When Rayna Ewell joined Lutheran Family and Children’s Services (LFCS) in 1996, “HR” meant one coordinator, a stack of paper checks, and a lot of institutional faith. Nearly three decades later, LFCS is a statewide organization, and Rayna helped build the infrastructure that made that growth possible. Her leadership has always been rooted in our values, in making sure every employee feels valued, and in building systems that create lasting value for the families we serve. We sat down with Rayna to reflect on her journey, the grit required to navigate a global pandemic, and why truly knowing your people is the foundation of any strong organization.

You have been with LFCS since 1996. What did the landscape look like when you started compared to your role as chief administrative officer today?

It’s funny to look back. When I started, there was no formal HR department; there was only a coordinator position. Everything was paper-driven and manual. I remember telling my supervisor, "We aren’t meeting legal compliance; we need a structure." He gave me free rein to build it, and I just started creating. Since then, we have grown from a small, local team into a true statewide organization. My role has evolved from managing files to sitting on the senior leadership team, helping shape strategy for our entire workforce.

You mentioned moving away from paper. What was the "game-changer" for how LFCS operates behind the scenes?

Implementing our first Human Resources Information System (HRIS). Before we had this specialized software to manage our data, we did payroll entirely in-house, printing physical checks ourselves. It was a lot of pressure because tax and employment laws change so fast. I advocated for a digital system because we needed to be proactive. That shift allowed us to standardize our processes as we expanded into more regions. It took the “mystery” out of HR and gave us time to focus on what mattered most, supporting our employees.

Every leader is tested at some point. Which period required the most "grit" from you and your team?

COVID. The laws were changing daily, and as an essential business, we had to figure out how to keep social workers safe while they visited homes. There was no manual for that. It took a village. Our HR team and senior leadership team were in the trenches together every day. It forced us to rethink what “flexibility” really means. We realized our people could work effectively in a hybrid setup, and that shift has been a long-term win for employee welfare.

For an industry where burnout is common, what is a specific moment that reminds you why you’ve dedicated 30 years to this agency?

It is how we care for our own. Years ago, a staff member lost her son in a tragedy. I saw this organization step in beyond anything I had ever seen in the corporate world. The agency supported her financially, and our staff even donated their own vacation and sick time so she could grieve without the weight of work. That’s where our values come to life. It’s about making sure every person feels valued in their darkest moments.

You’ve mentored many people who are now HR directors and leaders elsewhere. What is your philosophy on leadership?

I’ve always wanted my legacy to be "bringing people up." Because we are a relatively flat organization, I know that for some of my team, moving up eventually means moving on. I view that as a success. If I can coach someone from generalist to director, I have added value to their life and to our industry. My advice to my younger self would be to "slow down and enjoy the process." Early on, I was so focused on building the future that I did not always stop to appreciate the amazing things we were setting up in that moment.

You are also very active in the community. How do you spend your time outside of office hours?

I love helping people find their path. For years, I’ve volunteered at my church, helping folks with resumes and interview skills. I also worked with a local veteran organization on Verterans Day. Helping a veteran translate their military service into a resume that a civilian manager understands is a passion of mine. It is just another way to use what I’ve learned here to serve others.

Explore Careers at LFCS If you are looking for a mission-driven culture where our values are lived out every day, where every employee is truly valued, and where your work creates lasting value for Missouri families, we invite you to explore our current career opportunities

Our Young Professinoals board brings fresh leadership to support Missouri families across the state. Established in 2025, the group is cultivating a new generation of advocates dedicated to serving the St. Louis area and other communities statewide. Now in 2026, the YPB is laying an even stronger foundation to advance our mission.

We spoke with Anna Kappel, Program Coordinator at Guardian Angel Settlement Association and President of the Young Professionals board, about how they are putting our core values into action.

 

Q: What specific moment made you want to lead the Young Professionals board?

"The moment happened about a year ago at a networking event. What stood out was the unique opportunity to help shape a new board from the ground up for an organization doing such meaningful work. As a social worker, the idea immediately resonated. It felt like an exciting way to serve the community in a different capacity than my day-to-day work with older adults. Working alongside our Vice President, Natalie Sullivan, I realized that this experience would support my own professional growth while creating a space for other young leaders to deepen their connection to the community."

 

Q: A core theme for LFCS in 2026 is the 'Three Vs.' How is the Young Professional's board championing these principles?

"I see our values in how the group operates. There is a strong sense of compassion and purpose that guides us. Integrity also plays a big role. We share an understanding of accountability and transparency that ensures our work feels respected and meaningful. We are also uniquely positioned to champion Value. We create a space where individual skills and field-specific experiences are intentionally used. By combining diverse professional backgrounds, we turn individual strengths into shared impact.

At its core, feeling valued starts with our culture. Because we are in the early stages, we can set clear expectations for how we treat one another, recognize contributions, and ensure every member has a voice. We want an environment where people feel seen for who they are, not just what they offer."

Q: What is the one legacy you want this year's board to leave behind?

"A strong foundation. Everything we are focused on in 2026, from building clear structures and defining committees, is about making sure the board feels stable and intentional. Our success this year will be measured by the strength of the foundation we build for the future."

 

Q: You have a busy year ahead. What is on the calendar for Young Professionals in 2026?

"We are kicking off with our first formal board meeting in February to launch our committees. In March, we're hosting a St. Louis networking event for young professionals. Throughout the summer, we have volunteer opportunities planned so members can experience LFCS's impact firsthand."

Ready to make a difference? Join the Young Professionals board today to volunteer, network, and build a lasting impact in your community. Take the next step and get involved! Contact Rachel Hinz at Rachel.Hinz@lfcs.org.