Year Five

YEAR

Y E A R F IV E J ULY 1, 2 017 – J U N E 3 0, 2 01 8

True leaders don’t roll off an assembly line. The sum of one’s individual experiences, influences, values and initiative forms infinite, unique combinations of abilities that inspire others to follow.

Challenge, support and opportunity form the core of Wake Forest’s educational model. We provide all three in abundance for those with a hunger to learn, to grow and to lead. In the pages of this annual report, you’ll find several examples of leadership. All different. All worthy of the title. And all honoring the promise of Pro Humanitate in their own way.

LEARNING to LEAD When Julie and I came to Wake Forest in 2005, this place captured our hearts. We love what Wake Forest stands for; we love the combination of tradition and innovation that animates its life; and we love the people we are privileged to know and engage. Our lives have been enriched by the friendships we have formed in this community.

Beyond our personal connection, we are passionate about Wake Forest’s aspirations and its promise. This is a distinct institution — not copying another’s model of what higher education should be, but carving its own path forward. And I believe our distinctiveness is needed now more than ever.

In the midst of a divided culture, one of my highest priorities is ensuring that Wake Forest is a place that educates leaders of character. Each day, we strive to build a vibrant academic environment that allows people of different backgrounds and convictions to live and learn together, to find where they best fit and to lead in a world that amplifies advocacy over understanding.

Leadership is not merely about executing skills or techniques; it is understanding who we are as people and using our unique abilities to better our communities. I firmly believe in our education — one that focuses on creating leaders of character who embrace integrity and honor, leaders of connection who can listen and converse, and leaders of civility who have ballast and perspective amid the turbulence and incoherence of our culture.

The love Julie and I have for this place has only deepened. We love that this community roots itself in Pro Humanitate; we love that we have taken the best of who we are and continue to build on it for the 21st century; and we are honored to know so many Wake Foresters leading in their professions and communities with care, kindness and character.

Thank you for making Wake Forest a place worthy of deep investment.

Sincerely,

Nathan O. Hatch President

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PORTRAITS o f LEADERS M A K ING THEI R O W N WAY

by El a i n e To o l e y illus tra tio n s by Me rc e d e s De B e l l a rd

For all we read and study about leadership and all the calls for character that prod us toward the better angels of our nature, there is no single formula to leading with uncommon character.

Rather, there are those applying the very best of themselves — their talents, expertise, creativity, passions, experience and convictions — for the good of the people around them.

That’s leadership. That’s character.

That’s a Wake Forester.

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1984 — A MUDDY FIELD IN TEXAS

2001 — AUSTRALIA

t Camp Bullis, in the middle of Texas, Forrest Faison (’80, LLD ’18), in his final test of medical school, stood covered in mud. His eyes revealed evidence of sleepless nights under an old, leaky Korean War-era tent. His body showed the wear of two weeks of uninterrupted combat hospital training, mass casualty drills and mock emergency medical scenarios. And his stomach did nothing to hide its rage against its emptiness.

Shoalwater Bay, on the eastern side of Australia, is about the size of Rhode Island. It is largely uninhabited, with no paved roads. It is impossible to get anywhere fast, but perfect for military training. In 2001, Faison was stationed in the remote area as the Marine expeditionary brigade surgeon — the senior doctor to 6,000 U.S. Marines deployed to train with the Royal Australian Armed Forces.

Commander Cowan paced as he examined the group of medical students.

One morning, the radio crackled with the voice of a young junior medical officer located in the northern

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FOR RES T FAI S ON

s urge o n gene ra l o f t h e u n i t e d s tat e s nav y

“You’re cold. You’re wet. You’re tired. You’re hungry,” he assessed. “You want to be anywhere but here.”

section of the training area. He was examining a 19-year-old Marine who had recently started wheezing.

“Tell me something I don’t know,” thought the exhausted and frustrated Faison.

“When you’ve been doing medicine long enough,” stated Faison, “you realize when something doesn’t sound right.

This just didn’t sound right. It was a gut feeling.”

“So why do you do it?” spat the commander, fully prepared with the answer. “You do it because that guy on the stretcher and his family back home are depending on you to do it.”

Faison barely heard him. The mixture of fatigue, mud and hunger drowned out the words.

A Marine helicopter was scheduled to fly from the north to Faison’s location to pick up supplies that day.

Listening to his intuition, Faison suggested that the wheezing Marine hitch a ride south so the doctor could examine him in person.

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An hour after the Marine disembarked from the helicopter, the science, and I couldn’t save this 19-year-old’s life. he was in respiratory failure. His lungs were almost entirely overtaken by fluid; they were barely functioning. “It was a really low point for me. I was like, ‘What’s the point? What’s the point of doing any of this?’”

Faison and his team were forced to intubate him.

“He had the most rapidly progressive pneumonia I have ever seen in my life.”

At his post on Shoalwater Bay, all Faison had to help the Marine was a small surgical unit outfitted with a rudimentary ventilator. An hour away, in a tiny village, there was a dispensary with a small intensive care unit operated by a doctor from South Africa. Faison decided to throw a Hail Mary. He pointed to five corpsmen, who helped him load the Marine into a field ambulance.

They navigated dirt roads and did their best to avoid potholes while taking turns bagging him, keeping just enough air passing through his lungs until they made it to the dispensary and a better ventilator.

Faison and his crew arrived at the dispensary, found the South African doctor and quickly hooked the Marine up to the ventilator. They administered every antibiotic and medication that had the potential to improve the patient’s condition. Faison and the South African doctor traded watch every four hours for 2 ½ days.

Nothing was working. If anything, the Marine was getting worse. His other organs started shutting down.

Faison believed the young man was going to die.

“I went to the office of the dispensary and closed the door,” described Faison. “Then I made the toughest phone call of my life.”

Faison took a deep breath and dialed the number of the Marine’s parents in the United States. As steadily as he could, he told them that their son — their only child — was going to die. Faison assured them he would do everything in his power to keep him alive until the Marines could get them to Australia to say goodbye. But no promises.

“It was a gut-wrenching phone call,” Faison remembers.

“I hung up. I was tired; I hadn’t eaten; I wanted to be anywhere but there. I sank into a chair and just wept.

All the years of study and training, all the technology, all 8

Then, Faison heard the faint words from 18 years earlier.

Words that had almost been blocked out by fatigue, hunger and despair. Words uttered by a commander at a muddy training camp half a world away. Words that he needed to hear at just that moment.

“You do it because that guy on the stretcher and his family back home are depending on you to do it.”

Suddenly, Faison remembered his purpose. He knew what he had to do. Rising from the chair and dabbing at his eyes, he left the small office with renewed energy and tracked down his weary corpsmen.

“We may not be able to save this Marine’s life,” he told them firmly and honestly, “but we can give his mom the privilege of saying goodbye to her son.”

For 2 ½ more days, Faison and his crew cared for the Marine. They monitored his condition and tried to keep him alive and stable while his family traversed the Pacific.

“As physicians, we think we’re in control, but we’re just the instruments and hands on earth of a loving God who is using us for His purpose. While we waited for his family to get to Australia, when all seemed lost, for reasons I can’t explain, the Marine started to get better,” Faison confessed.

When the Marine’s mom arrived at her son’s bedside, Faison was extubating him and taking him off the ventilator.

The 19-year-old looked up, and in a scratchy voice, said “Hi, Mom!” “That Marine said two words I never thought I’d hear him say,” recalled Faison.

Two days earlier, this Marine’s body was failing. He was unable to breathe on his own; his illness was working against him; he was almost certain to become a casualty.

He had even been too sick for evacuation to a hospital with more equipment and resources.

That young Marine’s condition had forced Faison to make one phone call. Now, the young man’s improving condition was forcing him to make a second — one he welcomed. Faison contacted the Air Force to transport the Marine to the hospital in Okinawa, Japan.

“I’ve made a lot of decisions in my life,” admitted Faison, “but having that Marine fly down to be checked out was the best decision I ever made.”

On a dusty runway outside that small town, Faison, the five corpsmen and the Marine’s mom surrounded the stretcher carrying the recovering Marine to the arms of the waiting Air Force medical evacuation team.

“As we were walking him up the ramp of the plane, the young Marine reached out, grabbed my hand and squeezed it,” described Faison. “Looking into my eyes, he said, ‘Thanks, Doc.’ I couldn’t speak I was so choked up. I couldn’t even see him because of the tears in my eyes. I just nodded, and we both understood.”

2018 — FALLS CHURCH, VIRGINIA “That Marine made a full recovery and I believe went into health care,” recounted Faison 17 years later, sitting in his office at Defense Health Agency headquarters.

When Faison enrolled at Wake Forest in 1976, he was going to be a minister. At least that was his intention.

After struggling and praying about his future, Faison realized on a walk from the library to Salem Hall for chemistry class that his mission had changed. He knew he needed to pursue medicine.

“My life is a textbook case that sometimes God plans your life differently than you do,” smiled the leader responsible for 63,000 men and women. “You never know the life you will touch by what you do. And you never know the lives that Marine, in turn, will touch because of what he experienced. We are always part of something bigger than ourselves. It is never about us.

Life is about helping people — caring for them — and making a difference in their lives.”

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ice Admiral Forrest Faison (’80, LLD ’18) earned his MD from the Uniformed Services University of the Health Sciences (USUHS) before specializing in neurodevelopmental pediatrics, caring for disabled children and their families. His military tours of duty have taken him all over the world — Kuwait, Qatar, Iraq, Japan, California and Texas — and among his numerous awards and commendations is the Lighthouse Award from the California Medical Community, a first for the Department of Defense. He earned it for visionary leadership and inspiring health innovation after coordinating the Navy’s response for assistance and support to Japan following the earthquake and tsunami in 2011.

