Mike Miles, superintendent of schools at Houston Independent School District (ISD), spoke with Invest: about the success of the district’s sweeping, comprehensive reforms. “The students are thriving, and we are closing the achievement gap. Our students demonstrated the largest and fastest achievement growth of any large district in the history of the Texas exams. A good public education system will help move Houston from a good city to a great city.”

Since stepping into your role as superintendent, what have been your primary focus areas for advancing HISD’s mission?

My administration started with a new board of managers two years ago. This was a struggling district with 121 D- and F-rated campuses out of 273 schools. HISD was behind the state average in every one of the 20 state exams — there are five high school and 15 third through eighth grade exams. The district was in grave financial trouble due to the mismanagement of COVID relief dollars. Not only were the COVID relief dollars wasted, but student academic achievement actually declined. As a result, the Texas Education Agency took over. The main goal and exit criteria are to raise achievement, get our schools out of D and F status, and return the District to an elected school board.

For my team, it’s more than just state exams. We are facing a different world and workplace. The next 10 years will be even faster paced, and the workplace is going to look different. High-demand, high-wage, and high-skilled jobs will be required. Our students must not only be able to read and do math at grade level, but they also need to think critically, problem solve, be familiar with AI and information literacy, work in teams, and have broad perspectives. Our priority is to raise achievement in reading, math, and science, and prepare kids for the year 2035 world and workplace. 

Over the past year, what have been the most significant changes impacting HISD’s operations and strategic planning?

In the last two years, we have had the largest improvement in academic achievement in the history of Texas. Eighty-five percent of our students are eligible for free or reduced lunch, and that 85% is mostly Hispanic and Black. For the first time, our district is beating the state average in many of the exams. For the last two decades, we were behind, but we now have kids who are challenged by poverty but are beating the state average in math. We have been using whole-scale systemic reform to achieve these goals. The American public education system has been failing and has not lived up to the promise of America. For the last two to three decades, we have not closed or even narrowed the achievement gap, and in the last 20 years, we have not raised the proficiency of kids to read and do math at grade level, especially for underserved kids. The reason is that the American public education system only does piecemeal reform. Invariably, there is status quo bias and significant resistance to change. Thus, trying to change one thing incrementally has not worked. Districts continue to do incremental reform because of the pushback that occurs. In Houston, we took 85 of the 273 schools in the first year and did comprehensive, large-scale reform initiatives all at one time. We changed staffing, wages, curriculum, teacher evaluations, principal training and evaluations, instructional feedback, school hours, after-school programs, and student experiences. It is having phenomenal results. The students are thriving, and we are closing the achievement gap. Our students demonstrated the largest and fastest achievement growth of any large district in the history of the Texas exams. A good public education system will help move Houston from a good city to a great city. 

How does Houston ISD differentiate itself from other school options in the Houston region?

Because of the reform model we use in our underserved areas, a student coming from any type of background can get a better education at HISD, and we are proving it with our outcomes. We are above most other medium and large-sized districts in Texas with regard to student success. Houston has always had many high-performing schools, some of which are the best in the nation, in academics and other offerings, such as performance arts and career-specific programming. We are expanding career tech education programs. We have high-quality schools, good magnet programming, and a robust choice environment for kids in a part of town that doesn’t offer certain programs. 

The competitive advantage also includes an administration focused on the future. We are the only school district in America requiring an “art of thinking” course in 130 of our schools from grades three to 10, which teaches information literacy, problem-solving, and critical thinking. We are the only school district in the country that provides 3,700 courses a week, taught by community members, to teach students things like piano, martial arts, yoga, photography, and other unique experiences for our underserved population. Every high school has an elective called Artificial Intelligence in the Workplace to help kids learn AI. In addition to traditional vocational education, we have upgraded our programs of study so students can get industry-based certification in areas like cybersecurity, drones, AI, and upgraded health sciences. Houston has the largest port in America, and we have programs that teach skills in the distribution and shipping fields. 

What makes the region a unique and strategic place for delivering public education, and how does the region support Houston ISD’s mission and goals?

To have a dynamic, robust education system that serves students five or 10 years from now, we need a group of people in the city to work with us to identify the jobs we need for the future and what is required to fulfill the needs of the changing workforce. We have many community partners, and we hope to grow that among the colleges and the business community. The business community has helped us navigate AI. The Greater Houston Partnership has been supportive not only financially, but also by helping us look at data, advising on projects, and by being our advocates in the business community and general population. The community is excited about changing HISD into a high-functioning school district that provides the best education possible and gets students ready for a different world and workplace. 

What are your top priorities for HISD over the next two to three years?

We are going to stay the course and keep improving our exam scores, and continue to improve academically every year in math, reading, and science. It’s hard to win the Super Bowl every year, but we will have a three-peat next year concerning the state exams. We will invest in our career technical education programs. We will talk with four business partners to identify what the area needs to move into the future and improve or add programs of study to give our students an advantage when they get into college or pursue a career. We are working on getting to the next level of our comprehensive reform by piloting magnet schools, where students can learn anywhere at any time. In these future schools, instead of having Carnegie units, students will complete requirements for moving from one grade level to the next. We will combine grade levels into dyads, and those students will have certain requirements to be completed at school and others to be completed at home. Students will still have a rigorous education, but with more experiences and skills tied to a different world and workplace. 

In an interview with Invest:, Kinkaid School’s Head of School, Jonathan Eades, highlighted the impact of the school’s “All In” campaign, ongoing strategic planning, and efforts to prepare Houston-based students for success in the midst of massive transformation and changing job markets. “We are looking pedagogically at what the future of teaching and learning looks like. We are trying to create a much more experiential, hands-on experience with project-based learning,” Eades said.

What has had the biggest impact on your operations in the past year?

The most exciting, dynamic, and transformational aspect of what has been going on at Kinkaid has been with our physical campus improvements, as well as new programming that we are adding. We want to maintain our excellence and relevance in Houston and for our graduates as they leave Kinkaid. Five years ago, we launched the “All In” campaign. This is a fundraiser for physical buildings, adding new programming, our annual giving via the Kinkaid fund, as well as raising endowment money to keep tuition affordable for the local community. We have a board-approved goal for the “All In” campaign of $200 million. The previous largest campaign was $47 million. We have raised approximately $187 million. Our community is stepping forward boldly, with incredible support. There is a passion for Kinkaid. The engagement of our alumni is special. Our applications and annual fund-giving for the past five years have been setting records. 

