The 10 Inspiring Education Leaders, 2025

Visionaries Inspiring Minds, Transforming Institutions!

DearReaders,

Educationin2025standsatthecrossroadsoftransformation.Globalization,technological disruption,andrapidlyevolvingworkforcedemandsarereshapingwhatitmeanstopreparethenext generationforsuccess.Traditionalmethodsofteachingalonearenolongersufficient.

Schoolsandcollegesmustnowcultivatecriticalthinking,adaptability,andcreativitywhile embracinginclusivityandtechnologicalintegration.Atthecoreofthistransformationareeducation leaderswhoarenotjustadministrators,butvisionaries—individualswhocananticipatechange, inspiretheirinstitutions,andredefinelearningforafuturethatisanythingbutpredictable.

Thisedition,“The10InspiringEducationLeaders,2025,”celebratessuchtrailblazers.Theseare leaderswhounderstandthattrueeducationisnotconfinedtoclassroomsbutextendsinto communities,industries,andglobalconversations.Theyareshapinginstitutionsthatempower studentstomeetthechallengesoftomorrowwithconfidenceandpurpose.

Ourcoverstoryhighlightsonesuchleader:TommyGregory,PresidentoftheStateCollegeof Florida,Manatee-Sarasota(SCF).Afteradecoratedcareerinthemilitaryandlaw,President Gregoryhastakenonhismostcomplexandmeaningfulmissionyet:leadingSCF.Hisleadership styleisarareblendofbattlefielddiscipline,courtroomlogic,andadeepcommitmenttocommunity impact.

Thereisacertainkindofpersondrawnnottotheeasypath,buttothedifficultone—thepathfilled withchallengesthattestnotjustintellectbutalsoresilienceandresolve.TommyGregoryisoneof thosepeople.Guidedfromanearlystageinhismilitarycareertoalwayspursuethetoughest assignments,hehasbuiltalifearoundthatprinciple.Today,atSCF,heappliesthatsamephilosophy, steeringthecollegethroughthecomplexitiesofmoderneducationwhileensuringthatitsstudents areequippednotjustwithdegrees,butwiththeskillsandmindsettothriveinachangingworld.

AlongsidePresidentGregory,thisissuealsofeaturesDr.KennethSpells,ArvindRaman,Dr.Michael Stratton,andCamilleDavidson—leaderswhoareredefiningwhateducationmeansinthe21st century

HappyReading!

Pankaj Gholap Managing Editor

From The Editor’s Desk

People Behind This Issue

Publisher: Archana Ghule

Editor–in–Chief: Vikram Suryawanshi

Managing Editor: Pankaj Gholap

Project Editor: Parag Ahire

Sales & Marketing

Project Head: Aakash Mahajan

Sales Co-ordinators:Maria Smith Swati Kumari

Project Manager: Kevin Gonsalves Nehal Nagpure

Art Director: Priyanka Patil

Graphic Designer: Harshada Mali

Marketing Head: Robert Smith

Research Team: Daisy, Rahul, Maranda, Rocky

TheEducationMagazineispublishedbyPericlesVenturesPvt Ltd.Thismagazinecontainsmaterialprotectedunder InternationalandFederalCopyrightLawsandTreaties.You maynotpublish,display,disclose,rent,lease,modify,loan, distribute,orcreatederivativeworksbasedonthemagazine contentsoranypartthereof,whetherbyyourselforasa consultant,employee,partnerorinanyotherroleunless authorisedinwritingbythecreator/publisherofthearticle/, video,audiooranycontentcontainedherein.We,theteamof TheEducationMagazineputalltheeffortstokeepupwiththe contentaccuracy Thepublisherassumesnoresponsibilityof anypartofthecontentofanyadvertisementinthispublication, includinganyerrorsoromissionstherein.Allrightsreserved byPericlesVenturesPvtLtd.

Cover Story

10 Tommy Gregory

Cover Story

President | State College of Florida, Manatee-Sarasota (SCF)

TOMMY GREGORY

The Strategist Shaping State College of Florida’s Future

Leaders don’t get to choose their problems.

AAfter a decorated career in the military and law, President Tommy Gregory has taken on his most complex and meaningful mission yet: leading the State College of Florida, Manatee-Sarasota. His approach is a unique blend of battlefield discipline, courtroom logic, and a profound commitment to the community he now serves.

Thereisacertainkindofpersonwhoisdrawnnottothe pathofleastresistance,buttoitsopposite.Theyare compelledbytheallureofadifficultproblem,thekindof intricate,high-stakeschallengethatdemandsnotjust intellect,butresilienceandanunwaveringsenseof purpose.TommyGregoryisoneofthesepeople.His careerhasbeenadeliberateprogressionofseekingoutsuch challenges.Asayoungmaninthemilitary,hewasadvised topursuethetough,complexassignments,andthatadvice becametheguidingprincipleofhisprofessionallife.

HeappliedthisprincipleasanofficerintheUnitedStates AirForce,wherehedefendednationalsecurityinterests.He putitintopracticeasatriallawyer,advocatingforclientsin high-stakeslegalenvironments,handlingeverythingfrom prosecutiontocomplexcommerciallitigation.Healso applieditinhisroleasalegislator.Althoughthemissions ineacharenaweredifferent,theunderlyingdriveremained consistent:toengageinmeaningfulworkwherededication anddisciplinecouldyieldtangible,impactfulresults.

Now,Gregoryhastakenonanewmission,onethatbrings himfromthecourtroomandthestatehousetothecampus green.AsthenewPresidentoftheStateCollegeof Florida,Manatee-Sarasota(SCF),hehasfoundwhathe describesasanewkindoffulfillment.Thefundamental driveremainsunchanged. “Whether serving a country, a client, or a community, I’ve always been drawn to roles where hard work leads to meaningful results and personal satisfaction” hesays. AtSCF,thatmeaningfulresultisthe successofhisstudentsandtheprosperityofhiscommunity.

APillaroftheCommunity

TounderstandPresidentGregory’snewmissionisto understandtheinstitutionhenowleads.TheStateCollege ofFlorida,Manatee-Sarasotaisnotanewcomertothe region;itisitslongest-standingeducationalinstitution. Foundedin1957,withitsfirstclassgraduatingin1959, SCFhasspentoversixdecadesweavingitselfintothe fabricofthecommunity.Ithasgrownfromasmalljunior collegeintoavitalhubforhighereducation,aplacethat proudlycallsitself “Everyone’s College.”

