To be the leading source and teacher of wilderness skills and leadership that serve people and the environment.
BUILDING ON A 60-YEAR LEGACY: THE SECOND SUMMIT OF NOLS
The National Outdoor Leadership School (NOLS) has a rich history rooted in the vision of its founder, Paul Petzoldt, who began with a simple yet profound idea: to create leaders capable of living responsibly in the wilderness and teaching others to do the same. In 1965, NOLS started in a small cabin in Sinks Canyon, Wyoming, as a modest outdoor skills school where leadership was taught through hands-on experience, with wilderness itself serving as the ultimate classroom.
Following in Petzoldt’s footsteps, other pioneering leaders like Tap Tapley, Rob and Martha Hellyer, Peter Simer, Jim Ratz, John Gans, and Terri Watson continued to shape NOLS’ path. Each brought unique insights and strengths. Simer instilled a sense of purpose and excellence with his commitment to high standards, while Ratz navigated the school through challenging times, always looking to expand its reach and impact. Gans, too, played a critical role, guiding NOLS through decades of growth and transformation. Under his leadership, the school evolved into a multifaceted institution that serves thousands of students worldwide, all while staying true to its roots in wilderness education. Terri Watson stepped in at a crucial juncture to guide NOLS through a worldwide pandemic, a legacy for which the school will always be grateful.
Today, NOLS stands on the shoulders of these giants. Their legacy of resilience, excellence, and the transformative power of wilderness education is woven into the very fabric of the school. As we look to the future, we honor their contributions and continue to build on the strong foundation they established.
Kirk Rasmussen
MESSAGE FROM THE CHAIR OF THE STRATEGIC PLANNING COMMITTEE
Dear NOLS Community,
I am pleased to introduce the Second Summit Strategic Plan, a visionary five-year roadmap for the future of our school. This plan is more than just a strategy—it is our commitment to shaping a dynamic and forward-focused NOLS, ready to thrive in an ever-changing world in service to our students.
Central to this plan is the development of a sustainable business model that balances a diverse course mix, staffing needs, and philanthropic support. By determining the optimal size of our organization, we aim to achieve financial stability while continuing to provide the highest quality leadership training, wilderness skills, and wilderness medicine education.
Our approach will be flexible and adaptive, incorporating regular assessments and adjustments to meet the evolving needs of our students and the broader community. Guided by our core belief that wilderness is at the heart of everything we do, we will ensure that every decision we make strengthens the longevity and integrity of NOLS.
I want to extend my deepest thanks to the Strategic Planning Committee, the Board of Trustees, and the more than 1,000 respondents who contributed through surveys, interviews, and outreach. Your insights and dedication have been invaluable.
Together, we will tackle the Second Summit and build a stronger future for NOLS.
Keep Climbing!
John Babcock Trustee Chair, the Second Summit Strategic Planning Committee
Derek Esposito
CORE VALUES SHAPE US
WILDERNESS
Wilderness is at the heart of what we do. We seek out the natural, remote, and uncertain for the kind of accountability, inspiration, and meaningful challenge that only wilderness can provide.
EDUCATION
We believe that education can empower people to act. In our classrooms, people learn by accepting and meeting real challenges. Our instructors and staff are educators, not guides.
LEADERSHIP
Leadership is our middle name. It is a set of skills that can be learned and practiced. We value integrity, humility, and accountability in our leaders.
RISK MANAGEMENT
Risk management is in our DNA. We accept risk as an integral part of the learning process and the environments we navigate, recognizing that effective risk management is critical to the leadership and well-being of our community.
COMMUNITY
We are a community of learners and leaders and are stronger because of our differences. We believe that the ability to work well with people of different backgrounds, experiences, and identities is a part of Expedition Behavior and is a critical leadership skill.
EXPERTISE
We commit ourselves to the lifelong pursuit of skill mastery. We hold true competence in high regard, viewing it as essential to our mission and a reflection of our character. Through expertise, we advance our dedication to integrity, resilience, and excellence.
EXPEDITION BEHAVIOR IS OUR TRUTH
EXPEDITION BEHAVIOR (EB) is a philosophy developed by NOLS founder Paul Petzoldt. EB focuses on actions that promote the health and effectiveness of a group or community working toward shared goals. It is the cornerstone and guiding ethos that shapes our actions, informs our pedagogy, and defines our identity. It is deeply ingrained in us.
