By Paul Hamilton
October 13, 2026

Leading Before You Have All the Answers
What building an in-house housekeeping operation taught me about leadership

One of the inevitabilities of working in higher education is that eventually you will be asked to lead something you have never done before.

Sometimes it is a new program. Sometimes it is a crisis. Sometimes it is a new facility or a new responsibility that suddenly finds its way onto your plate. Regardless of how it happens, there comes a moment when you realize there is no training manual, no workshop, and no graduate course that prepared you for what comes next.

One such occasion for me came when our contracted custodial vendor gave us a thirty-day notice that our contract would be terminated and our department began the process of building an in-house, self-operation custodial program.

Like many housing professionals, my career path included residence life, student development, conduct, crisis response, facilities coordination, budgeting, supervision, and a variety of other areas that typically fall under the umbrella of housing administration. What it did not include was custodial management. I had never built a housekeeping program. I had never developed cleaning standards. I had never managed inventories of chemicals and equipment. I had never developed staffing models for a custodial operation.

Yet there I was, responsible for helping lead the effort.

At first, I approached the challenge the way many leaders do. I assumed I needed to become the expert as quickly as possible.

The more I worked through the project, however, the more I realized I was asking the wrong question.

The question was not:

"How quickly can I become a housekeeping expert?"

The better question was:

"How do we build a system that allows those with knowledge and expertise in this area, and those who will join our program in the future, to succeed?"

That shift in perspective changed everything.

Instead of trying to personally answer every question, I started focusing on understanding the larger system. What outcomes were we trying to achieve? What did our students need? What did our staff need? What standards did we want to establish? What structures needed to exist so that the operation could continue to improve long after the initial startup phase?

Some of the best answers did not come from me.

They came from frontline employees who understood the realities of the work. They came from colleagues who asked questions I had not considered. They came from peer institutions willing to share ideas and experience. They came from mistakes, adjustments, and lessons learned along the way.

As I reflect on the experience, one lesson stands out above all others:

Leadership is not always about expertise. Sometimes leadership is about creating the conditions for expertise to develop.

In higher education, we frequently find ourselves leading initiatives outside of our original training. A residence life professional may suddenly be overseeing facilities projects. A conduct officer may find themselves managing assessment efforts. A housing administrator may become responsible for dining, conferences, technology, or, in my case, housekeeping.

The instinct is often to believe that effective leadership requires immediate mastery.

I no longer think that is true (until the next time when I forget I don’t have to have all the answers, lol).

Effective leadership certainly requires learning. It requires accountability. It requires asking good questions and making informed decisions. But it also requires the humility to acknowledge what you do not know and the willingness to learn alongside others.

In some ways, the most valuable thing I learned from this project had very little to do with housekeeping.

I learned that building something new is rarely an individual accomplishment. It is a collective effort. Progress happens when people contribute different perspectives, experiences, and expertise toward a shared goal.

I also learned that systems matter.

Many organizational challenges are not the result of people failing. More often, they are the result of unclear expectations, inconsistent processes, or structures that do not support success. When we invest time in developing clear processes, defining standards, and equipping people with the right tools, we create an environment where success becomes far more likely.

At some point in your career, you will be asked to lead something that falls outside your previous experience. When that happens, remember that you do not have to begin with all the answers.

Start by learning.

Listen carefully.

Ask questions.

Focus on people.

Build systems that support success.

And trust that expertise can grow over time.

Looking back, I would never claim that I knew everything I needed to know when this project began. In many ways (ok, more like every way), I am still learning. But that may be the most important lesson of all.

When we were given the opportunity and challenge of building an in-house, self-op, housekeeping operation, I discovered that leadership is not about standing at the front with all the answers. It is about helping a team move forward together when no one has a complete map.

And sometimes that is exactly where the best learning begins.

Paul Hamilton
Director of Housing & Residential Programs at Angelo State University

By Ricky Williams
October 7, 2026

Sometimes I sit back and think about where I came from, where I am today, and the people who helped me get here. One thing I know for certain is that I did not get here by myself. There were people along the way who believed in me, opened doors for me, and gave me opportunities. To be honest, I do not know where I would be today if someone had not taken a chance on me.

I am originally from Dallas, Texas, and I was raised by a single mother. My mother dedicated more than 25 years of her life to education. Growing up, I did not fully understand how much her strength, sacrifice, and commitment to helping others would shape me. I understand it differently now, especially as I have built my own career in higher education.

