“Academic leadership has always been about capacity for me,” says David Birdsell, Provost and Senior Vice President for Academic Affairs at Kean University in Union, New Jersey. For David, the position always boils down to having the authority to pursue an objective. With his hands-on approach and knack for innovation, David has always been a pioneer in transforming the role of a leader in educational institutions.
David believes universities should look beyond their traditional roles as sites of education and research to recognize their broader impact—shaping lives, strengthening communities, and paving the way for the future. He emphasizes that institutions thrive when they are actively engaged with the communities they serve, both on and off campus. This intentional effort to create shared value across sectors—government, business, and nonprofit alike—is a defining trait of anchor institutions.
As an undergraduate, David volunteered at local daycare centers through his university’s public service program, sparking his enthusiasm for community partnerships. What started as a way to give back quickly turned into a leadership role, overseeing volunteer coordination for 18 daycare centers. In the process, he realized something: while he was there to help, the experience was just as transformative for him.
As he progressed through graduate school and into academia, David’s passion for weaving hands-on learning into the student experience grew. Figuring out how to do that while also building substantive learning and academic rigor has been a singular focus of his leadership and innovation.
His path led him to Kean University after years at Baruch College’s Marxe School of Public and International Affairs, where he collaborated closely with nonprofits, government agencies and global organizations. Meeting Kean President Dr. Lamont O. Repollet, a strong advocate for universities as anchor institutions, was a stroke of fortune. When Dr. Repollet invited him to take on the role of Provost, the alignment was clear. Kean brought together everything he valued: strong academic programs, engaged research and a deep commitment to public service. And now, with the University’s recent R2 research designation, David is focused on amplifying that impact even further.
Key Initiatives Driving Kean’s Academic Growth
Ranked among “The 10 Most Influential Leaders Revolutionizing Education in 2025,” David shares three key initiatives reshaping Kean’s academic domain under his leadership.
First, Kean’s climb to the R2 research level is remarkable. The University was a master’s-level institution when he joined in 2021. Now it has moved two categories across the Carnegie spectrum and earned R2 classification.
Reaching this status involved academic reform, mentoring academics, winning funds for research and recruiting top talent. Over the course of three years, David was able to hire more than half of Kean’s tenure-track faculty members. Their contributions are fast increasing the influence of academic research. Simultaneously, he worked with a large number of faculty to revamp the general education curriculum, emphasizing hands-on, real-world learning and student inquiry. Common at many private liberal arts institutions, this strategy is unusual in big public universities. At Kean, it is guiding students toward their passions, keeping them engaged and speeding up their graduation. Experiences in immersive learning also increase their confidence, therefore guaranteeing they leave ready for any job route.
Finally, David is extending Kean’s long history of integrating research into the undergraduate student experience. Research Days, an annual event at Kean drawing thousands, has led to journal publications, full-ride scholarships and real-world contributions through student-led projects. He believes every Kean graduate should have strong problem-solving skills and the confidence to apply research in any field.
Navigating Challenges
David carved out his niche through determination and hard work. The journey was challenging, and his role comes with a strong sense of accountability that requires staying focused on the road ahead. An evident challenge was the combination of ‘time and money.’ However, he regards himself as blessed with wonderful colleagues at Kean. He shares how someone on the faculty or staff will always pitch in with a worthwhile project and facilitate progress.
“You have to be able to recognize when you can’t go it alone,” David declares. “There are few things you can accomplish all by yourself in academic administration.”
A Typical Day: Primary Responsibilities of the Provost & Senior Vice President for Academic Affairs
David bears a substantial amount of responsibility as his office is ultimately accountable for all faculty hiring, retention, tenure, promotion, learning assessment, curriculum stewardship, identification of new areas for curricular development and building a research culture at Kean. He collaborates extensively with the deans to tailor overarching goals at the university level to the specific realities of their programs. David’s schedule also includes collaborating closely with other Cabinet members— in advisement, finance, operations, etc.—to build the asset base for success.
Striking a Balance
When asked how he manages the balance between administrative duties and a commitment to academic excellence, David responds, “Ideally, administrative routines buttress academic excellence.” He has been working diligently to eliminate paperwork that does not directly contribute to the mission or prudent compliance. He contends, for example, that the assessment should be seen as the evidence-based basis upon which initiatives are developed rather than as an additional burden apart from the evolution of effective curriculum and pedagogy.
Staying Ahead of Educational Trends with Strategic Innovation
David is a forward-thinking leader who sets clear objectives and takes decisive action. While he acknowledges that fate plays a role in some outcomes, he believes strongly in shaping the future through strategic planning. At Kean, he has a clear vision to drive innovation and stay ahead of educational trends. To remain informed, he reads, networks with peers at other institutions and actively participates in professional and scholarly conferences. He encourages all faculty members to adopt this proactive, engaged approach.
