Executive Leadership Team
The image above displays the organizational chart that we operate by. You can view each member's roles and responsibilities below.
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Meet the Executive Team
Noah Lloyd
CEO: Leads the company by setting vision/goals for the semester; enabling ELs' success using the Semester Plan, LPAs, other guidance, and continuous, open communications; and anticipating and resolving organizational and individual challenges in our complex environment.
Riya Naik
CEOV: Responsible for establishing various company-wide assignments that involve coordination with multiple divisions, including ensuring the Cross-Section Coordination tab on the Semester Plan is completed by Week 1 and assigning rY1Ls to projects by Week 2. The CEOV is also responsible for reviewing and approving all plans related to projects and activities, supporting documents, and debriefs. The CEOV is also responsible for sending these documents to the BOD for final approval.
Claire Gordy
CCO: Leads the Compliance Division, including deputies. They are responsible for conducting the organizational assessment, which informs the company of its strengths and areas for improvement on a weekly basis. This assessment provides the CEO with data they can use to give direction to leaders who need it. The CCO is ultimately responsible for verifying the completion of all recommended actions and ensuring compliance through proper documentation and follow-up in the Audit Tracker.
Rachel Lynch
CCOD: Serve as the deputy to the Chief Compliance Officer, overseeing all daily and semester-long operations of the Compliance Division. Carry out delegated tasks, including monitoring the semester plan, proposing and executing projects, and assessing all ratees. In addition, they assist the division chief in writing the weekly report and semester debrief, as well as documents that summarize all results, issues, and recommendations on a weekly and semesterly basis.
Robert Valente
COO: Leads the Operations Division, including Division Chiefs and deputies. They are responsible for training, mentoring, inspiring, and assessing their ratees while ensuring alignment with company objectives. Additionally, they propose, plan, execute, monitor, and continuously improve the Semester Plan to drive mission success. They must submit a Weekly Report summarizing results, issues, recommendations, and next steps, with deputies contributing to their Division Chief’s entry. At the end of the semester, they will also submit a Semester Debrief, incorporating input from their deputies.
Will McPhail
COOD: Serve as the deputy to the Chief Operations Officer, overseeing all daily and semester-long operations of the Operations Division. Carry out delegated tasks, including the monitoring of the semester plan, proposal and execution of projects, and assessment of all ratees. Additionally, they assist the division chief in preparing the weekly report and semester debrief, which are documents that summarize all results, issues, and recommendations on a weekly and semesterly basis.
Elizabeth Butler
CEO: Leads the Finance Division, including Division Chiefs and deputies. They are responsible for training, mentoring, inspiring, and assessing their ratees while ensuring alignment with company objectives. Additionally, they propose, plan, execute, monitor, and continuously improve the Semester Plan to drive mission success. They must submit a Weekly Report summarizing results, issues, recommendations, and next steps, with deputies contributing to their Division Chief’s entry. At the end of the semester, they will also submit a Semester Debrief, incorporating input from their deputies.
Cassandra Connelly
CFOD: Serve as the deputy to the Chief Financial Officer, overseeing all daily and semester-long operations of the Finance Division. Carry out delegated tasks, including the monitoring of the semester plan, proposal and execution of projects, and assessment of all ratees. Additionally, they assist the division chief in preparing the weekly report and semester debrief, which are documents that summarize all results, issues, and recommendations on a weekly and semesterly basis.
Rebecca Olive
CMO: Leads the Marketing Division, including Division Chiefs and Deputies. They are responsible for training, mentoring, inspiring, and assessing their ratees while ensuring alignment with company objectives. Additionally, they propose, plan, execute, monitor, and continuously improve the Semester Plan to drive mission success. They must submit a Weekly Report summarizing results, issues, recommendations, and next steps, with deputies contributing to their Division Chief’s entry. At the end of the semester, they will also submit a Semester Debrief, incorporating input from their deputies.
Jordan Jamison
CMOD: Serve as the deputy to the Chief Marketing Officer, overseeing all daily and semester-long operations of the Marketing Division. Carry out delegated tasks, including the monitoring of the semester plan, proposal and execution of projects, and assessment of all ratees. Additionally, they assist the division chief in preparing the weekly report and semester debrief, which are documents that summarize all results, issues, and recommendations on a weekly and semesterly basis.
Holland Moon
CHRO: Leads the Human Resources Division, including Division Chiefs and Deputies. They are responsible for training, mentoring, inspiring, and assessing their ratees while ensuring alignment with company objectives. Additionally, they propose, plan, execute, monitor, and continuously improve the Semester Plan to drive mission success. They must submit a Weekly Report summarizing results, issues, recommendations, and next steps, with deputies contributing to their Division Chief’s entry. At the end of the semester, they will also submit a Semester Debrief, incorporating input from their deputies.