Our greatest strength lies in teamwork and our commitment to our mission and each other. Central to our philosophy is the emphasis on respect and collaboration, not only during expeditions, but also within teams and communities long after the expedition has ended. This ensures that the behaviors of EB extend beyond the wilderness, fostering growth and cohesion in both professional and personal lives.
EXPEDITION BEHAVIOR:
• Serve the mission and goals of the group.
• Be as concerned for others as you are for yourself.
• Treat everyone with dignity and respect.
• Support leadership and growth in everyone.
• Respect the cultures you come into contact with.
• Be kind and openhearted.
• Do your share and stay organized.
• Help others but don’t routinely do their work.
• Model integrity by being honest and accountable.
• Say yes and deliver, or say no clearly if you cannot.
• Resolve conflict in a productive manner.
Liam Coyle
TABLE OF CONTENTS
10 PLANNING PROCESS
Developed over 12 months with input from thousands of stakeholders and guided by the Strategic Planning Committee, the plan focuses on a long-term vision, prioritizing inclusivity and diverse perspectives. It reaffirms NOLS’ mission, reshapes its values, and aligns with collective aspirations for the future.
12
CHALLENGES & LANDSCAPE SHIFTS
Over the past decade, NOLS has struggled to sustain our leadership position in an evolving industry, to achieve program/ market fit, and to improve our internal systems. To sustain growth, we must address inefficiencies and embrace innovation, customize programs, and verify market demand.
STRATEGIC OBJECTIVE #1: OUR PEOPLE
NOLS aims to cultivate leadership skills in our students, recognizing the value of collaboration across diverse backgrounds and identities. We will enhance our financial aid process and optimize recruitment, retention, and compensation strategies—all in order to ensure the scalability of NOLS while fostering a skilled and motivated workforce.
Eric Page
Karthik Maddineni Oscar Manguy
14
STRATEGIC OBJECTIVE
#2: OUR PROGRAMS
To determine the right size of NOLS, we will review and improve existing programs for market fit and scalability, adjusting course types, durations, and locations. A team for innovation and new program development will explore course offerings that strengthen our mission delivery and business model.
STRATEGIC OBJECTIVE
#3: OUR INFRASTRUCTURE & FINANCES
By engaging the NOLS alumni community, launching a comprehensive fundraising campaign, and developing a worldwide campus plan, we will align our resources with our programmatic goals and values.
STRATEGIC OBJECTIVE
#4: OUR BRAND
NOLS strives to clearly express its vision and position. We will seek to enhance global recognition of the NOLS brand, impacting more students and future leaders while fostering a universally recognized household name for our core business.
Cass Colman
Oscar Manguy
Nadine Lehner
PLANNING PROCESS
THE SPIRIT BEHIND THE SECOND SUMMIT
At the heart of the Second Summit Strategic Plan is the relentless pursuit of excellence and the belief that the journey itself is paramount. This is a call to strive to be better each day, to be energized by the challenges we face, and to harness the spirit of grit that defines NOLS. Grit is not just about enduring; it’s about thriving in the face of adversity, seizing every opportunity to grow, and staying true to our core values.
Guided by Ian Symmonds, a seasoned strategic planning consultant, and supported by our Board of Trustees, the Strategic Planning Committee was formed. Its mission was to envision where NOLS should stand in the next five years. Despite the temptation to focus on immediate problem-solving, the committee remained focused on a long-term vision that would require sacrifices and pave the way for future success.
Inclusivity was central to the planning process. Through in-person meetings and the formation of working groups, diverse perspectives were woven together, creating a comprehensive blueprint for NOLS’ future. The Second Summit Strategic Plan reaffirms our mission, reshapes our values, and sets a strategic vision aligned with our collective aspirations.
For each of the objectives in the Second Summit Strategic Plan, we have detailed a set of priorities. As the plan is implemented, each priority will be delivered through a robust and carefully crafted set of coordinated tactics.
PURSUIT
IS EVERYTHING
At NOLS, grit is not just a quality, but an attitude infused within our culture.
