This is part 4 of our blog series on career outcomes.

• Part 1: Where Do Our Graduates Work?
• Part 2: What Job Titles Do Our Graduates Hold?
• Part 3: What Do Our Graduates Earn?

When prospective students explore a degree, one question always rises to the surface:Ěý“Will this help my career?”

At the College of Professional Studies, most of our students are working professionals. They begin employed and stay employed throughout their program. But even for experienced adults, employability still matters. People want to grow, advance, shift industries, or strengthen their long-term stability.

Our employment data, collected six months after graduation, shows just how strong those outcomes are.

Employment & Further Study Rates by Program

(Based on graduate reports collected 6 months after graduation | Updated September 2025)

• Bachelor of Arts Completion Program: 95.4%
• Communication Management: 92.2%
• Environmental Policy & Management: 87.8%
• Health Informatics: 88.9%
• Healthcare Management: 89.5%
• Information Technology: 93.5%
• Nonprofit Leadership: 96.5%
• Organizational Leadership: 90.8%
• Professional Creative Writing: 86.9%
• Strategic Human Resources: 92.8%
• Supply Chain Management: 100%

Why These Numbers Matter—Even for Already-Working Adults

Employers value the skills our programs build.

The high employability numbers reflect market demand for the competencies our programs emphasize—leadership, communication, analytics, policy, technology, human-centered management, and applied problem-solving.

Career stability rises with education.

Even students who remain in their current organization gain new credibility, new confidence, and new access to opportunities as they complete their degree.

Fields with high demand show exceptionally strong results.

Programs like IT, HR, and Supply Chain all show near-perfect or perfect employability—mirroring national labor trends.

What does this mean for you?

Whether you’re pivoting careers, preparing for leadership, or simply strengthening the work you already do, our graduates consistently achieve strong outcomes because our programs are designed for:

• Working professionals
• Real-world applications
• Career-aligned skill development
• Employer needs today and in the future

Your career doesn’t pause when you become a student. At the College of Professional Studies, your education is designed to help it accelerate.

Explore our graduate employment guide at see the companies where our graduates work, organized by program and industry sector.

DOWNLOAD THE COMPLETE GUIDE HERE

Questions about our programs or career outcomes? Contact us atĚýpscsupport@du.eduĚýor call 303-871-2291.

The post Are Our Graduates Sought-After? appeared first on PSC DU.

This is part 3 of our blog series on career outcomes.

• Part 1: Where Do Our Graduates Work?
• Part 2: What Job Titles Do Our Graduates Hold?
• Part 4: Are Our Graduates Sought-After?

¸ŁŔű Ä㶮µÄ of Professional Studies designs our program to blend academic excellence with the skills, mindsets, and experiences that help graduates thrive in the workplace.

One of the clearest signs that this approach works?ĚýSalary outcomes provided by our graduates.

Below, you can browse recent graduate salary data—and more importantly, what these numbers reflect about the learning outcomes inside each program. Our goal is simple: to help you see what’s possible. We want to give you the confidence that your education is an investment in your future.

Bachelor of Arts Completion Program

Median: $62,500 | Average: $96,700 | Max: $350,000

What this says about learning outcomes:
This program is designed to elevate adult learners—building critical thinking, communication, and applied leadership. The wide salary range highlights the diversity of student backgrounds and the life-changing impact of finishing a bachelor’s degree.

Master’s in Communication Management

Median: $68,000 | Average: $81,311 | Max: $150,000

What this says about learning outcomes:
Strategic communication, data-driven storytelling, conflict management, and digital strategy give graduates an edge in a rapidly evolving field.

Master’s in Environmental Policy & Management

Median: $75,000 | Average: $81,884 | Max: $184,000

What this says about learning outcomes:
This program prepares graduates to navigate environmental policy, sustainability strategy, climate resilience, and regulatory frameworks—skills that employers urgently need in both public and private sectors.

Master’s in Nonprofit Leadership

Median salary: $70,000 | Average: $70,191 | Max: $104,000

What this says about learning outcomes:
Graduates in Nonprofit Leadership learn how to mobilize people, resources, and missions. The strong salary outcomes reflect the program’s focus on strategic planning, fundraising, organizational management, and policy advocacy—skills that nonprofits increasingly value at a competitive level.

Master’s in Health Informatics

Median: $83,450 | Average: $91,314 | Max: $160,000

What this says about learning outcomes:
With its blend of analytics, clinical workflows, digital health, and systems design, the program prepares graduates for some of the fastest-growing careers in healthcare..

