Campus Executive Director

Are you someone who strives for excellence, values accountability, provides the best service, all while reflecting unwavering integrity? Our talented team members across the state follow the behaviors, beliefs and outcomes of these core values to ensure that our vision is met.   If you're ready to join the TSTC family and make great memories please complete our application process.

Job Description

What if the most important thing you ever built wasn’t a business?
At Texas State Technical College, we’re looking for a Campus Executive Director to lead our Williamson County campus—right in one of Texas’s most dynamic economic regions.
We’re investing in new facilities, expanding capabilities, and partnering with employers whose needs evolve faster than traditional education can. The opportunity is enormous—and the assignment isn’t ordinary.
You might have built a company, led a plant, opened a market, or rallied a team around what others couldn’t yet see. If you can:
• Walk into a manufacturing plant and earn credibility
• Unite business and community leaders around shared ambition
• Build a team that does difficult things exceptionally well
…you’ll thrive here.

You don’t need a career in higher ed. You do need curiosity, judgment, courage, and a track record of turning opportunity into results.
We’re practical. Approachable. Hardworking. Sometimes a little irreverent. We take our mission seriously—but not ourselves. And we measure success in an unusual way: not by how many students we enroll, but by the great-paying jobs they land.

1. Campus Vision, Market Strategy, and Long-Term Development

• Serves as the principal author and champion of a compelling, market-based campus vision informed by prospective student demand, labor markets, industry developments, regional economic opportunities, and TSTC's employment-outcomes mission.
• Exercises ownership of the campus vision, leading its development, communication, and execution in collaboration with campus personnel and institutional partners.
• Demonstrates entrepreneurial ambition and initiative in identifying, developing, and advancing opportunities for campus growth, instructional expansion, market responsiveness, and regional economic impact.
• Takes ownership of the campus's long-term development, pursuing opportunities with creativity, persistence, and sound judgment while engaging appropriate enterprise partners to strengthen strategy, evaluate risks, and mobilize institutional capabilities.
• Leads long-range campus development planning, considering instructional portfolio opportunities, facilities, equipment, productive capacity, market positioning, and institutional investment needs.
• Exercises substantial independent judgment in evaluating and advancing significant campus opportunities, including those involving meaningful organizational complexity, resource implications, or institutional risk.
• Engages the assigned AVC or COO in strategic dialogue, constructive challenge, and executive coaching while retaining primary ownership of campus strategy.

2. Campus Performance, Enterprise Integration, and Student Experience

• Provides leadership for campus performance and effectiveness, advancing instructional production, student success, market responsiveness, and the campus's contribution to TSTC's employment-outcomes mission.
• Serves as a principal integrator of capabilities and services provided by Operations, Business Development, and Administrative Support, recognizing the distinct responsibilities and decision-making authority of each function.
• Exercises courageous, mature, and influential interfunctional leadership to advance coordinated campus performance and a cohesive student experience, including collaboration concerning student engagement, student support, facilities, housing where applicable, dining, campus stores, and other campus services.
• Builds effective working relationships with enterprise partners, advocating for campus needs, addressing service challenges, and helping resolve competing priorities.
• Identifies barriers to campus effectiveness and works with appropriate enterprise leaders to strengthen institutional processes, capabilities, and service delivery.
• Exercises constructive challenge and organizational influence to resolve complex service and operational issues across functions.
• Engages the Core team or appropriate enterprise executives when significant issues require broader institutional decisions or intervention.

3. Instructional Leadership, Production, and Organizational Development

• Provides leadership and accountability for the assigned campus instructional organization, generally supervising Program Team Leads (PTLs) directly, with additional supervisory layers, including Senior Directors, where warranted by campus scale, complexity, and organizational design.
• Leads, coaches, develops, and evaluates assigned instructional leaders, establishing clear expectations for instructional quality, faculty effectiveness, organizational accountability, and continuous improvement.
• Exercises delegated authority for faculty employment decisions, including hiring and separation, in accordance with institutional policy, established procedures, and applicable requirements.
• Leads the performance and continuous improvement of instructional programs delivered at the campus, with particular attention to instructional quality, faculty effectiveness, productive capacity, resource utilization, student progression, and employment outcomes.
• Uses program-level performance information and operational insight to identify constraints, challenge assumptions, improve execution, and strengthen instructional effectiveness.
• Partners with instructional portfolio leaders, deans, and other enterprise stakeholders to align local instructional delivery with industry needs, institutional standards, and broader portfolio strategies.
• Advocates for instructional improvements, program investments, and changes in productive capacity based on market opportunity, operational performance, and anticipated employment outcomes.
• Develops an effective instructional leadership organization capable of translating campus and institutional priorities into local execution.
• Ensures that campus instructional personnel fulfill local production responsibilities and commitments to enterprise-wide instructional initiatives.