Eric Page
CHALLENGES & LANDSCAPE SHIFTS
OPTIMIZING PROGRAMS TO MEET DEMAND
As we embark on this journey, we are aware of the challenges ahead. NOLS has faced significant strategic hurdles over the past decade, prompting a reassessment of our core offerings. Industry leadership, program fit, and organizational structure have emerged as key areas for growth and adaptation.
Despite having been poked, prodded, and studied, NOLS has grappled with the need for courageous redesign to thrive in an ever-changing landscape. The outdoor education landscape has evolved, with increased competition from a variety of programs. To remain a leader, NOLS must reassess its market positioning and strategic differentiation. Financial sustainability is also a pressing concern, with short-term results leading to operating losses. Despite having substantial reserves, NOLS must align its financial strategy with its long-term goals to ensure sustainability.
Additionally, strengthening our information technology infrastructure is crucial. Effective information technology systems are essential for fostering unity, accountability, and data-driven decision-making. Addressing historical gaps in student data and alumni connections is a key priority in our strategic plan.
NOLS’ journey is one of constant evolution. As we step into the future, we are committed to honoring the legacy of our founders, embracing the challenges before us, and continuing to lead in outdoor education. The Second Summit Strategic Plan is our roadmap, guiding us to new heights and ensuring NOLS remains a beacon of leadership and wilderness education for years to come.
Karthik Maddineni
STRATEGIC OBJECTIVE
#1: OUR PEOPLE
GOAL: We strive to cultivate leadership skills in everyone, recognizing the value of collaboration across diverse backgrounds and identities as an essential leadership trait. We believe that the ability to work well with people of different backgrounds, experiences, and identities is part of Expedition Behavior and is a critical leadership skill.
Oscar Manguy
PRIORITIES
1 |
2 | 3 |
4 |
Assess our recruitment, development, retention and compensation system to balance the need to scale NOLS with a strategy that ensures a competent, engaged, and inspired workforce.
Implement professional development and training pathways to enable staff to grow at and beyond NOLS.
Strengthen diversity, equity, and inclusion efforts. We believe the ability to work well with people of different backgrounds, experiences, and identities is a 21st-century leadership skill.
Increase the financial aid budget and improve financial aid processes to support the school mission, the talent and diversity of the student body, and the future sustainability of the school.
1. Assess our recruitment, development, retention and compensation system to balance the need to scale NOLS with a strategy that ensures a competent, engaged, and inspired workforce.
We will assess and enhance our recruitment, development, retention, and compensation system to align with the strategic need to scale NOLS effectively. This will include a thorough evaluation of current practices, identifying gaps, and implementing improvements that foster long-term employee satisfaction and organizational success.
2. Implement professional development and training pathways to enable staff to grow at and beyond NOLS.
To maximize staff growth and development, we will implement comprehensive professional development and training pathways at NOLS. These initiatives will empower our employees to excel within the organization and in their future careers, enhancing their skills, leadership capabilities, and overall contribution to the school’s mission. By investing in our people, we ensure that NOLS remains a hub for talent, innovation, and professional excellence.
3. Strengthen diversity, equity, and inclusion efforts. We believe the ability to work well with people of different backgrounds, experiences, and identities is a 21st-century leadership skill.
As a global school with an international workforce, this commitment is not only central to our mission, but speaks to the broader impact we seek to make in the world. By embracing this strategic priority, we aim to serve as a beacon of best practices, creating an inclusive environment where all voices are valued and empowered.
At NOLS, our vision is to elevate the leader in everyone. Wilderness is at our heart, and as one of the foremost outdoor leadership schools in the world, we take seriously our responsibility to make these inspiring classrooms inclusive and welcoming. We believe that the ability to work well with people of different backgrounds, experiences, and identities is a 21st-century leadership skill.
OUR PEOPLE
On courses, we prepare students to build inclusive teams in which each group member contributes to important decisions, feels a sense of belonging, and has opportunities for powerful, transferable learning experiences. Across our community, we embrace the opportunities and challenges of learning and working with diverse, global teams of students and instructors. We are committed to putting these beliefs into action, relying on our longstanding practice, in the field and after every course, of learning through reflection, which creates a culture of continuous improvement and adaptation.
4. Increase the financial aid budget and improve financial aid processes to support the school mission, the talent and diversity of the student body, and the future sustainability of the school.
