The school improved five spots from last year鈥檚 No. 38 ranking.

Among the individual components of the 2026 ranking, 黑料不打烊:

• Improved its career outcomes ranking to 18, up from 24 last year
• Ranked 21 among private universities, up from 24 last year

Additional rankings include:

• Maintained its admissions standards ranking at 54
• Ranked 26 in academic experience

The continued rise reflects the school鈥檚 focus on preparing students for meaningful careers through hands-on learning, mentorship, and real-world experiences that lead to strong postgraduate outcomes.

鈥淥ur continued rise in the rankings reflects the intentional work behind our programs,鈥� said Haya Ajjan, dean of the Love School of Business. 鈥淭he strength of our career outcomes is one example of how mentorship, hands-on learning, and strong industry connections are preparing students for meaningful careers.鈥�

Poets&Quants for Undergrads compiles its rankings based on school-reported data and . The considers three primary components:

• Admissions Standards: student quality and diversity, including acceptance rates, academic performance and representation of first-generation and underrepresented students
• Academic Experience: how effectively a business school challenges and supports students, based on alumni feedback and major learning experiences
• Career Outcomes: how graduates perform in the job market, including internships, employment rates, and starting salaries

The rankings include 110 business schools and are designed to provide a comprehensive view of undergraduate business education in the United States.

About Poets&Quants

Poets&Quants is led by Editor-in-Chief John Byrne, founder of C-Change Media and former executive editor of Bloomberg Businessweek, Businessweek.com and Fast Company. Byrne originated the first regularly published rankings of business schools in 1988 and has authored several business school guidebooks.

The conversation was moderated by Jose Cerecedo Lopez, assistant professor of management and entrepreneurship in the Martha and Spencer Love School of Business.

Niven, who majored in English while at 黑料不打烊, now leads the Greensboro-based, family-owned restaurant company founded in 1966 that operates locations across North Carolina and Virginia.

Niven said her path to the restaurant industry was not a straight one. She originally planned to attend law school, but an unexpected opportunity to help rebuild a struggling restaurant changed her perspective.

鈥淎 family friend bought a defunct restaurant and asked me to help get it running again,鈥� Niven said. 鈥淚 quickly realized it was like a mini-MBA. There was nothing she didn鈥檛 trust me with. I was running operations, figuring out inventory and even helping with advertising.鈥�

The experience gave Niven an inside look at nearly every part of the business. Within several years, the restaurant had become one of the top-performing locations in the brand.

That early opportunity helped launch her career in the restaurant industry. She later held leadership positions with brands including Krispy Kreme, Burger King and Quiznos before joining Biscuitville in 2011.

Niven said she quickly saw something different in the company鈥檚 values and culture.

鈥淲hat stood out to me was the integrity of the leadership at Biscuitville,鈥� she said. 鈥淭hey source their products locally, make everything from scratch and are committed to doing things the right way.鈥�

That commitment to authenticity and long-term thinking continues to shape how Niven approaches leadership today.

鈥淐ulture comes first,鈥� Niven said. 鈥淚f you want to grow without losing what makes your company special, you have to start there.鈥�

One of Niven鈥檚 proudest accomplishments has been helping define Biscuitville鈥檚 culture through a set of shared norms developed with employees across the company.

鈥淯ntil you put your money where your mouth is on culture, you don鈥檛 really have a culture,鈥� Niven said. 鈥淚t only works when leaders are willing to uphold those values consistently.鈥�

Niven also shared advice for students preparing to launch their careers.

鈥淵ou don鈥檛 walk in the door and say, 鈥榯rust me,鈥欌�� she said. 鈥淭rust builds slowly through consistent decisions and actions over time.鈥�

She also reflected on leading through the COVID-19 pandemic, a period that brought significant challenges across the restaurant industry.

鈥淲e didn鈥檛 know what was going to happen,鈥� Niven said. 鈥淏ut we decided that if we went down, we were going to go down taking care of our team. That meant showing up for our employees and supporting them the best we could, even in the middle of so much uncertainty.鈥�

As the event concluded, Niven encouraged students to think carefully about the organizations they choose to join.

