Canopy is proud to be sponsoring the Association of Zoos & Aquariums’ 2025 Ted A. Beattie Executive Leadership Development Program (ELDP).
The Executive Leadership Development Program is a unique, year-long cohort program designed to develop executive talent and leadership for individuals who demonstrate the ability and interest to advance to the role of Director within an AZA-accredited zoo or aquarium in the next 5 years. The program is designed to provide structure, accountability, and resources to accelerate each individual’s development needs through executive coaching, leadership conversations, action learning teams, and mentorship.
This month, we interviewed Duane Hills, Deputy Director at Cameron Park Zoo in Waco, TX about his experience in the program thus far, his career journey and leadership goals, and his perspectives on the future of our field.
What made you want to be part of the ELDP?
I wanted to be part of the ELDP because I am fully committed to advancing into an executive role with greater responsibility, including ultimately serving as a CEO/Director within a zoo or aquarium. My experience has shown me both the challenges and deep rewards of executive leadership and has only strengthened my determination to lead at that level. I believe enduring leadership requires continuous development. ELDP is a distinct opportunity to sharpen my competencies, knowledge, and behaviors necessary to succeed. The program aligns perfectly with my career goals and personal mission: to lead with integrity, drive innovation, champion inclusion, and advance the role of zoos and aquariums in our communities and beyond.
What drives you?
I’m driven by a deep sense of purpose and an insatiable desire to make a difference. I believe that zoos and aquariums can be transformative—not just for conservation, but for people. We have a unique platform to inspire curiosity, foster empathy, and drive real change for wildlife, humans, and ecosystems. What motivates me most is the chance to lead with intention: to elevate people, build inclusive teams, and create environments where staff, guests, and partners feel seen, heard, and inspired. I find energy in building something lasting and meaningful, in teaching to make a difference, and in helping others grow into their own leadership. What can I say—I’m an educator at heart.
What is the best leadership advice you’ve received in your career?
The best leadership advice I’ve received is to always work on my craft and to get in the trenches. I’ve learned that leadership is not about a title, it’s about character. A leader’s actions, especially during challenging times, set the tone for the entire organization. This advice guided me when I stepped into my most recent executive position, where I prioritized listening to staff, modeling servant leadership, and making principled decisions—even when they were difficult or unpopular.
On the topic of leadership advice: What is your perspective on the value of succession planning in our field?
Succession planning is essential to the long-term health of our field. Too often, we treat leadership transitions as reactive events instead of opportunities for thoughtful continuity. Our field is notoriously known for defaulting to executive search firms. While they have a place, we often overlook the potential of developing internal talent. For example, instead of hiring narrowly for a single executive function, organizations might consider hiring with leadership progression in mind—bringing in someone who could eventually step into the CEO role. There’s wisdom in growing your own talent rather than assuming the best candidates are always elsewhere.
Without clear pathways for growth, we risk losing talent, institutional knowledge, and momentum. Succession planning should be embedded in our leadership culture—through mentorship, cross-functional training, and honest conversations about professional development. It’s not just about preparing for retirements or emergencies—it’s about stewardship: of our people, our values, and the future of our institutions.
What is a challenge you’ve faced in your professional or leadership journey, and how did you overcome it?
One of the biggest challenges I’ve faced was stepping into a senior leadership role during a period of organizational instability. Morale was strained, communication was fractured, and there was deep skepticism about leadership. Rather than rushing to implement change, I focused first on listening—conducting one-on-ones, observing team dynamics, and creating space for open dialogue. From there, I prioritized transparency, rebuilt trust by following through on commitments, and made sure staff felt heard and valued. It wasn’t easy or fast, but by staying grounded in servant leadership and making principled, consistent decisions, we were able to course-correct and begin rebuilding a healthier culture aligned with our mission. That experience reinforced what I now know to be true: trust is the foundation of effective leadership—and it must be earned every day.
What are your professional or leadership goals for the future?
My professional and leadership goals are centered on serving as a C-suite executive within a zoo, aquarium, or other mission-driven organization. I am committed to leading institutions that deliver meaningful, measurable impact through innovation, education, engagement, and inspiration. Beyond the role itself, my deeper commitment is to lead with creativity, humility, authenticity, transparency, and simplicity. I strive to build inclusive, high-performing teams that reflect the communities we serve, cultivate trust across all stakeholders, and position the organization for a resilient and sustainable future.
Where do you see the field going, and what impact do you want to have?
I see the zoo and aquarium field evolving into a more inclusive, innovative, and mission-driven space—one that not only prioritizes animal care and conservation but also serves as a catalyst for global change through education, advocacy, and community engagement. As we face growing environmental and social challenges, our institutions must be led by forward-thinking, relevant leaders who can navigate complexity and inspire action.
I want to be one of those relevant leaders. I want my impact to be lasting—not just in programs or exhibits, but in how people feel empowered, valued, and connected to our mission. My goal is to shape a future where zoos and aquariums are recognized not only for their conservation work, but for their role in driving innovation, fostering inclusion, and building trust within the communities we serve. I want to inspire the next generation of leaders to do the same.