Also responsible for training more than 5,000 hospital corpsmen each year, the vice admiral is an associate clinical professor of pediatrics and a distinguished professor of military medicine at the USUHS. He has published on the neurodevelopmental outcomes of premature infants, military population health, the future of wounded warrior care, and the use of telemedicine and health informatics in health care.

In his current role as the 38th surgeon general of the Navy, he leads a staff of more than 63,000 serving at 127 medical centers, hospitals, clinics, research and development laboratories, and schools worldwide, and providing care for over 1.2 million beneficiaries.

He and his wife, Michelle, have two grown children.

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I

t was 1996, and it was tough to say which rookie was more nervous for their NBA debut — Kobe Bryant or Melissa Proctor (’02). One played six minutes off the bench, tallying a rebound, a block and a steal. The other collided with a massive veteran player during a layup drill, resulting in a busted lip and an ice pack.

One found success by knocking down shots off the glass; the other found hers by knocking on doors and walking through them.

The first door of Proctor’s career was hardwood.

letters with drawings on the envelope and called some more. After several months, the equipment manager invited her to be a ball girl, or team attendant, for a preseason game.

Her duties included handing out Gatorade, prepping the bench before the game, rebounding and passing during warmups, folding towels, hanging up uniforms and mopping sweat off the floor. She quickly learned that Patrick Ewing sweats a lot (“Buckets,” Proctor clarified), and as a novice to the game, she was going to have to work harder and outpace her fellow team attendants to keep her nonpaying job. So she did. In

MEL ISS A PROCTOR

executive vice president & chief marketing officer ,

at l a n ta h aw k s

At 15, she knew she wanted to be the first female head coach in the NBA. Never mind that she had never shot a basketball or attended an NBA game. In fact, she wasn’t even an athlete. She was an artist.

between school and art, she was at the arena for every home game.

In high school, she pursued graphic design — and a job with the Miami Heat.

Soon assistant coach Stan Van Gundy had her running player drills next to him on game nights. Players, who had nicknamed her “Queen” — short for “Queen of the Court” — were requesting her to pass and rebound during warmups. And in order to learn more about the strategy of the game, she retrieved the scraps of paper head coach Pat Riley had scrawled last-minute plays on and studied them at home.

With unmatched persistence, she called the team, sent

Her career in the NBA started at the very bottom.

“I drew everything, drew with anything, and drew on lots of things,” she explained. “But very early on, I knew that I didn’t want to be a starving artist.”

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“We believe you are capable of accomplishing amazing Literally from the floor. She broke a sweat wiping up the sweat of some of the greats. But from that viewpoint, things in your life. For that reason, we will not accept you for admittance into the graduate studies program.” she saw how the organization was structured. She watched the players, listened to the coaches, felt the First she was too creative. Now she had too much potential. decisions of the leadership and gained incalculable experience. When it came time to go to college, she even “My mom always said, ‘As long as you do your best, you had a scholarship offer. can’t do any more,’” Proctor remembers. “Well, here I was giving my all and it still wasn’t good enough.”

“I decided to take my talents from South Beach to Wake Forest,” she smiled. “They gave me a Presidential Art scholarship.”

At Wake Forest, Proctor pursued art and worked for the women’s basketball team. Her summers were spent back with the Heat, developing scouting reports and helping with the administrative duties related to the draft and free agency.

Slowly, the dream of coaching grew more elusive, but the NBA still had a hold on her attention. From her perspective, Proctor had two options after graduation: Apply for a management training program at NBA headquarters or attend Wake Forest graduate school.

She believed she was a shoo-in for the first option, and the second was a safe backup plan.

Armed with recommendation letters from Pat Riley and Alonzo Mourning, Proctor interviewed with the NBA. She did well, but the NBA wasn’t ready for her yet.

Despite her talent and experience, they told her she was too creative for the position.

“Too creative? I was crushed,” she said. “What I thought was the perfect opportunity, all of the sudden was no longer an option.”

She regrouped and knocked on the second door — a familiar one. She knew she could succeed at Wake Forest and figured that a master’s degree would be a good decision. Again, pleased with her interview, she was leveled with the news.

Like a good parent who knows when her child needs to be kicked out of the nest, Mother So Dear told Proctor it was time to fly.

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It was Beth Hutchens, an assistant in the Wake Forest Communication Department, who pointed Proctor toward Turner Broadcasting in Atlanta. They were seeking talented interns, and Proctor handed them all the creativity she had. She was offered the position, and soon found herself walking into the building on 10th Street and her first professional home on “TNT — We Know Drama” cubicle row.

Proctor enjoyed her team, the work and the creative environment. But it was growing increasingly obvious she was different.

“No one on my team looked like me,” she remembers.

“I was the quirky, artsy girl with a big afro and funky T-shirts. Most of my colleagues could be models for Banana Republic.”

Proctor started to feel like she should change to fit in.

But a chance informational meeting with Steve Koonin, the general manager of TNT, shifted her perspective and offered her the best guidance of her career.

“He asked me about my internship and how things were going,” she said. “I was honest. And then he gave me the best advice I’ve ever received. He said, ‘Don’t assimilate to be like anyone else. You’re here for who you are and what you bring to the table. Always bring you to the table.’ Since then, I’ve always let that guide me. At the end of the day, we all have different perspectives, and they all have value.”

Proctor soon found her footing. She spent more than a decade with Turner Broadcasting, including a stint

in London, where she earned her master’s degree from Central Saint Martins College of Art and Design at The London Institute. Then, she was invited to lead a health and wellness entertainment arm of the company, making that long and successful climb from intern to vice president.

But those doors …

A few months after launching that health and wellness offshoot, the company dissolved the venture. Proctor, eight months pregnant, was officially unemployed.

“But everything happens for a reason,” assured Proctor.

As she was focusing on raising her daughter, she ran into Koonin, the sage who had reminded her to be herself. He had departed his role at Turner Broadcasting and was now the CEO of the Atlanta Hawks. An invitation to consult on a project in 2014 was an open door back to the NBA — one she has taken all the way to the executive suite.

In a bustling young city with an apathetic Hawks fan base, Proctor and her team have pulled off one of the most talked about comebacks in Atlanta sports lore.

And they did it simply by understanding their audience and daring to experiment with some risky ideas. They changed the Hawks’ uniform colors to ones that video gamers would choose on their gaming systems. They hosted “Swipe Right Night” at Philips Arena, which used Tinder to attract millennials to the court for more than a game. And last year, they released their entire regular season schedule using emojis.

“I have a lot of pride in the work that I get to do and the ideas I can bring to the table,” she said. “But I got here because I knocked on doors, I raised my hand and I did things no one else wanted to do.”

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efore working with the Atlanta Hawks, Melissa Proctor (‘02) held several positions with Turner Entertainment Networks (including TNT, TBS, Turner Classic Movies, truTV and Peachtree TV), Cartoon Network and Turner Media Group.

Her achievements have earned much recognition, including being selected to the Atlanta Business Chronicle’s class of “40 Under 40”; landing on Rolling Out magazine’s list of the “Top 25 Women in Atlanta”; being named to Inc. magazine’s list of “17 Aspiring Women to Watch in 2017”; and being chosen as one of Atlanta magazine’s “Women Making a Mark in 2018.”

Proctor serves on the boards of the Atlanta BeltLine Partnership, the Children’s Museum of Atlanta, 48in48, 21st Century Leaders and as an adviser for the Dagger Agency.

Proctor has one daughter, Marley.

The NBA needed her creativity after all.

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T

his year, nearly 175,000 people in the United States alone will be diagnosed with a serious blood disease, like leukemia, lymphoma or myeloma. For many who will fight against blood cancer, healing will come from a bone marrow transplant. Hope for that healing will come — nearly 70 percent of the time — from complete strangers.

His expertise in political law and significant experience with government officials were attractive to convention planners in Tampa. Given the number of politicians and entertainers present for the multiday political festival, Berke was retained to help book performers and ensure that the charity events during the convention adhered to federal and state ethics laws.

It all started in August 2012. Usain Bolt was racing for history in London; West Nile virus broke out in Texas; Curiosity was roving around Mars; and Hurricane Isaac mustered squalls strong enough to delay the Republicans’ nomination of Romney and Ryan.

Serendipitously, his political law bent collided with his long-standing love of rock ’n’ roll. During those four days, Trace Adkins crooned, Journey had everyone believing, and with each strum of his guitar, Kid Rock offered reminders of what it sounded like to be born free.

EL L I OT BERKE

m anagi ng pa rt n e r , b e r k e fa ra h l lp

Behind the scenes of the Republican National Convention was Elliot Berke (’93), a 40-year-old attorney who specialized in political law. He had cut his teeth serving as general counsel to former House Majority Leader Tom DeLay and represented some of the biggest names, officials and organizations inside the D.C. Beltway. He helped with presidential appointee confirmation hearings, worked with presidential transitions and now serves as the president of the Republican National Lawyers Association. He is half of Berke Farah, a political law firm he started with his partner, William J. Farah, a Democrat.

“From that convention, I started to get to know artists, agents and management,” Berke shared. “I developed good personal relationships and friendships.”

After the convention, when musicians visited D.C., Berke often showed them around his city. In between telling the story of the Statue of Freedom or pointing out the new façade on the Supreme Court building, the friends would talk about what was happening in their lives. More than once, Berke heard: “If only you did the kind of legal work that I need!”

