In an interview with Invest:, Katherine Trumble, CEO and president of San Antonio Botanical Garden, discussed how its new master plan and many initiatives would build a statewide leader in plant conservation. “By operating from a mindset of abundance, we continue to grow together, because San Antonio needs and deserves world-class cultural institutions,” Trumble added.

What elements are covered in the recently unveiled master plan for San Antonio Botanical Garden?

The 10-year master plan was developed in partnership with our community and Reed Hilderbrand, a nationally respected landscape architecture firm that’s worked with top gardens across the country. The two central themes in this plan are plant conservation and access. The resulting transformations will be the physical embodiment of those two goals, becoming the statewide leader in plant conservation and a garden for all. 

Phase one projects include a new horticulture campus; a new conservation and education building to catapult our plant conservation programs; a seed bank to service the entire southwest region; more classrooms to scale our programs; research space; a tissue culture lab; as well as a 2.5-acre pollinator garden, because San Antonio is a champion city for monarch butterflies, which will be at the heart of our garden and become an incredibly iconic view for our city. We’ll also be reimagining our Texas native trails, which will include the expansion of a new West Texas garden, because much of what we’re collecting in our rare and endangered collections comes from West Texas, and also a vineyard to celebrate the Texas wine industry, which is now an over $20 billion industry for our state. 

How have the garden’s new offerings attracted more visitors?

In the last 18 months, we’ve leaned heavily into our relationship with Visit San Antonio and made great strides with group sales by partnering with companies like CityPASS and Old Town Trolley Tours in town. We have also been focusing on elevating our culinary art programs, which is an exciting way to introduce people to our mission of enriching lives through plants and nature. 

How does the garden leverage technology and innovation in enriching the visitor experience?

We use data to see where in the garden people are going, and how long they’re there, and what types of programs are selling out. Our goal is to become a cultural institution that’s part of the visitors’ lives, not one that they just visit once every five years. That’s why we offer programming for all phases of life and all walks of life. The diverse offerings consist of more than a thousand programs a year. The ability to use data helps us figure out what’s working and pivot when we need to. 

How do the garden’s educational initiatives impact interest in horticulture from the surrounding region?

Our school tour programs have grown substantially over the last few years, comprising over eight offerings for nearly 30,000 students annually. We are also invested in expanding our internship programs with high school and college students. Some of these people are going to get their horticulture degree later in life. We work with all the local opportunities, and we’re expanding those partnerships with online horticulture programs. Another group of patrons we’re working to grow is our teen audience. While we are doing well with Millennials, Generation Z, and families, we are curating strong teen internship programs that teach real-life skills.

What is your strategy to ensure year-long interest from across different population segments?

We have special exhibitions throughout the year. In 2024, we had the world premiere of Huntopia, which ran from September through October to champion the work of an internationally renowned artist, Hunt Slonem. We also launched Illuminate, an immersive after-dark lantern exhibition that captivates visitors with illuminated displays that blend art, nature, and culture in a celebration of light. Illuminate returns in November 2025 and invites visitors to explore larger-than-life sculptures and intricate designs. We know visitors increasingly want Instagrammable moments. That is something we think about when we’re planning future exhibitions. We’re also excited about Otherwild, an exhibition we’re doing next March by a group of artists called Poetic Kinetics. Otherwild showcases a collection of kinetic trees and a stunning sky net that will be installed in the conservatory courtyard. 

How has the private event and rental segment performed over the past year?

We’re seeing increasing growth in our private rentals. Convention center business downtown directly benefits us, because when large conference groups come, they want to do off-site events as well. We’re savvy in attracting those groups, especially with the increased focus on building relationships with tourists, and not just the local audience. We see primarily wedding events, and corporate business has become a growth opportunity for us. 

Which initiatives will be implemented to support the city’s effort in attracting new visitors? 

Our new brand will be launched in January 2026, with a bias toward attracting first-time visitors. That’s something we’re heavily investing in right now. We’re also opening an orchid pavilion in the fall of 2026, which will grow our orchid collection from 150 species and varieties to more than 600. Our goal is to become the first garden in Texas with a nationally accredited orchid collection. 

What are the challenges affecting the broader tourism industry in San Antonio?

As we build our budget, we make a point to be diversified in terms of where our revenue is coming in by balancing earned and contributed revenue. We are cautiously optimistic about the future. We are closely monitoring the tourism trends, because San Antonio receives the most tourists than any other major city in Texas. It is a tourist-driven city, and the numbers from the downtown area can create a ripple effect. 

What is your outlook for the garden in the next few years?

Besides working on the orchid pavilion, we are doing a program study for the new master plan’s phase one projects. In August 2025, we launched a project called the Texas Hill Country Tree Restoration Initiative, with fifteen partner nonprofits and groups already confirmed. Beginning this fall, we will collect seeds, grow, and plant 50,000 trees in the next three to five years, to directly benefit areas devastated by recent floods in the Texas Hill Country. We see that as our mission in action, and we’re excited about the ability to use our plant conservation efforts to protect the important ecology in those areas. We’re also excited about elevating the garden through a rebrand and more thoughtful collaborations with other botanical gardens nationwide, which will bring more attention to San Antonio. One of the ways we’re doing that is by leading a partnership with the Simons Foundation in New York City and six other gardens called Math in Bloom in 2026. 

How does the garden leverage public–private partnership to promote its initiatives?

We collaborate with the American Public Gardens Association and the Directors of Large Gardens. That’s how we identified the other partners we wanted to work with in our work with the Simons Foundation. Locally, all of the CEOs from cultural institutions meet quarterly, and many collaborations happen through those meetings. We seek to help one another, instead of thinking as competitors. By operating from a mindset of abundance, we continue to grow together because San Antonio needs and deserves world-class cultural institutions. We also strive to build relationships with the city, the county, and the state. This past year, we also launched the Texas Public Garden Coalition, a partnership with the top six botanical gardens in Texas to enhance advocacy at the state level.

In an interview with Invest:, Ryan Fender, general manager of the Grand Hyatt San Antonio River Walk, shared his focus on elevating service, maximizing group business, and optimizing financial performance. “Every piece of potential group business should go through us first,” he asserted, positioning the hotel as San Antonio’s convention gateway. Fender is also investing in local talent development to sustain hospitality excellence amid growing competition.

What are your top priorities during your first months leading Grand Hyatt San Antonio River Walk?

