Associate Vice Chancellor, Student Affairs Strategy and Transformation
Tell us about the work you do as Student Affairs AVC.
At its core, my work is about serving the people who serve our students. My title and portfolio are shifting from Student Affairs Operations to Student Affairs Strategy and Transformation, and my focus is on building the systems, communication, and training that help our teams thrive. I get the incredible job of loving our staff to success — making their work clearer, smoother, and more connected — so students experience less runaround and more support. When we take care of our staff, our students feel it in every interaction.
How have you had to evolve your leadership as ACC has evolved?
As ACC has changed, I have had to change too. I used to think leadership was about having direction and answers. Now, I understand it is more about asking questions, creating clarity, and inviting others to help build the path. I have learned to slow down, listen more deeply, and lead through uncertainty without rushing to solutions. Real transformation takes trust, and trust is earned through honesty, curiosity, and consistency over time.
You often say having all your ducks in a row may not be a good thing. Why not?
At first, it sounds counterintuitive, but here is why I believe it. Perfectly lined-up ducks can mean everyone is staying in line out of fear, not purpose. It may look orderly, but it often signals hesitation or compliance instead of creativity.
I do not want controlled ducks. I want curious ones. Team members who wander a little, ask why, and go look around the corner. When someone steps out of line, I do not rush to pull them back. I ask what they saw that the rest of us might have missed. That is how we discover better ways.
Order can make us efficient, but curiosity is what makes us excellent. Innovation does not come from perfect lines. It comes from people who feel safe enough to think, question, and try something new. Happy ducks get more done.
When you are overwhelmed with your own work, how do you find time to nurture your team?
I do not separate people work from the work. It is all leadership. Even when my schedule is full, I try to offer simple presence — a voice note, a quick check-in, a sincere question. I know tasks will always refill, but people need encouragement in real time. I am not perfect at it, but I believe one honest moment of care can do more for someone’s growth than a dozen meetings.
Which of ACC’s values speaks to you the most? Why?
Courage speaks to me most. I believe in doing it scared. Courage is not the absence of fear. It is the choice to move FORWARD with purpose even when things are unclear. In higher education, especially during times of change, we are often building things that do not exist yet. Courage reminds me to press forward anyway, to model what it looks like to try, to grow, and to trust that progress is worth the discomfort. If I can lead with courage, I hope it gives others permission to do the same.
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