Deliverability in the Age of AI: How Artificial Intelligence Is Reshaping Email Marketing

Deliverability in the Age of AI: How Artificial Intelligence Is Reshaping Email Marketing

Email marketing has always been a cornerstone of student recruitment strategies. But as inbox providers like Gmail, Apple, and Yahoo! roll out AI-driven features, the rules of deliverability are changing fast. Understanding and adapting to these shifts will be critical for brands that want their messages to reach and resonate with students.

THE RISE OF AI SUMMARIES IN EMAIL

Inbox providers are introducing AI-powered “regeneration” features that summarize email content automatically. While this sounds helpful for users, it’s creating major challenges for marketers.

Gmail

Preview text is now replaced by AI-generated annotations, which were once optional but are now mandatory. This is noteworthy because these annotations can misrepresent offers (e.g., marking them as expired when they’re still valid), restate information conveyed in the subject line, or provide redundant information mentioned in the subject line., which can muddy waters for both consumer information and marketer analytics.

Additionally, Deal Cards and Highlights generated by AI often push brand-crafted content out of the preview pane, reducing control over how your message appears. Depending on the purpose of your email (especially if it is for brand recognition), this has the possibility of negating your intent.

Apple

On newer devices (iPhone 15 and above), Apple Intelligence replaces preview text with an AI summary. The good news? Summarization happens on-device, improving privacy. The bad news? Your carefully-written preview text may never be seen.

Yahoo!

Both subject lines and preview text are replaced by AI summaries. This carries significant impact if your institution is used to thoughtfully divvying up information (and the weight of that information) via subject lines and preview text, things that exist with specific inbox-analytics purpose and marketing planning.

Further, Yahoo! introduces in-email advertising at the top of messages, sometimes showing competitor ads—or even your own ads, at a cost to you.

THE NON-CHRONOLOGICAL INBOX: A NEW CHALLENGE

For those of us who are used to our inbox having messages in order from newest to oldest, top to bottom, respectively (isn’t that pretty much everyone?), AI has thrown another curve ball. Because now it’s not just rewriting your content—it’s reorganizing it.

• Gmail: The Promotions tab now uses a “most relevant” algorithm, meaning your newest email might not appear at the top.
• Apple: Digest View groups all emails from a sender but often surfaces older messages first.
• Yahoo!: Advanced tabbing and a “Subscriptions” view can bury promotional emails deeper in the inbox.

Institutions who employ “top of inbox” strategy now face having to pivot entirely; with this new personalization, such effort can quickly become pointless.

So, what does all this information mean? It means open rates will drop as casual browsers miss your emails, your content gets ignored when AI misrepresents your message, and subject line testing (or any A/B testing for that matter) becomes unreliable as AI replaces and rewords.

2 BIG QUESTIONS IN THE AI ERA

1. What does sender reputation measure now? Historically, deliverability depended primarily on sender behavior, with ESP-related factors accounting for a smaller portion of inbox placement. Today, reputation appears influenced by sender behavior, ESP, and how inbox providers’ AI systems interpret and summarize content.
2. Do inbox providers have a responsibility to convey your message accurately? Yes, but AI summaries introduce legal and ethical risks. Misrepresentation could lead to lawsuits, forcing providers to rethink these features.

HOW TO ADAPT

Amidst all this change that seems to dash the hopes of continuing email marketing, we can still assess these facts and risks and shift our strategy to meet the new age of AI—and it’s our responsibility to do so! Here are some suggestions to help regain a little more control of how your emails end up being perceived.

• Write subject lines that stand alone. The best defense in the light of uncertainty about whether or not something will look the way you intend it is to assume that it won’t. Expect that your preview text will be omitted, rewritten, or simply covered up. Start changing your strategy to make the subject line do more heavy lifting for you.
• While it’s not foolproof, use schema and strategic coding to influence how AI interprets your email. Having any sort of control over (or prediction for) automatic summarizing reduces the chances of your message being misread. Get with your developers and analysts to start assessing what you can do on the backend and new protocols for testing.
• Voice your concerns to Google, Apple, and Yahoo! These changes are significant and, in many instances, negatively impact how marketers engage with their audience, learn about them, and provide them with the content and products they want. Cite how live A/B testing, one of digital marketing’s most important methods of accurate audience-profile building, essentially becomes obsolete when our thoughtfully-crafted content is butchered.

That’s not all, though. We can proactively make shifts for the long-run, accepting that AI is not only here to stay, it will increase and influence even more of our endeavors. Prioritize your brand loyalty, ensure your content is pertinent and engaging, and don’t forget to think beyond the inbox; start thinking about using email as a gateway to deeper engagement, clicks, replies, and conversations.

THE BOTTOM LINE

AI is rewriting the rules of email marketing. For colleges and universities, success will depend on creativity, adaptability, and a relentless focus on authentic engagement. The inbox may be changing, but the goal remains the same: building meaningful connections with students.

About the Author
Filimon Dingamo aids the enrollmentFUEL team and their client-partners by bringing a unique perspective to the world of marketing automation for higher education. His keen understanding of technology’s role in optimizing marketing strategies have measurably improved processes for colleges and universities by operating in the intersection of creativity and analytical thinking. Filimon is currently continuing his higher education career to further sharpen his skills. Outside of work, he enjoys watching and playing soccer, watching movies, exercising, and playing his guitar.

“AI and the future of Email Marketing” webinar by the Ortho Team

Octane—Pipeline Building: The Critical Role of Sophomore/Junior Search

Octane—Pipeline Building: The Critical Role of Sophomore/Junior Search

Imagine your admissions team facing
another enrollment cycle with fewer
applications, tighter budgets, and
mounting pressure to meet ambitious
targets. Does this sound all too familiar?
You’re not alone. Across the country,
institutions are grappling with shrinking
demographics and limited resources,
making it clear that the traditional
senior-year recruitment push is no
longer sufficient. But there’s a solution.

In today’s increasingly competitive higher education environment, reaching students earlier in their decision-making journey is not just an advantage—it’s a necessity. A proactive sophomore and junior outreach strategy is now essential for building a robust applicant pipeline. By engaging students and their families early, your institution can foster meaningful connections, stay top of mind, and gain a critical edge. The key to success lies in leveraging technology to deliver tailored experiences that meet the diverse needs of all stakeholders, ensuring your institution thrives in the face of new challenges.

WHAT ARE STUDENTS THINKING ABOUT?

Reaching students earlier during high school requires a better understanding of what’s on their minds at different points in time. In the sophomore/junior years, students engage in exploratory thinking.

Exploratory thinking is the practice of openly considering multiple possibilities and paths without immediate judgment, allowing our minds to wander beyond conventional boundaries to connect seemingly unrelated ideas. This expansive mental approach naturally fuels inspiration (by uncovering novel connections) and aspirational goals, helping your potential students envision an alternative future.

Exploration triggers questions. Every question is a window into the student’s dreams, fears, and aspirations. By understanding and authentically addressing these questions, you transform from just another college option into their ideal partner in achieving life-changing goals, bridging the gap between “Where can I go?” to “This is where I belong.”

