I recently went one-on-one with Shai Reshef, President of University of the People (UoPeople).
Adam: Thanks again for taking the time to share your advice. First things first, though, I am sure readers would love to learn more about you. How did you get here? What experiences, failures, setbacks, or challenges have been most instrumental to your growth?
Shai: My journey began in the for-profit education sector, where I spent over 20 years leading companies that served hundreds of thousands of students. A pivotal moment was launching the first online university in Europe through a partnership with the University of Liverpool. That experience opened my eyes to the transformative power of online learning; I saw that people could stay in their homes, keep their jobs, and still receive a world-class education. However, I also realized that even with the convenience of online delivery, the cost remained a barrier for most of the world. After selling my businesses and entering semi-retirement, I felt a deep calling to give back and create a global impact. I believe that if you educate one person, you can change a life, but if you educate many, you can change the world. I looked at the high costs of traditional universities and realized that the necessary tools including open-source technology, Open Educational Resources (OER), and a global community of volunteer professors, were already available. I pulled those elements together to create University of the People, opening the gates to millions who previously had no access to higher education.
Adam: What would surprise people most about the role of a university president and how you allocate your time, energy, and focus?
Shai: While no two days are the same, people are often surprised by how hands-on I am. Despite the massive size of our student body, we operate with an incredibly lean team, which requires me to be involved across the entire organization. We are not a traditional university, so this is not a traditional president’s role. While strategy and fundraising are always on the agenda, I am deeply embedded in all our initiatives—from recruitment and marketing to technology and academic affairs. A significant portion of my time is dedicated to managing our continued growth while maintaining high academic quality; I spend a lot of energy brainstorming how to strike that perfect balance.
Adam: What are the biggest challenges you face as a leader in higher education today? How are you navigating them?
Shai: The biggest challenges today involve the evolving perception of the importance of a degree, the shifting needs of the workforce, and the rapid pace of technology. At UoPeople, we navigate these by constantly launching initiatives that align our curriculum with modern careers. We have to balance high quality and rapid growth on a very small budget compared to traditional institutions. Artificial Intelligence is another major factor; it can play a transformative role in education, but the real challenge, and what we are currently navigating, is determining exactly how to implement it effectively while maintaining academic integrity and developing students’ critical thinking capabilities.
Adam: In your experience, what are the keys to managing change and leading through uncertainty?
Shai: We are living in extremely uncertain times, particularly regarding technology, the changing job market for graduates, and global finances. The key to managing this uncertainty is a combination of measured adoption and constant innovation across our tech stacks, academic programs, and partnerships with both industry and other institutions. I’ve always believed that the best way to plan is to plan for things to go wrong. If you are prepared for the worst-case scenario, you are ready for anything. This is especially true in the context of AI, which has the potential to change our landscape for both good and ill.
Adam: What do you believe are the defining qualities of an effective leader?
Shai: An effective leader must have the ability to translate a long-term, high-level strategy into everyday operations, so the vision becomes a reality. The human element is also essential; you must be able to connect with your team authentically. Other defining qualities include the ability to balance growth with quality and a relentless focus on the mission. You cannot let small, daily distractions pull you away from the primary goal. Finally, you must never give up.
Adam: How can leaders and aspiring leaders take their leadership skills to the next level?
Shai: Radical flexibility is the key. To thrive in an era of constant fluctuation, leaders need to be flexible in everything from human interaction to technology adoption and infrastructure management. You should always be thinking about where you want to be and what is required to reach that point. Additionally, it is vital to surround yourself with smart people who aren’t afraid to provide alternative views and different ways to achieve your goals.
Adam: What do you believe are the most important skills needed to succeed in today’s and tomorrow’s workforce?
Shai: Flexibility is paramount, but it must be paired with critical thinking and strong interpersonal skills. In a changing landscape, there is an enduring importance to a comprehensive higher education degree that teaches a student how to learn and adapt. My advice to anyone entering the workforce is to make yourself a “Swiss Army knife”—multifaceted, adaptable, and capable of delivering value in any setting.
Adam: What are your three best tips applicable to leaders in business, government, and education?
Shai: First, communicate constantly and transparently. Second, remain strictly mission-driven, so your core purpose remains the North Star of the organization. Third, focus on institutional resilience; in an era of constant change, you must build the infrastructure and culture necessary to endure major disruptions.
Adam: What is the single best piece of advice you have ever received?
Shai: After I sold my business and decided to reshape higher education through a non-profit, a friend told me, “When you give to the world, you get more back.” It isn’t about money; it’s about what it does for your heart.
Adam: Is there anything else you would like to share?
Shai: I would only add that the democratization of education is the most powerful tool we have for global stability and peace. When we provide a path for someone to better themselves and their community, regardless of their financial or geographic constraints, we aren’t just helping an individual; we are strengthening the collective future of our global society.
