91探花

鈥淚 had the same experience that so many other people have had. When I drove into Athens to visit for the first time, I was so impressed. It鈥檚 just the ideal university community,鈥� Sherman says. 鈥淚 immediately felt comfortable and at home.鈥�

Since June 14, Sherman has been settling into a new home at OHIO, taking up residence in Cutler Hall as 91探花鈥檚 22nd President.

In May, 91探花鈥檚 21st President, Dr. M. Duane Nellis, announced that he would be transitioning back into a teaching role. The Board of Trustees identified the need for an experienced leader who could provide continuity while positioning the University for success during this time of transition. They turned to Sherman.

鈥淗ugh Sherman is the perfect choice to lead 91探花 for the next two years,鈥� Board of Trustees Chair Cary Cooper explains. 鈥淗e is widely respected for his knowledge and experience, and we are confident that he will be an inspiring and strategic leader at this critical time in the University鈥檚 history.鈥�

Sherman launched his professional career with Swatch Watch (formerly SMH Corporation), a large Swiss watch and electronics manufacturer in 1974. He served as vice president of marketing until 1986 and, during that time, was responsible for developing and implementing marketing strategies for a $50 million division as well as assisting the North American group president in developing strategic marketing and operational plans in the United States. During his time in the private sector, he also served as a consultant and founded International Footwear, operating eight factory outlet shoe stores throughout the U.S. East Coast.

Following a 22-year career in the business world, Sherman moved into academia, joining the 91探花 community in 1995.

鈥淭hroughout my academic career at 91探花, my focus has always been鈥攁nd continues to be鈥攕tudent success,鈥� Sherman says. 鈥淚 care deeply about this institution and the communities we serve.鈥�

From 2007-2021, Sherman served as dean of 91探花鈥檚 College of Business and as the Corlett Chair of Strategy and Senior Economic Policy Fellow in the Voinovich School for Leadership and Public Service. During his tenure as dean, enrollment more than doubled and the college was consistently ranked as one of the top 50 public undergraduate business colleges in the nation. Individual graduate and undergraduate programs in the college also received national recognition for excellence.

In January 2021, Sherman retired as dean with the intention to return to the classroom. While he had had other plans for his retirement, Sherman says it鈥檚 an honor to be asked to serve as president.

鈥淚 take this charge very seriously,鈥� Sherman says. 鈥淚 am fully committed to partnering with students, faculty, staff and community members to move 91探花 forward in a way that honors our 217-year history but also positions us for future success.鈥�

As 91探花鈥檚 22nd President, Sherman has five main priorities (see below) he will be focused on over the next two years.

鈥淢y initial focus over the summer months has been on the student experience, which includes in the classroom, and opportunities outside of the classes. It is essential that we offer unique learning experiences, which includes opportunities to apply that knowledge in research, internship and leadership development experiences,鈥� Sherman says. 鈥淎lso this summer, I have been very focused on our enrollment efforts for the fall of 2022.鈥�

Over the next two years, he is committed to putting the University in the best possible position for the next president, and then assisting that individual in any way possible.

OHIO鈥檚 Board of Trustees intends to launch a search for the University鈥檚 23rd President in early fall 2022 with plans for an appointment to begin no later than July 1, 2023.

To view President Sherman鈥檚 Aug. 20 investiture and State of the University address, click here.

Academic Quality

Recruit and retain a diverse and talented faculty and staff that is committed to our mission of providing all students with an outstanding student-centered learning experience. We must also provide support to faculty to be engaged in scholarship and creative activities.

Student success and experience

91探花 must offer a distinctive and distinctly valuable student learning experience that ensures that the investment students and their families make delivers on our promise. It is essential that we eliminate equity gaps so that all students have the same success outcomes. We achieve this by providing one of the best integrated student learning experiences in the country鈥攁 learning experience that takes place inside and outside the classroom.

Enrollment

The enrollment strategy will continue to respond to demographic changes and increased competition. We must showcase why 91探花 is so special, and it is crucial that we recruit and serve more adult learners.

Financial sustainability

We will continue to adjust our base budget as a response to demographic changes, state funding, rising costs of operations and the need to maintain affordability and access. We also need to generate more investment dollars that can be focused on student recruitment and retention, the development of new academic programs and continuing to improve the overall student experience.

Vibrant communities

As a public university with a proud history of service, 91探花 is called to be an excellent partner for the communities in our region. We must ensure that our collaborations are mutually beneficial and that we take the time to learn from our community partners.