Tell us your professional story.

During my undergraduate years, I was accredited to be a high school English and history teacher in Ontario. I taught supplementary school at my synagogue from 10th grade through university and I loved teaching. But as I was moving towards graduation, I felt curious about what else I might explore before going into the classroom. My roommate encouraged me to apply for a service learning alternative spring break trip to El Salvador during my last semester of undergrad, which sounded cool, and it ended up being with American Jewish World Service. Long story short, that turned into an offer to move to New York for one year to be the AJWS Alternative Breaks Fellow, which I did in September 2002. I thought I'd go for one year, and it turned into my career. 

I think a large segment of people who identify as Jewish communal professionals see themselves as accidental Jewish communal professionals. Like, it wasn't necessarily the plan, or they sort of fell into it sideways. And that was my story — it wasn't what I planned, but the path makes sense in retrospect. 

Let's talk about JPro's story. I'm especially interested in the decision, shortly before your time, to rebrand the Jewish Communal Service Association of North America as JPro. Beyond going from a long name to a short one, what motivated the rebrand?

JPro traces its history to 1899. And one of the remarkable things about that history is the number of times that it reinvented itself. It's a lot like Jewish history: There's continuity and change, and that ability to be elastic enough to move with the times but also connected enough to the past to maintain the through-line is part of what's extraordinary about this organization. JPro’s history dovetails with, has been informed by, and has also informed the development of the North American Jewish community.  The rebrand, I believe, was about a desire to catch up with the times, infuse a different kind of energy, and speak to younger generations as we worked to serve the Jewish communal workforce more and better.

What mandate were you given when you were brought on as the leader two years later?

The board was looking for an executive who would lead from the front with a vision — who would really look hard at what should continue and what shouldn't continue. And it was fascinating: As I got to know all of the stakeholders, everybody had a different perspective on what was essential to maintain! If I had listened to everybody, we wouldn't have changed anything. 

So we set a single-minded, big, hairy, audacious goal of tripling our number of JPro Affiliates over three years. We needed to re-establish the value proposition for becoming a JPro Affiliate. What I said internally is: If we cannot grow from 95 to 300 affiliates over three years, then there is something fundamentally broken about the value proposition for the organization. So by focusing on that goal, we were able to park a number of things off to the side without adjudicating them because we had that one shared goal that we were all driving towards. And people even believed in that so much that we secured 70 new affiliates before launching our first new programs: WellAdvised and JPro Master Classes. 

How would you tell the story of the arc from setting that goal through the uniting of JPro and Leading Edge?

I look back at three chapters. The first was from the beginning of 2017 through our conference in Detroit in August of 2019. And that chapter was an entrepreneurial, almost startup-like mentality. Everyone’s sleeves were rolled up, and we had rapid cycles of experimentation, learning, and refinement.

Chapter two: Coming out a conference that exceeded our hopes, we developed our first business plan. That was about solidifying our base of services to the end users in the field and growing the resources we needed to enable that. During those years we doubled from a team of three to a team of six. And, less than one year later, we adapted our work to respond to urgent needs of our audience during the early months of the COVID pandemic.

Our 2022 conference in Cleveland, in partnership with JFNA, was the transition to our third chapter. Once again, the conference sold out with a waiting list and exceeded expectations. Immediately thereafter we developed our next business plan with the headline of “Scaled Impact.” That plan asked: What would it look like to make change at the field-wide level? How can we shift attitudes and behaviors? We were interested in developing methodologies for how to do that, and also really moving the needle on management training and early-career interventions. 

And then, about a year and a half into that plan, we changed course and entered serious conversations with Leading Edge which, if successful, would turbocharge our drive to scaled impact. 

Since our 2019 and 2022 conferences were inflection points, it’s fitting that we are planning the next conference as a newly combined team, since it will mark this major milestone for our work and for the future of talent in the Jewish nonprofit sector.

Why were you so quickly positive toward the idea of joining with Leading Edge?

Leading Edge and JPro had been in conversation about their relationship from the first beginnings of Leading Edge. Gali was generous with advice when I reached out during the summer of 2016 when I became a candidate to be JPro’s exec. Everybody agreed that, if we were starting from scratch, nobody would build a Jewish nonprofit sector with a separate JPro and Leading Edge. We also understood that the missions, visions, cultures, programs, and business models had meaningful differences and tensions that needed to be considered. So when Gali and I first met with a consultant to really start discerning whether or not to come together, the big question was: What is in the best interest of the field? 