NOLS is committed to increasing our financial aid budget and streamlining processes to better support our mission, attract talent, and ensure the school’s long-term sustainability. By expanding financial aid, we enroll the best possible students, enhancing the richness of the NOLS community. These efforts are crucial for maintaining our leadership in wilderness education and fulfilling our commitment to inclusivity.
Pete Rozeboom
Prasad Gadgil
Matt Hage
STRATEGIC OBJECTIVE #2: OUR PROGRAMS
GOAL: Ensure that NOLS is the single best source of experiential leadership and wilderness medicine training in the world.
Nadine
Lehner
PRIORITIES
1 | EXISTING PROGRAMS
GOAL: Assess and optimize existing programming for market fit, growth, and scalability via course mix, type, duration, and location.
For nearly 60 years, NOLS has pushed the boundaries of what is possible. Whether it is by finding the grit to endure long days of physical challenges or by developing the skills to make impactful decisions in a high-stakes environment, our graduates are forever changed by their experiences. One of NOLS’ great assets is its robust ability to create experiences from core building blocks. NOLS lessons are durable and transferable, and they instill the situational awareness and resilience needed to confront life’s challenges. And yet, the scale and complexity of the NOLS business ecosystem impede our organizational ability to respond, adapt, and lead to our fullest potential. In short: we need to bring the reflection and growth mindset we have in the field into our business practices.
Innovation at NOLS is not a luxury; it is an imperative. Over the years as we have diversified our offerings, we have simultaneously stacked on complexity and inefficiency. We recognize that this is not sustainable and are motivated to make changes. We believe the greatest opportunity for success lies in our ability to adapt our resources to meet the demand we see in the marketplace.
A central tenet of the Second Summit Strategic Plan is to clearly articulate the optimum scope and scale for NOLS— determining the sweet spot where we can achieve deep impact without overextending ourselves. We must decide how big we want to be, focusing on the point where NOLS achieves ongoing stability, with a balanced budget, while having the greatest impact on our students and the world.
2 | NEW PROGRAMS
GOAL: Create a team for innovation and new program development that explores new course offerings and enhancements to strengthen our mission delivery and business model.
These include, but are not limited to:
a. Expand the youth adventure business to engage youth in leadership development and provide a first, and more accessible, step on the student journey which welcomes a broader audience to NOLS.
b. Reimagine and expand adult programs.
c. Define what constitutes essential NOLS Leadership Curriculum optimized by the audience.
d. Develop a NOLS Leadership Certification Model.
e. Revolutionize outdoor trip leader/guide training by designing a hybrid certification model that becomes the de facto employment standard across the outdoor industry.
OUR PROGRAMS
a. Expand the youth adventure business to engage youth in leadership development and provide a first, and more accessible, step on the student journey which welcomes a broader audience to NOLS.
Interest in adventure courses is strong and steadily growing. Over the past decade, numerous competitors have emerged, capturing significant market share. NOLS youth leadership programs harness the energy and determination of 14- to 15-year olds, fostering growth through challenging wilderness experiences.
Market demand indicates that expanding and refining these programs will have a positive impact. NOLS youth programs will empower young leaders through a customizable, skill-focused education that emphasizes joy, youthful energy, and a deep connection to the outdoors and community. These expanded course offerings will create a more accessible entry point for young people to experience and connect with NOLS. To support this expansion, NOLS will significantly increase the availability of course instructors.
b. Reimagine and expand adult programs.
NOLS is poised to inspire and equip a new generation of leaders. We will extend our leadership and outdoor education beyond its traditional college-aged audience and into the broader adult leadership market. Based on the alumni trip model, we will incorporate a robust leadership curriculum into each adult leadership adventure.
All courses will be designed to foster leadership development through hands-on experiences with real consequences that drive durable learning. This holistic approach to education ensures that every participant leaves with enhanced confidence, leadership skills, and a deeper appreciation for the natural world.
c. Define what constitutes essential NOLS Leadership Curriculum optimized by the audience.
NOLS will evaluate and evolve the existing curriculum to ensure its structure and scalability in order to meet the changing needs of our students and partners. We will optimize our NOLS Leadership Curriculum for delivery to ensure a practical, mission-true, and reproducible curriculum drafted by course length and student demographic.
Designed to inform the NOLS Leadership Certificate architecture, these tools will train faculty, increase course quality, and inform new product development, college credit agreements, and marketing campaigns.
