Regional Review: Raleigh-Durham’s life sciences cluster expands

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Writer: Eleana Teran

Raleigh-DurhamRegional Review is a year-end series from caa that looks at key developments in a focused industry throughout the year and sets the stage for what’s to come in the near term.

December 2025 As U.S. demand for biomanufacturing capacity grows, Raleigh-Durham is capturing an increasing share of investment. Global firms are expanding research and production operations, strengthening the region’s role in the national life sciences network.


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“Life science manufacturing has grown tremendously in this market, and Raleigh-Durham offers the right combination of industry support, access to land, strong higher education institutions, and targeted incentives that bring major projects here,” said Shawn Pepple, Raleigh business unit leader at DPR Construction, in an interview with Invest:. 

In a year defined by global supply chain uncertainty and rising demand for biologics, the Raleigh-Durham region, anchored by Research Triangle Park (RTP) and leading institutions such as Duke University, NC State, and UNC-Chapel Hill, continued its transformation from a research center into a major hub for biomanufacturing. A wave of new investments and facility expansions reflected the region’s growing role in the nation’s life sciences economy. 

Several major announcements reinforced that momentum. FUJIFILM Biotechnologies officially opened the first phase of its $3.2 billion cell culture manufacturing facility in Holly Springs, one of the largest of its kind in North America. Biogen expanded its RTP operations with a $2 billion modernization project, marking three decades in the area. Novartis announced a $771 million investment across Durham and Wake County, adding new facilities expected to create 700 jobs by the end of 2030. Meanwhile, OXB acquired a viral vector manufacturing plant in Durham, expanding the region’s footprint in gene-therapy production.

Tracking growth and expansion

The scale and pace of activity across the Triangle reflect both local strengths and global market shifts. According to CBRE’s 2025 U.S. Life Sciences Outlook, national lab and R&D leasing activity grew by more than 41% year-over-year in late 2024, with Raleigh-Durham ranking among the top emerging clusters for biomanufacturing and innovation space. North Carolina’s combination of cost efficiency, research depth, and workforce readiness continues to draw new entrants to the market. 

“When companies look at where to expand or relocate, they consistently tell us their No. 1 consideration is the workforce,” President Jeff Cox of the North Carolina Community College System told Invest:. “There isn’t a community anywhere with thousands of engineers, technicians, or advanced manufacturing workers simply waiting for the next large employer to arrive. What companies want is confidence that a state has the ability to upskill or retrain its workforce quickly. That’s where our system comes in.”

The North Carolina Biotechnology Center (NCBiotech) reported that life sciences contribute more than $82 billion to the state economy, support over 75,000 highly skilled workers, and encompass more than 840 companies statewide. State and local organizations have played a central role in sustaining that trajectory. The Economic Development Partnership of North Carolina highlighted life sciences as a top recruitment priority, noting that the sector attracted over $10 billion in announced investments in 2024. Many of these projects focus on advanced biologics, cell therapy, and vaccine manufacturing, subsectors that require specialized facilities and highly trained staff. 

The focus on high-complexity manufacturing aligns with the broader U.S. trend toward domestic production resilience. According to PharmaVoice, Global firms are accelerating onshoring to reduce exposure to international supply chain risks, citing the Triangle as a preferred site for its established infrastructure and talent pipeline. Collaboration among state agencies, research institutions, and industry partners remains central to North Carolina’s success in attracting new biomanufacturing and life-sciences investment.

Challenges and constraints 

Rapid growth has created its own set of pressures. The Triangle’s biggest challenge is talent supply. Workforce readiness remains one of North Carolina’s greatest advantages, but it is also an area that will demand sustained attention as the industry scales. The North Carolina Biotechnology Center highlighted several initiatives aimed at building long-term capacity, from military-to-biotech transition programs under the MOVE initiative to scholarships through the Life Sciences Apprenticeship Consortium, and outreach efforts reaching more than 400 students across the state.

“Many of the programs that employers want us to expand — advanced manufacturing, healthcare, engineering technologies — are also the most expensive to operate,” said Cox, emphasizing the importance of ongoing support. “With Propel NC, we’re asking the General Assembly for an additional $93 million so we can increase reimbursement for high-wage, high-demand programs. This will allow colleges to expand capacity in fields where employers need workers most, without losing money every time they add a student. It’s an investment that will pay dividends across every region of the state.”

Cox added that expanding apprenticeships remains a top priority. “Apprenticeship is one of the most effective tools we have for building a strong workforce pipeline, and expanding those opportunities has been a priority for the system,” he said. “Together with partners from NCWorks, the community colleges, and many others, we’ve identified 11 major goals for strengthening workforce development statewide. One of those goals is to double the number of apprentices in North Carolina.”

While workforce readiness remains a competitive advantage, other structural challenges are beginning to surface. Supply and demand for specialized facilities, particularly laboratory and R&D space, are tightening as companies scale operations and new entrants seek room to grow. CBRE found that leasing activity across the 13 largest U.S. life-sciences markets rose to 2.9 million square feet in late 2024, up from 2.0 million a year earlier.

However, conditions remain mixed. According to Cushman & Wakefield, U.S. life sciences asking rents averaged $67.88 per square foot in 2Q25, flat quarter-over-quarter but down 3.3% year-over-year, while vacancy rates reached a record 23.9%. The firm noted that although construction activity has slowed, higher preleasing levels should help balance the market as new projects are absorbed.

“The life sciences industry… has slowed down,” said Ryan Toland, executive vice president and principal at Colliers, in an interview with Invest:. “Leasing velocity has dropped, and there aren’t many large biotech deals happening right now.” Toland added that while industrial activity remains solid, competition for high-quality sites has eased compared with the peak years of rapid expansion. 

Infrastructure and housing pressures are also growing as the population increases in Wake and Durham counties. These dynamics are shaping broader discussions about how the Triangle can balance growth with affordability and access, ensuring that its success remains sustainable over the long term. 

Navigating a shifting landscape

While local and state momentum remain strong, national policy shifts are creating new uncertainty for the research and innovation side of the life sciences ecosystem. According to the New York Times, federal funding for the National Institutes of Health (NIH) and other science agencies has faced renewed scrutiny, with proposed reductions to research budgets.

