Lauren Elbert (Mktg’27) loves the traditions of student life — from color guard to singing the alma mater.

A Day as a Buff

“As a resident advisor, it’s super convenient to go to class next door in the Koelbel building. After class, I usually head to my barista job. It is the best part of my day, because I get to make coffee and talk to people who come in from around Boulder. Then, I normally hit up The Rec to run or take a cycle class. After that, I go to color guard practice and usually have meetings for the Leeds Scholars Program, Herd Leadership Council or a residence hall staff meeting, depending on the day. Later, I head back to my room, get some homework done, read a bit and go to bed. It’s a busy life, but it’s a good one!”

Favorite CU Tradition

“The Golden Buffaloes Marching Band is steeped in tradition and spirit for the campus. After each game, we sing the alma mater together, regardless of the turnout or how tired we are.”

CU’s Influence

“CU Boulder has shown me how creativity and business can intersect. The collaborative projects in my classes and my involvement in the Leeds Scholars Program have helped me develop a vision for combining marketing, technology and sustainability. I’m inspired to pursue a career focused on impactful storytelling and responsible innovation.”

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Photo courtesy Lauren Elbert

Quick Facts

Studying marketing, with a minor in creative technology and design.

Expected Graduation May 2027

From Franktown, Colorado

Works at 

Color guard in the Golden Buffaloes Marching Band

Resident advisor in Kittredge Central

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In 2023, Eddy Connors (Bus’21) and Luke Siegert (FilmSt’22) went from college roommates and fraternity brothers to startup co-founders when they launched , a marketplace for surplus food. The app aims to reduce food waste by offering “perfectly good unsold food” from local businesses at a significant discount. Since its inception, Goodie Bag has expanded nationally to over 200 partnering shops, including OZO Coffee, Charleston Bagels and Blend Juice Bar. Connors, who serves as CEO, talks about the company here. 

You came up with Goodie Bag during a CU entrepreneurship course. How did it come about? 

From the get-go, we wanted to muster up an idea that would both make positive social change and generate profit. There was an opportunity to prevent good food from going to waste by connecting it to people at lower prices. That business idea ended up winning the “Startup Summer” pitch competition.

How did you and Luke go from college roommates to business partners?

As roommates, we would always talk about different business ideas, different industries that needed to be shaken up. We both knew there was so much opportunity to create better outcomes for people and our planet, and that excited us.

What were some of the biggest challenges you faced in scaling the business?

In the beginning, our biggest challenge was figuring out the technology of our app since Luke and I were not engineers ourselves. We also faced some team challenges that required difficult conversations early and often as we took the company from a school project to a full-time business. Team is everything.

With over 200 partner shops and 45,000 meals saved from going to waste, what are your next big goals for Goodie Bag?

Our greatest goal is to ensure no good food goes to waste. That’s the vision that guides us. As for what’s next, we want to increase our presence in existing markets by partnering with more shops in cities like Denver, Boulder and Fort Collins.

Reflecting on your journey from CU student to CEO, what advice would you give current students interested in launching their own businesses?

Do it! In all seriousness though, just remember that inaction is always the wrong answer. Know that you’re going to have failures along the way, but as long as you’re able to learn and adapt, it’ll be a worthwhile experience.

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A principal at , a boutique public relations agency specializing in higher education (higher ed), Teresa Valerio Parrot (Comm, EPOBio’97; MPubAd’03) is known as the agency’s “president whisperer” for her ability to help senior administrators translate their expertise into sharable insights (think: blogs, podcasts and other media formats). Valerio Parrot also co-hosts the and is the founding co-editor and a contributor to the blog  

What are some of the biggest issues higher ed is facing? 

Higher education is critiqued for being too elite, expensive and out of touch — but these criticisms boil down to an education being too far separated from someone else’s current experience, reality or memory. When I talk to people about their own experiences of college, I almost exclusively hear stories about how a degree positively changed someone’s life.

If you could communicate one thing to institutions, what would it be?

I would encourage institutions to own their excellence and stop trying to be like everyone else. Each institution has its own sparkle, and they often lose what makes them unique when they try to be like everyone else. Mimicry is where institutions go to die. 

You’ve been called a ‘higher ed truth teller.’ What does that mean? 

It is easy for leaders to surround themselves with those who tell them what they want to hear. I tell presidents and boards what the moment requires and what it demands from a leadership response — which means telling the truth. It’s never the easy route, but it’s the appreciated approach.

