Candidate for Vice President
Loren Giesler
University of Nebraska-Lincoln
Leadership Experience
My leadership journey began early, serving as a leader in school organizations and later as a graduate student leader in the Graduate Student Association at the University of Nebraska-Lincoln (UNL). Inspired by my mother’s advocacy for others, I developed a strong commitment to servant leadership. Over the course of my career, I have held leadership roles, including 16 years as Extension team leader, 9 years as chair of the Promotion and Tenure Committee, and 6 years as head of the Department of Plant Pathology at UNL. My leadership development has been shaped by the North Central Leadership Development Program, LEAD 21, and, currently, the Food Systems Leadership Institute. Over the past 6 years, I have further refined my leadership skills with professional coaching, enhancing my effectiveness as a department head and leader in plant pathology.
My professional service with APS has been equally dedicated. I have actively contributed to APS committee focus areas, including the Graduate Student, Turfgrass, Biological Control, and Extension committees, serving as chair when needed. Within the APS North Central Division (NCD), I served as secretary/treasurer (2006–2011), vice president (2019, 2021), and president (2020, 2022). As the NCD forum representative (2019–2022) and chair (2021–2022), I engaged at a national level as our divisions helped each other navigate the pandemic years. My service on the division forum led to a position on the APS Nominations Committee (2021–2023). I now chair the Academic Unit Leaders Forum, having served as vice chair for two years (2022–2024).
As a soybean pathologist and Extension specialist, I worked across the land-grant mission areas of Extension, research, and teaching, with team science as a foundation. I played a leading role in the soybean rust sentinel monitoring program, which began in 2005 and evolved into the IPM PIPE platform. I led the North Central soybean commodity checkoff investment into the monitoring program, collaborating with a diverse team to mitigate soybean rust losses. I have contributed to and led multidisciplinary teams addressing challenges in plant pathology, including projects on viruses, fungi, and nematodes. These collaborations have advanced scientific understanding and supported translational research for stakeholder groups. My efforts have extended to serving as the administrative advisor to NCERA 137 (Soybean Disease Committee) and on the advisory board of the Crop Protection Network.
Statement of Vision for APS
My vision for APS is to foster a fully engaged, inclusive, and connected society where every member feels a strong sense of belonging and is inspired to advance our mission. In a time of increasing specialization, APS must bridge divides within our discipline and related fields to address global challenges like food security and environmental sustainability. Strengthening connections with related professional societies will amplify the collective impact of our work and fulfill our shared vision: healthy plants assure a sustainable future.
Strategic Goal A: Advancements in plant health science are accelerated through professional collaboration.
Collaboration has been a cornerstone of my career. From leading team science projects like the soybean rust sentinel monitoring program to fostering partnerships with Extension specialists and researchers, I have witnessed the transformative power of collaboration. APS can enhance its role as a catalyst for collaboration by forming interdisciplinary working groups and facilitating cross-disciplinary initiatives such as joint conferences and collaborative teams. Partnering with societies like the American Society for Microbiology and the Botanical Society of America will strengthen our collective voice and enhance our ability to address complex plant health challenges.
Strategic Goal B: A growing workforce has the skills necessary to ensure sustainable plant health.
A skilled and diverse workforce is vital to achieving sustainable plant health and is a leading goal of many institutions globally. APS must lead workforce development by creating innovative training opportunities, such as certificate programs and professional development workshops. By identifying gaps and creating new pathways beyond the reach of traditional institutions, APS can equip the next generation of plant health professionals with the tools they need for success.
Strategic Goal C: Our science impacts decisions leading to a sustainable future.
APS has a unique opportunity to shape decisions that impact sustainability. By leveraging connections with policymakers, global organizations, and lobbying groups, we can advocate for science-based policies to support funding to address food security, climate instability, and biodiversity. Collaborating with international groups to embed plant pathology into sustainability frameworks will ensure our science drives global solutions. Advocacy campaigns showcasing APS’s expertise will keep plant health science at the forefront of decision-making.