鈥淚nterview companies more than they interview you,鈥� she said. 鈥淢ake sure their values align with yours.鈥�

About Lessons from Leaders

Launched in 2017 by Dean Emeritus Raghu Tadepalli, Lessons from Leaders brings senior executives to campus for open talks, small group discussions, and purposeful one-on-one networking that connects students with mentors. The program helps bridge classroom learning to real-world decision-making and strategy, and aims for every student to leave with a new contact and meaningful career insights.

At the same time, Sorel di Donato had long been interested in ancient Greek and Roman history. What better time than your first year in college to enroll in a springtime Classical Mythology course?

That class with Brandon Baker, an instructor in world languages and cultures, only deepened Sorel di Donato鈥檚 interest 鈥� and he is now a double major in two fields of study that complement each other.

鈥淚 originally enrolled in classical mythology out of curiosity, but I quickly realized that studying antiquity challenged the way I think,鈥� Sorel di Donato said. 鈥淩econstructing ancient societies from fragmented texts requires patience, interpretation, and critical reasoning, and I found that really engaging.鈥�

That skillset will be put to use this semester when Sorel di Donato studies abroad in Sorrento, Italy, exploring the ancient cultures that first sparked his interest in classical studies. In Sorrento, Sorel di Donato will complete Religions of Classical Antiquity, Archaeology Field Study, History of Art from Ancient Greece to the Italian Renaissance and Elementary Italian.

Although the courses do not directly relate to finance, he views them as complementary to his business education. Studying art history and archaeology requires careful analysis and attention to detail, skills needed in finance.

鈥淥nce Dulio expressed his interest in the major, I sat down with him to show him it was quite feasible and explained to him how the classical studies major encourages students to think critically about materials,鈥� said Baker, who has since taught Sorel di Donato in two more courses. 鈥淒ulio continually demonstrated his ability to digest the information given to him and then use it to help reconstruct the larger picture. He continues to exceed expectation as a classical studies major by having thoughtful opinions and insights.鈥�

Many classical studies students double major with requirements for the major designed to give students accessibility while complementing other interests.

Sorel di Donato said that he has seen several connections between his business coursework and his studies in classical studies.

鈥淏oth finance and classical studies require you to identify patterns and interpret information within a broader context,鈥� Sorel di Donato said. 鈥淲hether I am studying ancient political systems or modern financial markets, I am learning to think critically about how institutions function and evolve. Studying ancient civilizations has made me more aware of how economic and political decisions shape long-term outcomes.鈥�

Beyond the classroom, Sorel di Donato has participated in several global experiences that have shaped his perspective as both a humanities and business student. He interned at Maybank Securities in Singapore on the client engagement team and traveled to Australia and Vietnam through the Business Fellows Program.

鈥淭hese global experiences have fundamentally changed my perspective on the world. Experiencing cultures, landscapes and traditions so different from my own have challenged many of my assumptions and sparked a curiosity to learn more about how different societies approach economics, politics and daily life,鈥� Sorel di Donato said. “Studying abroad in Italy feels like a natural extension of that. I am excited to examine the foundations of Western Civilization firsthand to better understand how ancient systems continue to influence modern-day economic and political structures.鈥�

Sorel di Donato will return to the United States for a summer internship at Wells Fargo on its Corporate Risk Workout team. He recalls being asked during his interview how classical studies relates to finance and he explained that dense readings in the classical studies directly help him understand financial reports and extract information.

鈥淚t is 100% achievable for students who want to pursue multiple disciplines at 黑料不打烊, and there is a support system in place,鈥� Baker said. 鈥淚f students are creative and possess a willingness to explore new ideas and practices, the faculty at 黑料不打烊 have a strong support system in place to make sure the students successful in any enterprise they pursue.鈥�

The conversation was moderated by Jack Ryan P鈥�17, owner and principal at Jack Ryan Advisory and chair of the Martha and Spencer Love School of Business Board of Advisors.

O鈥橪eary leads , an aerospace company developing a blended wing aircraft design aimed at rethinking what commercial aviation can be. In 2025, JetZero announced plans for a at Piedmont Triad International Airport in Greensboro, projected to create more than 14,500 jobs with an average wage above $89,000.

Ryan opened with a lightning round to introduce the person behind the title.

