2026 Board of Directors Nominees

Meet the Nominees for the 2026 Board of Directors

Members will vote for individuals to fill open positions on the ACCA Board of Directors.

Take some time to learn more about each of the candidates.

Submit your vote here by March 13, 2026.

President-Elect

  • Title & Institution: Executive Director, Administration at The Ohio State University Comprehensive Cancer Center
    Most Advanced Degree: MA, MBA

    ACCA Experience
    I am the current treasurer and have been attending CCAF/ACCA meetings since 2023, most recently in Seattle.

    Initiative
    I am a strong supporter of the ACCA quads mentoring program and would like to expand this to other cohorts of interested individuals across the cancer center community.

Treasurer

  • Associate Director of Administration, Atrium Health Wake Forest Baptist Comprehensive Cancer Center

    Most Advanced Degree: MHA
    Additional Degree: BS

    Professional Biography
    With over a decade of institutional experience, Jess joined the Atrium Health Wake Forest Baptist Comprehensive Cancer Center Administration team as a project manager in May 2021. Promoted to Assistant Director of Administration in 2023, Jess participated in succession planning, taking on mentorship and transition responsibilities ahead of her predecessor’s retirement. In October 2024, Jess was appointed Associate Director of Administration and led the Center’s successful CCSG renewal application submission in January 2026.

    ACCA Experience
    Jess has been attending ACCA CCAF every year since 2022. She currently serves on the ACCA Communications Committee and on the 2026 ACCA CCAF Planning Committee.

    Initiative
    Skill-building sessions across all levels of administration staff (e.g., leveraging tools and applications)

Treasurer

  • Title & Institution: Assistant Director, Operations and Finance, University of Colorado Cancer Center
    Most Advanced Degree: MBA, MHA
    Additional Credential: GCIS - Graduate Certificate in Information Systems

    Professional Biography
    University of Colorado Cancer Center (10/2019 - present)

    ACCA Experience
    I have had the pleasure of serving on the finance committee for the past 2 years under both the David's (Darr and Gosky). I also served on the CCAF planning committee for Seattle. I have attended every CCAF meeting since I joined in 2020.

    Initiative
    I would like to further many of the benefits that I've gained from being part of an ACCA quad. I believe there should be more sharing amongst peers in terms of what resonates in the CCSG application. My ACCA quad has been amazing, we've shared presentations, strategic plans, how we're approaching new/changing components, and just every day administrative woes. Developing more opportunities for peers to get together and share ideas is something I'd like to pursue on the ACCA board.

Treasurer

  • Title & Institution: Associate Director for Administration, Herbert Irving Comprehensive Cancer Center/Columbia University
    Most Advanced Degree: PhD

    ACCA Experience
    I have attended CCAF meetings every year since I joined the HICCC at Columbia University in 2016. The only exception is the Seattle meeting in 2025, when I was unable to travel because Columbia's CCSG was terminated in March of that year (it has be since restored). I served on the CCAF planning committee three CCAF meetings from 2022-2024 and have contribued may times as a speaker, panelist, and round table participant. ACCA grew out of the CCAF community as a grass roots effort to develop a professional organization that advocates for and supports and mentors the administrators and staff who make NCI-designated cancer centers work. I have been privileged to experience ACCA's initiation and its growth, which is build on the support of the cancer center community across the US. I would be honored to contribute to ACCA serving as the association's Treasurer.

    Initiative
    ACCA grew out of the CCAF, providing a much needed "home" for the individuals that staff and support cancer center across the US. The fundamental strength of ACCA is the human experience it provides - connecting with trained professionals in the field, mentorship from administrators who have experience with the NCI, OCC, and CCSG. The fundamentals of guiding new/recent members and connecting cancer centers to each other and to the NCI, is a mainstay of ACCA. As a member of the ACCA Board of Directors, I would seek to further the mentorship and professional development aspects of the association. This would include assessing and enhancing the ACCA "quads", which pair seasoned administrators with those earlier in their experience, and developing career growth opportunities (e.g., leadership courses, networking events) for the cancer center administrator community. I would assess and enhance affinity groups, that provide practical, experience-driven advice on various aspects of cancer centers and the CCSG. I would also work to provide a relatively defined path for AACA members to join External Advisory Boards for other centers and/or to become an NCI reviewer, important "inside track" experiences that provide significant benefit.

Treasurer

  • Title & Institution: Chief Financial & Administrative Officer / Deputy Director for Administration & Planning, Rutgers Cancer Institute / RWJBarnabas Health
    Most Advanced Degree: MBA

    Professional Biography
    Responsible for both research and service line financial oversight.

    ACCA Experience
    I have attended every ACCA meeting and since inception, have served as Co-Chair of the ACCA Corporate Relations Committee. I have introduced/advanced the ACCA mission to multiple industry partners and have helped secure approximately $275k in sponsorship over the past 3 years to support ACCA annual meetings and other programming. Prior to ACCA, I was active in CCAF and hosted the CCAF 2022 annual meeting in Cleveland, where I planned/led every aspect of the meeting.

