Rhea Law's Vision for Educational Excellence

*Rhea Law’s Vision for Educational Excellence In a career spanning more than four decades, Rhea Law has watched the University of South Florida evolve from a young public institution into a nationally recognized academic powerhouse. Now, as she prepares to step down as President after leading the university through a transformative period, Law reflects on leadership, innovation, and the relentless pursuit of excellence.*

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our publication: You’ve spent over 40 years with USF — first as a student, then in various leadership roles, and now as President. How has that journey shaped your perspective on higher education leadership? Rhea Law: I often say that my journey with USF wasn’t planned — it was destined. I came here as a student, worked on campus while earning my degree, and never really left. That continuity has given me a unique lens into how institutions evolve, and how leadership must adapt to meet changing needs.

Higher education leadership today isn’t just about managing resources or overseeing departments. It’s about vision, agility, and a relentless focus on impact — for students, for faculty, and for the broader community. I’ve learned that true leadership is collaborative. It’s about empowering others to innovate and removing barriers that prevent progress.

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You became President during a challenging time — the pandemic — and led USF through a period of significant growth. What strategic priorities did you focus on during your tenure? The pandemic was a stress test for every institution, and USF rose to the occasion. We prioritized student success above all else. That meant ensuring continuity of learning, supporting mental health, and maintaining affordability. But beyond crisis management, we had a long-term strategy.

We doubled down on research, expanded our health sciences programs, and invested heavily in technology. I believed — and still believe — that universities are not just centers of learning but catalysts for economic development and innovation. Under my leadership, we strengthened our partnerships with industry, particularly in healthcare and engineering, and made strategic hires that elevated our national profile.

We also focused on equity and inclusion. Education should be a great equalizer, and we worked hard to ensure our doors were open to all qualified students, regardless of background.

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USF is known for its grit and innovation — qualities you’ve often highlighted. How do those traits translate into operational strategy? At USF, grit isn’t just a slogan — it’s a culture. We don’t wait for permission to innovate; we roll up our sleeves and make things happen. That mindset is reflected in how we approach strategy. We’re not afraid to take calculated risks, especially when it benefits our students or advances our research mission.

For example, we’ve built one of the largest academic medical centers in Florida in partnership with Tampa General Hospital. That didn’t happen overnight. It took vision, persistence, and a willingness to collaborate. We also launched interdisciplinary programs that reflect the realities of today’s workforce — blending tech with health, business with sustainability, and engineering with ethics.

From an operational standpoint, that means we stay lean, act decisively, and measure success not just by rankings, but by real-world outcomes.

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What role does leadership play in driving innovation within a large institution like USF? Leadership at this scale is about setting the tone from the top, but also empowering people at every level to think creatively. I’ve always believed that innovation comes from the edges — from faculty working on groundbreaking research, from students asking the right questions, from staff who see inefficiencies and propose better ways.

As President, my job was to create an environment where that kind of thinking could thrive. That meant investing in infrastructure, but also in people. We launched leadership development programs, encouraged cross-departmental collaboration, and recognized those who went above and beyond.

True innovation also requires accountability. We tracked outcomes, celebrated wins, and learned from setbacks. That’s how you build a culture of continuous improvement.

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You’ve spoken about USF’s focus on community impact. How do you ensure that the university’s mission aligns with the needs of the region and beyond? Universities can’t exist in a vacuum. We are part of the fabric of the communities we serve. That’s why community engagement isn’t just a program at USF — it’s embedded in everything we do.

We partner with local businesses to build talent pipelines, work with government on policy research, and collaborate with nonprofits to address social challenges. Our students don’t just learn in classrooms — they apply that knowledge in real-world settings, whether through internships, service learning, or research projects.

One of the ways we’ve strengthened that connection is through our innovation districts — physical and digital spaces where academia, industry, and the community intersect. These ecosystems foster entrepreneurship, accelerate research translation, and create jobs.

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As you prepare to step down, how do you want to be remembered as a leader? I hope people remember me as someone who led with purpose, integrity, and heart. Leadership isn’t about ego — it’s about service. It’s about making the institution stronger for the next generation of leaders, and ensuring that every student who walks through our doors has the opportunity to succeed.

I also hope they remember the bold moves we made — the investments in research, the focus on inclusion, and the partnerships that positioned USF as a leader not just in Florida, but nationally. But more than anything, I want to be remembered as someone who believed in the power of education to transform lives.

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What advice would you give to other executives navigating complex, mission-driven organizations? Stay grounded in your mission, but be willing to evolve. The landscape is changing rapidly — technology is reshaping how we work, demographics are shifting, and expectations are higher than ever. Leaders who succeed are those who remain student- or customer-focused, while also being agile enough to respond to new challenges.

Surround yourself with people who challenge you, and never stop learning. Leadership is not a destination — it’s a journey.

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Looking ahead, what’s next for Rhea Law? I’m not retiring — I’m redirecting. I plan to stay engaged in higher education and public service, possibly through a foundation or advisory role. My passion for education and community impact isn’t going anywhere.

But for now, my focus is on ensuring a smooth transition for USF and celebrating the incredible achievements of our faculty, staff, and students. This chapter is closing, but the story of USF is just beginning.