At EP, we believe in the power of storytelling to inspire and connect our Alumni community. Through Alumni Spotlights, we ask EP Alums to reflect on their journeys, the challenges they’ve faced, and the insights that continue to shape their work today.
We’re proud to feature William Collins (2014), whose journey reflects what’s possible when leadership is grounded in purpose and shaped by a systems-level lens. Now Interim CEO of the Surge Institute, William shares how his EP Fellowship shaped his path, what it means to lead through transition, and his advice for prospective Fellows and newer Alumni.
What inspired you to pursue a career in education and join the EP network?
After a career in business and corporate environments, I felt a pull toward work with more direct and lasting impact. That led me into the classroom as a high school teacher, where I could see both the power of education and the limits of working within a single role in a much larger system.
I joined the EP Fellowship while finishing graduate school and still teaching, actively searching for ways to broaden my impact. I had skills in strategy, operations, and problem-solving, but I wanted to apply them to something bigger than myself. EP offered a bridge between those worlds.
The Fellowship was transformative. It expanded my understanding of education, shifting my perspective from the four walls of a classroom to seeing education as an interconnected ecosystem shaped by policy, leadership, funding, talent, and systems-level decisions. The experience also gave me language and frameworks to understand equity more deeply and engage in conversations with clarity, confidence, and purpose.
Since then, the impact of that experience has been lasting. It shaped my leadership lens beyond programmatic success to broader systems-level change. That foundation guided my path into nonprofit leadership and the work I do today, developing and supporting leaders driving change at scale.
What’s a recent accomplishment you’re particularly proud of, and how has it impacted your work or community?
I recently stepped into the Interim CEO role at the Surge Institute during a pivotal moment in the organization’s history.
Following a founder is no small task. There’s history, vision, and deep relational trust that comes with that kind of leadership. When our founder stepped away, I understood my role wasn’t to replicate her, but to steward what had been built while guiding the organization into its next chapter.
I was intentional about preventing pause or uncertainty. I worked to create alignment across our team, bringing clarity to priorities, roles, and success. We strengthened our decision-making and kept key initiatives moving forward. Equally important, I prioritized presence, consistently showing up for staff, board members, and partners to build confidence and reinforce stability. Leadership in that season was about building trust as much as it was about setting direction.
As a result, Surge didn’t just maintain—we advanced. We expanded our reach, deepened our programming, and boosted our position as a national organization developing leaders of color across the education ecosystem. We emerged more focused and aligned.
Personally, the experience was deeply formative. It sharpened my ability to lead through transition, honor legacy while still making forward-looking decisions, and carry leadership with intention. It reinforced that leadership is not about holding a title—it’s also about how you show up when the moment requires you to lead.
What’s one recent challenge you’ve faced in your career, and what solution did you implement to solve this challenge?
When I stepped into the Interim CEO role, the challenge wasn’t just operational; it was human. People were asking: What does this mean for us? Are we staying the course? What shifts, if any, should we expect?
I focused on three priorities:
- Clarity. I established a clear set of organizational priorities and ensured they were understood across the team, anchoring decision-making and reducing uncertainty.
- Structure. I introduced more coordinated ways of working, particularly around planning and cross-functional alignment, so that people weren’t operating in silos or guessing at expectations. This gave the team a stronger sense of stability and shared ownership.
- Communication. I leaned into transparency and frequency. I made space to acknowledge what we didn’t know, while being clear about what we did know and where we were headed. That balance helped build trust during a time when it could have easily eroded.
In the end, we didn’t lose momentum, and we advanced key priorities without disruption. What I took from that experience is that leadership during uncertainty is less about having perfect answers and more about creating clarity, building trust, and helping people move forward together even when the full picture isn’t yet visible.
What advice would you give to someone looking to make a difference in education?
Expand how you define impact. It’s easy to focus on doing your job well, but real change in education happens across systems, not silos. Pay attention to how decisions are made, who holds influence, how resources move, and where gaps exist. The sooner you begin to see the ecosystem, the more intentional you can be about where and how you lead.
Invest deeply in relationships. This work is relational at its core. Your peers, mentors, and partners will shape your trajectory as much as your technical skills. Build trust, stay connected, and don’t underestimate the long game. The network you build early will become the community you lead with later.
Use your voice before you feel fully ready. Don’t wait for a title to validate your perspective. Your lived experience and proximity to the work matter, so speak up, ask questions, and engage in conversations about equity and systems change.
Finally, take care of your whole self. This work is meaningful, but it can be heavy. Sustainable leadership requires balance, not burnout.If you can hold all of that together—a systems mindset, strong relationships, a confident voice, and a commitment to sustainability—you won’t just participate in the work, but you’ll help shape where it goes next.
EP believes in the power of mobilizing diverse, skilled professionals from inside and outside of the sector to transform education as we know it. If you’re an Alum looking to multiply your impact, you can get involved by referring a Fellow or hosting a Fellow at your organization.
About our Alumni Network
After completing their Fellowship, EP leaders join our vibrant Alumni network made up of more than 4,800 connected change makers at every level of educational leadership. Learn more about the impact of our Alumni network here.