“Just being at Rutgers was formative”—Edward Philipp
Edward G. Philipp RC’95 entered Rutgers not knowing he would one day lead a major nonprofit organization. He started in engineering. Then after switching majors, he thought he might work for a professional sports franchise. But as a student in what is now the Department of Kinesiology and Health in the School of Arts and Sciences, he finally found his calling.
Edward G. PhilippFor the last 25 years, Philipp has held executive leadership roles at YMCAs in New York, Connecticut and New Jersey. He was recently appointed President and CEO of the Metropolitan YMCA of the Oranges, an institution with six branches across three counties and some 35,000 members.
It’s a demanding job, requiring management skills, knowledge of health and fitness, expertise in philanthropy, and a commitment to serving people of all ages and from all walks of life. For Philipp, it’s an ideal calling. And in the interview below, he discusses how Rutgers provided the foundation.
Q: At Rutgers, you majored in exercise science and sport management. What drew you to this major?
A: I started as a civil engineering major, but I wasn’t showing up for it the way I should have. I heard about exercise science and sport management, and I was stunned that you could study the management side of sports. I switched majors, thinking I’d end up with a pro franchise, but what I really gained was a management toolkit: leading people, running programs well, and delivering a safe, welcoming, consistent experience. Those skills are exactly what I use today at the Y.
Q: What were some of the key classes or experiences in this major?
A: “Sport and the Law” taught me how policy, risk, and decision-making shape the member experience, something that’s central to leading a large YMCA. “Sport Sociology” helped me understand how sports and recreation build community, belonging, and social connection. And “Sports Coaching” gave me early lessons in leadership, motivation, and culture building, and it pushed me to develop real public speaking skills.
The most transformative experience was my internship. I chose the YMCA because my mom was the aerobics coordinator at my hometown Y, and I figured it would be a comfortable place to learn. What I didn’t expect was to fall completely in love with the Y. The staff felt like family, the members treated the Y like a second home, and I saw firsthand how a well run organization can create a welcoming community. That internship didn’t just reinforce my major, it set the course for my entire career.
Q: How did you think Rutgers equipped you for the job of running a community organization, particularly the Y which must meet such an array of needs?
A: Just being at Rutgers was formative. I came from a small high school, so being part of a huge, diverse campus pushed me out of my comfort zone. I met people with backgrounds, cultures, and life experiences I had never been exposed to before. That openness to difference, and understanding how to serve diverse needs, lies at the heart of the YMCA’s mission. Leading a Y means supporting families of every age, income, and background, and Rutgers gave me an early version of that community in action.
I also benefitted from leadership experiences that forced me to grow up fast. I spent two years in Army ROTC, learning discipline, accountability, and how to stay calm and lead when people are looking to you for direction. Also, serving as president of my fraternity was one of my earliest leadership tests. Trying to mobilize a group of smart but often disorganized brothers taught me how to set expectations, deal with conflict, and keep people moving in the same direction.
Q: How do you envision the role of the YMCA in the coming decades, in a society that is increasingly sedentary and isolated?
A: I see the YMCA continuing to play an essential role in helping people reconnect, to movement, to purpose, and to each other. As society becomes more sedentary and more isolated, the Y creates opportunities for people to rebuild healthy routines and meaningful relationships.
Our approach is centered on three principles: Achievement, Belonging, and Relationships.
Achievement helps people set goals and feel a sense of progress, whether it’s a child mastering a new skill, a teen discovering leadership, or an adult reengaging with their health.
Belonging ensures that every person who walks through our doors feels welcomed, valued, and part of something larger than themselves. In a world where loneliness is rising, creating spaces where people genuinely feel they fit in is incredibly powerful.
Relationships are what keep people connected and engaged. Supportive friendships, consistent encouragement, shared inspiration, and a sense of accountability all play a powerful role in helping people show up and stay committed. Those relationships strengthen community bonds and help people thrive.
I believe the Y will increasingly be a hub where people come not just to exercise, but to connect, grow, and feel supported.