Analysts warn that sustained cuts to NIH and ARPA-H budgets could slow early-stage research, decrease innovation, and disrupt clinical trials, according to Fierce Biotech, affecting universities and startups that rely on federal awards to bridge discovery and commercialization. In North Carolina, major research institutions, including Duke, UNC-Chapel Hill, and NC State, benefit from substantial NIH funding that supports early-stage discovery and collaboration with industry. For emerging life-science hubs like Raleigh-Durham, that uncertainty reinforces the importance of state and private-sector investment in maintaining research continuity.

Federal uncertainty may test how far the region’s momentum can go, but the fundamentals remain clear. Years of strategic investment have positioned the Triangle to compete at a global scale in research, manufacturing, and workforce development alike. The challenge ahead will be sustaining that balance as growth spreads beyond traditional hubs and as national funding priorities evolve. Public and private initiatives are already shaping what the next phase looks like. From expanding biomanufacturing capacity in Holly Springs to deepening university partnerships across Durham and Chapel Hill, the market continues to prove its adaptability.

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Spotlight On: Jonathan Hunt, Interim General Manager and CEO, MARTA

Jonathan_Hunt_Spotlight_onDecember 2025 — In an interview with Focus: Jonathan Hunt, interim General Manager and CEO at MARTA (Metropolitan Atlanta Rapid Transit Authority), emphasized the system’s largest capital investment in decades, including new railcars, a NextGen Bus Network, and major station overhauls. Ahead of the 2026 FIFA World Cup, MARTA is also modernizing its fare system and launching the metro Atlanta region’s first bus rapid transit line and arterial rapid transit line to support long-term regional growth and improve the daily rider experience.


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What major changes at MARTA over the past year reflect its future direction?

Here at MARTA, we’re undergoing the largest capital improvement plan since our inception. We’re advancing several major projects: our NextGen Bus Network, AFC 2.0 — our new automated fare collection system, and new railcars, which are the most advanced in the country.

We’re also building a large operations and maintenance facility in Clayton County and investing heavily in that area. Five Points Station is undergoing a $230 million reconstruction, both underground and above, and we’re also working on the Rapid A-Line, the metro Atlanta region’s first bus rapid transit line that will be delivered before the World Cup.

Right now, we’re doing a six-week shutdown at Garnett Station to replace aging platform pavers, which is also part of downtown Atlanta’s revitalization. Just recently, I visited Stadler’s U.S. manufacturing facilities in Salt Lake City with my deputy general manager and our board chair. The new railcars are on track, and we just recently received our second trainset for testing. By the time the World Cup rolls around, we should have about a dozen new railcars in operation.

What challenges come with managing growth and congestion in a fast-growing region like Atlanta?

Atlanta’s population is growing, and MARTA is going to play a big role in handling that increased demand. The Atlanta Regional Commission estimates that metro Atlanta will grow from just under 6 million people now to nearly 8 million by 2050. We’ll be larger than Chicagoland and one of the biggest metropolitan areas in the country.

Our goal is to give people an alternative to driving. Transit offers choice, and that’s going to matter more as car ownership becomes more expensive, whether you’re driving gas-powered or electric. Even the grid isn’t ready for everyone to go electric yet.

We’re also focused on last-mile access and connectivity. We recently received a Safe Routes to Transit grant to help build safer paths to stations and bus stops. If you’ve got a stop surrounded by mud or grass, it’s not going to feel accessible, especially for people with mobility challenges.

We’re launching MARTA Reach, an on-demand microtransit service. It’ll operate in 12 zones next year and complement our NextGen Bus Network redesign. That redesign is the first full overhaul of our bus system in 40 years. Every route will be touched, with new signage and faster, more frequent service — 15-minute headways or less on our highest ridership routes. Where we are reducing routes, MARTA Reach fills those gaps. It’s like a public Uber, tailored to specific zones.

What’s the focus for safety, and how are you maintaining MARTA’s record?

Safety is our number one priority. Over the past five years, we’ve reduced major crimes on MARTA by 50%. This year, we’re down another 21% from the five-year reduction.

We’re also addressing the perception of safety. Some people still believe MARTA isn’t safe, even when the data says otherwise. We’re working to change that narrative. Our vision is to deliver safe, clean and reliable transit, through routine excellence every day.

We’re investing in our police department and focusing on empathetic enforcement, especially with unhoused individuals and those experiencing mental health crises. We have programs like MARTA HOPE that connect people to services. If someone is simply causing disruption, that’s a different matter. But we’re committed to treating people with dignity.

We’re hiring 10 more field protective specialists — trained personnel who aren’t sworn officers but help maintain safety and order. And we’re reaching our full budgeted number of sworn officers, 250, by the end of the year, with plans to hire 30 more in 2026.

We’ve got a full police infrastructure: K9, drone, bomb, SWAT teams, investigations units, and now a Real-Time Crime Center. That’s where we use technology to track incidents and help other departments across the region. If someone commits a crime in another jurisdiction and tries to use MARTA, we’ll know. They won’t get lost in the system.

How is MARTA preparing to support the 2026 World Cup?

We’re hyper-focused on six key priorities. One of those is securing a new collective bargaining agreement with our frontline workforce. None of this works without them.

We’re launching the NextGen Bus Network in April 2026. Our new fare collection system also goes live then. It will allow people to tap their credit card, use their phone, or buy a Breeze card. International travelers can pay the way they’re used to and use MARTA without friction.

Our Rapid A-Line line will be ready by then. The Garnett Station rehab will be completed. And we’re doing a major renovation at the newly renamed Sports, Entertainment and Convention District Station or SEC District Station — close to the stadium — where we’re overhauling the station.

We’re improving wayfinding and updating announcements. Once the tournament draw happens in December, we’ll be tailoring announcements in the languages of the countries coming to Atlanta. We want visitors to feel welcomed and able to move through the system confidently.

MARTA is the only transit system in the country that takes you directly from inside the airport concourse to the stadium. That level of connectivity is unique, and we’re leaning into it.

What long-term impact will these projects have on the region and daily riders?

Everything we’re doing is designed to last beyond the World Cup. These aren’t one-time projects. A new station rehab benefits us for 20 years. These investments are good for now and for the region’s long-term economic development.

After the World Cup, when people come back a year or two later, they’ll see the impact: new rail cars, a transformed Five Points Station, the fully rehabbed Garnett Station, and a completely redesigned bus network. These aren’t just short-term upgrades. They’re foundational changes to how people experience transit in Atlanta.