There is also energy and excitement as we round out the final master plan for the campus. Every department and division at Kinkaid will be gaining new physical space as a result of the All In campaign. We opened our new upper school on the first day of school this year. It has been really exciting. Additionally, two years ago, we opened the Center for Leadership, Entrepreneurship, & Finance. Based on alumni feedback, many expressed that to improve, we should put a stronger emphasis on financial literacy and business acumen, which spurred the genesis of this program. 

We have added classes based on finance and principles of investing. We developed a leadership seminar where we bring in industry leaders throughout the Houston area to connect with the students. We also launched entrepreneurship classes, and we allow the students to maintain the intellectual property rights to whatever they develop. 

We are looking pedagogically at what the future of teaching and learning looks like. We are trying to create a much more experiential, hands-on experience with project-based learning. We are leveraging the Kinkaid network to develop a professional internship program. Every January for three weeks, our seniors are deployed throughout the region, working in all different businesses and industries. This helps create opportunity and connection, as well as build a sense of community. 

We also recently launched a STEM center. We have new robotic spaces. All of our students at the center have access to 3D printers, laser cutters, and all of the latest and greatest technology. 

What role do independent schools play in improving the local community?

We recognize that we are a part of Houston. For the independent school that we are, supply does not meet demand. Kinkaid awards approximately $5 million annually in financial aid. This is need-based, not merit scholarships. This has allowed us to branch out and serve broader Houston. We are still a neighborhood school, but also draw from virtually every zip code in Harris County. We are cognizant of the composition and makeup of the Houston area. We are a part of the city, and we want to reflect that. We are known for producing leaders. We are sending and deploying our graduates to college and beyond, and into every professional walk of life. This is a strategic planning year for us. We have our facilities, which are first in class and will support and serve our students, and by extension, the city. 

Now, our focus is on maintaining excellence and relevance in such an exponentially fast-moving world. The partnership with other leaders and bringing those individuals into Kinkaid and getting our students connected to them will be the next frontier of elite independent school education. 

In relation to education professionals, what key factors are they looking for when considering a role in today’s environment?

The first thing to get in the door as a potential candidate is having relevant educational experience and professional experience in the content area. You need to have someone who knows their stuff. Our average teacher experience at Kinkaid is 19 years. The relevant experience is important as well as the soft skills, which are the most valuable. Technical expertise can be trained and mentored, but we look for people who have strong emotional intelligence and the ability to connect with and relate to others. The educational field is relational. We work with children and families. We need educators who have great expertise but are passionate and great connectors. Emotional intelligence is the biggest factor for someone working with children. 

In what ways is AI influencing programming and curriculum changes?

It is a work in progress for everybody in all institutions. A couple of years ago, we decided to lean into it. Some institutions are resistant to it. Our attitude is that this is like when the internet came out, and like when cellphones proliferated. AI is here to stay. We want to make sure our faculty and staff know and are trained in AI and the implications of AI in teaching and learning, as well as with our students, so they can use the technology ethically to avoid plagiarism or lazy thinking. We want to make sure we maintain the human variable, with critical thinking and integrity, in all the educational work that we do. We created a faculty group on AI. We created an acceptable use menu for faculty and students. We want to make sure they know the rules of engagement. 

We see AI as a tool for creativity, and we will continue to lean into AI and will continue to study it and create structures and procedures that will mirror the evolution of this technology.

What trends in K-12 education do you see influencing the delivery of learning and curricula in the near future?

As an independent school, we are accredited by the Independent School Association of the Southwest. They are our accrediting body. As part of the accreditation process, we need to revise our strategic planning every 10 years. This greatly influences us because we are proud of our accreditation. We believe this is the gold standard, and they are leading the way in setting the standard for what an exemplary education looks like. We just kicked off our strategic planning process and will have dedicated research on emerging trends and best practices in Houston. We are excited about learning more about those opportunities in the months ahead. 

What are your top priorities for the next year?

We are focusing on continued success, high relevance, and producing graduates who are difference makers out there in the world. We are looking at the methodology and pedagogy of what the future of teaching looks like. The schools that will thrive in the future will have answers to those questions. We are proud and grateful for our traditions, but we also will be bold and brave as we look at opportunities to adapt, evolve, and innovate to ensure our graduates are being launched and well prepared to work in jobs that may not exist currently. 

We are fortunate that we are full as far as students are concerned. We have a waitlist for every grade and have been shattering application records for the last six years. However, we need to manage tuition increases, which is something that we are focused on. We want to make sure we stay affordable. We know our value proposition is there, and we want to continue to draw families from all over Harris County. We finalized our master campus plan. We feel we have best-in-class technology and facilities. Additionally, the most important part of my job is hiring, supporting, and mentoring teachers. If we do that right, we will continue to thrive. 

Serving a student body that speaks more than 23 languages, Houston’s Southwest Public Schools is committed to individualized, culturally responsive education, an approach that not only drives student achievement but also strengthens the city’s economic future. “Houston is one of the most diverse cities in the nation, and our schools reflect that richness,” said Dr. Felicia Adams, superintendent of Southwest Public Schools. “We see it as our responsibility and privilege to meet students where they are academically and linguistically, ensuring every child has the opportunity to succeed.”

How does Southwest Public Schools contribute to Houston’s economic landscape?

Southwest Public Schools plays a vital role in Houston’s economic vitality by serving a uniquely diverse student population. With more than 23 languages spoken across our campuses, we provide tailored instruction that meets the academic needs of every student. Houston is a global city, and we embrace that by equipping all learners, regardless of background, with the skills needed to thrive. Our commitment to personalized education not only prepares students for success but also contributes directly to the city’s future workforce.

What are the biggest achievements or highlights for Southwest Public Schools over the last year?

This past year has been transformative for Southwest Public Schools. We made a remarkable leap from an F rating to a B rating, signaling our transition from a struggling district to one of high performance. Community engagement has surged! We’ve expanded our reach from 60% to over 200% of our target population and grown our community partnerships by 400%. These connections have allowed us to serve nearly 2,100 families, compared to just 200 the year before.

We’ve also made significant progress in student outcomes. Our support for students’ social and emotional needs has deepened, and participation in college-level coursework has soared from 3 students to nearly 125, earning college credits. By offering associate degrees alongside high school diplomas, we’re graduating students who are academically prepared and career-ready.

What initiatives have helped create success over the past year?

Several key initiatives have driven our growth. Our dual language program is a cornerstone, helping students graduate with biliteracy skills that make them more competitive and community-minded. We also prioritize ensuring that every student earns a certification or endorsement aligned to a career pathway. Whether students are pursuing college or entering the workforce, our goal is that 100% graduate with a defined path forward.

What is the role of public education in attracting businesses and investments to the Greater Houston region?

