Dr. Henry Mack is currently the Vice President of Strategy and Innovation at St. Thomas University in Miami, Florida. He previously served as the Chancellor of the Florida Department of Education, overseeing a $3 billion budget and 1.5 million students across public and private institutions. Prior to this, he held leadership roles at Broward College, focusing on workforce education and innovation. He also holds multiple faculty positions at several Florida universities and has earned degrees in theology, philosophy, and education.
In this insightful conversation with the Higher Education Digest Magazine, Dr. Mack discusses how universities can adapt to meet the demands of a changing global landscape by leveraging technology, embracing data-driven decision-making, and creating in-demand pathways for lifelong learning. He also shares his vision for helping to transform St. Thomas University into a powerhouse that prioritizes accessibility, academic excellence and training, inclusion, and student-centered innovation, while addressing the balance between nurturing critical thinking and preparing students for the future of work.
You recently joined St. Thomas University as Vice President of Strategy & Innovation. Could you walk us through your career journey leading up to this role and what inspired you to pursue a career in higher education?
I have long been passionate about how higher education is the most assured pathway to social and economic mobility. I began my career as a professor of philosophy at one of our public universities and quickly found my way into administration within Florida’s community college system. Florida has 28 state or community colleges, all of which offer 4-year degrees, but are squarely focused on the mobility of their respective residents/community. They offer in-demand workforce certificates, certifications, and degrees, nearly always resulting in high wages, and are themselves at the heart of transforming lives and communities. Shortly after the Governor was elected in 2019, I was appointed the higher education and workforce chancellor for the State of Florida. Leading systemwide change and witnessing the impact of our decisions helped solidify my passion for how higher education and industry can work together to improve lives.
After serving in that capacity for 4 years, I decided to return to South Florida to help one of our private universities achieve its goal of becoming one of the best, yet most accessible, universities in the South. Uniquely, St. Thomas University (STU) is an access-driven institution, admitting almost everyone who applies and graduating students at significantly higher rates than its counterparts. What’s more, the average annualized salary of STU graduates exceeds $70,000.00. This is amazing; it is well above the average of our public institutions. The mission, the people, and the students we serve are what brought me to STU.
From your perspective, what are the biggest challenges higher education institutions are currently facing, and how can universities adapt to remain relevant in a rapidly changing global landscape?
There’s an increasing debate about the value of higher education in the United States. Are universities primarily training students for careers, or are they nurturing critical thinking, citizenship, and personal growth? The challenge is to balance these elements. We need to focus on holistic education. Universities in the United States should aim to develop well-rounded individuals, exposed to the first principles of Western Civilization by way of a Great Books curriculum or classical education.
Additionally, United States colleges and universities must graduate students who are career-ready, equipped with industry certifications and skills, prepared to engage thoughtfully with society but also be productive employees.
Innovation plays a crucial role in transforming higher education. How do you envision leveraging technology and innovative strategies to enhance the learning experience at St. Thomas University?
Technology is changing how we work, learn, and communicate, and universities need to adapt quickly to stay relevant. From artificial intelligence (AI) to blockchain, emerging technologies are reshaping industries and education itself. STU is embracing technology in teaching and administration, leveraging a new AI-enabled enrollment management solution for admission purposes, with partners like Outrival AI, data analytics for student success, and automation to streamline administrative tasks. STU is also preparing students for future job markets by embedding industry certifications in digital skills throughout the curriculum. This is critical because these third-party, industry-recognized credentials validate skills, demanded by our business partners. Lastly, we are expanding pathways in emerging technologies by fostering research in cutting-edge fields like AI, AI ethics, new forms of computing, and more.
As someone new to this role, what is your long-term vision for St. Thomas University, and how do you plan to create an impact during your tenure?
We want STU to become a great university in the South, educating students in virtue and knowledge. This will require investment in new, innovative degree programs and non-degree programs alike. We realize the future of work is now, and that adults, as much as traditional college-going students, require frequent and fast upskilling or reskilling. For this reason, we need to create in-demand pathways that are mapped to a job. We also want to adhere to the access-driven tradition of our institution; it is our mission to help every person desirous of a better life, including the disabled, homeless, veterans, those with learning differences, adults, and those from socio-economically disadvantaged communities.
Higher education often requires balancing tradition with innovation. What advice would you give to leaders aspiring to make meaningful contributions to this sector?
Balancing tradition with innovation is one of the most complex and rewarding challenges in higher education. On one hand, universities have a long history and deeply entrenched values that guide their missions. On the other hand, they must evolve to meet the demands of a rapidly changing world, driven by technological advancements, global challenges, and shifts in student needs and expectations. I would offer the following:
Respect the Legacy, But Don’t Be Afraid to Challenge It: Universities are built on centuries of tradition, and these traditions often provide a sense of identity and purpose. However, as a leader, it’s important to both honor this legacy but push boundaries. Higher education should not be like turning the Titanic.
Prioritize Student-Centered Innovation: Innovation in higher education should always come back to the students and their needs. As leaders, the goal is to create an environment where students thrive—academically, personally, and professionally.
Embrace Data-Driven Decision-Making: The future of education is in data, and effective leaders should be comfortable using it to inform decisions. Data can help identify gaps in student learning, areas of administrative inefficiency, and opportunities for program development.
Foster a Collaborative Leadership Style: Effective leadership in higher education requires the ability to listen, and be a “people person”. A collaborative leadership style helps break down silos and encourages innovation across the institution. It is essential for leaders to demonstrate empathy and emotional intelligence. Higher education is a community and during times of disruption, students, faculty, and staff need strong, supportive leadership to feel secure in the direction they’re heading.
What is one life lesson or personal mantra that has guided you through your career, and how do you apply it to inspire others?
Be virtuous, that is, try your best to develop the habits that form an excellent character. Within higher education, this means trying your best to act with courage/conviction, to be just or fair, value honesty and be honest, love, cultivate prudence, and seek wisdom. That said it’s also important to challenge the status quo. Be disruptive. Rarely take no for an answer, especially if it is something you believe in and it’s good for students. There are a number of professionals, particularly administrators, in higher education who are fatigued and have built up a callous to innovation. Don’t let them win.