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“but after I got to know him as a friend, he really became Finally, the wish was amplified from a whisper to a a personal hero to me.” shout. Berke took his love and appreciation for the law and turned it toward his friends. He expanded his The two friends were strolling through the Capitol, and firm’s legal repertoire and developed an expertise in Peters was sharing the latest news of the Love Hope entertainment law. He partnered with an attorney in Strength Foundation (LHSF), his work leveraging music Los Angeles from his old law firm who focuses almost to help fight cancer. One of the foundation’s major exclusively on entertainment and intellectual property. initiatives is to build up the number of people on the That partnership was then parlayed into an interest in bone marrow registry. LHSF has gone around the world production, and soon, he and two others started Across the Aisle Entertainment, a separate production company. asking people — many at rock concerts and festivals — to have their cheeks swabbed for DNA that could be matched with cancer patients needing bone marrow.

Suddenly, Berke was raising funds for UNICEF with a former James Bond; he was honoring military veterans Walking through the halls of Congress, Berke, who with members of Jane’s Addiction, Sugar Ray and Billy has done pro bono legal work for LHSF, suggested Idol’s band; and he was championing the effort to the two hold the first bone marrow registration event dedicate busts of Winston Churchill and Vaclav Havel at the U.S. Capitol. For a year, Berke worked to pull in the U.S. Capitol’s National Statuary Hall with The details together, ascertain the appropriate approvals, Who’s Roger Daltrey and ZZ Top’s Billy F Gibbons. Not and remind friends from the left and the right of our giving up his day job, he was also providing pro bono responsibility to and dependence on one another. legal work to charities like the Robert Duvall Children’s They even convinced Democrat and Minority Whip Fund and VetsAid, founded by the Eagles’ Joe Walsh.

Steny Hoyer and Republican and Majority Leader Kevin McCarthy to co-chair the event.

On Tuesday, Sept. 6, 2016, Berke and Peters watched as members of the United States government volunteered to be potential lifesavers. Leader McCarthy and Republican Congresswoman Cathy McMorris Rodgers both joined the list, and Congressman Hoyer would have too, had he not aged out. In the halls where polarization reigns, there was no aisle, there was no political divide, there was no dispute. There were just humans wanting to help other humans live another day.

One of those visits around D.C. with good friend Mike Peters of Welsh rock band The Alarm inspired a vision.

Peters, it turns out, was a statistic. In the 1990s, he was one of the hundreds of thousands to hear “you” and “cancer” in the same breath. For decades, he fought chronic leukemia, “There had been blood drives in the Capitol before,” remembers Berke, “but not a bone marrow registration and today he is a three-time cancer survivor. drive. It was very exciting. We had bipartisan support. It was a huge success.”

“I grew up a huge fan of The Alarm and followed Mike’s career. So I knew some of his story,” explained Berke,

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But like the roller coaster of cancer, after the high comes the low.

That very day, Peters received news from his wife in the UK. She had been diagnosed with breast cancer months earlier, but they learned that day that it was worse than doctors originally thought.

After that bone marrow registration drive, Berke worked alongside his friend to help produce the 2017 documentary “Man in the Camo Jacket,” which tracks Peters’ career and battle with cancer. To date, the efforts of the LHSF have added more than 157,000 people to the International Bone Marrow Registry and have made 3,116 potentially lifesaving matches. Additionally, LHSF partnered with Live Nation to conduct bone marrow swabs at concerts at 70 venues across the U.S. In October 2018, Berke, Peters, The Alarm and some 40 other hikers — including The Cult’s Billy Duffy and the Gin Blossoms’ Robin Wilson — took their message of awareness to the Grand Canyon, Bryce Canyon and Zion Canyon.

And as of now, both Peters and his wife have recovered from their bouts with cancer.

“Mike’s one of the humblest people I’ve ever met,” Berke said of his friend. “When you’ve been confronted with the challenges that he has and been able to overcome them the way he has, humility is at its core. He is thankful for every day, every moment. He has this infectious optimism that truly exemplifies the power of the positive.”

In the fight against cancer, there are stats and there are numbers. There are percentages and there are likelihoods. There are trials and there are waiting periods. But there are also friends and strangers fighting to bring hope, working to bring cures and walking beside those who need it most.

Booker T. Jones, Elliot Berke and Jamil Jenkins.

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lliot Berke (’93) serves as managing partner of Berke Farah LLP. Prior to founding Berke Farah, he served as a partner and as practice group co-chair at McGuireWoods LLP. He has been named by Chambers USA as a “Nationwide Best Lawyer” and by Washingtonian as one of “Washington’s Best Lawyers.”

He also serves as general counsel and senior adviser to the Jack Kemp Foundation, led by Jimmy Kemp (’93), and on the boards of the International Churchill Society, the Vaclav Havel Library Foundation and the Republican National Lawyers Association. He has also served as president of the Wake Forest University Alumni Council.

In his spare time, he coaches fifth grade boys’ basketball.

He and his wife, Lindsey Jensen Berke, have two children.

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n Tunisia, a country wedged between the Mediterranean Sea and the Sahara Desert, Mohamed Bouazizi, the operator of a vegetable stand, was repeatedly humiliated by public officials because he didn’t have the proper permits to sell his produce. Quite regularly, his vegetables and scales were confiscated. On Dec. 17, 2010, in protest of this treatment, he went to the local municipal office and set himself on fire. People poured into the streets, adding their voices to oppose unfair treatment of the working class. The uprising spread throughout the region into Algeria, Egypt, Iraq, Jordan, Libya, Oman, Syria and Yemen. Some dictators fell from power, other governments were challenged, elections were attempted and coups were incited. This was the Arab Spring.

prisoner releases that accompanied the Arab Spring, prevailing instability, and rise of militias in spaces previously controlled by governments would provide more opportunity for jihadist groups to operate.”

He spoke on panels, wrote papers and offered this opinion. Fellow counterterrorism experts ostracized him. Some even refused to speak to him.

“Part of the reason people were angry was because my ideas were so contrary to what everyone else was saying publicly,” he remarked. “It also probably seemed to some experts who so passionately opposed my line of analysis that if you thought jihadist groups could benefit, you were against the democratic revolutions.”

DAVEED GARTENSTEIN-ROSS ce o an d f o u nd e r , va l e n s g l o b a l s en i or f el l ow, f o u n dat io n f o r d e f e ns e o f d e m o c raci e s associate fellow, international centre for counter-terrorism – the hague

While many of us heard news updates, counterterrorism expert Daveed Gartenstein-Ross (’98) was entrenched in determining what the activity in each country might mean for terrorist groups, or what he calls “violent nonstate actors.” Would the Arab Spring strengthen terrorism or weaken it?

“There was a massive consensus among analysts that the Arab Spring was going to absolutely devastate the jihadist organizations,” Gartenstein-Ross explained.

“I was on the dissenting end of that argument. I did not think that it was going to devastate jihadist organizations. I thought the opposite could be true.

I made arguments that stood up over time — that

As events unfolded, Gartenstein-Ross’ predictions came true. Governments crumbled, and terrorists were forming strongholds. The Arab Spring did not weaken terrorism; it made room for it to flourish.

“I was on the right side of the debates, but it was really hurting me professionally to disagree with the herd,” he recalled. “The more I was right, the worse my career was doing.”

It was this experience that inspired Gartenstein-Ross to advance beyond being a subject-matter expert and invest himself in starting a full counterterrorism research firm.

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Valens Global is a private firm focused on addressing threats posed by terrorist groups and violent extremist organizations across the world. It is the result of Gartenstein-Ross going against the herd.

“I wanted to create an organization where we could think differently than others, and we could show that our record was beating out the record of other experts.”

On any given day at Valens, a team member is researching the interpersonal relationships of jihadists or delving into the inner workings of Hezbollah.

Another is helping prepare Gartenstein-Ross for an upcoming court case in which he will be appearing as an expert witness for a state’s prosecution of a terrorist.

Another is brushing up on her jihadist slang. Another is preparing a presentation on terrorism in Europe to brief a military contingent; still another is assessing the risk of foreign fighters returning to Trinidad and Tobago; and one is smiling, knowing that the information and warning delivered to a client just 24 hours ago is now being reported on CNN as a near miss.

In the late 1990s, after enduring two near-death experiences because of illness, Gartenstein-Ross found himself asking life’s tough questions. His answers led him to convert from Judaism to Islam. Following his graduation from Wake Forest in 1998, he returned to his hometown in Oregon and briefly worked for an Islamic charity before entering NYU law school nine months later. The teachings he encountered at the charity were extremist in orientation. Within six years of Gartenstein-Ross leaving, the charity would be designated a terrorist organization by the U.S. Treasury, which noted that its investigation showed “direct links between the U.S. branch and Usama bin Laden.”

But long before the charity was labeled a terrorist group — prior even to the 9/11 attacks — GartensteinRoss was able to take advantage of his distance from the environment in which he had been immersed in Oregon to critically question and analyze the views of his more radical co-workers. He wrestled with what he had learned, met with other people to talk about spiritual issues, and in 2000, he converted to Christianity.

On Sept. 11, 2001, Gartenstein-Ross was finishing his final year of law school. “From the street outside my apartment, I watched the plumes of smoke rising from the World Trade Center,” he remembers.

Months later, he was clerking with the U.S. Court of Appeals in the District of Columbia.

During a background check, the FBI sought out Gartenstein-Ross to ask him about his first employer. Two years later, in 2004, while Gartenstein-Ross was practicing law, he was also assisting the FBI in their investigation of the charity.