Public education is a cornerstone of regional economic development. We regularly assess industry needs to align our Career and Technical Education (CTE) programs with Houston’s evolving job market. By preparing students for in-demand careers and equipping them with both academic and technical skills, we create a future-ready workforce that attracts and retains business investment. Our strong partnerships with industry leaders also provide students with hands-on experiences and internship opportunities that further connect education with economic growth.

Can you give some examples of the partnerships that are key to your mission?

Our partnerships are essential to delivering real-world learning experiences. High school seniors split their day between classroom instruction and participating in internships or workforce programs with our partners. For example, WorkSource Solutions connects students with career-aligned opportunities, while our collaboration with Houston Community College enables students to gain college credit and firsthand training, especially in high-demand fields like healthcare. These partnerships ensure our students graduate with both knowledge and practical experience.

How is Southwest Public Schools preparing students for the new advances in technology and innovation?

We are fully embracing the future by integrating advanced technologies like artificial intelligence (AI) into our classrooms. Every high school student engages with technology daily, from assessments to collaborative learning tools. Our educators are trained in AI integration, ensuring students understand not only how to use emerging tools but how to use them wisely and effectively. Teaching students to leverage technology is essential—those who are equipped with these skills will lead in tomorrow’s innovation-driven economy.

What is your outlook for the district?

The future of Southwest Public Schools is one of rapid growth and expanded impact. As one of the Top 10 charter districts receiving students from surrounding independent school districts, we anticipate continued enrollment increases. To meet this demand, we are exploring expansion into new areas such as Aldine, Humble, and Pasadena. Our goal is to bring high-quality, culturally responsive education to more communities across Houston, ensuring we continue to meet the diverse needs of the city’s families.

David Vinson, superintendent of Conroe Independent School District (ISD), sat down with Invest: to discuss his listening-first approach and immediate priorities for the district. “Anytime you are coming into a new school district, you first listen and adopt a service mentality. They say in West Texas to never cut a fence down until you know what it’s for. In this particular situation, learning, listening, and getting data to drive your decisions are incredibly important,” Vinson said.

What early steps have you taken to understand the challenges and opportunities of the district, and what are some of your immediate priorities? 

Anytime you are coming into a new school district, you first listen and adopt a service mentality. They say in West Texas to never cut a fence down until you know what it’s for. In this particular situation, learning, listening, and getting data to drive your decisions are incredibly important. Conroe ISD operates with a million budget across 348 square miles. We are the seventh-largest school district in Texas. With that, there comes a great deal of accountability and multiple municipalities to serve. This requires tailored planning. Every time I have been in a different school district, it has been different. In San Antonio, there was an aging population, military needs, and Toyota’s workforce demands. In the Dallas-Fort Worth area, we were focused on engineering, telecommunications, and healthcare. We have applied the same strategy to Conroe and now have over 1,000 students in health sciences and related pathways. We should be the economic function that helps drive the economy for our regions. 

What are your initial impressions of Conroe ISD’s location in Greater Houston and its appeal to relocating families and businesses?

We are the No. 1 employer in the county. That is typically the way it goes with most larger school districts. If you are looking to relocate a business in the Houston area, I consider this the best place to come because of our educated workforce. Many of our families are already involved and working in key industries in Montgomery County. We are a huge economic driver in the white collar and manufacturing sectors. Students often grow up here, attend college, and return here to work. I would consider us a “destination district” and believe we provide a unique opportunity for our kids to come back here after college and give back. 

Given your experience around the Texas districts, what trends are most likely to influence how Conroe ISD delivers education over the next few years? 

Texas has evolved dramatically as it relates to academic rigor. What was once an exit-level high school test is now a third-grade level question. Since 2000, Texas has significantly advanced its curriculum standards. Texas is preparing its kids for college with a small c. What I mean by that is that 80% of jobs now require some level of post-secondary training. That does not mean you need to get a college degree, but it does mean that you need some sort of certification. We offer that here, such as certifications in Python and other basic programming language. We are equipping our kids to be ready for the workforce and believe all these aspects are essential. AI will become a major part of this. AI isn’t going to take people’s jobs, but rather, if you are not knowledgeable about AI, you are going to lose your job. 

What opportunities do you see for collaboration with local businesses, the industries within the region, other higher education institutions, or civic leaders? 

Everywhere I have been, it has been a focus to make sure that our kids are ready for the workforce. As a superintendent in another district, we went from 50% of our kids attending college to 81%. A lot of that was focused on junior colleges. Some of the greatest junior colleges you can attend are in the Houston area. Our students experience a range of hands-on programs, such as automotive, welding, culinary, and hospitality. The goal is to ensure all students are career-ready, not just college-bound. Our schools need to grow the kind of workforce the region needs so Texas can maintain its position as one of the best states for economic development in the United States. 

What strategies are you using to teach AI literacy to students and faculty while ensuring critical thinking remains central to the learning experience?

Many years ago, I taught a course in computer literacy. This course taught basic functionality and foundational digital skills in a way that helped them be prepared for the workforce. We need to begin with our educators to create AI literacy. Our educators need to become knowledgeable about the tools, opportunities, and fears around AI. We must evolve with AI’s rapid advancement. Every human being will be integrated with or related to AI. AI is not replacing people, but it requires upskilling. From a public education standpoint, we need to figure out how to manage it in a way that kids maintain their skills and critical thinking capabilities. 

How do you envision expanding or adapting campuses, and how will you recruit and retain high-quality educators?

We have strong support from our board of trustees. We are going to set goals that will focus on human capital and facilities planning. I have led seven bond initiatives in my 10 years as a school leader. Each one of them was different, but all were focused on functional and equitable facilities. When we build what we have here, it is going to be in partnership with local leaders and the cities to make sure that we make smart moves with people, not to people. That is an art and a science. Schools should feel safe, well-equipped, and reflect community pride. This makes all the difference in the world. Functional equity matters, and we aim for consistency across campuses, regardless of location.

How do extended day programs delivered with outside partners like the YMCA fit into your strategy, and what impact are they having on your student outcomes?

We have a diverse set of families — some stay-at-home parents and others who need support. We try to meet people where they are. Partnerships with the YMCA and others are vital. We have expanded our after-school programming at seven locations to help further support our families. Programs like the YMCA are safe, vetted, accessible resources we are happy to help provide.

What is your outlook for the district and top priorities for the next two to three years? 

Kids need character and relational skills to be successful in navigating a complex world. The values that they learn here are essential. Making sure that they have the academic skills necessary for success in a competitive global economy is another priority. The school belongs to the community, and it is important that what we do is in the will of the community. The school is a reflection of the community. Our school district is great because the community is great.