In the short time I’ve been here, our leadership team has already identified our top priorities for the short and medium term. First is enhancing customer service. Regardless of economic conditions, great hotels never lose sight of the guest experience. Second is driving demand for group business. San Antonio is a strong convention market, and as the largest hotel in the market with the closest proximity to the convention center, our hotel should lead in this area. Third is financial optimization, which we call driving value. This means finding new and creative sources of revenue and optimizing operations to maximize returns for our ownership.

How have your previous roles in Dallas, California, and New York shaped your management approach in San Antonio?

My leadership style has always adapted to the local culture and norms. The varied experiences I’ve had across markets have given me a broad toolkit to draw from. When faced with new challenges, I can reflect on what’s worked in other settings and tailor that to San Antonio’s unique needs. It’s helped me avoid reinventing the wheel and instead bring a well-informed approach to leading here.

With the hotel’s proximity to the Henry B. González Convention Center, how are you reinforcing your role as the convention gateway of San Antonio?

“Gateway” is exactly the right word. As the largest convention hotel in San Antonio, with the closest access to the convention center, I firmly believe every piece of potential group business should go through us first. We offer the best location, product, and service.

To remain competitive, we focus on delivering value, not just through rates, but through packages that include food, beverage, service, and more. We’ve recently opened a new elevated, Italian-inspired restaurant called Moda Fare, fully renovated our coffee shop, and launched an upscale lobby cocktail lounge called Tejas Lounge, featuring native Texan spirits.

These were all part of Phase 1. Phase 2 included front desk and lobby upgrades. We’ve now moved into Phase 3: a full soft renovation of our 115,000 square feet of meeting space to ensure we’re providing a state-of-the-art experience for every group.

I believe sales is everyone’s job. I try to be hands-on, meet every client I can, and follow up after site visits. We want to be as welcoming and easy to work with as possible.

How are you adapting to new travel trends, especially among leisure travelers?

We’ve seen a shift in consumer behavior, not necessarily increased price sensitivity, but increased discernment. Guests want to feel confident in how they spend their money. They have more choices than ever, and they’re thinking critically about value.

To meet this shift, we focus on creating energy and activity around the hotel. Even if guests do not participate directly, that vibrancy contributes to their overall impression. We’ve hosted events like a 200-person community run, live music every week, rooftop Pilates, and an upcoming comedy show. It all helps make the hotel feel alive, not just a place to sleep.

We also work closely with Visit San Antonio to emphasize what makes the city unique. San Antonio consistently over-indexes on key metrics like value for money, culinary experiences, walkability, and customer service. Promoting those strengths helps position the city and our property as top-tier destinations.

How do regional enhancements, events, and cultural traditions play into your hotel’s growth strategy?

Cultural connection is key. For example, Fiesta is such an iconic part of San Antonio, and this year I experienced it for the first time. I’ve learned about the significance of Fiesta medals and now give them to visiting sales clients, whether they’re from Texas or out of state, as a symbol of San Antonio’s spirit. It’s a small gesture, but it creates a meaningful connection to the city’s identity.

Large-scale events like the NCAA Final Four are also important. San Antonio has hosted five Men’s Final Fours and will host the Women’s Final Four in 2029. I’d even argue the Final Four could provide more long-term value than the Super Bowl because it spans several days, involves more teams, and brings extended visibility to the host city.

During these events, we offer incentives for attendees to return as leisure guests later in the year. It’s about capturing that moment and turning it into long-term interest.

What’s your current assessment of the hospitality labor pool in San Antonio, and how are you building your team?

The labor pool in San Antonio is strong and diverse, with a clear appreciation for the hospitality sector’s role in the local economy. Almost everyone here either works in the industry, has family in it, or is connected to it in some way.

That said, demand for quality labor is high. Hotel supply is at a historic peak, so we’re focused on recruitment and development. We participate in career fairs — including veterans’ hiring events — and build relationships with schools and programs that offer hospitality, service, or culinary training.

We also host student visits from local high schools and colleges, including the Culinary Institute here in town. I always try to meet with those students personally. I started my hospitality career at 15, so I know how impactful early engagement can be.

We’re also collaborating with greater:SATX to support high school internships starting in 2026. The goal is to help young people see that this industry offers growth potential and a rewarding future.

In an interview with Invest:, Yldefonso Rodriguez Sola, assistant director at the Henry B. Gonzalez Convention Center, noted a growing shift toward corporate events, enhancing hotel bookings and economic impact. “Corporate business drives more hotel room nights,” he said. He emphasized the center’s role as an economic engine and the need for long-term investments like the possible Convention Center expansion project to stay competitive.

What have been the most significant changes at the convention center over the past year?

Many things. What’s wonderful about this industry is that every day is different. Our clients change constantly, and we adapt accordingly. Internally, we’ve restructured our operations and scheduling to better serve those clients.

One of the biggest shifts we’ve seen is growth in corporate events. San Antonio has traditionally excelled in the association market — that’s been our bread and butter. But now we’re making real strides in attracting corporate business. These events often have higher budgets and drive more hotel room nights, which benefits both our revenue and the city’s overall economic impact.

We’re also seeing growth in larger associations and other types of meetings. So, while associations remain close to heart, we’re expanding in multiple directions.

How does the convention center contribute to San Antonio’s tourism and hospitality economy?

It can be hard to explain to those outside the industry because they might just see a big building. But we’re an economic engine. The city supports this facility because it acts like a magnet, pulling in revenue, job opportunities, and visitors who wouldn’t otherwise be here.

We measure our success not only by internal revenue but primarily by hotel room nights. During large events, we can fill 3,000 to 10,000 hotel rooms in a single night. That has a ripple effect across the city — restaurants, rideshare drivers, retail — all benefit.

Tourism and hospitality are the third-largest industries in San Antonio, and they’re deeply woven into the city’s identity. San Antonio stands out in Texas for preserving its historical core and offering a strong cultural experience. That, along with our compact downtown — where hotels, the convention center, and attractions like the River Walk are all within walking distance — makes us competitive.

Clients have shifted. They’re less focused on keeping attendees inside the venue the whole time and more on giving them a rich experience. San Antonio delivers that.

With downtown investments like the possible expansion of the Convention Center, how will your ability to attract major events be affected?

We’re in a highly competitive environment. Cities all over the country — not just major ones — are investing in their infrastructure and convention capabilities. For example, cities like Nashville and Oklahoma City have completely reinvented themselves, and Dallas is planning a new convention center. If we stop investing, we fall behind.

