A Year of Building, Learning, and Growing: Key Insights from My First Year at RW Jones

As I reflect on this past year—my first in nearly 20 years not working full-time on a campus—I’m struck by the breadth of experiences I’ve had and the lessons that have been cemented in my mind. Collaborating with campuses across the country, from well-established universities to emerging institutions, has offered me a unique perspective on the challenges and opportunities in higher education today. At the same time, I’ve had the privilege of helping to build a new practice at RW Jones alongside a brilliant group of people I genuinely love working with. I’ll always be grateful to Sean Rossall and Scott Willyerd for bringing me into this incredible team. I’m also excited to now be working with Brent Ramdin and the Education Dynamics team and can’t wait to see what this year brings us.

Over the past year, a few key insights have crystallized—insights that not only shaped my work but deepened my understanding of what it takes to lead and innovate in this space. While they may feel a bit random, these areas resonated with me this year.

1. Leadership Is Everything

One resounding truth has become clear: leadership is the single most important factor in an organization’s success. A great leader has the power to inspire, unite, and drive a team toward ambitious goals. Conversely, poor leadership can erode trust, stall progress, and dismantle even the strongest of organizations.

I’ve seen firsthand how effective leadership creates a ripple effect across departments, divisions, and entire institutions. Good leaders provide clarity, vision, and direction while empowering their teams to execute with confidence. On the flip side, the absence of strong leadership often leaves organizations stuck in survival mode, unable to chart a path forward.

This insight has reinforced the importance of fostering and cultivating leadership at all levels, not just at the top. Leadership is not just a title—it’s a responsibility, and its impact cannot be overstated.

2. A Brand Is More Than a Logo—It’s a Roadmap

In higher education, where institutions often face similar challenges and compete for the same audiences, having a research-driven and authentic brand is critical. A strong brand doesn’t just differentiate an organization in a crowded market; it serves as a guiding light for decision-making at every level.

This year, I’ve seen how successful institutions use their brand as a strategic tool. When rooted in research and aligned with an institution’s values, a brand becomes more than marketing—it becomes a framework for action. Whether shaping messaging, influencing enrollment strategies, or guiding how resources are allocated, a well-crafted brand ensures consistency and purpose.

For any institution, the brand must answer foundational questions: Who are we? What do we stand for? How do we serve our students and community? These answers create the foundation for not just storytelling, but for how an organization operates and evolves.

3. Schools Need To Embrace Marcom As A Strategic Driver for Success

I wrote an article earlier this year on what presidents should know about marketing. The gist is that marketing and communications play a critical role in building reputation and driving revenue. We are heading into another tough year for higher education, and presidents must be pulling all levers to not just thrive but, is some cases survive. They no longer have the luxury of thinking that marketing is making things pretty and putting up billboards. When done well, it is central in driving enrollment (not just supporting it), driving engagement and fundraising (not just supporting it), and the most strategic approach to building a school’s reputation.?

Higher education has a long history of treating marcom as a support function, and the marcom teams have a long history of behaving like one. To truly benefit from what a sophisticated marketing and communications operation can bring, they need to be positioned to create change, have the high-level skills to do the work and be held accountable to demonstrate their impact.?

4. Building Something New Takes a Unique Skillset

One of the most rewarding aspects of my year has been contributing to the creation of something new—whether at RW Jones or with other institutions. Building from scratch is an entirely different challenge than evolving an established organization, requiring a specific mindset and skillset.

When you’re building something new, resources are often limited, and the path forward isn’t always clear. It takes creativity, resilience, and a willingness to roll up your sleeves and figure out what’s essential. Before jumping into big-picture strategies, you need to lay the groundwork: establish systems, define processes, and set clear priorities. At the same time, you need to think beyond the immediate and envision what success will look like in the future. Balancing these short-term fundamentals with long-term vision is what separates successful startups or initiatives from those that struggle to gain traction.

This year, I’ve gained a deeper appreciation for the nuances of building something from the ground up, and I’ve learned that adaptability, resourcefulness, patience and a willingness to bring people along with you are key ingredients for success.

Looking Ahead

As I close out this first year, I am deeply grateful for the experiences I’ve had and the insights I’ve gained. Working with such a diverse range of institutions has given me a broader perspective on the challenges and opportunities facing higher education today.

I look forward to carrying these lessons into the next year, continuing to collaborate with colleagues, campuses, and partners to drive meaningful change and create lasting impact.