Every day is an opportunity to push forward. Whether you succeed or face setbacks, keep moving forward with relentless eort.

President Gregory Presenting to Students

Cover Story

Thescaleofitsimpactissignificant.Thecollegeservesover 10,000college-creditstudentsannually,offeringin-person coursesacrossitscampusesinBradenton,LakewoodRanch, andVenice,alongsidearobustselectionofonlineprograms.Its academicofferingsarebroadanddesignedtomeetthediverse needsofitsstudentbody,withrigorousprogramsinArts& Humanities,Business,STEM,andHealthCare.Inadditionto itsassociatedegrees,SCFoffersseveralbachelor’sdegreesin high-demandfieldslikenursingandpublicsafety,aswellasa varietyofworkforcecertificatesthatequipstudentswiththe technicalskillsneededtoentertheworkforcequickly

Beyonditstraditionalcreditprograms,SCFprovides professionaldevelopmentandpersonalenrichmentprogramsto morethan11,000individualseachyear.Sinceitsfounding,the collegehasgraduatedover63,000students,atestamenttoits enduringroleasaprimaryengineforworkforcedevelopment andcommunitygrowthintheregion.PresidentGregoryhas inheritednotjustacollege,butalegacyofpublicservice.

TheImmediateMission:Buildingand FundingtheFuture

Upontakingthehelm,PresidentGregory identifiedtwoimmediateandcritical prioritiesthatreflecthispragmatic,actionorientedleadershipstyle.Thefirstisthe completionofthetransformationalParrish campusproject.Locatedinoneofthe fastest-growingareasinthecountry,thenew campusisadirectresponsetotheincreasing demandforhighereducationintheregion. Themissionisclearandtime-sensitive. “Our goal is to secure final state funding and complete private fundraising to break ground before Thanksgiving this year (2025), aiming to open in 2027,” hesays. Itisaprojectthatrepresentsthephysical expansionofSCF’scommitmenttomeeting thecommunitywhereitis.

Thesecondpriorityismorecomplexand speakstothefinancialrealitiesofpublic education.PresidentGregoryisfocusedon addressingSCF’srecurringoperational funding. “While capital investments like the Parrish campus are well-supported,” he explains, “our ongoing funding remains insufficient, affecting course availability and employee compensation.” Thisistheclassic challengeofanylargeorganization:itis ofteneasiertofindmoneytobuild somethingnewthantofindtheresourcesto maintainandimprovewhatyoualready have.ForGregory,ensuringfairand adequateoperationalfundingisessentialfor investinginhispeople—thefacultyand staff—andforallowingSCFtocontinue meetingtheevolvingneedsofitscommunity effectively.

Hislong-termstrategicvisionisjustasclear andfocused.Itiscenteredontwokeygoals: increasinggraduationratesand acceleratingthetime-to-degree The objectiveistohelpeverystudentcomplete theirdegreeandtohelpthemdosowithin threeyears.Progresstowardthesegoalswill bemeasuredmeticulouslythrough graduationandretentionrates,employment outcomes,andstudentengagement.

Toachievethis,PresidentGregoryisalreadyimplementing data-drivenstrategies.Heisworkingwithexpertslike Dr.TylishaJohnsonandDr.RyanHaletodevelopa comprehensiveplanthatleveragesAIanddataanalyticsto studysuccessfulmodelsfromotherinstitutionsandtailortheir bestpracticestoSCF’suniquestudentpopulation.Thestrategy involvesofferingpersonalizedadvising,earlyinterventionsfor at-riskstudents,flexiblescheduling,andcareer-readiness programsdevelopedinclosepartnershipwithlocalemployers toprovideinternshipsandreal-worldlearningopportunities.

ThePhilosophyofCommandandCollaboration

PresidentGregory’sapproachtoleadershipisdeeplyinformed byhispastexperiences,particularlyhistimeinthemilitary Hisdecision-makingphilosophycentersonaprinciplehe describesas“delegatingauthoritywhileretaining responsibility.”Hebelievesinempoweringindividualsatall levelsoftheorganizationtomakedecisions,apracticethat removesbureaucracyandencouragesinnovation. “While I trust my team, I remain accountable for the overall success of the College,” hesays.

Thisapproachfostersadynamic,solution-driven organization.Heusescross-functionalteamstotackle specificoperationalchallenges.Heoffersarecent example:ateamwasassembledtostreamlinethe cumbersometravelvoucherprocess.Theywere empoweredtofindasolution,andtheirwork significantlyboostedoperationalspeed.Thisishis philosophyinaction:breakingdownlargestrategic goalsintoactionablestepsandempoweringhisstaffto implementimmediate,impactfulchanges.

Hiscareerhasalsotaughthimvaluablelessonsabout navigatingadversity. “One of the consistent challenges throughout my career has been dealing with difficult people, whether as a young officer, trial lawyer, or legislator,” Gregoryadmits.Fromthis,helearnedoneof hismostenduringlessons:“Leadersdon’tgetto choosetheirproblems.”Wecannotcontrolthe challengesthatarise,heexplains,butwecanalways controlhowwerespond.Forhim,resilience,patience, andadaptabilityarethekeytoolsforovercomingany obstacle.

Cover Story

Hecarriesthissamephilosophyintohispersonallife.Heconfesses thatachievingwork-lifebalancewasachallengeearlyinhiscareer, wherethemissionwasalwaystheprimaryfocus.Overtime,with thesupportofhiswifeandmentors,helearnedtheimportanceof balance.Now,heprioritizesfamilytimeandfitnessinthemornings beforehisworkdaybegins.Hemakesapointtotakehisvacation timeandactivelyencourageshisteamtodothesame,fosteringa culturewherewell-beingisvalued.Outsideofwork,heisa passionatescubadiver,ahobbyhehasenjoyedforover30years, andanavidhunter,especiallyinthemountains.Theseactivities,he says,arewhathelphimrechargeandmaintainahealthybalance.