It’s about staying competitive long-term. We can’t just rest on what we have now. We need to think 10 or 20 years ahead. The expansion of the Convention Center and similar investments are essential for maintaining and improving our product.

The convention center acts as San Antonio’s living room. It’s often the first experience many executives and business leaders have with the city. That impression matters. If it’s positive, it could lead to business relocations, new investments, or talent attraction. Cities that don’t grow become stagnant, and I think San Antonio understands that.

How are you approaching workforce challenges in tourism and hospitality?

Post-COVID, we’ve seen a generational shift. Many of our long-tenured employees opted for early retirement, which opened the door for a younger workforce.

Most of our staff — including cleaning crews and event setup teams — are city employees, which is unique. That gives us more control and stability, but it also means we need to adapt to the expectations of a new generation. They might not value pensions or long-term benefits the same way older employees did.

We’re focusing on creating a more flexible, fulfilling work environment. We emphasize internal promotion and career growth — you don’t need a college degree to succeed in hospitality. Many people work their way up over time. We want to keep that culture strong while attracting and retaining new talent with the right mix of support and opportunity.

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

Our focus is on reinvention. With the potential expansion on the horizon, we’re thinking about what our clients will need 20 years from now and how we can deliver it.

The 2016 expansion brought in a whole new category of events we hadn’t served before. We’re looking to do that again — increase the number and quality of events, especially those that bring high revenue and hotel room nights.

Overall, the outlook is positive. We’re surpassing pre-COVID numbers in both revenue and hotel bookings. We’re surpassing the half-million mark in hotel nights generated annually, and we believe there’s still more room to grow.

If you look at cities like Atlanta, they’ve created synergies by clustering top-tier facilities together. That kind of strategic development makes you a top choice for event planners. We want to replicate that and ensure San Antonio remains top of mind.

Mario Bass, president and CEO of Visit San Antonio, talked to Invest: about the many factors contributing to the city’s consistent growth. “San Antonio has a strong history of investment that produces a high rate of return. From a meetings and tourism standpoint, San Antonio has always been a steady destination.”

How are you approaching the transition from strategic lead to president, and what priorities are you carrying forward from your previous roles?

We are cautiously optimistic as we move forward in promoting San Antonio as a premier travel destination. Economic headwinds reported in the news are guiding Visit San Antonio’s current priorities. In 2025, we started to see disruption in the marketplace on both the leisure and meetings sides. The organization is getting back to our core business model: selling and marketing the destination. We’re focused on “putting heads in beds” and ensuring everything we do is driving Hotel Occupancy Tax (HOT) and sales tax to the destination. We want to see a strong group base in the destination. We are realigning our priorities to ensure that they achieve our core mission. 

What external changes have you noticed over the past year in travel trends and regional infrastructure developments?

The largest external force is economic uncertainty, which will influence what people buy. People are still coming, but there have been fewer travelers. Our international numbers are down about 10% for 2025 compared to 2024. The main international markets driving the majority of demand are Canada and Mexico, with Mexico leading the way with almost 2 million visitors. As an organization, we are focusing our efforts on where we will have the biggest impact — our regional and nearby international markets — and finding a strong group base. A strong group base will take out the volatility associated with the leisure traveler, who is more susceptible to economic uncertainties. Leisure is a more fickle market segment, one that is critical to the success of our destination. There are more than 40 million Texans in our backyard who can drive here, creating a strong regional market. 

What makes San Antonio attractive to tourists, investors, and businesses?

Individuals and developers are still building hotels. The community is investing in a new convention and entertainment district. Like any investment, it’s not about what’s happening in the marketplace today, but what’s happening in the future. San Antonio has a strong history of investment that produces a high rate of return. From a meetings and tourism standpoint, San Antonio has always been a steady destination. This point is not lost on investors. What makes San Antonio special for the group customer, which drives a lot of investment, is its central location to the rest of the United States. Our walkable downtown campus for meetings and conventions is a big draw, with over 4,000 hotel rooms within a several-block radius. The Henry B. Gonzalez Convention Center is within walking distance. The San Antonio River Walk is known colloquially as “The World’s Largest Hotel Lobby.” Seventy percent of our visitation comes from leisure. We have many attractions, including the Alamo, River Walk, theme parks, a rich and historic culinary scene, and the Pearl District. Consumer sentiment in summer 2024 was positive. Even with the economic uncertainty, travelers still chose to travel, but stayed closer to home. This bodes well for San Antonio. 

What is it about the culture in San Antonio that makes travelers feel immersed in the city?

One of San Antonio’s top tourism assets is its people. We have a warm heart and an authentic culture that we convey to visitors. We like to say, “Every Texan has two homes: where they’re from, and San Antonio.” We are always warm and welcoming, which enhances the city’s experience. The 300-year history of the city resonates with visitors. Authenticity is a powerful attractor for visitors, and San Antonio provides that with our UNESCO World Heritage at the Alamo and National Park Service Missions. The Alamo site is undergoing redevelopment to be brought back to its original place of history and gravitas, giving it a stronger sense of place within the city. Paired with the River Walk and UNESCO World Culinary designation, the city offers an experience with soul. 

How are the enhancements at San Antonio International Airport supporting your goals?

Post-pandemic, the airport has added 10 new destinations, including significant expansion throughout Mexico. San Luis Potosi and Morelia are two notable recent additions. We are up to 48 nonstop flights from other destinations into the city. With a new terminal, we are adding 18 more gates, which will significantly increase our capacity and double the square footage of the airport. These developments are critical for supporting future tourism and economic development of the city. This infrastructure supports San Antonio’s status as one of the fastest-growing cities in the United States. 

How is Visit San Antonio helping businesses develop the local workforce?

Tourism is one of the Top 4 economic drivers for San Antonio. About 150,000 San Antonians are employed in the service industry. We work closely with the city of San Antonio, local education institutions, hotel partners, and greater:SATX to maintain the talent pipeline. Hospitality is a place for many people to start their careers, even if they don’t stay in the industry. It’s also a place where many people finish their careers. We can fill the full career spectrum and workforce gaps.

Are there any additional partnerships beyond the typical tourism core that you use to enhance the visitor experience?

We emphasize a high level of collaboration between Visit San Antonio and the other resources in the city, not only to impact tourism but also to impact the investment and economic development of the region. We focus on intentional partnerships with the city, the San Antonio Hotel Lodging Association, the Visitor Alliance, Centro Antonio, and greater:SATX. Our collaborative decisions balance business and community impact. The tourism landscape is becoming more and more competitive every year. Investors going into Austin, Dallas, and Houston are investing heavily in tourism and creating more competition. We have to be intentional on how, as a destination, we elevate the reputation of San Antonio. 