This work is being done by a team of sharp, 20-something professionals who can’t remember a world absent the threat of terrorism. Working alongside Gartenstein-Ross, a scholar who can conduct research in five languages, this nimble, quick and curious group is learning the ins and outs of counterterrorism from someone who has stood in the space for a long time.

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“My introduction to these issues was from the other side of the fence, rather than from the counterterrorism side,” he explained.

Gartenstein-Ross’ perspective provided him a unique approach to counterterrorism work. As he thought about creating a company, he unleashed his entrepreneurial and creative side. He wanted his startup to produce the best subject-matter expertise possible,

but he also wanted it structured well. If the operation were to run smoothly, the information and analysis could be more focused and accurate.

“Thinking about my organization helped me to understand violent nonstate actors better,” he explained. “In fact, I recently wrote a piece arguing that violent nonstate actors are the startups of the political world. They have all the advantages of startup firms. Governments have all the disadvantages of legacy industries. These small, nimble organizations can shift strategically and adapt very quickly. Governments are very large, very bureaucratized, very constrained. They have trouble with violent nonstate actors for the same reasons that legacy industries have trouble with startup organizations.”

This agile culture is one that Gartenstein-Ross’ young team experiences regularly.

“Daveed values the team and our insights,” remarked Rachel Miller, a young analyst who is relatively new to the team. “He encourages us to challenge the status quo, lets our work speak for itself and creates a space where people can make great contributions.”

Carolina Ponzeto, vice president of business operations, agreed. “He provides career-building experiences for all of us. He has confidence in his team and takes great interest in our growth.”

This week, Gartenstein-Ross might be meeting with a military contact about ISIS’s European attack network.

He might be investigating South American cartels or human smuggling operations in East Africa. Or, he might be traveling to D.C. to deliver training on how geopolitics intersect with local law enforcement priorities. He might be hearing the opinion of a former director of the TSA or looking at one of his employees’ analysis of the future trajectory of militant groups in Africa. Or, he might be studying an adversary’s strategic plan in order to run a simulation to help a client understand the implications of potential confrontations.

Wherever he is, and wherever his team is, they are quietly going about the modern work of thwarting terrorists.

D

aveed Gartenstein-Ross (’98), a prominent scholar, practitioner and entrepreneur, holds a Ph.D. in world politics from Catholic University of America and a J.D. from the New York University School of Law. His previous positions include senior adviser to the director of the U.S. Department of Homeland Security’s Office for Community Partnerships; fellow with Google’s think tank, Jigsaw; and adjunct assistant professor in Georgetown University’s Security Studies Program.

As a globally recognized expert in counterterrorism, Gartenstein-Ross has testified before the U.S. Senate and House of Representatives more than a dozen times, as well as before the Canadian House of Commons. He is a frequent speaker who has delivered addresses at the U.S. Army Special Operations Command Commanders Conference, the University of Southern California’s National Center for Risk and Economic Analysis of Terrorism Events, the North Atlantic Treaty Organization (NATO), the Royal United Services Institute (London), the Kazakhstan Institute for Strategic Studies and the Pulitzer Center on Crisis Reporting, among many others.

He is the author or volume editor of 23 books and monographs, and he has been published in The New York Times, The Washington Post, Foreign Affairs, Foreign Policy, The Atlantic and Terrorism & Political Violence.

He and his wife, Amy Powell (’01), have two children.

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Hunter Kemper feature

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I

t’s a six-hour plane ride from Myrtle Beach to Colorado Springs — the same amount of time it would take Hunter Kemper (’98) to finish three triathlons and still have time to sign autographs. There’s little doubt that on Oct. 9, 2011, Kemper would have rather finished three triathlons than be sitting in coach asking himself, “How did I get here? How did this happen?”

He’d been in the Atlantic Ocean less than 18 minutes.

The second hand had ticked only 14 times between the time his feet reached the shore and the moment they arrived at his bicycle pedals. Leading a pack of a few dozen, Kemper and another athlete were pedal-for-

collided with the swimmer — sending Kemper off his bike and the swimmer to the pavement. Surrounded by pieces of mangled metal, Kemper looked up to see the swimmer nearly unscathed. Then, a burning sensation in his left elbow stole Kemper’s attention.

In a competitive career that had already surpassed two decades, Kemper had experienced a few injuries. There was the time he trained so hard he broke his pelvis.

Another time, he took a turn too fast and was rewarded with a broken collarbone and concussion.

For most of his life, swimming, biking and running had resulted in success. At 10, he won the first triathlon he ever competed in, beating the only two other 10-year-

HUNTER KEMPE R pro f e ss i o na l t r i at h l e t e

pedal heading down a hill, completing the first lap of the middle portion of the race, when a lagging swimmer exited the water and headed for his bicycle.

In a competition judged by what happens in a matter of seconds, the next several seemed to slow down. The delayed swimmer, who was not warned and taken off the course by race officials, continued to the transition area, not noticing the bicyclists heading his way, causing the biker in front of Kemper to swerve, eliminating any time for Kemper to react. At 35 miles per hour, Kemper

olds in the race to take the crown. A victory in his second race made him national champion. When he was a middle schooler, Sports Illustrated wrote about him in the same issue that featured Larry Bird underneath the masthead. Not a strong runner, Kemper had to walk on to the Wake Forest cross country and track teams, but soon enough, he was collecting All-ACC honors. And even before he graduated from college with a business degree, he was in New York City sitting across from Polo’s Ralph Lauren, signing his first endorsement deal as a professional athlete.

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After two years, Kemper walked into Stadium Australia as one of only three American men competing in the first-ever triathlon at an Olympic Games. Of the 52 racers circling the Sydney Opera House, he finished 17th.

Confucius to welcome the world to another Olympic competition. Fifty-five men from 31 nations raced for three steps on a podium. Kemper finished seventh — America’s best again.

In the next four years, Kemper clocked tens of thousands of miles by arm, by leg and on foot. He endured twoa-days; proved himself against the weight machines; reviewed race reports; monitored his body mass, heart rate and metabolic numbers; attended to proper recovery; and logged personal bests. In 2004, when the Olympics returned to its birthplace, Kemper was wearing the stars and stripes again. Fifty of the best athletes in the world took the starting line; Kemper beat 41 of them to the finish. For the second time, Kemper was the top American triathlete at the Olympic games.

Three Olympics. Races around the world. Prize money.

National and international records and recognition. He had lived his dream of being a professional athlete. He had stood at the top of podiums as the best his country had.

Every time the plane hit turbulence, a shot of pain seared into his elbow and jolted him back to reality. It wasn’t just a break, like his collarbone. His joint was shattered, and he was staring at an unknown future.

The years after Athens were beyond compare for Kemper. He was the first U.S. male triathlete to be ranked No. 1 in the world. In 2005, the U.S. Olympic Committee named him SportsMan of the Year — an

Kemper endured surgery that required a plate and 13 screws. Instead of training for races, he was working on extending his arm, flexing his bicep and finding full range of motion in his left wing.

Sometime between Thanksgiving and Christmas, Kemper wondered if he was working his rehab routine too much.

“I couldn’t move my elbow,” he remembers.

Then his temperature shot to 102. Phone calls with doctors and surgeons, blood tests and examinations revealed a staph infection in his arm. If it spread, the infection could be lifethreatening. He had three surgeries in three days to purge the infection. Attached to IVs and invaded by a PICC line, his body was pumped full of antibiotics for six weeks. The one-time globetrotting SportsMan of the Year was sequestered to his bed.

honor previously won by Michael Phelps and Michael Johnson. And amid a collection of national and international victories, the “Breakfast of Champions” picked him as its poster child, making Kemper the first triathlete to appear on a Wheaties box.

At 32, Kemper was in Beijing watching 2,008 drummers pounding bronze Fou drums and quoting 24

“It was the lowest of lows,” Kemper recalls. “How was I ever going to come out of this? This was not my plan.

But I relied on my faith. I believe that Jesus has me in his hands and knows my path.”

Kemper’s body fought off the infection, leaving him with three months until the 2012 Olympic Trials. Questions abounded. Would he be in shape to compete in the

trials? He was an injured 36-year-old competing against healthy racers half his age. Everyone had written him off.

The Olympic qualifier was on Mother’s Day weekend.

A few days before the competition, Gretchen Kemper sent her son a magazine article that told the promising stories of young, exciting racers infiltrating the sport.

Kemper was not mentioned.

“People are counting you out,” the mother told her son, “but I believe in you. You’re going to do this.”

Sometimes, in the valley, defeat seems inevitable.

Sometimes you need others to believe in you when you don’t believe in yourself. Sometimes it is the love of family and friends that carries you across the finish line.

To qualify for the 2012 London Olympics, Kemper had to finish in the top nine. He hadn’t raced since the debacle at Myrtle Beach more than six months earlier. When Kemper broke the tape, the time on the clock showed 1:49:18. It was the fifth-best time. In London, the U.S. Men’s Olympic Triathlon Team named him captain.

Kemper attempted to make the 2016 Rio Olympics at age 40, but it wasn’t to be. Instead, he and his wife, Valerie — also an elite athlete — keep busy with their five kids and the hordes of others they cheer on through their work supporting kids’ triathlons around the country.

In his professional career, Kemper started more than 125 races. He tallied nearly 4,000 miles in front of spectators; tens of thousands more were done in solitude. He’s known the height of victory and the depth of discouragement. And he knows it is only because of faith and family that he did any of it.