Master’s in Healthcare Management

Median: $62,500 | Average: $75,541 | Max: $150,000

What this says about learning outcomes:
Graduates build expertise in operations, quality management, policy, and patient-centered leadership—core competencies that hospitals and clinics value.

Master’s in Information Technology (IT)

Median: $77,500 | Average: $97,443 | Max: $230,000

What this says about learning outcomes:
Cloud systems, cybersecurity fundamentals, architecture, automation, and industry certifications prepare graduates for high-demand roles with strong earning potential.

Master’s in Organizational Leadership

Median: $111,000 | Average: $111,320 | Max: $210,000

What this says about learning outcomes:
Leadership theory, organizational behavior, change management, and strategic decision-making prepare graduates for high-level roles. These top-tier salary numbers show that leadership is not abstract—it’s actionable, valuable, and in demand.

Master’s in Professional Creative Writing

Median: $48,000 | Average: $104,099 | Max: $315,000

What this says about learning outcomes:
This program builds storytelling craft, publishing strategy, editing, narrative design, and content creation.

Master’s in Strategic Human Resources

Median: $78,000 | Average: $93,051 | Max: $393,120

What this says about learning outcomes:
This program integrates analytics, workforce development, leadership strategy, and organizational design. The exceptionally high maximum salary reflects the strategic value HR leaders bring to modern organizations.

Master’s in Supply Chain Management

Median: $72,000 | Average: $71,733 | Max: $73,200

What this says about learning outcomes:
Students learn logistics, procurement, forecasting, and systems thinking. Salary outcomes reflect a stable industry with essential roles across manufacturing, transportation, retail, and global commerce.

The Story Behind the Numbers

While every program has its own identity, the threads connecting them are clear:

• Our programs are applied, relevant, and built for working adults. Learning outcomes map directly to career advancement.
• Graduates see strong returns on their investment—financially and personally.
• Employers value the practical skills, leadership training, and adaptability our students develop.
• Your experience, goals, and passion matter just as much as the curriculum.

You can see our graduate employment guide to see, by program and industry sector, where our graduates work.

DOWNLOAD THE COMPLETE GUIDE HERE

Questions about our programs or career outcomes? Contact us at pscsupport@du.edu or call 303-871-2291.

The post What Do Our Graduates Earn? appeared first on PSC DU.

This is part 2 of a blog series on career outcomes.

• Part 1: Where Do Our Graduates Work?
• Part 3: What Do Our Graduates Earn?
• Part 4: Are Our Graduates Sought-After?

At the College of Professional Studies our goal is simple. We want to prepare you for work that feels meaningful, empowered, and aligned with your future ambitions.

One way we measure that impact is by looking at the job titles our graduates attain across each program. These titles—drawn directly from alumni career outcomes over the past five years—tell a powerful story about confidence, mobility, and the transformation that comes with education.

Below, you’ll find a program-by-program snapshot of what our graduates report doing after they finish their degree.

Bachelor of Arts Completion Program

Common job titles include:
Director of Operations, Project Manager, Marketing Manager, Business Analyst, Human Resources Specialist

What this shows:
Finishing a bachelor’s degree gives adults access to mid- and senior-level roles across industries. This program expands horizons—because it builds both foundational and applied professional competencies.

Master’s in Communication Management

Common job titles include:
Director of Communications, Marketing Manager, Communications Specialist, Content Strategist, Public Relations Manager

What this shows:
Graduates become the storytellers and strategists every organization relies on. These roles demand clarity, creativity, and strategic thinking—all core outcomes of the program.

Master’s in Environmental Policy & Management

Common job titles include:
Project Manager, Environmental Specialist, Environmental Analyst, Sustainability Manager, Policy Advisor

What this shows:
Graduates lead change at the intersection of science, policy, and sustainability. They shape environmental agendas from inside agencies, organizations, and companies.

Master’s in Geographic Information Systems

Common job titles include:
Director of GIS, GIS Analyst, Mapping Specialist, Cartographer, GIS Project Manager

What this shows:
This program trains graduates to interpret the world through data, mapping, and spatial intelligence—skills that power industries from logistics to climate science.

Master’s in Health Informatics

Common job titles include:
Data Analyst, Clinical Informatics Specialist, Health IT Analyst, Data Architect, Product Manager

What this shows:
As healthcare continues its digital transformation, professionals who can connect data, systems, and patient outcomes are in high demand.

Master’s in Healthcare Management

Common job titles include:
Chief Operating Officer, Clinic Manager, Practice Administrator, Operations Manager, Healthcare Program Director

What this shows:
Graduates lead people, processes, and patient-centered systems that keep healthcare organizations functioning effectively and compassionately.