What impact will the Sports & Entertainment District project have on Visit San Antonio?

The Sports & Entertainment District project is a top priority and presents a game-changing opportunity for group and convention business and events, drawing leisure travelers. We’re particularly excited about adding 200,000 square feet of contiguous exhibit space, allowing us to go after large groups. There is also the addition of a ballroom and breakout rooms. This opportunity will enable the pursuit of $1 billion in new group business. 

Len Miller, head of school of Saint Mary’s Hall, sat down with Invest: to discuss how the school is continuing to enhance its programs and offerings, attract new students, and retain talent in a competitive landscape. “Despite a challenging talent market, the school continues to attract and retain top educators by emphasizing its identity as an independent school, giving teachers creativity and autonomy in delivering curriculum,” Miller said.

Reflecting on the past year, what are some of the most important program enhancements the school has implemented? 

We have made quite a few program enhancements and continue to build out a robust college counseling program. Our students benefit from a dedicated junior-year class that prepares them for college. We keep our college counselor ratio small, with a ratio of 20:1. This allows for personalized attention. Our counselors travel worldwide to stay updated on the changing college landscape and maintain strong relationships with colleges. Our counselors have specialized roles, including support for recruited student-athletes. Another program we host is the Reverse Advisory Board, which brings 10–12 admissions deans to campus for two to three days to learn about the school, students, and curriculum. We continue to develop these programs, and they have been important to our school and the students and families within it. 

We are now in the second year of our strategic plan, which is focused on campus facilities, infrastructure upgrades, and a master planning process to guide future growth. We are excited to continue to find new ways to augment our campus. 

How is the school expanding its fine arts and athletics programs?

We have focused on expanding our offerings within our fine arts program, which now entails ballet, jazz, modern, folklorico, and flamenco. We made a few changes to our visual arts curriculum. All ninth graders take an introductory course across disciplines, then choose a focus. We are going to implement that same model at our middle school. 

In athletics, we launched an Academy Program with in-season and off-season training options for sports such as soccer, basketball, tennis, and volleyball, providing year-round development on campus versus external clubs. This has helped parents because they no longer have to go elsewhere to keep their children involved in their sports year-round. We have expert coaches involved in these academies and plan on continuing to expand. We do not have a Little League option yet for baseball; however, it is in the works. 

What is drawing so many families, especially those moving in from out of state, to your school?

Families relocating to San Antonio often find Saint Mary’s Hall quickly. Many families come from independent school backgrounds, recognizing the familiar combination of academics, arts, athletics, and strong community. The school community becomes a new network for families, especially those from out of state. 

How do you continue to attract and retain the right talent in such a competitive landscape?

Despite a challenging talent market, the school continues to attract and retain top educators by emphasizing its identity as an independent school, giving teachers creativity and autonomy in delivering curriculum. Students are highly motivated, which makes teaching rewarding.

We offer competitive salaries, benefits, and small class sizes. These factors continue to be a priority for us. These classes are typically 14–15 students, which is a load of about 60 students per teacher. This enables personalized teaching. We have a strong culture of student appreciation for faculty. I often see our students thanking their teachers on their way out of classes for the work that they do for them. 

What skills and qualities are most in demand from employers?

We have to prepare students for the skills industry leaders want. These include resilience, problem-solving, collaboration, communication, and comfort in diverse environments. We continue to prioritize being a diverse community so that students can learn these skills before entering the workforce. We have 58 zip codes represented, with a broad range of backgrounds, and we are increasingly attracting a more diverse student body. 

Technical skills are also highly important. Our students use AI with clear guidelines to ensure that they know how to use it as a tool, while also producing their original work. We have robust robotics and coding programs that start in middle school. When it comes to research science scholars, we have 10–12 students participating in summer lab research. They partner with mentors and industry professionals, often UT Health researchers, throughout the year.

What impact do you expect from the school voucher changes?

We are monitoring how school voucher legislation evolves. Our participation depends on what the final details look like. I believe that it will potentially have a significant impact on the city’s education landscape.

What are your top priorities or goals for the next two to three years? 

We continue to have a strong demand for our school. Student safety remains paramount for us on our 66-acre campus. We have taken many steps to ensure their safety, and I anticipate that to continue to be a big priority for us. Our curriculum will always need to evolve, even more so with AI literacy becoming a major focus. This will help to give our students a competitive edge.

Another priority for us is a continued emphasis on building community across political and cultural differences. We are also aiming to partner with the city on broader community initiatives. For example, a student-led arts foundation recently raised funds for a food bank, engaging over 50 schools at the Pearl. We see our school playing a role in continuing to grow the community through partnerships. 

How is your global program helping students build a wider perspective?

We recently developed a global program that allows students to take immersive trips to Spain, Morocco, Greece, Italy, Hawaii, Japan, and previously South Africa. The content focuses on cross-cultural understanding and global citizenship. Generous endowment ensures tuition assistance so students can participate. Ten out of the 22 students who went to South Africa were on aid. We have a dedicated director of global programming and robust safety protocols for overseas travel.

In an interview with Invest:, St. Philip’s College President Adena Loston highlighted the institution’s 21% enrollment growth, far outpacing national community college trends. “We meet students where they are,” she noted, citing the launch of a cybersecurity bachelor’s program and a weekend trades initiative as key drivers of workforce readiness. With more than $125 million in new facilities underway and strong industry partnerships, the college continues to expand opportunities.

What shifts in the regional economy or job market have most impacted St. Philip’s this past year?

St. Philip’s College stands out as a beacon. We’ve broken the traditional patterns for student enrollment and access to education. Typically, community colleges have grown by about 5.4%. This year, we experienced a 21% increase in enrollment, with double-digit growth in every category: first-year students, dual credit, continuing, and transfer students.

From 2021 to 2024, our population grew to 18,000 students, a 39% increase in just three years. That’s different from what other institutions are experiencing. For us, this growth has been intentional. Through strategic planning and a shared mission, we’ve focused on connecting with students on their level and helping them reach their goals. That includes building career pathways and strengthening student services through our Welcome Center.

We employ over 100 people in the Welcome Center, supporting students from enrollment to graduation. We have also recently opened a second Welcome Center at our Southwest Campus. These intentional efforts are why we see results that go against national trends.