How is MARTA using technology and innovation to modernize operations?

We’re implementing a full suite of initiatives to modernize our operations, improve customer service, and enhance safety. Our new railcars go beyond simple replacement, they’re more accessible, safer, and more inviting.

We’ve awarded a contract for a new communications-based train control system. It’s a wireless safety system that lets us run trains closer together, reducing wait times and improving reliability. Stadler is providing both the railcars and the communications system. We’ll be the first in the U.S. to have this type of system.

Our fare collection system, Breeze 2.0, will support open payments and offer flexibility to riders. We’re also using AI-powered tools to analyze rider feedback. Our Voice of the Customer platform helps us process thousands of comments and respond meaningfully.

We’re modernizing our digital presence, launching a new trip planner, a unified app, and a project snapshot tool so the public can check the status of initiatives across the region.

How is MARTA leveraging public-private partnerships to support growth?

We have an extensive public-private partnership program, especially around transit-oriented development. Since 2017, we’ve launched seven TOD projects, generating over $40 million in revenue for MARTA, 600 affordable housing units, and over $437 million in private investment.

One example is Moving in the Spirit, a nonprofit teaching youth through dance. We helped them secure a 99-year capital lease near our Edgewood/Candler Park Station. They now have one of the most advanced dance studios in the region, and more importantly, a permanent home on MARTA.

These developments bring in revenue, create housing, and convert unused parking lots into vibrant communities. Because we’re tax-exempt, these projects also put land back on the tax rolls, supporting our city, county, and school systems.

We stay engaged with these developments through art programs, music performances, and community events. This isn’t just about buildings. It’s about creating a more livable, vibrant city.

What role will MARTA play in the future of the Atlanta region?

Our job is to deliver better transit — safe, clean, and reliable — every single day. But looking ahead, it’s about execution. We have a long list of transformative projects, and we need to deliver them.

We want to win back riders who may have left and show them what’s possible. A year from now, they should see a completely renewed system with new railcars, cleaner stations, and better service. Our focus is on delivery. If we do that well, MARTA will be the leading transit system in the country.

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Regional Review: Palm Beach emerges as a finance hub

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Writer: Pablo Marquez

Palm_BeachRegional Review is a year-end series from caa that looks at key developments in a focused industry throughout the year and sets the stage for what’s to come in the near term.

December 2025 — Palm Beach County is emerging as one of the nation’s most active financial centers, a trend that continued in 2025 with steady growth among wealth advisers, asset managers, and private-equity firms.


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The Business Development Board of Palm Beach County (BDB) reports that hundreds of asset-management firms, hedge funds, private equity groups and financial-services companies now operate in the county. The finance sector has become the leading engine of personal income, generating more than $7.5 billion annually. The shift has brought an influx of high-net-worth individuals from traditional financial hubs, particularly New York, reshaping the region’s social and economic profile.

Expansion and relocation

Amerant Bank opened a new regional headquarters and banking center in West Palm Beach in April 2025, expanding its retail, commercial and private-client services. Flagstar Bank launched a Private Client Office in Palm Beach in August, reflecting growing demand for bespoke wealth services. Citizens Financial Group also opened its first private-banking office in the county this year with a multimillion-dollar investment.

“It makes for an excellent recipe for growth and competitiveness alongside the traditional global financial hubs,” said Todd Stoller, regional managing director at Fiduciary Trust International, in response to what makes the area an ideal location for his team. “We’re only at the tip of the iceberg, and we believe it will grow exponentially in Palm Beach.”

Private equity play

More than 300 hedge funds, private equity firms and financial-services companies now maintain operations in Palm Beach County, many of them relocations from New York and other major markets. These moves are driven by business-friendly tax policies, lower costs, abundant Class A office supply and a growing concentration of high-net-worth residents. According to BDB data, the county’s financial-services employment exceeds 120,000, with salaries above the national industry average.

“Palm Beach County’s rise as ‘Wall Street South’ is becoming increasingly evident,” Noel Martinez, president and CEO of the Palm Beach North Chamber of Commerce, told Invest:. “This shift is contributing to the region’s economic diversification and solidifying our position as a financial hub.”

Ripple effects

The inflow of wealth and finance jobs is reshaping both commercial and residential real estate. BDB’s latest snapshot shows strong growth in office demand, housing development and population inflows — including younger professionals relocating from dense, higher-cost cities. Luxury housing, waterfront properties and high-end condominiums are in especially high demand, often aligning with new office and commercial development.

“South Florida’s status as ‘Wall Street South’ has driven demand for high-value commercial leases, acquisitions, and construction financing. With the region’s continued economic growth, we anticipate that this demand will only increase, particularly as interest rates start to decline,” said Scott Hawkins, chairman and shareholder at Jones Foster, in an interview with Invest:.

Looking ahead

Palm Beach County has solidified its position as a dynamic financial center. Wealth migration, firm relocations, favorable business conditions and rising demand for private-client and asset-management services suggest continued momentum heading into 2026. The next stage of growth will depend on how the region balances expansion with livability and long-term competitiveness.

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Houston leaders push tech-driven sustainable growth

Writer: Mirella Franzese

IHOUe2_Panel_2_HoustonDecember 2025 — At the recent Invest: Houston Leadership Summit, industry leaders from Houston’s technology, construction, and energy sectors came together to discuss leveraging technology to enhance sustainability and infrastructure while maintaining economic vitality.


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Moderator, Suzanna Bonham, a partner at law firm Seyfarth Shaw LLP, noted that economic competitiveness and sustainability can sometimes appear at odds with each other — especially given the challenges of expanding sustainable solutions without increasing the cost for the end product. 

While balancing near-term performance gains with long-term environmental goals used to represent two diverging goals, the emergence of new technologies is changing the narrative across Houston’s core sectors, including energy, technology, and construction.  

Energy

“In the three to four years leading up to 2024, (the push towards sustainability) was all about building new assets, new plants, and creating entirely new value chains of hydrogen from scratch, and have it somehow not cost too much,” said panelist Parker Meeks, CEO of Utility Global. “That doesn’t happen.” 

Yet, investments in infrastructure and technology are helping bridge that gap, bringing the net-zero objective closer to reality.   

“Houston is the epicenter of energy and infrastructure,” explained panelist Ryan Ezell, CEO of the leading chemistry and data tech company Flotek Industries. 

