Voting Center

Candidate Information

Isaac Barber, Director, Student Union and Event Services, University of Connecticut (isaac.barber@uconn.edu)

Strategic Issues

From conversations I’ve had with colleagues across the country, the biggest challenges we face right now are the financial realities of higher education, the instability around diversity and inclusion, and the uncertainty of the political environment that shapes both. Many institutions are navigating budget reductions, hiring freezes, and limited resources, yet the expectations for impact, programming, and engagement keep growing.

 

At the same time, there’s a real threat to the foundational values of belonging, inclusion, and equity. Federal and state efforts to dismantle Diversity, Equity, and Inclusion programs, revoke grants, and restrict international students have a ripple effect on our campuses. Cultural centers, identity-based programs, and even professional positions are being eliminated in some states. For many professionals, that creates fear and isolation. 



ACUI has an opportunity to lead through this uncertainty by helping members clearly demonstrate the impact of their work through both qualitative and quantitative evidence. This means showing how student leadership, professional growth, employment, event management, community engagement, and service all contribute to measurable outcomes such as student success, retention, and persistence to graduation. The Association can also strengthen its role as a source of support by creating and maintaining safe spaces where professionals can learn, collaborate, and share strategies for sustaining this work in challenging environments.

We must also keep strengthening our global partnerships. The connection between U.S. regions and our international colleagues has created rich dialogue about student belonging, facility design, and engagement across different cultural and political systems. That kind of learning exchange keeps ACUI relevant and forward-looking. 



Ultimately, our most important work as an Association is to help members demonstrate how student unions contribute to the holistic success of students and institutions, especially now, when we’re constantly asked to justify our existence. ACUI can be the bridge between practice and proof, giving professionals the tools and confidence to articulate their impact and sustain the mission that unites us. 

Skills and Perspectives Contributed

I bring systems thinking, a strong operational background, and a strengths-based approach to leadership. As a Certified Meeting Professional (CMP) and Gallup-Certified Strengths Coach, I approach challenges with structure and empathy, focusing on both people and process. My work has taught me how to navigate complex systems, foster collaboration among diverse teams, and adapt with intention in moments of change. I have also learned that leadership is as much about clarity and accountability as it is about creativity and connection.

 

In every role, I have tried to understand the systems that shape how people work and how they feel about the work they do. Whether I am developing staff, managing policy, or creating learning experiences for students, I am always thinking about sustainability and alignment. I believe the best outcomes come from connecting individual strengths to shared goals and creating spaces where people feel seen, supported, and equipped to contribute meaningfully.

 

As a Certified Meeting Professional (CMP), I see process and logistics not as barriers but as structures that can make creativity possible. I value efficiency, but I also value people’s time, energy, and emotional labor. As a strengths coach, I have learned that when individuals understand and use their natural talents, both performance and fulfillment increase. That principle informs how I lead teams, plan events, and build community. 

 

I also value reflection as a leadership practice. I often ask myself how systems either promote or hinder belonging, equity, and growth. Through my work with ACUI and across campus environments, I have seen how institutional structures and interpersonal dynamics can either create opportunity or limit it. My goal is to help design environments that expand opportunity, support inclusion, and align action with purpose.

 

Collaboration is another part of how I operate. I believe in shared ownership and dialogue, where people feel encouraged to share perspectives, raise questions, and contribute to the collective success of a project or team. I work best when I am part of a group where we can challenge one another while maintaining trust and respect.

 Ultimately, I see leadership as a form of stewardship. It is about guiding and aligning people, processes, and the mission of an organization so that they move together with purpose and clarity. Through my experiences in higher education, association service, and the event industry, I have learned to balance innovation with responsibility and vision with practicality. I lead by listening first, by asking thoughtful questions, and by connecting individual and collective purpose in ways that create trust and momentum.

 

These experiences have shaped how I hope to contribute as a member of the ACUI Board of Trustees. I bring perspective informed by experience, reflection, and empathy, along with a strong commitment to helping others recognize their strengths and value. My goal is to contribute to work that uplifts people, strengthens systems, and reinforces ACUI’s role as a connector and catalyst for meaningful change across higher education. 

Educational Background

My educational background reflects an intentional blend of applied learning, leadership, and continuous growth that bridges business, service, and higher education. I earned a Bachelor of Science in Business Management with a concentration in Entrepreneurship, Innovation, and Technology, followed by a Master of Arts in Education in Higher Education Administration and Student Affairs from Virginia Tech, and later earned the Certified Meeting Professional (CMP) credential.