TheUltimateMeasureofSuccess

Whenaskedabouthisproudestcareeraccomplishments,Gregory speaksofhisgraduationfromtheUnitedStatesAirForceAcademy, aninstitutionthatshapedhimacademically,physically,andasa leader.Hespeaksofthepridehefeltleadinglegalteamsinthe military.ButwhenhespeaksofhistimeatSCF,histoneshifts.

“My time at State College of Florida has brought me unparalleled pride,” hesays. “Watching our students walk across the graduation stage, celebrating their joy and success, is truly fulfilling. Those moments of seeing others achieve their dreams, knowing I played a part in it, are the most rewarding of my career.” Thisisthehuman coreofhismission,theprofoundsatisfactionthatcomesfrom empoweringotherstosucceed.

Heisguidedbytwopersonalmantrasthatencapsulatehis leadershipphilosophy ThefirstcomesfromaVietnamveteran who,despitesufferingsevereinjuries,livedbytheacronym P.R.I.D.E.–PersonalResponsibilityInDailyEffort.ForGregory, thismeanstakingownershipofone’sactions,performance,and happiness.“Wecan’talwayscontrolcircumstances,butwe alwayscontrolourresponse,”hesays.

Thesecondmantraissimpleanddirect:“KeepAttacking.”Itisa mindsetofrelentlessforwardmomentum. “Every day is an opportunity to push forward,” heexplains. “Whether you succeed or face setbacks, keep moving forward with relentless effort. Success isn’t about avoiding failure; it’s about rising every time you fall.”

ThisisthephilosophythatPresidentTommyGregorybringstothe StateCollegeofFlorida.Itisauniquecombinationofasoldier’s discipline,alawyer’slogic,andaneducator’sheart.Hismissionat SCFistheculminationofalifespentinservicetolargercauses. Now,heisapplyinghisconsiderableexperiencetothevitalworkof leadingacommunityinstitution,ensuringthateverystudentwho walksontoitscampuseshastheopportunitytobuildabetterfuture forthemselves,theirfamilies,andtheregiontheycallhome.

DR. KENNETH

SPELLS

DA Leader Forged in the Nation's

Headwinds

r. Kenneth Spells is a crisis-tested leader, a consensus builder, and a man on a mission. Having

navigated some of the most challenging moments in modern American history as a school superintendent, he has brought his steady hand and visionary leadership to Hoke County, North Carolina, with a single, audacious goal: to build the best school district in the state.

ThemomentthatwoulddefineDr.KennethSpells’professionallifedidn’thappeninaclassroomora boardroom.Ithappenedwhilehewaswatchingapressconference.Helistenedastheformer superintendentofCharlottespokewithpassionabouttheurgentneedtohelpstrugglingstudents.For Spells,itwasmorethanjustaspeech;itwasacalltoaction,asparkthatwouldigniteacareerdedicatedto theverysamecause.Itwasasimple,profoundrealizationthathasguidedhimthrough15yearsasa superintendentacrossthreestates,fromtheindustrialheartlandoftheMidwesttotheSandhillsofNorth Carolina.

TounderstandDr.Spellsistounderstandaleaderwhohasbeenforgedinthecrucibleofmodern Americanchallenges.Hehasbeeninleadershiprolessincethe2008financialcrisis,whenheservedasthe assistantsuperintendentinAlton,Illinois.In2011,hebecamethesuperintendentandsuccessfullyguided thedistrictthroughchallengingfinancialsituations,thesignificantsocialunrestduringtheFergusoncrisis, andtheunprecedentedglobaldisruptioncausedbytheCOVIDpandemic.Thesewerenotabstract headlinesforhim;theywerecomplex,on-the-groundrealitiesthatrequiredasteadyhand,adeepwellof empathy,andanunwaveringbeliefinthepowerofcommunity.

Today,astheSuperintendentandCEOofHokeCountySchools,hebringsthatwealthofexperienceto anewsetofopportunities.HeisaNavyveteranwithadoctorateineducation,amanwhodescribes himselfasa “servant leader who leads from the front.” Heisknownasatrustedconsensusbuilder,a strongcommunicatorwhohasturnedaroundunderperformingschools,andasought-aftermentorforother educationleaders.Hisjourneyisatestamenttotheideathateffectiveleadershipisnotaboutavoiding crises,butaboutnavigatingthemwithintegrity,vision,andarelentlessfocusonthestudentsyouserve.

My goal is to make Hoke County Schools the best school district in North Carolina. ‘‘

The‘BattleTested’Superintendent

BeforearrivinginHokeCounty,Dr.Spellsbuilta formidablereputationasaleadercapableofmanaging large,complexschoolsystemsanddeliveringtangible results.Hiscareerpathtookhimthroughsuperintendent rolesinbothIllinoisandIndiana,eachwithitsownunique setofchallengesandopportunities.

ThejourneybacktoNorthCarolinaincludedastopin SouthBend,whereheledthefourth-largestschoolsystem inthestate.Thescalewasimmense:adistrictservingover 18,000studentsacross30schools,withastaffof2,800 andabudgetof$300million.ItwasinSouthBendthat hisreputationasaturnaroundleaderwassolidified.

Heiscreditedwithsignificantlyimprovingacademic performanceacrossthedistrictandtransformingthe operationsofseveralunderperformingschools.Oneof thoseschools,underhisleadership,achievednational recognitionasoneofthebesthighschoolsintheU.S.

DuringhistimeinSouthBend,healsoforgedacloseand effectivepartnershipwiththecity’sthen-mayor,Pete Buttigieg.Together,theyworkedtomarkettheschoolsand deepencommunityengagement—acollaborativeeffortthat notonlyboostedstudentachievementbutalsohelped attractnewbusinessestothecommunity,provingthat strongschoolsarethebedrockofathrivinglocaleconomy. Thisexperienceunderscoredacoretenetofhisleadership philosophy:thatschoolscannotexistinavacuum.

Theymustbedeeplyintegratedinto thefabricofthecommunitythey serve.Hisextensivehistoryofboard servicefororganizationsliketheBoys &GirlsClub,theYMCA,theUnited Way,andtheChamberofCommerce furtherspeakstothisdeeplyheld beliefincivicpartnership.

