AD in Residence: Shenandoah AD DeShon Foxx

Congratulations on your new role! What was your focus in your first 90 days since you have been in the athletic department recently and come from the other side of campus?

Our first 90 days were all about building a foundation rooted in trust, communication, and a shared vision. Transitioning from my role in advancement to leading athletics, I was especially aware of the need to align our goals with the university’s broader mission. This alignment would ensure that athletics continues to be a positive part of Shenandoah University’s community and academic goals.

One of the first things we did as a team was to sit down and discuss the culture we wanted to create. Together, we established our core values under the acronym “ELITE”: Excellence, Leadership, Integrity, Trust, and Endurance. These values became our compass, guiding every decision and interaction. We wanted everyone—coaches, administrative staff, and student-athletes—to feel ownership and buy-in to the vision. This sense of shared purpose has already laid a strong foundation for a collaborative, team-centered culture.

In the first 30 days, we focused on connecting with stakeholders across the university and athletics community. I prioritized meeting with university leadership—our president, provost, and key administrators—to ensure we understood their expectations and shared their vision for Shenandoah Athletics. These early conversations were crucial in building trust and opening the door for future collaboration.

Internally, we conducted one-on-one meetings with the athletics staff, head coaches, and team captains. Listening to their experiences and aspirations provided valuable insights into the strengths and areas for improvement within each program and facility. This initial stage was all about understanding our people and programs deeply—what drives them, where they’re thriving, and where they need support. It also allowed us to conduct a thorough SWOT analysis, identifying opportunities for growth and areas that required immediate attention, setting the stage for thoughtful, strategic decisions.

In the next 30 days, we shifted gears from discovery to strategy. Using the insights gathered, we began crafting a vision and mission specific to Shenandoah Athletics that aligns with the university’s goals and community values. We established both short-term and long-term goals, key initiatives, and success metrics to measure our progress. Forming a cohesive leadership team was also a priority; we wanted to establish clear roles and responsibilities to ensure that our goals were met with accountability and transparency. Additionally, we built a communication plan to keep everyone informed about our progress, creating an open channel between athletics and the broader university community.

One major initiative during this period was the launch of the 1875 Club, our new fundraising program designed to support the holistic development of student-athletes. We spent time developing membership tiers, benefits, and strategies for marketing and outreach. My team and I believe that the 1875 Club will be transformative for Shenandoah Athletics, fostering a community of supporters who are directly invested in our student-athletes' success, from new uniforms to enhanced facilities and experiential learning opportunities.

We also took a proactive approach to compliance and student-athlete welfare. It was essential to make sure we weren’t just meeting requirements but setting a standard for support, whether in mental health resources, academic support, or career planning. By creating a thorough support framework, we’re making Shenandoah Athletics a place where student-athletes can thrive on and off the field.

In the final 30 days, we focused on implementing the key initiatives outlined in our strategic plan. This included rolling out initial programs, refining policies, and beginning improvements in priority areas like facilities, communications, and community engagement. We launched outreach initiatives to connect with alumni and local supporters, fostering relationships that are integral to our long-term success.

This period also involved building mechanisms to monitor progress and gather feedback. We implemented a system for regular check-ins and progress reviews to ensure our actions align with our mission and goals. Adjustments were made as needed, informed by feedback from staff, students, and alumni. 

Why is Shenandoah the right place for you to develop as a leader? What about SU allowed you to grow?

Shenandoah has been the ideal place for me to develop as a leader, thanks in large part to the support and guidance of President Fitzsimmons and Senior VP and VP for Advancement Mitch Moore. From the day I arrived in 2021, they have been dedicated to fostering my growth, pouring into my leadership development in ways that have enabled me to expand my perspective, gain confidence, and think boldly. They have created an environment where leaders are empowered to try new things, to take risks, and to bring innovative ideas to life, all while feeling fully supported.

At Shenandoah, we embrace a culture of innovation and grit. President Fitzsimmons and our administration have cultivated a place where taking initiative is encouraged and leaders are given the freedom to develop programs that not only reflect our values but also have a lasting impact on our students and community. This level of trust has allowed me to collaborate across departments, build relationships with incredible colleagues, and align athletics with the broader mission of Shenandoah University.

What makes Shenandoah truly special is its community-centered approach and the commitment to seeing each of us succeed. It’s not just about achieving department goals but about fostering growth for everyone involved. Working here has been a journey of learning and building—whether developing initiatives that support our student-athletes or finding new ways to engage alumni and the community. It’s this blend of mentorship, shared purpose, and a supportive environment that makes Shenandoah an exceptional place to lead and make an enduring impact.

Being part of this dynamic, collaborative culture has provided me with the opportunity to lead authentically and drive forward initiatives that matter. I couldn’t be more grateful to be part of a university that aligns so closely with my values and vision for meaningful, team-centered progress.

You’ve recently promoted from within for a few recent hires. What’s your strategy for building your team, rewarding those who are making an impact right there on campus and adding others from outside?

Building a cohesive, high-performing team starts with a commitment to servant leadership, where we are all here in service to one another. My goal is to create an environment where each person feels supported and empowered to pursue excellence—not just for the department, but for their personal growth as well. I’m incredibly fortunate to work with SU’s talented leadership and a team of phenomenal people who strive to achieve at the highest levels. They bring diversity of thought, dedication, and a willingness to put others first, all of which are essential for building a successful, collaborative culture.

