By Lucy Danziger, The Philadelphia Inquirer
Robin Brandies, president and CEO of Jewish Family and Children’s Service of Greater Philadelphia, reflects on her path to a career in advocacy and a mission to help Philadelphians in need.
Robin Brandies, 56, left a career in international law more than 20 years ago to find purpose and meaning in work that would impact individuals’ lives. Now, as the CEO and president of Jewish Family and Children’s Service (JFCS), she is dedicated to ensuring that vulnerable Philadelphians facing challenges get the help they need with dignity and care. “JFCS is rooted in Jewish values, especially tikkun olam, which is the idea of repairing the world,” Brandies said. “Being a Jewish organization means leading with compassion, inclusion, and service for all.”
With decades of leadership experience in mission-driven organizations, including serving at St. Jude’s Children’s Research Hospital and guiding services at Abramson Senior Care, Brandies brings authenticity and pragmatism to her work. Under her stewardship, JFCS serves as a lifeline for individuals and families facing challenges. The organization offers counseling, care management, financial assistance, as well as food, clothing, housing, and social connectivity. JFCS is founded on Jewish values of giving and caring for others and is open to individuals of all faiths.
Here, Brandies shares the experiences that drew her to this work, the people who inspire her daily, and the stories that reveal how JFCS transforms everyday lives.
What experiences led you to dedicate your career to social services?
My background is actually in international law. I spent several years in Washington working at the intersection of law, human rights, and foreign policy. I was drawn to that world because I wanted to make an impact on a large scale. I believed the political realm was where real change could happen.
Over time, I realized that doing good in that context was often buried under layers of politics. I remember sitting in a law firm conference room surrounded by stacks of documents, representing the United Nations in a contract dispute, and thinking: This isn’t it. I wasn’t using the best parts of myself, which are my ability to connect with people, my propensity to build relationships, and to care deeply and personally.
That realization sparked a lot of soul searching. I came to understand that meaningful change doesn’t always have to happen on a global scale. Sometimes it’s just as powerful, maybe even more so, to make a difference close to home. That’s what ultimately led me to this work.
How did you find your way to the organization?
Before joining JFCS, I was the President and Executive Director of Abramson Senior Care, another mission-driven nonprofit that had served low-income seniors for more than 160 years. The former CEO of JFCS and I began discussing the idea of a merger between our two organizations, something that could truly strengthen services for older adults in our community.
I knew pursuing that merger might ultimately mean talking myself out of a job, but I believed it was the right thing to do for the people we serve. A few months into those discussions, [then JFCS’s CEO] Paula Goldstein, announced her retirement from JFCS. The organization launched a national search, and I decided to throw my hat in the ring.
How has your own family, faith, or upbringing influenced the way you lead and serve?
I’ve had close family members face a range of challenges, from LGBTQ+ discrimination to mental health struggles, addiction, and developmental disabilities. Watching people I love navigate such complex systems gave me a very personal understanding of what it means to feel unseen or unsupported.
That perspective has deeply shaped how I lead. It reinforced my belief in the importance of dignity, empathy, and access — the idea that everyone deserves to be met with compassion and respect. Even back in law school, before I knew where my career would lead, I wrote my law review paper on gay adoption. Looking back, the thread of advocacy and inclusion has always been there.
When the work feels heavy, what keeps you grounded and motivated?
It might sound simple, but my family, meditation, and time in nature keep me centered. Being in nature helps me recharge and reminds me of the bigger picture.
What personal values guide your decision-making as a leader?
Authenticity is a big one for me. I’d much rather work with someone who’s direct and real than someone who’s polished but insincere. I also deeply value courage. In past leadership roles, I’ve had to make tough, often unpopular decisions that required doing what was right rather than what was easy. I admire and try to be the kind of leader who leads with both honesty and bravery.
Who are the people who inspire you most?
I’ve been fortunate to have mentors who encouraged me to find my own path. Early in my career, I wasn’t loving my work in international securities law, and my boss — former SEC Chairman Harvey Pitt — gave me incredible support. He allowed me to spend a couple of afternoons a week exploring other interests while keeping up with my responsibilities. That generosity and trust taught me the value of caring mentorship and the courage to explore new directions.
Later, Carol Irvine, the former CEO at Abramson Senior Care, inspired me in a different way. After stepping away from work for several years to focus on my family, I returned to a vice president role. Carol saw my potential and supported me without judgment, valuing commitment and authenticity over my time away. Both of them modeled courage, integrity, and belief in people, values I carry into my own leadership.
How do you define success in your role, for the organization and for yourself?
For me, success has a few dimensions. Professionally, I hope to grow more leaders. True leaders don’t create followers; they create more leaders. I also measure success by how well the organization embraces collaboration and partnership within the community, making the most of limited resources. And finally, I define success by ensuring long-term sustainability, setting JFCS up to serve generations to come.
“While we provide a safety net for vulnerable members of the Jewish community, we serve everyone.”