Master’s in Information Technology

Common job titles include:
Project Manager, IT Manager, Systems Analyst, Software Engineer, Cybersecurity Specialist

What this shows:
This degree equips graduates for problem-solving and leadership across the tech landscape—from infrastructure to software to security.

Master’s in Nonprofit Leadership

Common job titles include:
Executive Director, Program Director, Development Director, Grant Manager, Volunteer Coordinator

What this shows:
Graduates become mission-driven leaders who mobilize teams, resources, and communities to create meaningful change.

Master’s in Organizational Leadership

Common job titles include:
Senior Manager, Director of Operations, Leadership Consultant, Program Director, Chief of Staff

What this shows:
Graduates rise into roles where they guide teams, shape strategy, and lead organizational transformation.

Master’s in Professional Creative Writing

Common job titles include:
Writer, Editor, Content Strategist, Copywriter

What this shows:
Creativity becomes a career path—one built on narrative skill, message design, and the ability to communicate with impact across industries.

Master’s in Strategic Human Resources

Common job titles include:
Vice President of HR, HR Director, HR Manager, Talent Development Specialist, Organizational Development Manager

What this shows:
Human resources graduates help build the cultures, systems, and strategies that make organizations successful. HR is no longer about administration—it’s about leadership.

Master’s in Supply Chain Management

Common job titles include:
Vice President of Operations, Transportation Manager, Supply Chain Director, Logistics Coordinator, Operations Analyst

What this shows:
Even in a challenging data environment, alumni roles reflect strong leadership opportunities in logistics and supply chain—industries that power global and national commerce.

What These Job Titles Reveal About Your Future

Across all programs, a few themes emerge:

• Our graduates move into leadership roles.
  • Manager, Director, Vice President—these titles appear again and again.
• ¸ŁŔű Ä㶮µÄ are built around career mobility.
  • Each program equips graduates with applied skills employers value immediately.
• Adult learners accelerate quickly.
  • Education meets previous experience, the result is elevation.
• Your title becomes a reflection of your purpose.
  • These aren’t just jobs. They’re identities shaped by the work you want to do in the world.

You can see our graduate employment guide at see exactly where our graduates work, organized by program and industry sector.

DOWNLOAD THE COMPLETE GUIDE HERE

Questions about our programs or career outcomes? Contact us at pscsupport@du.edu or call 303-871-2291.

The post What Job Titles Do Our Graduates Hold? appeared first on PSC DU.

Key Takeaways

• Graduates work across industries including business, healthcare, technology, nonprofit, and government sectors.
• Employer diversity reflects the adaptability and workforce relevance of professional studies programs.
• Career outcomes demonstrate alignment between academic programs and real-world job markets. Ěý

Ěý This is part 1 of our blog series on career outcomes.

• Part 2: What Job Titles Do Our Graduates Hold?
• Part 3: What Do Our Graduates Earn?
• Part 4: Are Our Graduates Sought-After?

When you’re considering a graduate program, one question looms larger than all others: Will this program help me advance my career? At the University of Denver’s College of Professional Studies, we don’t just promise career outcomes—we track them. And the results speak for themselves.

From Disney to the Department of Justice: The Reach of Our Alumni

Our graduates aren’t just finding jobs. They’re advancing in careers that matter:

• Information Technology graduates are architecting systems in major tech companies, securing critical infrastructure for government agencies.
• Strategic Human Resources professionals are building workforce strategies that keep operations humming.
• Environmental Management specialists are driving sustainability initiatives, leading renewable energy projects and shaping climate policy.
• Communication Management graduates aren’t just in marketing—they’re at healthcare systems, technology companies, and government agencies.
• Health Informatics alumni aren’t limited to hospitals—they’re transforming data analytics across industries.

The Numbers Tell the Story

We have collected post-graduation employment data across all our programs from 2019 to 2025. The results reveal something powerful: our applied, career-focused education prepares professionals who can lead anywhere. Our alumni work at more than 1,000 different organizations spanning every sector of the economy. From Fortune 500 corporations to innovative startups, government agencies to mission-driven nonprofits, our graduates are making an impact.

Why This Matters

Traditional higher education often focuses on theoretical knowledge. We focus on what actually works in today’s workplace:

• Strategic thinking that translates across industries.
• Leadership skills that drive organizational change.
• Technical competencies that solve real problems.
• Communication abilities that influence stakeholders.
• Project management that delivers results.

