Leadership

My administrative work is grounded in a simple conviction: strong leadership and strong research are not competing priorities — they reinforce each other. Over the past decade at GSU I have built programs and structures that expand research capacity, attract talent, and create opportunities for students and junior faculty.

My approach rests on three principles: truth leads to trust — faculty cannot buy into decisions they do not understand; clarity of destination matters more than pace — a shared vision separates strategic leaders from reactive managers; and complementary teams outperform homogeneous ones — the best hiring decisions fill your blind spots rather than clone your strengths. Underlying all three is sustained presence: real institutional change requires staying long enough to live with the consequences of your own decisions.

I also hold a clear-eyed view of how universities survive — on three legs: donations, externally funded research, and student enrollment. Leaders who avoid this conversation risk misaligning everything else. In my own work I have contributed deliberately to two of the three: $18M+ in external research funding and a graduate concentration with consistent enrollment growth — while remaining mindful of the third.


Academic Leadership