Advocacy. Investment. Alignment. Partnership. Power.
Advocacy.
Advocacy is the first pillar of my five-pillar vision for the National Bar Association. My vision includes:
Equipping members with tools and opportunities to engage in meaningful advocacy by institutionalizing a framework that includes amicus work, public policy engagement, voter protection, and legislative strategy.
Expanding strategic partnerships with bar associations, social justice organizations, civic organizations, and policy leaders.
Strengthening the NBA’s influence on issues of justice, equity, opportunity, and democracy through coordinated mobilization.
Elevating the NBA’s global voice on issues impacting Black communities and the legal profession.
Advocacy is not simply about responding to challenges—it is about shaping the future.
Together, we can build a stronger, more influential National Bar Association.
Investment.
The NBA’s advocacy and membership impact must be supported by a stronger financial foundation. I envision a more coordinated sponsorship and partnership model that helps the Bar generate sustainable resources, expand programming, and better support members across regions, affiliates, sections, and divisions.
Establish a premier sponsor recognition program and signature event to intentionally steward, appreciate, and deepen relationships with key partners.
Activate and leverage relationships across corporate, philanthropic, civic, and government sectors to expand support for NBA programming and drive meaningful, mission-aligned collaboration.
Fortify the NBA’s financial foundation by diversifying revenue streams, cultivating sustainable partnerships, and implementing forward-looking funding strategies to scale impact and ensure long-term resilience.
Train Board of Governors leaders to effectively identify and pitch sponsorship opportunities in alignment with NBA headquarters’ strategy.
Alignment.
The NBA must have the internal structure to sustain impact beyond any one administration. My executive experience leading large membership organizations prepares me to help strengthen headquarters operations, support staff, manage complex volunteer leadership structures, and build continuity beyond any single administration.
Strengthen headquarters infrastructure and support our professional staff.
Better align governance, strategic priorities and execution.
Improve leadership transitions so each administration builds upon—not restarts—the work of those who came before.
Establish long-term planning practices that allow the NBA to execute consistently beyond a single bar year.
Partnership.
The NBA should be a central convening force across civic, corporate, philanthropic, advocacy, and professional networks. I have built coalition relationships across national advocacy, policy, social justice and professional organizations.
Build stronger partnerships between regions and affiliates with national social justice organizations.
Connect sections and divisions with national professional organizations.
Return lawmakers and policy leaders back to the NBA family.
Position the NBA as a leading voice in the current and future fight for justice.
Power.
The NBA grows when members experience its value, see themselves in its work, and understand their path to leadership. My membership vision is not simply about asking people to join. It is about giving them meaningful reasons to belong.
Build professional development opportunities that support members at every career stage.
Create a mentoring program pairing senior bar leaders with emerging leaders.
Increase membership programming across all regions, affiliates, sections, and divisions.
Strengthen membership communications.