Ezell pointed out that Houston has the largest petroleum infrastructure and wind farm battery in the U.S, the fifth highest solar output, and a rapidly emerging hydrogen sector. 

This massive energy density creates the potential for significant economic and technological transformation in the region, especially given the challenge of reconciling cost-saving business models with more expensive sustainability goals. 

“(Energy) is a change agent,” explained Ezell. “It’s a change agent to bettering human lives. It’s a change agent for driving innovation and technology because these things require sufficient energy.”

Eliminating Waste

According to Meeks, the rise of new technologies such as AI enables plants to pursue decarbonization without increasing the cost of their products by converting waste, such as finery off-gas, chemical off-gas, and steel off-gas, into valuable hydrogen.   

This is also rapidly changing the way energy companies approach sustainable waste management. For instance, Ezell and his team at Flotek can remove waste from their energy-infrastructure operations through AI, reducing emissions through real-time gas monitoring in pipelines and field operations. 

Powering AI Data Center 

With the data center boom in Houston, this process becomes key to sustaining some of the region’s growing electrification demands. 

As Ezell observed, big tech companies and hyperscalers with effectively unlimited capital are now entering the conversation around sustainability because they desperately need energy for data centers.

“We’re going to see more electricity growth in the next five years than we’ve seen in the last 50 years combined,” said Ezell. “A lot of this is driven by the requirements of AI data centers, the mass electrification, and also the reshoring of a lot of industrial processes.

To that end, corporations like Flotek and Utility Global are converting stranded gas into fuel for data centers and grid infrastructure by leveraging near-time data, AI models, and predictive analysis. 

According to Meeks, waste gases aren’t just “water” — they’re valuable feedstocks and fuels that can be used for advancing power capabilities. AI and software are both huge levers through which to achieve that.  

“We think technology can be 50% lower capex and 40% lower opex in just a few years by mainly software, smarter heat-management, balance, and gas flow,” Meeks told his fellow panelists.

For Ezell, these gains in performance showcase the need for further investment in AI and emerging technologies.

“There’s just that constant push. It’s our job to push sustainability forward and look for better ways to take waste out by driving new measurements, new advancements in material sciences, and new chemistries that bring efficiency to the forefront,” added Ezell. 

Real Estate Gains

Within Houston’s real estate and construction sector, technology breakthroughs are also unlocking new gains in the environmental and sustainability space, according to Jeff Challis, SVP of Joeris General Contractors’ Houston office. 

For instance, Joeris created a construction technology team dedicated to finding and testing the latest tools. These include 3D modeling, virtual design, AI, drone technology, and robotics.

The team’s robotic crawler technology — which uses a 360-degree camera to inspect confined spaces and eliminates the need to send workers into risky locations — was even awarded Innovation of the Year. 

These advancements cost money, as Challis noted. Yet, Joeris General Contractors’ customers increasingly see the value in their investment — from reduced waste, improved safety, and long-term cost savings.  

Responsibility 

The path forward is one driven by social responsibility, according to Meeks, Challis, and Ezell. 

As a global energy epicenter, Houston has a responsibility to help close that gap, according to Ezell. “It is our role… to facilitate the learning curve and reduce waste that we may have experienced in the previous years.” 

Now, major operators and private companies are embracing the transition. Investments are pouring into universities, schools, community partnerships, and innovation programs, which are expected to accelerate job creation for the next generation. 

For Ezell, growth in the energy sector will continue to enable technology — driving change in the regional economy. 

I don’t know that there’s ever been a more exciting time to be in the energy and infrastructure space,” he said.

Want more? Read the Invest: Houston report.

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Spotlight On: Kevin Plummer, Head of School, Tampa Preparatory School

Kevin_Plummer_Spotlight_onDecember 2025 — Tampa Preparatory School continues to redefine innovation in education through cutting-edge facilities, strong partnerships, and a deep commitment to nurturing creativity and emotional intelligence. Head of School Kevin Plummer spoke with Invest: about how the new Building of Learning and Discovery (BOLD) is transforming student experiences, why thoughtful integration of AI matters, and how the school’s mission keeps growth grounded in purpose. “The job of schools is to help children breathe — intellectually, artistically, and emotionally,” he shared.


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What changes over the past year have most significantly impacted Tampa Prep?

The biggest change for us is having our first full school year with the addition of the Building of Learning and Discovery, or, as we call it, BOLD. It has had a tremendous impact, not just visually with its three floors of science, but in how it allowed us to reimagine the use of our campus.

Through accompanying renovations, we created a new space in the heart of the school called Mitchell Commons, recaptured a lecture hall with an LED volume, built the Mahaffey Student Health and Learning Lounge (SHELL), the Dutkowski Center for Academic Support (CAS), and added seven new classrooms. Together, BOLD and the interior upgrades helped us rethink student services in ways that are pro-student, pro-community, and pro-collaboration.

How does this new facility enhance the student experience and reflect your commitment to innovation?

On the science front, it lets us live the fullest and most accurate expression of collaborative bench science. The best medical schools, such as USF’s Morsani College of Medicine, embrace this model because healthcare today is inherently collaborative.

With BOLD, we’ve positioned our building, curriculum, and student experience to reflect that same mindset. Our labs are state-of-the-art, comparable to those at leading medical schools for biology, chemistry, and physics, but designed for high-school students.

Are there any new programs or partnerships you are particularly excited about?

Absolutely. Being a downtown school allows us to view the city as our classroom. On the science side, we partner with Tampa General Hospital, BayCare Health System, AdventHealth, and Moffitt Cancer Center. Our art students regularly walk across the street to the Tampa Museum of Art, where many of them recently won Scholastic Art awards.

Our proximity to institutions like the Straz Center makes it possible to integrate real-world experiences seamlessly into learning.

How does Tampa Prep attract and retain top teaching talent?

We tell our story honestly because Tampa Prep isn’t for everyone. Teachers here must buy into core principles of relationships, kindness, and trust. Our school day starts at 8:50 a.m., based on brain research showing the benefits of later starts, and that’s one example of our student-centered approach.

When hiring, we emphasize authenticity and creativity. We support teachers so they can innovate freely. I often tell new hires: we’re not asking you to copy someone else’s curriculum, we want you to bring your passion every day. Retention comes from empowering teachers to do just that.