Lucas Fenn
CHROD: Serve as the deputy to the Chief Human Resources Officer, overseeing all daily and semester-long operations of the HR Division. Carry out delegated tasks, including the monitoring of the semester plan, proposal and execution of projects, and assessment of all ratees. Additionally, they assist the division chief in preparing the weekly report and semester debrief, which are documents that summarize all results, issues, and recommendations on a weekly and semesterly basis.
Denver Fowler
CAO: Leads the Activity Division, assisting activity leads in the planning, executing, and debriefing of a company-wide and leadership-focused activity according to Project and Activity Guidance. They lead professional communication and coordination among internal and external stakeholders. Additionally, they must submit a Weekly Report summarizing results, issues, recommendations, and next steps in accordance with the activity status. At the end of the semester, students will also submit a Semester Debrief, which will encapsulate all the successes of the semester.
Leah Rochford
CPO: Leads the Project Division. They are responsible for training, mentoring, inspiring, and assessing their ratees while ensuring alignment with company objectives. Additionally, they propose, plan, execute, monitor, and continuously improve the Semester Plan to drive mission success. They must submit a Weekly Report summarizing results, issues, recommendations, and next steps. At the end of the semester, they will also submit a Semester Debrief.
Team Leaders
The image above displays the organizational chart that we operate by. You can view each member's roles and responsibilities below.
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Meet Our Team Leaders
Operations Division
Catie Rhea
ODC (Communications): ODC ensures effective communication throughout the company, consolidates Microsoft Form submissions, and manages the recording and distribution of the SAM recording each week. They also oversee AI Use Policy training and updates.
Skyler Holland
ODE (Execution): ODE oversees weekly practicums, with a focus on the Staff Alignment Meeting (SAM). They set up all necessary equipment, generate weekly slides from the SAM template and manage the SAM submission process. All SAM slides must be submitted via email by the Wednesday before the practicum for incorporation and leadership approval.
Mason Rodgers
ODI (Info Management): ODI manages the OneDrive, OneDrive support form, and Confidential Folders. ODI also supports the Company Handbook and the Guidance folder in coordination with HRDG. To simulate a professional environment and allow the company to be student-led, OneDrive is used as the primary source of information sharing within the company. ODI also facilitates the transfer of Confidential Files at the beginning and end of each semester, removing access from previous semester members and granting access to new semester members.
Collin Cimino
ODP (Planning): ODP is responsible for the organization and condensing of company-wide objectives and tasks to be completed outside of the practicum for each leadership level (Y1Ls, TLs, & ELs). This involves the completion of current semester Weekly Plans 4-14, next semester (Fall or Spring) Weekly Plans 1-3, monitoring the completion of the Weekly Plan Submission Form, and presenting "Next Week" and "Action Item" slides during each SAM Meeting.
Finance Division
Regan Emory
FDB (Budget): FDB manages the Purchase Request Tracker, supports the student reimbursement process for direct student purchases and student travel, creates the Budget for the following semester, and creates the M.A.K.E. Summary at the end of the semester. Practicum members can request funds by submitting a Purchase Request Form, with status tracked in the Purchase Request Form tracker. All purchases must be approved in advance via the Purchase Request Form; verbal approvals are not accepted.
Hadley Shaw
FDF (Facilities and Equipment): FDF oversees the company's physical resources, including equipment and facilities essential for practicum execution and other operations. Equipment management involves monitoring LSP inventory through the LSP Equipment Inventory Tracker Excel spreadsheet and assisting members with requests for University equipment checkout. Additionally, FDF is responsible for assisting in reserving any University facilities required for the practicum and, as a subset of that responsibility, setting up transportation to and from any off-campus LSP events.
Emily Rutherford
FDI (Strategic Initiatives): FDI is responsible for developing, experimenting with, implementing and transitioning new initiatives based on company needs that do not fall within existing organizational responsibilities. FDI also serves three consistent functions: delivering bi-weekly Cross-Cultural Insights to enhance members' global awareness, acting as a liaison with the Office of Career and Global Engagement to connect practicum members with leadership, career, and professional development opportunities weekly and leading and maintaining the Decision-Making Framework, ensuring practicum members have a clear, consistent model for approaching problems and making decisions.
Nolan Rock
FDC (Culture and Performance): FDC develops KPIs (Key Performance Indicators) for each department and hosts 2-3 social hours each semester. These social hours provide members with a space outside of the practicum to foster relationships and spend time together. The KPIs will be utilized throughout each semester to help measure departments' performance and impact.
Marketing Division
Regan Rowe
MDA (Alumni and Guests): MDA promotes leadership and professional development through Leadership Lessons Learned (L3) events and coordinates with Distinguished Guest Speakers for events like the end-of-semester Networking Event. L3 sessions, held outside normal practicum times, offer insights from successful alumni. MDA also recommends updates to the Alumni page on the LSP website and ensures thank-you notes are sent to all guests, especially those attending the Networking Reception.
