Hubert Benitez, President, Saint Peter’s University

In an interview with Invest:, Hubert Benitez, president of Saint Peter’s University, emphasized the institution’s mission-driven approach to education and its commitment to serving a diverse, evolving student population. “We’re truly changing lives, one student, one family at a time.”

What is the university’s role in the broader educational landscape?

While this is my first time serving in the state of New Jersey, I’m no stranger to the Northeast. I’ve previously served in Connecticut, New York, and Massachusetts. Before I arrived at Saint Peter’s University, I served as president of Saint Luke’s College of Health Sciences in Kansas City, and then president and CEO of American International College in Springfield, Massachusetts. I hope my presidency at Saint Peter’s will be the culmination of my academic and professional career. I aspired to conclude by leading a Jesuit Catholic institution of higher learning.

As you may know, there are 27 Jesuit Catholic universities in the United States. Some are quite renowned: Georgetown University in Washington, D.C., Boston College in Massachusetts, and Fordham University in New York. While others are in the Northeast and across the nation, Saint Peter’s is the only Catholic Jesuit university in New Jersey. We were founded 153 years ago by the Society of Jesus (Jesuits), with the mission of creating educational opportunities for individuals from diverse backgrounds.

Our location in Jersey City, one of the most diverse cities in the nation, perfectly aligns with that mission. Jesuit education emphasizes educating the whole person, and we extend this to all students, especially those who are first in their families to attend college or come from disadvantaged backgrounds. A core tenet of Jesuit values is social justice, and at Saint Peter’s, that’s more than just a concept; it’s the foundation of everything we do. While the broader conversation around diversity, equity, and inclusion is facing resistance in some sectors, we remain apolitical in those debates, yet unwavering in our commitment to the Jesuit Catholic principles that guide our institution, including respecting the dignity and value of each person.

Over the past year, what market or operational changes have impacted the institution?

Saint Peter’s University has experienced a period marked by three key elements: discovery, progress, and challenges.

Discovery has been central to my first year as president. While I came with experience in higher education leadership, I knew little about Saint Peter’s specifically — its culture, community, and operational nuances. I’ve spent this year deeply immersing myself in the life of the university, meeting with more than 250 stakeholders, including business leaders, elected officials, nonprofit executives, alumni, and community members.

Challenges persist throughout the higher education landscape. First is the enrollment cliff, a national trend marked by declining enrollment. This is due to several factors: the questioning of higher education’s value, concerns around affordability, and skepticism about the return on investment. A particular challenge in New Jersey is the outmigration of high-school graduates; many leave the state for college elsewhere. That was a surprising discovery for me.

Second is the issue of financial constraints. As enrollment declines, so does tuition revenue, putting pressure on institutional finances. This, many times, may result in staffing reductions, reduced program funding, and strained operational budgets.

Third are regulatory shifts from the federal government. These aren’t inherently negative, but they require adaptation. 

Fourth is the rise of artificial intelligence, which is transforming how we teach and how students learn. Higher education must evolve in response to these technological disruptions.

Fifth, and crucial for us, is the demand for workforce development. At Saint Peter’s, we’re proud that most students come from a 25-mile radius and choose to remain in New Jersey after graduation. We’re actively addressing local workforce needs through our academic programs.

Finally, progress. The most significant development this past year was the creation of our new strategic plan, Igniting the Mission: A Strategic Plan for 2025–2028. It reaffirms our Jesuit identity while laying out a bold, innovative course for institutional growth. We welcomed our largest undergraduate class in six to eight years and are investing in new academic programs and core operational areas. Despite sector-wide challenges like limited public funding and the rising costs of technology and operations, we are growing and adapting while staying true to our mission of access and opportunity.

How is the university leveraging its urban location to create opportunities for alumni and community partners?

Saint Peter’s is a pillar of Jersey City and an integral part of Hudson County’s educational landscape. We embrace that role with pride and responsibility.

We serve two primary student populations. First is our large commuter population; many students live within a 10- to 15-mile radius. They may work one or two jobs, care for family members, and still find time to pursue their education. We’re proud to support these students. Second, we also maintain a residential campus with students from across the country and around the world. This mix allows us to provide a rich, well-rounded experience for all students, regardless of whether they live on or off campus.

We also leverage our location to strengthen workforce development. When we design new programs, we consult with local businesses, industry, and community partners to understand their needs. What jobs are they hiring for? What skills do they need? What internships can we provide? We then design programs that are nimble, responsive, and tailored to meet those demands.

In addition, we focus heavily on community engagement. We believe in being a good neighbor. That means opening our doors to the community and hosting meetings, discussions, and events. Rather than asking for something, we ask: How can Saint Peter’s help? That mindset has opened up many collaborative opportunities.

As a result, our graduates are highly sought-after, particularly in high-demand sectors like healthcare, business, and STEM. Nearly 100% of our students secure employment by the time they graduate. We’re also proud to be named the No. 1 university in New Jersey for social mobility, meaning our students often come from lower-income backgrounds and, after graduation, enter higher-income brackets. We’re truly changing lives, one student, one family at a time.

How is Saint Peter’s differentiating itself, especially in terms of affordability and graduate outcomes?

Saint Peter’s is focused on building a strong value proposition as outlined in our strategic plan. First, we are the only Catholic Jesuit university in New Jersey. Our education is rooted in values: developing the whole person, cultivating compassion, and emphasizing social justice. 

Importantly, while we are proud of our Catholic identity, principles, and values, our students come from many faith backgrounds. About half of our students identify as Catholic. Our mission is inclusive and focused on belonging.

Second, we are grounded in the liberal arts, and we prioritize career readiness. We prepare students for thriving careers and purposeful lives through hands-on learning and personal mentorship.

Third, we provide exceptional student support. I recently welcomed nearly 300 new students and their families to campus. As a father of two, I understand what it means to entrust your child to an institution. We take that responsibility seriously. Our faculty and staff are deeply committed to each student’s success.

We’re also proud to say that Saint Peter’s is as affordable, if not more so, than many public institutions. One hundred percent of our students receive financial aid from the institution, not just from state or federal sources. Every student is given institutional support, which is a key point of differentiation.

Lastly, our academic quality is consistently praised. From our School of Business and School of Education to our liberal arts and sciences, our programs are known for rigor and relevance. We’re also expanding in health sciences with new programs in physician assistant studies, social work, exercise science, and more. These initiatives reflect both market needs and our mission to serve.

What are your top goals for the next three to five years, and how do they align with the evolving educational landscape?

Our strategic plan outlines our roadmap clearly. Over the next three to five years, we’re focusing on several priorities.

First, demographics. We recognize the shrinking pool of traditional college-age students and the increasing diversity of New Jersey. Our programs and recruitment efforts must reflect those shifts.

Second, career readiness. We are integrating experiential learning, internships, and professional certifications across all disciplines. Employers want job-ready graduates, and we’re delivering on that.

Third, technological and financial pressures. With AI and digital transformation reshaping education, we’re investing in new technologies while staying mindful of budget constraints.

Fourth, affordability. We remain committed to keeping tuition within reach, providing robust financial aid, and ensuring that every student sees Saint Peter’s as a viable option, whether public or private.

Finally, infrastructure. We’re upgrading our facilities, technology, and student spaces, including athletics, because we’re a Division I institution and we need to remain competitive.

Our ultimate vision is to become a national model of excellence in Jesuit education. With our five strategic pillars, strong mission, and dedicated community, we’re confident in our ability to flourish and lead well into the future.