What makes San Antonio’s East Side an ideal location for St. Philip’s, and how do you stand out in Texas higher education?

We’re proud to be both an HBCU and an HSI, which distinguishes us from other institutions. Our HBCU designation reflects our history — even though we are no longer predominantly Black, we will always carry that legacy. 

Our East Side location is also significant. The community has historically faced economic challenges, and we’ve created access and pathways to higher education that otherwise might not exist. This year marks our 127th anniversary.

We began as a sewing school for the daughters and granddaughters of emancipated slaves. That legacy of providing education and opportunity continues today.

We don’t send rejection letters. We meet students where they are, and we work to create a sense of belonging. In our strategic plan, we committed to ensuring every individual who steps on our campus leaves with the belief that they belong here. The evidence shows we’re achieving that.

How would you describe attitudes toward higher education in Central Texas, given enrollment declines nationwide?

At St. Philip’s, our three core competencies are quality programs, student engagement, and community engagement. We’re intentional about being a part of community life, whether through neighborhood associations, National Night Out, or local events. That visibility helps people see us as a resource where they can gain new skills, professional development, or upskilling opportunities.

While many community colleges draw primarily from their immediate area, St. Philip’s pulls students from seven surrounding counties and even from Houston for some of our specialized programs. What sets us apart is that we design our workforce programs to match the needs of local businesses and industries. That’s why there’s support for what we do in Central Texas.

What sectors show the strongest demand for your training, and how are you shaping your curriculum to meet those needs?

We just launched a weekend trades program in August 2025. It gives people the opportunity to keep their jobs during the week while gaining new skills on Fridays and Saturdays. The program focuses on high-wage, high-demand fields like heating, ventilation, and air conditioning; diesel technology; and electrical trades. Every class we offered filled up quickly. According to the Bureau of Labor Statistics, the electrical trades alone will see more than 100,000 job openings between 2023 and 2033.

Another major focus for us is cybersecurity. San Antonio is the second-largest hub for cyber defense outside Washington, D.C. In December 2024, our accrediting body approved us to award a Bachelor of Applied Technology in Cybersecurity. That was a historic milestone — we are a two-year institution, but now we can confer a bachelor’s degree. This program is hands-on, making up about 40% of the curriculum. Students learn not only tools and techniques but also earn industry-recognized certifications. We even have a Red Knight cybersecurity lab on campus, so they’re practicing best practices in real-world scenarios.

The demand is tremendous. Entry-level salaries in cybersecurity average around $65,000, but many of our graduates — especially those with prior certifications — are moving straight into six-figure jobs. The Bureau of Labor Statistics projects a 31% increase in cybersecurity jobs from 2019 to 2029.

We’ve already invested more than $60 million into facilities for this program, including the Saint Artemisia Bowden Building for juniors and seniors, and a Cybersecurity Innovations Center for freshmen and sophomores. Our first three bachelor’s degree students will graduate this August, with eight more set to finish in December 2025. In many ways, we’re fulfilling the vision of our founding president, who served for 52 years and dreamed of St. Philip’s becoming a four-year institution.

With the recent bond package, how are you positioning new facilities to meet regional workforce needs?

From the bond package, St. Philip’s will receive two major new buildings. The first is a $65 million automotive technology building. As the auto industry transitions from carbureted vehicles to hybrids and electric vehicles, demand for trained technicians is growing rapidly. We have strong partnerships with about nine automotive dealerships, and the new facility will give us more service bays and classrooms for instruction.

The second project is a new construction trades technology building at our Southwest Campus. This will allow us to expand programs in construction technology and electronics, key areas for our weekend and evening trades programs. These new facilities will give us the capacity to meet the region’s workforce demands well into the future.

How are current economic conditions affecting affordability, student success, and outcomes?

At St. Philip’s College, we have the Alamo Promise program, which provides students with access to higher education free of cost. This allows many of our students to attend college without the heavy burden of out-of-pocket expenses.

At St. Philip’s, we also hold an annual fundraiser — a golf tournament. Over 16 years, it has raised $1.9 million to support students. Those funds go toward scholarships, including the Student Engagement Grant, where students give back on campus, and the Presidential Scholars program, where students work with me and serve in the community.

We also benefit from strong industry partnerships. For example, H-E-B has committed $1 million to support the construction of a new Black Box Theater. Valero donated $1 million to enhance our Cybersecurity Innovations Center. The Tres Grace Foundation contributed $1 million to support our tourism, hospitality, and culinary arts programs. Other organizations have stepped up as well. The Links Incorporated gave $500,000 to support students, and USAA committed more than $400,000. These partnerships reflect confidence in the quality of our programs and graduates. They know we are preparing students with the skills to meet workforce needs.

Beyond financial support, we make sure students have the support to succeed. Through externship and internship opportunities, students get hands-on experience in their fields. Each workforce program also has an advisory committee made up of industry professionals, ensuring our curriculum remains current and relevant.

What are your key goals for St. Philip’s over the next two to three years?

My goal is to expand our bachelor’s degree offerings. We began with cybersecurity, and I would like to see us add more programs. That would allow students who start in our workforce pathways to stay with us through completion of a four-year degree.

This fulfills the vision of our founding president, who led St. Philip’s for 52 years and dreamed of us becoming a four-year institution. While we’ve reached that milestone, I want us to build even greater capacity. I often say that at St. Philip’s, students get to walk in their passion. We don’t tell them what to study — they tell us — and we provide the pathway to make it possible.

We are also committed to creating a culture of caring and a sense of belonging. One way we do that is through our Advocacy Center, which helps address challenges outside the classroom that can affect student performance. The center offers a clothes closet, a food pantry with grab-and-go meals, financial counseling, accessibility services, Title IX support, and personal counseling. These services ensure students can focus on their education, knowing they have support for other competing priorities in their lives.

Ultimately, our mission is to stand alongside our students, meeting their needs, helping them build skills, and ensuring they leave here with the confidence that they belong.

In an interview with Invest:, Sarit Kapur, founder of ExcellED Montessori Plus, emphasized the need to prioritize education from birth to age 5, citing that “90% of brain development happens by age 5.” ExcellED’s inquiry-based, bilingual model prepares children to be adaptable problem-solvers in a tech-driven world, Kapur said. “At its core, our model is inquiry-based learning. Montessori is a foundational method for us, which is why it’s in our name. It helps children build independence and confidence at a young age.”

What major changes have impacted ExcellED Montessori and the broader San Antonio education landscape this past year?

