Apr
15
2024
From The Blog
Meet Your Board Treasurer, Lisa Mascolo
Service Term: 2022-2025 | Treasurer: 2024-2025
Personal Background
My husband’s family has owned property on and been coming to Kiawah since the 1970s. They were tennis players and golfers and that’s how they first discovered the island. I was introduced to Kiawah in 1997 by my husband and we bought our first property in 2001. We both enjoy outdoor activity. He is a passionate golfer; I’m an avid amateur photographer and committed bird watcher. We both wanted to build a home that we would love and live in, that would be a destination for our friends and family, that would become a legacy for our family and their families. We never had any doubt about owning property, building a home and living on Kiawah full time. For us, it was the natural fulfillment of all of the things we love to do together – design and build, host friends and family, enjoy each others’ company in a beautiful setting, close to a cultural center and not too close. Our oldest son and daughter in-law have recently relocated to Charleston. Todd’s mother lives in Inlet Cove and my mother recently moved in with us. For us, Kiawah is a family affair. My husband and I are committed supporters of local artists and the MUSC Hollings Cancer Center.
Professional Background and Experience
I currently serve as the CEO of Voyatek, a public sector IT Services and solutions provider. I serve on the Board of Advisors for a non-profit start-up called EWAAB – Encouraging Women Across All Borders – focused on connecting global university-level women with professional mentors. I serve on the Board of Washington MedStar Hospital Center in DC as vice chair of the Board and as the chair of the Governance and Nomination Committee. I also serve on the Board of Trustees of Stevens Institute of Technology as chair of the Alumni & Development Committee, and as vice chair of Nomination and Governance. I serve on the board of AArete, a professional services firm focused on Healthcare consulting and IT consulting, based in Chicago. I served on the St. Albans School of Public Service Board, the Board of Grace Episcopal Day school as the Director of Development, and as a director of the DC Chapter of Dress for Success. I currently serve as treasurer for KICA and as chair of the KICA Finance Committee. My corporate experience covers C-suite leadership, strategy, management, operations, finance, and governance. As a founding Accenture partner, I led a global $2 billion business. I was the CEO of a small business and the founder of my own small business. At IBM, I led a $1.8 billion US IT business. I am adept at listening and learning across cultures, building consensus around and including diverse points of view. I am firmly committed to the idea and the fact that diverse thinking drives even better outcomes.
Board Service Statement
This statement was provided when Lisa was running for election in 2022:
I’m running because KICA is a key component of the governance system that is charged with preserving, protecting and enhancing the place that my family and I love. The important issues KICA and its members face and must address in order to preserve, protect and enhance our investments require intentional and thoughtful strategy and leadership. I believe my professional experiences, my personal commitment to listening and learning and being broadly inclusive, will be an asset to the community through Board service. Im motivated to run because my professional and philanthropic skills and experience will be an asset to the Board and the KICA membership in dealing with the important, substantive issues that we face as members of KICA. I am committed to the practice of servant leadership. The leader must be about serving the interests of the community and is charged with doing well and doing good on behalf of the community – always – not just when or if discharging those responsibilities lines up with his or her personal point of view. The key issues facing the community, KICA and its board are infrastructure challenges associated with weather and climate change and the infrastructure challenges associated with the increasing ownership and population; the traffic challenges that we already have and the implications of the increased seasonal and potentially permanent population on traffic, traffic management and security; the changing governing entity relationships as the developer entity matures. Broadly across the spectrum of all the issues that the Board, its directors and committees address, sound stewardship, fiscal responsibility, and transparent communication should be what our members expect and receive from the Board, directors and committee members.