    Initiative
    I would like to further the ACCA Commons Sessions by restructuring them to develop a cancer center administrators training curriculum. We can start with the framework for the CCSG 101 session and add other global areas of cancer center administration (ie: working with the service line, maximizing impact, coaching staff, etc). As a group, we have spent a lot of time talking about writing a better CCSG grant, but I would like to start focusing on developing better cancer center administrators. I think formalizing this would bring significant value to ACCA.

Director-At-Large

  • Chief Administrative Officer / Associate Director for Administration, UCLA Jonsson Comprehensive Cancer Center

    Most Advanced Degree: MPH
    Credentials: MPH, CRA

    Professional Biography
    I am an experienced cancer center executive with over 15 years of leadership in oncology administration, research operations, and cancer center development. My work has focused on advancing translational research, optimizing infrastructure, and supporting investigators across comprehensive cancer centers.

    ACCA Experience
    I have been actively involved with ACCA (formerly CCAF) for nearly 15 years and have found it to be one of the most meaningful professional communities of my career. Currently I serve as co-chair of the Membership Committee and chair of the New Member Engagement Committee, and over the years I have contributed to numerous conference planning committees. I am also one of three leaders of the CCSG 101 Pre-Conference Workshop, developing the curriculum to provide new CCSG administrators with a strong, practical foundation in the program and the knowledge necessary to successfully navigate a competitive renewal. In nearly 15 years, I have missed only one meeting (the week before I had my baby), which speaks to how deeply I value this community. ACCA has been an extraordinary source of learning, mentorship, and collaboration for me, and I remain committed to giving back to the field and to supporting the next generation of cancer center administrators.

    Initiative
    When I first began attending ACCA (then CCAF), even though I was fortunate to attend with a wonderful boss who introduced me to people, I remember how intimidating it felt. As a new administrator, it seemed like everyone already knew each other and knew so much more than I did (which, of course, they did!). That experience has stayed with me and has shaped my passion for intentionally bringing new administrators into the fold and helping them grow as cancer center leaders. I would love to further initiatives that consciously and thoughtfully embrace new members, through formal mentoring programs as well as more organic connection points at conferences, such as informal meet-and-greets, topic-specific dine-arounds, and structured networking opportunities that make introductions easier. While programs like the ACCA Commons calls are terrific and create natural space for engagement, especially for those who are naturally outgoing, I believe we can be even more intentional about building mechanisms that support those who may be quieter or newer to the field, ensuring every member has the opportunity to form meaningful relationships that extend beyond a single meeting and truly support their development as cancer center administrators.

Director-At-Large

  • Title & Institution: Vice President & Associate Center Director, Research Administration, Moffitt Cancer Center
    Most Advanced Degree: MHA

    Professional Biography
    Across my Centers, I provided leadership in developing strategic and operational initiatives that strengthened research infrastructure and aligned institutional priorities.

    ACCA Experience
    I feel indebted to the collaboration, guidance, and mentorship I have received from ACCA across my career. This is a critically important group, and I feel strongly about advancing the goals of ACCA and ensuring that new, junior, and experienced administrators all benefit from the power of this group for years to come. I see opportunities to harness my experience in looking forward for greater impact, while also maintaining the knowledge and perspective from long term participation in ACCA (and before that, CCAF). My most recent ACCA meetings were the AACI/CCAF(ACCA) meeting in October 2025 in DC and the March 2025 ACCA meeting in Philadelphia. I have attended every ACCA/CCAF and AACI/CCAF meeting since April 2002. For ACCA and CCAF, I have been an active participant in many areas. I served on the Inaugural ACCA Board before the current ACCA Board and have been part of the current Membership Committee and the transition-era Finance Committee. I served on the CCAF Executive Committee in 2009-2013 and was the inaugural CCAF representative on the AACI-CRI Steering Committee. I have CoChaired the ACCA Information Management (CCAF-IT) since 2011. My teams have hosted the CCAF meeting twice -- in St. Louis (2007) and Tampa (2017). On average, I have served on about one Program Planning meeting per year since 2002 and have been a speaker, panelist, moderator, and discussion lead.

    Initiative
    There are multiple initiatives that would add value for our ACCA members, leveraging my experience with ACCA to help us advance while ensuring that we continue the culture that has made this group exceptional for many years. 1) Mentorship/Career Development Programs: As Centers evolve to address changing national standards, this is critical for retaining ACCA members in our community, as well as fostering succession planning. The Quads program is exciting, and I would love to be part of expanding these efforts and demonstrating value. I would also like to explore other types of programs, considering how we might augment strategies beyond email and our formal education programs. These could include additional social opportunities, text network, drop-in hours, exchange programs, etc.). There may also be opportunities to facilitate sessions for topics such as preparing for an EAB/EAC meeting (as the host or serving on the EAB) or developing business plans for institutional review. 2) Affinity Groups: As Co-Chair of the one of the earliest Affinity Groups and having an array of lessons learned (both positive and negative), I have been part of identifying opportunities to help advance these groups in leveraging this infrastructure, particularly in how we build value that translates into ACCA full memberships, as well as fostering AG leader succession planning. 3) Data/Portal Resources: The Membership Committee is advancing efforts to build policy resources for members. The ACCA website is evolving and increasing its importance and utility. I see additional opportunities to foster this effort, particularly as CCSG guidelines and national practices evolve. 4) Input/Communication: I would love to be able to enhance our communication to provide additional opportunities for input from our Membership on an ongoing basis - for example, a link on the Portal to suggest ideas as they come up. 5) Facilitating collaboration with other organizations: We have a long history of collaborating with the AACI. As a professional organization, there may be ways to expand collaboration with other organizations, e.g., AACR, while retaining a strong ACCA identity.