 

Before completing my degrees, I spent more than a decade in the private sector working in banking, utilities, transportation, and in the restaurant and hospitality industry. These experiences grounded me in operations, fiscal accountability, customer engagement, and process improvement across multiple levels of responsibility. I learned to manage teams, adapt to organizational change, and lead with both structure and empathy. When I returned to complete my undergraduate degree as a nontraditional student, I carried those lessons with me, which allowed me to approach my coursework with practical context and purpose.

 

Completing my degree while working full time in higher education created a direct bridge between learning and practice. Theories of leadership, innovation, and organizational behavior came to life through the realities of campus operations, student development, and decision making. My workplace became a living laboratory where I tested ideas, refined my approach, and immediately saw the impact of applied learning. That experience reinforced my belief that education is most powerful when it is connected to action. 



Pursuing my master’s degree immediately afterward completing my undergraduate degree deepened this connection. At Virginia Tech, I focused on student belonging, wellness, and environments that foster holistic development. My practicum with the Campus Alcohol Abuse Prevention Center (CAAPC), where I became a SMART Recovery facilitator and helped launch Recovery at Virginia Tech, shaped how I understand leadership and support. It demonstrated that structure, empathy, and accountability must coexist for people and organizations to grow.

 

Earning the CMP credential added another dimension to my professional identity. The certification strengthened my systems thinking and emphasized how logistics, risk management, and financial stewardship intersect with mission-driven work. It also expanded my ability to design and manage complex projects, balance stakeholder priorities, and align operational details with broader goals.



Together, these experiences (from the business world to higher education, and from practitioner to scholar) have built a leadership philosophy that is both strategic and relational. I see learning as a lifelong process and leadership as a continuous act of reflection and alignment. My education has never been limited to the classroom; it has been lived, tested, and refined through real-world experience.

 

That same commitment to growth continues through ongoing professional development, including certification as a Gallup-Certified Strengths Coach and service as a College Unions and student development subject matter expert for the Higher Education Consortium for Student Affairs Certification. Each of these opportunities affirms my belief that leadership requires both curiosity and discipline, and that knowledge becomes most meaningful when it is used to create impact and foster environments where people can thrive. 

Experience

Over more than two decades, I have progressed through roles with increasing levels of responsibility across business, service, and higher education, each contributing to a leadership philosophy that is both systems-oriented and people-centered. 



I currently serve as Director of the Student Union and Event Services department at the University of Connecticut, overseeing a 220,000-square-foot facility, a multimillion-dollar annual budget, and multiple functional areas including event management, facility management, risk management and safety coordination, custodial operations, retail partnerships, and student employment and development. My leadership integrates policy, logistics, and learning, aligning student employment and engagement with institutional outcomes related to belonging, retention, and well-being. I have guided the department through significant transitions, including post-pandemic restructuring, staffing realignment, and third-party service reviews, while leading the development of institutional policies such as the Outdoor Events and Activities Policy, Amplified and Projected Sound Policy, and Modified Campus Planning Review Process. Each of these efforts reflects a systems-thinking approach that connects operational integrity with student learning and institutional priorities. 



Before entering higher education, I spent more than a decade in the private sector, holding roles in banking, utilities, transportation, and in the restaurant and hospitality industry. These experiences shaped my understanding of fiscal oversight, personnel development, and process improvement. They also built a foundation for the way I approach leadership today, combining pragmatic problem solving with empathy, structure, and accountability.

 

My ACUI involvement spans regional, national, and international levels, reflecting a deep connection to the Association’s mission. I currently serve as a member of the 2025 Region VIII International Experience Team, helping design and facilitate the pre-conference program that brings together delegates from the U.S., U.K., and Ireland. I previously served on the 2024 ACUI International Conference Program Team in Denver, where I contributed to educational program design and collaboration with the central office. My regional leadership experience includes serving as Region VIII Inclusivity Coordinator, Host Co-Coordinator for the UConn site team, and as a member of the Region VI Conference Planning Team, where I supported Education and Research Fund initiatives that achieved record-breaking regional fundraising. Earlier in my career, I served on Virginia Tech ACUI event site teams as a part of Region III and then Region VI. Additionally, as a part of my ACUI involvement, I have served as a College Unions and Student Development Subject Matter Expert for the Higher Education Consortium for Student Affairs Certification. This work connects directly to my professional practice and reinforces my belief in the importance of shared frameworks for student learning and development across associations.

 Beyond ACUI, I serve on the University Senate, the Health Promoting University Steering Committee, and the Work+ Program Advisory Board at UConn. I also serve as Director of Events for the Northeast Ursamen, a nonprofit organization that fosters community within the LGBTQIA+ community.

 

I hold a Bachelor of Science in Business Management with a concentration in Entrepreneurship, Innovation, and Technology, a Master of Arts in Education in Higher Education Administration and Student Affairs, and the Certified Meeting Professional credential.