The Year Ahead
What this presidency
will actually focus on.
A strategic vision means nothing if it does not translate into specific priorities and a workable plan. This page is the working roadmap for the upcoming term — what the chapter will focus on, in what order, and with what kind of accountability.
The Strategic Frame
Six areas of leverage
We would rather do four of these well than six of them poorly — but the full ambition stretches across all six.
01
PriorityStrategic corporate partnerships
Move beyond sponsorships into outcome-based partnerships with corporations, banks, healthcare systems, universities, and public agencies. Position NAWBO Columbus as a workforce, supplier diversity, and economic development partner — not only a recipient of corporate dollars.
02
PriorityLeadership and legacy development
Build structured leadership pathways so members do not just attend events — they develop professionally and personally inside the organization. The committee structure, Roundtables, and proposed new cohorts together form a pipeline from new member to chapter leadership.
03
PriorityData-driven member value
Track contracts won, referrals generated, partnerships formed, certifications obtained, revenue growth, and leadership opportunities created through the chapter. Shift the narrative from "membership organization" to "business growth platform with measurable ROI."
04
PriorityFoundation and access to capital
Work in close partnership with the existing NAWBO Columbus Foundation to expand its impact — exploring opportunities for microgrants, business stabilization funding, scholarships, certification assistance, and partnerships with CDFIs that serve Central Ohio.
05
PriorityTechnology and AI readiness
Many small businesses are behind on AI adoption and operational technology. NAWBO Columbus can become known as the place where women entrepreneurs learn how to automate operations, improve marketing, leverage AI tools, scale efficiently, and stay competitive. The window to own this position is roughly the next twelve months.
06
PriorityIntentional community building
Smaller cohorts. Curated introductions. Spaces where women feel known. The quiet driver of long-term retention.
The Pacing
How the year will move
First 30 Days
Alignment, not initiatives.
One-on-one conversations with every board member and committee leader. Clarity on shared expectations. Alignment on the strategic framework. Identification of early wins to build momentum.
Fall
Connect. Grow. Lead.
The fall membership drive will be framed less as a recruitment campaign and more as a movement around access, business growth, visibility, and belonging. The framing question: why should a woman business owner invest in this community right now?
Spring
Grow With Purpose.
The spring drive will focus on retention, re-engagement, leadership activation, and business growth momentum. Spring is when members are planning their year, so it's the right moment to ask deeper questions.
Throughout the year — committees and Roundtables doing the steady work. Programming. Communications. Public Policy. Membership. Corporate Partners. Roundtables. The visible big moments are powered by the steady work that happens between them.
Specifically Off the Menu
A strategic plan is also a list of things we are choosing not to do.
- We will not chase every networking partnership opportunity that crosses the desk. We will be selective.
- We will not measure success primarily by member count. Engaged members matter more than total members.
- We will not pursue corporate partnerships purely for the dollars. The relationship has to produce value for members.
- We will not run programs that exist mainly because they have always existed. Programs that produce member value continue. Programs that do not, get redesigned or retired.
Where Next