Alright – so today we’ve got the honor of introducing you to Nicole Mitchell Colley. We think you’ll enjoy our conversation, we’ve shared it below.

Nicole, appreciate you joining us today. One of the toughest things about entrepreneurship is that there is almost always unexpected problems that come up – problems that you often can’t read about in advance, can’t prepare for, etc. Have you had such and experience and if so, can you tell us the story of one of those unexpected problems you’ve encountered?

One of the most unexpected challenges I faced was stepping into leadership of an organization that had to be rebuilt from the ground up. We didn’t just inherit operational gaps—we started with no usable funds, limited access to prior accounts, and a damaged reputation from the previous employee association.

At that point, we were starting from zero—financially and relationally. People didn’t trust the organization, and understandably so. That lack of trust impacted participation, partnerships, and fundraising efforts right out of the gate.

What made this even more complex was that the employee association and the Ann Arbor VA are two separate entities. While we support VA employees and are VA employees ourselves, we are not funded by or operated by the VA. That meant we had to rebuild credibility while also clearly communicating our independence—especially when it came to finances, decision-making, and compliance. There were times where people assumed we had access to VA resources or authority that we simply did not have, which added another layer of misunderstanding we had to navigate.

My team and I focused on rebuilding the foundation—both operationally and culturally. Our core team consisted of Secretary Jamie Cecchetti, Treasurer LaTasha Finley, Vice President Dan Thomason, and Charitable Contributions and Fundraising Chair Erica Bower. Together, we prioritized structure, accountability, and transparency in everything we did. We implemented clear financial controls, documented processes, and aligned our practices with nonprofit standards to ensure long-term sustainability and public trust .

At the same time, we were intentional about rebuilding relationships. We focused on consistent communication, delivering on commitments, and creating positive, visible experiences for employees. We also benefited from strong institutional support from our Medical Center Director Dr. Ginny Creasman, Employee Experience Officer Bobby Patterson, and Acting Public Affairs Officer Chris Arbino and his team, which helped reinforce credibility while still maintaining appropriate boundaries.

What it felt like in that moment was a mix of pressure and responsibility—we were building while simultaneously trying to restore trust and clarify our identity. There were times when it felt like we had to prove ourselves at every step, not just in what we did, but in who we were as an organization.

Looking back, starting from scratch became one of our greatest strengths. It allowed us to build the organization the right way—with strong systems, ethical practices, and a culture rooted in accountability. Today, we operate with structure, transparency, and growing trust, and that experience has fundamentally shaped how I lead.

Great, appreciate you sharing that with us. Before we ask you to share more of your insights, can you take a moment to introduce yourself and how you got to where you are today to our readers.

I’m Nicole Mitchell Colley, President of the Ann Arbor Healthcare System Employee Association (AAHSEA), a nonprofit organization dedicated to supporting employees of the VA Ann Arbor Healthcare System through wellness, community engagement, and meaningful connection.

AAHSEA was created to fill a gap—healthcare employees, especially those serving Veterans, give so much of themselves every day, yet there are limited structured opportunities focused on supporting them. Our organization exists to change that. We create programs, events, and partnerships that prioritize employee morale, wellness, and community building, while also giving back through charitable initiatives that align with our mission.

What makes AAHSEA unique is that we operate independently. While we support VA employees and are VA employees ourselves, we are not funded by or operated by the VA. That independence allows us to be innovative and community-driven, but it also means everything we build requires intentional strategy, strong partnerships, and trust.

Our work includes organizing large-scale events like our “Swing Fore a Cause” Charity Golf Outing, as well as our annual Holiday Basket Raffle—one of our most impactful and widely supported initiatives. The raffle not only raises funds to support employee-focused programs, but also directly benefits staff during the holiday season, reinforcing a sense of appreciation and community. In addition to these events, we coordinate fundraisers, develop affiliate partnerships, and create experiences that bring people together outside of the clinical environment.