ESTABLISHING BRAND RECOGNITION

Early engagement with sophomores and juniors isn’t just about getting your name out there—it’s about becoming part of their evolving story. When students transition from dreaming about college to actively planning their future, the institutions they trust are the ones who have been genuine partners in their journey, not last-minute arrivals. By weaving your institution’s values, opportunities, and unique strengths into their exploration phase, you create lasting mental real estate that’s difficult for competitors to displace.

Why is this mindshare so critical? Because in today’s oversaturated market, students aren’t just choosing between institutions, they’re choosing which ones even make it onto their radar. The schools that fail to establish this early presence risk becoming invisible, regardless of their actual merit. Simply put: if you’re not in their minds during the exploration phase, you likely won’t be in their applications during decision time.

In general, Gen Z is less “brand” loyal than previous generations. Research from AdWeek found that 6 in 10 Gen Z consumers report not being loyal to brands at all.¹ Instead, their decision-making starts by consuming content that interests them, then taking inspiration from that. 75% of Gen Z consumers make online purchases based on “creator recommendations.”² More importantly, these recommendations and influences go beyond traditional advertising of attributes; instead, young shoppers (which students are!) want to see how their choices fit into the lifestyle they aspire to and imagine for themselves.

In general, Gen Z is less “brand” loyal than previous generations. Research from AdWeek found that 6 in 10 Gen Z consumers report not being loyal to brands at all.¹ Instead, their decision-making starts by consuming content that interests them, then taking inspiration from that. 75% of Gen Z consumers make online purchases based on “creator recommendations.”² More importantly, these recommendations and influences go beyond traditional advertising of attributes; instead, young shoppers (which students are!) want to see how their choices fit into the lifestyle they aspire to and imagine for themselves.

This translates to “brand recognition” and “brand loyalty” for colleges and universities, too. Marketing to them is less about steering a typical customer journey and more about creating inspirational guideposts along the path they’re already interested in. Colleges must meet Gen Z with moments of inspiration and big-picture thinking, delivering content that resonates emotionally and aligns with their vision of the future.

ENCOURAGE STUDENTS TO EXPLORE

Visits are a key component of fostering exploration, but not all students can arrange in-person tours due to financial or logistical constraints. Virtual visit options, which gained significant traction after 2020, are now a necessity rather than a luxury. Robust virtual tools like 360-degree tours, live Q&A sessions, and interactive campus maps make your institution more accessible to students and their families.

These tools allow students and families to connect no matter where they are, broadening access and creating meaningful engagement. When integrated with the “experimental” brand approach described above, this strategy transforms higher ed marketing into a shared experience that guides rather than sells—and that can be key to standing out in today’s marketing-savvy students.

ENGAGE WITH PARENTS

Parents play an influential role in the college decision-making process, often acting as partners in guiding their children’s choices. Effective communication with parents should lean heavily on the institution’s value proposition, addressing concerns about affordability, career outcomes, and the overall student experience. By emphasizing a commitment to student success, safety, and support, an institution can build trust with parents and help them see the long-term value of choosing the school.

A multifaceted approach to outreach is critical. Email marketing has become less reliable due to increased restrictions on deliverability, making it essential to diversify communication channels. Creative strategies like targeted digital advertising, compelling direct mail campaigns, and gamified content can help the institution stand out. Digital marketing allows admissions offices to meet students where they already spend time, while direct mail offers a tangible and personal touch that resonates in a crowded digital space. Engaging students with interactive tools, such as quizzes or personalized online journeys, also helps visualize themselves at the institution.

To maximize the outcomes of a sophomore/junior Search strategy, refinement is key. Use engagement metrics—such as open rates, click-through rates, and participation in virtual events—to monitor the impact of all efforts. Personalization should drive every communication, as students and their families are more likely to respond to messages that align with their specific needs and interests. Adjust the strategy as needed, using data insights to fine-tune messaging and outreach methods.

Ultimately, a sophomore/junior Search strategy is about staying ahead in an evolving higher education marketplace. By prioritizing early engagement, leveraging technology for exploration, and meeting the needs of parents and students through personalized outreach, institutions can secure their place as leaders in the college search process.

About the Author
Jazmane Brown, MA, serves as an Account Manager at enrollmentFUEL and has worked in higher education for 17 years. Before joining the organization, she served as the Assistant Vice President for Enrollment Management and Director of Admissions at Xavier University of Louisiana, with prior collegiate leadership roles. Jazmane holds a BA in Communication, and a master’s in Public Relations from the University of Miami, Florida. She has served on several SACAC committees, including the Board, and has presented many times. In her spare time, she enjoys listening to the latest hip-hop gospel artists and exploring Europe, where she resides with her active-duty military husband, two daughters, and son. Contact Jazmane at Jazmane.Brown@enrollmentFUEL.com.

From Form to Enrollment: How FAFSA Completion Shapes Student Decisions

From Form to Enrollment: How FAFSA Completion Shapes Student Decisions

Fall 2025 new student results are in for schools undergoing financial aid optimization. Of the many interesting things we’re seeing at enrollmentFUEL, FAFSA submitting behavior continues to have a significant impact on yield. FAFSA filing rates and overall yield improved as compared to fall 2024. That yield improvement was driven entirely by FAFSA submitters.

Let’s look at the data:

Some interesting observations:

• The number of admits who submitted a FAFSA increased 6.8% on average year over year across enrollmentFUEL’s optimization partner schools.
• The average yield jumped 2.6%, moving from 25.4% to 28%.
• That yield improvement came from FAFSA submitters, who saw a 6% increase in yield, moving from 44.2% to 50.2%.
• Yield for non-FAFSA submitters declined by 0.4%, moving from 6.4% to 6%.
• Across all aid optimization partner schools, the yield gap between FAFSA submitters vs. non-FAFSA submitters grew by 6.3 points.

You’ll notice the word submitters vs. filers when presenting FAFSA behavior. That’s because schools generally don’t know if a student is a FAFSA filer or not—they only know if a student submits a FAFSA to them. What’s the difference? All non-FAFSA submitters aren’t the same. For example, students who indicate that they plan to file for aid on their admission application but don’t submit a FAFSA have the lowest average yield across all our partner schools. However, students who indicate that they don’t plan to file for aid on their admission application and who don’t submit a FAFSA, yield 4.5x higher.  

What’s the point? FAFSA submitting behavior is telling us something. It is up to us as enrollment managers to listen. When a student who applies and indicates that they plan to file for financial aid doesn’t submit a FAFSA, they are telling us that they aren’t enrolling. Remember, for FUEL’s aid optimization partner schools the average yield for non-FAFSA submitters is 6%. For some of our schools, that is as low as 1%.

FAFSA submission is one of the top 10 drivers of students’ enrollment decisions for our partner schools. For some schools, it is more predictive than almost every other student attribute or behavior.

What should you be doing?

1. Every effort to support FAFSA filing yields results. This isn’t just a financial aid office task; the entire enrollment team should be involved in FAFSA completion outreach and events. Think about hiring consulting or seasonal help to support FAFSA completion if needed. There is a clear return on that investment for most schools.
2. Are you tracking real-time and year-over-year data for FAFSA submitters? You should be! Submitting a FAFSA continues to be a key driver of potential enrollment. You can’t effectively plan for your incoming class and monitor real-time results in-cycle without taking FAFSA submission behavior into consideration.
3. Do you have a comprehensive and differentiated communication and outreach strategy to support FAFSA filing? It is critical to identify and support students who need help submitting their FAFSA.

