Sarah Holtan, PhD brings together campus leaders who don’t just talk about AI—they’re reshaping the way universities operate. In this episode, Melik Peter Khoury, DBA, CEO and President of Unity Environmental University, and Suzy Siegle, EdD, JD, CEO and President of Walsh College, go beyond the tired “ban vs. embrace” debates. They unpack how progressive campuses are integrating AI not as a bolt-on tool, but as a transformative force across the institution, from grading and advising to student support and academic integrity.

Suzy shares Walsh College’s approach to ethical AI use, digital twins, and practical policies, while Melik reveals why assessment, curriculum design, and even the future of work are all being reimagined for an AI-enabled campus. Discover how faculty and staff become more valuable and fulfilled when AI boosts their productivity and impact and why students must learn to think with AI, not cheat with it.

Is AI fluency the survival skill colleges need most? Hear Suzy Siegle and Melik Peter Khoury challenge old models and lay out what’s next for higher education. If you’re ready to move past skepticism and start building the future, this conversation will show you where to begin.

Episode Highlights:

08:54 – Melik Peter Khoury: There is a combination here of training, but there’s also this idea that how we assess learning is going to have to fundamentally change in an environment where historically we have always been the curators and generators of knowledge.

14:08 – Suzy Siegle: We’re not just teaching it, we’re integrating [AI] into how we learn with the avatar through the company that we have equity in and that works with us on campus to do ed tech constrained AI.

27:14 – Melik Peter Khoury: If we want to freeze tuition while ensuring that our employees are ahead of the curve with inflation, innovation is the only way to go. Scale is the only way to go. So it creates a whole new mindset for our employees about how AI is not being used to cheat or time steal, but to increase the value of my position.

Sarah Holtan, PhD

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Suzy Siegle, EdD, JD

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Melik Peter Khoury, DBA

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The Mission Mover: Laser Focus Your Time and Energy to Build a Mission that Lasts!

Money matters in higher ed, but who really shapes the financial reality on campus? Sarah Holtan, PhD sits down with the Vice President for Academic Affairs at La Roche University, Gregor Thuswaldner, PhD for a straight talk on what it takes to keep college doors open, and why academic leaders can’t ignore the numbers anymore.

Most believe CFOs hold the purse strings, but Dr. Thuswaldner argues that provosts who focus only on academics risk being sidelined. From forming “no scapegoat” alliances to getting smart about program cuts and new revenue streams, every decision can either build trust or leave the institution vulnerable.

What happens to campus morale and academic influence when tough choices get passed off to the finance office? Listen in as Dr. Thuswaldner shares his honest strategies for keeping both the mission and the spreadsheet strong.

Episode Highlights:

10:08 – “If the relationship between the provost and CFO is strained, everyone will know. It erodes trust—and campus culture pays the price.”

14:02 – “Owning tough decisions, not scapegoating finance, is essential. The alternative? Marginalization.”

24:00 – “Program viability isn’t just about the numbers. Faculty have to help reimagine what survival looks like, or risk losing it all.”

Sarah Holtan, PhD

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Gregor Thuswaldner, PhD

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Book

You work hard to keep your college running, but what if you’re losing money every month without realizing it?

Sarah Holtan, PhD sits down with Anamika Wadhawan, Senior VP of Sales at SIB, to shine a light on “spend drift” and invoice anomalies—those sneaky charges and contract errors that slowly eat away at your budget. Fixing your finances isn’t just about slashing resources; it’s about catching the errors and inefficiencies hidden in plain sight.

Are you sure your institution isn’t leaving thousands—or even millions—on the table just because of outdated contracts or unnoticed overcharges? Listen in for proven strategies and practical questions every college CFO should be asking right now.

This episode features Anamika Wadhawan, SIB’s SVP of Sales, and goes straight to the heart of saving smarter, not harder, in higher ed procurement.

