Missy Nergard, Ph.D.

Serve as senior executive leader for enterprise sustainability strategy across a highly complex, multi-billion-dollar organization with global reach. Across my career, I’ve partnered with executive leadership, boards, and cross-functional teams to embed sustainability into governance, operations, and performance frameworks. I’m known for building trust, aligning diverse stakeholders, and guiding organizations through complexity with clarity, discipline, and empathy. I bring a pragmatic, systems-thinking approach to sustainability leadership — integrating climate, ESG, risk, and long-term value creation — and I’m motivated by work that strengthens both organizations and the communities they serve * Lead development and execution of institution-wide ESG and climate frameworks, integrating sustainability and systems thinking into governance, planning, operations, and performance management. * Partner with executive leadership and cross-functional teams (facilities, finance, academics, research, communications, and external partners) to align sustainability goals with organizational strategy. * Advanced climate action initiatives, including long-term decarbonization planning, industry partnerships, resilience strategies, and performance tracking. * Built and scaled sustainability governance models that enabled consistent decision-making, accountability, and measurable outcomes across decentralized units. * Represent the organization in national and regional sustainability collaborations, strengthening public-private partnerships and external influence. Selected Impact & Leadership Highlights * Established enterprise-level sustainability and ESG reporting systems to support data-driven decision-making. * Led change management efforts that embedded sustainability into organizational culture and operations. * Translated complex regulatory, climate, and stakeholder expectations into actionable strategy.

The Wisconsin Advisory Council on Building Sustainability is created under Wis. Stat. § 227.13 and § 440.042(1) to review all building and construction codes and provide recommendations to the Department on changes that would increase safety, resiliency, and sustainability.

Serve as a K9 handler in high-stakes, unpredictable environments where calm judgment, rapid decision-making, and deep trust — between handler, team, and community — are essential. This role shaped my leadership philosophy and continues to inform how I design systems, teams, and strategies for resilience. *Operate effectively under sustained pressure, making critical decisions in time-sensitive, emotionally charged situations where outcomes directly affected human safety and community well-being. * Train, deploy, and maintain a highly specialized working partnership requiring discipline, empathy, and accountability — reinforcing the importance of trust, preparation, and clear communication. *Design and execute operational plans for complex, dynamic scenarios, adapting in real time as conditions changed — experience that directly informs my approach to organizational resilience and risk management. * Collaborate closely with cross-functional teams, emergency responders, and community members, often serving as a visible, trusted presence during moments of crisis. * Developed a deep respect for frontline realities and human impact, grounding my leadership style in empathy, responsibility, and follow-through. Leadership Takeaways * Proven ability to stay steady, focused, and decisive under pressure * Strong instincts for resilience planning and scenario-based problem solving * High level of accountability for people, outcomes, and trust * A human-centered leadership approach rooted in service, determination, and care for community

The Office of Sustainability was formed as part of Illinois State University's guiding doctrine, "Educating Illinois". The framework of sustainability allows ISU to integrate the systems of society, economics and the environment in our academic programs, community relations, and campus operations.

Systems Thinking, Appreciative Inquiry, Higher Education Organizational Systems