Brad Vierig
Associate Dean, Graduate Business Programs and Executive Education | University of Utah David Eccles School of Business
How have you leveraged your position as a C-suite executive to influence business dynamics in Utah?
Throughout my career, I’ve believed higher education should operate in close partnership with industry, not separately from it. At the Eccles School, we’ve worked intentionally to strengthen relationships with organizations across Utah to better understand workforce needs, leadership challenges and the evolving demands facing businesses today.
One of the most impactful areas has been Executive Education, where we partner directly with organizations to design customized programs aligned with their leadership, strategy, and business goals. Our Executive Education programs are now ranked among the top five in the United States, and that recognition reflects years of intentional focus on quality, relevance, and outcomes.
Across our graduate programs, we’ve also expanded employer engagement, experiential learning opportunities, and corporate partnerships to ensure students are developing skills that translate directly into leadership and organizational impact. My goal has always been to create programs that not only support individual career growth but also strengthen Utah’s broader business ecosystem by developing thoughtful, adaptable leaders who can contribute meaningfully within their organizations and communities.
What do you consider to be one of your most significant achievements and why?
One of the achievements I’m most proud of has been helping transform and unify the graduate programs at the David Eccles School of Business under a shared vision centered on excellence, accountability and continuous improvement.
Over the past several years, we aligned teams, operations, enrollment strategy, student support and employer engagement across 13 graduate programs. That transformation required more than organizational restructuring. It required building a culture of excellence where high standards, professionalism and continuous refinement became embedded into every aspect of how teams operated and programs were delivered.
What makes the accomplishment especially meaningful is that the impact has been both measurable and lasting. Prior to this, several programs lacked strong national visibility. Today, all four MBA programs are nationally ranked within the top 40 or better, reflecting years of intentional work around academics, operations, career outcomes, employer engagement and the overall student experience.
More importantly, we built an organization committed to continuous evolution and improvement. Rankings are meaningful because they validate progress and quality, but the deeper purpose has always been to create transformational educational experiences that help students grow as leaders, expand opportunities and create meaningful, long-term impact within their organizations and communities.
Could you share your approach or strategies toward mentorship, including any advice you’d have for aspiring executives?
I believe great mentorship starts with high expectations. People are often capable of far more than they realize, but growth requires accountability, curiosity and the willingness to embrace discomfort. I try to create environments where people are challenged to think critically, question assumptions, and build confidence through meaningful ownership.
I also believe strong mentors help people stay intellectually curious. Markets evolve. Technology evolves. Student expectations evolve. The best leaders learn to ask better questions, look around corners and stay open to new ways of thinking. I try to model that by encouraging people to study what is changing, solve problems creatively and view discomfort as part of growth.
At the same time, mentorship requires accessibility and trust. Some of the most influential mentors in my career challenged me directly while also creating confidence and ownership. I try to approach leadership similarly by setting a clear standard while empowering people to contribute ideas, make decisions and continue developing over time.
For aspiring executives, my advice would be to stay disciplined, remain adaptable and never become complacent. The strongest leaders are the ones who continue learning, evolving and raising the standard for themselves and their organizations.