Our strategy for building this team combines recognizing and promoting the talent we have within Shenandoah and selectively adding fresh perspectives from outside the university. Internal promotions are essential for reinforcing loyalty and showing that we value those who have made a direct impact. These individuals embody our core values of Excellence, Leadership, Integrity, Trust, and Endurance (ELITE), which serve as our north star. They understand and buy into the culture we’re building, and they help shape it further by setting an example of what it means to serve others and work towards shared goals.

When hiring externally, we look for people who are not only talented and driven but who also align with our values of servant leadership. We want individuals who are go-getters, unafraid to innovate and try new things, and who see the value in over-communicating and working closely with others. Bringing in these fresh perspectives adds to the diversity of thought on our team and helps us continually grow, adapt, and evolve.

To me, building a team also means supporting their individual goals. I aim to create an environment with endless opportunities for growth and development. Rewarding their hard work is not just about recognizing what they bring to Shenandoah Athletics; it’s about helping them achieve their own career and personal aspirations. Empowerment is key—it allows each person to take ownership of their role and feel truly invested in our collective success. This approach fosters a culture of buy-in and mutual respect, where everyone feels a sense of pride in being part of Shenandoah Athletics.

Given your fundraising background, how have you structured the 1875 Club and development efforts with the Hornets to best support the needs of student-athletes and the department?

The 1875 Club is at the heart of our commitment to supporting the holistic development of our student-athletes. It’s structured with a vision to provide crucial resources that enhance their academic, athletic, personal, and professional growth. Our approach includes various levels of giving, from annual support funds to facilities upgrades and experiential learning opportunities. Each tier is designed to allow donors to contribute in a way that aligns with their interests while making a meaningful impact on our programs.

I’ve been fortunate to establish relationships with key stakeholders who care deeply about the positive direction we’re moving in. Listening to their aspirations for Shenandoah Athletics and hearing their thoughts on how we can continue to evolve has been invaluable. It has helped me build a foundation of trust and unity, aligning our objectives with the university’s goals and our community's expectations.

The 1875 Club is structured not only to raise funds but to create a community around Shenandoah Athletics. We want our donors to feel like they are genuinely part of this journey. This club provides an opportunity for individuals to engage with SU Athletics on a deeper level, offering them closer insight into our programs, our student-athletes, and our future plans. By inviting alumni, friends, and corporate partners to join us intentionally, we’re fostering a shared vision and a culture of support that benefits everyone involved.

Our advancement team at SU has been phenomenal, working alongside us to cultivate relationships and strategize in ways that make the 1875 Club sustainable and impactful over the long term.

How were you able to build relationships with University leadership and show you were capable of handling the role of being an AD while you were in an assistant AD role? 

When I was in the role of Assistant AD, my thoughts weren’t really on becoming the Athletic Director; instead, I was focused on serving our coaches, student-athletes, and the campus community in the best way I could. For me, it was about asking, “How can I make things better for those around me in this role?” Building relationships and trust with university leadership naturally grew from this mindset. I aimed to approach every task—no matter how big or small—with dedication, thoroughness, and a passion for doing it right.

I believe in paying attention to details, communicating clearly, and approaching everything with a sense of responsibility. Whether it was supporting coaches, helping student-athletes, or working on department projects, I approached each task as an opportunity to make a positive impact. This approach, I think, showed leadership that I was someone who cared deeply about contributing to Shenandoah’s mission and supporting the university’s goals.

Through this steady, intentional work, I built relationships across the campus. I wasn’t trying to prove anything; instead, I focused on staying true to the responsibilities at hand, always looking to help where I could and aligning our department’s goals with the broader vision for Shenandoah. This grounded, service-focused approach created a foundation of trust, allowing me to grow within the department and contribute in ways that prepared me, even if unintentionally, for the AD role.

How do you go about prioritizing setting a vision and what initiatives you will tackle first? And what's the biggest challenge on your plate over the next year that you are excited to tackle? 

Setting a vision as a department is a collaborative process. We start by listening to the experiences and insights of our athletes, coaches, staff, and key stakeholders, which gives us a grounded perspective on where we are and what we need to achieve. From there, we align our vision with Shenandoah’s larger mission, ensuring that our goals reflect both the university's objectives and the unique values within our department.

With the foundational guidance of our ELITE values—Excellence, Leadership, Integrity, Trust, and Endurance—we prioritize initiatives that will have the most immediate and meaningful impact. One of our first key initiatives has been the 1875 Club, which underscores our commitment to supporting student-athletes holistically by addressing their athletic, academic, social, and professional growth. This creates lasting relationships that benefit both the student-athletes and the Shenandoah community.

Looking ahead, one of our biggest challenges—and an exciting one—is increasing community engagement. We’re in a great position to strengthen our ties with alumni, local businesses, and supporters, and this will play a crucial role in sustaining and growing the resources available to our student-athletes. As we work to build up our infrastructure and expand support services, community engagement becomes essential. It’s an opportunity to bring others into our journey in a way that feels purposeful, showing them the direct impact they can have on the lives and successes of our athletes.

Additionally, we’re looking at how we can evolve our programs to prepare student-athletes more comprehensively. The goal is to not only focus on athletic achievements but also on their academic success, personal development, and readiness for professional life after college. This vision of holistic development means collaborating closely with staff and coaches to find new ways to integrate leadership training, career planning, and support networks into our programs.

Growth, in every sense of the word, is what drives us forward. By prioritizing initiatives that align with our core values and the needs of our athletes, we’re working together to build a department that supports success both on and off the field. The year ahead presents opportunities to deepen our impact and leave a lasting legacy of support, growth, and community around Shenandoah Athletics.