Another week has passed, which means we are another week closer to my sailor’s official retirement date. Last week, I shared that I accepted the role of Executive Director with the Society of Military Spouses in STEM (SMSS). This past week, I dove into the role and learned so much. I know that there is still more to learn. I won’t be able to fill Michelle Aikman’s shoes, but I do want to carry her expertise forward and continue assisting military spouses in STEM.

My first action was to meet with the new board members one-on-one. It was important for me to connect with them personally, professionally, and as a volunteer. Military families are a small part of the population, and our lifestyle is unique. When you add being in the STEM field on top of that, we become an even smaller percentage of the population. Military spouses bring resilience and adaptability to STEM fields, yet they often face unique barriers that SMSS is dedicated to helping them overcome. Building community and trust is vital, and these one-on-one meetings were a meaningful start to building a strong foundation for the new team. A common theme throughout the conversations was a shared passion for supporting fellow military spouses in STEM and creating an organization that provides opportunities to connect like-minded individuals. Another priority for me is to go slowly. Going slowly prevents burnout for everyone involved and avoids overwhelming members with a fast ramp-up after a relatively slow 2025. This intentional approach to onboarding and leadership ensures thoughtful decisions that build long-term trust and momentum. I was grateful that the board members were receptive and understanding.

With those personal connections in place, I turned my attention to foundational elements that keep an organization running smoothly. I spent some time reviewing compliance, finances, and administrative tasks. A key focus was understanding the organization’s bylaws. I need to know quorum requirements, required officers and their terms, and what is permissible for voting. Bylaws are important because they serve as the agreement or contract between the board members and the nonprofit organization. They outline some of the fiduciary responsibilities of the board. Reviewing finances allowed me to understand what the organization has been doing, what it can maintain, and what possible funding will be needed. I was also able to review the various bank accounts holding funds. The deeper look at compliance and finances naturally led me to planning ahead and exploring grants and sponsorships. I am currently researching STEM-focused grants that would support current programs and services offered through the organization.

Those reviews steered me toward scheduling and preparation. I am familiar with nonprofit reporting requirements and realized that the organization needs to prepare to submit these reports for the 2025 year. To prepare effectively, we need to fill Officer and Leadership positions. We have opportunities available in various areas, including but not limited to Systems Admin, Fundraising Manager, Grants Manager, and Administrative Officer. If you are a military or veteran spouse in or pursuing STEM, please join us! Once you join, you can fill out an application to be a part of our Leadership team. If you are interested but have questions, don’t hesitate to contact me.

I am grateful for my business, my previous experience as Operations Director with the Military Spouse Business Association, my volunteering for nonprofits, and my Nonprofit Law background. These experiences have strengthened my commitment to purpose-driven leadership in supporting military spouses. All of these roles have helped me understand the operation of a nonprofit and the importance of compliance. Just as I provided resources, networking connections, and tools to support military spouse entrepreneurs through MSBA, I see a similar opportunity here to support and build visibility for STEM spouses, exactly as the mission states. Working with nonprofit founders in my consulting practice has sharpened my understanding of board governance and sustainable operations.

I recall presentations I created to help nonprofits train their board members on understanding the basics of organizational governance. One slide outlined the three core fiduciary duties of board members: Duty of Care, Duty of Loyalty, and Duty of Obedience. The other slide highlighted the key documents that guide nonprofits: mission statement, Articles of Incorporation, bylaws, and IRS-recommended policies.

These foundational principles continue to guide me as I step into this role. I look forward to the weeks ahead and to the meaningful impact we can create together.

Originally published on LinkedIn on January 26, 2026. [Read it here]