Why does higher ed matter today?  

Higher education provides opportunities. Degrees and institutions make a difference in graduates’ lives, create economic impact in their communities and directly benefit society through research.

How did your time studying and working at CU shape your career?

I majored in just about everything CU had to offer before settling on communications and public relations, and I’m so thankful this is where I landed. This field has allowed me to travel the world, specialize in higher education and launch my own business. Through the university, I have been fortunate enough to learn from and have access to phenomenal leaders, mentors and communicators who invested in me as a professional and human being. I’m forever grateful to CU and the Presidents Leadership Class for seeing my potential and investing in me as a professional.

Sko Buffs!

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At the age of 81, Alan Cohen (PhDHist’24) defended his dissertation and received his doctorate in history from CU Boulder. His work focused on the early years of commercial jet aviation and the Boeing 707. Before returning to school, Cohen spent many years working in government and running a Denver-based scrap metal business, Iron & Metals, Inc.

Talk about your career. 

I received my undergraduate degree from University of California, Berkeley, then went to graduate school for economics at Yale. Afterward, I got a job working with USAID in South America and spent nine years in Guatemala and Columbia before becoming an economic consultant on natural resource issues in Washington, D.C. Later, I took over as manager at the family scrap metal business in Denver. When I approached retirement myself, my son took it over from me. 

What was your experience pursuing a PhD? 

Economic history interested me, particularly in the American West. When living in Colorado, I met CU professors Ann Carlos and Patty Limerick and took their courses as an auditor and eventually decided to take the courses for credit. I figured I would learn more by actually doing the work. I took the first course about 15 years ago. It took me six years to do all of the coursework before I passed the oral exam. My wife and I moved to Palm Springs because she was sick, and that slowed my research down. When she died, I moved back to Denver to be near my two sons. After another long break during COVID, I finally finished my dissertation in about two years. 

What was it like going to school in your 70s? 

Going back to graduate school was a wonderful experience — learning from younger people and this generation of teachers. One of my biggest takeaways has been political: I think of myself as progressive, but I’m actually a lot more conservative than some of the younger generation. 

Will you take any more classes? 

I think I will start another research project. I’m fascinated by Singapore and its modern history, especially how it managed to break away from colonialism successfully. 

What else should we know about you? 

I started out as a young person learning about the American Civil War, and my interest grew out of that. Also, when I went to Berkeley, it was free — California didn’t charge tuition to in-state students at the time. Right now, I’m helping a couple of other students go to college by paying their tuition. It’s payback for my free education. 

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All-American skier Filip Wahlqvist (Fin’27) won the NCAA Championship in slalom and helped lead the Buffs to their 21st National Championship in his first year at Colorado. The Norway native reflects on college skiing’s surprises, small margins when racing, and trusting in himself.

You won four slalom races in 2024, including the national championship. What surprised you about your first year skiing for CU? 

Before I got here, I didn’t think college racing was a big deal. I spent three years trying to go pro in the World Cup after high school. I assumed college facilities were smaller and had fewer resources. When I got here, I was blown away. What we have at CU is 10 times bigger than our Olympic facilities in Norway where the professionals train. You can’t compare it. CU has personal trainers, nutritionists, tutors and advisors. Everything is incredibly organized and professional.

Does defending the National Championship add pressure to this season?

Not really. Every time I’m on the start gate, I’m going for a victory. 

You can’t compare it. CU has personal trainers, nutritionists, tutors and advisors. Everything is incredibly organized and professional.

You race both slalom and giant slalom (GS). What differentiates the two disciplines and how you ski them?

The main difference is the distance between the gates. Slalom is shorter between gates, while GS has longer distances. In slalom, we use shorter skis, knee pads and arm guards. You’re hitting the gates more in slalom, while in GS you go around them more. Slalom skis are 165 centimeters [65”] and GS skis are 193 centimeters [76”]. There’s more action in slalom. The gates come fast, and you need to be precise and focused. Super small margins. You might race for just 50 seconds but cross 60 gates.

How do you balance speed and precision?

GS speed can be about 80 km/h [50 mph], while slalom is like 65 km/h [40 mph]. Speed depends on conditions: icy or soft, the turns, straight or longer courses. But skiing is super technical. It’s probably 80 percent technique, 20 percent speed. If I overthink things, that creates its own stress. You only have two runs (two minutes total of skiing), and one small mistake can cost you.

Is staying calm and confident more from experience or disposition?