When we talk about education, most people focus on K through higher ed. But we need to shift that perspective and start at age 0, with infants. The age group from birth to 5 isn’t typically overseen by school districts. It’s mostly the private sector and doesn’t get much attention except from new families and working parents.

The reality is 90% of brain development happens by age 5. These are the most formative years, and yet this sector often gets overlooked. That’s what inspired us to start ExcellED in 2018–2019. Melissa Zamora, our COO, has worked in early childhood education for over 25 years and is a trained Montessori teacher. I’ve worked across education sectors for two decades, including K–12, and I saw firsthand how little focus there is on the 0–5 age group.

We wanted to change that by delivering high-quality instruction during this critical period, not just babysitting. Young children are capable of learning far more than we usually expose them to. Our mission became clear: give them the tools, structure, and environment to develop important life and learning skills early on, so they enter kindergarten with a strong foundation.

Why is San Antonio the right place for ExcellED Montessori to grow?

I’ve lived in Texas for over 25 years, most of that time in San Antonio. Melissa also grew up here. It was natural for us to start here. But beyond that, when you compare San Antonio to cities like Austin, Dallas, and Houston, you’ll find far fewer high-performing preschools, especially those using the Montessori method.

There are many daycare options, but not as many that offer high-quality early childhood education. That gap made San Antonio the ideal launch point for our model.

What distinguishes your educational model from others in the area?

At its core, our model is inquiry-based learning. Montessori is a foundational method for us, which is why it’s in our name. It helps children build independence and confidence at a young age. Everything is hands-on and sensory-rich — “what the hand does, the mind remembers,” as Maria Montessori said.

But we go beyond Montessori. Some of our teachers use elements of Reggio Emilia and traditional methods. We integrate this into an inquiry-based curriculum. Each month, we explore a central question — one of our favorites is, “Do bugs go to preschool?” Questions like these spark curiosity, foster creativity in our teachers, and encourage children to think critically.

Ultimately, we’re preparing children not just academically, but to be problem-solvers. That skill is at the heart of everything we do.

How does your curriculum prepare students for STEM fields, AI, and future careers?

We place an explicit focus on physics because it’s hands-on and lends itself well to early exploration. We have a science teacher who conducts weekly physics experiments with our students.

We’re also developing a module on artificial intelligence. I was introduced to AI in the early 1990s during my computer science studies, and it’s clear how important it’s become. The question now isn’t whether children will learn spelling and grammar — AI tools are handling that. The question is: how do they learn to use those tools effectively? Our littlest learners are already chatting with Alexa and Siri at home. They’re curious, fearless, and quick to try new things. Instead of shielding them from AI, we need to guide them — help them think clearly, ask better questions, and make smart choices.  

Understanding how to prompt AI correctly is essential. “Garbage in, garbage out” still applies. If they can ask the right questions, they’ll get meaningful answers. That ties directly back to our inquiry-based learning — teaching them to ask thoughtful, effective questions.

What is the teacher talent landscape like in San Antonio, and how are you addressing hiring and retention?

That’s one of the biggest challenges we face. In the K–12 system, teachers need undergraduate degrees and certifications. In preschool, that’s not the case, especially since the industry is largely private and not funded by tax dollars. As a result, compensation can’t compete with K–12, which makes it difficult to attract highly qualified talent. Hiring the right educators — those who are passionate and committed to early childhood — is by far our greatest challenge.

How do you ensure a safe and nurturing environment for students and staff?

The childcare industry in Texas is heavily regulated. The state has detailed protocols that all preschools must follow. Every aspect, from classroom ratios to playground specifications, is subject to regular inspections. But we also go beyond those requirements. We have enhanced security measures like controlled access, ID verification, and safety procedures for drop-off and pickup. The state sets a strong baseline, and we build on that with our protocols to ensure a secure environment for every child and teacher.

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

San Antonio continues to grow, especially with young families, including those in the military. Our goal is to expand access to our program across the city. We have four campuses: Stone Oak, Fair Oaks, Medical Center, and Northwest Military. But we want to reach more communities.

We’re also focused on strengthening our dual language program. San Antonio is about 65% Hispanic, and many families are seeking bilingual instruction. Our Stone Oak campus offers a dual language model in both Spanish and English. We’re collaborating with UTSA’s bilingual studies department to enhance that program further, using inquiry-based methods that align well with our own.

We’ve even seen multilingual success stories. One child came in speaking only Russian and left speaking both English and Spanish. Early childhood is the best time to acquire language, and families are increasingly recognizing that.

Bilingualism and problem-solving go hand in hand. Research shows that people who speak multiple languages tend to be better problem solvers. It’s not just about language, it’s about cultural flexibility and expanding the ways we think. That mindset starts early, and we’re committed to fostering it from day one.

William Handmaker, head of school at Keystone School, spoke with Invest: about the unique ways Keystone’s students stand above the crowd. “We emphasize a high-level, challenging educational program in an environment where we care for every student individually. We teach each child that they matter not just from a performative aspect, but who they are as individuals.”

What highlights and milestones can you share from the last 12 months?

The class of 2024 had outstanding college acceptances with $9 million in scholarships. 20% were accepted to Ivy League, Ivy Plus, or service academies. 97% attended top regional or national universities. We launched a new exchange program with a school in Mexico City, where we invited 10 of their middle schoolers to learn here and immerse themselves in Keystone and San Antonio. Two weeks later, our 8th graders spent a week in Mexico City. The program is designed to foster global connections and cross-cultural learning. We expanded our outdoor K-12 education program, which is unique to our school. Grades K-3 explore local educational sites. Grades 4-7 take overnight trips across Texas, and grades 8-12 travel to national parks across the United States. We introduced new classes in human physiology and modern global issues in food, which explores the history of food production and consumption through a global lens. We expanded our wellness program, including hiring age-specific counselors. Our mantra is “Doing Well By Being Well.” Students do best when they feel physically and emotionally safe. We also introduced a new cell phone policy that has received an overwhelmingly positive response from families and faculty. K-8 students are not allowed to have cell phones on campus. Our policy for students in grades 9-12 is to significantly restrict access to their devices. Students and teachers have commented on how this policy has improved their learning by reducing distractions. 

What makes San Antonio an ideal location for Keystone School, and how does Keystone differentiate itself from other institutions in the region?