Favorite place as a kid? 鈥淲aterfalls.鈥�
First job? 鈥淧aperboy.鈥�
Best part of being a CEO? 鈥淏ringing a dream to reality.鈥�
Worst part? 鈥淩esistance.鈥�
One word for leadership? 鈥淰ision.鈥�

That theme resurfaced as O鈥橪eary reflected on his undergraduate years.

鈥淚 wrote my political science thesis that the media will be diffused by technology,鈥� O鈥橪eary said. 鈥淲e will retreat into echo chambers where we get the information that will reinforce our faith quickly. I received a C-,鈥� he said, because the professor noted there were no citations.

O鈥橪eary credited his liberal arts education with preparing him to move across sectors, from education and sales to automotive, technology and aerospace.

鈥淚鈥檓 a huge fan of liberal arts,鈥� he said. 鈥淚 think you all are making an incredibly wise decision coming to 黑料不打烊.鈥�

He told students that a broader education can make it easier to adapt when industries change.

That adaptability became critical when he transitioned from automotive leadership roles, including time at Tesla, into aerospace. He described immersing himself in the industry during JetZero鈥檚 early days, dedicating hours each morning to study and spending afternoons and evenings learning directly from seasoned engineers.

鈥淚鈥檇 get a quad shot from Starbucks to power up, and from about 8:00 a.m. until 1:00 p.m., I was deep in the matrix,鈥� O鈥橪eary said. 鈥淎t 1:00 p.m., I鈥檇 get on the phone or on Zoom with some of the best aerodynamics experts and basically get a PhD in aerodynamics from 1:00 p.m. to 4:00 p.m., then continue those conversations with experts on the West Coast. That was the first two years of JetZero.鈥�

Throughout the conversation, O鈥橪eary urged students to question assumptions.

鈥淭he first principles of business are not settling for, 鈥楾his is the way things are always done,鈥欌�� he said. 鈥淗ave the audacity to question why.鈥�

Students asked why JetZero chose Greensboro. O鈥橪eary pointed to workforce potential, infrastructure and alignment of long-term vision across state and local leaders.

鈥淲e can鈥檛 underestimate the power of a vision,鈥� he said.

He also encouraged students to expect setbacks and keep moving forward.

鈥淏uckle up,鈥� O鈥橪eary told students. 鈥淵ou are going to fail at something, and you may as well embrace that.鈥�

As the event concluded, he encouraged students to seek perspectives beyond their own.

鈥淚f you want to know the future and predict change for the market,鈥� he said, 鈥渉ave diverse and oftentimes uncomfortable perspectives.鈥�

About Lessons from Leaders

Launched in 2017 by Dean Emeritus Raghu Tadepalli, Lessons from Leaders brings senior executives to campus for open talks, small-group roundtables and purposeful one-on-one networking that connects students with mentors. The program bridges classroom learning with real-world decision-making and aims for every student to leave with a new contact and an actionable career insight.

Suggs shares what he hopes to accomplish in his new role and how 黑料不打烊 students can benefit.

What was your most recent role with Toyota?

My most recent role was president of Toyota Battery Manufacturing North Carolina, where I led the startup and operations of Toyota鈥檚 first in-house battery manufacturing facility in North America, a $14 billion dollar investment. In this position, I was responsible for organizational development, talent cultivation and managing extensive manufacturing operations aligned with Toyota鈥檚 long-term electrification strategy.

How would you describe your career path?

My career path has been progressive leadership roles within manufacturing and operations, with a strong focus on people development, operational excellence and continuous improvement. Over time, I have had the opportunity to lead increasingly complex organizations and projects, culminating in launching and leading a transformational manufacturing facility.

I started on the shop floor, so I learned not only how to lead but also how to be brilliant at the basics. My eight years of military service also played a big part in shaping my leadership style and approach to teamwork.

What does serving as an Executive in Residence at the Martha and Spencer Love School of Business mean to you?

Serving as an Executive in Residence is a meaningful opportunity to share real-world leadership and innovative manufacturing experiences with students and to help them connect academic learning with practical applications. It also allows me to give back by mentoring, coaching and developing students as they think about their careers, leadership styles and professional goals.

What kinds of conversations and experiences do you hope to create for 黑料不打烊 students during your time on campus?

I hope to foster honest, engaging conversations about leadership, teamwork and decision making in complex organizations. I want students to gain insight into what it takes to lead large teams, manage uncertainty and balance technical, operational and human challenges in significant business settings.