Need help?

enrollmentFUEL offers full service financial aid optimization support for schools, which includes significant data collection, validation, analysis, presentation, and retention. We also offer communication and yield support services as well as strategic enrollment management reviews to identify opportunities for enhanced effectiveness in an increasingly more competitive marketplace.

enrollmentFUEL Appoints Jonathan Hayes as Chief Executive Officer

enrollmentFUEL Appoints Jonathan Hayes as Chief Executive Officer

Mike Wesner transitions to Founder & Executive Chair as the company enters its next phase of growth and innovation. 

FOR IMMEDIATE RELEASE—November 3, 2025 (Raleigh–Durham, NC)

enrollmentFUEL today announced that Jonathan Hayes has been appointed Chief Executive Officer. Company founder Mike Wesner will transition to Founder & Executive Chair, continuing to provide the guidance and vision that will focus on intelligent and emerging technologies as the organization accelerates into its next era of strategic impact and innovation. 

Hayes is a seasoned entrepreneur and builder with a proven record of scaling and leading organizations through pivotal transitions. In his role as CEO, he will focus on empowering enrollmentFUEL’s team and driving measurable growth through ingenuity and operational excellence. 

 “I’m thrilled to join enrollmentFUEL at this exciting time,” said Jonathan Hayes, Chief Executive Officer. “We have a dedicated team that delivers meaningful results for our partners. Looking ahead, I’ll work with our leaders to scale our impact through growth and innovation.” 

Hayes was the founder and CEO of RewardStock, a fintech and travel-rewards app that helped consumers get more value from their points. While CEO, he led the company through rapid growth, product development, and brand expansion—including an appearance on ABC’s Shark Tank, where he landed a deal with investor Mark Cuban. Under Hayes’s leadership, RewardStock scaled its user base, developed proprietary technology, and was later acquired by Experian, where he advanced organizational development initiatives within the company’s direct-to-consumer business. 

 Prior to founding RewardStock, Hayes worked in investment banking at Citi, advising clients across the energy and renewable sectors in the firm’s Mergers & Acquisitions group. He earned a bachelor’s degree in Economics from Princeton University and is an alumnus of the North Carolina School of Science and Mathematics in Durham, NC. 

With Wesner serving as Founder & Executive Chair, enrollmentFUEL remains committed to the same principles that have guided its success—strategy, accountability, and measurable outcomes—now infused with fresh energy to propel the company’s next phase of growth. 

About enrollmentFUEL
enrollmentFUEL partners with colleges and universities to effectively and efficiently improve enrollment performance through strategy, execution, and data-informed optimization. From inquiry generation to financial aid strategies and optimization, to final enrollment yield metrics, enrollmentFUEL delivers measurable outcomes institutions can trust. 

Learn more at enrollmentfuel.com. 

Media Contact
Marketing@enrollmentfuel.com 

Navigating the New Parent PLUS Loan Caps

Navigating the New Parent PLUS Loan Caps

We’re nearly two months into the 2025-26 academic year, which means those of us in enrollment management, admissions, or financial aid are already looking ahead to 2026-27. When I worked in a financial aid office, I often reminded my team: “the only constant is change.” While admissions and enrollment folks are used to the calendar shifting, we haven’t seen many industry-wide changes that directly affect them—until now.

The upcoming year brings a significant shift that, on the surface, may seem like a “financial aid thing”, but in reality, it’s an enrollment thing—or more accurately, an entire campus thing with both immediate and long-term implications.

WHAT’S CHANGING?

The One Big Beautiful Bill Act, signed into law on July 4, 2025, is a sweeping 331-page budget reconciliation bill. It’s understandable if the changes to Parent PLUS Loan eligibility flew under the radar. Starting July 1, 2026, new borrowing caps will take effect:

• $20,000 per year per student 
• $65,000 over that student’s degree journey

For some institutions, this may not seem like a major shift. But let’s take a closer look at the data; it tells a compelling story.

THE DATA BEHIND THE IMPACT

The U.S. Department of Education publishes a lot of information and, if you know where it’s found, can be fascinating. Their Title IV Program Volume Reports tells the following story about Parent PLUS Loans during the 2024-25 academic year (fun fact: it lists this information by school, so you don’t need your financial aid or institutional research office to get it for you).

• Total amount borrowed just under $12.2 billion
  • Represents 15% of all federal student loan dollars during the 2024-25 academic year, or 28.1% of all undergraduate specific federal loan dollars.
• Over 590,000 borrowers
• Average amount borrowed was $20,664

That average is already above the new annual cap, and there’s a lot being borrowed. You may be thinking “Sure, but that’s just an average—probably a small percentage of total enrollment.” Let’s dig deeper.  

IPEDS allows you to pull unduplicated, grand total undergraduate enrollment, so let’s join data sets (enrollment and Parent PLUS) and see what we get (please note this is for the 2023-24 academic year as IPEDS does not have 2024-25 enrollment data posted).

• The total undergraduate enrollment at 4-year, degree-granting institutions was approximately 9.8 million students.
• Parent PLUS Loan recipients were approximately 570,000.  
• That’s 5.8% of all undergraduate students whose parents used a Parent PLUS Loan.

This is not a fringe issue. It’s a meaningful slice of the student population.

SECTOR SPECIFIC INSIGHTS

Private, nonprofit institutions are most at risk but all sectors are affected.

QUESTIONS CAMPUS LEADERS SHOULD BE ASKING

• What happens if you miss your individual or university enrollment goal by 1–4%?
• What’s the revenue impact?
• How does this affect retention and graduation rates?
• Will your school fill any potential student funding gaps created with institutional aid? What does that do to your discount rate/revenue?
• What’s the risk to your federal loan cohort default rates if students don’t complete?
• How does this affect student satisfaction and future alumni giving/engagement?

WHAT YOU CAN DO NOW

While the data may feel alarming, the goal here is clarity; informed decisions start with informed conversations.

• Get Familiar with Your Campus Data: What percentage of your students may run into the upcoming annual or aggregate caps?
• Educate Campus Leadership: This is not something you want to keep to yourself given the potential impacts.
• Model Out Various Scenarios: Discuss what this would actually mean on your campus.
• Communicate Early & Often:
  • Modify your comm plans to include information about the Parent PLUS Loan caps and present them with various options, leaving nothing off the table (payment plans, private loan options, etc.).
  • Transparency is key to avoiding summer melt. It’s never a good thing and if these changes and options aren’t communicated early and often, it could be a rough summer.
• Empower Your Admissions Staff to Have These Conversations: Equip them with necessary knowledge to help families understand and navigate their paying-the-balance options.
• Lean on Trusted Partners: This is a shared challenge across the industry and collaboration will be key. Strategic enrollment partners like enrollmentFUEL and as education solutions companies like Sallie, are ready, willing, and able to lend their expertise to train staff on the specifics and nuances of this topic. Calling on them to present to prospective and/or deposited students on the topic at admitted student days may also be an option.