I worked with psychological coaches when I was younger because I would ski well in training sessions, but not so much in races. But I’m not sure that worked for me. What helped the most was gaining more skiing experience and finding my mental rhythm. Pressure to win doesn’t have to mean nervousness. �鶹��Ƶ four years ago, all the unnecessary stress just wasn’t there anymore. In alpine skiing, it can be hundredths of a second between 1st and 12th place. I aim to remember that.

Can you tell us more about skiing internationally before you came to CU?

My brother and I were racing in the European Cup. I wasn’t on Norway’s national team, and my club team back home was in other races, so I was on my own a lot. But my brother and I were lucky because we had our dad. He was a World Cup coach for Norway and the U.S. He would set courses for us and go to Italy, France and Germany for races. I had some really good results while racing. After nearly making the national team three times, I decided to race in college and get an education.

What made you want to come here?

My dad went to the University of New Mexico when they had a ski program. He said incredible things about CU. The big three schools for college skiing are Colorado, University of Utah and University of Denver. But Colorado is the best. People help you in both academics and athletics. It was an easy choice when [head alpine coach] Ian [Lochhead] called to ask if I was interested.

Can you share something you’ve learned from coach Lochhead?

To trust in my decisions. I’m far away from home, so I have had to grow up faster and figure things out for myself. If I ask Ian for help, he’s going to do his best to make sure I succeed, but I appreciate how he’s supported me to find trust in myself.

What goals do you have for your future years as a Buff?

To take in the whole college experience: learn as much as possible, make new friends, invest in myself. I love being in the Leeds School of Business. And, of course, with skiing, to do better than last year. Winning the GS. Doing a double — which is winning GS and slalom in one meet — but only if Colorado wins. We all support each other as teammates.

When you’re off the slopes and not training, what do you like to do?

My mom and dad own a golf course in Norway. When I’m home in the summertime, it’s all about golf. As a student-athlete, you’re always busy, so I haven’t played much golf in Colorado — only three times — but I brought my clubs from home.

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What do you want people to understand about sustainability?

Sustainability is the most pressing issue facing humankind in the 21st century. We need to ensure that human life continues on the planet in a manner that gives everyone the opportunity for a life worth living. There is a misconception that sustainability is a STEM (science, technology, engineering and math) issue — that it’s a problem for scientists and engineers to solve. But sustainability is a human challenge. Our failure or success will affect each of us, and we must work together across disciplines to implement solutions.

CU Boulder will soon welcome its first vice chancellor for sustainability. How will this position influence future campus efforts?

I am thrilled that we’ve hired Andrew Mayock, chief sustainability officer for the federal government since 2021, as our inaugural vice chancellor for sustainability. I’ve charged Andrew with advancing CU Boulder’s reputation for bringing climate solutions to life. As the “face of sustainability” for our campus, he will take an inclusive and interdisciplinary approach to build on our legacy and make CU Boulder a household name for sustainability impact across Colorado, the United States and around the globe. I know he is eager to get started!

How can alumni and friends of CU Boulder get involved in sustainability efforts? 

We’re always looking for partners who are willing to share their insights, time and financial support to advance CU Boulder’s vision and support our incredible sustainability-focused research and teaching. You also can be an ambassador for CU Boulder in your own communities — tell your friends, neighbors and prospective students about what we’re doing in sustainability! Explore how you can minimize your carbon footprint and address issues of concern in your own cities. If you are an employer, you can also engage with CU Boulder on implementing climate action strategies in your company or workplace.

In five or 10 years, what evidence will show that CU Boulder has advanced in sustainability?

As a campus, we will pursue some “quick wins,” while also working on priorities that take more time and effort. I want to see CU Boulder lead the charge in making Colorado the most sustainable state in the nation. In the coming years, we’ll aim to advance both climate education and the implementation of solutions across the United States and beyond, transforming the way higher education drives sustainability.

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Azza Kamal wears many hats — besides teaching sustainable planning and urban design in CU Boulder’s Environmental Design (ENVD) department, she is an urbanist, policy researcher, and licensed architect in Egypt with a passion for building better and just cities. Her work tackles some of the toughest challenges in urban planning — housing instability, affordability and equitable development — while incorporating cutting-edge geotechnology and a commitment to social and environmental sustainability. 

What is sustainable planning and urban design?

Many factors affect sustainability — walkability, resource allocation, population density and the relationship with cars and the transit system. Sustainable planning examines how these factors intersect and addresses policy gaps that impact how and where people live, how they move around the city and the cost for all of this.