In an interview with Invest:, Kregg Cuellar, superintendent of Spring ISD, outlined his strategic vision for the district’s future, emphasizing its prime location and academic renewal. “The outlook is clear. If we continue to align education, industry, and community, we will not only elevate our students but also strengthen the economic vitality of the entire region,” Cuellar said.

Having just begun your tenure, what early steps have you taken to understand the district’s challenges and opportunities?

My prior three years as Chief of Academics and School Leadership within Spring ISD have been a significant advantage. I have already been integrated into the district’s culture, systems, and inner workings. This experience allowed me to build connections with key stakeholders, including our community organizations, faith-based partners, business leaders, families, and, most importantly, our staff and students. However, the superintendency carries a different level of responsibility, as I am now entrusted with leading over 33,000 students toward success.

I do not pretend to know every detail of the system, and this new role will require continuous listening, learning, and growing. Yet, there is no time to pause. I’m moving fast and furious on

the work because the kids deserve it.
The advantage of an internal transition is that I can keep the ship moving forward while actively bringing the community and all stakeholders along with me. We are moving with purpose because our students deserve immediate action, which began over the summer of 2025 and will continue. At the same time, I am mindful that we must continue to build public trust and engage our entire village to secure a hopeful future for every child.

What makes Spring ISD, and its location in the Greater Houston area, stand out for families and businesses?

Spring ISD is situated in a prime location in north Houston. We are celebrating our 90th anniversary this year, which speaks to our long history as a thriving community. We enjoy the benefits of being part of the metropolitan area while also having access to the surrounding communities. Fundamentally, we are in a mecca of industry. We have strong partnerships with major corporations like ExxonMobil, located in the Springwoods Village community, and we are seeing a growing medical industry emerge.

This makes Spring an ideal destination for families and business-minded individuals. It is a perfect location because you have access to beautiful neighboring areas like Klein, Aldine, Conroe, and The Woodlands, with central Houston just a short drive down the interstate. I consider Spring to be one of the most amazing up-and-coming destinations, and I believe we cater wonderfully to a diverse range of families looking to settle down.

With several campuses facing performance challenges, what is your roadmap for academic turnaround, and how are you defining success?

The challenge of talent retention and recruitment is significant in public education today. It is more difficult than in years past to retain a high-quality workforce, as great teachers and leaders are in high demand. When we discuss accountability and scores, it is important to remember that scores are a single assessment, a glimpse in time. They do not fully capture the whole child or the beautiful work our educators do in classrooms every day.

In Spring ISD, we are leaning into this challenge by creating a culture where educators feel valued, supported, and developed. When you invest in your people, you invest directly in student outcomes. Our focus this year is “Together in Culture—Together in Accountability.” This is not merely a tagline since it is a core belief and value for every staff member. If we invest in our people and create a culture of care, support, and high expectations, we will fulfill the second part of that theme: accountability. We will hold each other to a higher standard because our students truly deserve it.

This approach directly addresses the opportunity gap for our children. We are not daunted by this challenge because we see it as our greatest opportunity to prove that with the right support, every child can achieve at high levels. We have the right staff, at the right time, to do the right work. Every person has bought into the mission ahead. I will be bold and state that I anticipate this will be a banner year for Spring ISD, and I expect we will see the most growth in our district than most others in the region. Our 100-day plan emphasizes strong academic turnaround and student success, rooted in the belief that education is the foundation of our region’s economic development.

As career readiness becomes a greater priority, how is the district expanding Career and Technical Education (CTE) and workforce-aligned opportunities?

It is our reasonable service to graduate children; after all, a high graduation rate is the baseline expectation. Our true charge is to graduate students with purpose. We must ensure they are prepared to be competitive in the global economy. This means asking if we are graduating students with an industry-based certification, an associate degree, or fluency in a second language. Are they completing pathways that lead directly into industry or demonstrating success in advanced placement courses?

Our goal is to ensure that when students leave us, they possess the skills, abilities, and foundational knowledge to thrive in their chosen path. A key trend is the demand for adaptable, future-ready skills. It is no longer enough to focus solely on content now, as we must prepare students to be problem-solvers, innovators, and leaders in industries that may not yet exist.

We are navigating this by deepening partnerships with local businesses, higher education institutions, and workforce leaders through internships and externships. For example, our STEM-focused elementary programs and international baccalaureate pathways are designed to expose students early to the thinking and collaboration required in tomorrow’s economy. Initiatives like Roberson Middle School’s partnership with Prairie View A&M University are also critical. Through a six-week wellness program, students engage with public health, mental health, agriculture, and financial literacy. These experiences empower them to address critical issues like food insecurity and community wellness, giving them the tools to shape a stronger future for themselves and the larger Houston metro area.

What will success look like one year into your leadership, and how will you keep stakeholders informed and engaged?

The outlook is clear. If we continue to align education, industry, and community, we will not only elevate our students but also strengthen the economic vitality of the entire region. Success is not defined solely by the final letter grade from the Texas Education Agency. It is also defined by the students we graduate with purpose and how they contribute to the global economy.

We recently highlighted Da’Vion Tatum, a Spring ISD product who graduated from Harvard University with two degrees in four years and is now doing amazing things in the workplace. He is one example of how we define success by how our students contribute to making our nation and the world a better place after they leave us.

We have to continue to share our story, especially as I am a firm believer in how Spring ISD is a wonderful and beautiful community, and we are far more than what an accountability grade represents. This work cannot be done alone; it truly takes a family. 

I must thank our 5,000 employees for their dedication every day, our families for their trust, and the Spring ISD Board of Trustees for their unwavering leadership and partnership. Their support ensures we are not only preparing students for the future but also contributing to the broader economic strength of our community. It takes all of us, and I express my deep gratitude to every person making the dream of Spring ISD a reality.

In an interview with Invest:, University of St. Thomas Interim President Dempsey Rosales Acosta pointed to the school’s 30% enrollment growth and surging demand in engineering and nursing as signs of strong momentum. He called Houston “a volcano of opportunity,” highlighting UST’s alignment with the city’s economic and demographic growth.

What makes Greater Houston an ideal location for the University of St. Thomas?

Houston’s rapid demographic and economic growth make it an ideal location for a university right now. This growth isn’t just driven by immigration, but also by a surge in investment opportunities, especially in energy. With leading energy companies based here and shifting strategies in the sector, Houston is becoming a volcano of opportunity.

Add to that the Texas Medical Center — one of the best in the world — and you have tremendous opportunities for students in nursing, medicine, pharmacology, and related fields. Houston is also the perfect place to develop specialized workers — people with solid college education ready to enter high-demand industries.