FINAL THOUGHT

Change is coming on July 1, 2026. Our shared goal is to help students who want to attend college do so and do so successfully. This change presents real challenges, but together we can prepare and empower students and families with the information and options to fulfill their goal of a college degree. To quote Henry Ford, “Coming together is a beginning. Keeping together is progress. Working together is success.”

About the Author
Ed Recker is a Director of High School Relationship Management with Sallie Mae, serving high schools, states, and professional organizations throughout the U.S. He joined Sallie in 2019, and has over 20 years’ experience in the financial aid and enrollment industry. Prior to joining Sallie, Ed was a Senior Consultant within the Enrollment Division of Ruffalo Noel Levitz, held the position of Vice President for Enrollment Management at the University of Findlay, and held various financial aid positions at the University of Findlay, Terra State Community College, and Bowling Green State University. Ed holds an M.Ed. in Higher Education from the University of Toledo, and resides in Ottawa, OH with his wife Kate and daughter Evelyn.

Octane—Cliff or Catalyst? Rethinking Enrollment Strategy

Octane—Cliff or Catalyst? Rethinking Enrollment Strategy

As Senior Director of Data & Strategic Initiatives at the National College Attainment Network (NCAN), Bill DeBaun speaks with quiet conviction about what many college presidents consider an existential threat: the looming demographic decline in college-age students. 

“I call it the enrollment bunny hill,” DeBaun says with a slight smile, rejecting the usual doomsday language. “If I have to fall, I hope it looks like this: gentle and gradual, not a cartoon-style plunge.” 

This perspective shift feels refreshing in a landscape often dominated lately by less-than-cheerful forecasts. But DeBaun isn’t dismissing the challenge out-of-hand, he’s reframing it as an opportunity. 

“This demographic shift has been on the horizon for a long time. We’ve seen this iceberg dead ahead,” he notes. “If you’ve picked the low-hanging fruit on the enrollment tree, you need to climb higher into the branches to get to students who have been underserved.” 

For presidents and enrollment leaders seeking sustainable solutions to reach those students, DeBaun offers several promising pathways. 

RETHINK YOUR PIPELINE

“There are still many, many students who graduate from high school capable of succeeding on college campuses who do not have the opportunity to pursue postsecondary education,” DeBaun emphasizes. First-generation students and those from low-income backgrounds represent an “under-tapped resource” for institutions struggling with enrollment. 

Equally important is the pool of over 36 million Americans with “some college, no credential.”¹ Among this group, re-enrollment increased 9.1% in the 2022-23 academic year, indicating a growing interest in returning to complete degrees._² Institutions with effective re-enrollment strategies can tap this massive potential market. 

BRIDGE K-12 & HIGHER EDUCATION SILOS

Perhaps DeBaun’s most compelling insight involves breaking down traditional barriers between K-12 and higher education systems. 

“Too often the water’s edge for K-12 has stopped at high school graduation, and for higher ed, it hasn’t picked up until welcome week,” he observes. That gap can lead many students to fall between the cracks and fail to enroll even if they’re still interested in college in general. One study found that, among students not enrolling immediately, 53% planned to start at a two-year college, while 4% planned to take a “gap” semester before enrolling and 9% formally deferred enrollment; only 3% decided against college altogether.3 That means there’s a lot of room to re-capture students’ interest and drive them toward enrollment.

DeBaun highlights 3 state-level approaches showing particular promise: 

• Dual enrollment programs that allow high school students to earn college credit, building confidence and momentum toward degree completion 
• Universal FAFSA policies that make financial aid application completion a high school graduation requirement, which data shows increases both FAFSA completion and college enrollment rates 
• Direct admissions approaches where institutions proactively notify qualified students of their acceptance, removing application barriers and signaling institutional interest in their enrollment

FORM STRATEGIC PARTNERSHIPS

When asked about his advice for institutions, DeBaun focuses on the power of partnerships.

“If you’re a college or university, what kinds of partnerships can you build with your sending districts and schools? Are you in contact with district leaders who are sending you students for your class?” He elaborates: “If you’re sending a large chunk of your high school seniors to the same institution year after year, you should know how they’re doing when they get there, and have a relationship to ask, ‘How can my students be better prepared?’”

TRACK THE RIGHT METRICS

Rather than focusing exclusively on semester-to-semester persistence, DeBaun advocates for more immediate indicators.

“Are students coming to class? Are you checking in with them about their experience?” he asks. “If we wait until the end of a semester to see who returns, you’ve already lost students you could have retained by acting in the moment.”

THE FAFSA ROLLERCOASTER & HOPE AHEAD

After watching FAFSA completion rates plummet during the problem-plagued redesign rollout for the class of 2024, DeBaun shares encouraging news: completions are up 25% year-over-year for the class of 2025, potentially returning to pre-pandemic levels.

This matters because historically, FAFSA completion correlates strongly with enrollment. Interestingly, however, last year’s sharp FAFSA decline didn’t translate to an equally sharp enrollment drop.

DeBaun’s message is clear: the enrollment challenge isn’t insurmountable, but it requires fresh thinking and collaborative approaches.

“The mission is too important and the job is too large for any stakeholder to go it alone,” he says. By embracing underserved student populations, forming creative partnerships, and implementing proven support strategies, institutions can navigate the “bunny hill” ahead and emerge stronger on the other side.

For more information about NCAN membership or their national conference, visit NCAN.org.

About the Author
Susanna Lehman, MBA, is enrollmentFUEL’s Vice President of Strategic Enterprise Solutions. With nearly 20 years of experience in admissions, she has worked with a wide range of student populations, including undergraduate, graduate, adult, seminary, and performing arts students. Susanna brings deep knowledge of Slate, having led implementations, audits, and a wide variety of projects during her time as Vice President of Slate Education. She is passionate about helping institutions navigate complex enrollment challenges with strategic, customized solutions. Feel free to connect with Susanna at Susanna.Lehman@enrollmentFUEL.com.

Bill DeBaun is Senior Director of Data & Strategic Initiatives at the National College Attainment Network (NCAN), where he helps schools, nonprofits, and state agencies use data to improve postsecondary outcomes. He leads NCAN’s widely cited FormYourFuture FAFSA Tracker and manages the Benchmarking Project, analyzing outcomes for 500,000+ students. His work appears in major media and informs national education policy. Bill holds a BA from American University and a Master of Public Policy from The George Washington University, focused on education policy.

1. “Some College, No Credential Student Outcomes: 2024 Report for the Nation and the States .” National Student Clearinghouse Research Center. 6 June 2024. https://nscresearchcenter.org/some-college-no-credential/. 
2. National Student Clearinghouse Research Center, 2024. 
3. Goebel, Crag, et al. “Who Isn’t Planning to Go to College?” studentPOLL by Art & Science Group LLC 17.2. June 2024. https://www.artsci.com/student-poll/studentpoll-volume-17-issue-2.