Today, AAHSEA is growing into a trusted, visible organization that employees can rely on. We’re creating opportunities for connection, recognition, and support—while also demonstrating that employee associations can operate with integrity, professionalism, and real impact.

What I want people to know about AAHSEA is simple: we are building something intentional. This isn’t just about events—it’s about creating a culture where employees feel valued, supported, and connected. Everything we do is rooted in that mission.

And we’re just getting started.

Can you talk to us about how you funded your business?

Funding AAHSEA didn’t start with capital—it started with commitment.

When our team stepped into leadership, we didn’t inherit a budget or usable funds. In fact, we were starting from zero. There was no financial cushion, limited access to prior accounts, and a level of uncertainty that forced us to rethink what “starting” really looked like.

Instead of relying on initial capital, we focused on building momentum. We began with small, low-cost initiatives—things that allowed us to engage employees, demonstrate consistency, and start rebuilding trust. Early fundraisers, partnerships, and internal support became our foundation. Every dollar we brought in was intentional and immediately reinvested back into the organization to create value and visibility.

We also leveraged relationships. Support from leadership at the medical center, along with strategic partnerships and affiliate programs, helped us create opportunities without requiring large upfront costs. We were resourceful—maximizing what we had, even when it wasn’t much.

At the same time, we made a deliberate decision to build the organization with strong financial structure from the beginning. That meant implementing clear financial policies, tracking every transaction, and ensuring transparency in how funds were managed and reported . That level of accountability wasn’t just about compliance—it was about rebuilding confidence in the organization.

Over time, those efforts compounded. Small fundraisers turned into larger events. Engagement grew. Trust grew. And with that, our ability to generate revenue and reinvest in the organization grew as well.

So the real story of funding AAHSEA isn’t about a large initial investment—it’s about starting with nothing and building something sustainable through consistency, trust, and intentional growth.

How do you keep in touch with clients and foster brand loyalty?

We take a multi-channel approach to staying connected and building brand loyalty, because consistency, visibility, and engagement are key.

We regularly send newsletters and targeted email invitations to keep our members and supporters informed about upcoming events, initiatives, and opportunities to get involved. That direct communication ensures people feel included and consistently connected to what we’re building.

We also maintain a blog where we share updates, highlight our impact, and tell the story behind our work. This allows us to engage our audience on a deeper level beyond just event promotion.

On-site, we utilize a bulletin board within the hospital to maintain a strong physical presence. This keeps AAHSEA visible in employees’ day-to-day environment and helps us reach individuals who may not always engage digitally.

In addition, we actively use social media to promote events, share updates, and interact with our community in real time. We also advertise our events across platforms to expand our reach, attract new participants, and ensure consistent awareness of our initiatives.

We incorporate giveaways as a way to increase engagement and show appreciation. Whether tied to events or social media campaigns, giveaways create excitement, encourage participation, and strengthen the connection people feel to our organization.

Ultimately, what fosters loyalty isn’t just the platforms we use—it’s consistency and follow-through. We show up, communicate clearly, and deliver on what we promise. Over time, that builds trust, and that trust is what turns engagement into long-term support.

Contact Info:

• Website: https://www.aahsea.org
• Instagram: https://www.instagram.com/aahsea734
• Facebook: https://www.facebook.com/aahsea/
• Linkedin: https://www.linkedin.com/company/aahsea

Image Credits

AAHSEA Logo – Photo Credit: Nicole Mitchell Colley
Erica Bower – Photo Credit: Jamison Leake
Jamie Cecchetti – Photo Credit: Jamison Leake
Dan Thomason – Photo Credit: Jamison Leake
LaTasha Finley – Photo Credit: Jamison Leake
Golf Event Flyer – Photo Credit: Nicole Mitchell Colley
Nicole Mitchell Colley – Photo Credit: Nicole Mitchell Colley
Ann Arbor VA – Photo Credit: Unknown