What is the link between social and environmental justice and sustainability?

Sustainability without social equity is a problem for everyone. It drives up costs — when we design and build beautiful, green-certified buildings, they often become unaffordable for large portions of the population. This exclusion can increase our carbon footprint, even as we aim to reduce it. Balancing housing affordability with sustainability is complex. We need to ensure we’re not just adding asphalt and concrete but creating livable, environmentally sound spaces that meet the needs of both people and the planet.

What’s an example of these consequences?

When there isn’t enough affordable housing near transit hubs and jobs, low- and moderate-income individuals often have to live farther from their workplaces. This leads to long, costly commutes, which can consume 60% or more of some households’ income while also increasing emissions. Everyone should have access to high-quality, healthy, walkable communities designed with strong environmental policies.

What is the solution?

Developers must be aware of community needs, supported by policies that ensure underserved populations benefit from sustainable, high-quality development. Both affordability and sustainability should be lenses for every project we build and every policy we create at the city and state levels. Otherwise, we risk solving one issue while exacerbating another. It’s complicated to advocate for these policies, but educating students to become thoughtful planners is essential. This is how we can move things in the right direction.

What major changes have you witnessed in urban planning?

For years, local governments have approached urban planning in silos — different departments working independently without much connection. But in the last 10 to 15 years, as we’ve seen more tangible impacts of climate change, cities have begun to adopt a more connected approach. Departments of sustainability are looking at the built environment from a holistic,  performance-centered approach: how developments are shaped, how people move to jobs, schools, goods and service areas and how infrastructure interacts with sustainability goals. This perspective is crucial if we’re going to design resilient cities for the future.

What does your day to day look like at CU?

My primary role is teaching and research, but I’m also part of an interdisciplinary team addressing housing affordability in the Mountain West. When I arrived at CU Boulder in January 2024, we received a seed grant to model affordability forecasts for Boulder County. We’re analyzing data to understand what areas are affordable, how the housing market is behaving and the characteristics of households in different areas. This research supports future policies that promote equity in housing access.

What other policy gaps are you addressing in Boulder and across Colorado?

Colorado has made strides in emissions reform, particularly through policies tied to some typologies of affordable housing like ADU [Accessory Dwelling Units] and minimum parking requirements. But the state hasn’t yet measured how impactful these changes are and whether they suffice growing demand for low-cost housing or whether they meet the target emission reduction. That’s the next step — quantifying their effects. This spring, I’m working with students to study developments around transit hubs. We’ll analyze how reducing parking requirements impacts density, increases non-car commuting and reduces CO2 emissions.

What drives you to make an impact?

Justice for everyone. Developing according to the status quo might be easier and faster, and often more profitable, but it eventually harms us all. We must approach development with social and environmental justice in mind, ensuring that those who need affordable housing don’t fall through the cracks. High-quality, affordable housing should be the norm, not the exception. That’s far more important than flashy, high-end buildings.

What brought you to CU Boulder?

Colorado is known for its high quality of life, and the Environmental Design program is multidisciplinary, focusing on social and environmental justice. It’s one of the best programs for educating students on these critical issues. CU also attracts a high percentage of out-of-state students, giving it a broader impact. I see this as a privilege — I get to mentor students who will carry these lessons back to their communities and make meaningful changes wherever they practice.

How does technology fit into your work?

Technology is a powerful tool for planners. For example, we can use virtual and augmented reality to engage communities in urban design projects. When people see realistic models of proposed changes, they’re more likely to support them. This type of community engagement fosters trust and collaboration, helping us create solutions that reflect real needs and concerns.

Is there anything else you’d like to add?

Although my work seems complex and high-level, it’s rooted in connectedness — every decision we make impacts what we build, how we build and whom we build for. If we don’t consider these connections, we risk falling short of our goals. Teaching this can be challenging because it does not rely on linear thinking, as it involves so many intersecting factors, but I’m optimistic that multidisciplinary collaboration will equip the next generation with the skills and perspectives to make a real and lasting difference.

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For Rochelle Maki-Williams (Psych’96; ExecMBA’11), CU Boulder was more than a place to earn a degree — it was where she found her community, launched a successful career in telecommunications and built lifelong connections that continue to shape her story. From her leadership roles in technology to her volunteer work bridging the broadband gap in rural Colorado, Rochelle exemplifies the spirit of a Forever Buff.  