This isn’t about getting a degree or certificate. It’s about building a career that can evolve as opportunities emerge.

See the Full Picture

We’ve compiled our graduates’ self-reported employment data into a comprehensive guide that shows exactly where our graduates work, organized by program and industry sector. This guide gives you a glimpse into the variety of roles that a College of Professional Studies degree can unlock. The guide breaks down employment outcomes for all our graduate programs:

• Communication Management
• Environmental Management and Policy
• Geographic Information Systems
• Health Informatics and Healthcare Management
• Information Technology
• Nonprofit Leadership
• Organizational Leadership
• Professional Creative Writing
• Strategic Human Resources
• Supply Chain and

Each section shows not just employer names, but describes career trajectories and transferable skills that make our graduates valuable across sectors.

Download the Complete Graduate Employment Guide

Ready to see where a College of Professional Studies degree or certificate could take you?

DOWNLOAD THE COMPLETE GUIDE HERE

The Graduate Employment Guide includes employer data reported by our graduates from 2019 – 2025. Additionally, the guide provides career pathway analysis and skills translation for all College of Professional Studies graduate programs. Questions about our programs or career outcomes? Contact us at pscsupport@du.edu or call 303-871-2291. Ěý Ěý

Frequently Asked Questions

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The post Where Do Our Graduates Work? appeared first on PSC DU.

Key Takeaways

• Applied coursework can extend beyond academic requirements and create real career momentum.

• Aviation education strengthens decision making, safety awareness, and regulatory knowledge critical to becoming a pilot.

• Experiential learning builds confidence by connecting classroom theory with operational practice in the field.

My Journey with First Mile Free

Guest post by student Ěý When I started Steven Arnold’s Sustainable Transportation course (the very first class of my graduate program in Environmental Policy & Management) I wasn’t expecting an idea from week one to define much of the next two years of my life. The assignment was straightforward: propose a policy to improve transportation in Denver. I’ve always learned best by doing, and I wanted something real to commit to, something that would give my studies structure and purpose beyond the classroom. So instead of writing a paper that would live and die on a hard drive, I set out to see if I could turn an idea into action. The idea came from my own commute. I live about a mile from the University of Denver light rail station. On paper, it’s “walkable.” In reality, most days it’s not. Driving feels counterproductive, and while I could take a scooter or e-bike, the added cost on top of the transit fare makes it impractical. I quickly realized this wasn’t just my problem: about 75% of Denver residents live too far from transit to walk comfortably. It’s called the , and it every single day. Instead of proposing another expensive shuttle service, I asked: What’s the simplest, most cost-effective way to close that gap? That question led to , a program that covers the first mile of any e-bike or scooter trip that ends at a transit station. No applications, no eligibility tests. Just hop on, park at transit, and the discount applies instantly.

The Advocacy Journey

The path from classroom idea to city pilot wasn’t a straight line. It unfolded in stages, each with its own challenges. It began with research. At first, it was just homework. I dug into ridership data, emissions numbers, and examples from other cities. Then came the hallway pitch phase, where I cornered city officials and explained the idea, often getting skeptical looks like I was selling insurance. From there I moved into pitching agencies. City staff liked the concept, but the answer was always the same: we don’t have money. That pushed me into the grassroots phase. I started running public surveys, presenting to nonprofits, and building a case that this wasn’t just one student’s idea, it was a community-backed solution. Eventually, the momentum gave me the confidence to apply for a grant. That’s when I hit a wall: I needed a transportation management association (TMA) to be the lead applicant. It felt like the whole effort might collapse. But then Mike Hughes at stepped in. He didn’t just sign on, he believed in the project, sharpened the proposal, and carried it over the finish line. Support from partners like Zach Williams at , and backing from Lime and Bird, made all the difference. The final phase was the hardest: waiting. After pouring months of work into the grant, there was nothing to do but hold my breath and hope. And then, one day, the email came: First Mile Free had been funded.

What’s Launching in 2026

In early 2026, First Mile Free will officially launch at two stations: and . We chose these sites based on public need, but for me, it is especially meaningful that DU’s own station is one of them. The University station is the closest light rail stop to campus, connecting students, faculty, and staff to the wider city. Many in the DU community rely on transit every day, yet because the surrounding neighborhood is seen as higher income, it rarely qualifies for subsidies. The second site, ¶Ů±đł¦˛ąłŮłÜ°ů–F±đ»ĺ±đ°ů˛ą±ô, serves Sun Valley, one of Denver’s most underserved neighborhoods where many families live without access to cars. Including both stations was intentional: they represent very different communities, but both face the same challenge of being just a little too far from transit to make it practical. Over two years, backed by nearly $190,000 in combined funding from Denver Regional Transit (), , and , the pilot will subsidize about 40,000 trips. Riders will save money, RTD will gain new users, and greenhouse gas emissions will drop by an estimated 65 percent per ride compared to driving.