What major trends are shaping independent education right now?

The biggest one is the thoughtful integration of artificial intelligence. We’re approaching it slowly but purposefully. AI must be grounded in safety, ethics, and responsibility. For us, AI is a tool, like an iPad or a desk. Students must understand when and how to use it appropriately. We’ll always emphasize critical thinking, communication, and numeracy, but now we must also teach students to engage with technology ethically and intelligently.

How is Tampa’s rapid growth influencing the school and its community partnerships?

Tampa’s growth has made it an incredibly attractive place to live, and for us, the challenge is finding what I call “mission-critical families.” We want families who buy into our mission to think, create, be yourself, aspire to excellence, and go beyond.

Creativity is central to our identity. We encourage students to flex both intellectual and artistic creativity and to be comfortable in dynamic, diverse conversations. We’re proud to be one of the few schools in Florida offering two levels of Native Heritage Spanish-speaking classes.

Our students are what I call “joyfully complicated.” For instance, our middle blocker on the state champion volleyball team is also one of our best singers, plays electric guitar in two school bands, and excels academically. That’s the kind of multidimensional learning we celebrate.

You have spoken passionately about fostering emotional intelligence. What does that look like in practice?

The job of schools is to help children breathe — intellectually, artistically, socially, and emotionally. When schools aren’t careful, they can unintentionally suffocate dreams and hopes.

At Tampa Prep, that mindfulness starts with our faculty. Students quickly learn that kindness and respect are essential. If a student can’t align with that, they move on. The same goes for parents. Our homecoming and prom courts aren’t popularity contests, they’re affirmations of kindness. Those honored are relentlessly kind to everyone, and that’s the culture we protect.

Looking ahead, what are your key goals and priorities for the next two to three years?

We’ll continue to be thoughtful about growth and the integration of AI into our programs. Success can challenge a school’s humility, so staying grounded in our mission and values is essential.

In the near term, we’re focused on helping young people navigate what feels like a tumultuous adult world. We want to preserve their childhood — their hope, dreams, and inspiration — while modeling empathy, compassion, and understanding.

Our mission remains clear: to guide our 700 students through the Tampa Prep experience so they can reach college and beyond believing they can do great things.

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How Houston schools are building future-ready talent

Writer: Andrea Teran

IHOUe2_Panel_1December 2025 — Houston-area school districts are rethinking how career and technical education (CTE) fits into a modern K–12 system. At a recent education leadership panel, four superintendents from districts across Greater Houston outlined how they’re expanding STEM and career pathways — not just in high school, but starting in pre-K.


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“It starts early,” said Rebecca Brown, superintendent of Dickinson ISD, during the Invest: Houston Leadership Summit on Nov. 20. “We begin talking about post-high school plans in elementary school — STEM instruction, yes, but also giving students real choices early on. That includes everything from technical careers to fine arts to trades.”

Statewide shift, local action

Texas has leaned heavily into career and technical education in recent years. As of the most recent figures from Advance CTE, more than 1.18 million high school students in Texas are classified as CTE concentrators — roughly 70% of the state’s public high school enrollment. Total secondary CTE participation now exceeds 1.18 million students statewide, reflecting widespread integration of career pathways into the K–12 system.

In the Houston Independent School District — the largest in the region — district data from 2019 already showed upward momentum, with CTE enrollment growing from 33,634 to 44,840 over a decade. In addition, beginning in the 2024-25 school year, all HISD high schools are now required to offer at least two designated CTE programs, such as health informatics, networking systems, and entrepreneurship. Students who complete coherent CTE sequences in HISD show lower dropout rates (2.6% versus 3.9% for peers) and higher pass rates on core end-of-course exams.

“Student engagement is the key,” said Randal O’Brien, superintendent of Goose Creek CISD. His district hosts ten career academies aligned to regional labor demand. “We talk to students, families, and business partners — what do kids want to do, and what do employers need? Then we build pathways.”

Career pipelines as early as pre-K

Panelists emphasized that CTE isn’t just about welding labs or health science tracks in high school. In La Porte ISD, all seven elementary campuses have STEM academies. Pre-K classrooms at Goose Creek CISD are themed — space, wetlands, robotics — and regularly host visits from local professionals.

“Our four-year-olds are saying words like ‘minuscule’ and ‘veterinarian,’” said O’Brien. “We’re building vocabulary, sparking curiosity. They’re already thinking about who they want to become.”

Ken Gregorski, superintendent of Katy ISD, echoed the importance of foundational skills. His district recently rolled out a 1:1 Chromebook initiative to standardize tech access across all 97,000 students. “Technology can equalize opportunity. Every student, regardless of zip code, should be ready for the future.”

Workforce alignment, local impact

The region’s economy — anchored by energy, healthcare, logistics, and aerospace — has shaped the structure of many local CTE programs. Dickinson ISD, for example, is investing in a new CTE center set to open in 2026, aimed at expanding high-demand pathways. The district plans to offer programs in health science, cybersecurity, HVAC, maritime, firefighting, and culinary arts — aligned with regional workforce needs in energy, infrastructure, and public safety.

“We are focused on future-forward fields, but also the trades: HVAC, welding, electrical,” said Brown. “We sit near the Gulf Coast, so energy and infrastructure matter. Our students need skills that match what this region demands.”

Statewide, Texas has outpaced federal investment in CTE, according to a 2023 policy analysis by the Texas Public Policy Foundation. That funding has helped expand dual-credit programs, certifications, and high school–college–industry partnerships.

Still, gaps remain. A Kinder Institute study found that not all Houston campuses offer equal access to career clusters and that long-term outcomes vary based on postsecondary attainment. National data from NCES show that CTE concentrators are more likely to earn associate degrees but less likely to earn bachelor’s degrees than their non-CTE peers.

Investing in educators

Expanding high-quality career and technical education depends deeply on a stable, well-prepared corps of teachers. According to Texas Public Radio, data from the Charles Butt Foundation show Texas still faces a serious retention challenge — 66% of teachers surveyed in 2025 said they had considered leaving the classroom, citing stress, low pay, heavy workloads, and feeling undervalued.

That reality reinforces what panelists emphasized at the leadership summit.

“We need to make certain that we are investing in our young teachers,” said Walter Jackson, superintendent of La Porte ISD. “Not just paying them a good salary when they start but also figuring out ways to pay for them to go back and learn — even earn master’s and doctoral degrees — so that we can feel like we have masters in every classroom.”