Octane—Why Smart Presidents Are Choosing Interim VPs Over Quick, Internal Fixes

Octane—Why Smart Presidents Are Choosing Interim VPs Over Quick, Internal Fixes

When your enrollment VP departs unexpectedly, your first instinct might be to promote from within or rush the search process. But what if the best move is actually bringing in an experienced interim leader? Here’s why the most strategic presidents are embracing this approach—and how it’s transforming enrollment outcomes.

In the fast-changing landscape of higher education, where demographic shifts and financial pressures require smart and creative thinking, presidents face a critical decision when their enrollment leadership transitions. The conventional wisdom suggests finding a quick, internal solution or fast-tracking a permanent hire. But Terry Cowdrey, who has served as interim VP at 8 institutions and consulted with 28 campuses, offers a compelling alternative perspective: interim leadership isn’t a “compromise” solution, but a real competitive advantage. 

BREAKING THROUGH INSTITUTIONAL INERTIA

The most immediate benefit of interim leadership might surprise you: people tell the truth to someone who won’t be their permanent boss. 

“One of the real advantages of being an interim is that people communicate differently with you,” Cowdrey explains. “They tell you the truth.” This psychological distance creates an environment where staff feel safe sharing long-suppressed concerns, and senior leadership listens with fresh ears. 

For presidents, this means faster, clearer assessments of what’s actually happening in enrollment—something that internal politics or institutional inertia might otherwise obscure. Instead of spending months uncovering problems, interim leaders can surface critical issues within just weeks. 

Cowdrey recalls one assignment where a college was chronically underfunding its recruitment efforts. They weren’t even purchasing junior names due to budget constraints. The previous VP had tried repeatedly to address this, but the proposals never gained traction. 

“Sometimes it just takes someone external to pound the fist harder—or differently,” she notes. Her solution? A completely restructured, multi-year operating budget that doubled previous allocations, backed by clear ROI metrics. It passed at the board level and transformed how other departments approached financial planning. 

The lesson for presidents: Sometimes the problem isn’t the idea; it’s who’s presenting it and how. 

STRATEGIC EVOLUTION, NOT REVOLUTION

A common presidential concern about interim leadership is the fear of too much disruption. But experienced interim leaders understand the delicate balance required. 

“I make strategic tweaks. Evolutionary, not revolutionary change,” Cowdrey emphasizes. “I don’t want to commit the next person to a course of action they didn’t choose. But I also don’t want to leave them a mess.” 

This approach includes creating contracts with built-in flexibility, documenting informal policies, and preparing comprehensive onboarding materials for the incoming VP. Think of it as strategic renovation rather than demolition. 

Many presidents default to appointing an internal leader as “acting VP” during their search process. This might seem cost-effective, but it frequently backfires. 

“It often results in that internal person unfairly doing two jobs,” Cowdrey warns. “Or the institution places someone in enrollment who doesn’t understand the profession. You lose institutional momentum and miss the opportunity to gain an outside perspective.” 

When this happens, your search actually takes longer because you’re managing crisis instead of building on stability, and your internal person becomes burned out or resentful. 

SETTING UP YOUR NEXT VP FOR SUCCESS

Perhaps the most underappreciated benefit of interim leadership is how it positions your permanent hire for success. Cowdrey has often worked behind the scenes to help onboard new VPs, mapping stakeholder priorities, establishing productive meeting cadences, and preparing board presentation materials. 

“I help determine what meetings need to happen in the first 30 days versus what can wait,” she explains. “That pacing matters. Without it, the new VP is just reacting instead of leading.” This strategic onboarding support can mean the difference between a VP who thrives from day one and one who spends their first year putting out fires. 

Too many institutions often yearn for the yield rates, class sizes, or net revenue of years past. Interim leaders, unburdened by institutional history, can provide the objective perspective needed to move forward. 

“We can’t afford to be nostalgic,” Cowdrey cautions. “Instead, we need to focus on what future students need, how high schools have changed, and what trends are shaping tomorrow’s enrollment realities.” 

She recounts a faculty member lamenting the lack of classics majors, not understanding that fewer high schools even offer Latin anymore. “It’s not about admissions underperforming; it’s about understanding the full educational pipeline.”

WHAT TO LOOK FOR IN AN INTERIM VP

For presidents considering interim leadership, think of it as a strategic investment rather than a temporary expense. The right interim can: 

• Accelerate problem identification through objective assessments; 
• Break through institutional resistance to necessary changes without bringing personal, emotional investment; 
• Maintain enrollment momentum during leadership transitions; 
• Prepare the foundation for long-term success; 
• Provide market intelligence from diverse institutional experience.

For presidents considering interim leadership, think of it as a strategic investment rather than a temporary expense. The right interim can: 

• Deep, varied experience across different institutional types and challenges; 
• Diplomatic truth-telling ability to surface hard realities without damaging relationships; 
• Financial acumen to make data-driven budget and strategy recommendations; 
• Strategic thinking balanced with immediate execution capabilities; 
• Succession planning mindset that prioritizes the next leader’s success.

It’s a simple truth we all understand: enrollment challenges can make or break institutional futures. Interim leadership offers a unique combination of expertise, objectivity, and agility. Reframe the thinking away from “filling a gap” and toward the idea of leveraging a critical transition period to move your institution forward strategically.

As Cowdrey puts it, “We’re in an environment where we can’t afford to be idle.” The question isn’t whether you can afford to bring in interim leadership; it’s whether you can afford not to.

Interim doesn’t mean temporary impact. It means timely transformation done thoughtfully.

About the Author
Lisa Branson, MEd, is enrollmentFUEL’s Senior Vice President of Client Development and is currently enrolled in a doctoral program. She is an expert in recruiting, financial aid, and all aspects of Student Search, including adult and online learners. Lisa has worked with many schools to develop comprehensive strategies to grow in their market, and she is happy to share her experience with you. Feel free to contact Lisa at Lisa.Branson@enrollmentFUEL.com and start a conversation.

Terry Cowdrey has 40 years of experience in enrollment, including 17 years as the Vice President and Dean of Admissions and Financial Aid at St. Lawrence University and Colby College. For the past decade she has worked as a self-employed enrollment management consultant, assisting nearly 30 colleges and universities in making their admissions and financial aid operations more efficient and effective. This work has included interim leadership assignments at 8 institutions. Cowdrey earned her B.A. at Wesleyan University and an M.P.P.M. from the Yale School of Management. She currently lives in her home state of New Hampshire. Contact her at CowdreyConsulting@gmail.com. 

Octane—Strategic Enrollment Planning in an Era of Diminishing Resources

Octane—Strategic Enrollment Planning in an Era of Diminishing Resources

Enrollment leaders are navigating historic budget constraints, compounded by shifts in federal funding, increased scrutiny of student loan programs, and a steady drumbeat of concern from experts about the long-term erosion of resources in higher education. 

Unfunded mandates to grow without resources create natural conflicts for enrollment leaders who face pressure to achieve strategic goals with an unrealistic expectation to do so. Even more disconcerting, there is often an expectation to grow even while staffing reductions and cuts to operational budgets concurrently undermine enrollment planning. When budget reductions are applied as blanket percentage cuts or dollar targets, rather than informed by strategic priorities, institutions risk expecting meaningful outcomes from functions that no longer have the resources to deliver them. 

