VOTE411 Voter Guide

The Board of Regents is a governance body responsible for oversight and strategic direction, not day-to-day management. Its role is to set long-term priorities, approve budgets, and hold leadership accountable while respecting the expertise of administrators, faculty, and staff. Strong governance depends on clear expectations and consistent accountability. This approach supports shared governance and protects academic freedom by ensuring decisions are guided by mission, not politics. Regents focus on the “what,” while university leadership determines the “how,” maintaining transparency and public trust.

As a Regent, the priority is to advance a focused, growth-oriented model aligned with workforce needs. That includes treating enrollment as a primary driver of revenue by expanding out-of-state and international recruitment while retaining Nebraska graduates. It also means strengthening partnerships with employers to connect degrees to in-state careers and long-term job growth, and investing in faculty to attract research funding and industry collaboration that diversifies revenue beyond state support. A multi-year financial roadmap can improve efficiency and protect the academic mission while upholding shared governance and academic freedom.

For Nebraska to remain competitive, it’s important to recognize that NIL is the new reality of collegiate athletics nationwide—but we must do so with guardrails that prioritize the "student" in student-athlete. The Board’s role is to ensure that NIL activities are transparent, legally compliant, and do not divert support from core priorities like academics and research. The broader priority is preparing all students for life beyond college. NIL-supported student-athletes are no different and should be supported as students first, with strong academic and career pathways.

Strong leadership is an urgent necessity for the University of Nebraska. Instability in recent years has created real challenges for students, families, and our broader economy, and it is concerning that we have had numerous changes in presidential and campus leadership over the past decade. Drawing on my experience as a former Student Regent, I believe the Board is most effective when maintaining a laser focus on strategic direction, defining priorities, and appointing strong leadership. While Regents must ensure fiscal responsibility through budget and tuition approval, they must also be disciplined in avoiding the pitfulls of micromanagement. The most effective governance model is one of clear oversight, accountability, and partnership.

Our goals should be clear: keep the University of Nebraska affordable, accessible, and academically strong. That is both a financial responsibility and a moral one. We must reimagine how a university of the future invests more in teaching, research, and student success, and less on layers of organization. This is about accountability, stewardship, and respect for the students and families who are making a significant investment in their future. We must also strengthen relationships with stakeholders who help support the university. My experience working with governors, legislators, and federal leaders has demonstrated that trust, transparency, and collaboration are essential to securing long-term investment in higher education.

We should bring balance and common sense back to our collegiate athletics, ensuring that both academic excellence and athletic success can coexist in a way that reflects our values. NIL is a rapidly evolving issue that requires thoughtful, coordinated action. Without some level of national consistency, NU is at risk being placed at a competitive disadvantage. I’ve advocated for creating an “NIL for academics”. I support exploring ways to recognize and reward academic achievement, research, and innovation, because those are the true long-term drivers of our state’s workforce and economic growth. As a neurosurgeon and business owner, I understand that the future of Nebraska depends on the strength of our students and our university.

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