Even so, Fink said he began to feel a heaviness pressing on him. After five years of intense service and combat experiences, of losing friends and fellow servicemen to war and to suicide, he was struggling. His mental health was suffering, he said, and he knew he needed to reevaluate some things.
Part of that process was identifying the things that make him happy. He thought back to his undergraduate days at Penn State Altoona and the goal he’d once had to attend law school. He wondered if that was a place where he could use his strengths in a different way.
“I wanted to be a more positive force in support of the Army," Fink said. "I saw being a lawyer as a way to stay in the Army, be a part of the team, and continue to problem solve.”
Fink said he decided to apply for the Army’s Funded Legal Education Program (FLEP), a highly competitive program in which the Army pays for the law school education of up to 25 active-duty officers and enlisted soldiers per year. Participants continue to serve on active duty while attending law school and are required to serve in the Judge Advocate General’s Corps (JAGC) after graduation.
Fink was selected for the program and chose to attend Penn State Dickinson Law in Carlisle, Pennsylvania.
Fink said he was honored and thrilled but immediately faced a hard transition. He said it was often a bit difficult being a 30-year-old law student surrounded by mostly 22- and 23-year-olds, many of whom had little or no work experience.
“I was used to one way of working that's very blunt, very to the point with no hard feelings. That’s just how we do it in the Army," Fink said. "I really had to learn how to communicate in a way that didn't alienate those around me.”
Looking back to Penn State Altoona again, Fink recalled his leadership role in the college’s Student Government Association (SGA). Serving as the association’s president for three straight years, he said, afforded him opportunities for growth and fulfilled his love of understanding systems, how to identify problems, and come up with ways to solve them through positive relationships with others.
He decided to join the Student Bar Association (SBA), the law school equivalent of SGA. During his first year, he said he noticed some unsustainable budget practices carried over from the COVID-19 pandemic. Believing he could begin to fix the issues, he said, he ran for treasurer his second year.
Under his leadership, SBA found alternate funding sources and made changes to some rules and policies that would minimize the effect of certain budget requests. SBA went from about an $18,000 deficit to a nearly $2,000 surplus that year, Fink said.
In his third and final year, Fink was elected president. He said he wanted to continue the work he’d done as treasurer but also lay groundwork for future success of the organization and its leaders.
In both circumstances, Fink drew on his undergrad experiences in SGA to make sure everyone felt included, heard and valued, he said.
"I couldn’t just say, ‘hey, we need to do this, just trust me.’ I had to earn that trust. It took getting buy in and communicating my vision with reason and logic and setting up the system so that everyone understood," he explained. "We were all working together like a well-oiled machine.”