Tell us a little bit about yourself. 

I’ve spent over 30 years in technology and telecommunications, with two decades in executive leadership. Recently, I stepped down as vice president of service at IQ Wired, but I still have ownership shares in the company. My latest passion project is volunteering for initiative. I co-chair the telecommunications committee, helping to ensure broadband access in rural communities. It’s incredible work because broadband brings opportunities for education and business that many take for granted. 

I live in Denver with my husband, T.H. Williams (A&S’95; MFin’04; MBA’04), who I met at CU Boulder, and our two daughters, Morgan and Hunter. We’re a proud Buff family through and through, with a deep love for the university and all it represents. 

What attracted you to CU Boulder? 

My dad lived in Colorado, so I visited CU Boulder during my college search — and I was hooked. It was the only school I wanted to attend. Thankfully, I received an academic scholarship through my mom’s work, which helped with out-of-state tuition. 

I majored in psychology, but my career path shifted when I got a job with Call Connect during college. My manager asked if I’d like to learn about telecommunications, and that’s where it all began. CU Boulder was transformative. It’s where I grew up, built lifelong friendships and gained the confidence to forge my path. 

How did your time at CU inspire you to stay connected after graduation? 

Leaving home to attend CU was a leap of faith, but it was what I needed to grow and mature. Living in the dorms, I found my community and built friendships that have lasted a lifetime. My college years taught me bravery, independence and the value of connection — qualities that continue to shape me today. 

That sense of community inspired me to stay involved. CU is more than a university; it’s a family. I want to give back to a place that gave me so much. 

How do you engage with the university and the Alumni Association? 

I started volunteering with the Forever Buffs Denver chapter in 2011. We organize everything from watch parties for away football games to volunteer initiatives like Buffs Give Back, where we partner with Denver Health to make care packages for new moms.  

My favorite events are the scholarship luncheons, where we meet students and their parents. Hearing their stories and seeing how even a small contribution can make a big difference is incredibly inspiring. 

I’m also passionate about supporting CU Athletics and am a member of the , a group dedicated to supporting CU Athletics. My daughters, who are 10 and 12, often join me at volunteer events. It’s a way to instill the value of giving back as a family. 

What role do alumni play in CU Boulder’s success? 

Alumni are ambassadors for the university. We help ensure its continued growth and success by mentoring students, raising scholarship funds and sharing CU’s achievements. Staying connected reinforces the value of our diplomas and empowers future generations of Buffs. 

How can other alumni reconnect with CU Boulder? 

It doesn’t take much time to stay connected, but it can make a big impact. Attend an event, mentor a student or simply visit campus to see how CU is evolving. It’s a great reminder of why you chose CU in the first place. Together, we can build a brighter future for the next generation of Buffs. 

What does being a Forever Buff mean to you? 

It’s all about community. There’s something special about talking to other Buffs — a shared pride that’s hard to explain. I like to say, “Buffs look after Buffs.” That sense of connection and support makes being a Forever Buff so meaningful. 

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In the midst a national growing need for engineers, Dean Keith Molenaar (ArchEngr’90; MCivEngr’95; PhD’97) has led faculty, staff and students in the co-creation of a new strategic vision for the College of Engineering and Applied Science, committing to expanding its role in the high-tech economy and further emphasizing a goal of engineering gender parity in the college.

How is the College of Engineering and Applied Science changing at CU?

This is a time of disruption for higher ed across the nation. Some universities are struggling with enrollment, and people are questioning the value of a four-year degree. But our record here is stronger than it’s ever been. For the second year in a row, we welcomed the largest classes of both undergraduate and PhD students ever.

You’ve put a major emphasis on recruiting more female engineers. Why is this important for the college?

Historically, the engineering profession has been male-dominated, and that puts us at risk of creating solutions to problems that don’t represent our broader society. Inclusion is a pillar of everything we do and integral to our impact. We need a more diverse workforce to solve the complex technological and infrastructure challenges of today’s world.

Where do gender parity efforts start at CU?

It starts early. The current vision builds on long-standing efforts by CU Boulder and national groups to expand access in science and math for girls in K-12. By showing up in early education, we’re giving students confidence that they can make an impact on society by being an engineer. And it’s paying off. Last year, 41 percent of our first-year engineering undergraduates were women, putting us #1in the nation in terms of gender parity among 167 public colleges of engineering, according to the American Society for Engineering Education.

You’ve been focused on fusing engineering with business. What impact has that had?