ALeaderForgedinCrisis

Fewleadershavehadtheirmettle testedbysuchaconfluenceofnational headwindsasDr.Spells.Histenureas asuperintendenthascoincidedwith someofthemostdifficultperiodsin recenthistory.Heledadistrict throughthefalloutofthe2008 financialcrisisinIllinois,atimeof brutalbudgetcutsandeconomic uncertaintythatdemandedshrewd financialmanagementanddifficult choices.

Later,hefoundhimselfleadinga schooldistrictintheSt.Louisarea duringtheFergusoncrisis,amoment ofprofoundracialtensionandsocial upheavalthatrippledacrossthe nation.Navigatingsuchadeeply emotionalanddivisiveperiodrequired morethanjustadministrativeskill; itrequiredaleaderwhocouldlisten, buildbridges,andmaintainasafeand stablelearningenvironmentfor childrenamidsttheturmoil.

Andlikeeveryeducationleaderinthe world,hesteeredhisdistrictthrough theunprecedentedchallengeofthe COVID-19pandemic,acrisisthat upendedeveryaspectofteachingand learning.Ineachofthesemoments, hisapproachwasconsistent:he workedcollaborativelywithhisteam, theschoolboard,parents,and communitymemberstoforgeapath forward.Thisexperiencehasendowed himwithacalm,steadyresilienceand aplaybookformanagingthe unexpected.

SincetakingthehelminHokeCounty,Dr.Spellshasmovedswiftlyto implementhisphilosophyofengagementandempowerment.Hisfirst stepswerefocusedonlistening.HeestablishedaParentAdvisory Council TeacherAdvisoryCommittee anda ,creatingformalchannels to “gather authentic feedback and identify barriers impacting student achievement.” Thesegroupshaveplayedavitalroleinshapingdistrict decisions.Healsoworkedtoempowerhisprincipals,givingthem “a seat at the table” inresourcediscussionsandcuttingbureaucraticred tapetoprovidethemwithgreaterautonomytomakeschool-specific decisions.

Hehasalsofocusedonbringingthedistrictdirectlytothepeople.He introducedthe anacademiceventwhere “Superintendent’s Night Out,” familiescaninteractdirectlywithdepartmentslikeCurriculum& Instructiontogetresourcesandclarityonacademicexpectations.Andhe launched ,aliteracyinitiativethatbrings ROAR(ReachOutandRead) volunteersfromlocalbusinessesandcommunityorganizationsinto second-gradeclassroomstohelpstudentsdeveloptheirreadingskills.

Theseinitiativesaretangibleexpressionsofhisleadershipstyle—one thatishands-on,collaborative,andrelentlesslyfocusedonbreaking downbarriersbetweentheschoolsystemandthecommunityitserves. Hisworkhasalreadyearnedhimrecognition,includingbeinghonored bythe and WhiteHouseforleadershipintechnologyin2014 receivingtheIllinoisStateBoardofEducation’sAwardfor ExcellenceinLeadershipin2015

TheVisionforaDestinationDistrict

Dr.Spells’visionforHokeCountySchoolsis ambitiousandclear “My goal is to make Hoke County Schools the best school district in North Carolina,” hestatesplainly Thisvisionisbuiltonafoundationofkey strategicpriorities:improvingstudent achievement,ensuringthedistrict’sfinancial health,recruitingandretaininghigh-quality talent,andelevatingthedistrict’spublicimage.

Theplanforthefutureisfilledwithinnovative andpracticalideas.Heisparticularlyexcited abouttheconstructionofanew,modernhigh schoolthatwillprovidestate-of-the-art facilitiesforstudents.Academically,heplansto implement“doubledosing,”atargeted interventionwherestudentswhoarestruggling inmathorreadingwillreceiveasecond, intensiveblockofinstructioninthatsubject duringtheday

Thiscommitmenttobothgrandinfrastructure projectsandtargeted,student-level interventionsencapsulateshisapproach. Heisaleaderwhocanmanagea multi-milliondollarbudgetwhilealsobeing intenselyfocusedontheacademicneedsofa singlestrugglingchild.Itallcomesbacktothat initialinspirationthatsethimonhispathyears ago.

ForDr.KennethSpells,aNavyveteranwho lovestoreadandtravel,thejourneycontinues. Hisworkisfarfromover.Heisstillleading fromthefront,stillbuildingconsensus,andstill drivenbythebeliefthateverystudent, regardlessoftheircircumstances,deservesa champion.InHokeCounty,heisworkingevery daytobethatchampion,buildingnotjusta greatschooldistrict,butabeaconof opportunityfortheentirecommunity

Arvind R aman

Empowering Future Engineers for a Better Tomorrow

Thefieldofeducationiswherethe

journeybeginstodevelopoutstanding individualswhocanshapeabetter future.Andtonurturesuchindividuals, weneedgreatteachers.Werecentlyhad thechancetointerviewonesuchteacher,Arvind Raman,theDeanofPurdueUniversity’sCollegeof Engineering.Heisaremarkableeducatorwitha visionforabrighterfuture.Moreover,heisskilledat bringingpeopletogetherandguidingthemtodotheir best.Whatmotivateshimthemostisthepositive impactleaderscanmake,andheisdedicatedto makingthatimpactathisownalmamatertohelp improvesociety.

Arvind’sCareerTrajectoryfromIndiatotheUSA

Arvind’sjourneyimpresses.HestartedwithaBS degreefromtheIndianInstituteofTechnology (IIT) DelhiandthenpursuedanMSinmechanical engineeringatPurdue.Thisjourneybeganalmost threedecadesago.Furtheringhiseducation,heearned aPh.D.fromtheUniversityofCalifornia.Between 2000and2014,heactivelytaught,conductedresearch, andengagedwithstudentsatPurdue’sCollegeof Engineering.Unexpectedly,Arvind’scareershiftedto leadership.Hetookonrolesinglobalengineering, academicaffairs,andbothundergraduateandgraduate education.Ultimately,onApril1,2023,hebecame dean,arolethatallowedhimtosignificantlybroaden thecollege’simpact.Additionally,Arvindnotes, “I remain the Robert V Adams Professor in Mechanical Engineering and, by courtesy, Professor of Materials Engineering.”

Whenaskedabouthisinspirationandrolemodel, Arvindunquestionablycitesittohismother.Hesays, “My mother has been my greatest and earliest role model. As a chemistry teacher, she sparked my childhood interest in STEM. Her intelligence, confidence, and curiosity remain major influences.”