In 2012, my mother passed away from pancreatic cancer. It spread quickly, and losing her changed my life. There are still moments when I wish I could pick up the phone and tell her about my day, share an accomplishment, or let her see the person I have become. I especially wish she could see the work I am doing now.

She spent her life serving others through education, and today I have the opportunity to serve students in a different way. I may not stand in front of a classroom like she did, but every day I get to support students and families during an important part of their college experience. In many ways, that connection makes this work personal for me.

Today, I serve as the Assistant Director of Housing Operations & Administrative Services at Tyler Junior College. My job includes housing assignments, billing, access, move-in preparation, and many of the day-to-day operations that keep housing moving. I enjoy that side of the work. I like solving problems, making processes better, and seeing months of planning come together when students arrive on campus. But what I love most about housing has never been a spreadsheet, a report, or an occupancy number. It is the people.

I love working with students and families. Being raised by a single mother gave me an appreciation for the sacrifices families make to help their students reach college. When a parent calls our office worried about a housing issue, I try to remember that they are not simply calling about a room, a charge, or a policy. They are calling about someone they love. That changes the way I approach the conversation.

The same is true with our students. We never know everything a student is carrying when they walk through our doors. Some arrive with everything they need and a strong support system behind them. Others are trying to figure things out as they go. Sometimes what looks like a simple housing question is connected to something much bigger.

Recently, I spoke with a student who was preparing to move into campus housing. During our conversation, I learned that the student did not have many of the basic necessities needed for the room. We could have stopped after making sure the housing assignment was complete, but that did not feel like enough. My team and I looked at what we had available and were able to put together bedding, towels, laundry detergent, and other essentials to help the student get started.

It was not a major program. There was no big announcement or recognition attached to it. We were simply helping a student who needed someone to care enough to ask, "What else do you need?" Moments like that remind me why I love this profession.

They also remind me of my own journey. People have taken time to guide me, encourage me, and see potential in me. Those opportunities helped me grow into the professional and leader I am today. Because of that, I never want to become so focused on my title or responsibilities that I forget what it feels like to need someone to believe in you.

That is one of the biggest lessons housing has taught me. Our work is important, but the people are more important. We have policies to follow, deadlines to meet, buildings to manage, and difficult decisions to make. Those responsibilities are real. Still, we cannot allow the operation to become so important that we overlook the reason the operation exists in the first place.

As I continue to grow as a leader, I want to be someone who gives others room to grow too. I want students to feel that they can come to us when they need help. I want families to know that we understand the trust they place in us. I also want the people I work with to know that I see their potential and that I am willing to help them develop.

I am proud of how far I have come, but I never want to forget the young man from Dallas who was raised by a single mother. I carry that part of my story with me every day.

I often wish my mother could see where I am now. I think she would understand why this work means so much to me. She spent her career serving through education, and I am grateful that, in my own way, I get to continue that kind of work by serving students and families.

I cannot tell you exactly where I would be if people had not believed in me. What I can say is that their support changed my life, and I never want to take that for granted.

Someone took a chance on me. Now, I have the opportunity to do the same for someone else.

Ricky L. Williams
Assistant Director of Housing Operations & Administrative Services at Tyler Junior College

By Stephanie London
September 30, 2026

Never in a million years did I see myself working in housing on a college campus. Sure, I lived on campus in college…in an apartment…never a residence hall. I enjoyed leadership positions as a student, but in programming boards and orientations programs, never as an RA or student staff member in housing. My path was always planning events and the world of student activities. That, I knew from early on in my college career. 

So how did I end up here? 

Funny you should ask – I’ll explain. 

I did take the path I always planned after graduating college, planning events at a performing arts center, then finding my place in student activities at my Alma Mater while working on a graduate degree, and ultimately moving up into different positions within student activities. Like most of us, at some point I started questioning if I was where I wanted to be and what was next in my professional career. After some soul-searching, I shared this with my supervisor to be transparent that I was ready for the next phase of my career. 

Fast forward a short time later and our Director of Housing was leaving for a great opportunity at another institution. My supervisor, knowing I was looking for something different, pitched the idea of being in charge of housing. What was my reaction? Well, I could only laugh. I saw the world of housing from the outside and saw the challenges. But the more I thought about it, I thought “I can do this!” 

