By Autumn Walden, Editor, ̽»¨Â¥ Connect, Content Strategy Manager, ̽»¨Â¥
What do you get when you combine an ambitious group of mid-career enrollment management professionals with top-notch personalized coaching over nine months of hybrid, flexible learning?
The answer is a credentialed cohort of ASCEND Scholars ready to lead through strategic enrollment management challenges, strengthened by an inclusive network, and influencing the next generation of learner success at their institution.
Additionally, our statistics indicate that 44% of ASCEND Scholars have transitioned into senior-level roles, such as Director, Registrar, or AVP within Records, Admissions, Academic Services, and Recruitment, before or within 12 months of program completion.
The evidence speaks for itself in the career path of Kristina Rosales, a recent ASCEND alum of Cohort 5. Rosales transitioned to a new leadership role as Registrar at Guttman Community College, approximately four months after completing the ASCEND Leadership Development Program. “I look forward to hearing more great things come from Kristina in her work as Registrar," said Johnika Nixon, Program Coordinator of ASCEND.
If your sights are set on career advancement, I have some recommendations: learn from Rosales’ experience in this Q&A interview, read about the incoming Cohort 6 starting July 10, and consider applying to the ASCEND program when it opens in September 2025.
Looking back on your time in the ASCEND Program, what experience or lesson stands out as most pivotal in preparing you for your new role?
Rosales: The most pivotal part of ASCEND for me was developing relationships that challenged and expanded my thinking. I built genuine friendships and professional connections with colleagues from institutions I might never have met otherwise. Those conversations pushed me to see our shared work through new lenses, highlighting the value of collaboration and adaptability in leadership.
Having a mentor outside my institution also offered unfiltered, strategic insights that helped me rethink my approach to various challenges. That experience taught me the importance of intentionally seeking diverse perspectives—something I’m committed to carrying forward as I build partnerships in my new role.
Can you share how the program helped build your confidence? What shifted for you during the experience?
Rosales: ASCEND helped me confront and move past feelings of imposter syndrome that I had acknowledged but didn’t know how to combat. While I felt confident in operations and systems, I often questioned whether I really belonged in strategic leadership conversations or if my voice was needed or valued there. The program reframed that for me.
Through discussions, experiences, and the guidance of my mentor, I saw clearly how essential registrar leadership is for shaping institutional policy and student success. Hearing from my cohort peers who faced similar doubts was also incredibly validating. It shifted my mindset from doing the work to leading the work and gave me the confidence to see myself as ready to advocate for the registrar to be a true strategic partner.
How do you plan to bring a Strategic Enrollment Management lens to your new position as Registrar?
Rosales: I plan to embed a SEM approach into everything my team does, from schedule development to degree audit to student communication. I see the Office of the Registrar as the glue within Enrollment Management. We hold the data, understand the policies, and know the systems that support student progression and success.
I want to use that data to tell a meaningful story, inform decisions, and identify barriers to retention and completion. Equally important is partnership. My ASCEND experience reinforced the value of collaboration and connection.
In my new role, reporting up to the Provost, I’m committed to working closely within Academic Affairs, but also with other campus divisions (such as Enrollment Management and Student Affairs, Institutional Effectiveness), to align our work with the college’s mission and enrollment goals.
What does leadership look like to you at a community college, and how do you hope to shape or influence the culture in your new role?
Rosales: This will be new territory for me, as all my higher ed experience has been at large, mostly public, four-year institutions. Leadership at a community college means centering students even more intentionally and meeting them where they are while also challenging systems that don’t serve them equitably. For me, leadership is about transparency, partnership, empathy, and a willingness to listen and learn. I want to shape a culture where the Office of the Registrar is seen as approachable, collaborative, and proactive by all.
Internally, I aim to foster an environment where my team feels empowered to innovate, ask questions, and grow in their roles.
Externally, I want us to be recognized as strategic partners who prioritize clear, student-centered processes.
What advice would you offer to other mid-career enrollment professionals considering a leadership path like yours?
Rosales:
Lean into your operational expertise—it’s a real strength. At the same time, do not hesitate to take a step back and ask how your work connects to the institution’s broader mission and goals.
Don’t wait for permission to think strategically or to share your ideas.
Build relationships across campus, be transparent about challenges, and seek collaborative solutions. Seek out mentors and peers who can give you fresh perspectives even outside your institution. Programs like ASCEND were invaluable to me not just for their content but for the people I learned from.
Most importantly, invest in your own learning. Higher ed is evolving quickly, and the most effective leaders will be those who keep learning, adapting, and building the partnerships needed to support the student experience.