“Sport teaches you the life lessons of failure, of getting back up, of persevering, of overcoming, of enduring,” Kemper remarked. “It’s the journey. It’s the process along the way. It’s dealing with life and hardship. I’m a four-time Olympian, but I’ve never won a medal. I can’t relate to Michael Phelps’ 23 gold medals, but I can relate to the struggles and obstacles and valleys that we’ve all gone through. I’ve endured many hardships, and that builds character. That builds who you are. That builds your ability to get up off the ground.”

H

unter Kemper (’98) is the most decorated triathlete in U.S. history. A four-time member of the U.S. Olympic triathlon team, he is one of only two men in the world to qualify for four Olympic triathlons. He has competed all over the world, winning the International Triathlon Union’s (ITU) World Series Championship in 2005, earning seven USA Triathlon Elite National Championships, becoming the first American to win a gold medal at the Pan Am Games in 2003 and conquering the Lifetime Fitness “Battle of the Sexes” Triathlon. In August, Kemper was inducted into the USA Triathlon Hall of Fame.

For more than 15 years, Kemper and his family have sponsored children from Brazil, El Salvador and Thailand through Compassion International, providing them education and medical care. He is now an athlete ambassador for the organization. He has also used his athletic abilities to raise money to combat multiple sclerosis and other genetic diseases.

Kemper earned eight varsity letters at Wake Forest, was a four-time selection to the ACC All-Academic Team, earned All-ACC honors for the 10,000 meters and was inducted into the Wake Forest Sports Hall of Fame in 2008.

Kemper and his wife, Valerie, have five children and reside in Colorado Springs, Colorado.

25

D

o you know how hard it is to get your uniform back from a museum?” she asked.

of 18 salesmen. Though she organized their work and schedules, she was told she would never move to sales because, well, she was ...

For 30 years, Brigadier General Evelyn “Pat” Foote “Women were not equals in those days,” Foote (’53, LLD ’89) gave her best to the United States Army. remembers. “Doors were often slammed shut because I In 1989, after breaking as many glass ceilings as she could find, she retired. Seven years after her last “hooah,” was a woman.” the secretary of the Army recalled her to active duty.

Nearly three decades after her original 30-year stint, the Having heard “no” more than her taste could bear, she sought out “yes.” After talking with a female Army unassuming 88-year-old is finally starting to acclimate officer, Foote received information in the mail. Included to civilian life.

EVELYN “PAT” FOOTE

b rig ad i er gene ra l , u n i t e d s tat e s a r m y (re tire d )

was a brochure that touted “executive opportunities.”

In the late 1940s, to make enough money to attend Wake Forest, Foote got a job as a GS4 clerk with the FBI Foote was 29 years old, college-educated, had job experience and was driven by a desire to serve handling confidential informants during the height of something bigger than herself. All that flyer required Communism’s Red Scare. She wanted to stay with the bureau and be an agent, but she was told no because she of her was a two-year commitment. was a woman. After earning her college degree, she took “I thought, ‘What the heck? It’s only two years. I can get a writing job with a Washington, D.C., newspaper, and some leadership training.’” in her first year, she had 27 bylines. The paper offered her full-time work writing about food and fashion since And that is how, in 1959, Pat Foote became a soldier in she was a woman. Foote traded journalism for business the U.S. Army. and began a job as the enrollment group secretary for Blue Cross Blue Shield, managing the schedules

27

Three times the Women’s Army Corps officer asked to be sent to Vietnam.

we would break off our trip long enough to take care of whatever was down there and continue on our way.

“The first two times, I was refused,” Foote explained.

“The director of the Women’s Army Corps believed that women should stay back and release the men to go and fight. Some men were going for a third and fourth tour.

That’s not fair.”

“My brother wrote to me one day and said, ‘For goodness sake, quit telling mom and dad what you’re doing over there!’”

Her third request charmed. Foote was one of 750 nonmedical Army women who went to Vietnam — the only female in a public affairs office of 66 soldiers, and the only one in public affairs not given a weapon in a war zone.

Sixteen years later, Foote found herself in Germany — a colonel commanding the 42nd Military Police Group. When she took the reins, she called together the commanders, staff and the senior noncommissioned officers.

“I haven’t spent five minutes on MP duty,” Foote “I went over there in heels and skirts,” Foote remembers. confessed to those she was leading. “What you need to know is that I have commanded a company and a “No weapons or weapons training. Not a woman battalion, and I know how to keep monkeys off your came trained in the use of a firearm. No flak vest. No back. Now you go out and do the job, and I’ll get you anything — in a country where the combat zone was what you need to do your job, and then I’ll come out 360 degrees around you — and we came under direct and find out what you’re doing and learn real quick.” attack. I had my M16 purse. That’s what I called my purse because I could have walloped somebody with it.”

“It was the best two years of my Army career,” she admitted.

Though her commanding officer initially tethered her to Foote’s military career was flooded with firsts — first a desk, it didn’t last. female public relations officer in Vietnam; first female faculty member appointed to the U.S. Army War “I spent most of my time hanging out of a door of a College; first female brigade commander in Europe; Huey UH 21 helicopter, hooked in with web seating, sitting beside the gunner, looking at the land below,” she and first female Department of the Army assistant inspector general. In 1986, Foote became one of only smiled. “I was out with every division, every separate four female generals in the U.S. Army and, subsequently, brigade, every field artillery brigade in both corps areas. the first female commander of Fort Belvoir in Virginia, I got to see the war from one end of the country to the overseeing thousands of soldiers and civilian employees. other. We would be going from some point to some point, and if you saw a target below, you engaged. So “I was first because the highly qualified women before me were not given the opportunity,” she commented. “That’s why I was first. I stayed and served and opportunities opened up.”

In 1989, she was required to retire on the basis of age.

Seven years after the brigadier general turned her uniforms over to museums eager to acknowledge and celebrate her pioneering career, Foote was recalled to active duty.

The secretary of the Army appointed her to

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serve as vice chair of the secretary of the Army’s Senior Review Panel on Sexual Harassment.

During one investigation, a captain commanding a company approached the general, distraught that one of his strongest fighters was being accused of sexual harassment.

“You want me to get rid of my best soldier?” Foote remembers him asking her.

“You call this man your best soldier?” she replied. “I’ve got news for you, Captain. He’s your worst soldier. He’s the worst leader in your company. You need to press charges against him. Don’t transfer him to someone else.”

Foote’s leadership kept her working as a trusted military voice, testifying before Congress and serving on committees to build multiple national war memorials. But it all started because the Army gave her an opportunity.

“Saying yes to the Army,” she stated simply. “That was the key that began to open doors I never imagined.”

And so, she stayed for a lifetime.

“Every time I would get ready to leave, another door would open to jobs that had been closed to women forever.”

Looking back at a career that is almost unimaginable, that crossed oceans and was shaped on multiple continents, that includes stacks of awards and medals and commendations and appointments, there is one aspect of her career that is the most significant.

“My greatest honor was wearing the uniform and representing my country as an Army officer.”

And though she was once handed some change after being mistaken as a meter maid in her early career, she has led life serving something greater than herself — serving her country, serving those in her command and serving the women who now run past her early footsteps.

I

n addition to her multiple commands, Brigadier General Pat Foote (’53, LLD ’89), a native of Durham, North Carolina, served as a frequent consultant to the Office of the Secretary of the Army concerning numerous personnel issues. For nine years, she served as president of the Alliance for National Defense, a nonprofit organization that supports women in the armed forces.

In 1994, Brigadier General Foote was appointed by President Bill Clinton to serve on the American Battle Monuments Commission, the executive agency that operates and maintains 24 American military cemeteries abroad. Within this Commission, she served on the original site and design committee, which was charged with overseeing the siting, design selection and construction of the National World War II Memorial, dedicated on Memorial Day in 2004 on the National Mall. She continues her service today as a member of the Friends of the WWII Memorial Foundation Board.

She is a former member and chair of the Wake Forest College Board of Visitors.

In 2018, Brigadier General Foote was inducted as a member of the Marquis Who’s Who Albert Nelson Lifetime Achievement Award Association.

In the end, it wasn’t the uniform that made the soldier; it was the soldier who made the uniform.

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LIVING to LEAD You just read about six remarkable Wake Forest leaders. In these stories, we saw their commitment to their communities and individual purposes. There were hundreds more stories of Wake Forest leaders that we could have chosen. Leading is not the exception within our community; it is the rewarding expectation of a Wake Forester.

Leadership is people uniting around something bigger than themselves. That is precisely what we are doing through the Wake Will Lead campaign. We have seen what is possible when committed individuals sacrifice for an institution they believe in.

Students are given the opportunity to pursue the dream of a Wake Forest education. They can excel in the classroom, on the athletic field, on the performance stage, in their relationships and in their individual growth.

Faculty members are buoyed by the resources needed to be innovative in the classroom. They can explore ideas, engage in additional research opportunities and spend time mentoring the students who walk into their classes.

And we can exercise our imaginations, build state-of-the-art facilities, foster connection and chase big ideas to make an indelible impact on our community, country and world.

We have much to celebrate. The trajectory of this campaign has skyrocketed in ways we never could have imagined, and our students and community are reaping the benefits.

That is what it looks like to lead. And you are the leaders who have brought us to this point.

It is to you that we owe our deepest gratitude.

Thank you for being the leaders of character that our students can look to as exemplars.

Thank you for showing what it means to support and rally around a significant purpose. And thank you for continuing to be the ambassadors of Wake Forest, who so genuinely reflect what our institution and community are all about.

Any success we have is because of you. On behalf of all Wake Foresters, thank you.