Episode Highlights:

04:16 - If you think of just a basic invoice, you might have one thing that doesn't look right, but when you're looking at it month over month, and when these kinds of anomalies start repeating and happen across an entire portfolio spend for an organization, across invoices and in vendors and across time, it really compounds, and adds up to very meaningful operational and financial impacts for our clients.

08:45 - We're consistently finding big savings opportunities. And when we think about how, to your point or to your question, we're looking at things like contract and pricing compliance. So are the two lining up? Do we even need to right size or correct the contract? Because in a 10 or 15, even 5-year period, a lot has changed and there might be different needs and different ways to actually right size that contract.

15:57 - I truly believe and come from a world where an organization's most valuable assets is its data and information, and really making sure that whatever we're doing when we're working with these, even you mentioned earlier outsourcing, that we're not letting our data be used to train another software solution or be used for another outside purpose.

Sarah Holtan, PhD

LinkedIn

Anamika Wadhawan

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Website

Sarah Holtan, PHD sits down with Daniel Greenstein, PhD, Managing Director at Baker Tilly US, for a blunt conversation about the hidden financial risks many colleges are ignoring. Greenstein, a leader in higher education consulting and former Chancellor of the Pennsylvania State System of Higher Education, reveals why traditional financial metrics don't paint the full picture of an institution's health.

Greenstein breaks down nine "risk archetypes"—structural patterns that quietly erode long-term institutional stability—and exposes three accelerators that intensify vulnerability. On the positive side, he shares three indicators of resilience, offering strategies for institutions to weather future headwinds. This chat is a must for anyone in higher ed tired of wishful thinking and eager for practical advice on identifying and addressing financial stress before it's too late.

Are colleges failing to look beyond basic balance sheets and missing the early warnings of fiscal distress? Listen in as Greenstein reveals why a deeper dive into financial health is crucial for navigating higher education's toughest challenges.

Episode Highlights

04:33 - People will do anything to balance their budgets. So I started to become more familiar with what I call the adjusted operating margin, where you back out investment income and other income, which is all the stuff that people are throwing into their revenue sources to pay their bills.

07:05 - We ended up taking six of our schools and turning them into two, integrating them again. Those are the deepest kind of cuts in expenditure. We ended up rationalizing where we could, the academic program rate because it was too broad. I mean, we had to do things at speed that universities are not accustomed to doing.

13:09 - The leverage led bet is basically debt based. So you see debt going up that the revenue margin shifting, and it's built on this expectation that you're going to see revenue growth as a consequence.

Sarah Holtan, PhD

LinkedIn

Daniel Greenstein, PhD

LinkedIn

Risk Archetypes Seeing Financial Stress Before It Hits

Sarah Holtan, PhD, sits down with Dr. David Rosowsky PHD, Chief optimism officer, connector, collider, university senior leader, and author, for a masterclass in a subject that makes most academics run for the hills: the university budget model. In this blunt and refreshingly clear conversation, Dr. Rosowsky—sometimes called the "Ted Lasso of higher ed"—cuts through the jargon and political noise to reveal why so many institutions get budget model transitions dangerously wrong.

Dr. Rosowsky breaks down the critical difference between a university’s budget (the amount of money available) and its budget model (the rules for allocating that money). He explains the spectrum of models, from highly centralized systems to the more transparent Responsibility Centered Management (RCM), and clarifies that the “best” model depends on an institution's unique culture and strategic goals.

The conversation offers crucial guidance on the why, when, and how of changing a budget model, stressing that the best time for change is during periods of stability, not crisis. Dr. Rosowsky also discusses the right level of faculty engagement and identifies deans and department heads as the key drivers of a successful budget system. This is a must-listen for leader looking to align financial strategy with institutional mission.

Episode Highlights:

05:24  -  What they sort of assume is that if we fix the budget model, we somehow fix the budget, or we somehow create new revenue or new money, so that conflation happens all the time. The budget model is not the budget.

12:01 -  The decision to change the budget model is made at the wrong time, right? It's made when campuses feel there's a crisis present or a crisis looming.

