Innovative Leadership and Custom Solutions for the Unique Challenges of Complex Enterprise Systems and Organizations. Specialists in providing culture and context-specific solutions and analysis for knowledge organizations and not-for-profit enterprises elements of administration, organization, operations, academics, and technology-enabled instruction, customer service, and operations.

Support and guide the growth and development of the Department of Nanoengineering including student recruitment, faculty recruitment, mentoring of faculty, organization and policy analysis, and process redesign.

Serve on President’s three-member Senior Executive Leadership Team. Serve in the absence of the President. Responsible for all phases and aspects of the NSU’s complex, six-campus, and extensive national online academic enterprise, including strategic planning, revenue generation, expenses, budget, and personnel. Responsible for institutional academic quality, integrity, and accreditation. Lead development and implementation of academic affairs vision, strategic plan, and master plan. Establish and review Academic Affairs Policies. Initiate and support fundraising and advancement activities. Serve as Administrative Liaison to NSU Board of Trustees’ Academic Affairs and Strategic Planning Committee.OVERVIEW OF MAJOR INITIATIVES AND PROJECTSLed teams to reorganize and restructure Academic Affairs to align culture and operations with Vision 2020 Strategic Plan and address enrollments declines. Complementing the Academic Affairs rebuilding was also the development of a strategic plan for NSU research, which identified four focus areas of research and the need to hire research faculty and address research administrative leadership, policies, and incentives. As the Provost, instituted a systematic review, revision, and creation of Academic Affairs policies and procedures to align with the new organization structures, research imperatives, and goal of transitioning NSU culture to a national reputation for academic quality and student success. Selected as one of 32 Chief Academic Officers and Provosts nationally by the Association of Chief Academic Officers (ACAO) for the two-year Digital Learning Fellowship Program sponsored by the Bill and Melinda Gates Foundation. Total enrollments stabilized around 20,000 students in the last three years.

Part of the Chancellor’s five-member Executive Cabinet. Serve as the chief administrative officer in the absence of the Chancellor. Lead all aspects of the University’s academic enterprise, including budget creation and fiscal responsibility. Responsible for institutional academic quality, integrity, and accreditation. Develop and implement academic affairs vision and strategic plan. Advance multicultural and international initiatives within the University. Responsible for the faculty promotion and tenure process and its integrity. Adjudicate faculty grievances. Initiate and support fundraising and advancement activitiesOVERVIEW OF MAJOR INITIATIVES AND PROJECTSInstituted a data-driven decision-making approach emphasizing transparency, measurable outcomes, project management, and collaborative problem-solving. After four years, PUC’s academic programs flourished at record-level enrollments, deficits eliminated, and the budget under control. Faculty research and scholarship improved, admission standards raised, and fall-to-fall retention rates reached 70%, all records. External research funding doubled from FY2008 to FY 2012, exceeding $14,000,000. Collaboration with Academic Partners, Inc. brought online students to PUC and attracted over 1200 new RN to BS nursing and M.S. Education students from across the country

Manage growth, develop staff, established a new college, including creating a vision and strategic plan. Partner with local government and business leaders on regional economic development and industry recruitment. Oversee and expand extensive graduate and undergraduate distance learning programs. Obtain gifts and grants. OVERVIEW OF MAJOR INITIATIVES AND PROJECTSEstablished a new College of Technology and Computer Science from the existing two department school and three departments from three different campus colleges. More than doubled enrollments in four years, as well as led the creation of ECU’s first undergraduate engineering program and engineering department and implemented new online master’s degree programs in software engineering and construction management and expand existing online programs. During this time, external awards and gifts went from $50 K to exceeding $2.5 M annually, and scholarly publications grew by a factor of nine. Successfully managed growth and organizational change

: Lead eight faculty, three staff, 15 part-time faculty, and graduate assistants in the graduate-only department (three Master’s programs and a Ph.D. program) and manage a $1,700,000 budget. Oversee quality control and management of synchronous distance learning programs delivered to over 30 sites nationally and internationally each semester. OVERVIEW OF MAJOR INITIATIVES AND PROJECTSIncreased enrollments 300%. Created hugely successful CD-ROM based distance learning Master of Engineering Management program for U.S. Navy Nuclear Officers and led the development, implementation, and management of M.S. and Ph.D. degrees in Modeling and Simulation. In partnership with the Department of Defense, Dr. Rogers led the creation of the National Center for System of Systems Engineering. Increased annual scholarly publications by a factor of ten and more than doubled external research funding. Expanded Continuing Education and Corporate training programs and short courses.

Lead 22 faculty, 12 part-time faculty, six staff, and 30 graduate assistants; manage $4,500,000 annual budget; teach; represent UCF in academic issues pertaining to modeling and simulation to outside businesses, not-for-profit organizations, and government organizations; administrative director of the Intelligent Simulation Training Systems Laboratory with a director, research faculty, and up to ten graduate students; UCF simulation academic liaison with Department of Defense training commands, industry, Federal Agencies, and other academic institutions; coordinate university modeling and simulation academic issues; advise graduate students.

Teach courses in information systems, system engineering and analysis, computer systems, and engineering problem solving. During summer of 1988, spent summer as Visiting Summer Faculty at Federal Aviation Administration (FAA) Headquarters in Washington, D.C. in FAA Vertical Flight Office. At FAA worked on national airspace infra-structure design issues related to the civil tiltrotor and use of simulation to study those issues

Teach courses in electronic technology, coordinator for mandatory co-op program, industrial liaison with local industry; revised curriculum to bring it into compliance with state community college guidelines; advise and counsel students.

Revise and develop electronic technology curriculum; hire, supervise, and evaluate faculty; allocate resources; organize and chair industrial advisory committee; recruit students; student placement; teach courses in electronics technology; advise students.

Consultant to several government agencies on air traffic control systems and problems. Analyze requirements/needs of new command, control, and communication systems.

Develop methods for test and evaluation of command and control systems and equipment. Perform project management, and contract monitoring, supervise technicians and junior engineers.