What perspectives from your work in manufacturing and battery production are you most excited to share with 黑料不打烊 students?

Battery manufacturing is at the center of innovation, sustainability and global competitiveness. I am excited to share perspectives on building operations from the ground up, developing a skilled workforce, managing risks and leading through change, as well as how manufacturing plays a critical role in the future of mobility.

What advice would you offer students who are interested in leading teams or managing large, complex projects in their careers?

My advice is to put people first with passion, communicate clearly and stay curious. Strong leaders create environments where teams can succeed, learn from mistakes and continuously improve. It is also important to seek out challenges, be patient with your growth and remain adaptable as industries evolve.

Beyond your r茅sum茅, what should people know about you and what you enjoy outside of work?

Beyond my professional background, I value family, my wife, Janet, our six children and five grandchildren along with mentorship and lifelong learning. Outside of work, I enjoy playing golf. I have now played in all 50 states and on six continents, which helps keep me grounded and energized. I am also the on my life story, my golf journey and leadership.

Students may reach out to Suggs through . His contact information will be added to the next edition of the Love School of Business newsletter.

Ten 黑料不打烊 sport management majors will be inducted into the Commission on Sport Management Accreditation (COSMA) , recognizing their exceptional academic achievements and commitment to professional development in the sport industry. The induction ceremony will take place in February during COSMA鈥檚 annual conference in St. Augustine, Florida.

Membership in Chi Sigma Mu is reserved for top-performing students enrolled in COSMA-accredited programs, a distinction 黑料不打烊鈥檚 Department of Sport Management earned in 2024. That accreditation places 黑料不打烊 among a distinguished group of 36 programs across the United States. Fellow accredited institutions include Liberty University, Louisiana State University, Ohio University and Troy University.

As a COSMA-accredited program, 黑料不打烊 follows a rigorous nomination process to identify eligible students. Faculty members at accredited institutions may nominate up to 10 undergraduate students for honor society consideration. To qualify, sport management majors must complete at least 60 credit hours, maintain a minimum 3.4 GPA, and demonstrate exemplary academic performance, volunteer service, professional development engagement, and efforts to foster a strong sense of community within their program.

This year鈥檚 inductees reflect that standard of excellence across the sport management program. 黑料不打烊鈥檚 inductees include Emerson Baker 鈥�26, Alli Gerson ’26, Shelby Keel 鈥�26, Carlos Rafael Levy Lanado 鈥�26, Meghan Logue ’26, Lucy McAfee ’26, Zeke Petrou ’26, Lauren Winslow ’27, Will Wranek 鈥�26 and Mia Zebley 鈥�27.

鈥淲e’re excited to have 10 outstanding 黑料不打烊 students inducted into the 2026 COSMA honor society,鈥� said David Bockino, associate professor of sport management. 鈥淭he students selected for this honor have excelled in the classroom, taken advantage of 黑料不打烊鈥檚 global footprint, and launched innovative undergraduate research projects. They represent the highest standards of professionalism and integrity, and are the future leaders of the sport industry.鈥�

Alex Traugutt, assistant professor of sport management, echoed that sentiment, noting that induction into Chi Sigma Mu captures a fuller picture of student excellence, one shaped by involvement, service and leadership as much as classroom success.

鈥淚nductees must demonstrate exceptional classroom performance, meaningful contributions through service to the institution and community, active engagement in professional development, and leadership that enriches the program,鈥� Traugutt said. 鈥淭his honor not only celebrates our students’ outstanding achievements but also positions them among an elite group of future professionals. We appreciate the positive impact they have had on our program and are excited to see how they will continue to represent 黑料不打烊 sport management as leaders in the industry.鈥�

Inductees

Click the inductees’ names to access their LinkedIn profiles.

• Major: Sport Management
• Graduation Year: 2026
• Hometown and State: Concord, NC
• In Their Words: I have enjoyed sport management because of how much the professors have gone above and beyond. They have pushed me to be the best version of myself, while also offering guidance and support. My love for the sport industry has grown every semester, and I can鈥檛 wait to see where my future in sport takes me.