We offer a nationally recognized academic program. Our students are pursued by the finest colleges and universities across the globe because we emphasize a high-level, challenging educational program in an environment where we care for every student individually. We teach each child that they matter not just from a performative aspect, but also who they are as individuals. In San Antonio, we have students coming from all over the world. We are much more diverse than most independent schools, creating an exciting and enriching place. We all learn from each other and grow together from the experience of being around different kinds of people. 

Are there any specific opportunities you see for growth and specific trends impacting your choices in curriculum?

We are happy with our current size because students and teachers get to know each other well. We’re able to preserve strong relationships and a personalized education. A few key issues exist. We are monitoring the impact of AI on learning. As AI becomes more prominent, we are looking at how to teach children to use AI ethically and with integrity. Many independent schools are watching the effects of voucher legislation and the ways vouchers will affect all other schools. Lastly, we want to teach students to be engaged citizens in an age of increased polarization. 

How is Keystone School emphasizing STEM education?

We are developing a building that would be for STEAM – science, technology, engineering, art, and math. The greatest inventions came about through the interrelationship between STEM and the humanities, and they cannot exist in a mutually isolated way. We teach children that math and art borrow from each other, and the lines we have drawn between the two are arbitrary and prevent us from achieving our best. We challenge our students to take STEM a step further and look at the world of STEAM. Leonardo da Vinci perfected his art by studying perspective using his knowledge of math. It is a natural connection. 

Are there any partnerships with local industries to support students in engaging in the different sectors and address workforce needs?

We have several partnerships with for-profit and nonprofit organizations that manifest themselves through internships and employment opportunities across San Antonio. This year, we’ve partnered with Respite Care, which is close enough for students to walk to during the day. Students can volunteer at Respite Care during the school day, and children from Respite Care come to the school in the summer for an art camp. Our community partnerships reinforce our Cobra Code core values: empathy, creativity, curiosity, integrity, and service.

How are you addressing the need to attract and retain the right teachers?

Keystone has a long-standing reputation as a wonderful place to teach. Teachers typically only leave here due to relocation or retirement. Whenever we have an opening, we draw high-quality applicants locally, nationally, and sometimes internationally. People want to teach here. 

Given the current economic conditions with inflation and student debt, how is Keystone helping students afford their education?

We provide tuition assistance starting in kindergarten. We aim to enroll students who will benefit from the experience and enrich the community. Assistance is funded partially through philanthropy to directly support the students. For example, we have an Annual Food and Drink Festival that raises money for the school. We hold the event on campus to minimize overhead and maximize proceeds. 

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

The outlook for Keystone is bright. We continue to attract supportive families with children who are motivated and do excellent work academically and in the community. We are always questioning ourselves and striving to be better. We don’t sit on our laurels in spite of our strong reputation. One goal is to develop the STEAM center and help students learn the interrelated nature between STEM fields and the humanities. We will continue to teach students to integrate AI and technology into education while preserving academic integrity. We want to expand extracurricular and academic programs that foster well-being and personal growth. We are committed to evolution rather than revolution, building on what has brought us to this point and making it better. 

I feel fortunate to be at Keystone School, and it’s exciting to be in a dynamic city like San Antonio, where the work we are doing at the school mirrors what is happening in the city. Our school’s mission and momentum align with the city’s energy and momentum. 

In an interview with Invest:, Trinity University President Vanessa Beasley underscored the school’s rising trajectory, citing a 19-spot leap in U.S. News rankings as proof that “students from all income levels are succeeding at the same rate.” She also emphasized San Antonio’s growth and collaborative spirit as key to Trinity’s strategic position in a changing higher ed landscape.

What does being recognized as San Antonio’s Top Woman Leader for 2025 mean to you as Trinity’s president?

It’s a nice honor, though I’m not entirely sure how these recognitions are decided. I’m just really proud to be the leader of Trinity at a critical time in its history. We’re doing so many things right, and we’re getting a lot of attention for it. The achievements happening among our faculty, staff, and students make me proud every day.

What makes San Antonio the right environment for Trinity to thrive?

We believe San Antonio reflects what the United States will look like in 10 years. The city is booming, both demographically and economically. It’s also a collaborative environment for higher ed — public and private institutions are united in showing that San Antonio is a great place to learn, live, and work. Trinity is the only private liberal arts school in the region offering a residential undergraduate experience, which means our students live and learn on campus in a close community with each other and our faculty.

Why is now a pivotal time for higher education, and how is Trinity responding?

We’re facing what’s called the demographic cliff — the number of 17- and 18-year-olds entering college is declining. That’s due to birth rates from nearly two decades ago. The competition for students is intensifying nationally. But here in Texas, especially in San Antonio, the population and economy are growing. So, we’re in a strong position to attract students who want to be part of a dynamic, forward-moving city and university.

What recent milestones best reflect Trinity’s trajectory and student success?

One of our proudest moments this past year was moving up 19 spots in the U.S. News & World Report rankings, from 59 to 40. That’s one of the biggest jumps in our sector. It reflects that our students from all income levels are succeeding at the same rate. That’s a direct reflection of our commitment to access and excellence.

How is Trinity preparing students for the evolving demands of the workforce?

Our graduates leave with more than technical know-how. They can lead, communicate, and collaborate with people who have different views. These are the skills that today’s employers need. They’re prepared to sit at the table and contribute meaningfully to decision-making processes. Up to one-third of our graduates stay in San Antonio any given year, contributing their talent to the local economy right away.

What kinds of partnerships help you connect students with career experiences?

Internships are no longer a bonus; they’re essential. We have strong partnerships with major local employers like USAA, Frost Bank, and H-E-B, but also across the nonprofit sector. Many of our students intern in San Antonio and in cities like Houston and Dallas through our alumni network. We also support summer research experiences — on campus with faculty or off campus in science and humanities research roles. Internships used to be “nice to have,” but we now see them as critical to student success.

Which academic programs or sectors are driving the strongest demand for your graduates?

Education, accounting, and healthcare administration stand out. We have graduate programs in all three areas. Our Master’s in Accounting has a 100% placement rate. Our MHA program places graduates in operational roles at hospitals nationwide. Our undergraduate business school — the Neidorff School of Business — was just ranked 27th in the country. Overall, 98% of our students are employed or in grad school within six months of graduation.

How is Trinity making college more affordable while ensuring long-term value for students?

About 97% of our students receive some form of financial aid. A large portion of that is institutional, meaning scholarships that come from Trinity. We work hard to raise those funds through philanthropy. Half of our students graduate with no debt, and the other half graduate with significantly less than the national average. That, combined with our 98% outcomes rate, shows a strong return on investment.

