Jessica Facteau

Compassionate. Steady. Trustworthy.

Current Employer & Job Title: SUNY Plattsburgh University Police Investigator

Age: 39

Hometown: Plattsburgh, NY

Education: Bachelor’s degree in Criminal Justice, SUNY Plattsburgh

Jessica is about pushing the gender barriers and forging a path for other women to follow. Being a role model for her daughter and niece is at the heart of her intensions, leading with empathy and inclusion. It is important to her that students feel safe and heard when they report issues.

In three words, how would others describe your personal brand—and where do those traits show up most in your work?

Compassionate, steady, and trustworthy.

Those traits show up in how I approach my work every day. I work with students from diverse backgrounds, often during difficult or uncertain moments. I take the time to listen and fully understand each situation, ensuring every individual feels heard and supported.

I try to bring a calm, grounded approach to situations that can feel overwhelming, and I think that helps people feel more at ease. At the same time, I aim to be genuine in every interaction because building trust is essential to the work I do.

What aspect of your organization’s culture do you protect or promote most fiercely—and how have you influenced it?

I care deeply about promoting a student-centered, trust-based approach to safety and support within University Police, and I try to do that in a way that feels both intentional and genuine.

I take the time to meet students where they are, listen without judgment, and create space for them to feel comfortable asking for help. That approach is reflected in the Outreach Office I helped develop within the Accessibility Resources Office. It serves as a satellite space where students can connect with University Police in a private, supportive, and non-emergency setting, making it easier to reach out, especially when it is most difficult.

I also chair the University Police Outreach Office Advisory Committee, helping guide the direction of this work and ensuring it continues to evolve in ways that meet student needs.

A close colleague of mine shared, “Her impact is also evident in how she builds relationships across campus. She works closely with Access & Opportunity Programs, Title IX, Counseling, Housing, Fraternity & Sorority Life, and community partners to ensure students are supported from multiple angles. She is someone people trust to follow through, and that consistency strengthens collaboration.”I’ve also created opportunities for students to engage with University Police through the Student Ambassador Program and internship initiatives. Those experiences have had a lasting impact, with several students going on to work at the college, including within University Police.

What matters most to me is finding the balance between care and accountability. I want to support students with empathy, while also offering clear guidance and opportunities to learn and move forward.

Where do you invest your time outside of work, and what motivates your commitment to those efforts?

Outside of work, I give my time and energy to the people who matter most to me. My daughter, my family, and my friends (who are also family) are at the center of my life, and the way I show up for them reflects what I value. I try to be thoughtful in how I care for people, paying attention to their needs and making sure they feel supported.

That same care carries into my community involvement. I am a board member with the National Alliance on Mental Illness (NAMI), which reflects how important it is to me that people feel understood and supported, especially during difficult experiences. I also serve on a Law Enforcement Committee for the Special Olympics, which organizes events such as the Torch Run, Cops on Top, Tip a Cop, and the Plattsburgh Polar Plunge, helping to raise funds for the Special Olympics and supporting individuals with intellectual disabilities.

Even when my schedule is full, I find ways to be there for others, not out of obligation, but because it genuinely matters to me.

Who has most influenced your leadership style—and what specific lesson from them still shapes how you lead today?

My leadership style has largely been shaped by my own experiences, especially navigating a field that has not always been designed for me. Through that, I’ve learned the importance of staying grounded in who I am, rather than trying to fit into expectations that don’t align with my values.

My colleagues often say that I bring consistency and stability to my work. I naturally seek to establish structure when faced with uncertainty, approaching challenges with a calm and clear mindset. This deliberate and thoughtful approach allows me to make sound decisions, even in the most complex situations.

I also make it a point to support female officers and dispatchers within University Police. I try to lead by example and offer guidance when it’s needed, helping others build confidence and navigate challenges. I believe leadership isn’t limited to a title; it’s reflected in how you show up for others.

Where are you making your greatest impact right now—in your organization, industry, or community—and how do you measure it?

