Leadership
Chapter President
Nu Alpha Kappa Fraternity, Inc., Theta Chapter
May 2025 – Present · Chico, California
Took over a five-member chapter carrying a multi-year financial deficit and rebuilt both its membership and its finances within the first year, while standing up accountability systems the chapter didn't previously have.
- Grew active membership from 5 to 15+ members through structured recruitment and consistent follow-up.
- Eliminated a $3,000 organizational deficit through improved budgeting and financial planning.
- Implemented structured accountability systems (officer expectations, a strike policy, and financial oversight), improving retention and engagement.
- Led executive board meetings, delegated officer responsibilities, and coordinated cross-functional teams across campus initiatives.
- Organized major cultural campus events (including Día de los Muertos and Posada Navideña) drawing 100+ attendees.
- Directed the chapter's recruitment and philanthropy content and marketing.
- Identified that his own presidential workload (deadlines, officer follow-ups, documents, and meeting notes spread across platforms) needed a real system, and used Claude Code to design and build one (see the NAK President Command Center case study).
Philosophy
How I think about leading
I lead the way I'd want to be led: tell people clearly what's expected, give them room to actually do it, and follow up before something becomes a problem instead of after.
When I took over as president, the chapter had five active members and a debt that had been sitting there for years. Neither of those gets fixed by a single good idea. It gets fixed by consistent follow-through: showing up to recruitment events, tracking the budget every week instead of every semester, and being willing to hold officers (including myself) to the same standard every time, not just when it's convenient.
The accountability systems I built (officer expectations, a strike policy, real financial oversight) weren't about adding bureaucracy. They existed because "we'll figure it out" was how the chapter got into debt in the first place. A system only works if it's actually used, so I built the simplest version that would hold up, not the most complete one.
That's also why I ended up building my own operations dashboard instead of just living with sticky notes and scattered group chats. If a process isn't working, the answer isn't to push harder inside a broken system, it's to fix the system.
Also
Other leadership experience
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CSU Chico · June 2024 – May 2025
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