How are you approaching technological change, particularly AI?

We’re embracing it. AI is being taught in computer science and beyond — in communication, where students learn AI literacy, and in philosophy, where they explore ethics, and across many other disciplines, including computer science. Our goal is for students to become thoughtful consumers and users of AI who understand its impact and potential.

What will your upcoming role on the NAICU board mean for Trinity and the broader liberal arts sector?

Starting in July, I’ll join other presidents of private liberal arts institutions to advocate for our sector. We’ll work to ensure policies support our mission, which is to teach students how to learn, to solve problems, and to prepare for a future that will look different from today. We also want to show that our students graduate with lower debt and strong outcomes.

How does your strategic plan reflect Trinity’s commitment to growth and impact?

We’ve just launched a new strategic plan and entered the public phase of a comprehensive campaign. We want people to see our vision, how we’re investing in it, and how they can join us. Our plan focuses on affordability, access, and excellence, making sure students get the education they need and the support necessary to thrive. That includes creating new spaces for community gathering and preserving our beautiful campus.

What are your main goals for Trinity in the next few years, and how will they shape the university’s future? 

We’re focused on four main areas: student-centered education, experiences outside the classroom like leadership development and internships, our physical campus, and our role in the San Antonio community. We want to be a true anchor institution, benefiting not just our students, but also the city around us.

All innovation and entrepreneurial efforts require a solid base of mentors, industry partners, investors, and experts to guide them through the different stages of a growing company. In Central Texas, STAR Park is the go-to hub for innovators supporting industries such as life science, advanced materials, defense, and more. In an interview with Invest:, Harold Strong, executive director of STAR Park, highlighted the accelerator’s efforts to help companies fulfill their entrepreneurial visions.

What recent trends have had the most impact on the Science, Technology and Advanced Research (STAR) Park?

STAR Park is in the division of research at Texas State University. The university is actively engaged in pursuing R1, which is the Carnegie designation for Research One universities. It has been quite the ride as we try to increase the research expenditures and the associated relationships as we go forward. We are active in deepening our relationship with industries as well as assisting in the commercialization of research and some of the intellectual property into the market to grow jobs and create new companies. Within STAR Park, our growth and achievement have been with new companies that we currently have as tenants. They fall in the material space — expanding EV batteries, for example, by using different materials rather than lithium to power the batteries, such as potassium. We are looking at ways of printing 3D batteries for more residential, retail, and bespoke uses. Similarly, we are using unique techniques in defense-type technologies that will be effective against drones, for example. 

The other piece is how to best introduce innovation to students in a more effective way, regardless of the industry. As industries change and evaluate ways of becoming more profitable but better at product development, they need entrepreneurial skills to be effective at this. 

What makes San Antonio a unique environment for startups and innovation?

A lot of it starts with the universities and colleges that are located in Central Texas. We are doing a lot of diverse research, and we have a tremendous number of students who are coming to the region and attending the schools here. Texas State University, for example, is seeing 8,000 to 9,000 freshmen entering each year, which means we have one of the largest freshmen classes of any university in the state of Texas. They are coming here for a reason, including the lifestyle, the opportunities, and the industries that are present in the market. Many of the universities support the research and activities of these companies. The students end up loving the region and stay as a result. 

Among the challenges that we face is making sure that we have a sustainable ecosystem and that it is effective enough to provide the needed workforce, as well as provide the investment and facilities to support companies as they grow and scale and attract further opportunities for growth. 

What makes STAR Park different from similar incubators?

STAR Park is unique because it is one of the few full-service accelerators in the region. Other accelerator incubators offer co-shared space and similar resources, but in terms of having labs and related equipment, we are one of the few accelerators in the region that offer that service. I expect in the future there will be more accelerators that will differentiate between life sciences, materials, and other industry focus areas. 

Our strength comes from the collaboration and partnerships that we have in the region. We have close relationships with different companies and other colleges, and we are always evaluating new relationships with other institutions. We are excited about those collaborations and partnerships because we cannot do it by ourselves. It is a collaborative function to be able to support and provide services at different stages for the companies that we work with. 

What industry shifts or growing sectors have you identified?

Some interesting industries are growing. Space aviation defense is one of those areas. Life science is another one. Life science is currently focused on therapeutics, diagnostics, and medical devices. For our region, IT is a major contributor, so being able to bring diverse industries and put a layer of IT on top of that adds a lot of value. Skills such as coding are critical for more advanced technologies, but now that AI allows for artificial coding, it allows the younger innovators to use technologies independently without building a major team to do some things. We are seeing many individual entrepreneurs bringing in some cool and advanced technologies. 

In what other ways are you supporting the companies that you work with?

In terms of funding, the beauty of working with universities is our ability to pursue non-dilutive funding both from NGOs and the government. There is a host of choices available depending on the area of focus. We continue to support our startups with those funding connections and other types of available grants that will help them reach their next stage of development. We want to protect companies against the valley of death. We want to make sure that the companies are mature enough to present them and introduce them to private investors. There are still a host of investors that are focused on specific industry areas to meet specific applications. If we look at commercialization from the traditional sense, we help align companies with industry partners who can assist in defining their market and possibly assist them with financing as well. 

How do you advise companies in an unpredictable economy?

The fundamentals are always the same. You need to make sure that you understand the unmet needs of the market that you are addressing, and you need to be able to demonstrate in no uncertain terms the value of the particular product. There are areas, such as software or IT, that are an easier sell, though the competition may be a bit more substantial. If there are aspects that require a global partnership, that may take a bit of know-how, you may have to pivot as it relates to getting your feeder source or beginning materials. But it all revolves around the idea of fundamentals. What is the unmet need? How are you different from the competition? Are you recognizing the market, or are you chasing tumbleweeds? We coach companies to be clear and attentive to what the market is saying and respond accordingly. All answers do not have to be yes. Sometimes a quick no is better than a long yes. Sometimes it depends on where you fit and how prepared you are. 

What are the top priorities for STAR Park in the near term?

We want to focus on specific industry clusters to make sure that we have aligned partnerships and collaborations. We also want to get more engaged with aviation, space, and defense. Many of those areas complement each other, so it would be an expansion of resources, partners, and mentors. With this growth, we will have to consider adding additional accelerator space and graduation space to support companies collocated at Texas State University. We also want to partner with communities that are interested in creating an ecosystem of entrepreneurship that will provide some evergreen opportunities for growth in their communities.