Lessons From the Journey

I learned a lot through this process, and I’d encourage other students to take their own ideas seriously. You don’t need a title or official role to make an impact; you just need persistence and curiosity. Here are three lessons I took away that might help others who want to turn a classroom project into something real.

1. Commit early and refuse to let your ideas fade when the semester ends. I decided from the start that First Mile Free wouldn’t just be homework. It would be something I carried forward until it became real. That commitment gave my grad school experience focus and direction.
2. Have faith in the promise of your idea. Too often, grants go to the same recycled proposals. What funders are really looking for are fresh, practical ideas, and those can come from students just as much as established organizations. If I had counted myself out, this program never would have gotten off the ground.
3. Approach the work with curiosity. Don’t tie success only to getting something implemented. Instead, commit to doing everything you can to move your initiative forward while also seeking to learn how local processes work along the way. That mindset turned setbacks into lessons, and lessons into momentum.

And even if public advocacy isn’t your thing, I hope you take something from this story. At the very least, know that if you’re around campus in early 2026, you can . Ěý

Frequently Asked Questions

Ěý

The post From Classroom Assignment to Denver-Area Pilot appeared first on PSC DU.

Guest post by Key Takeaways

• AI adoption succeeds when the human element—culture, engagement, learning—is prioritised alongside technology.
• Feedback loops and innovation spaces help employees feel part of the AI journey, increasing buy‑in and success.
• Leadership must make AI literacy and shared responsibility core to the adoption process for meaningful integration.

In the rapidly evolving landscape of artificial intelligence (AI), the integration of human-centric principles is critical to maximize AI’s full potential while building an AI-ready culture. The success of AI adoption hinges on people and the ways in which they work, far more than on technology alone. But despite a demonstrated potential for AI to turbo-boost productivity and revolutionize work, most organizations struggle to translate AI potential into reality. Gartner reports that , largely because organizations rush into AI initiatives without adequate planning, workforce training, or change management. About 80% of workers report that their organizations have not provided training on generative AI, leaving a widespread lack of guidance in navigating these advanced tools. The result? Wasted time, frustrated employees, and growing skepticism about AI’s real value. To build the skills necessary for successful AI integration, many professionals are turning to an information technology masters to gain a strong foundation in both technical and strategic areas. A concluded that successful early adopters of generative AI technology focus heavily on educating, upskilling, and reskilling staff to create a new mindset and culture that embraces AI. Here are three human-centered priorities for AI adoption that will improve AI project success and build a workforce that is better prepared for the transformative changes that are coming.

1.ĚýĚýĚýĚý AI Literacy as the First Step to AI Success

Leading companies are embracing AI literacy programs designed to equip employees with both technological knowledge and practical application skills. Instead of treating AI as a tool for a select few experts, successful organizations are making AI knowledge accessible to employees at all levels. Widespread AI literacy helps bridge the gap between IT and business staff by enabling good communication, and fosters the kind of employee confidence that reduces fear and resistance. Furthermore, it helps maximize effective AI use: when employees understand AI, they can better identify opportunities to apply it in their work.

2.ĚýĚýĚýĚý ĚýUpskilling and Reskilling Prepares Workers for Change

The World Economic Forum noted that , with more than 40% of companies foreseeing major job disruptions as AI automates some tasks. Companies that invest in upskilling and reskilling can take better advantage of new AI capabilities and retain productive talent rather than replace it. Organizations that only focus on AI literacy without acknowledging the need for more specific training may struggle to see real productivity gains from AI adoption. But companies that develop general AI knowledge while also preparing staff with focused AI training and new skills as workflows and business needs evolve will see more successful AI projects.

3.ĚýĚýĚýĚý Organizational Change Management for AI Adoption

Much like any technology effort, the likelihood of AI adoption success depends more on business process change and human behavior change than the technical deployment. Targeted and intentional organizational change management (OCM) is critical to creating the necessary understanding, desire, and action for change. Effective OCM will connect current AI projects to company strategy that has been communicated as part of overall AI literacy. This connection to the larger strategic direction can create better context and buy-in for incoming changes. Training that is unique to the project capabilities being introduced and that shows how this project relates to specific business goals can improve workforce performance and comfort. Reinforcement helps to prevent AI abandonment while building new habits that contribute to long term AI adoption success.

