One of the toughest business challenges Minor ever encountered came during his first 45 days on the job in 2022: “I discovered an $18 million structural deficit,” he says. “The deficit was not created because we purchased too much copy paper. It was created because we had an organizational structure—and associated expenses—that was designed for yesterday, rather than today.” Minor says the school closed the deficit without tapping into reserves or having to “compromise the things that make us great.”
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2026 QUESTIONNAIRE
PROFESSIONAL ACCOMPLISHMENTS & OPPORTUNITIES
What has been your/your company’s most significant success over the past 12 months?
- SIUE remains the No. 1 producer of bachelor’s degrees in the St. Louis metro. Sixty percent of SIUE graduates reside and work within a 50-mile radius of campus. SIUE is powering the workforce of today and will define the workforce of tomorrow in the region. A strong local talent pipeline is critical to the success of St. Louis.
- With commendations, SIUE received reaffirmation of accreditation from the Higher Learning Commission (HLC). The final report confirmed that SIUE fully meets all five Criteria for Accreditation, including all core components and federal compliance standards. This outcome reflects the strong alignment between our mission, strategic priorities, academic excellence, and commitment to community engagement. This result offers resounding validation that SIUE continues to meet the evolving challenges of higher education while upholding the highest standards of quality, integrity, and student success.
- Despite the national and regional trends associated with the declining number of high school graduates, SIUE is expected to increase enrollment this academic year.
- In addition to “punching a ticket” to the first ever NCAA tournament, SIUE student-athletes rank No. 2 nationally among public institutions for graduating student-athletes, according to the Graduation Success Report published by the NCAA. SIUE is ranked No. 1 in Illinois and Missouri among public institutions.
What has you most excited about the future of your company or industry? In just a few weeks (from the time of this writing) millions of students across the nation will take a huge step forward to start college or continue their pursuit of a college degree. Universities like SIUE enroll a significant percentage of them. We have a chance to create the institutional conditions that improve their likelihood of success. Despite the public questioning about the value of college, individuals with a college degree will earn a million dollars more over their lifetime compared to their peers with just a high school diploma. College graduates are more likely to vote, have health insurance, own homes and they are more likely to send their children to college. Earning a college degree has the power to transform lives and still provides unmatched social and economic mobility.
If you could change one thing about your industry, what would it be and why? It is time to recalibrate attribution. In too many cases when a student is unsuccessful in college, the impulse is to assume that they were not serious, that they lacked motivation, or that they did not try hard enough. This has always seemed odd to me given all the hoops students (and families) must jump through to enroll and to show up. Rarely do we instinctively assign responsibility to the institution for student outcomes. The assumption is that the conditions are just right for all students to succeed. We are learning that this assumption does not consistently hold true when tested. One change that is already underway at many institutions is to ask earnest questions about the role the institution plays in whether a student ultimately earns a degree.
What’s the toughest business challenge you’ve had to overcome? In the first 45 days on the job, I discovered an $18 million structural deficit. The deficit was not created because we purchased too much copy paper. It was created because we had an organizational structure (and associated expenses) that was designed for yesterday, rather than today. As organizations, universities are not known for being quick to change, but I believe the current environment demands a level of institutional responsiveness to succeed. We needed to move fast, disrupt the status quo, and quickly chart a new course. I am pleased to say that we were able to resolve the deficit without having to access a single dollar from the University’s cash reserves or compromise the things that make us great.
What’s a risk you took in business that didn’t pan out—but taught you something valuable? Sometimes ambition needs a harness. One risk that I took was publicly declaring something that I could see but perhaps the institution, as the vehicle, was not ready for. Public declarations are inherently risky. The lesson for me was to measure organizational readiness more carefully—culturally and operationally—even when the ambition holds great promise or represents an obvious direction.
What advice would you give to the next generation of St. Louis entrepreneurs or leaders? I would advise the next generation of leaders to be clear about their individual purpose. I would then implore them to spend the time necessary to develop the knowledge, skills, and dispositions that enable them to maximize their gifts, to squeeze every ounce of good out of their life through their vocation and generosity.
