Executive Leadership Team
The image above shows the organizational chart we operate under. You can view each member's roles and responsibilities below.
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Meet the Executive Team
Lizzy Hughes
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.
Julia Cumming
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 project and activity plans, supporting documents, and debriefs. The CEOV is also responsible for sending these documents to the BOD for final approval.
Meredith Vajdos
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 by properly documenting and following up in the Audit Tracker.
Catie Rhea
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 conducting the organizational assessment, which informs the company of its strengths and areas for improvement each week. This assessment provides the CEO with data they can use to give direction to leaders who need it.
Cordelia de la Garza
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.
Zachary Reiter
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 the semester debrief, which summarize all results, issues, and recommendations on a weekly and semesterly basis.
Wilmer Contreras
CFO: 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.
Peyton Williams
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 the semester debrief, which summarize all results, issues and recommendations on a weekly and semesterly basis.
Sabrina Jones
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.
Alexis Guerrieri
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 the semester debrief, which summarize all results, issues and recommendations on a weekly and semesterly basis.
Emily Rutherford
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.
Mason Rodgers
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 monitoring the semester plan, the proposal and execution of projects and the assessment of all ratees. Additionally, they assist the division chief in preparing the weekly report and the semester debrief, which summarize all results, issues and recommendations on a weekly and semesterly basis.
Olivia Yoder
CAPO: Leads the activity and project division. The CAPO assists activity leaders in planning, executing and debriefing a company-wide, leadership-focused activity in accordance with project and activity guidance. They also lead professional communication and coordination among internal and external stakeholders. They are responsible for training, mentoring, inspiring and assessing their ratees while ensuring alignment with company objectives. 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, they will also submit a semester debrief that encapsulates all semester successes.
Helen Johnson
CAPOD: Serve as the deputy to the chief activities and project officer, overseeing all daily and semester-long operations of the activities and projects division. Carry out delegated tasks, including monitoring the semester plan, the proposal and execution of projects and the assessment of all ratees. In addition, they aid the division chief in writing the weekly report and semester debrief, documents that summarize all results, issues and recommendations on a weekly and semester basis.
Team Leaders
The image above shows the organizational chart we operate under. You can view each member's roles and responsibilities below.
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Meet Our Team Leaders
Operations Division
Grace Martin
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.
Jordan Rodman
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.
Henry Williams
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.
Jackson Cain
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 completing the current semester's weekly plans 4-14, next semester's (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
Gavin Genna
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.
Kara Davis
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.
Skyler Holland
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.
Jackson Schofield
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
Jackson Cooney
MDA (Alumni and Guests): MDA promotes leadership and professional development through Leadership Lessons Learned (L3) events and coordinates with distinguished guest speakers for events such as 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.
Cole Preschutti
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 before publication or distribution.
Isabella Guttilla
MDR (Recruiting): The marketing department's recruitment division is responsible for developing, training, overseeing and improving the 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.
Rachel Jennings
MDS (Social Media): MDS is responsible for routinely managing and improving LSP's online presence across Facebook, Instagram, LinkedIn and Linktree. Instagram, Facebook, and LinkedIn have weekly posts explaining what was done in that practicum. Linktree 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
Sam Marcus
HRDT (Accountability): HRDT oversees the leave form process, ensures personnel accountability, tracks attendance, and manages 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.
Katelyn Nall
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.
Jack Tarsney
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.
Miranda Lemansky
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
Andrés Buitrago
ALC: 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.
Cate Brasser
ALR: 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.
Matthew Spaziano
ALT: 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
Breana Pecusic
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.
Giovanni Allen
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 through a topic that meets current member needs, driven by current business trends, program deficiencies, past company performance or a leadership-related topic of interest to the CEO. Past topics have included crisis management and cross-cultural awareness.
Taylor Pauley
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.
