(BPT) - Elise Awwad became president and CEO of DeVry University a year ago, bringing 20 years of experience and a belief in the power of education to transform lives. She answered questions about her first year and her vision for DeVry.
What three words best describe your first year as President and CEO?
I'll say students, innovation and speed.
"Students" is my first word, because every decision I've made is with student success in mind. We have more than 30,000 currently enrolled students, all striving for better lives for themselves and their families. More than 13,000 students have graduated since I became president and CEO. They are my inspiration.
Next is "innovation," because it's core to how we think and operate at DeVry. We're continuously changing our curriculum to match the steady beat of change in technology and workforce needs. We are creating new ways to break down barriers so that every student, regardless of their background, has the opportunity to succeed. We are enhancing our offerings and reimagining how we operate to ensure that we have the agility necessary to respond to the needs of students and the industries they will enter.
And I have to say "speed," because this year flew by. It was easily the fastest year of my life!
You've made active listening a priority, engaging with hundreds in the DeVry community. How has that shaped your perspective?
I've made it a point to speak to as many professors, colleagues and students as possible during my first year, and I enjoyed every conversation. I visited classes and sat in on council meetings. Commencement weekend alone was a masterclass in understanding the needs of our stakeholders and impact of our decisions.
Authentic active listening is fundamental to a culture that embraces change and innovates quickly. We're working to cultivate active listening across the university. When people feel truly heard and understood, they’re more invested in our shared success.
Clear and consistent communication has to be part of that culture, too. It can't be just about broadcasting successes. We know we have to confront challenges head-on and clearly communicate steps we're taking to address them. For us to be successful, faculty and staff must understand the vision and strategies as well as their roles in making them happen.
Can you describe your most memorable moment from the past year?
Commencement comes to mind first when I reflect on a year filled with memories. Standing on that stage as president and CEO and looking out at the Class of 2024, I felt an overwhelming sense of pride and responsibility. It wasn't just another ceremony. This was about the privilege of joining these students and their loved ones in celebrating a monumental milestone, representing my colleagues, and showcasing the strength and potential of the DeVry community.
What accomplishments from the past year contribute to DeVry's strength and potential?
We've accomplished a lot in the past year.
I'll start with the agility of faculty and administrators, their pace of curriculum changes to meet real-time workforce needs. We launched new market-relevant AI course offerings in a matter of weeks and built a roadmap to continue innovating. Our faculty demonstrated how they can navigate the changing landscape by responding to GPT technologies' impact on learning, leading the way with innovative strategies that embrace its use.
We maintained our commitment to affordability through our tuition freeze for the 2024-25 academic year, and expanded scholarship programs. Prioritizing return on student investment is central to every decision, from affordability to outcomes. Our robust Career Services offerings for students and graduates grew stronger. We forged strategic partnerships with organizations to advance our commitment to student success.
We advanced the use of AI technology, continuing our long-standing work to integrate AI in the classroom and beyond. We're reimagining the relationship between people and technology to drive results.
What is the greatest challenge in higher education today?
Prioritizing access and affordability are at the top of the list. Education should be the ultimate equalizer, yet barriers continue to impede progress. It's our duty as educators to identify the barriers and dismantle them. We must ensure that every individual — regardless of socioeconomic background, race or gender — has equitable access to the opportunities that education provides.
You are the first woman in DeVry's 93-year history to be president and CEO. What does that mean to you?
Serving as the first woman president and CEO in DeVry's 93-year history is both an honor and a tremendous responsibility. I hope my journey inspires others — especially women who may doubt their own potential.
I started as a student advisor at the university over 20 years ago. I've continually challenged myself to achieve what once seemed impossible. My experiences have shown me that with determination and the right support, even the toughest barriers can be overcome. I deeply believe in the power of perseverance, and I am committed to giving back in every way I can.
That's why I established DeVry’s first Business Resource Group dedicated to supporting women in the workplace and the broader community. I also sponsored our Women+Tech Scholars program designed to empower women to start or advance careers in the tech industry.
My goal is to ensure that the path forward is a little clearer and a little easier for those who come after me.
What's your vision for DeVry?
My vision is for DeVry to be a leading institution of higher education, where innovation, inclusivity and deep industry connections create meaningful opportunities for every learner. We strive to be the go-to source for 21st-century talent, equipping our graduates to excel and lead. Our goal is to prepare students not just to keep pace with the future but to shape it, fostering a culture of creativity and critical thinking. We aspire to be a place where every learner has a fair chance to achieve success.