Sincerely,

Donald E. Flow (MBA ’83) Chair, Wake Will Lead Campaign University Trustee 31

A WALK THROUGH TIME Eight years ago, we quietly began a campaign for Wake Forest. In that time, we have chronicled some of our finest moments. With your investments, we have supported worthy students and outstanding teacher-scholars; we created and built new programs; we constructed and renovated facilities; we sought opportunities and celebrated milestones.

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In the timeline of Wake Will Lead, you will see current-use gifts, designed to be used immediately for the students, faculty and staff on campus in this moment.

You will see gifts to the endowment, which add to our investment principal and spin off dividends used to fund various scholarships and initiatives in perpetuity.

You will see planned gifts, which are wonderful contributions from individuals who want to leave a legacy by providing for Wake Forest and its future.

You will see gifts to the Wake Forest Fund, which assist in nearly every corner of campus — from scholarships to the lightbulbs in the library.

You will see sacrificial gifts and matching gifts. You will see named gifts, anonymous gifts, honorary gifts and memorial gifts. You will see gifts in gratitude of the past and with the promise of the future.

And you can’t help but see that you and your years of generosity are making it possible for Wake to lead.

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4

AFTER ALL THESE YEARS, OUR FUTURE HAS CHANGED. T HANK S T O

YOU.

2011

JU LY Rogan Kersh (’86), previously associate dean of academic affairs at New York University, becomes provost at his alma mater.

JUNE Porter B. Byrum (JD ’42) makes the single largest gift in Wake Forest history to date, a $40M contribution specified for endowed undergraduate financial aid.

SEPTEMB ER Ben Sutton (’80, JD ’83, P ’14, P ’16, P ’19) makes a transformative gift to Wake Forest’s wellbeing initiative. The centerpiece will be the renovation of historic Reynolds Gym.

2013

SEPTEM BER The Wake Forest School of Divinity its largest gift eve individual — a $2M Jeanette Wallace LLD ‘10), a Life Tru former U.S. amba support student fi

A U GU S T The first class of Wake Forest Scholars, a financial aid program aimed at middle-income students, arrives at the University.

HERE TO HEAR OCTOBE R The Humanities Institute is created, thanks to a $1M gift from Wade Murphy (‘00), the youngest alumnus to ever make such a gift.

JULY Thanks to a lead g from the late Mike Mary Farrell (P ’10 to eight other fam commitments of $ Farrell Hall opens and for a new era education at Wake when it hosts its fi

MARCH Z. Smith Reynolds Library is formally honored as the nation’s best university academic library by the Association of College and Research Libraries.

2010

OCTOBE R Wake Forest University receives a $10M gift from Mike (P ’10, LLD ’13) and Mary (P ’10) Farrell.

The philanthropy represents the largest cash commitment in the history of the School of Business.

2012

JUNE Over 100 voluntee committees attend Volunteer Summit Park Inn in Ashevi

SEPTEMBER Here to Hear, a tour that provides an open forum for connection and reflection among alumni and friends, is launched. The stories and ideas shared shape the early years of the campaign.

A PRIL Dr. Steve and Becky Scott (P ’97, P ’00, P ’00) donate $6.5M to the Magnolia Scholars program, providing scholarship support to first-generation students.

JU N E The #Wake500 initiative generates more than $500,000 from 1,800 donors to the Wake Forest Fund.

O C TO BER The campaign, first known as Wake Will, is pub launched with fire an audience of lo Foresters on Man Its goals are to cre and inspire in the of Pro Humanitate stated financial g for the Reynolda C

ers from 15 d the Campaign t at the Grove ille, NC.

gift of $10M e (LLD ‘13) and 0), in addition milies with $1M or more, for business — of business e Forest — first classes.

University y receives er from an M gift from Hyde (’58, ustee and a assador, to financial aid.

blicly eworks to oyal Wake nchester Plaza. eate, educate name and spirit e; its initially goal is $600M Campus.35

O CT OB E R Bobby Burchfield (‘76) and Debbie (MAED ‘83, MALS ‘05) and Mike (MALS ‘13) Rubin are the first donors to commit $1M to create Presidential Chairs.

JU N E Gene (’54, JD ’56, P ‘79, P ‘81, P ‘89, P ‘92) and Pat (’54, P ‘79, P ‘81, P ‘89, P ‘92) Boyce of Raleigh, NC, extend generous support to the School of Law’s Worrell Center renovation project, as well as scholarship support for the College.

$

NOVEMBER Rocky Mount, NC is the first Wake Will stop during Year One of the campaign. By the end of the year, more than 2,800 people will hear the message of Wake Will at one of the 11 campaign events held off campus.

2014

MARCH Bob McCreary (’61) gives $7.5M for the effort to build an indoor practice facility for all Wake Forest athletes.

MAY The University announces it will create Verger Capital Management LLC, an external, for-profit capital asset management company that will serve as Wake Forest’s investment arm.

SEPTEMB ER Ground is broken for the first phase of the Reynolds Gym transformation project.

OVER

JU N E Topping the $400M mark, Wake Will becomes the most successful campaign in Wake Forest’s history.

OCTOB ER School of Divinity students conduct the first services in the renovated Davis Chapel.

JU LY Charles A. Iacovou, a member of the administrative team since 2007, is named dean of the School of Business.

JU LY Penny Rue, previously vice chancellor for student affairs at UC San Diego, becomes vice president for campus life at Wake Forest.

OCTOB ER Undergraduate Research Day features the work of 146 students, a 40% increase from the total only three years earlier.

2015 SEPTEMB ER Thrive, a comprehensive approach to wellbeing for students, faculty and staff alike, is formally unveiled in a Manchester Plaza event. Since that time, nearly $4M has been raised in support of this program.

FEB RU A RY Naming Rights for the Rest of Us, a social-media campaign targeted at alumni, helps generate $182,067, a record for the Wake Forest Fund in any February.

MAY Pro Humanitate Day, a nationwide community service outreach initiative, gains the support of 821 alumni from 24 local clubs who work with 26 regional nonprofits to serve 2,190 meals to people in need.

OVER

JUNE Wake Will tops the $500M mark in commitments.

MAY The first class of Wake Forest Scholars graduates. Talk show host Stephen Colbert delivers the Commencement address.

s urce

J UNE Wake Forest launches The Source: A Fund for Academic Excellence, with a goal of raising $40M for endowed departmental funds. Since that time, donors have supported every department, from classical languages to political science, totaling over $22M.

J U LY Dr. Nathan O. Hatch celebrates 10 years as president of Wake Forest University.

J U LY Dr. Michele Gillespie, the first faculty member named a Presidential Chair in 2013, becomes dean of Wake Forest College.

J U LY Suzanne Reynolds (JD ’77) is named dean of the law school after serving in the post on an interim basis for the previous year.

A U G U ST Tim Pyatt, previously head of special collections at Penn State University, becomes dean of Z. Smith Reynolds Library.

OC TOB ER The School of Law dedicates its newly renovated facilities in the Worrell Professional Center.

JU N E The Health and Exercise Science Department moves into a new state-of-the-art addition adjacent to Worrell Professional Center, greatly increasing its classroom and research space.

OCTOB ER Citing momentum and opportunity to transform the University to even greater degrees, Wake Forest resets the campaign’s goal to $1B and rebrands it Wake Will Lead.

2017

APR I L Ground is broke athletics facilities Sports Performa named in honor (’80, JD ’83, P ’14 and the 24,400-s Basketball Comp honor of Mitesh

M AY The first alumni C Conversation is h Lindsay Chambe home in Los Ang

JUNE Wake Will Lead year with $765,1 commitments. L philanthropy of P (JD ’42), whose e $70M to endowe financial aid, the secures a record commitments fo

JA N U A RY Wake Downtown, the University’s satellite campus devoted primarily to biotechnology and related disciplines, opens its doors for the first time.

AUG UST Z. Smith Reynold newest upgrade Scholarship Suite Scholars Commo

JA N U A RY Mitesh B. Shah (’91) donates $5M specifically in support of Wake Forest basketball.

AUG UST The newly renov Gym opens to th community, enha wellbeing 36 efforts

2016 J UNE Double Down, a 52-hour Wake Forest Fund initiative, concludes with $563,195.52 in receipts from 3,552 donors.

97%

JUNE The campaign has secured $583,190,978 in total commitments toward its initial goal of $600M.

en for two major s: the Sutton ance Center, of Ben Sutton 4, P ’16, P ’19), square-foot Shah plex, named in B. Shah (’91).

Call to hosted by ers (‘00) at her geles, CA.

ends the fiscal 156,096 in total Led by the Porter Byrum estate commits ed student e campaign d $182M in or FY17.

ds unveils its es, the Digital e and the ons.

vated Reynolds he campus ancing our s.

AUG U S T Fifty Wake Foresters enroll as the first group of engineering students in the University’s history.

AUG U S T Inspired and led by the legacy of Porter Byrum (JD ’42), Wake Forest creates the Byrum Challenge, an initiative for endowed financial aid.

O CT O B E R Wake Washington, the University’s satellite campus in Washington, D.C., is launched.

2018 J UN E A remarkable class of Magnolia Scholars graduates. Of the original cohort of 30 students, 27 will graduate within four years, and 20 studied abroad.

J UN E The Wake Will campaign ends the fiscal year at $853,100,143.

In all, 35,681 unique donors — a record total — make a gift to the campaign during the year. 75% of gifts are less than $1,000.

AUG U S T The Andrew W. Mellon Foundation awards Wake Forest an $850,000 grant to expand its community-based partnerships through engaged teaching and research in the humanities.

O N T HE

HORIZON A U GU ST Former Wake Forest University superstar and hometown hero Chris Paul (’07) donates $2.5M to support Wake Forest basketball.

