Joe Fisher, President & CEO, Hallmark University

In an interview with Invest:, Joe Fisher, president and CEO of Hallmark University, discussed the institution’s approach to education. “Hallmark University has a unique model in higher education, focusing on high-demand, high-pay skill sets with a high return on investment,” Fisher said. Fisher also discussed how the university adapts to workforce demands and addressed skepticism about higher education’s value.

What key shifts in the regional economy and job market have had the greatest impact on Hallmark University’s programs and partnerships?

Hallmark University has a unique model in higher education, focusing on high-demand, high-pay skill sets with a high return on investment. We’ve seen continued growth in healthcare demand. Our nursing program expanded from a BSN to include a vocational nurse program, addressing the post-COVID need for nurses. In our business school, the Hallmark Consulting Group has partnered with the San Antonio Zoo, engaging students as consultants for the past five semesters on projects like the Congo Falls marketing campaign, bringing growth to the School of Business. In the School of IT, cybersecurity remains our primary focus — San Antonio being the No. 2 cyber city — but we’ve added cloud computing, and we’re designing a hybrid IT program to be more competitive. Our aeronautics program, among the Top 10 for aviation technology graduates, leads in first-time pass rates and will launch a drone program in August.

How is higher education perceived in San Antonio, given shifting demographics and growing concerns about its value and ROI?

The attitude toward higher education has softened, with more skepticism about its value. Higher ed has earned that skepticism due to insufficient accountability for outcomes. Many graduates, their families, and taxpayers have invested in their education, yet they find themselves at ground zero, struggling to find jobs that their education hasn’t adequately prepared them for. The success rates in higher education are too low, it takes too long, and it costs too much. Higher Ed graduation rates aren’t where they should be. The sentiment toward higher ed has become more skeptical, and higher ed must reestablish its value. 

How do you communicate Hallmark’s value to prospective students, especially in terms of leading to high-paying careers?

One of our main metrics at Hallmark University is what we call 90 in 90, and over the last two years, we added a third 90. I address every incoming cohort at orientation, explaining that students join us to get into or advance a career, not because they love school or want a diploma to hang on their wall. Victory at Hallmark is defined by students entering their chosen career field. Graduation is not the destination; if it ends there, that’s a failure for us. Our 90-90-90 metric means we expect 90% of graduates to be placed in their career field within 90 days of graduation, earning at least a 90% return on their entire educational investment in their first year on the job. We have consistently met this metric over the last year. 

How is Hallmark partnering with businesses to provide students with hands-on experience through internships or apprenticeships?

During orientation, I explain the 90-90-90 metric and clarify our primary customer: employers, not just students. Unlike most universities, Hallmark directly partners with industries, including healthcare and aviation, to shape a curriculum based on their needs (nurse or technician training, for example). Through advisory committees, they provide direct input, and our agility lets us adjust our educational programs quickly.

These partnerships create internships and jobs, especially in business, where students work directly with employers. Experiential learning is key — nursing students, for example, train in clinicals and simulation hospitals, gaining hands-on skills from day one to meet employer demands.

What is the Ready to Work program, and what do you expect from it?

A lot of universities might see the program as an opportunity for growth, and we do expect some growth at Hallmark University from it. But our primary motivation was addressing the needs of our students who economically qualify for assistance through the community’s eighth of a cent sales tax. We’ve observed many students, not just at Hallmark but across the community, who qualify for this funding but aren’t receiving it due to the process. Seeing our students qualify and not get the help drove us to apply to become a prime partner. The university itself doesn’t gain much from this, other than seeing our students graduate with less student loan debt and financial burden, which was our main motivator for pursuing this partnership.

Given economic challenges like inflation and student debt, how is Hallmark addressing affordability and supporting student success?

One of our four core values at Hallmark University is efficiency, which isn’t traditionally a core value in higher education. Our education structure saves students time and money. A freshman can graduate with a bachelor’s degree in 28 months, carrying 18 hours a semester and completing three semesters a year. They graduate two years before their peers, earning money while others are still investing in their education. This increases their return on investment. Because efficiency is a primary core value, our costs rival the two state universities, despite being a private institution. The cost for an academic year in our bachelor’s program is about $17,000, maintaining high-end competitiveness through efficient operations. 

How does Hallmark partner with organizations like Boeing and CommuniCare to create student opportunities and experiences?

Boeing, a longtime partner of Hallmark University’s aeronautics program, collaborates closely with us. They support the school, serve on our advisory committee, and maintain a strong relationship. They work directly with students, occasionally requesting curriculum adjustments, which we can accommodate.

Similarly, our CommuniCare partnership supports the nursing, IT, and business programs. They’ve engaged our business students as consultants, funding scholarships through projects like market analysis for new clinics, where students identified a clinic for purchase. The lead consultant was hired by CommuniCare, showcasing the deep employer connections we foster.

How are you preparing students across all programs to be AI-driven and stay ahead of tech and innovation trends?

AI is transforming higher education, sparking debates on its impact, even at non-research institutions like ours. With as many PhDs per student as other schools, our faculty advisory committee took a progressive stance: AI, like calculators (once feared in math education), is here to stay. An astronaut wouldn’t use chalk over a calculator for reentry; likewise, we’re teaching students to use AI ethically.

We’ve invested heavily in this evolving effort, as employers now demand AI-skilled hires from day one.

What are your top priorities for Hallmark University over the next two to three years, and what is your overall outlook?

Our top priority at Hallmark University is to shift the demographic makeup of our student population. Currently, it’s dominated by adult learners, with an average student age of 28, down from 30 a few years ago. Traditional students right out of high school make up about 10% of our student body. We’re seeing the success these students have, graduating at 21 with a bachelor’s degree, some even with a master’s, and starting their careers early instead of spending six or seven years earning credits sporadically. Our goal is to increase traditional students to 30-35% of our population. To achieve this, we’re focusing on educating the community about who we are as an academic institution, a challenge since we’ve been around for 56 years, but historically we have been more vocationally focused, requiring us to re-educate the community.

Are there any additional comments or points you’d like to share?

A unique aspect of Hallmark University is our character education program. Students, faculty, and staff must complete a 14-month character development program built around seven character traits. It’s compulsory; a student with a 4.0 cannot move forward without completing their character components. This aligns with our mission statement and is a high priority because employers, our primary customer, emphasize its importance. For 56 years, employers have told us that while skills and knowledge drive hiring, separations often stem from character issues. Our seven character traits, derived from industry feedback, are integrated into our curriculum. Employers value this program, citing it as a reason they return, as it fosters an others-focused mindset over self-focus, incorporating soft and social skills to enhance overall education.