Foundationof

PurdueUniversity:AnInstituteof Excellence

andInnovation

JohnPurdueestablishedPurdueUniversityin1869in WestLafayette,Indiana,asarenownedpublicresearch institution.Initiallyfoundedasapubliccollegefocusedon science,technology,andagriculture,theuniversityachieved significantexcellence.

TheCollegeofEngineering,datingbackto1874,standsas Purdue’slargestacademicunit.In1874,theuniversity presidentintroducedfour-yearcoursesinciviland mechanicalengineering,startinginthespringof1875. Currently,thecollegeoffersacomprehensiverangeof academicprograms,includingBS,MS,andPh.D.degrees across14disciplines.Thesedisciplinesincludeaeronautics andastronautics,agriculturalandbiologicalengineering, biomedicalengineering,chemicalengineering,civil engineering,constructionengineeringandmanagement, electricalandcomputerengineering,engineeringeducation, environmentalandecologicalengineering,industrial engineering,materialsengineering,mechanical engineering,andnuclearengineering.

Thecollegehostspioneeringprogramssuchas Semiconductors@Purdue,EngineeringHonorsProgram, VerticallyIntegratedProjects(VIP),First-YearEngineering (FYE),EngineeringProjectsinCommunityService (EPICS),SummerUndergraduateResearchFellowship Program(SURF),GlobalEngineeringProgramsand Partnerships(GEPP),MinorityEngineeringProgram (MEP),ProfessionalPractice(co-op)Program,andWomen inEngineering(WiE)Program.

PromotingaFlexibleandInclusiveEducationSystem

WhencomparingPurdueUniversity’sengineeringcollege withothers,itdistinguishesitselfinseveralways.Itholds thedistinctionofbeingthelargestengineeringcollegeever rankedinthetop4ofU.S.News&WorldReport, benefitingfromitssubstantialscale.Withundergraduate

enrollmentexceedingthecombined figuresofthethreetopengineering colleges,itpresentsarespected, affordable,andhighlyrankedoption. Notably,flexibilityisadefining feature.Theconceptof“yearto choose”enablesundergraduatesto exploredifferentpathwaysduring theirfirstyear,preventingthemfrom feelinglockedintoanunsuitable major.Purdue’sengineeringcollegeis nationallyrankedat#7forco-opsand internships,underscoringitsemphasis onpracticalreadiness.

Theinstitution’sapproachto experientiallearningsetsitapart.

Embracingthephilosophyof“Learn byDoing,”Purdueintegrates undergraduateresearch,global experiences,EPICS(aservicelearningdesignprogram),VIP (VerticallyIntegratedProjects),and studentorganizationstofoster practicallearning.Speakingaboutthe institution’sinclusivity,Arvind highlights, “We offer a safe, welcoming, diverse community Regarding research, what’s special about our college is our highly collaborative environment, with great facilities and top-notch faculty, including 37 past and present NAE members and 14 National Academy of Inventors fellows; a dozen $10 million+ research centers; and worldclass alumni.”

LeadershipAnchoredinSupport forExcellinginPracticalSkill Development

Whenaskedabouthiscore responsibilitiesasaDean,Arvind clarified, “The dean of Purdue’s College of Engineering is responsible for envisioning, motivating, removing roadblocks, and enabling the success of others. He focuses on assisting faculty with significant funding opportunities, facilitating experiential

learning for students, promoting student health and well-being, and developing cutting-edge concentrations and minors.”

Furthermore,headdressedthe changingeducationlandscapeand evolvingstudentneeds.Heremarked, “To address the needs of a diverse range of learners, including working professionals, we have established a variety of highly ranked online opportunities that are both affordable and convenient. Our offerings range from degree programs to professional courses and certificates.”

Theinstitutionplacessignificant

“

Anidealeducational leaderbringspeople togetherundera commontentwitha common

vision.

importanceonexperientiallearningto meetthedemandforpracticalskills.

Theinstitutiontooktheleadin introducingthefirstcomprehensive semiconductordegreeprograminthe UnitedStates.Additionally,it spearheadstheScalableAsymmetric LifecycleEngagement(SCALE) workforcedevelopmentprogram, fundedbytheDOD,whichsupports thegrowthofthenation’s microelectronicsindustrytoaddress thecreationof50,000newjobs.

Thecollegeprovidesrobustsupportto students,aligningwiththeirgrowing interestinentrepreneurship.TheJohn MartinsonEntrepreneurialCenterand

theSiliconValleyBusinessInnovation Group(SVBIG)standastwovaluable resources.Arvindhighlighted pioneeringprograms,stating, “Our college is committed to creating an inclusive environment where everyone can thrive. We initiated the Women in Engineering (WiE) Program and the National Society of Black Engineers (NSBE), and we continuously forge new pathways for all to excel.”

Additionally,collaborationssuchas thepartnershipwiththehistorically BlackuniversityMorganState underscoreadedicationtobroader inclusivity.

AddressingIssuesintheEducation System

Arvindpossessesasignificantvision andforecastschallengesthehigher educationsystemwillconfrontinthe nearfuture.Heasserts, “Academia is having to deal with the demographic phenomenon called the ‘enrollment cliff,’meaning the college-age population will shrink beginning in 2025. This is a time when we as a nation need many more engineers, not fewer.”

LivingLifebeyondWork

Maintainingabalancedlifecanbe challenging,especiallywhenholding aprominentcareerrole.Nonetheless, itremainsessentialtonurturespecific hobbiesandtakeregularbreaksto adapttotheevolvingenvironment. Arvindholdsapositionthatinvolves monitoringmultipledemanding factorsthatcanleadtoexhaustion. Yet,heconsistentlydiscovers strategiestoalleviatethisand dedicatestimetorelishingmoments. Whenheseekssolaceawayfromthe bustlingsurroundings,heoptsfor hiking.Additionally,heintegrates jogging,cooking,andgardeninginto hisroutinetoinvigoratehismind.