SEPTEMB ER A Call to Conversation, a national movement around more meaningful conversation, is publicly launched.

OCTOB ER A $10M gift from an anonymous donor will enable first-generation Wake Forest students in the Magnolia Scholars program to experience college with fewer financial worries and consider opportunities they might not have otherwise.

DECEMB ER Over the past two years, thanks to the generosity of nine donors who have created matching opportunities for other donors, 85 new scholarships have been created, totaling over $10M.

IN MA RCH 2 018, U.S. Sen. Richard Burr (’78) announced he will donate his congressional papers to Wake Forest University, his alma mater.

In addition to receiving his papers, the University is in the preliminary stages of working with the senator to plan for the Richard Burr Center, in partnership with the Z. Smith Reynolds library.

BY 2020, we hope to recruit 10 Leadership and Character Scholars every year.

Wake Will Lead will raise at least $10M to create an endowed scholarship program designed to recognize and nurture young people of exceptional promise.

The program will provide a full cost-of-attendance grant for students with financial need, four years of personal mentoring and intensive programming in leadership and character, funds for summer enrichment opportunities, and a week of intensive study in these areas at Oxford University.

BY 2022, Wake Forest intends to build a humanities-focused academic building that will be for the College what Farrell Hall has been for the School of Business.

3

LET’S TALK A Call to Conversation Feeding an appetite for personal connection

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Honest, face-to-face engagement is the Wake Forest way.

We talk.

We listen.

We learn.

And we grow.

Our culture of open conversation lets us move beyond our differences and celebrate the many connections we have as human beings.

This fall, Wake Forest launched a Call to Conversation to introduce our culture of conversation to the nation. Our intimate approach to civil dialogue has brought more than 2,200 people to the table, and participants have gained fresh perspectives, renewed optimism and a deeper sense of community.

40

“The opportunity to be one of the first students to participate in C2C is incredible. But it is most exciting to imagine what this student body will do with opportunities like these.� — Student participant

Wake Forest students are especially enthusiastic about the opportunity to build stronger relationships with faculty and classmates. President Hatch kicked off a Call to Conversation with students and faculty in September, and plans are in place for more student-focused conversations both on and off campus.

43

XXX dinnersbegan, SinceWith a Callnearly to Conversation scheduled amongthe we’ve held moreacross than the 250 country dinners across Wake Forest alumni, students, parents and country among alumni, students, parents and the larger community, a Call to Conversation the larger community.

It promises to become promises to become a signature a signature Wake Forest experience.

Wake Forest experience.

44

To learn more about the movement and express interest in hosting or participating in a Call to Conversation, please visit the Call to Conversation website at

c2c.wfu.edu.

45

46

LEVERAGED to LEAD In 2014, Verger Capital Management (Verger) was created out of the Wake Forest University Office of Investments with the mission to invest in the lives of others by providing outsourced chief investment officer (OCIO) advisory services to nonprofit endowments and foundations.

Today, Verger serves eight nonprofit organizations, including Wake Forest University, as a fiduciary and provides direct access to both endowment and investment experience as well as the ability of our clients to benefit from the scale and purchasing power of our approximately $1.7 billion1 under management.

Given our history, Verger holds a unique understanding of the needs and challenges of nonprofit investing.

Endowment and investment assets are the lifeblood of a nonprofit institution. They enable these organizations to support their respective missions to better the circumstances of those they serve and enhance the communities around them. It is our responsibility to strive to ensure that these means endure, not just for tomorrow, but for generations to come.

47

As we reflect on the past few years, we have witnessed

At Verger, we seek to accomplish our mission to invest

a period of steady upward markets and extremely low

in the lives of others through our philosophy to Protect,

volatility. This is a period that also comes on the heels

Perform, Provide:

of the seismic financial earthquake that was the 2008 financial crisis and its aftershocks, including those that still jolt us today.

PROTECT: We endeavor to separate the future of client assets from the often volatile and illogical

Ten years ago, the crisis exposed how arrogant the world

movements of global capital markets.

had been toward risk. Individuals bought homes they couldn’t afford, banks made loans they thought could

PERFORM: We seek risk-adjusted investment

never default, governments thought recessions were a

opportunities with the goal of performing over

thing of the past and university endowments were piling

inflation and spending, while growing the

into riskier investments.

purchasing power of the assets we manage.

Following the crisis, many schools and endowments

PROVIDE: We strive to provide for our clients’

were forced to honestly recognize their own financial

current and future needs, understanding that

situations. U.S. universities were facing unprecedented

liquidity is a critical factor that drives our

financial distress because of endowment losses. Hiring

allocation and portfolio construction.

was frozen, facility maintenance was deferred, financial aid resources were limited, programs were dropped and the list goes on.

It’s this philosophy that fuels our emphasis on achieving risk-adjusted returns through a diversified pool of

Fast-forward to today, and the U.S. economy has largely

assets with uncorrelated return streams. For the fiscal

recovered. Corporate profits are at record highs, the

year ending June 30, 2018, this strategy produced a

unemployment rate is at an 18-year low and the Dow

positive Verger Capital Fund (the Fund) return of 7.0%

Jones Industrial Average has nearly quadrupled since its

(gross), providing $71 million to support Wake Forest

record Recession-era low in 2009 (CNN Money). And,

University students, faculty and operations.

while the crisis is now 10 years behind us, as a fiduciary for nonprofit clients, we don’t have the luxury of leaving

In the current environment, we believe it is appropriate

the past in the past. After all, the life of an endowment

to remain balanced and hedged2 as we wait for better

extends far beyond 10 years and into perpetuity. As we

opportunities to add more risk. Looking at the four

look to the future, one must evaluate nonprofit investing

primary asset segments, we remain overweight in

through a different lens — one that does not solely focus

equities relative to our target, with diversification both

on investment returns to support this infinite horizon.

geographically as well as by subsegment (long only, hedged and private), and underweight in fixed income, with an emphasis on lower duration and floating rate investments. In real assets, we have selectively committed to private strategies across real estate, energy and natural resources, while, within our absolute

48

return segment, we remain focused on generating

satisfied with meeting expectations — we expect to

returns that are fairly uncorrelated to broad equity and

exceed them. We continue to build, improve and trim

credit markets. Through the continued maturation of

the portfolio as we learn, adapt and adjust our risk

our private investments, particularly within equity and

tolerances and exposures. Our job is to take the market

real assets, we expect a continued positive impact to

as it actually is, not as we would like it to be, and survive

returns going forward.

intact regardless of surprises, poor policy or mistakes in individual positions. We believe that the next 10

The recent return of market volatility, coupled with

years will be unlike the last 10, and investors using

the Federal Reserve’s policy of increases in short-term

plain vanilla portfolios of stocks and bonds will have a

interest rates after years of quantitative easing, confirms

difficult time generating returns moving forward. The

our belief that our clients would be well served by our

assumption was that good times in the economy can

lower-risk, anti-fragile portfolio that does not rely on

roll on forever; assets can appreciate without end; and

public equities alone for return. While our fiscal year

investors needn’t worry about a correction, bear market

2018 performance slightly trailed our benchmark (7.0%

or crash. Such “different-this-time” thinking is short-

gross versus 7.5% for the Blended Index Benchmark),

sighted and potentially dangerous. Markets change

since its inception in January 2014, the Fund has

quickly, and it is necessary to be positioned before

produced returns in line with the benchmark with

moves occur. And to this we say, we stand ready and

much lower volatility and smaller drawdowns. This

prepared to Protect, Perform and Provide.

matters to nonprofits, many of which cannot afford to endure another significant drawdown that severely damages their ability to support their missions and the individuals and communities they serve.

As always, we are striving to balance upside capture

Jim Dunn

and downside protection. While our performance is

Chief Executive & Chief Investment Officer

consistent with our long-term expectations, we aren’t

Verger Capital Management

1 As of June 30, 2018 2 There can be no assurance that risk management techniques or hedging strategies will be successful in reducing risk, and they may involve significant expense. The success of any hedging strategy will depend in part on the investment manager (or the manager of an underlying fund or a sub-adviser) to correctly assess the degree of correlation between the performances of the instruments used in the hedging strategy and the performance of the investments being hedged.

PAST PERFORMANCE IS NOT NECESSARILY INDICATIVE OF FUTURE RESULTS. Any investment entails significant risks, including loss of the entire investment.

There can be no assurance that the investment manager will achieve its objective or that losses will be avoided.

Verger Capital Fund (the Fund) performance is net of underlying manager fees and gross of Verger Capital fees and expenses. Investment returns net of investment management fees and other expenses may result in lower returns.

The Blended Index Benchmark is formulated using a blend of third-party indices at weights broadly representing our long-term strategic asset allocation and risk tolerance.

Composition and weightings, which are selected in advance of any period for which performance is shown, are currently: 40% equities (using MSCI All Country World Index, net total return); 15% real assets (using index blend of 6% NCREIF Property on a quarterly lag, 4.5% MSCI ACWI Energy, 2.25% Bloomberg Commodities, 1.125% NCREIF Timberland on a quarterly lag, and 1.125% NCREIF Farmland on a quarterly lag); 25% absolute return (using HFRI Fund of Funds Composite Index, total return); and 20% fixed income (using Barclays Capital U.S. Aggregate Bond Index, total return) rebalanced monthly. A methodology fact sheet, which is available upon request, provides a breakdown of the Blended Index Benchmark for different time periods and describes third-party indices selected for inclusion.

Attempts to reproduce calculations may not match due to rounding. The statements made are the opinion of their author or the source cited.

