The Journey
From TAU Chapter to the National Presidency — over a decade of service, sacrifice, and strategic vision for Lambda Theta Phi Latin Fraternity, Inc.
Jeffrey J. Chavez
Strategic and brother-centered national leader with a proven success record at every level of the Fraternity. Over the past two terms, has led national efforts in long-term planning, undergraduate growth, alumni reactivation, and digital systems that improved communication and operational consistency across the fraternity.
Behind The Title
Most people just see the success. Not what it took to get here.
Long before I ever became National President, I learned early how fast life can change. My earliest memory is being taken away from my mother alongside my siblings while she struggled with addiction. After that, I was raised by my father—a hardworking, old-school Nicaraguan construction worker who taught me discipline, realism, and the value of education as a way forward.
My aunt became the closest thing I had to a mother, and her daughters became the sisters life gave me. There was stability in my life, but not always the kind people would call normal. Looking back, learning how to find order in instability likely shaped how I lead today.
Growing up there was always a duality to who I was. I was the kid in honors classes but when I got out of class I hung out with the older guys from "the hood", with my backpack filled with books, and did homework on the block surrounded by drug dealing and the usual activities you see on urban city blocks. For a while, I walked that gray area between two worlds.
That changed when I was arrested and went to prison for a shooting. Sitting there, the part that hurt the most wasn't being in jail, it was the disappointment I felt in myself knowing I had disappointed my father. That moment forced a choice. There's only so long you can walk a fine line before you have to decide who you want to become. I wrote my college essay to Central Connecticut State University from prison on pen and paper, mailed it to my cousin to type, and by the time I was released, I had already been accepted.
Ironically, I didn't want to join Lambda. When I got to CCSU, my only goal was to stay focused, graduate, and stay out of trouble. It was my aunt, through a simple introduction at her food station she worked on campus, who changed that path. She introduced me to Javier Fernandez, a brother who slowly built a friendship with me through consistency, Hip-Hop, and simply checking in.
I joined simply because I thought it might keep me out of trouble. I stayed because once I commit to something, I want it to be the best. That mindset took me from inductee, to brother, to Chapter President, to Sector Vice President, to National President, and many other roles in between. At every level, I saw gaps, and my instinct was always the same: fix the issue, build the system, make it stronger.
Outside of the title, I'm still far more reserved than most people realize. Social media shows the fraternity, the businesses, the brand, and the work. For the fraternity I'm able to turn it on and off for events, meetings, etc., as there is an expectation of me as National President. What is rarely shown is the personal side: my connection to my father and aunt, my love for my family, my trips back to Nicaragua, or the quieter parts of who I am.
I always half jokingly say there are three versions of me: Jeffrey, the professional and outward-facing version; Red, the more direct and unfiltered version most brothers know; and JJ, the childlike version my family still sees. Family is what keeps all three versions of me grounded and refuels my energy to continue to do all the things I do—professional career, running several businesses, and being National President of the fraternity.
This third term matters to me because there are always more problems to solve, and I have shown success solving some of our largest organizational problems. The first two terms were always part of the vision. This one wasn't. It became possible through circumstance, timing, and the realization that I still have the opportunity to close critical gaps, and launch the first phase of our six-year strategic plan.
Impactful Metrics
1,000+ new brothers inducted (2022–2026)
85.6% successful induction rate average across 2 terms
$200K+ estimated national savings through LegFi transition
$150,000+ reinvested into national infrastructure
500%+ national social media engagement growth
56% national email open rate
5,000+ active CRM contacts
98% full sector and regional executive board staffing
Experience The Campaign
Connect with the movement through music, video, and storytelling across your favorite platforms.