In the face of these demands, enrollment leaders face a few important considerations when balancing how to reinvest, reallocate, reduce, or request funds to support a Strategic Enrollment Management (SEM) plan. Here are 6 areas to focus on as you shape your planning. 

CONTEXT MATTERS

The most effective approach to create context for enrollment management funding is to leverage data. Particularly, it requires the right mix of historical analysis and current trend data, an effective way to counter the anecdotal information that often drives the narrative. 

Importantly, gathering and analyzing this data should not be a rare occurrence. Establish ongoing, timely, automated systems for reviewing and sharing trend data for the best results. These systems should be accessible to all stakeholders and consistently discussed and reviewed. 

Look for ways to connect such data with budget history and projections. Even in the face of sunsetting or eliminating academic programs or ending unsuccessful initiatives or services, timely data review and assessment can create opportunities to fund new initiatives without seeking more dollars. Using that data can help make the case for investing in more efficient strategy levers or additional capacity to complement a SEM plan. 

CONSIDER STUDENT BEHAVIOR

When making decisions about new investments, requesting new funding, or defunding strategic initiatives, one of the most critical factors is understanding how our students behave. Student interest can be demonstrated in various ways: applications, yield, transferring in or out of a program, retention and completion trends, survey data, or academic performance. 

Whether your institution uses credit hours or headcount to measure budget impact, student subscription and interest are essential to demonstrating the value of curricular and co-curricular programs, student services, and enrollment strategy levers. No matter how committed university leaders or faculty may be to a program or initiative, student demand always reveals whether to sustain, suspend, or sunset an initiative. 

COLLABORATE WITH FACULTY TO SET PRIORITIES

I recently edited and co-authored a chapter in the book Prioritizing Enrollment Management: Effective Practices and Strategies for Student Success and Completion. In my chapter, I emphasize the critical role of academic collaboration in building and sustaining a successful enrollment management enterprise. A central takeaway: enrollment leaders achieve far greater impact when they engage institutional stakeholders as partners rather than obstacles. Collaboration isn’t optional. It’s essential. 

This is where enrollment data becomes especially powerful. When shared effectively, it can inform academic decision-making, supporting the development of new programs to generate revenue, building the case for new funding, or guiding the reallocation of existing resources. Data, when contextualized, becomes more than numbers; it becomes strategy. 

It fuels marketing, messaging, recruitment, and ultimately supports academic innovation. 

Regular, proactive collaboration with faculty allows us to set shared goals and anticipate program needs. Goals don’t always have to focus on growth but should align with broader strategic enrollment plans. By providing insights into which courses are likely to thrive—or struggle—we help faculty avoid last-minute disruptions that can impact students’ ability to stay on track. 

When managed thoughtfully, these partnerships enhance student satisfaction, persistence, and most importantly, degree completion. 

CAPTURE RELEVANT MARKET FACTORS

When budget planning, enrollment leaders should also consider market factors. Are there local, regional, state, or federal job protections in play? Which markets produce more (or fewer) high school graduates, transfer students, non-traditional students, online students, or international students? Understanding these factors is important for enrollment leaders as they decide about funding recruitment, retention, persistence initiatives, and market saturation strategies, including digital targeting.

Enrollment leaders also possess the unique ability to share their data and outcomes as market influencers in messaging about recruitment, retention, or re-recruitment of students for graduate programs. Leveraging this market data also creates unique opportunities to partner with vice presidents for advancement or development to seek critical scholarship funds to bolster student perpetuity in these key areas.

COMPETITOR DATA MATTERS

Understanding competitor resources and data can help persuade or dissuade actions in marketing, recruitment, or messaging. While leveraging benchmark data is often necessary when it’s time to propose or set tuition or housing rates, there is far greater opportunity to capitalize on this information. Consistent attention over time to degree production data, enrollment data, demographic data, and available budget and resource data is a helpful mainstay in enrollment management planning. 

Keeping track of institutional program closures or declines can create opportunities to forecast changes in our market or compel adaptation before the negative trend reaches us. In other words, it helps us stay relevant and ahead of the curve. Supporting faculty leaders by providing competitor data allows enrollment leaders to serve as a needed resource and ensure program development is bolstered with pertinent data. 

COMMIT TO RETENTION & PERSISTENCE AS BUDGET PRIORITIES

Over the years, many of us enrollment leaders have experienced the frustrating situation when enrollment management is only perceived as recruitment in the eyes of some of our colleagues. Using context and data on retention and persistence investments amid budget cuts allows enrollment leaders to demonstrate their broader value. This also affords an opportunity to collaborate with student affairs leaders to impact student success, allowing us to demonstrate the importance of such partnerships. 

A recent Institute for Higher Education Policy study encourages university leaders to prioritize 3 core elements: retention, belonging, and persistence.1 It’s a good reminder that investment in retention is also an investment in enrollment management, which can improve commitment to allocating funds to support our SEM plans. 

Setting targets to grow persistence in key areas, sustain it in others, or expand successful initiatives to maximize retention for more students is vital to reshape that narrative and demonstrate the economic impact of student success and perpetuity as functions of enrollment management. 

Some of the best advice my parents ever gave me was to remember that if I don’t provide the right information to get myself to the table, I will always be on the menu. My parents’ wisdom is relevant for enrollment leaders, too. 

We can reshape the resource allocation conversation and results on our campuses by expressing our work in outcomes, clearly defining ourselves as tools of persistence and retention, as well as recruitment, and harnessing our experience and talents to be the best collaborators in our campus communities. Enrollment leaders are well-prepared to drive conversations and ensure that budgeting and resource allocation are done with us instead of done to us.

About the Author
Jason L. Meriwether, PhD, is an experienced higher education leader who has led Enrollment Management, Student Affairs, TRIO Programs, and NCAA & NAIA Athletics at public and private institutions. Jason has led collaborative and team-driven initiatives that have improved recruitment, retention, persistence, and graduation trends. He is the editor of Prioritizing Enrollment Management: Effective Practices and Strategies for Student Success and Completion, published by Routledge in 2024. A native of Guthrie, Kentucky, Jason earned his PhD in Educational Administration with a specialization in Higher Education Leadership at Indiana State University. Jason currently serves as Vice President of Enrollment Management at Sam Houston State University.

“How Student Experience and Belonging Interventions Can Support Strong Postsecondary Outcomes.” Institute for Higher Education Policy. 2024. https://www.ihep.org/publication/student-experience-and-belonging-strong-outcomes/.

Octane—Building an Internal Student Search Team: What It Really Takes

Octane—Building an Internal Student Search Team: What It Really Takes

When I founded enrollmentFUEL in 2015, I did it with a belief that there were better ways to recruit students and a desire to help enrollment leaders discover them. Over the years, I’ve talked with dozens of campuses that wanted to bring some or all of their Student Search functions in-house. That ambition makes sense. In a noisy, fast-changing landscape, owning more of the process is appealing. 

But like starting any new business, bringing Student Search in-house takes more than just desire. It takes structure. It takes strategy. And it takes the right mix of people, tools, and partners. 

If you’re considering this path, I encourage you, but also want to offer a word of caution. This is a bold undertaking, and the schools that succeed with it do so not by going at it alone, but by knowing what to build internally and where to lean on partners who can fill in the gaps. 