Sure, I had no housing background whatsoever, but I had 15 years’ experience in higher education. When I broke it down, I thought “the basics are all there.” I mean I could plan an event easily, coordinated and executed creative marketing efforts, managed my own departmental budgets, oversaw all my departmental staff and student staff, assessed risks for activities, served as an advisor to the Student Government Association, took part in student conduct – I had all the transferrable skills. I just didn’t see it until I really looked at both sides of the coin. Plus, I had some encouragement from the outgoing Director of Housing. 

That’s how I ended up here; now serving as Assistant Dean of Students at my institution and in the role of senior housing officer, overseeing Housing and Residence Life. 

Was it an easy transition? Honestly, no. Regardless of having the skills needed to pull it off, I had a lot to learn in the housing world, while also being short a Resident Director and still serving in my role as Director of Student Activities until it could be filled. But I also knew those were temporary challenges – and I like a good challenge. 

Now, I’m in my fourth year working in housing (19 overall in higher education) and I truly believe that having no background in housing really helped me in my first year and still some today. Yes, I had to learn the ropes and the tricks of the trade, but I also looked at things from a new lens – a non-housing lens – and could ask the “why” we did certain things the way we did. I was really able to step back, and challenge my team to step back, and look at what we were doing. While we were left in a great place by my predecessor, we still challenged some concepts and had conversations about how to evolve our operation. After all, our students change so sometimes we have to as well. 

At the end of the day, I’d challenge you that if you’re wondering if you can do something you just aren’t quite sure you can do – go for it! Yes, you may have some bumps. Yes, you may have a little imposter syndrome. Yes, it may be a little scary. The reward is knowing you can do it – you can do hard things – and be successful. But, you’ll never know unless you try. 

Stephanie London
Assistant Dean of Students for Housing and Campus & Community Engagement at University of Arkansas Fort Smith

SWACUHO Executive Board Highlights

Meeting Overview

September 11, 2026

The SWACUHO Executive Board met on September 11 to discuss annual conference planning, membership recruitment, leadership development, sponsorship initiatives, and preparations for the upcoming Mid-Year Meeting. Highlights from the meeting are shared below.

Key Discussion Areas

Annual Conference & Program Updates

• The Program Committee reported strong momentum for the 2027 Annual Conference, with 56 program submissions received before the proposal deadline and expectations for additional submissions before closing. Current submissions represent institutions from each state in the region across a variety of topical areas. The committee also shared details about its enhanced review process, which includes providing presenters with developmental feedback prior to final program selection. This approach is intended to strengthen presentations and be developmental for presenters.

• The committee also discussed ways to promote selected conference sessions in advance as advertising to attend the conference.

• The Program Committee also shared information about the Virtual Program Series. The Board recognized the value of these offerings and encouraged continued growth and promotion throughout the year.

Membership Recruitment Progress

• State Directors provided updates on the ongoing membership drive efforts across the region. Outreach continues with institutions in Arkansas, Oklahoma, Texas, and beyond. Several memberships have already been renewed for the 2026-2027 year. Board members discussed strategies for continuing outreach and maintaining accurate institutional contact information throughout the region.

Leadership Recruitment & Committee Engagement

• The Board reviewed ongoing leadership recruitment efforts for Executive Board and committee positions whose terms conclude in February 2027. Members were encouraged to promote leadership opportunities, submit recommendations, and help identify future leaders for the association.

• A new leadership recruitment webpage was launched with position details and timelines.

• In addition, the Board discussed several committee vacancies and ways to increase committee engagement across the organization. Committee chairs will continue sharing committee goals and opportunities as part of an upcoming recruitment campaign.

Travel Grant Approved

• The Executive Board unanimously approved the creation of a travel grant program to support attendance at the 2027 SWACUHO Annual Conference. Board members discussed making the opportunity as accessible as possible by eliminating submission barriers and focusing selection criteria on demonstrated need and application quality. Additional information about the travel grant will be shared with members in the coming months.

Corporate Partnerships & Sponsorship Development

• The Board approved sponsorship requests supporting upcoming SHO initiatives and reviewed a draft framework for year-round corporate partnership sponsorship levels. Discussion focused on creating meaningful benefits for sponsors while maintaining flexibility and clarity around recognition and conference support opportunities. The Board recommended gathering additional feedback from corporate partners during the 2027 conference cycle before implementing a revised sponsorship model for the 2027-2028 term.