Other Considerations for Integrating AI

There are several other human-centered activities a company can implement to support AI integration and encourage creating a culture that is resilient during a time of change.

Continuing Education

Quality academic programs can empower company leaders to adopt AI solutions and be champions for change. For example, the University of Denver has career-focused AI programs through its College of Professional Studies that emphasize IT and AI skills for IT professionals, emerging leaders, and established executives. The master’s concentration and certificate program in AI Strategy and Application in IT was built for working professionals and delivers a powerful combination of industry-aligned skills and academic rigor. The combination of hands-on experiential learning and cutting-edge concepts from thought leaders and industry experts provides the core competencies students need to become knowledgeable and influential AI champions in their organizations to drive innovation and change in this era of AI disruption and opportunity.

Continuous Improvement Practices

Effective feedback loops can help reinforce the importance of the human side of AI adoption when feedback results in visible action. By embedding continuous improvement programs into company culture, organizations create a dynamic environment where employees feel valued, new tools are embraced, and the company is adaptive to the changing technology landscape.

Innovation Programs

Employees are more likely to embrace AI if they see it solving real problems. Innovation teams or programs where fresh ideas are welcomed will allow workers to take an active role in defining how AI fits into their work. A culture that is safe for employees to test AI-related ideas and encourages employees to become internal advocates for adoption can be more effective than top-down mandates.

Call to Action – What can Leaders and Employees Do Now

To bridge the growing gap between AI adoption and workforce readiness, organizations must take a proactive and structured approach that emphasizes the human side of AI adoption. Leaders must be intentional about fostering a culture of AI proficiency that empowers employees to use these technologies effectively. By making AI education and reinforcement a shared responsibility, businesses can foster a workforce that is not only AI-literate but also better prepared for the evolving technological landscape.

Ěý

Frequently Asked Questions

The post AI Adoption: 3 Strategies that Emphasize the Human Element appeared first on PSC DU.

Key Takeaways

• Cloud computing has become central to speed, flexibility, and cost savings in modern organizations’ technology strategies.
• Guest expert Chad Eckles shares insights from 15+ years in cybersecurity and Department of Defense projects, emphasizing security, architecture, and cost management in cloud adoption.
• The article ties directly to DU’s Technology Leadership and IT programs, helping leaders make informed, secure cloud integration decisions.

Ěý This week, we’re pleased to feature a guest blog post on cloud integration from Chad Eckles, who has over 15 years of technical and leadership experience in the cybersecurity industry and with the Department of Defense. He will teach Technology Leadership in the Winter 2025 term in our IT program. Cloud computing has become a cornerstone for businesses seeking speed, flexibility, and cost savings. By lowering capital expenditures and reducing the need for additional overhead, cloud computing has become an integral part of nearly every technology executive’s long-term strategy. However, weaving cloud solutions into an organization’s technology fabric requires careful consideration of both security and cost management. In an ever-changing world of cloud technology, finding the right balance can be easier said than done. If you’re looking to deepen your expertise in this area, consider pursuing a masters in information technology to gain advanced skills and stay ahead in the field.

Developing a Clear Cloud Strategy

Traditionally, leaders have often approached the cloud journey similar to their legacy, on-premise datacenter. But cloud is different – scalability is almost limitless, a vast array of services become instantly available, and software integration shifts dramatically. All of this being said, a clear and well-outlined cloud strategy is absolutely foundational before traveling too far down the path. Start by thinking through specific needs of the organization and how the core business objectives could be better enabled via the shift towards cloud computing. Is the decision purely financial? Are you hoping to enhance operational effectiveness, improve performance, or have quicker access to more advanced tooling? Understanding the “why” behind the move will help shape and mold your cloud strategy in a way that is meaningful to the business. Additionally, gaining a firm grasp on your current environment’s inventory and technical landscape is paramount. Identifying mission-critical applications and supporting infrastructure, candidate systems for decommissioning, and any high-risk components of your architecture will help scope and prioritize cloud initiatives in a logical, secure, and purpose-driven manner.

Prioritizing Security and Data Protection

is a core tenet of doing business in the cloud and many of the traditional cybersecurity guardrails still are in play. First, encrypt data both in-transit and at-rest. Although many cloud service providers now include default encryption, it is advisable to implement key management solutions using customer-managed keys for the most optimal protection. Identity has become the primary focus of modern security. Experts now agree that, unlike the past emphasis on firewalls, securing identity is the new critical entry point that must be safeguarded. Security measures such as multifactor authentication (MFA), just-in-time (JIT) access, and role-based access controls should be a top priority. Learning from ransomware cases over the last decade, basics such as backups must not be forgotten. The power of cloud allows organizations to more easily replicate data to various regions to improve disaster recovery and business continuity. Lastly, many cloud vendors offer native intrusion detection systems (IDS), firewalls, and security monitoring solutions to address security threats. Collectively, these capabilities help the business better detect and respond to significant risks that could cause serious damage.

