James Michael Burkett, President, Northbridge University

Invest: spoke with James Michael Burkett, president of Northbridge University (formerly NUC Florida Technical College), to discuss how the institution is aligning career-focused education with Central Florida’s growth, employer demand, and the needs of non-traditional learners. With campuses across Florida and Puerto Rico, the university is expanding programs in high-demand fields like healthcare and the construction trades while keeping an eye on how technology is changing the workplace. “We’ve seen a lot of businesses move here, grow, and expand, and we want to continue to be part of that by helping Floridians secure those great jobs,” Burkett said.

Would you mind giving us a quick overview of the university, its mission, and its vision for the next couple of years?

Northbridge University is a multi-state institution designed to serve today’s learners and meet the demands of tomorrow’s workforce. We have 9 campuses across Florida, 19 in Puerto Rico, 3 in Oregon, and a growing online presence serving students nationwide, reflecting both our scale and our purpose.

Our mission is centered on expanding access to career-focused education, delivered in both English and Spanish. We also have translanguage programs, which some people refer to as bilingual, though it’s a little bit different in how it’s delivered and supported.

Academically, we offer a full spectrum of pathways, from continuing education and diplomas to associate, bachelor’s, master’s, and doctoral degrees. That is intentional, because our students come to us at different starting points, with different goals, but all seeking a clear path forward.

We offer programs across a range of high-demand fields. Healthcare is our largest vertical, complemented by construction trades, business, IT, and hospitality, as well as beauty programs in Puerto Rico, all aligned with real workforce needs.

Today, we serve close to 27,000 students across the institution.

Looking ahead, our vision is to continue growing in ways that remain firmly tied to outcomes, expanding programs that lead directly to careers, staying responsive as workforce demands evolve, and advancing offerings in areas like artificial intelligence to ensure our students are prepared for what’s next.

Given your presence in Central Florida, what makes Orlando and the region a strong place to operate, and how does the area differentiate itself in talent needs and business alignment?

Central Florida is a uniquely strategic place to operate, with significant room for growth. The population density is lower in many areas, and there is still land to expand and build. Across the region, particularly in Osceola County, with innovation hubs like NeoCity, you are seeing intentional expansion, infrastructure investment, and the development of new economic centers.

While the region has long been known for tourism, it has become increasingly diversified. We see strong activity in the space industry, military simulation, and continued growth in areas like chip manufacturing and high-tech industries. That diversification is driving demand for talent across multiple levels, technical, professional, and specialized.

We are also seeing a steady influx of people moving into Florida. With that growth comes a clear need to ensure workforce development keeps pace. At the university, our goal is to help reduce the need to import talent from other states, particularly for roles that can and should be filled by individuals already living in the region.

Even though we offer programs through the doctoral level, our core focus remains workforce development. Our programs are aligned to specific career paths and career clusters, so students can clearly connect their education to employment opportunities in a practical and meaningful way.

How is Northbridge University and its priorities aligned with Florida’s growth?

Northbridge University is strategically aligned with Florida’s growth, and that alignment is reflected in the momentum we are seeing across our campuses.

Some of the fastest growth has been in construction trades, driven by continued expansion in Central Florida, as well as broader economic shifts that are reshaping how people think about career stability.

Many industries have experienced layoffs and transitions, and artificial intelligence is changing the nature of work. As a result, students are becoming more intentional about the careers they pursue—focusing on fields that are in demand and less likely to be disrupted. Trade careers, in many ways, offer that stability. You’re not going to use AI to fix your AC unit in July, and that reality is resonating. These fields are increasingly seen as offering both strong opportunity and long-term value.

At the same time, about a year and a half ago, we began offering licensure nursing programs in Florida, with campuses in Kissimmee and Tampa and plans to continue expanding. We offer ASN, BSN, and LPN programs, all aligned with a critical and urgent need in the state.

Florida continues to face a significant nursing shortage, particularly for bilingual professionals who can effectively communicate with the communities they serve. That is where we see a clear opportunity to contribute, by preparing talent that not only meets workforce demand but also reflects the populations it serves. With the ongoing nursing shortage and the growing need for bilingual professionals who can truly connect with residents, this represents a meaningful value add for the communities we serve.

How can higher education ensure AI complements, rather than replaces, the human and mentorship side of university life?

