There is a great opportunity for Historically Black Colleges and Universities (HBCU) career centers to add value to the business strategy of their institution, particularly employment outcomes, which has become a critical metric for legislators that determine public funding, and student and parent consumers seeking a strong return on their investment. Both are key stakeholders that can have a tremendous impact on HBCUs, which continue to suffer from the vestiges of legalized racism and historic underfunding. Unfortunately, some HBCU leaders have an antiquated view or lack awareness about how today's career center operates, which can compromise the career center's effectiveness and opportunity to be strategically engaged. In this traditional action research study, we learn that strategic planning and on-going dialogue between HBCU leaders and the career center can alter leadership perspectives and chart a course toward unleashing the untapped potential of the career center's value proposition. The study encourages HBCU leaders to shift their thinking from the career center as a placement center, to a strategic contributor and activist for scaling career and professional development to all students. HBCU career centers can become better strategic partners if their staff are subject matter experts, instead of generalists, and report into academic affair divisions where their services can be prioritized. To that end, HBCU career centers require a seat at the table to give voice to the paradigm under which they operate, so that HBCUs leaders can reimagine the value of career centers and their strategic contribution. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]