July 22, 2026 

Search Committee for Vice Provost for Academic Strategy and Effectiveness

Office of the Provost | University of Colorado Anschutz Medical Campus

RE: Application for Vice Provost for Academic Strategy and Effectiveness (Requisition #40343)

Dear Members of the Search Committee,

Universities are recognized by what they achieve. Their greatest contribution, however, is what they make possible. Long after a publication is cited, a grant concludes, or a strategic plan is replaced, what remains are the people who learned to ask better questions, collaborate across differences, exercise sound judgment, and create knowledge in service of others. Those capacities do not emerge by accident—they are cultivated through the environments universities intentionally create.

The question that has guided my career is deceptively simple: How do we design those environments? Not classrooms alone. Not curricula alone. But the broader academic ecosystem—the relationships, structures, cultures, and opportunities that shape how people learn, lead, discover, and evolve together.

Over the past two decades, I have explored that question from multiple perspectives—as an educator, researcher, interdisciplinary leader, and strategic planning partner:

• Global Educational Innovation & Distributed Upskilling: Early in my career, I designed and deployed a pioneering distributed educational model spanning more than 14 countries. By creating dynamic, fluid entry points—ranging from single-day workshops to two-week intensives and visiting semesters— agile pathways were built to upskill talent directly where potential existed, forging active, reciprocal partnerships across industry, academia, and private practice.

• Health Humanities & Technology at Stanford: Beginning in 2014, my work with the Stanford School of Medicine translated these insights into healthcare and clinical education. By introducing the early potential of digital design and 3D printing to clinical contexts, I became deeply immersed in the patient-partnered healthcare movement through Stanford Medicine X and The Stanford Clinical Science, Technology and Medicine Summer Internship Program (SASI). My contributions to innovative curriculum design, mentoring, and student transformation across these initiatives were recognized with the Stanford Award for Excellence in Medical Education. Collaborating across clinicians, researchers, patients, and national partners reinforced that groundbreaking advances emerge at the human, technological, and pedagogical intersections of our disciplines.

• Institutional Scale & Strategic Leadership at CU Anschutz: Joining CU in 2015 provided the opportunity to bring these principles to institutional scale. In 2017, I was charged with establishing and leading the CU Anschutz branch of an interdisciplinary initiative (Inworks), building it from inception into a high-impact, university-wide resource. Positioned outside traditional organizational boundaries, it became a hearth for cross-school collaboration. This foundation led to partnering with the Office of Strategic Initiatives on CU Anschutz’s first independent strategic plan—where I co-designed the campus-wide engagement process, using design innovation to bring faculty, staff, students, clinicians, researchers, and leadership across all six schools and colleges together to articulate a collective vision. This work reinforced a core leadership principle: the most enduring strategies are not simply written for an institution, but developed within it.

• Campus & Beyond Ecosystem Partnerships: To extend our institutional reach, I spearheaded complex external and cross-sector collaborations—serving on the campus COVID-19 Task Force alongside UCHealth, and leading strategic initiatives with Medtronic, Comcast, Children’s Hospital Colorado, the City of Denver (including Parks and Recreation), and rural Colorado health departments. This work demonstrated that enduring institutional progress relies on relationships that deliberately bridge academic, clinical, civic, and industry boundaries.

Across each of these experiences, I arrived at the same realization: a university’s most vital work is rarely visible.

Add about how I will help make the invisitble forces shaping the office of the provosts mission— visible—data decisions—from visible datausing ai tools of tomorrow.

It lives in the trust enabling disparate disciplines to collaborate, the culture encouraging a learner to ask difficult questions, the relational infrastructure supporting ambitious initiatives, and the ethical judgment guiding how discovery serves society.

Academic leadership, therefore, is not simply about managing programs or executing directives. It is about stewarding the conditions from which meaningful, enduring work can emerge. The Provost’s Office is uniquely positioned to steward that shared space—harmonizing talent, vision, and resources across the full educational continuum, from K–12 pre-health scholars to senior faculty, clinicians, and executive leadership. As higher education navigates rapid technological shifts, evolving workforce dynamics, and complex societal challenges, leadership must ensure strategy becomes culture. We must strengthen relational infrastructure, honor lifelong learning, and keep the institution nimble without losing its core human purpose.

If entrusted with the role of Vice Provost for Academic Strategy and Effectiveness, I bring a deep, decade-long commitment to CU Anschutz and a perspective forged through building complex educational ecosystems locally, nationally, and globally. I welcome the opportunity to partner with the Provost, faculty, staff, students, and community partners to steward the conditions that enable this remarkable institution—and the people who comprise it—to thrive and lead.

I would like to continue the dialogue.

Sincerely,