Learn more about my research interests below.
Marketing & The Enrollment Cliff
My doctoral research examined how universities can strategically use marketing to minimize and mitigate the impact of the predicted enrollment cliff.
I first encountered the data at a conference session: beginning in 2025, higher education would face 350,000 fewer high school graduates progressing to college. What struck me most was not just the numbers, but the lack of conversation around them. Few were preparing, and I decided to change that.
My work explored the enrollment cliff projected between 2025 and 2037 through three primary lenses: geographic markets, institutional segments, and student demographics. These trends were already widely documented, but what I contributed was reframing them in a marketing context, asking how segmentation, positioning, and targeting might help institutions respond.
To deepen this perspective, I interviewed higher education marketing professionals about how they were preparing for the cliff. From these discussions, key themes emerged that reflect core marketing principles:
- Change leadership: positioning marketing as a driver of institutional transformation
- Cross-functional collaboration: breaking down silos to create unified enrollment strategies
- Brand differentiation: clarifying and communicating institutional value in a crowded market
- Personalization: tailoring the student journey to meet evolving expectations
- Value communication: reframing marketing as a strategic investment rather than a cost
In short, while the demographic data was already known, my research focused on translating it into actionable marketing strategies, helping institutions not just understand the challenge but proactively position themselves for resilience and growth.
Leading Teams for Success
As leaders, it is critical to support teams, coach members, and invest in their personal and professional well-being. My research interest in this area centers on how to do better by our people.
A leadership course changed my life. As a rising leader, I had the opportunity to participate in Leadership Arkansas Tech, a program that introduced me to a wide range of leadership theories. That experience helped me understand the value of theory as a toolkit for leaders. By learning different approaches, we can adapt to unique contexts and respond more effectively to the challenges we face. Some of the frameworks I have explored include systems theory, situational leadership, emotional intelligence, and crucial conversations.
I believe leadership in higher education often develops by accident—you are great at your job, and suddenly you are managing others doing that job. Too often, there is little to no preparation for that shift. My hope is to change that by providing leaders with both practical strategies and a grounding in theory, so they can lead with purpose and confidence.
To further this mission, I developed a seven-week Enrollify course, Lessons in Leadership, which gives participants a foundation in key theories and how to apply them in real-world situations. I have also taught leadership sessions through UCDA and CASE District IV, and in the coming year, I will serve as a leader with the CASE Academy.
Ultimately, my goal is to help higher education marketers and other professionals build stronger, healthier teams by equipping leaders with the insights, skills, and confidence they need to succeed.
Strategies for Collaboration
Building collaboration with campus partners is critical, and I have researched and published multiple tips that university teams can strategically employ to build collaboration.
Building collaboration with campus partners is critical, and I have researched and published multiple strategies that university teams can employ to strengthen cross-campus alignment.
Early in my career, I received a viewbook back with 85 edits. As my team worked through them, it became clear that the issue was not the edits themselves, but a deeper disconnect: Admissions and Marketing were not aligned. That realization shifted how I approached collaboration.
I began by building bridges with Admissions, and over time, extended that approach to other key partners across campus. At my current institution, collaboration has become a core practice. Admissions and Marketing are tightly aligned: we meet regularly, share goals, and coordinate efforts to advance the university’s objective. MarComm also partners strategically with Academic Affairs, Student Affairs, Advancement, Athletics and other units to ensure the institution is positioned for long-term success.
I have shared insights from this work broadly, including publishing in AACRAO’s SEM journal and Inside Higher Ed’s Call to Action blog. I also speak and write frequently about collaboration, emphasizing that alignment across campus is not simply about smoother workflows but about positioning the university more effectively in an increasingly competitive marketplace.
My ongoing research interest lies in exploring how higher education leaders can strengthen collaboration across functional areas to break down silos, build trust, and maximize impact. By focusing on shared purpose and strategic alignment, institutions can not only avoid inefficiencies but also amplify their collective ability to serve students.