CORE ROLES YOU’LL NEED & HOW TO FILL THEM WISELY

No matter how your team is structured, a successful Student Search program depends on a full range of skills. Whether you handle these roles in-house, collaborate across departments, or partner with outside experts, here are the key functions every strategy should cover and the personas who bring them to life:

• Decoder Dan: Turns raw data into insight. From segmentation to list hygiene and campaign performance analytics, Dan ensures your strategy is always data-informed. 
• Message Master Mary: Crafts communications that connect. She brings together campaign planning, message design, copywriting, and sequencing to guide students from awareness to action. 
• Conductor Carl: Leads the charge and keeps the train moving. Enrollment success is experienced most when this person is the Vice President of Enrollment Management or at least the number two person on the enrollment team. 
• Digital Darla: Builds the tech backbone. Darla connects platforms, sets up automations, and shapes your digital strategy to ensure seamless, scalable engagement. 
• Manny the Mail Maestro: Masters the mailbox. From USPS regulations to postal discounts and timing, Manny ensures your print campaigns are efficient, timely, and compliant. 
• Naomi the Name Buyer: Knows where your best prospects are. She selects sources, handles deduplication, ensures compliance, and builds a name acquisition strategy rooted in precision. 

Let me pause on that last one, because it’s becoming more critical than ever. 

Buying names used to be a more straightforward process. Today, it’s a much more strategic (and fragile) process. We’re seeing long-time list sources dry up, audience segments become more nuanced, and the rise of look-alike modeling and stealth visitor tracking. Schools often underestimate the complexity of this process—and how easy it is to overspend or underperform. At enrollmentFUEL, we’re not just list purchasers; we’ve developed a deeper capability around Target Market Analysis, helping institutions match message to market more precisely. It’s one of the fastest-evolving areas of Search, and one where we’re growing rapidly. 

WHY DIGITAL INTEGRATION (& MAIL EXPERTISE) BOTH MATTER MORE THAN EVER

As digital tools become more sophisticated, your internal team must be able to connect the dots. That’s where a strong technical integrator—or a partner like FUEL—can be invaluable. We work at the intersection of CRM logic, platform connectivity, and digital media, ensuring your message gets to the right student at the right time. In the future, look-alike modeling, behavioral signals, and omnichannel targeting will be the new norm. Teams that can’t manage these digital handoffs risk wasting valuable impressions—or worse, confusing their audience. 

But amid all that digital noise, let me say something that may surprise you: mail still matters. In fact, when done well, it can be your most powerful channel. 

Yes, it’s expensive. But it’s also tangible, less crowded, and proven to drive action. What we’ve found is that schools need a mail expert who knows how to work within USPS regulations, leverage incentives, time mail drops strategically, and integrate direct mail seamlessly with digital outreach. This is an area where we’ve helped schools avoid major mistakes, reduce costs, and boost impact. 

DESIGN & COPY MATTER MORE THAN EVER

A good designer doesn’t just make your materials pretty—they make them effective. They help students know what to do next. 

Years ago, the New York City subway system faced a challenge that might sound familiar to anyone working in higher ed marketing: a complex, vital system that needed to be communicated clearly to thousands of people every day—most of whom were overwhelmed, in a hurry, and just trying to find the right path forward. 

In 1972, acclaimed designer Massimo Vignelli created a sleek, modern map for the subway system.1 It was beautiful; full of clean lines and bold colors. It reduced chaos to order. But there was one problem: it didn’t reflect the real geography of New York. Rivers were distorted, stations were misplaced, and neighborhoods were abstracted. Riders got confused. Some even got lost. 

Despite the design world’s admiration, Vignelli’s map was quietly replaced a few years later by a more user-friendly version—one that wasn’t as elegant, but made it easier for real people to navigate real-world decisions. 

This same tension shows up in Student Search all the time. 

We can build beautiful materials. We can set up slick automation. But if the design and messaging don’t help students move through the process (if they can’t find the “station” they need next) we’ve missed the point. 

Design, like Search, is about movement. Helping someone go from unsure to informed, from passive to engaged. And that only happens when the strategy, copy, and creative work together to create clarity. 

That’s why we believe good designers and great copywriters aren’t luxuries, they’re essential roles. And if you’re building your internal team, this is one area that deserves real investment. A well-designed campaign isn’t just something that looks good, it’s something that works. 

As the NYC subway map taught us: it’s not just what you build. It’s how clearly you help people move through it. 

As more campaigns shift to high-stakes digital and direct mail environments, great design is no longer optional. It’s critical. 

So is copywriting. It’s easy to overlook the words in favor of the workflow, but the wrong message (or one that simply blends into the noise) won’t convert. Conversion-optimized writing, tone alignment, and strategic messaging sequencing are more important than ever. At enrollmentFUEL, we teach teams how to craft messages that drive results. That’s part of our growing role as a teaching partner, helping staff build internal strength while accelerating short-term results. 

WHAT MAKES FRACTIONAL STAFFING WORK

You don’t need a full-time employee in every role. But you do need ownership. That means identifying who is truly responsible for each function, ensuring clear boundaries, and avoiding the trap of “just help with this real quick” culture. 

We’ve seen 3 principles make a big difference: 

1. Designate a single point of accountability. Someone (ideally a director or dean) needs to own the Student Search initiative. Not just in title, but in strategic and operational authority. 
2. Define roles clearly. Be specific about who owns segmentation, messaging, delivery, and reporting. 
3. Lean into automation. Use your CRM and workflow tools to free up staff from repetitive tasks so they can focus on what only humans can do, like effective messaging, designing, and deciding. 

Fractional roles can work. So can internal/external hybrid teams. But only when they’re built with intention. 

A NOTE ON HIDDEN COSTS & SMART TRADE-OFFS

Sometimes internal initiatives seem more affordable, until the hidden costs show up. These might include: 

• Time spent on data prep, list wrangling, and deduplication; 
• Platform costs for email, ads, dashboards, and creative tools; 
• Creative fatigue: writing dozens of emails and print pieces without support; 
• Burnout and attrition; 
• Missed cycles or botched timing due to overextension. 

That’s why the most successful institutions we work with use a hybrid model: owning strategy and brand voice in-house while outsourcing intensive execution (like digital ads, list purchases, or creative production) to partners who specialize in it. 

When you share dashboards, review cadences, and coordinate campaigns, you get the best of both worlds: internal control and external power, all while being a good steward of the budget you have. 

SO, CAN IT WORK? ABSOLUTELY—IF IT’S BUILT RIGHT.

Building your own Student Search team isn’t about replicating what vendors do. It’s about building a system that works for your goals, your resources, and your team. The key question isn’t “who does it?” It’s “who owns it?” 

If you’re considering this move, we’ve put together a Readiness Survey to help you think through the elements you’ll need, from team structure to tools to strategy. And we’re happy to share what we’ve learned from helping others walk this same path. 

Because at the end of the day, that’s what we’re here for: not just to execute, but to educate, advise, and empower. If you’re bold enough to build something new, we want to be the partner who helps you do it smarter. 