Mid-Year Meeting Planning

• Preparations are underway for the 2026 Mid-Year Meeting. Planned discussions include association financial philosophies, conference planning structures, strategic priorities, communication strategies, committee work, and other organizational initiatives.

• The Board also discussed opportunities for enhanced collaboration during mid-year committee meetings and focusing on the development of resources such as the SWACUHO involvement transcript and historical records project.

Treasurer Snapshot

August Updates	Current
August Income	$3,550
August Expenses	$8,108.66

• Updated budget details are available via the Treasurer’s shared Google Sheet.

• The Treasurer reported healthy association finances, including current checking and savings balances, membership revenue progress, and registration updates for upcoming events. Membership income has reached approximately 36% of the annual goal, while registrations continue for both the SHO Workshop and the 2027 Annual Conference.

Upcoming Events

• Texas State Meeting: September 29

• Frank Cloud Award Submissions: Due October 1

• Award Nominations Open: October 1 - November 2

• SHO Workshop: October 14-15

• SSLC: November 13-14

The next Executive Board Meeting will be held on October 9, 2026. Thank you to all Executive Board members, committee leaders, and volunteers for their continued commitment to advancing the mission of SWACUHO and supporting housing professionals across the region.

Questions or Ideas?

Reach out to your State Director if you would like more information about anything mentioned here!

Arkansas State Director
Leanna Payton
Henderson State University
arkansas@swacuho.org

Oklahoma State Director
Whitney Arbaugh
Northeastern State University 
oklahoma@swacuho.org

Texas State Director
Nicholas Brown
East Texas A&M University
texas@swacuho.org

By Gregg Suttle
September 21, 2026

Over my 22 years at Southern Methodist University, I had participated in minor furniture replacement projects and small-scale building refreshes.  However, the first time I ever had to manage a full-building furniture replacement, I had absolutely no formal training for the massive logistics required.

Virginia Snider Commons was built in 1926 and last refreshed in the 1980s.  It features 256 rooms with a mix of singles and doubles, layout options with suite-style rooms or community restrooms, and built-in desks on the Snider side.

Beginning the planning process in November, I needed to know exactly how much furniture to replace (spoiler: all of it). Because the building was fully occupied at the time, I had to base my initial purchase order numbers on what was listed in our StarRez occupancy software.

To select a furniture vendor for such a large purchase order, we reached out to contacts I had made at various SWACUHO conferences.  We ultimately selected Southwest Contract to supply the bed ends, bed frames, desks, and dressers.  They provided various room chair samples, which we used to gather feedback from residents, student leadership, and student staff to pick the winning design.  Next, I had to find a new mattress supplier because our previous vendor had gone out of business.  We followed the same process: gathered quotes, secured samples, and had the student staff test them out to provide feedback.

With all the orders finalized and the delivery scheduled, there was nothing left to do, correct?  Wrong.  

• Where was all the old furniture going? 

• Could we reuse any of the mattresses? If so, where would they go?

As it turns out, some of your greatest professional connections come from the people you meet at SWACUHO. Having met Ricky Williams at the conference the year prior, I reached out to him and a few other universities to see if anyone wanted our old furniture—provided they supplied the labor and transportation to haul it away. Fortunately, a couple of schools agreed, and the removal was scheduled.

But what about the mattresses? We operate on a 9-to-10-year mattress replacement schedule, and these were about 8 years old. We sent some to the fraternities to replace the ones they inevitably damage every year. That still left us with over 200 mattresses to dispose of.  We initially considered a recycling company to save them from the landfill. However, we had tried that once before, it rained on the mattresses, and the company refused to take them.  Once again, SWACUHO connections saved the day, I was given a connection for an individual who agreed to remove and recycle them at no cost.  It was a small team, and it took them three days to clear out the remaining 200 mattresses, but you cannot beat free.

As removal and installation day approached, I was hopeful that all my planning would pay off and everything would go smoothly. But we work in housing, and if something can go wrong, it likely will.  Because the building had been occupied during planning, I had been unable to gather a true, 100 percent physical furniture count. It turned out a couple of rooms on each side required extra desks above the stock count.  Thankfully, Southwest Contract stepped up and assisted us with the extra installation just prior to student move-in.

Key Takeaways for Future Renovations:

1. Leverage Your Network: Reach out to connections at other universities to see if they need secondhand furniture.  Also, check with your furniture supplier, as they often have great leads.

