A Period of Assessment and Strategic Realignment
Kiego’s inaugural month has been defined by a rigorous internal audit. Upon assuming the role, his immediate priority was to gain a comprehensive understanding of the NAD’s fiscal health. By dedicating his first 72 hours to direct consultations with the Chief Financial Officer and the accounting department, Kiego sought to move beyond surface-level assumptions to a data-driven understanding of the organization’s assets, liabilities, and investment portfolios.
This forensic approach to the organization’s finances is part of a broader strategy to stabilize the NAD before pursuing aggressive expansion. Kiego noted that the organization’s financial stability is the foundational requirement for all future legal advocacy, policy initiatives, and youth outreach programs. By identifying potential "quick wins" early, Kiego successfully onboarded a new webmaster and IT systems administrator to address persistent technical issues on the NAD website, a move intended to improve the organization’s primary digital interface. Furthermore, he has secured a volunteer grant writer specifically tasked with expanding the Youth Program’s funding capacity, a critical step toward ensuring long-term financial sustainability for the organization’s next generation.
Challenging Perceptions: The Reality of Operations
A significant portion of the conversation between Kiego and Goff centered on the disparity between public perception and the operational reality of the NAD. For many community members, the NAD has historically been viewed as a vast, well-funded institution. However, the reality, as articulated by both the CEO and the Jr. NAD Ambassador, is that the organization operates with a lean staff of only six employees.
Kiego acknowledged the irony of the office’s physical presence in Silver Spring—a space significantly smaller than many stakeholders anticipated. This transparency is a deliberate public relations strategy. Kiego emphasized that he has no intention of projecting a false image of prosperity. Instead, he intends to use this period of transition to demonstrate the genuine needs of the organization, thereby building a more authentic and collaborative relationship with the community. By "showing the math" early in his tenure, Kiego aims to avoid the pitfalls of future criticism that could arise if the organization’s limitations were discovered only after years of his leadership.
Chronology of the First 30 Days
The first month of Kiego’s leadership followed a structured, priority-based timeline:
- Days 1–3: Intensive financial review with the CFO, focusing on budget monitoring and investment strategy.
- Days 4–10: Direct engagement with department directors, specifically those overseeing Legal Advocacy and Youth Programs, to audit the recent history of core operations and identify systemic challenges.
- Days 11–20: One-on-one sessions with all staff members to assess organizational culture, workload capacity, and resource needs.
- Days 21–30: External outreach, including meetings with key partner organizations such as the Deaf and Hard of Hearing Consumer Advocacy Network (DHHCAN) and Telecommunications for the Deaf and Hard of Hearing (TDI).
This methodical approach underscores a shift toward internal strengthening as a prerequisite for external growth. By listening to staff first, Kiego is attempting to cultivate a work culture that values the expertise of those who have sustained the organization through previous, often challenging, years.
The Role of the Deaf Youth Pipeline
The involvement of Jr. NAD Ambassador Marisa Goff highlights a strategic pivot toward youth engagement. Kiego identifies the Youth Program as a vital pipeline for future leadership, noting that many of the most dedicated members of the current community began their engagement through youth-oriented initiatives.
Goff offered a candid critique of past engagement strategies, noting that Deaf youth often feel disconnected from the NAD’s larger events and organizational goals. She suggested that the solution lies in increased collaboration between state associations, local clubs, and the national body, as well as a more deliberate effort to invite youth perspectives into the planning stages of major events.
In response, Kiego proposed a balanced approach to modern communication. He suggests that while social media can serve as a "window" into the NAD’s mission, providing a glimpse of the organization’s culture and advocacy efforts, the "feast"—the tangible experience of community—must remain centered on in-person gatherings. The challenge, as identified by both parties, is to bridge the gap between digital interaction and physical participation.
Implications and the Call for Volunteerism
The most significant takeaway from Kiego’s first month is his explicit request for "people power." Given the current budgetary restrictions that prevent the hiring of additional paid staff, the NAD is increasingly reliant on a specialized volunteer workforce. Kiego is calling for volunteers with professional expertise in several high-demand areas:
- Grant Writing: To secure non-dilutive funding for youth and advocacy programs.
- Legal Intake: To assist retired attorneys in managing the influx of inquiries at the Legal Advocacy Center.
- Communications: To build a robust team capable of managing the organization’s public-facing narrative and membership inquiries.
Kiego’s call for "grace and patience" is a reflection of the reality that systemic change, particularly in an organization as established as the NAD, is rarely instantaneous. He posits that the organization may need to undergo a period of contraction or reorganization before it can effectively move forward.
Institutional Impact and Future Outlook
The implications of Kiego’s first 30 days are twofold. First, the NAD is moving toward a model of radical transparency regarding its financial and operational status. By stripping away the veneer of a "large, monolithic organization," Kiego is inviting the community to take ownership of the NAD’s future alongside the staff. Second, the leadership is signaling a departure from siloed operations. By prioritizing direct, one-on-one engagement with staff and external stakeholders, Kiego is establishing a communicative baseline that will likely define his tenure.
As the NAD looks toward the remainder of 2026 and into 2027, the focus remains firmly on the core pillars of the organization: legal advocacy, policy work, and the youth pipeline. Whether this transition period successfully results in a more resilient and better-resourced NAD depends on the community’s response to the call for volunteers and the continued success of Kiego’s financial stabilization efforts.
The conversation between the new CEO and the Jr. NAD Ambassador serves as a blueprint for this new, more transparent era. It is a acknowledgment that the organization’s strength is not derived from its physical headquarters or its accumulated history, but from the collaborative effort of its members and the willingness of its leadership to face the realities of the present to secure the possibilities of the future. As Kiego stated during the interview, the goal is not to present a "perfect" organization, but an honest one, working in tandem with the community to achieve necessary, incremental progress.