David Morgan
Liam Coyle
OUR PROGRAMS
d. Develop a NOLS Leadership Certification Model.
We are continually challenged to reshape our courses to stay relevant in a fast-changing landscape. We will develop and launch a NOLS Leadership Certification Model that informs all current and future programming. The United States professional certificates market is projected to grow 8% each year over the next five years with a critical gap in credentialing 21st-century leadership skills. NOLS is uniquely positioned to fill this gap.
While a curriculum team builds the support materials for the new framework, our marketing specialists will develop a marketing and sales strategy to engage identified colleges, universities, and other partners with our upgraded courses.
e. Revolutionize outdoor trip leader/guide training by designing a hybrid certification model that becomes the de facto employment standard across the outdoor industry.
NOLS aims to create a global standard certification model, drawing from the success of our Wilderness Medicine and Trip Leader programs. This new hybrid approach will develop future faculty and standardize training across the outdoor industry. Sourcing qualified staff remains a major impediment to both business continuity and growth for organizations.
Designed in both a business-to-consumer and business-to-business model, the training will offer options for individuals to increase their employability and for outdoor programs, guide services, and camps to utilize and customize content that aligns with their norms and programs.
GOAL: Ensure our financial and operational stability.
Cass Colman
PRIORITIES
1 | 2 | 3 | 4 | 5 |
Create a sustainable business model that balances the course mix, staffing demands, and philanthropic support to determine the right size of NOLS.
Develop and launch a comprehensive fundraising campaign to engage the alumni community, outdoor partners, and friends to ignite philanthropy.
Create a worldwide campus plan to ensure that the assets of the school are aligned with programmatic goals and values, including the utilization of headquarters.
Create a nimble information management system to simplify business processes and increase efficiency of daily work, including functionality of the website.
Employ strategic enrollment management best practices to support the mission and the program and to respond to changing demand trends worldwide.
1. Create a sustainable business model that balances the course mix, staffing demands, and philanthropic support to determine the right size of NOLS.
NOLS will develop a dynamic and forward-focused sustainable business model that balances a diverse course mix, staffing requirements, and philanthropic support. By determining the optimal size of the organization, we aim to maintain financial stability while ensuring the highest quality of education and adventure.
This model will be flexible and adaptive, incorporating iterative assessments and adjustments to meet evolving demands. Our commitment to Expedition Behavior and environmental stewardship will guide our strategic decisions, ensuring the longevity, inclusivity, and integrity of the school.
2. Develop and launch a comprehensive fundraising campaign to engage the alumni community, outdoor partners, and friends to ignite philanthropy.
We will spearhead a bold and comprehensive fundraising campaign designed to galvanize our alumni community, outdoor partners, and supporters. This campaign will ignite philanthropy through engaging storytelling, innovative outreach, and strategic partnerships. By leveraging the passion and loyalty of our community, we aim to secure essential resources that will fuel our mission and expand our impact.
The campaign will be iterative, with ongoing assessments and refinements to maximize effectiveness and align with our core values of leadership, wilderness, and experiential education.
BJ Klophaus
OUR INFRASTRUCTURE & FINANCES
3. Create a worldwide campus plan to ensure that the assets of the school are aligned with programmatic goals and values, including the utilization of headquarters.
NOLS will establish a visionary worldwide campus plan to align our physical assets with our programmatic goals and values. This plan will encompass all campuses and headquarters, ensuring that our facilities support and enhance the educational experiences we offer.
By investing in state-of-the-art infrastructure and sustainable practices, we will create environments that inspire learning and reflect our commitment to environmental stewardship. The plan will be flexible and adaptive, incorporating feedback and evolving to meet future needs while staying true to our mission.
4. Create a nimble information management system to simplify business processes and increase efficiency of daily work, including functionality of the website.
We will develop an agile and efficient information management system that simplifies business processes and enhances functionality across the organization. This system will streamline daily operations, improve data accessibility, and enhance the user experience on our website.
By implementing cutting-edge technology and fostering a culture of continuous improvement, we aim to increase productivity and support our staff in delivering exceptional educational programs. This initiative will be iterative, with regular evaluations to ensure it meets the changing needs of NOLS.