I see AI as an add-on, a meaningful value add. There are clear opportunities behind the scenes to support operations and administrative workflows, but from a student perspective, the greatest opportunity lies in how AI can enhance support and expand access.

We are currently developing tools designed to function as tutors and study support, solutions that can learn from a structured body of content and provide real-time assistance when questions arise. That is especially important for students balancing school with work and family responsibilities, who may not always be able to rely on traditional office hours.

At the same time, we are updating our curricula to integrate AI in ways that reflect how these tools are used in the workplace. The goal is not to teach AI in isolation, but to ensure students understand how to use emerging tools responsibly and effectively within their chosen field. In that way, AI enhances learning and performance, without replacing the critical thinking and mentorship that remain essential to student growth.

How do you view the education landscape in Florida, and what are some key issues to address?

Florida offers a wide range of options for students, depending on what they want to pursue. One of the key issues is continuing to remove the stigma around the non-traditional student, because that is who we primarily serve. By non-traditional, we mean students who are working, raising families, changing careers, or reskilling and upskilling to remain competitive.

While we do serve some students coming directly out of high school, most of our learners are not pursuing the traditional four-year residential experience. They are looking for a more direct path, one that helps them enter the workforce or advance within it. Our focus is on providing education that connects clearly and intentionally to employment outcomes.

There is also a broader shift needed in how technical and vocational education is perceived. Careers such as electrical work, HVAC, welding, and nursing offer strong, stable opportunities and play a critical role in everyday life. When you look at what keeps communities functioning, it is trade professionals, frontline healthcare workers, and those supporting networking, cybersecurity, and essential business operations.

Florida’s state institutions do an excellent job, and I am a product of that system myself. Our role is complementary. A strong higher education landscape requires a full ecosystem, with both public and private institutions serving different types of learners and different needs.

One area where there is opportunity for improvement is post-secondary choice. Florida has made significant progress in K-12 school choice, where families can select what best fits their student. At the post-secondary level, options can feel more limited, and private institutions are sometimes viewed differently. Students should evaluate any institution based on outcomes, accreditation, program relevance, and alignment with their career goals. Helping students make informed decisions is essential to addressing broader challenges in higher education.

How is the university expanding partnerships with employers and industry partners to create opportunities for students, especially in healthcare, business, and technology?

We are deeply engaged with business organizations and chambers across the region, including the Hispanic Chamber, the African American Chamber, the East Orlando Chamber, and the Orlando Economic Partnership, among others. Those relationships are essential because they connect us directly to employers and provide real-time insight into workforce needs.

We also convene advisory committees several times a year, bringing together employers and industry professionals to evaluate our curriculum and provide direct feedback. We ask what skills will be needed not just today, but two to three years from now, so we can stay ahead of demand rather than react to it.

Ultimately, our goal is to partner with both large and small employers in a meaningful way, helping to build the talent pipelines they depend on. That requires continuous dialogue, strong alignment, and a willingness to adapt our programs so students graduate with the skills employers are actively seeking.

Looking ahead three to five years, what are your top priorities, and how do they reflect the broader educational landscape in the region?

Looking ahead three to five years, a major priority is continuing to evaluate and offer programs that lead to strong, sustainable careers. Those careers must provide competitive wages, and students need to see a clear return on their investment. At the same time, we must anticipate workforce needs, not just for today, but for two, three, five, and even ten years ahead. That requires a forward-thinking approach and a willingness to evolve.

We are also focused on modalities and schedules. Today’s students are balancing work, family, and other responsibilities, and traditional models with rigid structures no longer meet the needs of many learners.

I often say that sometimes the current generation thinks the microwave takes too long, people are used to accessing what they need instantly. While education must maintain rigor, we also have to embrace that expectation of accessibility in how we deliver it. Students need critical skills, but they also need flexibility in how they engage with content and progress through their programs.

Is there anything you’d like to add?

Florida is experiencing strong and sustained growth and maintaining that trajectory depends on having a skilled workforce to support it. It does little good to attract great companies if we do not have the talent needed to meet their workforce demands.

Florida has proven to be an exceptionally welcoming environment for business. We have seen companies relocate, grow, and expand across the state, and we want to continue playing a role in that progress, by helping Floridians access and secure those opportunities.