Dean, College of Liberal Arts, Feburary 2018-current.

  • Lead largest academic unit on campus with over 350 full-time employees and 2,500 students
  • Manage college‚Äôs financial, physical, and human resources
  • Facilitate the success of 11 departments & 8 centers housing 20+ undergraduate majors & concentrations, 50+ minors, 6 M.A. & 2 Ph.D. programs
  • Participate in university-wide Student Success initiatives
  • Oversee faculty hiring and diversity initiatives
  • Liaison to external constituents to further the mission of the College

Interim Dean, College of Liberal Arts, May 2016-February 2018

  • See above.

Associate Dean, College of Liberal Arts, January 2014-May 2016.

  • Supervised undergraduate advising office & select staff members
  • Lead strategic planning process
  • Oversaw all curricular development
  • Responsible for all aspects of space & facilities use planning

Assistant Dean, College of Liberal Arts (Responsible for Institutional Effectiveness and Retention), August 2010- December 2013 

Institutional Effectiveness

  • Assisting departments with the refinement and evaluation of Student Learning Outcomes. 
  • Creating a better understanding of assessment and helping to integrate assessment into the culture.
  • Assisting with the implementation of TK20.
  • Coordinated the creation of five-year retrospective reports for departments. 


  • Evaluation institutional retention data.
  • Developing strategies to improve Freshmen retention and Junior Persistence within the College of Liberal Arts.

Training/Professional Development

CCAS 2016

  • Conflict Management for Deans


  • From Silos to Bridges: Collaborative tools to select a QEP TopicNavigating a SACSCOC Accreditation Review 
  • Using a Compliance Readiness Audit


  • Planning for First Year and Transfer Student Success and Persistence 
  • Navigating a SACSCOC Accreditation Review 

NSSEE Training at THEC, 2011 Fall


  • Assessing student learning: a beginners workshop 
  • Achieving Compliance with CS3.3.1: Simplifying the Process (and core 2.5) 
  • Through the Eyes of an IE Evaluator (training to conduct an Institutional Effectiveness Audit)