22:58 - Why are we doing this? What are the outcomes we hope to achieve? What are the fears or concerns or worries or anxieties we might have that we can track and monitor?

26:56 - The levers that can be pulled. Those are being pulled by department chairs and by deans.

Sarah Holtan, PhD

LinkedIn

David Rosowsky, PhD

LinkedIn

What’s the Best Budget Model for Our Institution?

In this episode, Sarah Holtan, PhD is joined by her old friend, veteran NBC Sports Boston reporter Trenni Casey, for a candid look at the evolving world of sportscasting. Trenni traces her 25-year career path, offering critical insights for today's aspiring journalists, academic leaders, and athletic directors.

They discuss the essential skills for success in the modern media landscape. While foundational traits like curiosity and authenticity are timeless, the industry now demands multifaceted content creators who can shoot, edit, and engage across all social platforms. Trenni provides a crucial reality check on the industry’s financial shifts, including lower salaries and the return of the "one-person-band" journalist.

The conversation explores future trends, from the impact of AI on broadcasting (like an AI Al Michaels) to growth areas in women’s sports and analytics. Trenni also delivers pointed advice for athletic departments: media train your athletes and coaches to protect both them and your brand. This episode is a must-listen for anyone navigating a career in modern media.

Episode Highlights:

11:14 - I think you have to be. More multifaceted now than you ever were before. You cannot just be a sideline reporter. You cannot just be an anchor. You cannot just be a writer for a newspaper or a website. You have to be able to do all of it, and you don't need to be the best at every facet of it, but you need to be pretty good at all of them.

30:11 - There was a wrap-up every night on Peacock that was voiced by Al Michaels, except it wasn't Al Michaels; it was AI Al Michaels. So they paid Al Michaels for the licensing to his voice.

34:18 - It blows my mind that every single, teen, college, whatever, does not have a media coach on retainer.

37:55 - Stop building $30 million student centers that have like state-of-the-art cold plunges and give that money to kids.

Sarah Holtan, PhD

Website

LinkedIn

Trenni Casey

LinkedIn

NBC Arbella Early Edition With Trenni

Sarah Holtan, PhD welcomes the Founder of School of Podcasting, Dave Jackson, for a reality check on campus podcasting. Colleges are rushing to launch podcasts, but does every institution actually need one or know how to make theirs stand out?

With higher ed under pressure to connect, retain, and recruit, Dave peels back the curtain on what really makes a college podcast worth listening to and worth producing. If you think just starting a show will solve your engagement woes, you might be burning time and budget for nothing.

Wondering why some university shows flourish while others fade fast and how to avoid podcast purgatory? This episode spills the secrets seasoned creators use to balance brand, authenticity, and campus goals.

Episode Highlights

05:40 - They said, close your eyes, and as vividly as you can picture yourself walking to the front desk and turning in your test and going over and grabbing the door handle and leaving and walking out. Because I said, the minute I get outside of the classroom, it all comes back. And they said, well, just visualize it.

08:34 - When somebody is passionate about the subject that comes through. I always talk about how it's not the tech a lot. I mean, a lot of podcasters, boy, we just love to look at microphones and software and things like that and why you need a decent microphone. It's just not something I cover on my show because it's not my passion. I'm like, pick a microphone.

12:21 - One of the best compliments I've ever received is somebody said I was talking to them in an event and they're like, wow, you're just like you when you are on the mic.

27:14 - I know we're all worried that if I say the wrong thing, I'm going to get canceled and things like that. And I always tell people there is a name for those people. It's called not your target audience.

Sarah Holtan, PhD

Website

LinkedIn

Dave Jackson

LinkedIn

Website

Did you know a 20% drop in international students could wipe out nearly $2 billion in college tuition in just a year? The financial pain universities are feeling right now isn’t just about bottom lines, it's about fewer programs, job losses on campus and in local communities, and a shrinking workforce for the future.

In this episode, Tom Dretler, CEO and co-founder of Shorelight Education, breaks down exactly what this revenue cliff means and why colleges can't afford to keep waiting for old models to work.

