“My vision is for SFMA to be the go-to resource and voice for all things related to sports field management — recognized nationally for our leadership, our commitment to safety and sustainability, and our support of professionals at every career stage,” said new SFMA CEO Paula Sliefert. “I want us to be an inclusive, future-focused association that not only meets the needs of today’s members but also sets the standard for tomorrow’s field managers.”
In selecting Sliefert as its CEO, SFMA chose a leader with whom it is familiar, and one who is familiar with SFMA, the sports field management industry, and the broader green industry overall.
“Paula comes to us with a strong background in the sports field industry, a passion for member service, and a deep respect for the work that field managers do every day,” stated SFMA President Adam Thoms, Ph.D.
Sliefert’s impact on SFMA and the sports field management profession was recognized earlier this year when she was honored as the recipient of the Harry Gill Award, SFMA’s highest honor.
As an industry veteran who spent 17 years at The Toro Company, Sliefert brings to the role of CEO vast knowledge of SFMA and the industry.
“My involvement with the turfgrass industry has spanned nearly two decades,” said Sliefert. “I’ve worked closely with sports field managers, suppliers and allied organizations — building relationships and supporting initiatives that elevate the profession.”
Sliefert’s roles in the industry have ranged from developing educational programming to launching industrywide campaigns and partnering on workforce development strategies. She has also collaborated with many SFMA members through committees, board engagement and national events.
The journey thus far
Sliefert grew up in rural Iowa, and went on to earn bachelor’s degrees in both German and International Business from Simpson College in Indianola, Iowa. From there, she went to graduate school at Bowling Green State University in Ohio, where she earned a master’s degree in German.
“It was a two-year program; I spent the first year at the University of Salzburg in Austria, and the second year on campus in Ohio,” she said.
Sliefert did not originally intend to major in German, but Glenn Buhr, a professor at Simpson College ran a study abroad program that Sliefert says changed her life.
“I spent a time in Schorndorf, Germany, lived with a guest family, and ended up with a degree in German from Simpson,” she said. “That whole experience broadened my perspective on the world.”
Following college, Sliefert worked in the automotive aftermarket industry, first in customer service, then sales, then as a regional business manager, and eventually in marketing.
“What I loved about the early part of my career is that I was exposed to the customer journey,” she said. “I really appreciated that everybody is technically in sales; it’s just how you market or package yourself.”
From there, Sliefert entered the manufacturing industry – and the green industry – at The Toro Company.
“My career path has been a blend of strategic leadership, marketing and relationship-building roles – many of which intersected with the turfgrass and broader green industry,” said Sliefert. “Over the years, I’ve had the privilege of working with national brands, leading cross-functional teams, and contributing to initiatives that positively impact both the environment and the people who steward it.”
Becoming SFMA CEO
Now Sliefert brings a strategic mindset and a people-first approach to the role of SFMA CEO.
“I’m passionate about building strong cultures, aligning teams around shared goals, and creating systems that drive sustainable growth,” she said. “My background in communications and brand strategy also enables me to amplify the voice of the association and advocate for our members in ways that resonate beyond our industry. I’m highly collaborative and believe in the power of partnerships to unlock new opportunities for our profession.”
Sliefert added that she mirrors the passion of SFMA members; and although she is not a practitioner, she has afforded them respect and earned their respect in return.
“They know I don’t know how to grow grass, but I know that there is a craft and a science behind it,” she said. “I am trying to do everything I can to make sure their voice is heard, no matter the audience. I bring that strategic thinking to the table, and a passion to elevate and gain more respect for the sports field management profession.”
Sliefert was drawn to the role of SFMA CEO by the opportunity to serve a profession she cares deeply about, and to lead an organization that has the potential to shape the future of sports field management.
“I see the incredible impact our members make in communities every day — from youth leagues to professional stadiums — and I’m inspired by the dedication and expertise they bring,” she said. “The chance to help advance the profession, grow membership and expand our influence was an opportunity I couldn’t pass up.”
According to Sliefert, the interview process for the role of SFMA CEO was thorough, engaging and affirming; and it involved multiple conversations with SFMA’s leadership, including board members and key stakeholders.
“What stood out to me was how thoughtful and committed everyone was to the future of the association,” she said. “It wasn’t just about finding the right person — it was about finding the right partner to help move the mission forward. That mutual alignment made the process both challenging and energizing.”
From the beginning of the interview process, Sliefert was open with SFMA leadership about her role as executive director of the Professional Football Field Managers Alliance (PFFMA), a part-time consultant position she took on beginning in March of 2025, and a role she plans to continue moving forward.
At PFFMA, Sliefert is responsible for leading the organization’s overall operations, and aligning its strategies and initiatives with its mission, vision and goals set forth by its board.
“I’m there to serve,” said Sliefert. “That is a part-time role, and they recognized that they needed somebody to help them get to where they wanted to go.”
Sliefert plans to keep the business portions of both roles separate, and both organizations are aware of how she plans to serve their respective interests.
“I couldn’t have been more transparent with either organization of how I was going to do this,” she said. “They both value the skill set that I can bring. I know how to get things done and I’m a connector.”
According to Sliefert, her ability to facilitate connections is a key trait that she brings to her new role as SFMA CEO.
“We can be bigger, and I can help us get there through collaboration and memorandums of understanding,” she said. “You have to leverage the value you have, but you can’t do it alone. You have to do it through partnerships and discussions.