Director-At-Large

  • Title & Institution: Senior Director, Cancer Clinical Trials Office, University of Chicago
    Most Advanced Degree: MS in Health Care Administration

    Professional Biography
    Cancer research and health administration leader with experience at the University of Chicago Comprehensive Cancer Center. My background includes operational leadership, compliance oversight, and strategic program development within academic oncology settings.

    ACCA Experience
    I am an active member of the ACCA community and have attended the past five annual meetings. Over the last two years, I have served as a panel participant and contributed to planning efforts for the annual meetings.

    Initiative
    I would welcome the opportunity to continue contributing to the planning of the annual ACCA meeting, while also helping to create greater synergy between the clinical research community and the work of AACI and ACCA through meaningful cross-organizational collaboration.

Submit your vote here by XXX.

Director-At-Large

  • Chief of Staff and Director, Planning and Administration, UCSF Helen Diller Family Comprehensive Cancer Center
    Most Advanced Degree: MPA
    Credentials: MPA, CCRP

    ACCA Experience
    I have participated in the CCAF and ACCA since 2011, my first CCAF meeting was in that year. I missed one meeting, 2012, when I was on parental leave. I was on the executive committee of CCAF from 2018-2021, hosted CCAF in 2020, and participated in the early discussions of the formulation of ACCA up until around 2021 when I devoted my time to my center renewal. I am on the ACCA communications committee and regularly attend meetings, and have joined the workforce development affinity group but have not gotten to attend a meeting.

    Initiative
    I will continue to work with the communications committee, and am interested in the workforce development work as well. I hope to continue working with the Cancer Centers Network and serve to bridge the network's efforts with ACCA where possible. Additionally, I think an effort to prioritize wellness among ACCA members, specifically to identify and prevent burnout would be very welcome and I would like to work on this in partnership with others.

Director-At-Large

  • Title & Institution: CRTEC Manager, VCU Massey Comprehensive Cancer Center
    Most Advanced Degree: B.S. in Cellular, Molecular, and Physiological Biology

    ACCA Experience
    I was first introduced to ACCA through the CRTEC Action Network (CAN) in 2023, when I connected with my CRTEC counterpart at UCSF, Jennifer Seuferer. Through that initial introduction and my growing involvement in cancer research administration, I quickly realized this was a professional community where I could see myself growing both personally and professionally. My first ACCA conference was in March 2025 in Seattle, where I attended the CRTEC Pre-Workshop the day prior to the main meeting. Meeting colleagues I had previously only known virtually was an incredibly rewarding experience—one that was collaborative, inspiring, and reaffirming of the important work we do in training the next generation of students and trainees. The broader conference further enriched that experience, allowing me to learn from peers, exchange ideas, expand my network, and return to Massey energized with new perspectives and initiatives, all made possible through the collective forum that ACCA provides. Although this past year marked my first year of involvement and I did not serve on an ACCA committee, I believe this is an ideal time to further engage by serving as Director-at-Large, where I can contribute meaningfully to the organization and its mission.

    Initiative
    I would like to introduce a structured mentorship model within ACCA modeled after the successful CRTEC Action Network quad framework, which pairs two mentors with two mentees. Expanding this model across ACCA would create intentional, inter–research administration networking opportunities that help members identify mentors, champions, and collaborators across institutions and career stages. By fostering small, supportive cohorts, this initiative would encourage meaningful relationship-building, peer learning, and knowledge exchange beyond the annual meeting. It would be especially beneficial for early- and mid-career professionals seeking guidance, visibility, and advocacy within the field, while also providing seasoned administrators an avenue to share expertise and support the next generation. Implementing this model ACCA-wide would strengthen community engagement, promote professional development, and reinforce ACCA’s commitment to collaboration and mentorship.

Director-At-Large

  • Title & Institution: Senior Administrative Director, Huntsman Cancer Institute
    Most Advanced Degree: MBA

    ACCA Experience
    Hosted the 2023 CCAF
    Co-led NOFO task force for ACCA
    Multiple CCAF planning committees Frequent speaker and panelist for ACCA

    Initiative
    I would like to do more work with benchmarking data across ACCA. We collect data from each other frequently - creating a library of helpful information would be a high priority. Additionally, I would like to focus on creating stronger peer group connections within ACCA.