Martha Dunagin Saunders on Educational Innovation

Martha Dunagin Saunders on Educational Innovation Martha Dunagin Saunders never intended to become a university president. Her professional journey began in journalism and evolved through advertising and public relations — fields that honed her strategic communication skills and deep understanding of branding. But it was a late-in-life detour into the classroom that changed everything.

“I didn’t expect to fall in love with education,” she admits. “But once I stood in front of students, I knew this was where I belonged.”

That passion, combined with an innate ability to lead, led her from adjunct professor to provost, chancellor, and ultimately to the presidency at the University of Southern Mississippi. Yet retirement was not on the horizon — not when a call came from her alma mater, the University of West Florida (UWF), asking her to return home.

In 2017, she became UWF’s sixth president — a role she initially envisioned as brief. Eight years later, she’s still going strong, reshaping the institution with a clear mission: to elevate UWF’s national profile while staying true to its core values of innovation, accessibility, and academic excellence.

Nestled on Florida’s Gulf Coast in Pensacola, UWF is geographically the westernmost of the state’s public universities — and among its youngest, founded in 1967. What sets it apart, Saunders says, is not just its location, but its evolution under visionary leaders.

“Each of my predecessors left a legacy that built the foundation for what we are today,” she reflects. “The first president created our intellectual heart — a sprawling nature preserve at the center of campus. The second instilled academic rigor. The third opened us to the world through global programs. The fourth brought us into the digital age with early adoption of online learning. And the fifth helped foster a traditional campus experience.”

Her own legacy, she explains, is about visibility — and ensuring the quality of UWF’s programs is matched by recognition.

“We’re doing exceptional work in cybersecurity, health sciences, and engineering,” she says. “But being good isn’t enough. You have to be known for it.”

It’s a lesson Saunders learned well from her time in PR, and one that has informed her leadership strategy across higher education.

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Q: How do you approach leadership differently coming from a business background? Saunders: In many ways, leading a university is like running a complex organization. There are stakeholders, budgets, brand identity, and long-term strategy. My experience in communications taught me how to listen carefully, tell compelling stories, and align people around a shared vision.

What makes higher education unique is the people — our faculty, staff, and students are mission-driven. So, leadership here requires not just management, but inspiration. I focus on creating a culture where innovation thrives and where everyone feels empowered to contribute to our success.

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Q: Innovation has been central to UWF’s growth. How do you define innovation in education? Saunders: True innovation is solving problems in ways that improve outcomes. For us, that’s meant reimagining how we deliver education — especially during the pandemic, when our early investment in online infrastructure allowed us to pivot seamlessly. It also means designing programs that align with workforce needs. For example, we’ve launched stackable credentials and accelerated pathways to help students enter the job market faster.

We’ve also expanded research opportunities and partnerships with local industries. When students see direct connections between their studies and real-world applications, they’re more engaged — and more successful.

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Q: What role does data play in your decision-making process? Saunders: Data is essential. We track everything from student retention and graduation rates to employer feedback and alumni outcomes. That information helps us identify strengths and areas for improvement. But I also believe in balancing data with intuition and experience. Numbers tell part of the story, but the human element — what’s happening in classrooms, labs, and student life — tells the rest.

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Q: How do you balance tradition with transformation? Saunders: You have to honor the past while embracing the future. Our traditions — like football and campus culture — matter to students and alumni. They build community. But transformation is necessary to stay relevant. We’ve maintained our academic standards while becoming more agile, more responsive to change.

One of my priorities has been increasing access without compromising quality. That includes expanding financial aid, offering flexible learning options, and removing barriers to enrollment. We want talented students from all backgrounds to see UWF as a place where they can thrive.

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Q: What challenges have surprised you most in your role? Saunders: The pace of change — especially in technology and workforce expectations — has been faster than anticipated. But the biggest challenge might be managing perception. We’re competing not just with other universities, but with private sector opportunities that offer immediate rewards. Convincing students and families that a degree from UWF is a valuable investment requires constant communication and demonstration of impact.

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Q: Looking ahead, what excites you most about the future of higher education? Saunders: The potential for personalization. Technology allows us to tailor learning experiences to individual students’ needs and aspirations. We’re experimenting with AI-driven advising, immersive simulations, and interdisciplinary programs that mirror the complexity of modern careers.

I’m also excited about the growing emphasis on lifelong learning. Universities are no longer just four-year destinations — they’re partners in continuous development. That’s a space where we can excel.

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Q: Any final thoughts for fellow C-suite leaders? Saunders: Stay curious. Surround yourself with people who challenge you. And remember that leadership is not about having all the answers — it’s about asking the right questions and empowering others to find solutions. Whether you're running a company or a university, success comes from building trust, fostering innovation, and staying focused on your mission.

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Under Saunders’ leadership, UWF continues to grow — not just in size, but in influence. With new academic programs, expanded research initiatives, and a renewed commitment to student success, the university is earning the national attention it deserves.

“I came back to UWF because I believed in its potential,” she says. “Now, more than ever, I’m confident that we’re not just keeping up — we’re leading the way.”