2. Physically Inspect Rooms: Always do a physical room inspection to get a total count of furniture needs prior to ordering and always order a few extra pieces for buffer stock.  I now utilize winter break or send out building-wide emails to schedule these quick room checks.

3. Prepare for the "What-Ifs": I once had a company promise to take all our old furniture, only for them to take 30 pieces out of more than 400.  Always have a backup plan ready to keep your inventory out of the landfill.

Conclusion: The Ultimate Housing Truth

Ultimately, this project taught me the most valuable lesson in student housing: expect the unexpected, hold onto your SWACUHO contacts like gold.  I survived my first full-building swap without any formal training, a landfill crisis, or a surprise rainstorm ruining my mattress inventory.  Moving forward, I am confident I can handle any furniture renovation project thrown my way. 

Gregg Suttle
Associate Director of Operations at Southern Methodist University

By Ricky Harris
September 16, 2026

Putting yourself out there takes a level of vulnerability that is often difficult to view as being worth the risk. Whether it’s seeking a position in an organization you love, applying for your dream job, or creating a new event or initiative, the risk of failure isn’t worth it to some. But I’ve taken risks, failed many times, and I’m here to tell you it was worth every bit of effort.

Many years ago, during my undergraduate time at the University of Arkansas at Little Rock, while already involved as an RA and on my campus newspaper staff as an editor, I decided I wanted to give back more. I threw my hat into the ring for president of the student government association. I loved my institution and was grateful for everything it had done for me, so of course I wanted to serve it even more. I was all-in: I had shirts and posters made, talked to as many people as I could, and was sure I’d be at least competitive in the race. Heartbreak quickly took over as election night came and went, and I lost handily. I felt humiliated after taking that risk and failing miserably. But now, looking back after plenty of reflection over the years, I am grateful for the opportunity the experience gave me to tell my story and get to know many fellow students I may not have met otherwise. And that experience didn’t stop me from giving back; I just gave back in different ways instead.

When I first graduated with my master’s degree, the job market was tough in student affairs, especially housing. That can be difficult to comprehend with how things were during and after the pandemic, but I promise it’s true. I applied for countless jobs, went on a myriad of campus visits which led me to think I was never going to stop visiting airports, and received plenty of rejections. I didn’t receive an offer and start a professional position until mid-July after graduating, just in time to be thrown into a new department and a new state as trainings and move-in were mere weeks away. Throughout that prolonged job search process, the constant rejections chipped away at my confidence, leaving me feeling like I had nothing to offer. Yet, almost overnight, that isolation evaporated into a trial by fire. I was dropped into a new department where there was no time to doubt my abilities because there were schedules to finalize, crises to manage, and a campus full of students arriving in just a few weeks.

In 2019, while still serving as a resident director at the University of Arkansas – Fort Smith, I was appointed to the SWACUHO Executive Board as the Arkansas State Director. To say I had imposter syndrome would be the understatement of the century. I loved SWACUHO and my experiences thus far, but why was I on a leadership team with so many decision-makers in our region? Those first few executive board meetings were tough as I tried to find my voice. As a few months passed, and after conversations I had at the previous annual conference, I was ready to put myself out there and try something new. With the blessing of the board and support of colleagues in Arkansas, I got the green light to attempt to host a summer drive-in conference for housing professionals in the state. I knew it was a risky endeavor, but I also knew that we would never know if it would be successful if we didn’t try. After months of planning and nervousness about attendance continued, 70 professionals joined us in Conway for what would become an annual event. Our “low-cost, high-impact” event had succeeded, and pride gleamed from my face. Now, in 2026, the event had 99 attendees in its sixth iteration (thanks, COVID, for it not being the eighth) and is going strong as, arguably, a new staple event for our association. Taking that risk led to my continued involvement in SWACUHO, for which I now serve as President-Elect.

I tell those stories to reiterate this message: take the risk and put yourself out there. Yes, you might fail. But as legendary college football coach Nick Saban once said, “There can be no great victories in your life unless you overcome adversity.” Coach Saban is right. Whether it’s a lost SGA election or wondering if you'll get a job, the adversity is just the entry fee for the victory.

Ricky Harris
Associate Director of Residence Life at University of Central Arkansas

By Raechel Kepner

Throughout my career, first in Residential Education and now in Residential Facilities, I have been presented with opportunities that felt overwhelming and, at times, intimidating. If you are a lover of personality tests, my Myers-Briggs type is ISTJ, and it explains a lot about how I approach things in life. As an ISTJ, I have the tendency to take the safe route and stay in the areas that I can control or feel most comfortable in. The feeling of the unknown always made me nervous. 