Can universities reinvent themselves fast enough to protect students, faculty, and towns when international enrollments plummet? Find out what Tom recommends for leaders facing their toughest year yet.

Featuring Tom Dretler, CEO of Shorelight Education, on the true impact of plummeting international enrollments, and the urgent strategies colleges need now.

Episode Highlights

03:51 - We have a $56 billion services trade surplus in higher education, which makes up, believe it or not, 20% of the entire US economy's services trade surplus.

10:12 - International students do subsidize domestic students. So in the short term going to see canceled programs, we're going to see staff reductions, we're going to see less programmatic offerings, we'll probably see rising tuition prices, and we're going to see universities, as I mentioned, starting to look at one, can they be successful with international students going forward? Is there a new normal? And let's just adapt to the new normal.

20:54 - We're so domestic. But anyway, bright spots there are, you know, the cliche being that whenever there's massive change that there are always opportunities for innovation.

Sarah Holtan, PhD

LinkedIn

Tom Dretler

LinkedIn

Website

The Impact of a 20% Decline in International Students

Sarah Holtan, PhD sits down with Gary Daynes, PhD, the Founder and Principal, Back Porch Consulting and Interim President Salem Academy and College, for a blunt conversation about why most small schools are making strategic mistakes, and what they can do about it. This chat is a must for anyone working in higher ed who’s tired of wishful thinking and wants practical advice on how to future-proof their institution.

Gary explains why wearing too many hats isn’t just exhausting but often a symptom of bigger strategic problems. He calls out the damaging habits of building plans on imaginary growth, and shares the overlooked power of focus: it’s not just about efficiency but about creating a mission that actually matters to students, staff, and the broader community. If you’ve ever wondered whether your school’s “unique” value is just a buzzword, this is your episode.

Are colleges shooting themselves in the foot with unfocused missions and bloated org charts? Listen in to hear Gary’s straight talk on what truly moves the needle at small colleges.

Episode Highlights:

12:30 - In the growth period, many schools added professional master's degrees. And so their net tuition revenue was growing in part because they had an MBA that had 100 students, or they had added an MFA or something like that that had strong local attraction that generated a lot of revenue.

22:21 - Athletics is an area where schools who do athletics well are learning to support students in the ways that students most need to be supported.

24:07 - If you have a school with 1,000 students and you have 75 English majors, you better damn well figure out what's going on with your English program, because that is remarkable. And you need to preserve the strength of that program and duplicate the duplicatable things elsewhere in order to ensure that other programs are strong in that sort of way.

Sarah Holtan, PhD

LinkedIn

Gary Daynes, PhD

LinkedIn

Website

Book

Sarah Holtan sits down with Dr. Robert Kelchen, Professor of Higher Education at University of Tennessee - Knoxville, to ask the hard question: can a new college president truly turn around a university’s finances? If you’ve ever wondered why some presidents seem to steady the ship while others are just along for the ride, this is an episode you can’t miss.

Most people think hiring a new leader is a silver bullet, but Robert uncovers why financial miracles rarely happen overnight—especially at public universities. He reveals how private colleges, without state funding, are forced to make tough, often painful choices about staff and programs just to keep the lights on.

What are colleges getting right (and wrong) when they hire new leaders, and what can faculty and staff really do to survive the shake-up? Listen and learn from a leading higher ed finance expert.

Episode Highlights:

03:37 - At public universities, they're dealing with the state, dealing with governors, lawmakers, higher education boards, and that limits their ability to make changes as quickly.

05:46 - It's not reasonable for the first couple of years, but it's also something that is coming up in more job postings for presidents. So even if it's not realistic to expect it, institutions are expecting it.

13:10 - These are positions that they're emotionally draining and the expectations are often not realistic. And that's why you see both presidential salaries going up to basically get people to do the job, and also the tenure going down.

Sarah Holtan, PhD

LinkedIn

Robert Kelchen

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Can New Presidents Improve Colleges’ Financial Health?