal relationships and experiences might tempt otherwise.  It’s about a disciplined approach to decision making guided by a clear sense of duty and responsibility.  As a board member for over five years, I have gained a deep understanding of this process and strive to uphold it.

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

Transparency and communication are key drivers of promotion.  If our goals are not communicated promptly and thoughtfully, they will not have the opportunity to be realized.  To achieve these goals, they must be clear, concise and frequently communicated to the membership allowing everyone to take an active role.  This transparency will build trust and align everyone with our organizational goals.

 

Active member engagement, especially alumnae engagement, is also crucial.  Membership does not stop at graduation, but we sometimes lose sight of this fact. We can foster a sense of community by building on the new alumnae mentorship program and developing other avenues to aid in career success, life skills, and leadership skills. These initiatives empower our members to take active roles within the organization and contribute to our goals.

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By promoting transparency, enhancing engagement and maintaining a commitment to ongoing evaluation, we can ensure the fraternity’s organizational goals are met successfully in the next biennium.

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

In my professional role, I collaborate with key team members to leverage everyone’s strengths for critical decisions.  I use their expertise to generate options and evaluate them for the most effective outcomes.  Emphasizing open communication ensures everyone feels heard and part of the decision-making process.  I also seek external expertise when needed to bring a fresh perspective and strengthen our capability to find quick, effective solutions.

 

Since joining the board in 2019, I have learned how to translate my professional skills in decision making over to the decisions we have had to make as a board for the fraternity.  This was put to the test when we had to unexpectedly navigate a pandemic in 2020.  This was unfamiliar territory to all of us and it was crucial that we effectively worked together for the health and safety of all our members.  We had to be adaptive and responsive and shift our priorities to address immediate concerns such as following public health guidelines that were different from state to state and providing resources for members to adapt to new norms.

 

Having to navigate a crisis like this so early on in my board service quickly showed me how important it was for us to collaborate as a group to ensure the success of the organization. Our pandemic experience continues to influence our board decisions. Issues such as declining enrollments, mental health challenges and changes to the collegiate experience necessitate ongoing collaboration and innovative thinking to ensure the fraternity’s success.