SM: Is online education a trend that is emerging across all states in the US? HL: I would say that every state has tried or is trying to do this. One thing that makes our story interesting is that right now, every other state entity that has tried to do this has failed in one
SM: What role does the faculty play in your program? Do they largely focus on putting the courses together? HL: There are two roles. We have a course development team that builds the course. We also have a faculty member assigned to every 20 undergrad students and 17 grad students who are expected to be
SM: Your thesis was that CSU’s charter was public education for Colorado, so you wanted to use proven online teaching methodologies and apply them to the Colorado brand. What were the mechanics of making that happen? HL: I told the board that they needed to set us up as a separate campus and give us
SM: I imagine that at some point your friends at Colorado State University asked you to take on the online education product? HL: By that time, I had already gotten the Entrepreneurship Center up and running and had just created the Office of Economic Development. That was done to try and grow the value of
SM: At this point of your career, the Internet was not yet in full swing but you had done a lot of work with telecom companies. What comes next? HL: I came back to the States in 1991 and headed strategic planning for US West. The biggest focus we had there was building the businesses
SM: What did you do after you left MIT? HL: I went to another startup company that developed a software application for predicting human behavior. It was very good, so good that it became a top-secret program, and that was the end of the startup for me.
Hunt Lambert is the Associate Provost of Continuing Education at Colorado State University and CEO of CSU Global Campus. Hunt is the former director of the Colorado State University Entrepreneurship Center and a faculty member of the College of Business. During his businesses career he was part of 25 startups. He teaches strategy and business
SM: How do you handle your regulatory relationships? MC: We have to manage our regulatory relationships very carefully. That is one area where we can lose all of our money.