What’s also fascinating is how fast the city is changing. I see license plates from California, New York, Michigan — people from all over are relocating here. Every available space is being developed, and there’s booming activity in real estate, retail, and especially food services. This ties directly to Houston’s increasing diversity, which we reflect at UST. More than 72% of our students come from diverse backgrounds, and we represent 51 countries. That multicultural presence makes both Houston and our campus incredibly dynamic.

What have been your priorities as interim president?

A major priority has been managing growth. In just three years, we’ve gone from 3,200 to over 4,200 students. That’s a great milestone, but it brings challenges, such as classroom space, housing, dining, and student support. Last year, we welcomed over 650 new undergraduate students, and we’re already projecting more than 600 again this fall. That’s impressive, especially as many institutions face what we call the “demographic cliff,” when the college-age population is expected to decrease.

We’re also expanding our academic offerings and delivery methods. Before COVID, about 90–95% of our instruction was face-to-face. But when the pandemic hit, we transitioned everything online in just two months. It was a tremendous team effort, and now we offer over 40 fully online programs. That shift has allowed us to reach students from across the world, some of whom might not be able to relocate or secure a visa.

At the same time, we’ve held onto our tradition of personalized education. We keep class sizes small, typically capped at around 30, and our student-to-professor ratio is about 13- or 15-to-1. Professors know their students by name. We notice when someone isn’t in class. That connection is core to who we are.

How is UST living out its Catholic identity in today’s educational landscape?

Catholic education isn’t new; it’s central to the Church’s mission. From the Gospel of Matthew, we know Jesus told us to go and make disciples. That begins with education. We’re called to evangelize through learning, forming individuals not just intellectually, but also spiritually and morally.

Education and faith go hand in hand. Faith without action is incomplete. What sets Catholic education apart is that we’re guided by the magisterium, which is the teaching authority of the Church, including the Pope. That helps us teach any discipline — biology, law, engineering — with integrity and for the glory of God.

Ex corde Ecclesiae, the Church’s document on Catholic universities, reminds us that higher education must be in dialogue with every field of knowledge. We don’t limit inquiry; we expand it. Every academic area becomes a space for discovery and service.

What academic areas are seeing the most momentum?

Engineering is exploding, especially in mechanical, electrical, and physics-based programs. These are still relatively new for us, but the interest is strong. We expect to double enrollment next term. That’s especially important for supporting Houston’s energy corridor and industry needs.

Our nursing program is another point of pride. We offer an accelerated bachelor’s in nursing (ABSN), which allows students with prior credentials or pre-med backgrounds to become certified nurses in just one year. This is particularly helpful for international doctors who want to have a change of career and practice in the United States but need a different and faster path. It includes clinicals through hospital partnerships and connects with our mission — we even hold a Mass to bless our nursing students’ hands, recognizing them as instruments of healing for others.

What standout initiatives reflect UST’s community focus?

Three years ago, we launched a fully online, 100% Spanish-language evangelization program, which was the first of its kind. It’s open to everyone, not just clergy or religious leaders. Classes are offered in the evening, from 7 p.m. to 9:45 p.m., to accommodate working students. It’s become a welcoming space for people from various faith backgrounds.

We also have an associate degree in pragmatic studies designed to support neurodiverse students. This program allows them to pursue a bachelor’s degree in their chosen field while receiving the support they need. These initiatives reflect our mission to meet students where they are — academically, spiritually, and socially.

What’s next for the University of St. Thomas?

We want UST to be a place for growth, both spiritually and intellectually. UST is not just a place to study, but a place to encounter God and be transformed.

We’re also committed to excellence. We’ve already doubled enrollment and are expanding programs in nursing, medicine, law, computer science, and more. AI and technology will be central to how we teach in the future, and we aim to be leaders in that space, balancing digital innovation with the human connection that defines our model.

We are completing a successful capital campaign and hope to break ground in October on a new residence hall with over 400 beds. This will give more students the chance to live on campus, participate in clubs, and grow through spiritual life.

As Houston evolves, so does UST. We’re investing in our infrastructure, expanding academic pathways, and deepening partnerships throughout the region. We’re also focused on inclusiveness and equity, ensuring all students feel welcome and supported, including international students, working professionals, and underserved communities.

Houston is changing fast, and we are changing with it. But our mission remains the same: to educate the whole person and be a light in the community.

Texas A&M University at Galveston achieved a major milestone with the addition of the College of Marine Sciences and Maritime Studies, reinforcing its leadership in ocean-related fields. In an interview with Invest:, Col. Michael Fossum highlighted the launch of the Lone Star State training ship for cadet education and disaster response, and a $51 million engineering building to expand STEM programs.

What have been some key recent developments at Texas A&M University at Galveston?

It’s been an exciting year. One major milestone is the recognition of our academic programs as part of the newly created College of Marine Sciences and Maritime Studies, now recognized as one of Texas A&M’s 11 colleges. This distinction solidifies our identity as the most comprehensive unit in the country focused on ocean-related fields, including transportation, sciences, business, humanities, and engineering. Dr. Debbie Thomas, our founding dean, brings extensive experience in geosciences and ocean research, and she has an incredible vision for the college.

Another critical distinction is our maritime mission. Our campus is also home to the Texas A&M Maritime Academy, one of six state maritime academies in the country, the only one in the Southern U.S., and the only one part of a Tier 1 research university. Students undergo extensive training, including hands-on international semesters at sea crewing the academy’s training ship, all to prepare them to serve as officers and maritime professionals afloat, ashore and in the military.

We also continue to expand engineering education. In addition to our degree in marine engineering technology, we’ve partnered with Texas A&M’s College of Engineering, one of the largest in the nation, with over 25,000 students, and have one of their associate deans based on our campus. Many Aggie engineering students begin their general studies here on the island and choose to stay to pursue their bachelor’s or graduate degrees in ocean engineering or undergraduate degrees in computer science. We plan to expand these degree offerings. To support this growth, we’re constructing a $51 million engineering building, which has already topped out and will be completed next year.

Everything we do here is connected to the ocean. Our integrated programming, which includes our new college, the maritime academy, and our partners at the College of Engineering, reinforces our position as the state’s premier marine and maritime destination.

What strategic advantages does Galveston offer Texas A&M’s maritime and research mission?

Being on the water directly connects us to the maritime industry and real-world environmental challenges. When incidents occur, like fires or spills in Galveston Bay, our researchers are often the first to take water samples and provide data to support response efforts and continue our research enterprise. Our research vessels are on the water almost daily, whether for classes, training, or emergency response.

