Joe Way

It has our, you know, two vice provosts, teaching and learning center, the upper administration, um,

The VP for facilities management, a registrar, and myself, five of us at the top level of the university work on this working group for what we're going to do.

And so that comes with, you know, yes, pressure to perform, but also it comes with the ability to have support, right?

Right?

I'm not just speaking from, you know, eight levels down an org structure saying, do this, we need to do this, and hope that somebody does it.

I've got the direct ear, you know, and I have the greatest boss, two bosses, Lucy and Veronica, for Veronica, WCIO, and then to Lucy or CIO, who believe in this.

Ironically, we were all on the same team at USC together, too, doing the same thing.

And...

And so with that, we knew that we needed to move the university forward.

It got to a point where that was part of a five-year strategic plan that was created before we came in.

And the university said, let's do it.

Brought in our boss.

We recruited our teams.

And because we had the vision that was signed off on, I was able to hire to the vision.

Right.

And so I get to, you know, how about one of the learning lessons?

Could every school do this?

Could every company do this?

Maybe not.

Right.