The literature concerning international education among U.S. colleges and universities suggests that strategic planning is vital to the internationalization process to ensure that institutions intentionally respond to globalization. Central to that internationalization at large is how the senior international officers (SIOs) facilitate the planning process across their individual institutional landscapes. Yet, research on internationalization planning is limited. This qualitative study seeks to contribute to the literature by reviewing how SIOs navigate their institutions at three research-intensive universities: Land Grant State, Midwest Private, and Northeast Private. The timing of this study is notable. While data collection occurred during the COVID-19 Pandemic, the study also captures internationalization planning as U.S. institutions have begun incorporating this practice into their processes. Centering the SIO role at each of these institutions, the study utilized Bolman and Deal's (1991) Frame Theory to analyze how SIOs execute internationalization planning. The precarious nature of internationalization at the institutional level requires that SIOs recognize key players, select conditions, and leverage essential factors to implement planning. Furthermore, due to each institution's unique setting and circumstances, SIOs must appropriately address the intended audiences throughout the planning and implementation process. Key findings of the study include a) each plan and its process are unique; b) the ambiguity of internationalization affects legitimacy; c) SIOs must know the institution; and d) ASIOs are an emerging role. [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.]