Our location on the Galveston Ship Channel, which is in proximity to the ports of Houston and Texas City, allows us to collaborate closely with industry partners. The state of Texas is increasingly recognizing the importance of the maritime sector — 28% of the state’s GDP comes from maritime industries. Texas has been the No. 1 exporting state for 23 consecutive years, with key exports like oil, gas, industrial equipment, and even agricultural goods like cotton. Most people don’t realize how essential maritime trade is to everyday life — 100% of the cell phones in our pockets, 100% of the bananas we consume, and 97% of the clothes on our backs arrive by ship. The state is investing heavily in port infrastructure, with $200 million in direct grants and over $400 million in directed loans allocated in the 2023 legislative session. These improvements will help ensure that Texas remains a global leader in shipping and trade.

How is the university addressing workforce demands in the maritime industry?

There’s a growing demand for workers across all levels of the maritime industry. At the vocational level, institutions like San Jacinto Maritime train entry-level deckhands and technical workers. At Texas A&M, we focus on officer-level positions, preparing cadets to take leadership roles aboard ships. These officers require U.S. Coast Guard certification and must meet strict international training standards. The nation’s maritime industry suffers severely from a lack of these licensed mariners. In 2024 alone, Texas had an unmet demand of more than 1,000 of these uniquely qualified individuals.

We’re also playing a leadership role in shaping global maritime training policies. Our faculty serve on international committees that influence mariner certification and training standards worldwide. This is a significant step, as we’ve historically focused more on national policy but are now making an impact at the global level.

How will the new training ship, the Lone Star State, enhance cadet training and disaster response?

The Lone Star State recently floated from the Hanwha Philly Shipyard for the first time, which was an incredible moment. Although it’s still over a year from delivery, seeing it take shape has been exciting.

From a training perspective, the ship will feature state-of-the-art diesel-electric propulsion and advanced navigation systems. One of the most exciting upgrades is the dual-bridge design. The ship will have two fully functional control bridges, one for actual ship operations and another dedicated to training. This will allow cadets to gain hands-on experience without interfering with live navigation, effectively doubling our training capacity.

Beyond training, the ship is also a critical asset for disaster response. It features a large roll-on/roll-off deck, allowing vehicles, generators, and heavy equipment to quickly load and deploy in emergencies. It can house up to 1,000 people in a humanitarian crisis, providing shelter, food, air conditioning, medical facilities, and command and control communications, all of which are essential for relief efforts in the aftermath of hurricanes.

The ship will be activated by FEMA and the Texas Department of Emergency Management as needed. With a two-day sailing range from Key West to Brownsville, it will be a game-changer for coastal disaster response.

What role will the new engineering and research building play in STEM education?

Texas A&M’s College of Engineering is one of the largest in the nation, and demand for engineers in Texas continues to grow. College Station has nearly reached capacity, so we’re expanding here in Galveston, where we have room to grow and the advantage of an oceanfront location.

This new facility will provide advanced labs and research spaces specifically designed for coastal and ocean engineering. Our students won’t just study theories; they’ll be able to see and work with real-world infrastructure like ports, ship channels, and coastal defense systems. This hands-on approach is a huge advantage in preparing the next generation of engineers.

What is your vision for Texas A&M at Galveston in the years ahead?

One of our most exciting initiatives is the Institute for Disaster Resilience, led by Dr. Sam Brody. His team has spent 15 years mapping flood risks down to the street level, and their work was fully validated by Hurricane Harvey. They developed Buyers Aware, an online tool that provides homebuyers with risk assessments for flooding, storm surge, wind damage, and industrial hazards. It’s now being integrated with the Houston Association of Realtors, empowering potential buyers to make informed decisions.

Beyond disaster preparedness, my biggest passion is our students. They are the reason I’m here. I love seeing them thrive, whether it’s in the evening when student clubs are meeting, watching them build lifelong friendships, seeing them in active learning on campus and at sea on the training ship, or launching into their future careers with excellent academic preparation and equipped with a strong work ethic and internal values. Texas A&M’s Aggie Network is over half a million strong, and our students know they can connect with fellow Aggies anywhere in the world.

The future is bright for Texas A&M at Galveston. We are growing, leading in maritime and STEM education, and shaping the future of coastal resilience. I couldn’t be more excited for what’s ahead.

Described as a city within a city, Texas Woman’s University – Houston is strategically located within the Texas Medical Center. The synergies between the university and the surrounding healthcare sector provide students with the exposure, experience, and knowledge needed to excel in their careers upon graduation, with many of them being employed in the industry even before walking the stage. In an interview with Invest:, Texas Woman’s University-Houston President Monica Williams highlights the growth of the university’s presence in the Houston market and what the future may look like as they finalize their strategic plans

What have been the biggest changes for Texas Woman’s University – Houston in the past year?

As the inaugural president of Texas Woman’s University – Houston, it has been more than I dreamt it would be. I am a native Houstonian, and I watched the Texas Medical Center grow and develop over the past half-century. I catch myself looking out of the 10th-floor window and marvel at what surrounds our beautiful campus. We are in the heart of the Texas Medical Center, and to have the opportunity to build on top of a 70-year history just takes my breath away. Looking at the work of Monica Christopher in Dallas helps me envision what may be to come for Houston. The geographic difference between where we are in the system, 300 miles away from Denton and Dallas, is a little different for us. The last eight months have been employing a laser-focused view to set the foundation of our upcoming strategic planning process. We are assembling a steering committee to help us envision what Houston could be in the near future. With our 70-year history in the Texas Medical Center, and the fact that outside of our partners and supporters, not many people know we are here, we will focus on charting the next 70 years of our history in the city within the city that is our campus. 

What do you believe makes Houston the right environment for your offerings and programs?

I have spent more than 25 years in the higher public education sector, and there is something magical about TWU in general. Among our guiding principles are opening doors, fueling innovation, and cultivating grit. These are not just words but actions that govern our DNA. It is the secret sauce we give our graduates and stands out among all other professionals. The biggest upside is being located in the Texas Medical Center. Our students are learning and then going right next door across campus to become the best in their professions. They are already familiar with what is around them and where they will work. Our excellent faculty and academic programs in nursing, physical therapy, occupational therapy, and other health areas are happening right in their backyard, giving us the leading edge to go right into work experience after leaving our great institution. 

What broader market trends are influencing TWU’s offerings and programs?

