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Tony Sanchez, ’88 BA Political Science

Executive vice president of business development & external relations | NV Energy

Chairman | ���ӽ紫ý Foundation Board of Trustees

The Challenge: In 2016, and again in 2018, Nevada voters were asked to weigh in on Question 3, a proposed state constitutional amendment to deregulate the state’s energy market. NV Energy, the public utility that supplies energy to 90% of the state, remained neutral in 2016 but when the question passed with a 70% majority, the future of the company was on the line. Sanchez led a year-long, statewide campaign opposing the initiative, resulting in a stunning reversal in public opinion with the measure being voted down in 2018 by a 67% majority.

Lessons Learned: “We won because of our statewide relationships. Some of our partners would normally not be on the same side of an issue, but we were united in this one cause. We had the Sierra Club, labor unions, police officer’s associations, environmental organizations — you name it. We assembled the largest coalition the state had ever seen. We also had 2,500 employees who stood up and said, ‘Tell us where to go and what to do.’ And they weren’t just fighting for their jobs; they knew it was the right thing to do for the future of energy and economic development in Nevada.”

Engineered for Success: “Utilities are often run by engineers, and engineers have this mantra: ‘Plan, Execute, Measure, and Correct.’ You plan and execute it, you measure effectiveness, and then you fix issues. After we won the campaign, I remember giving a speech in Washington, D.C., to a hundred utility CEOs; I brought the house down when I said, ‘It’s the first time I’ve ever seen a campaign modeled on an engineering concept.’ But it worked.”

Advice for ���ӽ紫ý: “First, this moment of change is not a reflection of ���ӽ紫ý and what an incredible institution it is. These things happen, and it’s nothing to take personal. Second, don’t overreact. As a university community, we can’t lose focus on our mission — and that’s to educate our state citizens. And third, this is an opportunity for a fresh start. ���ӽ紫ý is an under-appreciated state leader. It’s one of the largest economic drivers of the Southern Nevada economy. ���ӽ紫ý has the expertise and the thought leaders to navigate through this time. Don’t forget that.”

Shelley Berkley, ’72 BA Political Science

Mayor | City of Las Vegas

The Challenge: In the early 2000s, veterans in Southern Nevada had few healthcare options and were often forced to travel to California for treatment. Determined to change that, then Congresswoman Berkley made it her mission to bring a full-service VA hospital to the region, an uphill battle for funding given that the opposing party was in the White House and both houses of Congress. Berkley and her team partnered with the federal government to transfer 150 acres for the project and secured $406 million in the 2006 federal budget to build the valley’s first VA hospital, outpatient clinic, and long-term care facility. The 1 million-square-foot facility opened in 2012 and now provides healthcare to more than 90,000 veterans every year.

The Commitment: “When the idea was brought to me, my first thought was, ‘How in heaven’s name are we going to do that?!’ But once we decided we were going to do it, it became an all-encompassing commitment. Everyone on my team committed to the goal. In the end, we convinced the Bureau of Land Management to donate the land, the first time that land had been donated to the VA, and we secured the largest single earmark in the 2006 budget.”

Lessons Learned: “You need to build trust before you need people. I maintained good relationships with my [Congressional] colleagues. So when I went to them with this need, they knew it was a legitimate need, and I wouldn’t be asking if it wasn’t critical to the people I represent. And be honest with people and articulate your vision. If they don’t understand what you’re doing, they’ll be less inclined to be a part of it.” 

Advice for ���ӽ紫ý: “Know who you are and why you’re doing what you’re doing. Keep your eye on the prize. The purpose of ���ӽ紫ý is just as important today as it was when I went to school, and I was a part of ���ӽ紫ý’s 10th graduating class! Stay true to the mission of educating the next generation of Nevadans and the school will remain an important part of the Las Vegas community.”

Jon Marshall, ’98 BSBA Finance

Owner and President | Marshall Medical Billing

The Challenge: As CEO and CFO for major healthcare systems, Marshall navigated escalating financial pressures, steered organizations through shifting regulatory and policy landscapes, and led through complex public health crises. But now running his own Reno-based medical billing company, he’s realized that a healthy company starts with the employees. When a senior executive overseeing client relations departed suddenly, Marshall stepped in, stabilizing the business by rebuilding key relationships, safeguarding revenue, and addressing inefficiencies. He turned a potential setback into an opportunity to strengthen the company’s foundation.

Communication is Continuous: “Communication was probably the first five things we did. It comes down to who you communicate with, how you do it, and when you do it. We communicated with our clients directly, including holding brainstorming sessions to identify what we could be doing better.  And we communicated often with our team, enlisting the help of some champions of change, which really helped create momentum toward a positive outcome.”

Culture Comes First: “We foster a culture of teamwork and positive reinforcement. We call out victories at the beginning of each meeting, and people get to celebrate their accomplishments. Yes, there will be challenges, but we’ll work through them together. Given our historical focus on teamwork, I think it was pretty easy for us to pull the team together during the difficult transition of the senior executive and make them feel heard.”

Lessons Learned: “People want to be challenged, they want to grow, they want opportunities to show what they can do. This [leadership change] reinforced my learning about delegation and asking people to do some work that they may not be accustomed to doing. Also, embrace change. We already had a culture of change: We accept it, we drive it, and we run toward it. That meant in this moment of crisis, there was no panic. It was just a matter of working through it.”

Advice for ���ӽ紫ý: “99% of everything out there in the world is just noise. Ignore the noise. Know where you’re headed and keep your foot on the gas pedal. I don’t do any social media; I just stay focused on my business. We know our goal is to be the best medical billing company out there, and that’s what we hold ourselves accountable to.