Noetic Changemaker Series
Zach Schrantz – Chief Executive Officer, St. Leonard’s Ministries
What was your experience like working with Noetic Search?
It was a strong, well-structured process. The job overview was clear and thoughtful, and the onboarding orientation set me up well from the start.
It’s unusual for an interim CEO to become the permanent hire, but Noetic encouraged the Board to conduct a full, rigorous search and include me as an internal candidate. The three months I served as interim CEO effectively became an extended interview, which was incredibly helpful.
Throughout the process, Noetic really listened—to both me and the Board—and helped ensure alignment. Overall, it was a thoughtful, well-run process that led to a strong outcome for everyone involved.
What impact are you most proud of on behalf of your organization?
One of the impacts I’m most proud of is revaluing the power of alumni at St. Leonard’s. We’ve embraced the idea of “St. Leonard’s for Life,” making it clear that our graduates always belong here. Alumni now serve on our Board and leadership team, volunteer with us, and are consistently uplifted and respected. Every graduation is a major celebration, often featuring alumni speakers, reinforcing that sense of belonging.
I’m also proud of the work we’ve done to strengthen our leadership team. We had people in positions of authority who didn’t yet see themselves as leaders, and we’ve worked intentionally to build that leadership identity—rooted in valuing and respecting people.
Programmatically, we’ve made meaningful progress. We’ve stabilized our education and workforce programs, reduced instructor turnover, doubled the number of workforce graduates, and become a preferred provider for the CTA Second Chance Program. We’re also seeing strong referral momentum, as people who have good experiences with us send friends and family our way.
On the facilities side, we’ve focused on improving our existing buildings and recently received a $4.6 million city grant. The mayor even chose St. Leonard’s as the site for the press conference announcing it, which made our community feel truly valued. We also acquired a neighboring two-flat building in a very meaningful way—the family of a longtime neighbor who had lived there for 56 years reached out because they felt he would have wanted St. Leonard’s to have it. In April 2026, there was a ribbon-cutting ceremony for the 2124 Building. This opening is part of a larger $15 million expansion project aimed at converting existing dorm-style housing into private, single-bedroom units, increasing ADA accessibility, and upgrading infrastructure. The 2124 Building was acquired and renovated to support the logistics of the wider campus improvements.
Perhaps most importantly, we’re seeing real outcomes. We’re retracking recidivism rates and seeing strong progress. While the statewide recidivism rate for women in Illinois is about 20%, our women’s cohort has had a 0% rate over the past three years. For men, the state average is around 38%, and ours is now under 10% for the same period.
Personally, I love the variety of this role—drawing on finance, programming, and strategy—while still having direct interaction with residents. That connection is what fills me up. With additional housing capacity, we can support longer stays, which is critical since two to three months post-release is simply not enough time for stability.
How do you stay connected to the communities you serve?
My most immediate connection is to the St. Leonard’s community itself. I love spending time with our residents and tenants, attending graduations, and being present. While housing and jobs matter deeply, what truly makes the difference is a sense of community and belonging.
Externally, I’ve worked to re-engage St. Leonard’s with the broader re-entry and justice reform community across Chicago and Illinois. We had been somewhat disconnected, but there was still tremendous goodwill. St. Leonard’s remains a core brand in re-entry work in Illinois, and people genuinely welcomed us back to the table.
Recently, I participated in the City of Chicago’s co-governance model, which brings together government officials and re-entry organizations, and St. Leonard’s was selected to be part of that effort. That’s been incredibly affirming.
Internally, we’ve also focused on healing and strengthening our Board and staff relationships. Our Board has grown from about 15 to 21 members and is now more diverse across race, gender, and lived experience, including people with personal or family experience of incarceration. Most importantly, Board members are engaged and feel heard.
Fun fact:
This work has become something of a family affair. My daughter works at the Illinois Prison Project, helping people get out of prison by supporting clemency efforts alongside attorneys. She’s also building strong connections with St. Leonard’s, and I couldn’t be more proud of her.
Zach Schrantz was placed as Chief Executive Officer of St. Leonard’s Ministries after serving in an interim capacity, bringing a thoughtful, mission-driven leadership style and a strong background in strategy, operations, and community engagement. His ability to build trust, align stakeholders, and lead with both rigor and empathy made him a natural fit to guide the organization into its next chapter.
St. Leonard’s Ministries is a leading Chicago-based nonprofit dedicated to supporting individuals transitioning from incarceration to independent, stable lives. Through comprehensive housing, workforce development, and educational programming, the organization serves hundreds of men and women annually and is widely recognized for its holistic, community-centered approach to reentry.