5. Employ strategic enrollment management best practices to support the mission and the program and to respond to changing demand trends worldwide.
NOLS will adopt strategic enrollment management best practices to support our mission and adapt to global demand trends. We will use data analytics and market insights to optimize our enrollment strategies, enhancing both affordability and accessibility for our student body.
This approach will be dynamic and forward thinking, allowing us to respond to changing demographics and preferences while maintaining the integrity and enhancing the quality of our programs. Our commitment to Expedition Behavior and experiential learning will drive our enrollment strategies, ensuring they align with our core values and mission.
STRATEGIC OBJECTIVE #4: OUR BRAND
GOAL: Raise worldwide awareness of the NOLS brand to influence and reach more students and future generations of leaders.
Oscar Manguy
PRIORITIES
1 |
2 |
3 |
4 |
Position NOLS as the premier institution for outdoor skills, wilderness medicine, and leadership training through strategic branding, modern media, collateral, and messaging.
Optimize the student lifecycle: awareness, engagement, purchase, and loyalty.
Assure that NOLS’ reputation among secondary schools, colleges, universities, and graduate programs is strengthened by fostering strategic relationships.
Expand relevant strategic partnerships with established brands, media, and organizations.
1. Position NOLS as the premier institution for outdoor skills, wilderness medicine, and leadership training through strategic branding, modern media, collateral, and messaging.
NOLS will utilize an extensive array of multichannel marketing tools to showcase the outstanding achievements of all students. By developing a comprehensive content marketing strategy, NOLS will craft engaging narratives that resonate with target audiences at each stage of the storytelling funnel. Enhanced social media outreach and strengthened media relations will be key components of this strategy, leveraging various platforms to maximize visibility.
We aim to elevate the leader in everyone by aligning our market positioning with our mission, vision, and values. NOLS’ visual language and messaging convey strength, sturdiness, and reliability, embodying our grit and resilience. It is modern, clean, and approachable, striking a balance between professionalism and accessibility. Our messaging is designed to inspire individuals to embrace challenges and develop leadership skills. Through stories of resilience, adventure, and personal growth, we showcase the transformative power of wilderness experiences.
2. Optimize the student lifecycle: awareness, engagement, purchase, and loyalty.
We will reimagine the entire student lifecycle—from initial awareness to sustained engagement and loyalty— by optimizing every touchpoint, including social media, advertising, and events. Our customer-centric approach will involve creating a story-based marketing funnel that engages and converts potential students.
By sharing authentic stories about NOLS students’ transformative experiences, the challenges they overcome, and the skills they gain, we will build a relatable and memorable brand image, in which people from diverse backgrounds can see themselves as NOLS students and leaders. As their connection to the NOLS brand deepens, it enhances the likelihood of long-term commitment and advocacy. Ultimately, this story-based marketing funnel not only drives enrollment, but also fosters a community of diverse, passionate, and loyal supporters eager to share their own NOLS experiences.
David Morgan
OUR BRAND
3. Assure that NOLS’ reputation among secondary schools, colleges, universities, and graduate programs is strengthened by fostering strategic relationships.
NOLS is a natural partner for secondary schools, colleges, and universities and is uniquely positioned to integrate outdoor education and leadership training into traditional curricula. We will strategically partner with select educational institutions, building mutually beneficial relationships to raise awareness about NOLS courses, financial aid opportunities, and our commitment to diversity, equity, and inclusion.
We envision NOLS becoming a vital resource for schools and universities, inspiring a new generation of leaders who are equipped with both practical skills and a profound understanding of the natural world.
4. Expand relevant strategic partnerships with established brands, media, and organizations.
Building a global brand is an expensive proposition. Through strategic collaborations with established brands, media, and organizations, NOLS can significantly extend its reach and brand awareness to effectively promote our mission and attract more students. We will partner with brands, athletes, and relevant organizations to create sustained awareness and content, amplifying our visibility.
By leveraging brand ambassadors, including CEOs, entrepreneurs, and others, NOLS can tap into established networks, fostering organic growth and stronger connections with potential students. This strategy is essential for expanding our reach and reinforcing our reputation as a leader in outdoor skills, wilderness medicine, and leadership training.
Erin Phillips
Kyle Wilson
OUR PATH FORWARD
NOLS has been a powerhouse in the outdoor industry, leaving an unmatched imprint on the wild world.