Monitoring and Optimizing Cloud Spend

Rapid deployment and scalability are exciting, but cost still must be managed wisely. Begin by monitoring and establishing a baseline for expenditures. Are costs continually fluctuating or staying relatively flat? While cost estimation calculators provide initial figures, ongoing monitoring aligns expectations with reality. It is also recommended to leverage cost optimization tooling to reveal where saving opportunities could occur. Evaluate the necessity of 24/7 server operation, use autoscaling for high-traffic periods, and right-size resources accordingly. These strategies effectively optimize spending and keep the budget in check. It is also important to recognize that your cloud journey will evolve. Regularly review and adjust cloud usage to align to strategic business objectives. Conducting periodic assessments focused on efficient resource utilization and cost-saving opportunities will provide up-to-date intelligence that enables better decision-making for the business.

Engaging Stakeholders

One item that unfortunately gets less attention than it truly deserves is stakeholder engagement. Even if the balance sheet looks healthier and advanced technology is enticing, we must not overlook how stakeholders and customers will experience it. Engaging stakeholders from across the organization, as well as external consumer groups, allow you to consider multiple perspectives. Communication is crucial to stakeholder engagement and embracing a growth mindset is encouraged. Regular updates and transparent communication not only build trust and make participants feel valued, but they also lead to a more robust and improved outcome than initially planned.

Conclusion

Integrating cloud solutions into your corporate technology strategy can provide massive benefits, but it can also present a plethora of risks as well. By educating yourself on these practices, along with other core lessons learned in DU’s technology-focused coursework in cloud strategy, cybersecurity, architecture, and data protection, you will set yourself up for success when navigating the many complexities of operating securely and effectively in the cloud. Ěý Chad Eckles (M.S., Regis University)Ěýis a seasoned technology professional who currently leads the development and engineering of a large-scale cloud program at a prominent software development company. In this role, he builds security policies, designs technical architectures, and provides advisory services on security best practices. Chad has been teaching at the University of Denver since 2021 and has previously taught at Colorado Technical University, specializing in computer science and cybersecurity studies. With over 15 years of technical and leadership experience in the cybersecurity industry and the Department of Defense (DoD), he has supported a diverse portfolio of high-visibility projects. Additionally, Chad serves as a Maritime Cyber Warfare Officer in the Navy Reserves, where he helps lead Sailors across various cyberspace and intelligence mission sets to support national security.

Frequently Asked Questions

The post Strategic Cloud Integration: Essential Tips for Leaders appeared first on PSC DU.

Key Takeaways

• DU offers tailored support for veterans seeking career transitions through industry-aligned academic programs and real-world skill development.
• Veterans gain confidence as they apply structured thinking, leadership, and problem-solving skills from service into classroom learning and professional goals.
• Online courses provide the flexibility many veterans need while building a foundation for long-term career advancement.
• Sharing stories of veteran students promotes visibility, encouragement, and inspiration within both military and academic communities.

“I feel lucky as a veteran that I’ve gotten to take advantage of those benefits to attend this graduate school.”

Using GI Bill and Yellow Ribbon Benefits

Career-Relevant Environmental Skills

Frequently Asked Questions

The post Military Veteran Finds Career-Ready Education at the College of Professional Studies appeared first on PSC DU.

Key Takeaways

• Technology leadership requires linking tech initiatives to mission‑critical business goals.
• Managing talent effectively involves more than oversight — it means investing in growth and aligning roles with individual strengths.
• A dual focus on a clear mission and strong talent management enables tech leaders to drive meaningful, lasting impact.

In the ever-evolving landscape of technology, effective leadership is more crucial than ever. As a professional with experience in IT leadership, I’ve identified two key elements that can drive transformation within an organization: a clear mission and talent management. These are two pillars that I emphasize in the graduate-level Information Technology classes I teach at DU because they are so crucial to success at a leadership level.

Clear Mission

The foundation of successful technology leadership lies in understanding and articulating a clear mission, a roadmap ensuring that all efforts align with the overarching goals. In the context of IT, this means not only focusing on technological advancements but also understanding how these technologies can serve broader business objectives.