Dean and Professor of Law

Southern Illinois University School of Law

A Champion of Legal Education Nurturing the Next Generation

Anidealeducationalleader mustpossessabalanceof qualities,includinginsight, emotionalintelligence,and collaborationskills.Theymustwork alongsidediversestakeholderssuchas students,faculty,staff,alumni,donors, communityleaders,publicfigures,and corporateexecutives.Leaderswho achievesuccesscomprehendthe significanceofdataandrelationship building.Intoday’sworld,crisis managementskillsarealso indispensableforleadership.Camille Davidson,DeanandProfessorof LawatSouthernIllinoisUniversity SchoolofLaw,isaprimeexampleof suchanexceptionalleader.Her inspiringjourneyhaspositively impactedthelivesofnumerous students.

PursuitofAcademicExcellenceand CareerPathExploration

Influencedbyherparents’strong backgroundineducation,withher fatherasarespectedsuperintendent anduniversityprofessorandher motherasadedicatedhighschool teacher,Camilleinitiallypursueda careerinlaw.However,herpathtook anunexpectedturnwhenshe gravitatedtowardsworkingwithyoung peopleduringherlawschoolyearsand legalpractice.

Whileinlawschool,sheengagedwith thepre-collegeprogramDCWorks, whichpreparedhighschoolstudents forcollege.Shealsomentoredfoster

childrenwhowereagingoutofthe system.Camille’spassionfor educationtrulyignitedthrough teachinghighschoolstudentsaspartof alawschoolcoursecalledStreetLaw, whichallowedhertoteachaclassat DunbarHighSchoolinWashington, DC.Theseexperienceslaidthe foundationforherremarkable transitionfromlawtoacademia.

Camille’sfirstcollege-levelteaching experiencecameasanadjunct professoratDavidsonCollege,where shesharedherexpertiseinIntroduction toPoliticalSciencewithundergraduate students.Whileconcurrentlypracticing law,Camillecontinuedtomakean impactbyteachinglegalwritingto first-yearlawstudents.In2007,sheleft thefull-timepracticeoflawtoteach full-time.

Camillewasappointedasassociate deanatapriorinstitutionin2012.In thisrole,shespearheadedABAaccreditedprogramsinLithuaniaand Italythatbroadenedstudents’ educationalhorizons.Moreover, Camilleintroducedcomplianceand paralegalprogramstocomplementthe JDprogram,leavingalastingimpact onthelegalprofession.Her responsibilitiesencompassed organizationalmanagement,student development,programandtalent development,andcommunity engagement.

Drivenbyherdedicationandfueledby thedesiretotakeherimpacttonew heights,Camillesethersightsona

deanship.Asawifeandmother,she patientlyawaitedtheopportunityto assumesuchademandingrole.In 2019,whenheryoungestchild enteredhersenioryearofhigh school,Camillebegansearchingfora deanship.Herjourneyledhertoher currentposition,whichsheassumed inJuly2020.

Camillewasdeterminedtomakea lastingimpactwhenshejoinedSIU Law.Sheprioritizedadmissionsand recruiting,barpreparation,diversity, equity,andinclusion,expandingthe school’sfootprint,brandawareness, andalumnire-engagement.Guided bydataandfueledbyapassionate teamoffaculty,staff,andstudent input,Camillehasmadesignificant stridestowardsachievingthesegoals, aligningtheSchoolofLawwiththe broadervisionoftheUniversityand SIUSystem.Shefurtherstates, “Had you asked me 30 years ago if I would be a higher education leader, I would have said NO. But, I have found my niche. I LOVE preparing the next generation of students.”

Inherquestforexcellence,Camille findsinspirationinherparentsand grandparents,whohavebeen remarkablerolemodels.Despite experiencingsegregationandlimited opportunities,herparentssucceeded intheircareers.Theirresilienceand achievementsinspireCamille, remindingherthatwith determinationandperseverance,she, too,canovercomebarriers.

ConcurrentDegreePrograms: ExpandingHorizonsand Possibilities

TheestablishmentoftheSouthern IllinoisUniversitySchoolofLaw datesbackto1973,drivenbya steadfastcommitmenttothe publicgood.Withaproud50-year legacy,SIULawoffersaspiring legalprofessionalsa comprehensiverangeofacademic programs.

TheinstitutegrantsaJurisDoctor degreewhilepresentingstudents withtheopportunitytopursue concurrentdegrees.Atthe SouthernIllinoisUniversity Carbondalecampus,individuals cancombinetheirJDwithdegrees suchasMD,DoctorofPolitical Science,MasterofAccountancy, MBA,MasterofElectricaland ComputerEngineering,Masterof PublicAdministration,Masterof ScienceinEducation,andMaster ofSocialWork.Furthermore,the SouthernIllinoisUniversity Edwardsvillecampusoffersa JD/MPAprogram.

“

A good leader uses data to inform decisions but also understands the importance of building and nurturing relationships.

SIULawhascollaboratedwith esteemedinstitutionslikeGovernor’s StateUniversity,TougalooCollege, StillmanCollege,andSIUCarbondale. SIULawfacilitatesanacceleratedpath forhigh-achievingstudents.These exceptionalscholarscanearn bachelor’sandlawdegreeswithinsix years,propellingtheircareersforward. SIULawprovidesampleopportunities forexperientialeducation, encompassingclinics,externships,and probonoactivities,enablingstudentsto acquirepracticalskillsandinvaluable real-worldexposure.Lastyear,SIU Lawopenedasatellitelocationin Belleville,Illinois,attheSouthwestern IllinoisJusticeandWorkforceCampus. SIULawhousestheMetroEast CriminalJusticeClinicatthissite.

WhatsetsSIULawapartextends beyonditsacademicofferings—itisthe collaborativeandclose-knitcommunity itfosters.Theinstituteequipsstudents withessentialresourcesandguidanceto thrivebycreatinganenvironmentof supportandcamaraderie.Asa testamenttothiscommitment,SIULaw hostsapre-lawsummerprogram, introducingstudentstotheregion, providingcomprehensiveinsightsinto theapplicationprocess,imparting successstrategies,andoffering invaluableinformationonfinancinglaw school.

FosteringDiversityandAcademic Excellence

AsdeanoftheSIUSchoolofLaw, Camilleassumesapivotalrolein drivingtheinstitution’ssuccess. RepresentingtheLawSchooland Universitytoexternalconstituents,she setsprioritiesandallocatesresources whileforgingpartnershipswithother campusunitsandinstitutions.Under herleadership,thefacultyhas undertakensignificantinitiativessuch

ascurriculummapping,adoptinganti-racismand inclusivitystatements,anddevelopingastrategicplan. Technologicalandfacilityupgradeshaveprovidedstudents withanenhancedlearningenvironment.

