February 27, 2026

In January of this year, Sherly Chavarria began her role as President of the Lloyd A. Fry Foundation. We thought this was a good opportunity to learn more about her and her perspectives on leadership and philanthropy.

Congratulations on stepping into this exciting position. The entire team is wishing you the best.

Thank you. It has been a strong start. Everyone has been incredibly supportive. The Fry Foundation staff has been wonderful partners, and I am already having thoughtful conversations with board members. I also want to acknowledge my predecessor, Unmi Song, who worked intentionally to set up a smooth transition. All of this has positioned me well as I step into the role.

Let’s start by talking about leadership, which has been at the center of your work. You were a school principal, held leadership roles in Chicago Public Schools, and continue to serve on the Illinois State Board of Education. Now you are President of the Fry Foundation, which places you as a leader in Chicago’s nonprofit and philanthropic community. What inspired your path to leadership, and what have you learned that informs your approach in this new space?

I have spent a great deal of time studying leadership, but what matters most to me is why I am drawn to it. My professional journey has been shaped by people who showed up for me at important moments in my life. Teachers, mentors, and community members made a real difference in my trajectory, often in ways both large and small. Those experiences left me with a deep belief in the power of people and systems working together to expand opportunity.

Over time, my understanding of leadership has continued to evolve. I see leadership as the work of creating the conditions where others can do their best work and where collective efforts can take root and grow. Across my roles, whether in schools, in CPS, or now in philanthropy, I have been most focused on how leaders build environments that support meaningful, shared progress.

Two lessons anchor my thinking.

First, leadership begins with listening. Leaders rarely have the full picture on their own. I have been most effective when I listened closely, especially for perspectives I did not initially anticipate. Early in my time as a school principal, I learned quickly that strong leadership required deep listening to teachers and families, inviting shared problem solving, and building common understanding before acting.

Second, leadership requires moving from vision to disciplined action. This includes building systems, aligning resources, and creating clarity about goals and responsibilities. When people share a clear understanding of both the challenge and the path forward, even complex work becomes more possible and more meaningful.

How do you see your approach to leadership playing out in philanthropy, both within the Fry Foundation and in the broader field?

I think about these as related but distinct responsibilities.

Within the Fry Foundation, my role is to support strong relationships with our grantee and funding partners and to ensure we remain grounded in a shared understanding of the work we are collectively trying to advance. Much of the work ahead is about listening well, staying close to our partners’ realities, and ensuring our internal systems support thoughtful, consistent grantmaking.

Leadership in the broader philanthropic field requires a different posture. I often think of it as a form of leadership that requires humility and clarity about the role philanthropy plays.We are not at the center of the work, but philanthropy does have influence.

For me, that means using our voice carefully and in ways that amplify the work and perspectives of our grantee partners. It also means ensuring that when we speak publicly, our actions remain aligned with our words. I am especially mindful of taking cues from those closest to the work and being disciplined about when and how the Foundation’s voice is most useful.

It is an understatement to say we are living in complicated times. What role does the Fry Foundation, and philanthropy more broadly, have in this moment?

It is certainly a complex moment. Many of the federal and policy shifts we are seeing are beginning to affect local organizations and communities in real time.

At the Fry Foundation, I have been most focused on what is within our control. We are a place-based funder in Chicago, with program-specific strategies in Arts Learning, Education, and Employment, and a long history of sustained partnerships. That steady approach has allowed the Foundation to contribute to meaningful progress over time.

In this moment, I believe one of the most important roles we can play is to remain steady and clear. Our grantee partners are navigating significant uncertainty from many directions. Philanthropy is uniquely positioned to provide consistency and transparency.

Being steady does not mean being static. It means staying attentive, listening carefully, and asking where adaptation within our mission may be warranted. We know philanthropy cannot replace public funding or respond to every emerging need. At the same time, we do have a responsibility to remain thoughtful and responsive within our role.

Can you provide an example of what that response might look like?

One example comes from early conversations within our Workforce portfolio. As a program-specific funder, we often look closely at program design and outcomes. At the same time, we are seeing signs that participation patterns may be shifting, even as workforce needs remain significant.

In conversations with partners, it is clear that many organizations are working hard to interpret rapidly changing conditions that are often outside their control. In moments like this, one important role for the Foundation is to create space for candid dialogue about what is changing and what partners may need to plan and adapt effectively.

Our task is to stay grounded in our strategy while remaining attentive to the realities our partners are navigating. That balance feels especially important right now.

New leadership often brings new ideas and approaches. What changes are coming to the Fry Foundation?

New leadership naturally brings fresh perspective, and the Board has been clear that thoughtful evolution is healthy. At the same time, the Foundation has a long and respected history of steady, disciplined grantmaking and deep relationships with partners. That consistency is something I value deeply.

My focus is on building upon that strong foundation rather than disrupting it. This spring, I will be hosting a series of gatherings with grantee partners in the spirit of connection and listening. These conversations, along with ongoing engagement with staff and board members, will help inform our learning as we look ahead.

I anticipate that our core commitments will remain consistent: improving the quality of student learning experiences in Chicago public schools, expanding access to high quality arts learning, and supporting pathways to sustaining employment for adults.

What do you do when you are not working? What feeds your soul and clears your mind?

My family grounds me. My wife Erica and our son Zeke keep life joyful and very real. Anyone with a 12-year-old knows there is always something entertaining happening.

We love planning ambitious family trips, and I often join Erica at WNBA games. She is a serious fan.

When I really need to reset, I like working with my hands. I am an enthusiastic, if still very amateur, DIYer. I have built outdoor furniture, installed bookcases, and I am currently working on what my son proudly calls our basement “man cave.” There is something deeply satisfying about measuring, building, and seeing something tangible take shape. It is one of the best ways I know to clear my head and stay grounded.