And our conversation moved into a posture of possibility and bold vision. The conversation was never about “How can we be more efficient, how can we do the same amount of output with fewer resources?” It was about, “What does it look like to scale and amplify impact?” We talked about things like a comprehensive approach to talent across the field through the entire talent cycle. Whether we're talking about recruitment, development, engagement, retention, and career pathing, or about the talent lifecycle from the perspective of organizations, what could it look like for the field to have a workforce and a pipeline that is healthy and vibrant, and to be able to do that in a comprehensive way? More and more we were seeing the limitations of not being in it together. JPro was developing and distributing products and services to the field; Leading Edge is a massive engine of knowing, based on data, what the field needs and was also driving impactful interventions. So to marry those things and have them be mutually reinforcing felt obvious. 

Let me be a provocative proxy for a certain skeptical kind of reader. Let’s say I'm a committed Jew, but I'm not emotionally bought into the idea of the Jewish nonprofit sector as a sector. Several times you've talked about the interest of the field. Why should “the field” have an interest, and why should I care about it? Why can't Jewish communal leaders just learn leadership from the Center for Creative Leadership and managers just learn management from the Management Center and organizations just use Culture Amp for employee surveys? What's the added value of doing all this together through a Jewish-specific lens?

The perseveration that is possible about this question, the sort of philosophizing — “Are we a field? What are the boundaries of the field?” — at the beginning, I found that to be a distraction, so I studiously avoided spending time on it because it seemed to me like work avoidance that was inhibiting bold action. That is a place of spinning wheels. And there is enough of a history and a broad-based and highly networked committed core of our field, doing the work of building the field and being a field. Defining our boundaries and justifying the reality that we are a field just wasn’t the place to begin. I think if we describe what is, we will see all the ways that we are a field in the relationships, in the ways that we collaborate, in the ways that we argue, even if we disagree… To the extent that we are in the conversation about whether we’re a community, and there’s a committed core that believes we are…well, then we are. (And, I would argue that those who are highly engaged in critiques about whether and how we are a field are also in an important relationship with this professional community.) We have shared third-rail issues, shared conversations. We come back to shared models, shared funding institutions, and the shared institutional identity of being a Jewish organization. Now, not everyone sees it that way. There have been organizations that said, “We're not going to be JPro Affiliates. We don't see ourselves as part of the field.” Okay, fine; there are thousands of organizations and people who do, so let's start there.

What are you most personally proud of from your role as CEO of JPro? And don't be humble and talk about pride in the organization. I want to know: What are you most proud to have personally done?

I think that my superpower is being able to move quickly from discomfort to growth. There are some things that have come less naturally to me than to some other people in positions like mine, but I’ve been able to look at the gaps and seek support to accomplish big things. I was terrified when I started this job, and I was open with some real gedolim [“great ones”] in our field about that. One shared with me that when he started in his job, he felt the same way and told me that it would take two years to get my sea legs. His normalizing that was incredibly helpful. I think it’s unfortunate that we don't speak publicly about those realities in the field and maintain the mythology of the hero-leader. Somehow the persona that executive leaders typically portray is of being confident and charismatic and successful... I think we do ourselves a disservice by being less honest. But every big accomplishment at JPro was the work of a team. I’m proud of how I’ve facilitated the circumstances in which groups, together have made the impossible possible. And it never ends. I've joked after our conferences that the reward of reaching the summit of a mountain is always another, bigger mountain. 

What has it been like going from a CEO role to a non-CEO C-suite role?

This has been a rollercoaster for everybody with lots of highs, some lows, some exhilaration, and some stomachaches. I’ve never heard of an M+A process that isn’t complex, so the “big why” has to be clear and worthwhile. If I wanted to, I could spend all day talking about what's hard. Or I could spend all day looking at the incredible opportunities and blessings for me personally and for JPro. And that's where I'm excited to put my energy. I'm working with one of the best executive teams, boards, and staffs in the business. I really mean it, the concentration of talent here is unbelievable. It’s incredible to be at this point in my career and to be at the beginning of a new journey with a steep learning curve. It’s the next mountain. I think about my own sense of mission and purpose as a Jewish communal professional, as a mother, as a granddaughter… In the days after October 7th, I really felt like everything that I grew up to think was true about being a Jew in the world at this moment in history was just lying shattered at my feet. And I just think it is an incredible blessing to be in a professional community and to have work that is, in part, about how we move through that moment as individuals, as organizations, as a field, as a broader Jewish community, in making meaning of our post-October-7th reality. I feel incredibly fortunate to be doing this work, in this field, with this organization, at this time.