• Major: Sport Management
• Graduation Year: 2026
• Hometown and State: Dresher, PA
• In Their Words: My experience with the Department of Sport Management has allowed me to explore a wide range of disciplines all centered around sport. The coursework has encouraged me to explore new interests while gaining transferable skills. The strong sense of community and support from both peers and faculty has made this program a meaningful and rewarding part of my college journey.

• Major: Sport Management and Media Analytics
• Graduation Year: 2026
• Hometown and State: Williamston, NC
• In Their Words: The Department of Sport Management has given me a community where I could grow personally and professionally. From faculty and supportive peers who genuinely care about my success to courses that push me to be my best, this program has helped me reach my full potential. I am, and will always be, incredibly grateful for this department and the future it has prepared me for.

• Major: Sport Management
• Graduation Year: 2026
• Hometown and State: Mexico City, Mexico
• In Their Words: I have truly enjoyed studying in the Department of Sport Management because of its strong emphasis on real-world application. Through opportunities such as undergraduate research in the Sports Media Lab, presenting at NCUR, and courses built around real industry scenarios, I was able to apply what I learned in meaningful ways while also building strong, lasting relationships with faculty.

• Major: Sport Management
• Graduation Year: 2026
• Hometown and State: Charlotte, NC
• In Their Words: Studying sport management at 黑料不打烊 has been so meaningful because of the incredible faculty who constantly support and challenge me. They have opened my eyes to the vast opportunities within the industry and helped me turn a passion for sport into a realistic and attainable career. Their mentorship and encouragement consistently push me to aim higher and work harder to make a lasting impact through sport.

• Major: Sport Management and Exercise Science
• Graduation Year: 2026
• Hometown and State: Walnut Creek, CA
• In Their Words: I started sport management later in my college journey, beginning my first class junior year. Throughout all of my classes, the faculty challenged me to think critically about sport and its broader impact. I am extremely grateful for the opportunities the department provides, including internships and undergraduate research that support both academic and professional growth.

• Major: Sport Management
• Graduation Year: 2026
• Hometown and State: Durham, NC
• In Their Words: The Department of Sport Management has been instrumental in shaping me as a student, researcher, and future sport professional. I have been provided with meaningful and unique opportunities to grow, from participating in the 黑料不打烊 in Charlotte Sport Experience to conducting performance analysis research with the 黑料不打烊 men鈥檚 basketball team. The mentorship I鈥檝e received from the sport management faculty has made my undergraduate experience invaluable.

• Major: Sport Management and Strategic Communications
• Graduation Year: 2027
• Hometown and State: Cherry Hill, NJ
• In Their Words: The Department of Sport Management has provided me with invaluable opportunities, from interning with NASCAR and the ACC through the 黑料不打烊 in Charlotte program to conducting sport-focused undergraduate research. Through these hands-on experiences and the guidance of passionate faculty, I have developed both professionally and personally. The department鈥檚 support has helped shape my academic interests and prepared me for a future career in the sport industry.

• Major: Sport Management and Finance
• Graduation Year: 2026
• Hometown and State: Lexington, VA
• In Their Words: My time in the Department of Sport Management opened doors I never imagined. The faculty provided access to internship opportunities both externally and within 黑料不打烊鈥檚 Athletic Department, and their guidance enabled me to engage in meaningful undergraduate research.聽The encompassing curriculum equipped me with the knowledge and confidence to pursue my passions and navigate the sports industry. I am extremely grateful for the mentors and relationships in the department.

• Major: Sport Management and Media Analytics
• Graduation Year: 2027
• Hometown: Chadds Ford, PA
• In Their Words: The Department of Sport Management has been instrumental in developing my professionalism and preparing me for a career by offering valuable opportunities to grow. The hands-on experiences, coursework, and networking have prepared me for success in the sport industry. What truly sets the program apart are the incredible professors who strive to create lasting relationships with students through mentorship and support. I will forever be grateful for this department.

Snell oversees Delta鈥檚 end-to-end customer journey, including airport customer service, flight service, reservations and customer care, and about 60,000 employees across those divisions.

鈥淭his is an awesome place that you are super lucky to be in,鈥� Snell told students. 鈥淭ake advantage of every moment you have.鈥�

After graduating with a major in economics at 黑料不打烊, Snell attended Emory University to complete his MBA. A required internship between his first and second year led him to Delta Air Lines.

