The third priority is deepening our relationships with our alumni base, donors, and supporters of the school. Philanthropy is the lifeblood of the school, and we would not be the institution we are today without their generosity. Our alumni and donors care deeply about Marshall because they believe in our mission. A key priority for me is to articulate our vision for the future and demonstrate how their support creates new opportunities for students, advances innovative research, and expands our global impact.

The fourth priority is AI. We have incredibly talented, smart, and motivated faculty who’ve been doing innovative work in AI for years. We want to accelerate that momentum and build something that’s distinctive, robust, and sustainable that will positively impact our students, faculty, staff, and USC. So, stay tuned on that front.

What are some of the challenges and opportunities you see for USC Marshall and for business schools in general that you want to address as dean?

AC: There are real challenges and headwinds facing higher education today, from shifting demographics to policy changes to society questioning the ROI of college. These trends have impacted all business schools, and Marshall is no exception. A silver lining is it has given us an opportunity as a school to assess key areas and reflect on where we want to be going forward for the next 10-20 years.

This past spring, I was commissioned to lead a task force that was charged with a broad but expedited review of Marshall’s entire graduate portfolio — what programs we’re offering, how we go about handling the recruitment and admission and conversion process, the curriculum, careers – the whole kit and caboodle.

It ended up being a bit of a head start for me in this new role, helping me understand the pain points, identify opportunities, and think about how we can make real inroads into some of these challenges.

In my conversations with the president and the provost in discussing the interim role, I conveyed that I was not interested in acting as a caretaker who simply keeps the trains running on time. It’s a pivotal moment and Marshall needs a leader who is “all in” and willing to tackle challenges that might have a horizon longer than my interim deanship. They agreed.

So, I’m not approaching this role as interim dean. I’m approaching this as dean … for an interim period. And while there are challenges, Marshall is exceptionally well positioned to turn these challenges into opportunities for innovation and growth.

How can the Trojan Family help advance USC Marshall’s priorities and support the school’s success?

AC: The Trojan Family is powerful and very eager to help. My job is to articulate the vision of where we’re headed, engage our community in shaping that future, and help people see where they can lean in and make the greatest impact. If people understand the vision, why it matters, and how they can contribute, we will accomplish great things together.

Everything is ultimately to benefit our students. That’s who our alumni really want to help. They want today’s students to have the same transformative USC Marshall experience that shaped their own education and blessed their career and personal lives. If we can provide students an exceptional Marshall experience at every touchpoint – as a prospective student through orientation, in the classroom and career preparation, to graduation and lifelong engagement as a Trojan — that’s the holy grail.

You have a reputation for human-centered leadership. As you’re stepping into this new role, how do you continue to put people first, such as our students, faculty, staff, and alumni?

AC: We are nothing more than our people, and our purpose in being here is to serve people. If you boil everything down, we are simply trying to help our students advance and improve their lives. That begins with a career-ready educational experience that prepares them to succeed in ways that are uniquely Marshall. If we do that well, there will be a ripple effect on our students, how they serve in the workplace, and in the community at large. Our students are our focus.

All along the way, we should keep a very close eye on the people who work here, at Marshall, to make that happen. The people who deliver our fantastic programs — faculty, staff and others — should have the opportunity to thrive in their work, much in the same way we strive to help our students thrive in their education. That may sound a little bit pie in the sky or esoteric, but what is the unit of observation in society that matters more than the person? There isn’t one.

So, I want to lead in a way that supports people as much as possible. It doesn’t mean everything’s a yes or that everyone gets exactly what they want, but it does mean a culture where we have a defined purpose and mission and where people feel empowered and supported in helping reach those aspirations. If we can do that well, the school will be better off and our students will be better served.