4. Campus Culture, External Leadership, and Institutional Representation

• Serves as the principal leadership influence in shaping the culture, character, and identity of the campus, cultivating an environment that reflects TSTC's mission, values, and commitment to technical excellence.
• Champions a campus culture that celebrates technical mastery, professional identity, student achievement, belonging, and shared expectations associated with preparation for meaningful careers.
• Builds shared commitment among faculty, staff, students, and enterprise partners to the campus vision and culture.
• Serves as TSTC's principal executive representative in the assigned local market, developing productive relationships with employers, business executives, civic leaders, elected officials, economic development organizations, educational partners, and community stakeholders.
• Identifies and advances industry partnerships, community initiatives, and regional opportunities that strengthen the campus's market position and institutional contribution.
• Represents TSTC's mission, capabilities, and institutional interests with credibility and sound judgment, operating within established delegated authority.
• Exercises substantial independent judgment in significant external engagements and recognizes when the scope or institutional consequences of an opportunity warrant broader executive participation.
• Recognizes opportunities requiring broader institutional engagement or authorization and facilitates involvement by the Core team or appropriate enterprise leaders while maintaining continuity of local relationships.

5. Financial Stewardship, Program Economics, and Investment Planning

• Develops and applies a sophisticated understanding of the economic and operational drivers of campus performance, including instructional production, program costs, capacity utilization, resource requirements, market demand, and employment outcomes.
• Exercises responsible stewardship of assigned financial, human, physical, and instructional resources within established authority.
• Partners with Finance, facilities and equipment deployment, instructional leadership, and other enterprise functions to strengthen the practical use of program-level economic and operational information.
• Evaluates potential returns on campus investments, including anticipated contributions to instructional capacity, student success, employment outcomes, and long-term institutional effectiveness.
• Develops and advocates for campus capital and resource priorities grounded in market opportunity, strategic alignment, institutional readiness, productive capacity, and responsible stewardship.
• Exercises sound judgment in evaluating significant investment opportunities, resource constraints, financial exposure, and institutional implications, engaging appropriate executive partners as warranted.
• Recognizes that instructional portfolio decisions, enterprise resource allocation, and capital authorizations remain subject to established institutional governance and decision-making processes.

6. Executive Judgment, Enterprise Commitment, and Continuous Improvement

• Exercises substantial independent leadership judgment, initiative, and accountability in navigating organizational complexity, uncertainty, competing priorities, and consequential operational decisions.
• Develops and applies an understanding of TSTC's strategy, organizational capabilities, operating model, and institutional interdependencies.
• Advocates vigorously and constructively for campus priorities while demonstrating enterprise-minded judgment regarding the broader interests and strategic priorities of TSTC.
• Supports and advances enterprise decisions reached through established leadership and governance processes, including decisions that may not favor the immediate interests of the assigned campus.
• Ensures that assigned campus personnel and instructional resources fulfill institutional commitments, including statewide curriculum development, instructional improvement, shared initiatives, and other enterprise priorities.
• Establishes clear expectations, appropriate prioritization, and follow-through for enterprise responsibilities assigned to campus personnel.
• Addresses competing priorities and resource constraints transparently with appropriate enterprise partners rather than allowing institutional commitments to be displaced or neglected.
• Engages the assigned AVC or COO in executive coaching, strategic collaboration, and consequential institutional matters while exercising independent leadership within delegated authority.
• Models constructive disagreement, organizational accountability, courageous interfunctional partnership, and continuous improvement.

Education & Experience

Minimum Qualifications

• Demonstrated experience leading organizational operations, significant functions, or teams with accountability for strategy, people, resources, and performance.
• Demonstrated capability in strategic planning, organizational leadership, resource stewardship, and execution of significant initiatives.
• Evidence of substantial independent leadership judgment, strategic thinking, organizational influence, and effectiveness in navigating complex relationships and competing priorities.
• Demonstrated ability to develop external relationships, advance strategic partnerships, and represent institutional interests credibly.
• Demonstrated communication, collaboration, and leadership capabilities appropriate to a substantial campus executive assignment.
• Demonstrated capacity to lead through both direct supervisory authority and influence across organizational boundaries.
• Relevant education, professional experience, leadership accomplishments, and demonstrated competencies may collectively establish qualification for the position.

Preferred Qualifications

• Leadership experience in higher education, technical education, workforce development, industry, economic development, or similarly complex organizations.
• Experience leading multi-functional operations, instructional organizations, or environments involving significant coordination across organizational boundaries.
• Demonstrated success developing market-responsive strategies, external partnerships, investment proposals, and organizational capabilities.
• Familiarity with technical instruction, faculty leadership, curriculum, accreditation, student services, and employment-outcomes-based institutional performance.
• Experience evaluating program economics, productive capacity, resource utilization, and investment opportunities.
• Advanced education or professional credentials relevant to organizational leadership and institutional operations.

Skills & Abilities

Describes the applied capabilities required to perform the role effectively, including communication, problem-solving, organization, technical or functional skills, and the ability to work independently and collaboratively within the role’s scope.