Over the years of my career, I have had to challenge myself to get outside of my ISTJ way of thinking to continue to grow. One lesson I often think about when facing a challenge is something I learned in graduate school: be willing to say "yes"!

During graduate school, I took a class taught by Dr. Kenneth Stoner (J.C.'s dad!), who taught me a lesson that has stayed with me: be willing to say "yes" when opportunities arise. In the class, Dr. Stoner talked about how many opportunities he pursued began because someone asked him to take on a small role, and he said “yes”. After taking on these smaller roles, he talked about how he then began saying “yes” to other opportunities that were presented to him which furthered his career and expanded his ability to serve within the field.

Thinking about my journey so far, there were times that I wish I had said “yes” to opportunities, particularly when I was still new to the field. I look back and realize that my fear of the unknown overshadowed the lesson I was taught in graduate school. When looking for my first mid-level role, I started with the mindset of, “Yes, I think I can do that!” versus sticking with the things that I felt comfortable with. I recognized that saying “yes” also showed my team and department that I was a team player and was willing to help when needed. 

When I decided that I wanted to take my next step in a Senior-level role, the job I was considering seemed well outside of the student affairs comfort bubble that I was in. I talked with many people before I chose to submit my application because I was finding it difficult to picture myself in a different field. After encouragement and reminding myself that sometimes you just must be willing to say “yes” to trying new things, I submitted my application and ended up with the position. In my role now, I am constantly challenged to say “yes” to things that are unfamiliar to me but are helping me to grow and be able to better support others in the way that I have been supported.

One of my most recent moments of saying “yes” brings me back to my current role as SWACUHO Treasurer. When I originally was looking at positions within SWACUHO, I was only considering a few that were comfortable to me. It wasn’t until Dr. (J.C.) Stoner reached out to me and asked me to look at the Treasurer position that I even considered the idea of being in the role. I was a bit intimidated by the position description and all the pieces that came with it, and I almost decided that I was not going to run. After talking with my supervisor, Henry Moreno, and getting advice and some confidence boosting (thanks, Henry!), I did some reflection about my experiences and remembered that if I didn’t say “yes” to the opportunity to run, I would most likely regret it. 

It’s funny that even though it has been over twenty years since I had a class with Dr. Kenneth Stoner, his lessons (and his son) continue to help me grow in my career and the ability to give back to the Housing field. I hope that you too will be willing to say “yes” to the opportunities that come your way, even if it makes you feel uncomfortable initially. You never know where it might lead or how your experience could help you serve the field!

Raechel Kepner
Associate Director - Housing Facilities Services at Texas State University

Our next installment of the Hello SWACUHO! digest is here!

Hello SWACUHO! - August 2026 Sent 8.28.26

SWACUHO Executive Board Highlights

Meeting Overview

August 14, 2026

As campuses across the region welcome students back for a new academic year, the SWACUHO Executive Board is hard at work supporting members through professional development, networking opportunities, and strategic planning for the association's future. Highlights included approval of the 2026 SWACUHO-U budget, celebration of a successful Arkansas Drive-In conference, exploration of a new travel grant initiative, and continued planning for upcoming conferences, roundtables, and leadership opportunities. The Board also discussed strategies to better connect members through targeted communication efforts and new networking spaces.

Key Discussion Areas

Membership & Engagement

• State Directors continue outreach efforts to reconnect with members and update institutional contacts as campuses complete move-in activities.

• The Board discussed piloting a Texas-specific listserv to enhance communication and engagement among Texas members. Feedback from members will be welcomed as the pilot develops. 

Leadership & Volunteer Opportunities

• The Board continues work to fill leadership vacancies within Mid-Level, Communications, and Public Policy committees.

• Planning is underway for the 2027-2028 leadership application and nomination process. Members interested in serving SWACUHO are encouraged to stay tuned for upcoming opportunities.

Professional Development

• The Board approved the 2026 SWACUHO-U budget and registration fee, helping move plans forward for this important professional development experience.

• Career Pathways launched a new LinkedIn community and is developing community guidelines to support meaningful networking and engagement among members.

• A travel grant proposal is under review that would provide additional pathways for members to attend future SWACUHO conferences and become more involved in the association.

