Ruchi Watson
Managing Director & CEO | Goff Strategic Leadership Institute, University of Utah
How has your corporate background at companies like Target and Bain influenced your approach to leadership education?
My corporate experience has deeply shaped how I think about leadership. I’ve had the privilege of working on the floor of a manufacturing facility and in the boardroom with CEOs, experiencing firsthand that leadership happens at all levels. I’ve been mentored by leaders who challenged and coached me to grow, and I’ve worked alongside some of the brightest early-career professionals who brought fresh ideas that moved the business forward. These experiences inform everything I do at Goff, where we support leaders ranging from high school graduates to senior executives. Strategic leadership is forged both in long-term visioning and in the choices we make each day. I bring that mindset into every classroom I lead.
The Hope Corps initiative you launched during the COVID-19 pandemic mobilized 200 students to support 75 Utah businesses and nonprofits. What lessons did you learn from this experience?
Launching Hope Corps was one of the most formative experiences of my career. I’m incredibly grateful to the many partners across campus and the community — especially Katie Abby — who helped bring it to life. The biggest lesson I carry forward is the power of collective action. Utah’s community came together in awe-inspiring ways, reminding me how critical it is to align the right people and resources to create value. At Goff, this reflects our principle of strategic alignment. We teach that collaboration is a skill, not a given. Hope Corps proved just how transformative [collaboration] can be when done well.
You’ve raised over $20 million in philanthropic support for the Goff Institute. What vision have you articulated that has resonated most strongly with donors?
Our donors (special appreciation to our namesake and recent David Eccles School of Business Hall of Fame inductee Gregory J. Goff) are drawn to a bold idea: that strategic leadership can and should be developed in everyone, not just those in formal positions of authority. With 61 percent of executives feeling unprepared for strategic challenges, 51 percent of Gen Z saying their education didn’t prepare them for the workforce, and AI accelerating the demand for creativity and critical thinking, strategic leadership development isn’t optional — it’s essential. We measure ROI not just in the 5,000+ individuals we’ve served, but in the growth, engagement and ripple effects we see across sectors. Most compelling of all are the stories we hear of students who now feel confident to lead, and organizations that are seeing real, measurable results.
What strategies have proven most effective in developing community partnerships?
Our partners are truly generous and mission-aligned. It’s a joy to work with them. With that said, the work is nuanced. The challenge is always about fit: finding the right experience for the right people at the right time. We’re intentional about ensuring mutual value, constantly seeking feedback and refining what we do through thoughtful experimentation. The throughline is our obsession with value creation — not just for students, but for our partners too. That’s what builds trust and long-term impact.