The most important impact I make is as a mother and aunt. The way I show up for my daughter, as well as an aunt, reflects who I am at my core. Being present, attentive, and invested in their lives is what matters most to me, and that carries into everything else I do.

In my role with University Police, I work with students during some of their most difficult moments. I try to create space for them to feel heard and understood, and I take the time to walk them through what comes next so they’re not left trying to figure things out on their own.

I don’t approach situations as one-size-fits-all. I take the time to understand each person and situation, balancing the responsibilities of my role with what’s right for the individual in front of me.

Some have said my impact shows up in the trust I build. People feel comfortable coming to me, and that means a lot in this line of work. It’s not always something that can be measured with numbers, but it’s clear in the relationships that are built and the environment it helps create.

What’s something about you that would surprise people—and what does it reveal about how you think or operate?

I asked a friend to lend some perspective. This was their response, as it relates, “Something that might surprise people is how much of herself she gives to others without ever making it known. The way she shows up can seem effortless, but there is a lot of care behind it. She is always thinking about the people in her life and finding ways to support them.

She pays attention in a way that makes people feel seen. She remembers the details that others might miss, checks in at the right moments, and makes space for people to be themselves. There is a warmth in how she does this that draws people in and makes them feel like they matter.

Even when things are difficult, she finds a way to bring a sense of ease that helps people get through it without feeling overwhelmed or alone.

The way she supports people is not something she turns on when she needs to. It is part of who she is. She leads with care because she genuinely values people, and that shows up time and time again.”

I’m very intentional in how I communicate and approach situations. I’m not just focused on the immediate outcome, but rather I’m thinking about how my words and actions may impact someone long-term, especially when they’re navigating a difficult situation.I think that reflects how I operate. I try to balance professionalism with empathy, and I believe that’s a big part of building trust and helping people move forward.

What is one lesson your career has taught you that you had to learn the hard way—and how has it changed you?

One of the biggest lessons I’ve had to learn is how to establish myself in a space that wasn’t always designed for me. There were moments where I had to decide whether to adjust to the environment around me or remain grounded in who I am.

I chose to stay true to myself, and that decision has shaped how I lead. I’ve built respect through my actions, consistency, and the way I carry myself, rather than trying to meet expectations that didn’t reflect my values.

That experience has also influenced how I show up for others. I understand what it can feel like to navigate those spaces, and I try to support others, especially women, by offering guidance, perspective, and a sense of belonging.

The lessons I’ve learned in my career and how I’ve navigated them have always been guided by the motivation that those following behind won’t feel as though those spaces weren't designed for them. The driving force behind all of that has been to be a positive role model for my daughter and niece.

What is the biggest professional or personal risk you’ve taken—and would you make the same decision again? Why or why not?

One of the biggest risks I’ve taken was transitioning from my role as a Lieutenant to an Investigator. That shift required stepping into a different type of work, with new expectations and a more focused level of responsibility. It required trust in my ability to adapt and succeed in a space that demands attention to detail and sound judgment. It is absolutely a decision I would make again. It has allowed me to grow professionally and deepen my impact.

The North Country’s “Gen IQ” reflects how well we lead, market to, and innovate across generations. Where are we getting it right—and where do we need to evolve?

I think we’re getting it right when it comes to creating opportunities for connection and collaboration across different groups and generations, especially for those making an impact in their communities.

We can continue to grow by being more intentional about inclusivity, ensuring that different perspectives are not only welcomed but actively included in decision-making and leadership.

What’s one idea, belief, or change you hope to see shape the future of leadership in our region?

A stronger commitment to developing and supporting the next generation of leaders. Leadership should not be limited to those already in positions of authority. There needs to be more intentional investment in preparing others, expanding access to opportunities, and helping people see a clear path to leadership roles.

That also means expanding the definition of who is seen as a leader. Leadership shows up in how people support others, make decisions, and take responsibility, even without a formal title. Recognizing that creates more opportunities for people to step forward and contribute meaningfully. It also requires current leaders to be more engaged in mentorship and development. When people are given the support, feedback, and space to grow, it builds stronger teams and a more sustainable approach to leadership across the region.