49

ASSET ALLOCATION June 30, 2018

Fixed Income 15%

The endowment portfolio is a diversified portfolio that invests in a broad mix of assets, including equities, real assets (commodity-related investments), absolute return (various hedged strategies) and fixed income.

Equities 49%

Absolute Return 23%

Real Assets 13%

CUMULATIVE PERFORMANCE (Growth of $1) April 1993 – June 2018

$8.00

$7.24

$7.00 $6.00

$5.74

$5.00 $4.00 $3.00 $2.00 $1.00

Endowment Portfolio

Mar-18

Mar-17

Mar-16

Mar-15

Mar-14

Mar-13

Mar-12

Mar-11

Mar-10

Mar-09

Mar-08

Mar-07

Mar-06

Mar-05

Mar-04

Mar-03

Mar-02

Mar-01

Mar-00

Mar-99

Mar-98

Mar-97

Mar-96

Mar-95

Mar-94

Mar-93

$0

Blended Index Benchmark

Over the long term, the Endowment Portfolio has outperformed a benchmark that represents our current asset-allocation target allocations (Blended Index Benchmark).

PAST PERFORMANCE IS NOT NECESSARILY INDICATIVE OF FUTURE RESULTS. Any investment entails significant risks, including loss of the entire investment.

The “Endowment Portfolio” referred to represents assets of Wake Forest University and related entities of Wake Forest University during July 2009-June 2018. The period June 2014-June 2018 includes the deduction of investment management fees.

50

RETURN / RISK RATIO Period Ending June 30, 2018

2.5 2.1

2.0

2.0

1.8

1.6

1.5

1.2

1.2 0.9

1.0

1.1

0.9

0.5 0.0 1 year Endowment Portfolio

3 years Blended Index Benchmark

5 years 60% MSCI ACWI, 40% Barclays Aggregate

Over the past five years, the Endowment Portfolio has produced competitive, risk-adjusted returns compared with both its primary benchmark and a balanced stock-and-bond benchmark.

ANNUAL ENDOWMENT SUPPORT TO THE UNIVERSITY Fiscal Years 1995 – 2018

$70 $60

Cumulative Support (’95 – ’18): $1077M

MI LLIO NS

$50 $40 $30 $20 $10 $0

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Over the past 24 years, the Endowment Portfolio has provided over $1 billion of operating support to the University. During this period, the annual support to the University has increased by 361%.

The Blended Index Benchmark is a blended benchmark based on target weights to each of the asset classes in the strategic asset allocation of the Endowment Portfolio.

Index performance shown reflects the reinvestment of dividends and other income. An index does not reflect the deduction of fees or other expenses.

51

WAKE WILL LEAD by the NUMBERS LI B R AR Y

3

OF EVERY

8

graduates in May 2018 took at least one library sciences class.

As a result of initial renovation of Z. Smith Reynolds Library, which created the Digital Scholarship Suite and the Scholars Commons, students now have access to

ELECTRICAL OUTLETS

AT EVERY

WORKSPACE. Additionally, half of the new common workspace desks are whiteboards on which students can write their thoughts.

Someone enters ZSR Library

EVERY

15

SECONDS.

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Under the auspices of the Office of Personal and Career Development (OPCD), the Brockway Recruiting Center at Farrell Hall hosted

OPC D

7,000 3 employment interviews over the 2016-17 and 2017-18 academic years.

That's approximately

25 9%

per day,

and an increase of

Consecutive years in which

97% or more of graduates have secured employment or graduate school placement within six months of receiving degrees.

in number of interviews from 2016-17 to 2017-18.

53

A CAD E M I C I N N OVATI O N The infusion of

$21,564,958 supports academic innovation, faculty-student collaboration and the definitive experiences that result from both.

Students spent a total of

1

OF EVERY

9

graduates in the Class of 2018 presented a faculty-mentored project at Undergraduate Research Day at some point.

54

33,810

hours

of lab time with upgraded equipment at Wake Downtown in 2017-18 alone. For a single student, that’s 3 years, 313 days of constant work.

258,397

WE LLB E I N G

124%

115,352

increase in campus recreation center visits from 2016-17 (115,352 at Miller Center) to 2017-18 (258,397 at Reynolds Gym).

2016-17

2017-18

Renovating Reynolds Gym and building the Sutton Center created

266,537 of new and improved space in a structure originally built when the campus’ entire computing power could be housed in a modern cell phone.

sq ft

More than

1,200 class sessions were conducted in group fitness instruction in 2017-18.

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G ENERAL FACU LTY SU PPOR T

10

Wake Will Lead has created and endowed

PRESIDENTIAL CHAIRS

to recruit and retain outstanding faculty across campus.

In 2017-18 alone,

BARRY TRACHTENBERG, the Michael H. and Deborah K. Rubin Presidential Chair of Jewish History, designed a class on the history of the Arab-Israeli conflict; testified before the House Judiciary Committee regarding anti-Semitic speech on college campuses; and published a new book, ”The United States and the Nazi Holocaust: Race, Refuge, and Remembrance.“

In 2017,

MILES SILMAN,

the Andrew Sabin Family Foundation Presidential Chair in Conservation Biology, and his students helped discover a new genus of a large forest tree in the tropical Andes. The discovery of nature “hiding in plain sight” underscores how little we know about our planet and why we need to keep digging.

REBECCA GILL,

the Larry J. and LeeAnn E. Merlo Presidential Chair for Communication and Entrepreneurship, co-authored ”Organizations and Identity,” a book that explains how organizations shape identity and why identity has become so paramount in modern society, in 2017.

56

PR OF E SSI ON AL SC HO O L S Wake Forest is

THE ONLY LAW SCHOOL

97%

in the country to improve in both placement and bar-passage in each of the past four years. This trend coincides with the renovation of the Worrell Professional Center, including construction of the Brad and Carole Wilson Career and Professional Development Center for the School of Law.

Portion of the inaugural class of Master of Business Analytics graduates (2017) securing employment within six months of graduation. The creation of the MSBA program has given the School of Business a distinctive offering that meets a growing need in the market.

The Griffiths Divinity Scholarship Match Initiative will generate

5 NEW SCHOLARSHIPS One of these grants will cover the full cost of attendance. Another is designated specifically for students who interrupt careers to answer a calling to service.

57

ATHL ET I CS

NCAA

Men’s tennis team and two studentathletes win individual championships in the 2018 academic year (Petros Chrysochos in men’s tennis and Jennifer Kupcho in women’s golf).

CHAMPIONSHIPS Over the past two full years (2016-17 and 2017-18), Wake Forest has posted a

.595

MULTIPLE

overall winning percentage

CHAMPIONSHIPS

in head-to-head games and matches in all sports. That’s our best two-year stretch since 2000-01 and 2001-02 (.597).

(men’s soccer, men’s tennis) for the first time since 2006-07 (football, field hockey)

365,425 sq ft

58

ACC The campaign has facilitated the construction or renovation of 365,425 square feet of athletics facilities space.

F I N AN C I AL AI D A total of

$288,079,973 in commitments for student financial aid.

Unique recipients:

1,103

78¢

of every endowed dollar has been committed to Financial Aid.

Average per recipient:

$22,872

Need-based debt among undergraduates has fallen

27%

since the Class of 2014.

Including all funds, a gift for financial aid has been received every

3 35 hrs,

min

in campaign history.

59

As of June 30, 2018, Wake Will Lead is

2 60

% 0 AHEAD of projections.

CAMPAIGN UPDATE As of June 30, 2018, Wake Forest has received

$853,100,143

in total campaign commitments and achieved 85% of its $1 billion campaign goal.

It received

$152,877,714 in pledge payments and outright gifts in FY18.

Total Commitments Raised

Campaign Goal

Athletics

$231M

$95M

School of Business

$102M

$100M

Undergraduate College

$441M

$345M

School of Divinity

$23M

$20M

School of Law

$39M

$35M

Reynolda House Museum of American Art

$15M

$5M

AS OF JUNE 30, 2017

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LOVING to LEAD I love my job. Not only do I get to share these stories of amazing leaders with you, but I get to know them personally, to hear their passion, to see the commitment in their eyes and to feel the goodness in their character. For the past eight years, I have had the great fortune to meet and admire close up so many wonderful leaders in our community. I know that as you read these stories, there are probably several others that come to mind of people in our community that you admire. It is in our humanness that we gain the greatest perspective on what matters and find the kind of inspiration that leads to action. When I think about all the people I have met through Wake Forest, it is this inspiration to act that strikes me as so genuine in who we are as a community.

Looking through the timeline in this report, that inspiration to act is evident. It has moved mountains of financial aid to give promising future leaders a way to join this community; it has built from the ground dynamic spaces in which living and learning can thrive; and it has provided fuel behind the inspired faculty and coaches to explore the next horizon and take our students there.

I love my job. I love it because of the people who inspire action that changes the world. Thank you for being those people — Wake Forest people. Thank you for inspiring us to act. Thank you for acting on your inspirations. And thank you for waking up every day and helping make this a better place.

Cheers!

Mark A. Petersen Vice President for University Advancement

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“Wake Forest’s motto tells us to be friends to all humanity with honor, to teach, to help, to serve. And nothing is more encouraging to me than to know students and alumni who hear the words ‘Pro Humanitate’ and then, with friendship and honor, put those words into practice.”

– Dr. Edwin Wilson (’43), Provost Emeritus

Nonprofit Org. U.S. Postage PAID Winston-Salem, NC Permit No. 69

Office of University Advancement P.O. Box 7227 Winston-Salem, NC 27109-7227 CHANGE SERVICE REQUES TED

wakewill.wfu.edu