Anthony Davis, President, Livingstone College

Invest: spoke with Anthony Davis, president of Livingstone College, about the institution’s rapid growth, its investment in technology, and the role HBCUs can play as talent drivers and economic engines. “We are not running from AI, we are running to it,” Davis said.

What shifts or challenges over the past year have most influenced how you are leading the institution today?

When I think about Livingstone College, the biggest shift has been our pace of growth. In the three years that I have served as president, the college has grown from roughly 714 students to 1,027. That is significant growth for any institution, and especially for an HBCU. At the same time, we have improved retention. Over the last three years, our freshman retention average has been about 73%, and our upperclass persistence rate is about 88%.

That kind of growth changes how you lead. Once enrollment rises quickly, you have to make sure the student experience keeps pace. That means investing in the technological platforms, systems, and support structures that allow you to sustain growth rather than simply enjoy it for a short period. Our focus has been on making sure that growth is supported, intentional, and durable.

How is technology changing the way Livingstone delivers education, and what role are online and hybrid models playing in that?

Technology is central to how we are serving students today. We are one of the few HBCUs in the region accredited to offer a Bachelor of Science in business administration fully online. That allows us to serve students who cannot always make it to the main campus but still want the Livingstone experience. Our MBA operates in a hybrid format, which gives students both in-person instruction and the flexibility of digital tools as part of their academic journey.

Technology is also helping us respond to our own success. Because we have grown so quickly, some students who are physically on campus still need to take online classes because we are stretching our academic space. That shows why investment in infrastructure and technology has to happen together.

Just as important, technology is helping us support student success. We use a platform called EAB to identify students who are academically at risk and intervene early. We serve many students who face socioeconomic challenges, so the ability to identify, inform, and act quickly matters. That system has helped us build an early intervention model that allows students not only to catch up, but to keep up and soar.

How are you approaching AI and other emerging skills that employers increasingly expect graduates to have?

We are intentional about how, when, and why we use AI. Livingstone has historically been known as a liberal arts college, and that foundation still matters. Students still need to think critically, communicate clearly, and analyze information well. AI should not replace those skills. It should support them.

I often use the example of learning with a calculator as a child. It was a powerful tool, but I was taught that I still needed to know how to do the work manually. I see AI the same way. It should never become a crutch. It should be a tool that drives efficiency, supports learning, and helps students grow.

That is the approach we are taking. We are not running from AI, we are running to it. In the months ahead, you will see a more deliberate AI design on our campus, where students will be expected to understand how AI works and how to leverage it responsibly. One early example is in recruiting. We are no longer a 9-to-5 institution. We have applicants and students across multiple time zones, with students from 26 countries and 37 states. AI bots help us respond to inquiries and support the recruiting process in real time.

How does Livingstone’s location in the Salisbury and greater Carolinas region support recruitment, retention, and partnerships?

I talk about the three As: access, opportunity, and exposure. Our location gives us access to an extraordinary range of resources. Through the I-85 corridor, we are connected to Charlotte, Kannapolis, Greensboro, and Research Triangle Park. That puts us in a strategic position as a higher education institution that develops and deploys talent into multiple industries.

We do not see ourselves simply as serving students. We see ourselves as preparing graduates who can compete and contribute in a global context with competence and confidence. Through our Career Readiness Institute and through the use of technology, we are helping students prepare not just for one type of employer, but for many different industry functions. Hospitals need accountants and marketers just as banks and corporations need technical talent.

Being in this region gives us the opportunity to connect our students with all of those pathways. It also allows employers to see the value of partnering with an institution like Livingstone.

How are you thinking about partnerships with employers, nonprofits, and other institutions to expand opportunity for students?

Partnerships begin with exposure. We want employers and community partners to come to campus, recruit talent, and help shape talent. I often say we are giving companies the chance not only to mine for talent, but also to make talent. If an employer has a specific need, we want to understand it and help create the pathway that gets students there.

We also help our students think strategically about their first career opportunities. I tell them to pay attention to an organization’s culture, climate, and career path. Who does the employer say they are, and will you actually experience that when you arrive? What will it feel like to work there? Can they show you where someone like you can grow three or five years down the line? Those are practical questions, and they matter in a global economy.

How do you measure the long-term economic mobility that Livingstone creates for its students?

Social mobility is one of the clearest measures. Livingstone serves a student population in which 97% qualify for Pell Grants, and most receive the full Pell award. These are bright, talented students, but many come from economic circumstances that would limit their future without access to education.

That is why our role matters so much. Livingstone is ranked No. 35 in the South for social mobility. We are bringing students from lower economic strata into an environment where they can graduate, enter the workforce, accumulate wealth, and change the trajectory of their families.

We are also seeing stronger academic profiles among incoming students. Over the last two years, we have enrolled the two most competitive classes in our history. A growing share of our students are arriving with GPAs in the 3.7 to 4.0 range, and more than 40% come in academically talented and gifted. Because of unprecedented philanthropy, we are able to invest directly in those students. If a student comes to Livingstone with a 3.7 GPA and maintains strong academic performance, that student can graduate without debt. That is real economic mobility.

What are your top priorities for Livingstone over the next three to five years?

Transformation. This campus will be totally transformed, and technology will be at the center of that transformation. We are bringing on systems that will make us more efficient and effective, but more importantly, they will enhance the student experience.

You will also see significant capital investment. In the next three years, we expect more than $225 million in capital investment into Livingstone College. That includes new construction, improvements to our technological infrastructure, and projects that strengthen our long-term economic model. We are working toward a future where the institution is not dependent solely on tuition and fees, but has additional economic drivers that support sustainability and growth.

We will also continue attracting some of the best and brightest students in the country; students who want a college experience that helps them unlock their potential and prepare for meaningful careers.

What would you like the broader community to understand about Livingstone College?

People should understand that Livingstone has a historic past, a progressive presence, and a visionary future. We were founded in 1879 by descendants of freed slaves who understood that emancipation without education would never be enough. They started a school with limited resources but with a powerful sense of purpose.

That mission still defines us. We continue to serve the underserved, the underrepresented, and the under-resourced, and we are doing it while building a stronger, more innovative institution. Our future is bright, and our impact on this region will only continue to grow.