Coming from a neighborhood where folks did not typically go to college came with many challenges. Like many students, I had my curiosity expanded and my worldview broadened, but unlike many of my peers, I was also learning “how to college.” I was navigating a system that was never designed with me in mind, and it was confusing at best, overwhelming at worst.
But my community college was my first step on the way out, and as the saying goes, the first step is the hardest. I know firsthand what a community college can do for someone, and I committed my career to making that path easier for others.
Professionally, my trajectory was fairly traditional on paper. I began as an adjunct and then became a full-time instructor, eventually moving into roles as a chair, dean and chief academic officer. But the perspective that I brought to those roles was different.
This article originally appeared in the latest issue of AACC’s Community College Journal. Read the full magazine here.
Early in my career, I recognized that my own education had not prepared me particularly well for teaching or engaging students. So I spent years listening closely to students, learning from peers, and following the evidence on what actually drives student success. One of the most formative parts of that journey was serving as an accreditation peer reviewer, which helped solidify both my knowledge base and my confidence in effective practices. It forced me to look critically at systems, not just intentions. It was a pivotal experience in my growth, and I encourage others to pursue it if given the opportunity.
Building something new
When a new community college was announced in Erie, Penn., in 2021, I applied to be its founding president. I was not actively seeking a presidency. I really wasn’t even on the job market. What drew me in, however, was the opportunity to build something different.
New institutions come without the weight of tradition. There is no default to past practice and institutional memory. Our field already knows a great deal about what works for students, and founding Erie County Community College (EC3) meant we could build those practices directly into the system.
I am proud of what we have created. EC3 is lean, focused, and intentionally designed around student success; early outcomes assessment data suggest that approach is working.
Still, I came into the presidency without the traditional preparation that accompany many leaders at this level. I did not spend years building national networks or participating in formal presidential pathways. I was focused on students and institutional design. In hindsight, I wish I had invested more intentionally in understanding the external dimensions of leadership.
Threading the needle
Running a college and serving as president are not the same thing. I felt well prepared to build systems and lead operations. What I underestimated was the complexity of navigating competing interests.
In my previous roles, the work was clear. I executed on a defined vision with a relatively consistent set of expectations. The presidency is different. Each day requires balancing the needs of students, faculty, staff, trustees, business leaders, elected officials and the broader community.
A colleague once said that being a college president was the hardest job she had ever held. I agree. What surprised me most is that the role often feels like it comes with less direct control, not more. Decisions are rarely simple. You are constantly threading the needle, deciding which priorities require firm resolve and which require patience and adjustment. The balance is always precarious.
In fact, that constant search for balance has been my steepest learning curve. Choosing which hills are worth standing on is not something you fully understand until you are in the role. It develops over time through experience, reflection, and sometimes mistakes.
What has made that challenge manageable is people. The presidency can feel isolating, but strong peer connections make a tremendous difference. I have colleagues across the country whom I call regularly for perspective and advice. I rely on one trusted confidant who offers both the encouragement to act boldly and the reminder to step back when needed. In moments when the path is unclear, those voices help create clarity.
If there is one lesson I would offer to those contemplating this role, it is this: invest in connections and relationships. The technical side of leadership matters, of course, but navigating complexity depends on trusted perspectives. No matter the title, this work is not meant to be done alone. It can be tempting to withdraw and isolate but resist that.
