Stanley Henderson writes in this article that he has always embraced the view that strategic enrollment management (SEM) exists in the "academic context," and yet still touches "every aspect of institutional function and culture." SEM is rooted in the academic ethos of any institution, but if every other institutional component--from student service to finance to grounds keeping--is not on board, SEM cannot ultimately be successful. In bringing the disparate functions of a 21st-century university together for common enrollment purpose, SEM has enormous power and responsibility to lead. However, that SEM heritage of academic context-- and the inherent power of the academic side in any university--has led many to believe that SEM should be a creature of academic affairs. Arguing that, administratively, SEM should be housed in the provost's office, these colleagues often work to acquire SEM units that find themselves in student affairs. In fact, the argument about where SEM belongs--academic affairs or student affairs or anywhere else--is not the issue. Regardless of where SEM is housed, it has similar bridging and consensus-building roles that can benefit the entire university. Successful enrollment management, as well as successful universities, requires multiple units to work together seamlessly to create a student experience, a student journey, that will ensure success for the students and enrollment health for the university. SEM's role in building and maintaining this student journey is of paramount importance in ensuring enrollment health. More importantly, it is rapidly becoming essential in the quality of students' learning as they navigate the pathways of their journey. It may be SEM's defining moment.