Things are evolving in a way where technology is infused into the classroom through AI, and simulation methodology, and our students are exposed to all of this. In Houston, we have some of the most cutting-edge labs. Our students get real experiences through experiential learning right here on campus. They spend approximately four days a week on clinical rotations right across the street. Leading institutions such as Methodist Hospital, MD Anderson, and Texas Children’s Hospital are our neighbors, and students are within reach of them. We offer what these institutions want to see and what they want our graduates to be equipped with.   

What feedback are you hearing from healthcare institutions regarding current workforce challenges?

Nursing is a big part of the shortage. We concentrate not on what everyone else around us is doing but on what we know our partners need. We are in constant communication with healthcare leaders regarding the opportunities to fill workforce needs. We partner with their human resources departments to identify key occupations that need people in the workforce, and we are producing those students. Our students are employed as soon as they graduate, in some cases even before they become alumni. 

To what do you attribute the university’s success in occupational therapy and physical therapy programs?

Our PT and OT faculty are phenomenal and brilliant. Our students are cultivating that grit in the classroom. At any given time, you can walk into the lobby of our building, and you can see the students practicing and working. They interact with their peers and treat them as patients. They are getting experience through simulation. This gives us a leading edge. Aside from clinical rotations, they are experiencing it at every turn. These graduate students have matriculated through their undergraduate experience and proven themselves worthy of being in this program. You can see the intensity in their faces and their actions. They are serious about the oaths that they take and the work that they do. They know that it is pioneering. It is a part of who they are when they come into this program. 

What are the greatest opportunities for the institution to support Houston’s evolving healthcare sector?

In addition to healthcare, we are doing amazing work in other areas. We are partnering with independent school districts and community colleges to see what pipelines make sense for us to include in our strategic plan. For example, Coleman College, which is right across the street from us, has the most amazing laboratories, and they are working in the dual credit space to bring forward healthcare students to work in our healthcare fields as well as in education. There is a teacher shortage as well. We are looking at growing our partnerships with these independent school districts. We are at the table with them, helping them to imagine what it will look like to bring more teachers into the workforce. We are working with the community colleges to bring more allied health workers into the workforce. We are also hearing that TWU-educated teachers stay in the classroom 10 years longer than graduates from other universities. 

What is your outlook for the educational sector in the near future?

TWU is a member of the Houston GPS, known as the Guided Pathway to Success initiative. Our partners are community colleges that are concentrating on Houston’s regional higher education landscape. These primary efforts focus on improving the transfer pathways and reducing the time to degree while increasing the graduation rates. This is all of us locking arms. These are the efforts that offer our students the best experience across institutions and help us all as partners to achieve the goal of equitable, high-quality education for everyone. This is at the core of the roadmap for TWU in Houston.

Fort Bend County is experiencing rapid population growth, prompting local organizations to focus on maintaining key services. “Fort Bend County is probably one of the fastest-growing counties in Texas. We are seeing a rapidly growing population and it’s going to grow even more over the next five years,” Freemon Walker, interim president of St. Luke’s Health-Sugar Land Hospital, told Invest:.

How is population growth in Fort Bend County impacting St. Luke’s and the services it provides?

Fort Bend County is probably one of the fastest-growing counties in Texas. We are seeing a rapidly growing population, and it’s going to grow even more over the next five years. As a matter of fact, they’re projecting the population growth to average about a 6.3% annual increase, which is almost close to a million additional people coming into the Fort Bend County area. 

With that many people moving to Fort Bend County, we want to make sure that we can continue serving our community by growing key services and key access points so that those services remain available throughout Fort Bend. 

Regarding key access points, that means adding more primary care to our demographic area, creating access points for the different communities in which we serve. We are close to the Texas Medical Center, but we understand our community here in Fort Bend County, and we know that they do not want to drive to the Texas Medical Center to receive services. We’re doing our best to keep key services at the local institution so that our community doesn’t have to travel 30 to 45 minutes to the Texas Medical Center. 

What is your strategy regarding partnerships to help the community?

We partner a lot with a lot of nonprofit organizations here in the local community that provide key services. Our community grant initiatives are part of that. For instance, just this year, we awarded two organizations with $26,500 in grant opportunities to continue doing the work that they are doing throughout the community. All this aligns with our mission as part of the CommonSpirit health system. 

How are you ensuring financial sustainability for your hospital, but also maintaining high-quality patient care?

We have an obligation as a nonprofit healthcare organization to give back to our community. It’s pertinent for us to continue to operate and to continue to invest to make our operations efficient. We are always looking at opportunities to provide services more efficiently. For instance, in our primary care clinics, we have opportunities to provide telehealth and virtual visits. This means patients don’t have to come into our clinics. They can schedule virtual care appointments, which don’t require as many resources as are needed when a patient comes into a clinic. 

Regarding the hospital, we are continuing to focus on efficient operations to see more patients and to be able to provide high-quality outcomes for our patients.

How are you leveraging new technologies to create efficiencies for your team, and also to enhance patient outcomes?

Technology is constantly changing, and it’s constantly beneficial for us in the healthcare sector. One of the technologies that we use in our partnership with our local EMS agencies is Pulsara. Pulsara is a communication tool that allows us to communicate with our EMS partners before patients arrive at our hospitals. It provides us with information that allows us to be ready to receive those patients. For example, Pulsara can provide information on a patient who is in cardiac arrest. We can then activate our STEMI (ST Elevation Myocardial Infarction) teams and be ready to go once the patient arrives. That type of technology helps us to be more efficient in our operations.

What are your top goals over these next two to three years?

Over the next two to three years, we will be looking at the healthcare landscape in terms of planning and reimbursement, but the No. 1 goal is to maintain our high-quality service for our local community, making sure that we are taking good care of our patients. 

The No. 2 goal is to take care of our workforce, grow our workforce, and provide our workforce with the resources to be successful and to continue to provide the care that our community needs.

Our third goal would be around ensuring the successful financial operations of our company, of our hospital here in Sugar Land. We want to be able to continue to invest in our community. Being financially viable is key to being able to offer those services for our community. Those would be my top three priorities.

In an interview with Invest:, Heather Tussing, president of The Aspenwood Company, discussed how tailored efforts within the company’s communities provide better care for its residents. “Often in senior living, people have to leave the area where their medical facilities are, or where their favorite restaurants are. We change that narrative, and enable them to live where they’ve always lived,” Tussing said.

What makes Houston the ideal location to grow a company?

It’s an ideal business environment. There is so much growth in the Houston market, and there are many pockets of specificity in the market. We have communities in Tanglewood, River Oaks, and Southampton, where the residents have strong ties to their neighborhoods. We give them the ability to stay within the areas they’re familiar with, where there are medical services nearby that they’re accustomed to. 