MENTORS & PEERS
What is a key strength of the St. Louis metro area business environment? The strength of the business community is found in its sector diversity and the commitment among business leaders to St. Louis. When I listen to CEOs talk about St. Louis, there is a sense of pride, togetherness, and determination to maximize the potential of the entire region.
What is one thing you would change about the St. Louis metro area business environment? It seems that newcomers can sometimes have a more difficult time breaking through and connecting. I would double down on programs and networks that place new business owners, startups, and newcomers at the epicenter of economic development, not at the margins. A winning strategy for St. Louis will require more dynamic symmetry between well-established corporate leaders and upstarts.
Who is the most interesting under-the-radar/emerging business leader in St. Louis? I am not sure if Rick Shang, the CEO of Vulpes, is under-the-radar, but he arguably has one of the more interesting business positions in St. Louis given the promise of more sustainable manufacturing.
Who in your company (or industry) deserves more recognition for their impact? In a university community that are so many unsung champions. For students who may not be able to travel home for the holidays, the dining staff makes sure that they have meals. The ability to keep old academic buildings online following occasional but inevitable small disasters like flooding is not easy but we have a facilities team that will show up day, holiday, or night to keep us running. We also have an academic support team who responds to all things (big and small) beyond the classroom to keep students on track to graduate. We have a great Grounds Team that maintains the landscaping at all university locations. They determine the critical first impression of the university. They all deserve more recognition.
What’s a local organization, nonprofit, or initiative that more people should know about—and why? The Cougar Closet: SIUE launches thousands of new college graduates each year. As they are pursuing interviews, networking opportunities, internships or starting new employment opportunities, many of them may not immediately have the proper array of business attire. The SIUE Cougar Closet provides students with gently used professional attire to get them started. For those of us with too many things in our closets, donating items is a great way to invest in the next generation of leaders.
BACKGROUND
Where were you born? Detroit, MI
What educational degrees do you hold, and where were they earned? Ph.D., University of Wisconsin – Madison, Educational Policy M.A., University of Nebraska, Sociology B.A., Jackson State University, Sociology
What was your first job, and what did you learn from it? My first job was landscaping during the summer months. That job taught me three valuable lessons. The first was about paying attention to details. I always believed that details were what distinguished the job—straight lines, clean curbs, and accommodating the small individual requests from customers like where, exactly, to leave the trash cans made a huge difference. The second was about teamwork. When the truck stopped in front of a house everyone had a job and a defined role. On good days, there was a high level of choreography and shared expectations regarding quality. On bad days, the work was disjointed, customers called to complain, and we had to go back to correct the problem (for no pay). The third lesson was about measuring margins. I am certain that we lost money on some of the jobs because we were inefficient, because we undervalued the service, or strategically participated in the wrong residential markets. I was able to pick up on this as a teenager and found myself thinking about how to improve the margins that would allow me to afford not only the movie ticket, but maybe those expensive snacks at the concession stand.
HOBBIES & INTERESTS
What’s your hobby/passion? I really enjoy the arts. I love Jazz St. Louis, The Muny and the STL Symphony Orchestra. A good seat at any concert is a great time for me.
What is one book you think everyone should read (or podcast everyone should listen to) and why? Maybe The Alchemist. The fundamental theme of the 1988 classic is about seeking one’s personal legend by following your dreams, listening to your heart, and discovering the true treasure that lies within. It is amazing that we all need to be reminded of these things at various stages of life.
What do you do when you’re feeling stuck or uninspired? I find students and ask them about their aspirations and why they decided to attend college. I am always inspired by their optimism, their determination and generosity. I always walk away motivated to serve them more effectively and I am reminded about why my work really matters.
What would people be surprised to learn about you (fun fact)? People might be surprised to learn that I like to fix things—an old car in my garage mostly, but I will also replace the dishwasher, deconstruct the dryer to replace the heating coil, or change the furnace control module. I am intrigued by the engineering choices and the mechanical elements that produce an intended outcome. The idea that hundreds of different parts must work in concert to achieve that outcome is interesting to me. I have a similar fascination with mechanical watches.