Camille’scommitmenttodiversityisevidentinrecruitinga diversefacultyandtheincreaseddiversityofthestudent body.Shesupportsfacultyresearchandscholarshipthrough grantsandstipends,contributingtotheacademiclandscape throughteachingandpublications.BeyondtheSchoolof Law,CamilleholdsajointappointmentintheSchoolof Medicine,fosteringcollaborationsandinnovativeprograms suchastheJD/MDprofessionalismday,theRyan BioethicistinResidence, andtheannualHealthPolicy Institute.

CamilleisamemberoftheAmericanAssociationofState CollegesandUniversityMillenniumLeadershipInitiative’s 2023-24cohort.Thisprogramaimstodiversifyandenrich theAmericancollegepresidency,reflectingCamille’s dedicationtoprofessionaldevelopmentandadvancing highereducationleadership.AsCamilleentersherfourth yearasdean,theSchoolofLawhaswitnessedasurgein applications,reachingthehighestnumberssince2013. Additionally,thepost-graduationemploymentratesare approximately95percent.

EmpoweringEducationforAll:Camille’s TransformativeInitiatives

CamillewasbornandraisedinMississippiandunderstands theimportanceofeducationandequalopportunities.Witha wealthofexperienceasaprofessor,academicdean,and dean,sherecognizesstudents’challenges,particularlythose fromunderrepresentedbackgroundsandfirst-generation learners.Drivenbyacommitmenttotheirsuccess,Camille providesthenecessarysupporttoensuretheirtriumphs.

Camillehasexpandedherreachbeyondherinstitutionby takingonleadershiprolesinwell-respectedprofessional organizations.Someofhernotablepositionsinclude:

● AmericanBarAssociationAccreditationSite Evaluator

● IllinoisSupremeCourte-BusinessPolicyAdvisory Board

● BoardMember,CenterforComputer-Assisted LegalInstruction(CALI)

● LawSchoolAdmissionsCouncil(LSAC) AssessmentsCommittee

● AmericanLawInstitute

● UniformBarExaminationEstatePlanningand AdministrationSubcommittee,NorthCarolina StateBar(2017)

● Vice-chair,BioethicsCommittee,ABASectionof RealProperty,TrustandEstateLaw(2013-16)

Camilleisacutelyawareofthesignificanceofmental healthinthelearningenvironment.Sheunderstands studentscan’tfocusonacademicswhentheylackbasic needslikefoodandshelter,soshestartedprogramsto helpeasethoseburdens.InherfirstyearatSIULaw, Camillepartneredwithabarvendortoensurethatlaw studentshadaccesstoessentialresourcesforpostgraduationbarpreparationbeforecommencingtheirlegal education.Shealsorepurposedspaceforameditation roomandurgedparentstousethelibrary’skid-friendly studyroom.

Tofosteracohesivesupportnetwork,Camilleinvited disabilityservicesandotheruniversityresourcesto addressfacultymeetings.Thisendeavorensuresthat facultymembersremaininformedabouttheavailable resourcestoassisttheirstudentsbetter

PrioritizingBalanceandNurturingWellness

CamillevaluesGod,family,andworkashertoppriorities. Sheinvitesotherstojoinheronenergizingwellnesswalks atSouthernIllinoisUniversity,whichpromotesphysical activityandahealthydietforoverallwell-being.Camille upcyclest-shirtstocreatemeaningfulobjectsinherfree timeandenjoysquilting.Sheservesonvarious communityboardsandisanassociateandlifememberof JackandJillofAmerica,Inc.andalifememberofAlpha KappaAlphaSorority,Inc.

WiseAdvice

Asahighereducationleader,CamillefollowsMartin LutherKing,Jr.’sstatement, “The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.”

Advicethatsheshareswithothersisasfollows:

● It'sessentialtofindacommunityofpeoplewho supportyou.

● Authenticityisimportant.Showupasyouare andbefabulous!

Dr. Micheal Straon

Nurturing Innovation, Collaboration, and Student Success in Higher Education

Dr.MichealStrattonisanaccomplished academicleaderandthecurrentDeanofthe J.WhitneyBuntingCollegeofBusiness& TechnologyatGeorgiaCollege&State University. Withapublicadministrationandpolicy background,Dr.Strattonhasdedicatedhiscareerto fosteringfacultyandstaffdevelopmentandpromoting sharedgovernanceinacademia.

Dr.Stratton’sacademicjourneybeganattheNelsonA. RockefellerCollegeofPublicAffairsattheUniversity atAlbany,SUNY,wherehecompletedhisgraduateand Ph.D.studies.Duringthistime,herecognizedthe importanceofserviceandsharedgovernancein academicleadership,emphasizingtheneedforwellresourcedfacultyandstafftosupportstudentsuccess.

Hiscommitmenttoacademicleadershipandfaculty developmentledhimtovariousroles,including DirectoroftheMBAprogramatHoodCollegeand leadershippositionsatUNCAsheville.AtUNC Asheville,Dr.StrattonservedasChairandAACSB accreditationunitheadandheldmultipletermsasa SenatorandSenateChair.Additionally,hewaspivotal asthePresidentoftheManagementandOrganizational BehaviorTeachingSociety,guidingtheorganization throughthechallengesposedbytheCOVID-19 pandemic.

In2020,Dr.StrattonjoinedGCSU,drawntothe institution’sreputationforexcellenceinliberalarts education.AsdeanoftheJ.WhitneyBuntingCollege ofBusiness&Technology,hebringshisextensive

experienceandexpertiseinacademicleadershipand facultydevelopmenttodrivethecollegetonewheights.

QualitiesofanIdealEducationalLeader

AccordingtoDr.Stratton,anidealeducationalleader possessesseveralkeyqualities.Firstandforemost,they demonstrateanentrepreneurialmindset,regardlessofthe sizeormissionoftheunittheylead.Thismindset involvesseekingstrategicopportunities,askingdifficult questionsaboutwhathasheldtheteamback,and empoweringaninnovativespiritwithintheorganization. Dr.Strattonbelievesleadersshouldactivelychallenge thestatusquoandfosteranenvironmentencouraging creativeproblem-solvingandforward-thinking approaches.

