In my current role as Director of Recruitment at Institute for Nonprofit Practice, I lead regional and partnership-based recruitment strategies that help expand access to leadership education for nonprofit and social impact professionals.

My work centers on identifying how educational opportunity becomes visible and credible across distinct communities. This includes shaping outreach strategies across multiple geographic markets, cultivating relationships with alumni and institutional partners, and aligning recruitment efforts with grant-supported initiatives designed to widen access for leaders who may not otherwise see themselves as natural participants in formal professional development programs.

A significant part of this role involves translating broader organizational goals into practical regional strategies. Because each market carries its own leadership culture, professional networks, and barriers to participation, recruitment often requires more than communication alone. It requires understanding how trust is built locally, what kinds of invitations resonate, and where partnership can strengthen access.

In addition to regional work, I help steward relationships connected to fellowship-based programs supported by philanthropic and institutional partners. This means coordinating outreach in ways that reflect both program priorities and funding commitments, while helping ensure that recruitment efforts remain aligned with broader goals around equity, representation, and leadership development.

The work also requires close internal collaboration across program, communications, operations, and data systems. Whether refining applicant pipelines, strengthening institutional records, or supporting enrollment planning, I have come to see recruitment as a strategic function that sits at the intersection of relationship management, systems thinking, and educational mission.

At its core, this work has deepened my belief that educational access is rarely created through visibility alone. It is built when institutions understand how to extend invitations that people can trust, recognize, and respond to.

My experience at Wake Forest University allowed me to work across multiple dimensions of university life, including undergraduate admissions, graduate theological education, institutional operations, and university-wide staff leadership.

In undergraduate admissions, I gained early experience in how institutions introduce themselves to prospective students and families, and how admissions work often serves as one of the first places where institutional mission becomes tangible. That work deepened my understanding of how students make decisions about belonging, opportunity, and educational fit, especially when navigating complex questions about cost, identity, and long-term aspiration.

My later work within the School of Divinity expanded that perspective into graduate education, where my responsibilities included operational support, student-facing engagement, and systems coordination within a professional school shaped by both academic rigor and vocational formation. Working in a graduate setting reinforced how adult learners often approach education differently — with clearer vocational goals, layered responsibilities, and a heightened need for institutional clarity.

In addition to day-to-day operational responsibilities, I served as Workday Implementation Specialist for the School of Divinity during a major university systems transition. That role required helping translate institutional change into practical implementation, supporting colleagues through process adjustments, and helping ensure that operational shifts remained understandable and functional within a school context.

My time at the university also included service on the university-wide Staff Advisory Council from 2021 through 2023, where I participated in conversations that connected staff experience, institutional communication, and broader university priorities. That experience offered valuable perspective on how decisions move across a complex institution and how staff leadership contributes to organizational culture and effectiveness.

Across these roles, I developed a lasting appreciation for the many ways higher education depends on both visible and invisible forms of leadership — from first points of student contact to internal systems that shape how institutions function every day.

That experience continues to shape how I think about educational access, institutional trust, and the practical work required to help universities serve people well.

Reverend Money® is the clearest expression of my long-standing interest in how financial understanding, personal formation, and economic belonging intersect.

What began as a practical response to a recurring need — particularly among clergy, nonprofit leaders, and mission-driven professionals — has grown into an educational ministry designed to help people build healthier and more thoughtful relationships with money.

At its core, Reverend Money exists because many people encounter financial advice that is technically useful but personally disconnected. In my own work with individuals and groups, I repeatedly saw how questions about money were rarely limited to budgeting, debt, or savings alone. More often, they involved identity, inherited beliefs, moral tension, and uncertainty about what financial wellbeing should actually look like in a meaningful life.

In response, I began developing original educational frameworks and learning experiences that place financial decisions within a broader conversation about values, agency, and long-term direction. This includes individual financial education sessions, workshops, written resources, and larger curriculum development such as My Money Mosaic™, a framework designed to help people understand both the practical and relational dimensions of financial life.

The work draws deeply from my background in ministry and adult formation. Rather than treating financial education as purely technical instruction, I approach it as a form of practical reflection — helping people understand not only what tools are available to them, but how those tools align with who they are, what they value, and the kind of life they hope to build.

Alongside educational content, Reverend Money also reflects my broader commitment to economic justice. The initiative is shaped by a belief that financial clarity should not be reserved for those who already feel fluent in financial systems, but should be accessible to people whose life experiences, professions, or communities have often left them under-supported in conversations about money.

For me, this work has never been separate from larger questions of service. It remains one of the clearest places where education, vocation, and public responsibility meet.

Much of my civic life in Winston-Salem has been shaped by a belief that strong communities depend on institutions willing to evolve, serve, and imagine responsibly.

Across faith communities, local philanthropy, and nonprofit engagement, I have been drawn to roles that involve stewardship, strategic thinking, and helping organizations align practical decisions with broader public purpose.

At First Baptist Church on Fifth, my current service includes leadership on the Deacon Board, where I serve as Vice-Chair, as well as co-leading the church’s Community Engagement Team and contributing to a building project task force focused on long-term institutional planning. These roles have involved both congregational leadership and practical conversations about how historic institutions remain responsive to present community needs.

My civic work also includes founding and administering the Wild Imagination Fund through Winston-Salem Foundation, a charitable fund designed to support efforts that cultivate greater economic belonging and practical access within communities. This work reflects my long-standing interest in how philanthropy, local imagination, and public trust can strengthen opportunity.

In addition, I remain involved with Animal Adoption and Rescue Foundation (AARF) through fundraising support and foster care, contributing to efforts that connect local generosity with practical care for animals in transition.

Earlier civic leadership included service on the board of North Star LGBTQ Community Center, where I chaired fundraising efforts during a period of organizational development, as well as service at Wake Forest Baptist Church through its Administration Council and as administrator of a Vital Worship grant initiative.

Taken together, these roles reflect the same conviction that shapes my professional work: that institutions matter deeply, and that thoughtful leadership often happens in the practical spaces where trust, resources, and long-term responsibility meet.