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Local schools blend workforce skills with civic learning

Writer: Andrea Teran

San_Antonio_Panel_3_WorkforceDecember 2025 — The four-year degree is under pressure. Rising costs and workforce demands are forcing educators to rethink traditional models.


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Only 22% of Americans believe a bachelor’s degree is worth the cost when student loans are involved, according to Deloitte’s 2025 Higher Education Trends report. Meanwhile, trade school enrollment is growing nearly 5% annually. Since 2020, more than 40 U.S. colleges have closed.

“The new era of higher education is an era of employers and workforce. We simply can’t keep minting degrees that have no value,” one university leader said, as cited by the Deloitte report.

San Antonio educators reshape strategy

In San Antonio, school leaders are integrating workforce training with cultural literacy. Their goal: prepare students for economic growth without losing local identity. Bexar County’s Future Ready initiative aims to raise college and credential completion to 70% by 2030. At the Invest: San Antonio Leadership Summit, educators emphasized pairing technical skills with civic awareness.

“Our students are visiting mosques. They’re going to the Holocaust Museum. They’re getting out and about to the missions,” said panelist Scott Brown, president and head of school at TMI Episcopal.

Brown said schools must help students explore beyond familiar neighborhoods to understand the broader San Antonio community.

“Our students get to tackle those challenges through their coursework and beyond,” added Abel Chávez, president of Our Lady of the Lake University. 

“The ability of our students to connect with the families and understand their lived realities is very important,” he said.

Schools blend STEM, arts, and ethics

Across the U.S., STEM education is evolving into STEAM, adding the arts as a core component. San Antonio schools are embracing this shift.

SAISD recently completed a $20 million renovation of a dual-campus facility on the South Side, shared by CAST Med High School and CAST Imagine Middle School, according to San Antonio Express-News. The project added updated labs for science, math, art, and language arts.

“How do you have one hand in your history and one hand in your future?” Brown said.

TMI Episcopal now requires two new courses: one in ethics and philosophy, and another in innovation and technology.

“No single discipline can tackle these challenges alone,” said Chávez.

Education as inclusion and identity

“We want to make TMI more accessible to families that share our values,” said Brown. “All are welcome, period.”

“We are the birthplace of Hispanic-serving institutions,” said Chávez. “That’s core to who we are.”

Brown said students need not only job readiness but civic grounding.

“Students must be connected to where they live,” he said. “They need to know their neighbors.”

“Education builds community, not just careers,” Chávez concluded.

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Regional Review: Pittsburgh energy outlook strengthens

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Writer: Melis Turku Topa

PittsburghRegional Review is a year-end series from caa that looks at key developments in a focused industry throughout the year and sets the stage for what’s to come in the near term.

December 2025 — Pittsburgh’s energy sector closed 2025 during one of the most significant shifts in U.S. power demand in almost two decades. National electricity consumption rose an estimated 4% year-over-year, according to the U.S. Energy Information Administration — the fastest annual increase since 2006.


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The acceleration was largely driven by AI and digital infrastructure needs. S&P Global Commodity Insights projected a 22% jump in data-center electricity demand in 2025 alone.

Western Pennsylvania’s energy mix — abundant natural gas, a dense network of legacy pipelines, and a nationally recognized engineering talent pool — allowed Pittsburgh to position itself as a resilient, flexible power hub in a period of rising strain on the national grid.

“The unique aspect of our region is that there is a tremendous amount of natural gas production in the same footprint that is served by Peoples,” said Michael Huwar, president of Peoples Natural Gas. “We pass those savings on to customers while investing in modernization that keeps service safe, reliable and more sustainable.”

Peoples Natural Gas advanced one of the largest infrastructure revitalization efforts in the Northeast this year. In 2025, the utility replaced over 250 miles of aging pipeline and added approximately 75 miles of new mainline to support growing residential and industrial demand. Its 18-county service footprint sits directly atop prolific Marcellus Shale output, allowing the region’s natural gas to trade at about $1 below the national benchmark. Peoples’ cost advantage is directly reinvested into system upgrades.

As Huwar emphasized, “This also allows Peoples to invest into modernization efforts that help keep service safe and reliable while increasing the sustainability of our footprint and our system with minimal impact to the customers that we serve.”

Modernization and resilience under pressure

The rise of AI-driven computing is reshaping electricity demand across the country. A recent report by the International Energy Agency (IEA) projects that global data center electricity consumption will more than double by 2030, driven by rapid growth in artificial intelligence, cloud computing and digital infrastructure. This global trend is already influencing regional planning. 

In Pittsburgh, utilities and grid operators are preparing for a new generation of power-intensive facilities, prompting long-term capacity upgrades, substation reinforcement, and system hardening to support the digital economy’s expanding footprint.

Sargent Electric Company remained deeply embedded in these modernization efforts. 

“In the medium to long term, the biggest drivers for our growth are data centers and the rise of artificial intelligence,” said Rob Smith, CEO of Sargent Electric Company. “When we talk about data centers, we are also highly focused on the new power plants and sources required to support them.”

For Mike Brady, vice president of power generation execution at Liberty Energy, AI marks a fundamental shift in what the grid must be prepared to deliver. “We aren’t just trying to solve today’s problem; we are trying to solve generational challenges,” Brady said, noting that natural gas will remain essential for fast, flexible and low-latency power. 

The industry, Brady added, is still at the very beginning of the curve. “We’re only scratching the surface of new possibilities in AI. The energy needed for the computing power, without latency issues, is enormous,” said Brady.

The opportunity for Pittsburgh extends beyond meeting rising demand and into shaping the foundation of the emerging AI economy. “Our goal is to use natural gas to improve the lives of people, create jobs and provide cleaner solutions,” said Brady, adding that powering AI-driven data centers is “one of the most exciting things” they are involved in.

Reclaiming global position

One of the most consequential energy trends of 2025 was the renewed rise of nuclear power. As a recent Goldman Sachs analysis highlights, accelerating AI adoption and the rapid build-out of data centers are reshaping global electricity demand, and meeting this surge could require 85–90 gigawatts of new nuclear capacity worldwide, underscoring why reliable, 24/7 baseload generation is becoming central to national energy strategies.