Sabrina Jones
MDC (Content): MDC develops, oversees and improves marketing content for the Leadership Signature Program (LSP), focusing exclusively on headshots, the program video, and the LSP brochure and website. The team will work collaboratively to create high-quality, professional marketing materials to promote the LSP. All content should be sent to the chain of command for approval prior to being published or distributed.
Miranda Lemansky
MDR (Recruiting): The Marketing Department Recruitment division is responsible for developing, training, overseeing and improving marketing of the Leadership Signature Programs to prospective students (Freshman & Sophomores) within the Wilbur O. and Ann Powers College of Business. Marketing through recruitment will occur semesterly through an Info Night, Electronic Blitzes, recruiting at various clubs and student organizations, and tabling opportunities such as the Student Organization Fair or the Power of Giving Event.
Dillan Smith
MDS (Social Media): MDS is responsible for routinely managing and improving LSP's online presence via Facebook, Instagram, LinkedIn, and Linktree platforms. Instagram, Facebook and LinkedIn have a weekly post to explain what was done in that practicum. The Linktree link directs users to all of LSP's various social media platforms. Additionally, MDS will post a weekly leadership-related article review and summary relevant to recent or upcoming company activities on LinkedIn only.
Human Resources Division
Elizabeth Hughes
HRDC (Accountability): HRDC oversees the leave form process, ensuring personnel accountability, tracking attendance and managing missed objectives. Members must notify their leadership chain of absences, early dismissals or late arrivals. If unable to attend a full practicum, members must notify their rater and submit a Leave Form. After completing makeup objectives, the rater will update the Leave Form tracker and notify the Division Chief for review. All makeup activities and coordination must be completed within 14 days, including reviewing and commenting on the SAM recording for missed practicums.
Julia Cumming
HRDG (Guidance): HRDG manages the Company Handbook and supports the Guidance folder in coordination with ODI. The Handbook serves as the central resource for company policies, departmental functions and LSP practicum materials. HRDG ensures the Handbook remains accurate, well-organized, and accessible by updating department explanations, maintaining formatting standards, managing version safety and coordinating changes across leaders.
Samantha Rivero
HRDS (Assessments): HRDS oversees the instruction and execution of Leadership Performance Assessments (LPAs) across the company. LPAs allow practicum members to reflect on their impact and provide the leadership chain an opportunity to practice giving feedback. HRDS also maintains position descriptions, resume templates and bullet points to help leaders highlight their achievements and skills for professional resumes, LinkedIn and other platforms.
Jasmine Borjon
HRDW (Awards): HRDW is responsible for recognizing and celebrating members within the Leadership Signature Program. The department oversees the weekly shoutouts and the weekly shoutout form, as well as the distribution of lapel pins to members in their 4th semester, the CEO awards and the BOD awards.
Activity Leaders
Meredith Vajdos
AL1: Activity Leaders focus on activities outlined in the Project and Activity Guidance, ensuring professional communication and coordination with internal and external stakeholders, such as other TLs, ELs and off-campus organizations, to meet activity requirements. Activities should provide leadership opportunities for company members during execution. Additionally, meet with the BOD one-on-one at least once during the semester by week 1.
Wilmer Contreras
AL2: Activity Leaders focus on activities outlined in the Project and Activity Guidance, ensuring professional communication and coordination with internal and external stakeholders, such as other TLs, ELs and off-campus organizations, to meet activity requirements. Activities should provide leadership opportunities for company members during execution. Additionally, meet with the BOD one-on-one at least once during the semester by week 1.
Tyler Howard
AL4: Activity Leaders focus on activities outlined in the Project and Activity Guidance, ensuring professional communication and coordination with internal and external stakeholders, such as other TLs, ELs and off-campus organizations, to meet activity requirements. Activities should provide leadership opportunities for company members during execution. Additionally, meet with the BOD one-on-one at least once during the semester by week 1.
Project Leaders
Cordelia de la Graza
PLW (Wellness): The Wellness Project Leader focuses on leaders supporting their physical (Fall) or mental (Spring) health and that of others, demonstrating how leaders prioritize well-being to optimize performance. It lasts 45-75 minutes during normal practicum time and is held near Phyfer Auditorium. For Mental Wellness (Spring), at least 50% of the focus must be on identifying and responding to mental health concerns.
Helen Johnson
PLE (Crisis Leadership): PLE is responsible for planning and executing an Executive Leadership Team (ELT) selected project. This topic will be recommended by the new CEO and approved by the BOD. The intent is to allow leadership growth via a topic that meets current needs of the members due to current trends in business, deficiencies in the program or past company performance, or a focus item based on a leadership-related topic of interest of the CEO. Past topics have included: Crisis Management and Cross-Cultural Awareness.
Olivia Yoder
PLS (Service): The Community Service Project Leader focuses on leaders' responsibility to serve others beyond themselves and their company, utilizing their talents, time and resources to create a positive impact locally, nationally, or internationally. The goal is to show how leaders should contribute to the broader community.
