The announcement was made via a formal video address by Board President Stephanie Hakulin, who emphasized the Board’s unanimous confidence in Kiego’s vision. The appointment concludes an extensive search process facilitated by a dedicated committee that weighed feedback from stakeholders, members, and organizational affiliates. This transition follows a tenure by Interim CEO Bobbie Beth Scoggins, whose work has been credited with restoring institutional stability during a period of organizational volatility.

A Chronology of Organizational Transition

The appointment of Kiego represents the culmination of a multi-year effort by the NAD to solidify its administrative foundations. The organizational timeline leading up to this transition reflects a concerted effort to address internal challenges and prepare for long-term growth:

  • 2024–2025: Following a period of leadership turnover, the NAD Board of Directors appointed Bobbie Beth Scoggins as Interim CEO. Her primary mandate was to navigate the organization through internal restructuring, enhance financial transparency, and maintain advocacy efforts.
  • Late 2025: The Board of Directors formally initiated a national search for a permanent CEO, establishing a search committee composed of board members and community advisors to identify candidates capable of modernizing the organization’s operational model.
  • Early 2026: The Search Committee conducted a series of interviews and town halls, soliciting input from the membership base to determine the core competencies required for the next chapter of the NAD.
  • June 2026: The Board finalized the selection of Nicholas Kiego, citing his strategic foresight and commitment to the NAD’s core mission of advocacy and empowerment.
  • June 30 – July 5, 2026: The 58th Biennial NAD Conference in San Francisco is scheduled to serve as the platform for the formal introduction of Kiego to the broader membership.
  • August 1, 2026: Nicholas Kiego officially commences his tenure as the Chief Executive Officer.

Strategic Priorities for the Incoming Administration

In his introductory remarks, Kiego outlined a multi-faceted agenda that prioritizes institutional sustainability and community engagement. His stated goals include a focus on rebuilding trust, ensuring long-term financial viability, and expanding the association’s membership and revenue streams. For the NAD, which has traditionally relied on a combination of grants, membership dues, and event-based revenue, these priorities are essential for maintaining its role as a powerful advocacy force on Capitol Hill and within the broader American civil rights landscape.

Financial stability remains a critical metric for the organization. As the NAD operates as a 501(c)(3) non-profit, its ability to influence legislative outcomes regarding the Americans with Disabilities Act (ADA) and other accessibility-related statutes is directly tied to its operational health. Kiego’s emphasis on revenue growth suggests a potential pivot toward modernized fundraising strategies and more aggressive outreach to younger generations of deaf and hard-of-hearing professionals.

The Role of the Biennial Conference in Organizational Strategy

The 58th Biennial NAD Conference in San Francisco is not merely a symbolic handover; it is a working summit. The event is expected to draw hundreds of delegates, organizational affiliates, and individual members. According to the Board, this gathering will serve as the primary venue for strategic goal setting.

For the NAD, the conference represents an opportunity to align its national advocacy agenda with the local needs of its affiliate organizations. These affiliates, which function as the grassroots arm of the federation, are responsible for implementing national policies at the state and local levels. By integrating Kiego into this planning phase, the Board aims to foster immediate alignment between the new CEO’s vision and the priorities of the membership.

Institutional Stabilization and the Legacy of Bobbie Beth Scoggins

The transition also highlights the importance of interim leadership in the nonprofit sector. Bobbie Beth Scoggins’ tenure is viewed by the Board as a foundational success. During her two years at the helm, Scoggins focused on resolving the organizational friction that had previously hampered the association’s advocacy efficacy. By restoring stability, she provided the necessary "runway" for the Board to conduct a comprehensive and unhurried search for a permanent successor.

Industry analysts often note that the "interim-to-permanent" transition phase is the most dangerous period for non-profit organizations, as mission drift can occur if the organization is left in a state of suspended animation. The NAD’s ability to maintain its advocacy momentum while simultaneously restructuring its leadership hierarchy is a testament to the effectiveness of the Board’s oversight during the Scoggins era.

Implications for the Deaf and Hard-of-Hearing Community

The broader impact of this leadership change lies in the NAD’s role as a watchdog for accessibility. As technology, communication, and legal standards evolve, the NAD is increasingly tasked with addressing issues beyond traditional physical accessibility, such as digital equity, video relay service (VRS) regulations, and educational equity for deaf students.

Kiego’s mandate to "remind the community of the significance of the NAD’s legacy" suggests a branding and communication strategy aimed at re-engaging a diverse and sometimes fragmented constituency. With the rise of digital advocacy and the emergence of various niche advocacy groups, the NAD faces the challenge of remaining the primary representative body for the diverse spectrum of the deaf experience.

Supporting Data and Organizational Outlook

While specific financial reports for the upcoming fiscal year remain internal, public filings indicate that the NAD’s advocacy budget is sensitive to economic fluctuations. The focus on membership growth is a strategic necessity; a robust, active, and dues-paying membership base is the strongest defense against fiscal uncertainty.

The Board of Directors’ decision to emphasize transparency—evidenced by the open video communication and the inclusion of community feedback in the search process—marks a departure from the more insular governance styles of the past. This commitment to openness is likely a deliberate attempt to foster the "rebuilding of trust" that Kiego identified as one of his primary objectives.

Looking Forward: The Path to 2026 and Beyond

As the NAD prepares for its conference in San Francisco, the focus remains on the synthesis of legacy and progress. The organization stands at a crossroads where the traditional advocacy models that built its reputation must now adapt to the digital age. Kiego’s background and his stated willingness to engage directly with members during the conference indicate a "hands-on" leadership style that the Board hopes will translate into increased grassroots participation.

The success of the incoming administration will be measured by its ability to execute three key objectives:

  1. Legislative Impact: Maintaining or increasing the association’s influence in Washington, D.C., particularly regarding pending accessibility legislation.
  2. Financial Resilience: Diversifying the revenue model to insulate the organization from grant volatility.
  3. Unified Advocacy: Strengthening the relationship between the national headquarters and the state-level affiliates to ensure a cohesive, unified voice for the deaf community.

In conclusion, the appointment of Nicholas Kiego is a calculated move toward stability and modernization. By bridging the gap between the stabilization efforts of the past two years and the future demands of the digital era, the NAD is positioning itself to remain a central pillar in the fight for disability rights. The upcoming Biennial Conference in San Francisco will serve as the first true test of this new leadership dynamic, providing a platform for the association to articulate its vision for the next decade of advocacy. As the organization transitions from the era of recovery to an era of expansion, the eyes of the community—and those of the broader civil rights sector—will be on the NAD to see if it can successfully navigate the challenges of a rapidly changing landscape.