“In my 40-plus years in the nuclear business, I have never before witnessed such a pronounced need for nuclear power,” said Jacques Besnainou, chief commercial officer of Westinghouse Electric Company to Invest:.

Pittsburgh, the historic birthplace of commercial nuclear power, is once again at the center. The AP1000 reactor — designed in Cranberry and operating successfully in Georgia and China — is now slated for expansion. Federal policymakers signaled support for 10 new AP1000 large modular reactors to begin U.S. construction before 2030.

Westinghouse estimates that this nuclear buildout, coupled with global projects in Poland, Bulgaria and eventually Ukraine, could generate 15,000 new jobs in Southwestern Pennsylvania over the next several years.

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Spotlight On: Ben Frank, Executive Director, Center City Business Association

Ben_Frank_Spotlight_onDecember 2025 — In an interview with Invest:, Ben Frank, executive director of Center City Business Association, discussed the organization’s evolution and broader business trends in Philadelphia, as he shared insights on member concerns, sector growth, and collaboration among city organizations for FIFA World Cup 2026 and beyond.


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What changes have most impacted the organization, and in what ways?

We are a small chamber of commerce that has been around for 47 years. Our focus is on Center City Philadelphia, and while most of our events are held there, we attract attendees from across the region. 

The most significant changes have taken place over the last two years, with the rebranding and renaming of the organization. We are still building momentum from that shift. 

Many people had not heard of the organization before, despite our 47-year history, and new companies are now learning about us as they, and we, grow. We have been expanding our membership and events, with attendance on the rise and the topics we cover evolving. While we have always emphasized development and networking, there is so much happening in technology, life sciences, the arts and culture industries that we are broadening the types of events we plan and host.

What are the most common concerns you are hearing from member businesses in this current economic climate?

As a small association, we are more affected by trickle-down issues. For example, when the pandemic hit, it was sudden, and many in the tourism and hospitality industry lost jobs immediately. However, our membership renewals took months to decline, so the impact was delayed. Currently, everything is going very well for us. Event attendance has been greater than usual, and enthusiasm remains high.

The primary concerns or fears we observe are gradual. For instance, life sciences have faced challenges, not just pharmaceutical companies but also development firms. Over the last year or so, there has been significant building and growth in this sector, so the question is whether that can continue and how it will affect our members. At the moment, we do not have many members or events tied to life sciences, though we are actively trying to grow in that industry, as well as in technology

 and startups. If these sectors struggle or if funding is pulled from research, life sciences could slow down, impacting construction and related companies. On the other hand, when companies face challenges, they may lay off employees, leading to fewer people attending events. However, there is also a greater need for community support, networking, and opportunities during such times. This could affect us if members choose not to renew or if event attendance declines.

What has been the impact of federal and state-level policy changes, such as new tax legislation, infrastructure investments, or business incentives?

We are not a large organization that collects data or conducts research. We do not even receive much direct feedback from members, as they primarily engage with us to network rather than submit reports or insights.

We can only speculate that if the broader economy worsens or if nonprofits, arts, and culture organizations lose funding, they may be less able to participate in our events. That might also affect sponsorship support from certain industries. Conversely, sectors like banking and finance, which are actively seeking new customers, may increase their support for us.

Which sectors or industries are showing the strongest momentum in Center City right now, and what is driving that growth?

Philadelphia has done well in maintaining a strong residential presence downtown, which drives street traffic. Many of our event attendees work in real estate, both commercial and residential. Our “Meet the Developers” events have grown significantly, indicating strong interest in these industries. We also have many small businesses, such as marketing firms and public relations agencies, that are actively seeking clients. These companies often reach out to us to secure speaking opportunities or showcase event venues, museums, and other attractions. Their growth likely contributes to the increased activity we are seeing.

What would you say is the current state of collaboration between various organizations within the city, and where do you see room for improvement?

When I think of collaboration, I consider how we work with other organizations, and not necessarily city or government entities, but other chambers and trade associations. For example, we support and partner with the Philadelphia Advertising Club, Asian American Chamber, The Independence Business Alliance, and other chambers. When we host events, we invite members from these groups to participate.

You can also see broader collaboration among organizations like Visit Philadelphia, the Convention and Visitors Bureau, Comcast, and the sports teams — all working together to promote the city to tourists, business conventions, and even local residents. Philadelphia has a history of undervaluing itself compared to cities like New York or Washington D.C., so there is a strong emphasis on civic pride, livability, and walkability.

This year and into 2026, much of the collaboration revolves around major events like FIFA World Cup and America 250. The planning for these events has brought organizations together in a way that highlights how well Philadelphia’s business and civic communities work as a unit. The focus is not just on 2026 but on sustaining momentum into 2027, 2028, and beyond, particularly in attracting conventions and other high-profile opportunities.

What is the unique value that your events bring to the table, such as “Lunch with the City’s Leaders,” and what lessons can other chambers and associations take away from them?

Our events stand out because they foster direct engagement with key decision-makers and thought leaders. For example, “Lunch with the City’s Leaders” provides an intimate setting where members can interact with influential figures in politics, business, and community development. “Women Changing the City” highlights the contributions of women in leadership roles, offering inspiration and networking opportunities for professionals at all levels.

Through our approach, chambers and associations can learn the importance of creating targeted, meaningful experiences that go beyond generic networking. By focusing on specific themes or industries, we attract engaged audiences who leave with actionable insights and connections. Additionally, our emphasis on inclusivity by ensuring diverse voices are represented has helped us build a strong, supportive community. Other organizations can replicate this by identifying their members’ unique needs and designing events that address them directly.

Where do you see the greatest opportunity for Philadelphia and its businesses over the next few years?

The upcoming Semiquincentennial celebrations, FIFA World Cup, and other significant events happening in Philadelphia in 2026 are major opportunities, but the focus extends beyond that. When global organizations see how Philadelphia hosts major events, it could attract new businesses and visitors. Infrastructure improvements, particularly public transportation like SEPTA, are critical. Ensuring SEPTA’s reliability will benefit hundreds of thousands of commuters.

Philadelphia’s more than 80 colleges and universities are another asset. Retaining graduates by providing job opportunities is essential for long-term growth – and of course growing the workforce from within the city is crucial. The city’s walkability, downtown residential population, and historic charm also set it apart. Mayor Cherelle Parker’s vision of a cleaner, safer, and economically inclusive city has generated positivity and momentum.