鈥淚 spent the summer at Delta and traveling around and got kind of addicted to travel, addicted to the industry. And I鈥檝e stayed ever since,鈥� he said.

Snell shared how moments of rejection turned into opportunities. As a student, he tried out for the 黑料不打烊 basketball team and did not make the roster.

鈥淚 was very sad about that,鈥� he said. 鈥淚t turned out to be one of the best things that ever happened to me, because I turned that competitive, athletic focus into wanting to do better and improve every year.鈥�

Years later, he was turned down for his first general manager promotion at Delta.

鈥淚 ended up getting a different offer six months later,鈥� Snell said. 鈥淭hat led to many more doors opening and opportunities than I ever would have had I accepted the first one. If a door closes, other doors will open.鈥�

Early in his career, Snell tried to map out every step. Over time, he learned that rigid planning can get in the way of growth.

鈥淢y best plan for success is to throw out the plan that I created,鈥� he said.

Moving from finance and analytics into operations and customer roles pushed him out of his comfort zone and gave him experience leading across the business.

Snell said that in the commoditized airline industry, Delta has differentiated itself with a model centered on people and reliability.

鈥淏rand loyalty for us really rests on four pillars,鈥� Snell said. 鈥淔irst are our people and the empathy they bring. Second is reliability, getting you there safely and on time with your bags. Third is premium products. And fourth is personalization as we move from a one-to-many model to a one-to-one relationship with our customers.鈥�

Snell said he prefers to think about 鈥渁ugmented intelligence鈥� rather than artificial intelligence and expects AI tools to help speed up airport journeys, support recovery after disruptions and answer routine questions so employees can focus on complex issues.

When students asked what matters most for their own careers, Snell highlighted curiosity, energy, passion, communication and collaboration, and cautioned them not to get stuck simply reporting information in their roles.

鈥淒o not report the news,鈥� Snell said. 鈥淐reate the news.鈥�

Two phrases guide his approach to leadership and change.

鈥淚f I had tattoos, one of them would say 鈥榮peed wins,鈥欌�� he said. The other is a reminder not to let fear of mistakes stall progress: 鈥淧erfection is the enemy of progress. If you wait for anything to be perfect, you will never improve.鈥�

About Lessons from Leaders

Launched in 2017 by Dean Emeritus Raghu Tadepalli, Lessons from Leaders brings senior executives to campus for open talks, small-group roundtables, and purposeful one-on-one networking that connects students with mentors. The program bridges classroom learning with real-world decision-making and aims for every student to leave with a new contact and an actionable career insight.

The program featured three panel discussions on entrepreneurship, leadership and young alumni career journeys.

For Elizabeth Shum 鈥�27, an accounting and finance major from Shreveport, La., hearing those stories in person helped her picture what her own path might look like after graduation.

鈥淗earing the panelists talk about their career paths and challenges was very inspiring,鈥� Shum said. 鈥淭heir stories about being first generation and always learning reminded me to keep growing and to be intentional in whatever role I am in.鈥�

黑料不打烊 alumni were well represented throughout the program. Alumni panelists included:

• Entrepreneurship Panel
  • Andy Lund 鈥�96, CEO, Vision Stairways and Millwork

• Leadership Panel
  • Kathie Niven 鈥�89, president and CEO, Biscuitville
  • Kristen Yntema 鈥�95, president and CEO, AuthoraCare Collective

• Young Alumni Panel
  • Taylor Casey 鈥�16, founder, Kahmino
  • Megan Hussey 鈥�20, market development representative, Sazerac

Alongside other regional executives, the alumni spoke about launching companies, leading teams, taking smart risks and learning from setbacks.

鈥淚 especially connected with the Young Alumni Panel,鈥� Shum said. 鈥淗earing graduates only a few years ahead of me, especially Megan Hussey鈥檚 path from the Carolina Hurricanes to the beverage industry, made it easier to picture my own next steps. It showed me I can stay curious, say yes to opportunities and carry my strengths into different fields.鈥�

The event was hosted by Rich Nowalk 鈥�97, chief strategy officer, and Courtney Humphrey, CEO at Opex Technologies.