Our graduates act as force multipliers, spreading NOLS’ lessons and values into their communities and professions, thereby amplifying our impact and fostering a global network of leaders in outdoor education and environmental stewardship.
The Second Summit Strategic Plan propels NOLS into a bold new chapter, rooted in our mission to be the premier source of wilderness skills and leadership education. This plan is our roadmap to the future, crafted with the insights and engagement of our vibrant community. As we look ahead, we’re not just navigating challenges—we’re embracing them with the grit that defines NOLS.
Our vision is clear: to elevate the leader in everyone. By refining our curriculum, enhancing our programs, and investing in our people, we’re committed to delivering unparalleled outdoor education experiences. We’re scaling our impact, ensuring our offerings meet the evolving needs of our students and the demands of the market.
With an unwavering focus on sustainability, innovation, and inclusivity, the Second Summit Strategic Plan sets ambitious goals that will guide NOLS through the next decade. We’re not just preparing for the future; we’re shaping it. Together, we will continue to develop leaders who are ready to make a difference— in the wilderness and beyond. Let’s climb this summit together, reaching new heights and creating a legacy that will endure for generations.
Molly Hagbrand
WITH PROFOUND THANKS
STRATEGIC PLANNING COMMITTEE
John Babcock, Chair
Andrea (Auny) Abegglen
Scott Briscoe
Ximena Carrión Fregoso
Sandy Colhoun
Noah Gottdiener
Sarah Hiza
N. Stuart Harris
Josh McNary
Jen Sall
Kate Williams
ACCESS, VISIBILITY, & RELEVANCE
Andrea (Auny) Abegglen
Scott Briscoe
Marc Randolph
Liz Tuohy
Francis Van De Beuken
SCALE & GROW NOLS
Sandy Colhoun
Melissa Gray
N. Stuart Harris
George Phipps
Jen Sall
VISION, POSITION, & INDUSTRY LEADERSHIP
John Babcock
Jayme Blackburn
Sarah Hiza
Josh McNary
Kate Williams
PHYSICAL ASSETS, INFRASTRUCTURE, & DELIVERY
Noah Gottdiener
Ximena Carrión Fregoso
Katie Baum Mettenbrink
BOARD OF TRUSTEES
N. Stuart Harris, Chair
Amy Dominguez-Arms, Vice Chair
Jane Fried, Secretary
Noah Gottdiener, Treas./Asst. Sec.
Andrea (Auny) Abegglen
John Babcock
Scott Briscoe
Jimmy Chin
Danielle Dignan
Lesford Duncan
Brad Hirsch
Sarah Hiza
David Lucchino
Griffin Myers
George Phipps
Marc Randolph
Ahmad Thomas
NEW TRUSTEES FY25
John Grunsfeld
JK Nicholas
Alan Townsend
Elaine Walsh Carney
Gretchen Warner
Kate Williams
TRUSTEES EMERITI
Greg Avis
Joan Chitiea
Howard P. Colhoun
Fred Kleisner
Doug Luke
Herbie Ogden
Michael Schmertzler
Gene Tremblay
ADVISORY COUNCIL
Andrea (Auny) Abegglen, Co-Chair
Holly Beeman, Co-Chair
Kyle Barnett
Tracy Baynes
Kathleen Boyle Dalen
Joyce Choi
Caroline Dayton
Molly Graham
Gretchen Herbert
Jack Huffard
Eric Jonsson
Sam Langer
Nadine Lehner
Lyn Lewis
Martinique Lewis
Deane Malott
Will Northrop
Ethan Schmertzler
Talbott Simonds
Wandi Steward
Eric M. Swanson
Bernard Van der Lande
Tomas Wise
NEW ADVISORS FY25
Patricia Cameron
Bill Carr
Dave Hanaman
David Lee
EXECUTIVE TEAM
Sandy Colhoun, President
Jayme Blackburn, Chief of Staff
Melissa Gray, Vice President of Wilderness Medicine
Alli Lambert, Vice President of Advancement
Rich Majerus, Vice President of Expeditions
Jen Sall, Director of Expedition Operations
Francis Van De Beuken, Vice President of Marketing and Communications
Bryan Wall, Interim Vice President and Chief Financial Officer