Houston offers an exceptional business environment fueled by rapid growth and diverse opportunities. The city is made up of distinct neighborhoods, each with its own unique character and strong community ties.

For example, our communities in Tanglewood, River Oaks, and Southampton allow residents to remain connected to the neighborhoods they love while benefiting from convenient access to trusted medical services and resources nearby. By meeting people where they are, we’re able to honor their roots while supporting their evolving needs, making Houston a perfect place for growth.

What makes Houston an ideal place for people to set their roots?

Houston is such a diverse city, and it has something for everyone, from individuals at retirement age to those with young children. It has the largest medical center in the world, and the widest highway in the world. Houston is huge, but it can feel connected because of the various communities built within the city. 

What are the recent trends affecting your strategic decisions?

In Houston, we have been focusing on developments in areas where people are in proximity to their communities. For example, the luxury senior living community near Rice University enables individuals to remain close to the neighborhood they’ve always known. Often in senior living, people have to leave the area where their medical facilities are, or where their favorite restaurants are. We change that narrative and enable them to live where they’ve always lived. I want the individuals who come to live with us to live an even bigger life with us. Houston offers so many opportunities that we’re able to get people to enriching activities that meet everybody’s needs, from a ballgame to museums and the theater. 

How does The Aspenwood Company differentiate itself in Houston’s competitive luxury senior living market?

We ensure that if we’re in River Oaks, we’re truly in River Oaks. We see individuals marketing their presence in an area, but they’re actually outside that zip code. We don’t do that. 

It’s also about forming relationships in that market, like with the civic centers, and becoming entrenched in that community. For example, we have a partnership with Rice University to create an intergenerational program serving their students and members of our community. We ensure that what we’re doing is a win-win for both sides. 

At The Aspenwood Company, authenticity matters. When we say we have a community in River Oaks, we mean it—we’re truly rooted in the neighborhoods we serve, not just nearby. This commitment to location ensures that our residents remain connected to the places and services most familiar to them.

But it’s more than geography. We build meaningful, lasting relationships within each community. From engaging with civic centers to creating intergenerational opportunities, we’re intentional about becoming part of the fabric of each neighborhood. A great example is our partnership with Rice University, where students and our residents come together in a program designed to foster connection and mutual growth. Every initiative we take is designed to be a true win-win for our residents, our partners, and the broader community.

How are you meeting shifting expectations in senior living?

It’s important to understand that each pocket we serve, and each individual in those pockets, is different. Meyerland’s population will be different from that in River Oaks and Tanglewood. The Village of Tanglewood resembles a miniature White House with its history and preservation. The Doliver of Tanglewood, however, is much more modern. One product doesn’t fit all, and our programming is specific to that community. Our vice president of resident experience supports this idea of communities creating their own programming, which will then be tailored to every community’s preferences and beliefs. 

The process begins before the individuals move in, with listening to their life stories and discovering what they enjoy. Then, we can transition them seamlessly through a resident engagement platform, which uses AI as well. We can generate what content individuals want to see within a specific community, based on their preferences and history. It goes beyond programming what a day looks like. If somebody worked third shift as a nurse, at a factory, or they were an overnight ER physician, getting them to acclimate to a totally different schedule would not work well, because their circadian rhythm is completely different. That information allows us to tailor their experience when they move in. Instead of them fitting into our mold, it is up to us to adjust to them as individuals. 

What recent innovations have been implemented to deliver better care for the residents?

We have piloted a program called Inspiren, which is a fall-mitigation program using outline-style monitoring, instead of a camera. It allows us to see how a fall occurs so we can prevent it for that individual, and how long it takes for a team member to assist them, which enables us to make them feel safe more quickly. We’re able to then tailor their specific apartment to be the safest for them. This allows us to minimize hospital visits, unless they are necessary, such as when somebody hits their head. A hospital environment can be overwhelming, and for somebody who has Alzheimer’s or dementia, it can be traumatizing. 

We are also rolling out a program with Amba Health and Synergy Medical Group to bring advanced Remote Physiologic Monitoring (RPM) solutions to its communities. This allows us to know the baseline for each individual through remote monitoring. We’re able to develop a routine for the individual that takes into account sleep quality, eating schedule, mattress type, and many other aspects. It can also allow us to see early-onset diabetes, or potentially a urinary tract infection, which can become serious in seniors and might cause cognitive deficits. If we can diagnose that in early stages, before they even have discomfort or challenges, we can help them live a better, fuller life.

What recent developments have been completed on the properties?

Over the past year, there were full renovations on two of our Houston communities, The Village of Meyerland and The Village of The Heights, including the installation of full-building generators. These are not just for emergency backup, but a full power restoration for apartment lighting, hallway lighting, and all other electrical needs. The Village of River Oaks and four of our Dallas communities have undergone a refresh this year. We continue to assess and revamp our properties and assets to stay marketable, because the residents who choose to live with us deserve to live in the best environment possible. 

How do you attract the necessary labor pool for a senior living house? 

We lead with culture. It is something that everybody feels when they walk into a community. The 

residents, the team members, and the family members feel that. It’s important to have a strong culture and great benefits in place. We evaluate and tailor the benefits by assessing what is important to the community team members and the office-based team members. The staffing concern has been stabilized over the last couple of years after COVID, and it speaks volumes that our Glassdoor rating is 4.9 stars, possibly the highest in a senior living organization. We do this with kindness and empathy, even when we have to make hard decisions. Most team members have the best interests at heart. Sometimes, they just need additional education, and we have to provide that learning opportunity to give them a chance to grow. We also have opportunities for continued advancement. 

How does the company strengthen the healthcare ecosystem within Houston and the surrounding region?

We are so fortunate to have the largest hospital network in the world, and that’s another reason why people should want to live in Houston. If we are sick, Houston is where we can have the best care possible. Our partnerships here allow us to continue to learn and evolve, and ensure that we’re providing the best care possible to our associates, team members, and residents. For example, our community at Rice Village is located right by the medical center, so our residents and team members have access to cutting-edge healthcare technology. 

What is your general outlook for the company?

The outlook for senior living this year has been positive, which is encouraging for future investment. Besides additional investment opportunities, we are continuing to dive into technology. We’re furthering our technology use next year because that will be a win-win for our residents and team members. We will also continue to focus on culture and show our team members how much they matter to us. Our success is only because of the team members in the community. 

Moreover, Houston is an amazing market for all levels of businesses. We have ultra high-end communities, as well as mid-luxury communities, depending on the location. Houston offers something for everybody, whether they’re at retirement age or just beginning their career. The educational opportunities in Houston are fantastic as well.