David has observed, “Higher education is blessed with many incredibly valuable organizations where we can get together to think creatively about the challenges facing the sector and how institutions situate themselves in it.”
Word of Advice for Aspiring Academic Leaders
David brings a wealth of experience to academia and is an inspiring figure for any young professional. As they say, “With great powers come great responsibilities.” He bears significant responsibilities to ensure that the young and ambitious remain aligned with the vision of being catalysts for change.
David offers two pieces of sage advice for aspiring academic leaders. First, he advises them to think beyond their campus. He urges them to pay close attention to employers’ needs, understand the priorities of elected officials, leverage partner institutions to provide students with real-world experiences and tap into alumni connections. He believes that if budding leaders stay in the campus mindset, they’ll remain focused on university-level programs rather than the larger challenges universities can help solve.
Second, he accentuates the need to ensure faculty understand how to engage with and benefit from a leader’s vision. “Find champions who can create local instances of best practices,” he suggests. “Celebrate the people who lean forward into fruitful innovation.” Since faculty often remain in their roles longer than academic leaders, he underscores the necessity of securing their buy-in to sustain meaningful change. David concludes, “If you want change to stick, you need them to embrace and continue to build on the strategy.”
Fueling Discovery and Teamwork: Proudest Achievement at Kean University
David views success in institutional terms, not solely as a personal achievement. He embodies sharpness, agility and articulation, making him an exemplary representation.
Since he is currently in his fourth year, the long-term impacts of his achievements are still a few years away. However, one notable accomplishment that he takes great pride in is Kean attaining R2 status and launching the still-in-progress General Education curriculum reforms. David emphasizes that, in his view, the Kean community of scholars, who are also dedicated teachers and visionary community servants, is extraordinary. He deems it as an asset that benefits everyone on campus and builds value for the entire state of New Jersey.
Sparking Innovation, Bringing People Together
This accomplished executive prioritizes building a culture rooted in creativity and collaboration. He fosters innovation and teamwork among faculty, staff and students by focusing on two core principles. First, David emphasizes the joy of discovery. Over the years, he has observed that many pursue careers in academia because of a deep passion for their field and a genuine love of exploration. By highlighting how innovation aligns with those original motivations, he effectively cultivates buy-in and a shared commitment to progress.
Secondly, he underscores the importance of celebrating both individuals and teams. Undoubtedly, there will be solo players who do extraordinary things, things that deserve recognition, but in most cases, he underlines that lasting change often requires team collaboration. That could mean a program, department, or college level. David advocates for identifying and promoting instances of collaborative endeavors that yield measurable benefits for students and colleagues. By actively acknowledging these contributions, he remarks, “Show people that you see them and that you care.”
David is the type of business leader who believes in creating a favorable workplace. An environment where people feel acknowledged, esteemed and inspired to contribute to a shared vision.
The impact of general education reforms and the expansion of student research at Kean are already making waves. David notes that even in these early stages, the initiatives are yielding significant benefits—boosting student persistence and improving degree completion rates. They are also helping students build stronger portfolios that stand out to prospective employers and graduate programs.
Mentorship & Support: Approach to Cultivating Academic Leaders
David is committed to sharing his knowledge with the next generation. He welcomes anyone seeking mentoring or guidance in academic leadership and is making a lasting impact through his open-door approach to supporting the educational community. He explains, “More proactively, I reach out to people whose talents I’ve been able to observe and encourage them to take on projects.” Additionally, he also collaborates with several professional groups in their structured mentorship initiatives. He believes that great leadership potential exists all around us—but it often takes guidance and support for individuals to recognize that potential within themselves.
Blueprints to Foster Belonging and Engagement at Kean University
Under David’s leadership, Kean is gaining momentum and making a meaningful impact. The University has embraced a culture rooted in the pursuit of excellence across every endeavor, united by a shared sense of purpose. David emphasizes that what sustains their efforts is a collective motivation to meet clearly defined goals.
Among his top priorities is fostering inclusive environments where meetings bring the campus community together and every voice is heard and valued. He is also intentional about building a leadership team that is approachable, collaborative and open to input.
David encourages industry professionals to reach beyond their traditional networks, connecting with students and colleagues across disciplines—from athletes and dancers to mathematicians and more. He recognizes that no leader can be everywhere at once, which is why he believes in cultivating a workplace culture grounded in respect, eagerness and openness. When those qualities are present, he says, positive results tend to follow.
Long-Term Goals for Kean University: A Vision for Lasting Impact
David has set bold, far-reaching goals for Kean University and is taking decisive steps to bring his vision to life. He sees Kean as a beacon of academic excellence where a community of research scholars is united by a deep commitment to a heartfelt dedication to the world. He believes this approach will clearly demonstrate, to people of all backgrounds and beliefs, the essential value a university brings to society.
“At a time when universities have in many cases lost the public’s trust,” he points out. “showing the benefits, we provide is not just prudential; it is existential.”