Arkansas Drive-In Success

• The 2026 Arkansas Drive-In welcomed 99 attendees and generated a modest profit while providing a day full of learning, networking, and engagement. Thanks to Leanna Payton (Henderson State University), Ben Micek (University of Arkansas), and Jules Merguie, Craig Seager, and Ricky Harris (all from University of Central Arkansas).

Conference & Event Planning

• Planning continues for the 2027 Annual Conference, Mid-Year Meeting, and other upcoming events.

• The Board will convene later this month to review the Annual Conference budget and approve registration rates before registration launches.

• Program proposals for the 2027 Annual Conference are now open. Submit here! By September 1st!
  
  

Treasurer Snapshot

July Updates	Current
July Income	$6,515.00
July Expenses	$3,990.46

• Updated budget details are available via the Treasurer’s shared Google Sheet.

• Robert C. Cooke Endowment Quarterly Update (Q2)

• • Fund Balance: $51,849.74 

  • Available Funds for Distribution: $1,615.74

Upcoming Events

• Mid-Level Roundtable: September 2

• GELS Roundtable: September 2

• Arkansas Roundtable: September 8

• Texas State Meeting: September 29

• SHO Workshop: October 14-15

• SSLC: November 13-14

Questions or Ideas?

Reach out to your State Director if you would like more information about anything mentioned here!

Arkansas State Director
Leanna Payton
Henderson State University
arkansas@swacuho.org

Oklahoma State Director
Whitney Arbaugh
Northeastern State University 
oklahoma@swacuho.org

Texas State Director
Nicholas Brown
East Texas A&M University
texas@swacuho.org

By Gregg Suttle

I have been employed at Southern Methodist University for nearly 22 years, and if there’s one constant throughout my journey, it’s change.

I was originally hired as a general technician working with fraternity houses and apartments. From the very beginning, I truly enjoyed both the work and the team I was part of. About sixteen months into my role, I was transferred to the residential community to fill in while another technician was on leave.  What started as a short-term assignment turned into a pivotal moment in my career.

During that time, I took the initiative to work closely with my manager on leadership tasks. I began assisting with building budget reconciliation and developed a system to track work order billing.  This allowed us to better understand costs and identify billing errors within the department.  That experience not only expanded my skill set but also gave me the confidence to apply for a manager position in 2004.

Over the next several years, my role continued to evolve.  I took on oversight of fraternity housing, which presented a completely different set of challenges compared to traditional student housing.  Anyone who has worked in that environment knows it requires a different approach.  By relying on my transferable skills, especially customer service and a focus on key priorities, I was able to strengthen relationships with advisors and chapter leadership. Those relationships continue to benefit me in my role today.

In 2015, a university reorganization brought another major shift.  I moved into Facilities Services and took on several new responsibilities over the following years, including overseeing the University lock shop, something I had no prior experience with.  I didn’t know how to cut keys or manage the technical aspects of the operation, but I focused on what the department needed from me and committed to learning everything I could.

Drawing on my background in Student Affairs and Facilities, we made meaningful improvements in customer satisfaction. We focused on departments with the highest levels of dissatisfaction and addressed quality control issues in work orders.  We also modernized our processes by eliminating paper key logs and transitioning them to Excel-based tracking systems.  This change significantly improved efficiency and transformed how our team operated.

In 2019, I had the opportunity to return to the housing department, where I continue to work today.  Since then, I’ve experienced changes in leadership, each bringing new expectations and perspectives on how we serve our residential communities.  One notable improvement was moving summer conference repair tracking from a large whiteboard to an integrated occupancy software system—streamlining communication and planning in a big way.  This change removed me from managing the process and allowed for a more streamlined process for all campus partners.  Removing the “This is the way we have always done this” to allowing the process of change to shape the overall process and embraces it has been very positive for me and the team.

Looking back, every step of my career has reinforced one important lesson: our job roles will always change.  The key is to be ready for that change and to trust that you already have the skills and knowledge to step beyond your comfort zone.

I share my story to encourage others not to fear change—whether in your career or your personal life.  It’s natural to feel uncertain when facing the unknown.  Growth requires us to try something new, and that can be uncomfortable.  

Change isn’t something to avoid, it’s something to embrace.  Because on the other side of change is growth, opportunity, and a stronger version of yourself.

Gregg Suttle
Associate Director of Operations at Southern Methodist University