Over the course of my career, I’ve had the privilege of serving in leadership roles that span higher education, nonprofit boards, and public office. These experiences have shaped my values as a leader and deepened my conviction that governance is not just about oversight — it is about stewardship, accountability, and strengthening the communities we serve.
I began my governance journey in higher education nearly a decade ago, when I was hired to help deliver a strategic plan to the Central Penn College Board of Directors. As a consultant, I quickly came to appreciate the weight of responsibility a president carries in providing the board with reliable information and trusted professional guidance. What became clear to me early on was the board’s foremost duty: acting as fiduciary stewards of the institution. The financial health of the college was paramount, and every decision was viewed through that lens. I also learned how deeply directors and trustees depend on the information they are given — expecting it to be accurate, relevant, and timely to guide their decisions. In helping the president lead the board to adopt that plan, I witnessed firsthand the complex dynamics and nuanced relationships that exist between a college president and the governing body entrusted with the institution’s future.
That experience became even more consequential when I was appointed Central Penn College’s first Vice President of Advancement & Chief Strategy Officer. My role shifted from outside advisor to internal executive, accountable for forecasting trends and developing strategies to meet evolving market demands. I also had to respect the protocols of board relations, recognizing that the president alone serves as the college’s chief executive and ensuring my interactions with trustees always reinforced that chain of leadership. In this role, I became far more disciplined and data-driven, backing every assertion with evidence to test assumptions and navigate the rapidly changing higher education landscape. I was proud to help improve governance structures, develop dashboards for sharing critical data with the board, and provide training on fundraising and community development at the board’s request.
My higher education governance experience expanded further when I was appointed to the Central Penn College Alumni Council and the Penn State Alumni Association Advisory Council. These roles taught me that alumni are the lifeblood of any institution, and their engagement can transform culture and advance a college’s mission. Partnering with trustees, faculty, and fellow alumni gave me a front-row seat to the power of inclusive leadership in sustaining a thriving institution.
I was well prepared for these responsibilities because by 2020, I had already served on more than a dozen nonprofit and community boards. Each role strengthened my understanding of governance and gave me a deeper appreciation for the responsibilities of leadership.
My first experience came in 2003, when I was elected to the Elizabethtown Area Education Association Board. As a young teacher, I chaired committees on communications, best practices, and fundraising — learning how board service can directly shape organizational culture.
From 2006 to 2011, I served as Executive Director of the Central PA Area Labor Federation, governed by a board of more than 50 leaders from across the region. I worked closely with the executive committee and chair, preparing agendas, minutes, and financial reports, coordinating external audits, and managing quarterly board meetings. This role deepened my fluency with Robert’s Rules of Order and strengthened my ability to manage large and diverse boards.
Public service has also been central to my career. In 2007, I was elected to the Duncannon Borough Council and later served as Vice President of the Duncannon Municipal Authority, overseeing budgets, infrastructure projects, and community services. Local government may not make national headlines, but it is where leadership has the most immediate impact on people’s daily lives. I learned the importance of listening, building consensus, and balancing today’s needs with tomorrow’s sustainability.
In 2011, I joined the boards of Keystone Progress and the Keystone Progress Education Fund, organizations that required leaders to balance vision with fiscal responsibility. There, I gained valuable experience in policy direction, program evaluation, and advocacy — lessons I have carried into every professional setting since.
Also in 2011, I helped found the Nittany Chapter of the Labor and Employment Relations Association (LERA) at Penn State University. I served as a founding board member alongside faculty, including Dr. Paul Clark, then Chair of the Labor Studies program, and was later elected President.
That same year, I also became Chair of one of my county’s political parties, an all-volunteer role that required fiscal oversight, election law compliance, fundraising, and strategic planning to support candidates at every level. This was my second stint serving as a leader on a county party. I had also served as a Secretary for a county political party from 2005 to 2009. In these and other appointed and elected capacities, I served as a voting member of the central state committee of that political party from 2009 until 2020 when I made the difficult choice to resign from that Party and later become an Independent.
From 2015 to 2021, I served on the governing committees of a Scouting USA Cub Scout Pack and Scout Troop, helping expand programs to include family scouting policies that welcomed girls and young women into historically male programs.
In 2021, I helped launch Central Penn 1881, a nonprofit devoted to expanding educational opportunities in Central Pennsylvania. I recruited trustees, helped draft governance documents, and trained board members in fundraising and communications.
Most recently, in 2024, I was asked to chair the formation of a new worship site for Trinity Lutheran Church. Leading this effort required recruiting a board of dedicated members, developing agendas, and facilitating delicate conversations about scope and programming. The result was the successful launch of a thriving new worship community that continues to grow.
Across these diverse roles, one theme has been consistent: civic involvement matters. Whether working with alumni councils, nonprofit boards, or elected bodies, I have seen firsthand how strong governance drives lasting impact. It requires candor, collaboration, and a commitment to mission — qualities that I strive to bring to every leadership role I hold.
The depth and breadth of these experiences have prepared me for the complexity of higher education leadership today. They reflect a career built on accountability, community engagement, and the belief that when institutions are guided by honest self-assessment and bold vision, they can truly transform lives.