Sinda Vanderpool, President, University of St. Thomas

July 2026 — Invest: spoke with Sinda Vanderpool, president of the University of St. Thomas, about early momentum under new leadership, how Houston’s growth is reshaping higher education, and where universities can add the most value in workforce readiness. “Houston has many strong colleges and universities, and our job is to be clear about how we contribute, how we partner, and how we stay aligned with the region’s needs,” Vanderpool said.

What have you learned so far about the University of St. Thomas and its position in Houston’s business and educational landscape?

It has been a great start. I grew up in this part of Houston, so in many ways this role feels like a homecoming. Since arriving, I have come to appreciate the level of energy and excitement in this area, and the ways the university helps uplift the community and contributes to that momentum. I have been listening and learning as I get grounded in the culture, the mission, and the opportunities ahead.

What have been your immediate priorities as you set direction for the institution?

My first priority has been listening deeply. I want a strong pulse on what students love about the institution and what they need to thrive. We are preparing students for the workforce, but we are also preparing them for life, for leadership, and for service. That means we focus on the whole person, including character, civic engagement, adaptability, and the ability to work well with others.

I have also spent time listening to faculty and staff. Universities are unique compared to business and industry, but they are essential partners in a city’s long-term competitiveness. Houston has many strong colleges and universities, and our job is to be clear about how we contribute, how we partner, and how we stay aligned with the region’s needs.

A second priority is long-term sustainability, including financial sustainability. We are a nonprofit, so philanthropy matters, and corporate partnerships matter, too. At the same time, most universities in the United States are tuition-dependent, so we have to ensure our degrees and our pricing meet the market. Enrollment management is essentially the business side of higher education, and that is an area where I have substantial experience. I see opportunity not only for growth, but also for being intentional about the students we serve and how we position the university to thrive over the next several decades.

What macro trends are most impacting higher education right now, and how are they shaping your priorities?

Higher education is going through a real reckoning, and leaders across the country are feeling significant pressure. At the same time, I see innovation and a willingness to rethink old models. It is not a time for sitting on our laurels and insisting that what we did yesterday is going to serve us well for tomorrow, so we have to focus on what tomorrow’s students will want and what society will need.

One of the biggest challenges is what many leaders call the birth dearth or the demographic cliff. After the economic downturn in 2008 and 2009, Americans had fewer children, so the number of college-age students is smaller than it has been in recent years. That creates supply-and-demand pressure across higher education, and it has contributed to closures and mergers in some parts of the country. Institutions also watch international enrollment closely, since it has historically helped offset domestic demographic shifts.

Houston has weathered these pressures well, and I see that as a compliment to the city. The University of St. Thomas has seen meaningful enrollment growth over the past decade, and Houston’s international character and entrepreneurial energy continue to attract bright thinkers from across the country and around the world.

How are you thinking about workforce alignment, and where do you see the biggest opportunity for the university?

Houston’s diversity of industry is one of its great strengths. Healthcare, banking and finance, technology, creative industries, and energy all play a role, which means the university has to stay connected to multiple talent pipelines and evolving employer needs.

From an institutional standpoint, I am building my leadership team. One of the most important priorities is hiring a vice president for academic affairs, which is a critical thought-leadership role for academic strategy. That person will work closely with faculty to evaluate market needs and make sure our degrees and programs match where Houston is going.

Even now, there are areas where we are well positioned. We have a strong Cameron School of Business with alumni across Houston in leadership roles. With the rise of AI, one niche where the University of St. Thomas can lead is the ethical use of AI in business and organizational decision-making.

We have excellent philosophy programs, and we recently developed a certificate program where one foundational course is the philosophy of AI. The goal is to help leaders think proactively about how AI can create efficiencies and productivity without compromising the human elements that matter most. I would like that certificate to serve not only traditional students, but also working professionals who want a practical credential and a stronger decision-making framework.

Healthcare is another area of strong alignment. Our nursing programs are doing well, and our proximity to the Texas Medical Center creates real opportunity for clinical partnerships and career pathways. We offer both accelerated and traditional nursing tracks, and our students complete clinical experiences across Houston.

When you speak with employers, what skills and qualities are they most eager to see in today’s graduates, and how does the university deliver on those needs?

I hear consistently that employers want graduates who bring technical competence and strong human skills. Many institutions do a solid job on technical preparation, but I believe the University of St. Thomas stands out in holistic development. We emphasize leadership growth, social development, teamwork, and the kind of presence that helps people build trust inside organizations.

I recently spoke with a business leader who told me they were hiring their third University of St. Thomas graduate and were excited about it. That kind of feedback matters because it reflects confidence in the way we develop students.

Healthcare offers a clear example. Nursing requires strong technical skills, but patients and families also need empathy and steady support, especially in difficult moments. I have heard stories of our nurses providing that kind of human attentiveness in ways that families remember. That is part of what community partners recognize in our graduates.

How do you view the talent pool for faculty and staff, and what gives you confidence in your ability to attract and retain top talent?

The University of St. Thomas has national reach, and when we post roles, we see interest from across the country and, in some cases, internationally. We are speaking with candidates from a wide range of institutions who are attracted to the mission and the opportunity to build.

Houston is a real advantage in recruitment. People with an entrepreneurial mindset and a desire to get things done are drawn here, and that spirit aligns well with the university’s culture and direction.

Is there anything else you would want business leaders to know about what is happening at the University of St. Thomas right now?

We recently received a grant from the National Endowment for the Humanities, which is highly competitive, and we are excited about what it enables. Part of that work will contribute to the national recognition of the 250th anniversary of the Declaration of Independence, and we look forward to engaging the community around that milestone.

We are also proud of the way we serve student veterans and the strength of our career outcomes. Finally, one recognition that matters to us is social mobility. We serve many first-generation and lower-income students, and education can change the trajectory of families for generations. That is a core part of the impact we want to deliver for Houston.