Poets&Quants, a leading publication focused on undergraduate business education, selects just 50 professors each year from more than 1,000 nominations submitted by students, alumni, colleagues and school leaders around the world. Professors are chosen for their impact on students, contributions to their disciplines and distinctive approaches to teaching and mentoring.

For Akben, who joined the Martha and Spencer Love School of Business in 2022, the recognition reflects both what happens in his classroom and the work he leads across campus as 黑料不打烊鈥檚 director of artificial intelligence integration.

鈥淢ustafa represents the future of business education at 黑料不打烊,鈥� said Haya Ajjan, dean of the Martha and Spencer Love School of Business. 鈥淗e advances AI research, helps our community use these tools thoughtfully and ethically, and creates learning experiences that build confident, compassionate leaders. This recognition reflects what our students already know when they step into his classroom.鈥�

Akben teaches Principles of Management and Organizational Behavior and Human Resources for Competitive Advantage, courses that introduce students to foundational management concepts and the realities of leading people at work.

His classes are designed to feel more like labs than lectures. Students may find themselves working through an escape-room style challenge to practice teamwork, building and selling cardboard 鈥渉ouses鈥� to see how organizations coordinate across roles, or pitching final projects to local leaders in a Shark Tank style event.

鈥淢y classroom is a place where students experiment, reflect and grow,鈥� Akben said. 鈥淭here is no textbook for life or work. You must improvise and use critical and creative thinking to find an answer, and watching students grow into that mindset is one of the greatest joys of teaching.鈥�

Akben鈥檚 research focuses on generative AI, managerial cognition and organizational psychology. He studies how AI tools influence creativity, proactive behavior and decision making at work and how organizations can design human and AI partnerships that bring out the best in both.

Beyond his teaching and scholarship, Akben serves as 黑料不打烊鈥檚 director of artificial intelligence integration, helping academic and administrative units develop responsible AI strategies and hands-on learning experiences for students.

Before entering academia, Akben worked as a general manager in Turkey and completed mandatory military service.

鈥淭hose experiences made it impossible for me to treat leadership as abstract theory,鈥� Akben said. 鈥淟eadership is never just about performance metrics. It is about people鈥檚 lives, and that realization is what guides my research and my teaching today.鈥�

He went on to earn an M.S. from the University of Pennsylvania and a Ph.D. in Business Administration from Temple University. His work on social networks and information sharing has earned recognition including a Best Paper Award from the Managerial and Organizational Cognition Division of the Academy of Management. He is also a two-time award recipient in the Society of Industrial and Organizational Psychology鈥檚 Machine Learning Competition for his AI-based workplace solutions.

鈥淚 am grateful for the colleagues, mentors and students who have shaped my journey, and for my family, who believed in me not just as a professor but as a person,鈥� he said. 鈥淭his honor belongs to all of us who care about making leadership and work better for the future.鈥�

Guided by faculty and Associate Dean Margarita Kaprielyan, teams focused on supply chain, legal, human resources and innovation. Each group had 15 minutes to respond to a real-world scenario, draft questions for the other teams and then refine their thinking before sharing their assessments.

鈥淲e wanted students to feel the complexity of decision-making and the collaborative nature behind it, not just read about it in a textbook,鈥� said Kaprielyan. 鈥淗earing Mr. Suggs respond directly to their questions highlighted how teams across different functions work together and how the concepts they study connect to real projects, real people and real organizational dynamics.鈥�

Suggs, former president of Toyota Battery Manufacturing North Carolina and a longtime manufacturing leader with Toyota, listened as teams talked through issues such as environmental impact, safety standards, career pathways and supply chain constraints.

鈥淭hink about your internal impact and then the external impact,鈥� Suggs told students. 鈥淵ou have to protect the people who work inside your facility and remember that your neighbors are paying attention to what you do in their community.鈥�

After the case study exercise, Suggs shared his own leadership journey, from growing up in Baltimore and serving in the U.S. Army to starting on the shop floor at Toyota and rising through roles in quality, production, human resources and strategic planning.

Throughout his talk, Suggs emphasized courage, authenticity and continuous learning as essentials for what he calls 鈥渃atalyst leaders.鈥�

鈥淕reat leaders are always looking for a better way,鈥� he said. 鈥淵ou cannot do that alone. The team is the most important if you want to get big things done.鈥