Core Competencies

Role Specific Core Competencies

• Strategic thinking and long-term campus development
• Entrepreneurial leadership and opportunity development
• Executive judgment and accountability
• Courageous interfunctional partnership and organizational influence
• Campus culture development and leadership
• Market awareness and economic development engagement
• Enterprise integration and collaborative leadership
• Financial and economic judgment
• Investment stewardship and resource prioritization
• Instructional performance and production leadership
• Leadership development and organizational effectiveness
• Institutional representation and executive communication
• Enterprise commitment and execution discipline
• Continuous improvement and organizational learning

TSTC Senior Leader Core Competencies

• Communication - Leads communication efforts across multiple teams, geographies, and functions, ensuring transparency, clarity, and alignment with organizational vision and strategic priorities. Communicates complex initiatives with influence and confidence to all levels of the organization, from frontline to executive stakeholders. Promotes internal engagement through open dialogue, encourages constructive feedback, and fosters a culture of trust and collaboration. Builds and maintains strong relationships with key partners and serves as a credible and inspiring voice for the organization.
• Job Knowledge / Job performance - Demonstrates extensive knowledge of the business, industry trends, market forces, and organizational strategy. Applies deep business acumen to guide decision-making, drive performance, and position the organization for future growth. Prioritizes capability development by empowering teams with the insights, tools, and mentorship needed to succeed. Acts as a strategic advisor and thought leader, influencing key decisions and ensuring excellence across programs, processes, and people.
• Ownership/Accountability - Takes full ownership of enterprise-level outcomes, ensuring alignment with institutional goals and priorities. Demonstrates high personal accountability and holds others responsible for delivering results. Leads with integrity, engagement, and resilience, proactively managing risk and making bold, informed decisions to move the organization forward. Creates a culture of ownership, transparency, and continuous improvement while maintaining focus on impact and outcomes.
• Teamwork/Service - Builds and sustains collaborative, cross-functional partnerships across departments, regions, and stakeholder groups. Champions a culture of teamwork, mutual respect, and shared accountability that supports service excellence and a strong customer orientation. Facilitates alignment between team initiatives and broader institutional priorities, cultivating a unified, mission-driven approach. Role models partnership, community-building, and servant leadership to drive organizational health and performance. 
• Planning & Execution - Leads complex strategic planning efforts that connect vision to action and guide the organization toward high-impact outcomes. Allocates resources effectively, anticipates barriers, and develops agile, data-informed plans that adapt to evolving demands. Balances long-term strategic direction with near-term execution, ensuring measurable progress and results. Promotes a culture of discipline, urgency, and accountability to deliver on key priorities with excellence.
• Critical Thinking & Judgement - Applies strong critical thinking and decision-making skills to solve complex, enterprise-wide challenges. Uses data, insight, and experience to weigh risks, evaluate trade-offs, and make timely decisions that reflect organizational values and objectives. Demonstrates sound judgment and strategic foresight, enabling innovation and calculated risk taking. Encourages teams to challenge assumptions, improve systems, and innovate with intention.
• Leadership - Leads with purpose, strategic clarity, and vision by empowering teams to deliver transformative results. Provides mentorship, coaching, and inspiration to leaders across the organization, reinforcing a high-performance culture anchored in trust, integrity, and accountability. Acts as a catalyst for change, guiding the organization through ambiguity and uncertainty with adaptability and resilience. Role models innovation, entrepreneurship, and excellence, building a legacy of impact and influence.
• Fiscal Stewardship - Exhibits strong financial acumen and responsibility in managing budgets, resources, and investments aligned with strategic goals. Makes data-driven decisions that reflect a deep understanding of value creation, cost-benefit trade-offs, and long-term sustainability. Promotes responsible growth and financial health through continuous improvement, efficiency, and stewardship of public and institutional trust.
• Innovation - Champions innovation as a driver of growth, improvement, and organizational differentiation. Identifies and cultivates opportunities for transformation in systems, services, and strategy. Supports a culture that values experimentation, adaptability, and emerging technology utilization. Encourages entrepreneurial thinking and calculated risk taking that positions the organization to meet the evolving needs of stakeholders and the communities it serves.

You don’t need a career in higher ed.

Equal Opportunity Employer

Texas State Technical College (TSTC), as an equal opportunity employer, complies with all applicable federal and state laws regarding nondiscrimination. TSTC is committed to a policy of equal opportunity for all persons and does not discriminate on the basis of race, color, national origin, age, marital status, sex, sexual orientation, disability, religion, or veteran status in employment, educational programs and activities, and admissions.

Employment Eligibility Verification

If hired, you will be required to complete the federal Employment Eligibility Verification I-9 form. You will be required to present acceptable and original documents to prove your identity and authorization to work in the United States. Documents need to be presented no later than the third day of employment. Failure to do so will result in loss of employment at TSTC.

Background Checks

A criminal history background check will be required for the finalist(s) under consideration for this position.