HumilityisanotherimportantqualityhighlightedbyDr Stratton.Effectiveeducationalleadersunderstandthe importanceoftiminganddiscernmentwhenasking difficultquestionsorimplementingchanges.They recognizethathumilityplaysaroleinknowingwhen andhowtoaskthosequestionsandacknowledgingwhen patienceisnecessaryfortheoptimalmomenttoact.This humilityallowsleaderstolistentodiverseperspectives, engageincollaborativedecision-making,andbuild strongrelationshipswithfaculty,staff,andstakeholders.

Dr.Strattonstrivestodevelopthesequalitiesbyfostering self-awareness.Heconstantlyexamineshisleadership styleandseeksfeedbackfromotherstoidentifyareasfor improvement.Dr.Strattonremainsopentodifferent perspectives,encouragesconstructivedissent,andvalues

diverseideas.Healsofostersacultureofinnovationby creatingopportunitiesforfacultyandstafftoengagein professionaldevelopment,enablingthemtotakerisks,and supportingtheircreativeinitiatives.

EmpoweringFutureLeadersthroughLiberalArts Education

GeorgiaCollege&StateUniversityisadistinguished publicinstitutioninGeorgiathatholdsthedesignationof thestate’sdesignatedpublicliberalartsuniversity.Itisa placewherestudentsacquiretheessentialskillstothrivein afast-pacedandglobalsociety.

GCSUisoneofthreeselectiveuniversitiesinthe UniversitySystemofGeorgia.Itsmissionistoequip individualswiththeskillstobecomeleaders,problem solvers,andlifelonglearnersreadyforsuccessfulcareers. Theuniversity’seducationalapproachstronglyemphasizes criticalthinking,ensuringthatstudentsdeveloptheability toanalyzecomplexissuesandmakeinformeddecisions.

GCSUoffersvariousacademicprogramstocatertodiverse interestsandcareergoals.Withundergraduatedegrees availablein40majorsandarobustselectionof34graduate programs,theuniversityprovidesstudentswithample opportunitiesforspecializationandadvancedstudy GCSU’smaster’sprogramsinbusinessadministration, logistics,supplychain,andmanagementinformation systemshavegarnerednationalrecognitionfortheirquality andrelevance.

Throughoutitshistory,GCSUhasremainedcommittedto deliveringahigh-qualityeducationthatpreparesstudents forthechallengesandopportunitiesofthefuture.The university’sdedicationtoacademicexcellence,combined withitsfocusonliberalartseducation,fosterswell-rounded individualswhopossesstheskills,knowledge,and adaptabilitynecessarytothriveinarapidlyevolvingworld.

DrivingStrategicPlanningandImplementation

AstheChiefAcademicOfficerforthecollege,Dr.Stratton holdskeyresponsibilitiesindrivingstrategicplanningand implementation.Hefostersacultureofinterdisciplinary andmultidisciplinarycollaborations,resultinginthe developmentofworkforce-focusedacademicprograms. Resourcemanagementandplanningarecrucialaspectsof hisrole,asheworkscloselywiththeProvostandother Deanstoidentifycurriculuminnovationopportunitiesand redirectresourcesaccordingly

Dr.Strattonspearheadsinitiativessuchas establishingnewdegrees,suchasdatascience, inpartnershipwiththeCollegeofArtsand Sciences.Healsoactivelyseeksexternal partnershipstocreatepathwaysfornon-GCSU studentstojoingraduateprograms.Withthese responsibilities,Dr.Strattonisvitalin advancingGCSU’smission,ensuringits educationalprogramsremainrelevantand alignedwiththejobmarket’sneeds.

MeetingtheChangingNeedsofStudents

AccordingtoDr.Stratton,students’ requirementschangewithtime,reflectinga desireformoreexperiential,flexible,and engagedlearning.Thenewgenerationof learners,bothattheundergraduateand graduatelevels,seekgreaterchoicesin learningmodalitiesandopportunitiesto engagewithexpertsbeyondthetraditional classroomsetting.

Inresponsetotheseevolvingneeds,GCSU, underDr.Stratton’sleadership,hastaken significantstepstomeetstudents’ expectations.TheyhavelaunchedaCenterfor InnovationandEntrepreneurship,allowing studentstocollaboratewithfacultyand industryexpertsinideadevelopmentand consultancies.Thisinitiativefosters experientiallearningandreal-worldproblemsolving.

Toprovidehigh-impactpractices,GCSUhas implementedprogramssuchastheGeorgia LeadershipTourandtheSAPNextGenLab, leveragingemergingtechnologiestoaddress real-worldchallenges.Theseinitiativesallow studentstogainpracticalexperienceand developvaluableskillsininnovativesettings.

Recognizingthevalueofseamlesseducational pathways,GCSUhasinstitutedthe“Double Bobcat”program,enablinghighlysuccessful seniorstoenrollingraduatecoursesthatcount towardtheirundergraduateandgraduate curricula.Thisinitiativeoffersstudentstimesavingopportunities,flexibility,andchoiceas theypursuecareersinbusinessand technology

StrategiesforSuccessinEducational Leadership

Dr.Strattonwouldadvisebuddingleaders aspiringtomakeamarkintheeducational fieldtolearntheartofbalancingpatience withpersistence.Heacknowledgesthat bureaucraticobstaclesareinherentinevery organization,particularlyinhigher education,whichtendstobenaturally conservative.Itisessentialtoapproach thesechallengeswithpatienceand persistence.

Dr.Strattonemphasizestheimportanceof showcasingthevaluesofanentrepreneurial mindsetanddemonstratinghowchangecan haveapositiveimpact.Byexemplifying thebenefitsofsteppingoutofcomfort zonesandembracingdiscomfort,leaders caninspireotherstoembraceinnovative thinkingandchallengethestatusquo. Furthermore,Dr.Strattonbelievesthat leadersshouldfosterasharedculturethat questionscomplacencyandrewards innovation.

Encouragingamindsetthatchallenges mediocrityandseekscontinuous improvementiscrucialfordrivingpositive changewithinaneducationalinstitution.

Student success depends on a well resourced faculty and staffs who feel valued, are part of the governance process, and have time to dive deep into course and curriculum development “