Philadelphia’s density and cultural richness make it a more dynamic place to live and work, and the rich history makes it truly unique.

What is your outlook for the association, and what are your top priorities for the next few years?

We are currently in a strong position. Our rebranding efforts and event strategies have reinvigorated engagement. While global economic concerns and rising event costs remain challenges, Philadelphia’s upcoming opportunities such as the 250th anniversary and major sporting events present exciting prospects.

Our priorities include increasing membership, growing event attendance, and securing sponsorships from larger companies. We want residents to actively participate in upcoming celebrations rather than leaving the city during peak events. Collaborations with tourism and convention organizations, such as the new Rocky Fest, are also key. Aligning with Mayor Cherelle Parker’s goals of a greener, safer, and more economically inclusive city, we aim to support initiatives that foster growth and community engagement.

Looking beyond 2026, we are focused on sustaining momentum and exploring new opportunities to keep Philadelphia vibrant.

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Industry Corner: AI in higher education — help or harm?

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Writer: Mirella Franzese

Industry_Corner_AIIndustry corner is a monthly series on what company leaders believe are the most important best practices in their sector or organization to ensure growth and sustainable success.

December 2025 — Amid the rapid evolution of AI in the classroom, the future of education is at a turning point. American higher ed institutions are increasingly pivoting to AI to enhance personalized learning and update curriculums according to industry needs — but balancing tech capabilities with ethical standards in teaching remains a challenge.


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Educators today face the dual challenge of preparing students for an increasingly competitive and AI-driven job market while also equipping them to navigate the growing complexities of this technology through ethical discernment and critical thought.

“AI is unquestionably the biggest driver of change,” said Isabelle Bajeux-Besnainou, dean of the Tepper School of Business at Carnegie Mellon University, in an interview with Invest:. “Across the board — from operations to instruction to outreach — AI has become deeply embedded in everything we do.”

Increasing use

At the academic level, 90% of graduate and undergraduate students use AI, according to a 2025 AI in Education Trends Report conducted by Copyleaks, which surveyed over 1,000 students at American colleges and universities. 

AI adoption is rapidly accelerating as well within the higher ed industry. The report found that over the past year, 73% of students increased their AI usage, signaling its growing role within the American classroom.   

Schools like Carnegie Mellon in Pittsburgh and Texas A&M University  are building on this momentum.

“We’re leveraging AI to innovate how we teach,” Bajeux-Besnainou told Invest:. “Regardless of discipline, nearly every faculty member is involved with AI in some way. It’s part of engineering, computer science, the arts, and, of course, business.”

For Bajeux-Besnainou, AI integration is both a subject matter and a teaching tool — one that demands a nuanced educational strategy to ensure students remain both ethical and critical thinkers in a technology-rich world. 

“The most significant change that business schools across the country are grappling with right now is how to effectively harness the power of artificial intelligence while navigating its complex ethical implications,” explained Nate Sharp, dean of Mays Business School at Texas A&M University, in an interview with Invest:.

The challenge is that most students still don’t understand the fundamental difference between ethical and unethical applications of AI, as Sharp notes.

Adoption curve

According to Sharp, AI’s immoral use in the classroom often arises from a student’s desire to stay ahead of the adoption curve in what is an increasingly competitive and dynamic job market.  

“I recently had a prospective student in my office,” Sharp told Invest:. “His main question was: ‘What is Mays Business School doing to prepare students for the future in light of AI?’ He wasn’t thinking about the job market in 2030 — he wanted to know how we’re preparing students for the jobs of 2040, 2050, and beyond.”

That’s because young graduates today face one of the toughest job markets of the decade — excluding the pandemic — with most struggling to secure employment right out of college, according to The Wall Street Journal

The national unemployment rate has largely held steady at 4% in the past year, but for new college graduates (aged 20-24 with a bachelor’s degree or higher) it’s closer to 10%. 

From May 2024 to May 20225, the overall unemployment rate for new grads looking for work was 6.6% — a gap to the broader population that became its widest in about 35 years, per WSJ. 

At the same time, layoffs at major tech companies due to the AI job revolution are souring the outlook for young talent. “The employment landscape is shifting, and employers are refining their expectations,” said Sharp.

Clarity needed

Although, beyond pressures from a progressively AI-driven labor market, the AI knowledge gap stems from slow academic integration across U.S. schools and higher education institutions. 

According to a survey of 4,800 students at a technical university in 2024, there’s a lack of clarity between what applications of the technology are allowed and not allowed, especially as artificial intelligence growth continues to outpace both institutional and ethical guidelines. 

Yet, academic organizations across the country like Tennessee’s Nossi College of Art & Design are catching up in an effort to meet the demands of a fast-changing employer market. 

According to President and CEO Cyrus Vatandoost, the key to integrating AI into the curricula requires an understanding of where the technology adds value and where it doesn’t. 

“At this stage, recognizing its limitations is just as important as leveraging its capabilities,” he said.“(Our) approach varies by program and even by class. In coding courses, AI usage differs from creative classes, where generative AI may be restricted to research purposes only.”

This strategy essentially teaches students about AI’s ethical limitations and how to articulate them to employers through critical thinking, which makes them more competitive in the job market, according to Vatandoost. 

“There’s a tension. We want students to think independently, not rely on AI to do the thinking for them,” added Debra Schwinn, president of Palm Beach Atlantic University, in an interview with Invest:. “AI is powerful, but it’s not infallible. We teach our students to use it critically.”

American higher education institutions are therefore balancing AI adoption with strong foundational values (such as ethics, critical thinking, and judgement) to scale personalized learning and meet employers’ needs, all while safeguarding human agency amid advancing technology.

Advancing on all fronts

“That is central to how we think about the future of education,” said Carnegie Mellon’s Bajeux-Besnainou. “It is not just about staying current with technology, it’s about holding on to the very qualities that make us human.”

To that end, Carnegie Mellon has built its curriculum around the belief that while AI may grow ever stronger, human judgment must still grow stronger. 

Per the university’s ethos, the future of education will be intelligent, data-informed and human driven at its core. 

“As AI becomes more intelligent, our challenge is ensuring that human teachers, human thinkers, also evolve,”said Bajeux-Besnainou. “We want to prepare learners to critically assess, cross-check, and apply AI — not just use it mindlessly….Education should inspire human agency, not erode it.”

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