“Our goal is to become the leading knowledge resource for sports field managers,” she said. “We’re not there yet, but with the right strategy in place, I believe we can get there.”
Service to others
Sliefert has a long history of giving back through volunteerism, including serving on the alumni board for Simpson College, the executive board for City Parks Alliance, the board of directors for the Minnesota Parks and Sports Field Management Association, and Project Evergreen. Sliefert helped the National Recreation and Park Association (NRPA) launch a business council, and also serves on one of NRPA’s committees. She has made the trip to Capitol Hill twice to help lobby on behalf of the City Parks Alliance and NRPA.
Perhaps most vital to her new role, Sliefert served a total of three years on the SFMA Board of Directors (one year as an elected director and two years on the executive board).
Having been in the boardroom and seen the inner workings of SFMA has given Sliefert a perspective on what the association does well, the challenges it faces, and insight into where opportunities may exist.
“SFMA has done an exceptional job building a strong sense of community,” said Sliefert. “The peer-to-peer support, the quality of the annual conference, and the dedication of our volunteers are all things I truly admire. We have also been leaders in certification, field safety and education.”
Sliefert also values the openness of the SFMA board and the desire of board members to do the right thing. That said, she sees opportunities to grow SFMA’s voice, and raise awareness among decisionmakers, potential new members, and the next generation of field managers.
“We can also continue to evolve how we deliver member value year-round and how we support local chapters and elevate the profession through advocacy and visibility,” she said.
Sliefert would like to review the SFMA committee structure, which she sees as being a bit cumbersome in both the number and size of committees.
“We have so many people that want to serve the industry through service to SFMA, and I think there are better ways of doing that,” she said. “We need to find some efficiencies, create some room and invest in developing people.”
Sliefert would also like to examine the certification structure and ways to make it more marketable without watering down what it means to be a CSFM.
Another challenge facing SFMA is attracting the younger generation, outlining why they should join SFMA, and ultimately fostering and developing the workforce.
According to Sliefert, budget constraints, limited public understanding of what SFMA members do, and climate-related pressures are other significant challenges. To address those, SFMA will need to be more proactive in its outreach and advocacy, deepen its partnerships with allied industries, and invest in tools and messaging that communicate the value of SFMA.
The path forward
Despite identifying challenges and opportunities, Sliefert is adamant that she is not coming in as SFMA CEO to make changes for the sake of change. Rather, she points out that change for SFMA will be a journey.
“It starts with listening — understanding what our members are facing — and responding with resources and strategies that are practical, innovative, and inclusive,” she said.
Sliefert admits that having served on the SFMA board and being familiar with SFMA’s challenges brings with it the pressure to hit the ground running, but that she will not skip the process of discovery and research – or what she calls her “listening tour.”
“I’m asking what we are doing well and what aren’t we doing that we should be doing, and I will summarize the feedback,” she said. “I started with staff, board, past presidents, committee members and SAFE, and then I want to make sure I talk to all of the different segments of members.”
As such, Sliefert is doing her best to manage expectations, and plans to take several months gathering input as part of her listening tour.
“You won’t see a lot of changes right away, but I’m going to prioritize which changes I might recommend,” she said. “The board will determine what to prioritize or which recommendations will bring the most benefit to the members the quickest.”
Although Sliefert is just getting up to speed and working through the feedback from her listening tour, she does have a sense of the priorities that need to be addressed – with the budget being foremost on that list.
“We need to have a vision for the future on the financial situation,” she said. “We’ve been borrowing from our brand equity, and we need to figure out how to invest again. We are solvent, but we have to stay healthy in order to grow.”
Sliefert wants to better understand SFMA’s revenue streams; she wants to conduct a brand audit on how SFMA markets itself; and she wants to strengthen board and staff alignment.
“When you’re clear on the strategic priorities, it becomes easier to filter decisions and allocate time,” she said. “I also believe in building strong teams and empowering staff and volunteers. You can’t do it all alone, nor should you. Regular communication, agility in execution, and keeping the member experience front and center are key to managing the diverse responsibilities of this role.”
And although Sliefert does not have prior association management experience, she has committed to becoming a Certified Association Executive within the next three years.
“I want to demonstrate that we can all grow professionally,” she said.
Sliefert will also tap into her network of connections at other industry organizations – many of whom have already reached out to offer their assistance.
“It’s going to be a learning curve,” she said. “I am committed to investing to make sure I’m the best I can be and serve with the excellence that comes with certification and this peer network. But I’m going to make mistakes. And I hope I make mistakes quickly, recover fast, and do it with grace.”
Through it all, Sliefert is eager to take on the role of SFMA CEO, and is most excited about the people.
“Our members are passionate, knowledgeable, and incredibly hard-working,” said Sliefert. “I’m eager to build deeper relationships, to listen and learn, and to help create a future where our profession is more widely recognized and valued.”
Sliefert is also excited to work with SFMA staff, and she credits the passion and investment of the staff members at SFMA headquarters with helping guide the association through the transition between CEOs.
“I’m excited about the potential to innovate — whether it’s through new programs, expanded partnerships, or modernized operations that support long-term growth,” she said. “The mission is to empower sports field managers through educational resources, networking and advocacy; then become the premier global organization and set standards of excellence for sports field management.”
John Kmitta is associate publisher and editorial brand director of SportsField Management magazine.
For more about Paula Sliefert, please see the July issue of SportsField Management.