We’re beyond the traditional metrics of publishing papers as a primary metric for success. Patents are important. Economic impact is important. We need to focus on the implications and implementations of our work, not just the work itself. It’s inspiring the next generation of graduates and PhD students to be entrepreneurs. CU launched 35 companies last fiscal year through the Venture Partners program, placing us second among all universities over the last decade.

You recently created a new position within the college: Assistant Dean of Innovation and Entrepreneurship.

And we quickly selected Wil Srubar for the position. He’s a crucial addition to our college. He has both fundamental engineering and applied business experience — he’s started three companies already. The new position is helping us with translational work, moving things out of the lab and into companies through patents or startups.

The college is dramatically scaling up its economic impact for Colorado, with a particular focus on translating research into business success.

In a time of disruption, we need leaders. CU Boulder is a flagship of Colorado’s success — and the college of engineering is an economic driver in all that. There’s something special going on in Boulder. There have always been pockets of innovation and entrepreneurship in the college, but we’re evolving to focus more across the board on economic impact. We have a responsibility to help the state grow in a sustainable and equitable manner.

In 2021, CU built the Rustandy Building, connecting the Engineering Center and the Koelbel Building, home to the Leeds School of Business. What was the thinking behind this fusion?

Our partnership [with Leeds] is paramount, and the connection between business and engineering on campus is both an idea and a physical reality. We’re scaling up. The donor-supported project physically joined the buildings, adding 45,000 square feet of new classroom and collaboration spaces. It is a joy to see the energy in this shared space and make me hopeful for Colorado’s future leadership in high-tech industries.

How do you measure success for the college?

We compete with universities across the nation and continue to come out at the top. But while it has been great to climb in the rankings, we don’t chase that. People are seeing what we’re doing here. We’re leaders in AI, aerospace and sustainability, among other areas. We contribute to national defense and national security. Our faculty are highly sought after for leadership positions across the U.S. and participate in national conversations that shape the future of technology. Those are the indicators I look at.

How does engineering fit in with the rest of the campus?

Our rankings and national reputation come because we’re part of a comprehensive university — it’s one of our key advantages. We’re educating holistic engineers. They need to understand historic, political and business aspects of their work. To serve society well as engineers, we must have deep partnerships with the other colleges, schools and institutes across campus. We are fortunate to be part of a comprehensive campus, and we strive to contribute to our campus mission every day.

Interview by Jeff Zehnder, condensed and edited for clarity. 

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Admiral Stephen T. “Web” Koehler (Phys’86) has dedicated his life to the U.S. Navy. Inspired by his father’s career as a Navy pilot, Koehler began his own career in naval aviation upon graduating from CU, where he was commissioned through the Naval Reserve Officer Training Corps (NROTC). After nearly 40 years as a naval aviator, he assumed command of the U.S. Pacific Fleet in April 2024.

How did your education at CU Boulder prepare you for a career in the Navy?

My studies in physics made me a more competitive recruit when I joined the CU Navy ROTC. This was especially beneficial when I attended the Navy’s Nuclear Power School later in my career, ultimately enabling me to command a nuclear-powered aircraft carrier.

What leadership principles do you prioritize when commanding a team, both in combat and in peacetime?

Whether in war or peace, operating well requires every individual to maintain a constant pursuit of excellence and a mastery of their area of expertise. A highly skilled team is able to make the extremely difficult look routine. Cooperation and teamwork are non-negotiable standards in any mission.

Reflecting on your roles in major operations, such as Operation Desert Storm, Southern Watch and Iraqi Freedom, what do you want the next generation of military leaders to know?

Every generation of leaders faces new challenges. Our success, however, depends on compassion, care, standards and true leadership of those who work for and with you. Only with a shared understanding of service and a common purpose will you succeed as a team.

What do you see as the biggest challenges for the U.S. Navy in the coming years?

Since the end of World War II, the U.S. Navy has preserved and promoted a rules-based international order with relative peace and prosperity. In the years ahead, we must continue to strengthen our ability to maintain this peace and prosperity with cutting-edge technologies, the innovation of our warfighters, and enduring coordination with our allies and partners — and we always do so with honor, courage and commitment.

Can you share your favorite memory from your time at CU Boulder?

It is hard to pick a single memory. It varies from hiking and climbing in Chautauqua Park and Eldorado Canyon to the CU football win over Nebraska in the fall of 1986. I still remember that win, because there is nothing like the taste of victory.

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