Xavier Garza-Gomez, Interim Dean of the College of Business, Texas A&M University-Victoria

Invest: spoke with Xavier Garza-Gomez, interim dean of the College of Business at Texas A&M University-Victoria, about the university’s transition into The Texas A&M University System and its evolving regional mission. “We need to get more students, and we need to retain them, graduate them, and help them find jobs,” Garza-Gomez said, underscoring the college’s focus on recruitment, retention, and workforce alignment.

Texas A&M University-Victoria has transitioned into The Texas A&M University System. How has that shift changed the strategic direction of the College of Business?

The transition has changed our focus in several important ways. First, we now have a clearer mandate to serve the rural communities around Victoria and the neighboring areas. From the College of Business perspective, that means expanding programs to reflect the economic realities of the region.

We already offer a Bachelor of Business Administration with several concentrations, but we are adding an agribusiness concentration to fit regional needs. That program is scheduled to launch in fall 2026. In addition, as part of the broader A&M identity, the university is expanding into engineering. A mechanical engineering degree is expected to open in fall 2027, reinforcing the Agricultural and Mechanical roots of the A&M system.

Operationally, the shift has also required adjustments. System policies, procedures, and technology platforms differ. Information systems are being updated, and some transitional processes are still underway. It is a long-term change that will take time to fully complete.

Another major shift has been instructional delivery. During COVID, we moved entirely online. Now, as online education has become widespread, the A&M system has encouraged a stronger return to face-to-face instruction. That renewed emphasis is shaping how we structure programs moving forward.

What new opportunities does the Texas A&M name create for students and local partnerships?

The Texas A&M name carries significant recognition across the state and nationally. The alumni network, brand strength, and research reputation create credibility that benefits our students and enhances our ability to build employer partnerships.

One example is the PSA admissions pathway. Students who are not admitted to the main campus in College Station can begin at regional institutions like ours and, if they meet GPA requirements, transfer to the flagship campus. That pathway expands opportunity while maintaining high standards.

Beyond admissions, the system provides institutional support, training, and integration into a broader academic network. Being part of the A&M System strengthens our recruiting efforts and reassures employers about the quality of our graduates.

How are you aligning programs with regional workforce needs, and which sectors are driving demand?

We continuously evaluate enrollment patterns and employer demand. Construction management has grown significantly due to infrastructure and development activity in the region. We have been graduating students in that concentration for several years, and interest continues to rise.

Supply chain management is another area of strong demand. With regional ports, logistics infrastructure, and industrial expansion, companies require graduates who understand inventory management, transportation systems, and operational efficiency.

Traditional concentrations such as accounting, finance, and management remain steady pillars of enrollment. We also anticipate that healthcare administration demand will rise again over time, given demographic and industry trends across Texas.

Agribusiness is expected to grow as well, particularly as we deepen partnerships with ranchers, agricultural lenders, and regional producers who helped shape the curriculum.

Is there growing demand for shorter-term credentials such as AI or cybersecurity certificates?

Interest is certainly increasing, particularly in AI, cybersecurity, and data analytics. Many institutions are offering certificate programs in these areas.

However, demand ultimately depends on employer valuation. If employers recognize and reward these credentials, they will continue expanding. Regional universities must also consider resource limitations when entering this competitive space, especially given competition from large online platforms and flagship institutions.

From an accreditation standpoint, AACSB standards require business schools to incorporate technology and analytics competencies into curricula. As a result, AI and data analytics are being integrated into degree programs to ensure students graduate with relevant skills.

How do you work with employers to ensure students are ready for the workforce?

We maintain a dean’s advisory board comprised of regional business leaders. We present curriculum plans to them and ask directly what skills they expect from graduates. We request specific input, including technical competencies such as Excel proficiency, modeling skills, Tableau familiarity, and data analysis capabilities.

In addition, faculty engage in consulting projects with local companies. Students participate in applied assignments, including surveys, research analysis, and make presentations of strategic recommendations to panels of judges that include local business owners. Employers are invited to classrooms and campus events to share industry insights and expectations.

When developing new programs such as agribusiness, we convened bankers, accountants, ranchers, and agricultural leaders to identify necessary competencies. Staying relevant requires continuous dialogue with employers to ensure that programs reflect current industry standards rather than outdated technologies.

How are you balancing affordability with investment in faculty, technology, and student services?

Sustainability depends on enrollment. Business faculty salaries are typically higher than in other disciplines, so maintaining sufficient enrollment is essential to support operations.

We must generate enough tuition revenue to invest in labs, software, advising services, and student support infrastructure. Growth in Texas is critical. Institutions that fail to grow struggle financially.

Competition is also increasing. Some community colleges are beginning to offer four-year degrees, shifting from being partners to potential competitors. Regional universities must therefore differentiate themselves through research, deeper academic engagement, and stronger industry partnerships.

The A&M system is also encouraging regional campuses to increase research productivity and societal impact. That expectation adds another layer of responsibility but also opportunity.

The region is competitive for students and faculty. What is your strategy for attracting and retaining talent?

Our geographic focus has shifted to a 100-mile radius around Victoria, which includes parts of the southwest Houston metro area. We are targeting high school students in that radius and emphasizing our small-campus environment.

Our distinguishing strength is close faculty interaction, smaller class sizes, and personalized support. Students benefit from an environment where faculty know their names and provide direct mentorship.

We are also working closely with school districts and regional employers to create clear career pathways that encourage graduates to remain in the community. Retaining talent locally is essential for regional growth.

As interim dean, what are your priorities for 2026?

Recruitment and retention are central. We need to elevate program quality, launch the agribusiness concentration, and strengthen community engagement. We need to get more students, and we need to retain them, graduate them, and then help them find a good job.

Improving student experience, deepening connections with business leaders, and ensuring graduates access meaningful employment opportunities are core priorities. Over the next several years, we will focus on strengthening enrollment pipelines, maintaining academic rigor, and reinforcing partnerships that support long-term sustainability.

We are also proud to have become the 12th university in The Texas A&M University System. The symbolism of the 12th Man carries significance within the A&M culture, and we are optimistic that this integration will help position the university for long-term success.