Many IT leaders fall into the trap of championing new technology initiatives that primarily benefit the IT department. However, to truly make an impact and secure a “seat at the table” with other executives, it’s crucial to present these initiatives as integral parts of the organization’s overall strategy.

For instance, rather than pushing for a new software implementation solely for its technical merits, an IT leader should demonstrate how the software will enhance efficiency across departments, improve customer experience, or contribute to financial growth.

By framing technology projects as organizational projects, IT leaders can better communicate the value of their proposals to non-technical stakeholders. This approach not only fosters buy-in from other departments but also positions IT as a critical partner in achieving the company’s mission.

Talent Management

The second crucial aspect of technology leadership is talent management. Notice that I say “talent management” rather than “people management.” The distinction is important because it shifts the focus from merely managing employees to nurturing their skills and potential.

Effective talent management involves identifying and leveraging the strengths of team members while also providing opportunities for growth in areas where they may need development.

This approach requires a keen understanding of each team member’s unique abilities and aspirations. By assigning tasks and projects that align with their strengths, leaders can maximize productivity and job satisfaction.

Conversely, by challenging employees with assignments that stretch their capabilities, leaders can help them develop new skills and expand their “toolbox.” This not only benefits the individual but also enhances the overall capability of the team.

A key takeaway for technology leaders is the importance of viewing their team members as assets whose skills and contributions are critical to the organization’s success. By focusing on talent management, leaders can ensure that the right people are in the right roles, ultimately driving the organization toward its goals.

Building Technology Leadership Skills and Ability

These two elements of technology management, and strategies for implementing them, are taught in depth in the Information Technology program at DU’s University College. The Technology Management master’s concentration is particularly designed for professionals who are ready to take their leadership skills to the next level and learn to manage technology and teams, solve business challenges, and help their organizations achieve competitive advantage.

Technology careers need more than technical know-how. Our Information Technology bachelor’s major helps students build IT career skills tied to systems, strategy, leadership, problem solving, and business impact.

My understanding of these concepts was hard-won, but I know my students will take insights like these to launch productive leadership careers. Especially in the fast-moving field of technology, a leader must constantly strive to balance short-term decision-making with more long-term strategic thinking. Strengths-based talent management and a clear mission aligning with business goals are both key to making a lasting impact.

Al Gardner is an information technology executive with a nearly three-decade career marked by engineering expertise, visionary leadership and strong community engagement. Currently he serves as the Executive Director of General Services for the City and County of Denver. Previously he excelled in sectors including telecommunications, non-profit organizations, hospitality and healthcare. He is a Board Member of the Colorado Technology Association and has taught in DU’s Information Technology Program since 2023.

Frequently Asked Questions

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Key Takeaways

• AI tools can be powerful, but they also raise real security and privacy concerns when sensitive data is involved.
• The safest approach is to understand how tools handle information, then set clear boundaries for what should never be entered or shared
• Building “AI literacy” helps teams use these tools responsibly, so innovation does not outpace risk management.

This week, we’re pleased to feature the first in a series of guest posts from Information Technology Academic Director Cathie Wilson. Wilson is a longtime leader in the IT and database technology fields and has also worked as an IT educator for 15 years. (). She has led University College’s IT program since 2021. Ěý

In the cybersecurity space, it’s well known that the biggest security vulnerability in any organization is an end-user that unintentionally allows malicious access. The same is true for AI.

Unless AI end-users and employees are well educated on appropriate AI use, it’s increasingly likely that AI-driven vulnerabilities will be exposed. These vulnerabilities include sharing company data and exposing customer data.

This means that the responsibility of protecting company and customer data does not just fall on the cybersecurity team, but also every business professional by arming themselves with the knowledge required to be a responsible AI user.

The Responsible AI Institute recently published a guide on “,” and just last week released a great blog post titled “.”

I believe that knowledge of AI and the opportunities and risks it presents will be essential knowledge for all professionals. At the College of Professional Studies at University of Denver, we are leaning into AI education with a new master’s or certificate in AI Strategy and Application in IT to ensure that IT professionals are prepared to be informed leaders in organizational AI strategies, with a focus on responsible AI practices.

With comprehensive education and thoughtful application, AI can become a powerful (and secure) addition to our technology toolbelt.

This is the first of a series of periodic blog posts from IT Academic Director Cathie Wilson. Watch this blog to learn more about responsible AI use in business, or find out more about how the AI Strategy and Application in IT master’s degree and graduate certificate can equip you to use the power of AI to achieve business goals.

Frequently Asked Questions

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