Ronald Matthews, President, Eastern University

In an interview with Invest:, Ronald Matthews, president of Eastern University, discussed the institution’s centennial milestone and its strengthened focus on community and growth. “We are reflecting on our lasting legacy and envisioning a flourishing future,” Matthews said. With ongoing investments in student life, campus facilities, and long-term strategy, Eastern is well-positioned to thrive in an increasingly dynamic higher education landscape, he added.

How is the university using its 100th anniversary to both honor its past and invest in its future, particularly through the “A Time to Rise” campaign?

We were founded as a seminary in 1925. In 1952, the liberal arts and sciences division of the seminary became what was called Eastern Baptist College. Then, in 1972, it became Eastern College, reflecting the broader constituencies we were serving. In 2001, we became a university. 

We are now drawing on those various eras of alumni engagement, reconnecting with graduates from across the decades, especially those with whom contact may have lapsed. We’re traveling more, engaging regional alumni groups, and working to preserve our mission while also adapting it to a world that has changed dramatically since 1925.

Specifically, our advancement initiatives have been successfully launched this year. We are reflecting on our lasting legacy and envisioning a flourishing future. That framework is guiding us forward in a comprehensive way. 

Overall, this process has re-energized us, not only in how we present Eastern to others but also in how we reflect on who we are as an institution.

Historically, we were a much smaller institution, and during the 2000s and early 2010s, we saw a slow decline in enrollment and financial stability. This wasn’t uncommon in higher education, especially for small to midsized independent colleges in the United States.

Fortunately, this challenge pushed us to work diligently over the past seven or eight years to identify new opportunities. A Time to Rise reminds us of two things. First, that we are a community rooted in hope. As a Christian university, we believe in the glorious theme of resurrection: renewal, revival, and new beginnings.

That sense of hope has mobilized us not just in faith, celebrating the life and teachings of Jesus, but also in how we address problems in the world, with optimism and innovation that can make a real difference.

A Time to Rise has been both an internal motivator and a message of external strength.

Reflecting on the past year, what would you highlight as Eastern University’s most significant accomplishments, and how do they reflect the institution’s mission?

I’d point to three major accomplishments. First, our enrollment has tripled over the past five years. When I began as president eight years ago, we were around 3,000 students. Now, we’ve passed 9,000.

This growth was the result of intentional investments in applied innovation in academic programs, facilities, and online offerings. Both our online and on-campus populations have grown significantly.

Second, we’ve made major facility upgrades. Templeton Hall, our new campus addition, is a perfect example. It’s a beautiful new auditorium that will serve Templeton Honors College, the music department, and our wider community. 

Third, we’ve embraced a model of innovation in education, offering more access and flexibility, particularly through our LifeFlex online programs.

Templeton Hall is a major addition to the campus. How does this new facility reflect Eastern’s academic ambitions and strategic direction?

As recently as 10 years ago, many of our buildings needed renovation. We’ve since revitalized several historic structures and added new ones like Templeton Hall. Templeton will be home to our Honors College, which brings together highly motivated students studying Western civilization and global affairs. It offers space for community, intellectual exchange, and academic excellence. It’s not just for Templeton students. It will also be used by the music department and for campus-wide events.

How is Eastern University strategically positioning itself to meet the needs of today’s students and tomorrow’s workforce?

We’re doing this in two ways. First, for students seeking an on-campus experience, we ask why would they want to come to Eastern? We focus on providing a beautiful, nationally ranked campus with functional, inspiring buildings.

Second, athletics is a key component. We’re Division III, which means we prioritize student-athletes — scholars first, athletes second. Athletics build leadership, teamwork, and character. We’ve added many women’s sports and recently launched wrestling for both men and women. We now have over 21 athletic teams, which foster micro-communities and strengthen campus culture.

How do you foster partnerships with businesses to bridge the gap between academia and the workforce?

That’s an important question. The value of education is broader than just career readiness. I’m a musician by training, but now I’m a university president. That transition shows how education builds transferable leadership and vision.

Still, we offer strong vocational pathways through minors, majors, internships, and externships. Being near Philadelphia gives us access to a wide range of industries: healthcare, education, finance, nonprofits, and startups. We also prioritize service. Our students engage in prison education programs, ministry work, and support for the unhoused. Our Career Center has been strengthened to serve students and alumni alike. It’s all part of our mission-driven education model.

Affordability remains a pressing issue in higher education. How are initiatives like the LifeFlex helping Eastern expand access while maintaining academic integrity?

We’ve had three strategic plans in recent years. Our current plan, Inspire, Innovate, and Impact, moves us from stability to strength. During COVID, we launched our first 100% online MBA in data science. We hoped for 50–60 students and ended up with 500. That success led to new online graduate programs and, later, an online undergraduate initiative.

Our LifeFlex model offers affordable, flexible learning with recorded lectures and live cohort sessions. Students anywhere can access high-quality education. Enrollment in these programs has grown two to three times annually. We’re now planning to roll out three more undergraduate programs this year.

What would you say are the most unique aspects of leading an institution like Eastern in this specific regional context?

Philadelphia is a city of contrasts: diverse and vibrant, but also shaped by economic and racial inequities. Like many cities, it faces issues around education, transportation, and resource access.

But I’m optimistic. Philadelphia has a strong base with world-class hospitals, over 100 colleges and universities, major employers, and a thriving nonprofit sector, and I see growing awareness and compassion for social responsibility. I was born and raised here, and I truly believe that while challenges persist, they also create opportunities for innovation and growth.