New Hire Q&A: Latricia Barksdale, Chief Operating Officer
We’re thrilled to welcome Latricia Barksdale as our new Chief Operating Officer at Building Impact Partners! Latricia joins us from the Sandberg Goldberg Bernthal Family Foundation (SGB), where she served as VP and Head of Lean In Girls. As COO, she’ll lead our efforts to strengthen our internal operations and infrastructure and play a key role in driving our firm’s progress toward our near-term goals and 10-year vision.
We sat down with Latricia to get to know her a little better.
Tell us about your background and what drew you to this role.
I started my career in public finance investment banking, then moved into the social sector with Teach For America (TFA) where I spent 10 years in organizational and growth strategy, fundraising, corps member placement, and ultimately as Chief of Staff to the CEO. From there, I was COO at a talent & DEI consulting firm, led programmatic efforts at a workforce development nonprofit, and most recently launched a global leadership program for girls at SGB.
What drew me to Building Impact Partners was the opportunity to help transform philanthropy—ensuring resources reach and uplift the people and communities they’re meant to support. Throughout my time in the nonprofit sector, I’ve seen the difference it makes when funders remove barriers, center equity, and listen deeply to those closest to the work. The most effective philanthropy is rooted in proximity, partnership, and responsiveness. I’m excited to support funders in translating their passion into lasting, meaningful change—and energized by the chance to help redefine what it looks like to do philanthropy in a way that creates sustained, positive impact.
What have been some of your career highlights?
One highlight was launching a new central team at TFA to support 40+ regions in placing corps members in their communities. This work was essential to expanding Teach For America’s local and national footprint and impact. To do it well, I had to build deep, trusting relationships with regional staff and understand their unique contexts—often by working alongside them. It shaped my belief in the importance of designing solutions that are truly responsive to the needs of the people they’re meant to support.
Another highlight was serving as Chief of Staff to TFA’s CEO, Elisa Villanueva Beard. I learned a great deal from her about leading with authenticity, conviction, and care. That role gave me a deep appreciation for the complexity of organizational leadership and the importance of alignment—across teams, strategies, and people—in moving a mission forward.
Launching Lean In Girls at SGB was a chance to do work that was deeply personal to me. The program helps girls build their confidence, lead boldly, and navigate the bias they’ll likely face because of their gender and other identities they hold. It was an incredible opportunity and learning experience to bring an international program to life–and to realize how much goes into doing that well.
Based on your experience in the nonprofit sector, what do you think grantees and grantmakers should consider doing differently in their work together?
For funders, it’s essential to build proximity to the communities and challenges they’re trying to impact. When philanthropy is disconnected from lived experience, good ideas risk becoming abstract or misaligned with what’s truly needed. Listening deeply to those on the ground leads to better outcomes.
For grantees, I think there’s an opportunity to invite funders in as true partners. The power dynamic is real and something funders have to be aware of; at the same time, most funders I’ve worked with want to understand, support, and walk alongside the work and those doing it—not just write checks. Honest conversations can open the door to deeper, more catalytic support.
What role does operations play in advancing impact?
Operations are often invisible when they’re working well, but they are absolutely vital. They create the conditions for great work to happen, enabling clarity, reducing friction, and freeing up time for what matters most. In lean organizations, especially, strong operations are a force multiplier.
Final thoughts as you begin this next chapter?
This is a pivotal moment for our country, the world and as a result, for the philanthropic sector. The needs are urgent, the challenges are complex—and there’s a tremendous opportunity for funders to rise to the occasion in bold, imaginative ways. I’m honored to be joining a team that is deeply committed to that work and to building a better future for all of us.