About the Author
Mike Wesner, MEd, is the CEO and Founder of enrollmentFUEL and a passionate student of recruiting strategies. In his role as CEO, he works with the team to develop new products to help enrollment leaders bring in their class and set enrollment records. Reach out to Mike at Mike.Wesner@enrollmentFUEL.com to share ideas on where strategic enrollment management is headed in the year ahead. 

New York Transit Museum, “Vignelli Transit Maps.” May 30, 2025. https://www. nytransitmuseum.org/vignelli/.

Octane—Listening, Adapting, Succeeding: Insights from 3 Enrollment Leaders

Octane—Listening, Adapting, Succeeding: Insights from 3 Enrollment Leaders

In a time when higher education faces seismic shifts, from demographic declines and political uncertainty to a rising demand for workforce alignment, enrollment leaders are rethinking what it takes to thrive. To gain perspective on how institutions are adapting, we spoke with three experienced enrollment vice presidents (and enrollmentFUEL clients): Kevin Windholz, MA, of Oklahoma City University, Iris P. Godes, MEd, of Framingham State University, and Eric R. Young, PhD, of Malone University. Their insights offer valuable guidance for peers navigating similar terrain. 

FROM ADMISSIONS TO INSTITUTION-WIDE STRATEGY

For many, enrollment management began as a calling to serve students. But as Kevin Windholz, Vice President for Enrollment Management and University Communications at Oklahoma City University, explains, the role has evolved dramatically. “Even when I started here 13 years ago, the job of the VP for Enrollment was to bring in the first-year class and shape it,” he says. “Today, it’s all about survival. The freshman class is just one piece of a much larger puzzle.” 

At this top liberal arts and sciences university with over a century of history, Windholz credits his Oklahoma City University president for reframing the institution’s strategy. “We were trying to make the market want what we had. Our president taught me we have to listen to the market and change who we are to meet its demand.” 

Dr. Eric R. Young, Vice President for Enrollment and Marketing at Malone University—a private Christian university in Ohio—echoes that shift. “The number one enrollment challenge we see is the shifting demographics,” he says. But it’s not just about numbers. “Government policy and public perception around cost and value have created new hurdles.” It’s up to enrollment leaders to bridge these gaps, communicate value, and dovetail with the institution’s larger strategy and messaging.  

VALUE, PERCEPTION, & THE POLICY LANDSCAPE

Nowhere are those external pressures felt more acutely than in Massachusetts, where the public Framingham State University has operated just outside Boston since 1839. Iris P. Godes, Vice President of Enrollment Management, emphasizes the unprecedented difficulty of planning amid political unpredictability. “Should changes to Pell or the loss of subsidized loans happen, that will be devastating,” she says. “And because of how things are working in Washington, we can’t even assume that won’t happen. We have to plan as if it will.” 

Godes, who began her career in financial aid, brings a rare, dual lens to enrollment and funding strategy. That perspective can be invaluable as enrollment leaders balance the different meanings of the concept of value. 

“Having that background has been a massive benefit. I can speak both languages—compliance and recruitment. And when financial aid directors push back, I understand exactly where they’re coming from.” 

She’s also focused on countering the growing skepticism around higher education. “Everyone doesn’t belong in college, but the message shouldn’t be ‘you don’t need college’ in exclusion of all else. There are many pathways, and we need to communicate that nuance.” 

THE ROLE OF TECHNOLOGY & PERSONALIZATION

In a landscape flooded with communication channels and constant digital evolution, all three leaders stress the importance of personalization in enrollment communications. 

“We don’t want cookie-cutter solutions,” Godes asserts. “Students should hear from their counselor, build that relationship from the beginning. And partners must be able to support that one-to-one feel.” 

Technology is also critical for meeting a landscape where challenges and expectations change faster than they ever have. Personalization used to be “nice to have,” but now it’s pretty much essential; so too have other technologies and expectations skyrocketed to prominence or vanished as fast as they appeared. 

“When I was new to enrollment in 2002, things weren’t really that much different than they were 5 years earlier,” Windholz recalls. “But now here in 2025, it’s already a lot different than it was in 2020. Not only does the landscape change in terms of views and politics and such, but technology also changes so fast now compared to how it used to. What can be ‘in’ at one moment becomes outdated so quickly, sometimes just a year or two later.” 

For enrollment partners, being at the vanguard of these changes can be a key differentiator to maintain institutions’ trust and build a partnership that supports long-term success. 

THE POWER OF PARTNERSHIP

When we asked what enrollment leaders want from a partner, we saw a few common factors emerge: innovation, accountability, and a true partnership approach. 

“I’m looking for innovation. I’m looking for currency, and more than that, I’m looking for not cookie-cutter,” explains Godes, pointing to enrollmentFUEL as an example of a team that gets things right. “I need a partner who will understand my institution, what my needs are, how to communicate in our voice. A true partner will tell me when I’m wrong, but also listen to me when I’m right.” 

Windholz agrees, highlighting the operational excellence and responsiveness he values in partners like enrollmentFUEL. “We’ve worked with partners before who launch a campaign and then walk away. What I like about enrollmentFUEL is they adjust on the fly. They pause an email if it’s not working, change domains, and let us know why. We need that kind of ongoing engagement, and it makes a big difference to work with people who have walked in our shoes.” 

Dr. Young also values transparency and shared accountability. “When we look at potential partners, we consider whether they’ll just live in a silo or if they embrace truly being a partner. enrollmentFUEL continuously demonstrates a shared commitment to our success, and we can have honest, direct conversations.” 

ADAPTING FOR THE FUTURE

Looking ahead, all three leaders see both opportunity and challenge. 

“Malone has a distinct Christian mission,” says Dr. Young. “There are no other schools in our market with the same focus. Our opportunity is to communicate that clearly and meaningfully to prospective students and families.” 

At Framingham, Godes sees potential in the school’s diverse student body and small-campus environment, but acknowledges the difficulty of standing out in a crowded, prestigious region. “We’re 20 miles from some of the most widely recognized institutions in the world. 

We need to show that our value is just as high, even at a lower cost.” 

For Windholz, institutional agility is paramount. “We need to reassign the work forces at our institution to meet the changing demographic. Services for non-traditional learners—like transfer, graduate, international, and online students—will be just as important as those services for the incoming, traditional first-year students.” 

Each leader offers a different institutional context, yet their advice converges on one principle: listen and adapt. “We can make things so hard,” says Windholz. “But the solution is actually simple: If you’re trying to make the market want what you have, you won’t grow. If you change to meet what the market wants, you will.” 

It’s a powerful reminder in a time of uncertainty. As higher ed grapples with change, the best strategy may be the one that starts by listening—to students, to data, and to each other. 

About the Author
Aaron Porter, MA, is enrollmentFUEL’s Associate Vice President for Client Relations. He has spent his career devoted to enrollment management, with positions including the Director of Admission at Tusculum College, Director of Admission at Bryan College, and most recently, Vice President for Enrollment Management at Carson-Newman University. Over the past 18 years, Aaron has helped over 30,000 students gain access to transformational experiences at four-year private institutions. Connect with Aaron at Aaron.Porter@enrollmentFUEL.com.