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CEOs 5 times more likely to survive fraud than a personal scandal

If the CEO of Astronomer had overseen tax fraud instead of being caught on a kiss cam cuddling his HR chief in an extramarital affair, he might still have a job. That’s because, according to a new study, CEOs are five times more likely to be fired for personal misconduct than for overseeing financial fraud. “For financial fraud, the CEO can easily say, ‘Hey, it wasn’t me,’” said Aaron Hill, Ph.D., an associate professor in the University of Florida Warrington College of Business who led the study. “With personal misconduct, there’s no excuse.” The research, forthcoming in Strategic Organization, examined 59 cases of personal misconduct and compared them with more than 300 financial scandals at publicly traded companies between 1997 and 2020. The personal cases included inappropriate relationships, drug or alcohol incidents, domestic violence, falsifying credentials and derogatory speech. Hill and his colleagues found that boards move decisively when a CEO’s private behavior becomes public. By contrast, financial misconduct — such as accounting restatements that can wipe out billions in shareholder value — often leaves room for a chief executive to deflect blame onto others in the organization. Recent company performance influenced how boards responded, to a point. A CEO whose company was thriving could often survive a financial scandal because directors had both plausible deniability and a strong incentive not to disrupt success. But good numbers offered little protection when the problem was personal behavior. For example, McDonald’s ousted Steve Easterbrook in 2019 over a consensual relationship with a subordinate, even though the company’s stock price had doubled under his leadership. Hewlett-Packard similarly dismissed CEO Mark Hurd after harassment allegations despite his reputation for turning the firm around. “Even strong performance can’t erase certain kinds of misconduct,” Hill said. “There are some things you just can’t excuse.” The study also uncovered how scandals influenced succession decisions. When personal misconduct led to a firing, boards were more likely to promote an insider, signaling that the problem lay with one person rather than the culture of the company. Financial scandals, on the other hand, often prompted boards to recruit outsiders as a way of reassuring markets that the firm was serious about change. “It’s a signaling move,” Hill said. “Bring in an outsider after fraud, and the market reacts positively. Stick with an insider after a personal scandal, and it says the organization itself is sound.” The researchers argue that these choices reveal how boards balance their fiduciary duty with the reputational risks of scandal. While dismissing a CEO can serve as a public relations reset, Hill emphasized that it is almost always a financially motivated calculation. “Boards are supposed to look out for the company and its shareholders,” he said. “But when they decide to keep a CEO after misconduct, I think it sends the wrong message — to employees, to investors and to the public.”

West Michigan Home to Largest Temporary Butterfly Exhibit

We all look for signs of spring that herald the changing of seasons – buds bursting on trees, plants pushing out of the ground, and migratory birds returning. But there is another sure sign of spring, and it takes place annually at Frederik Meijer Gardens & Sculpture Park in Grand Rapids, Michigan – Fred & Dorothy Fichter Butterflies Are Blooming (March 1-April 30). The largest temporary tropical butterfly exhibition in the United States, Butterflies Are Blooming welcomes visitors into the 80-degree, five-story, 15,000-square-foot Lena Meijer Tropical Conservatory that is a paradise for thousands of butterflies flying freely all around. More than 7,000 chrysalides representing over 60 species travel to Frederik Meijer Gardens & Sculpture Park throughout the exhibit's duration from tropical countries including Belize, Brazil, Costa Rica, Ecuador, Kenya, Malaysia, and the Philippines. Steve LaWarre is the Senior Vice President at Frederik Meijer Gardens & Sculpture Park, where his visionary leadership and passion for botanical excellence have been instrumental in shaping Meijer Gardens' stunning landscapes and ensuring operational excellence. View his profile “Butterflies at Meijer Gardens is a quintessential springtime tradition for families across West Michigan and beyond, and we look forward to ushering in the start of our fourth decade of offering this magical tradition,” said Steve LaWarre, senior vice president at Meijer Gardens. Click on the link to learn more: 7,000 butterflies from 4 continents will soon fill Frederik Meijer Gardens, MLive, Feb. 17, 2026 The exhibition also offers guests up-close experiences at butterfly feeding stations, where tropical fruit slices and nectar-rich plants attract the butterflies, and at the Observation Station, where 1,200 chrysalides arrive at Meijer Gardens each week and transform into butterflies and moths. Additionally, the exhibition features vibrant floral displays, including arches of foliage and blooms in varied hues; unique nectar plant varieties; and colorful arrangements of air plants, bromeliads, and orchids. Guests also can visit the butterfly release stations to watch newly emerged butterflies make their debut and take their first flight as the stars of the show. “Guests can partake in everything from an immersive visit to the tropical conservatory with thousands of butterflies overhead, to a butterfly-themed program such as our new Bourbon & Butterflies events this year," said LaWarre. If you are looking to cover spring-related garden stories, including about Butterflies are Blooming, connect with Steve below.

AI gives rise to the cut and paste employee

Although AI tools can improve productivity, recent studies show that they too often intensify workloads instead of reducing them, in many cases even leading to cognitive overload and burnout. The University of Delaware's Saleem Mistry says this is creating employees who work harder, not smarter. Mistry, an associate professor of management in UD's Lerner College of Business & Economics, says his research confirms findings found in this Feb. 9, 2026 article in the Harvard Business Review. Driven by the misconception that AI is an accurate search engine rather than a predictive text tool, these "cut and paste" employees are using the applications to pump out deliverables in seconds just to keep up with increasing workloads. Mistry notes that this prioritization of speed over accuracy is happening at every level of the organization: • Junior staff: Blast out polished looking but unverified drafts. • Managers: Outsource their ability to deeply learn and critically think in order to summarize data, letting their analytical skills atrophy. • Power users: Build hidden, unapproved systems that bypass company oversight. A management problem, not a tech problem "When discussing this issue, I often hear leaders blame the technology. However, I believe that blaming the tech is missing the point; I see it as a failure of leadership," Mistry said. "When already overburdened employees who are constantly having to do more with less are handed vague mandates to just use AI without any training, they use it to look busy and produce volume-based work. Because many companies still reward the volume of work produced rather than the actual impact, employees naturally use these tools to generate slick but empty deliverables." "I believe that blaming the tech is missing the point; I see it as a failure of leadership. Because many companies still reward the volume of work produced rather than the actual impact, employees naturally use these tools to generate slick but empty deliverables." The real costs to organizations and incoming employees Mistry outlines three risks organizations face if they don’t intervene: 1. The workslop epidemic "These programs allow people to generate massive amounts of workslop, which is low-effort fluff that looks good but lacks substance. It takes seconds to create, but hours for someone else to decipher, fact-check, and fix," Mistry notes. "This drains money (up to $9 million annually for large companies) and destroys morale. As an educator, researcher, and a person brought into organizations to help fix problems, I for one do not want to be on the receiving end of a thoughtless, automated data dump, especially on tasks that require real skill and deep thinking." 2. Legal disaster He also states, "When the cut and paste mentality makes its way into professional submissions, the risks to the organization are real and oftentimes catastrophic. Courts have made it perfectly clear: ignorance is no excuse. If your name is on the document, you own the liability. Recently, attorneys have faced severe sanctions, hefty fines, and case dismissals for blindly submitting fake legal citations made up by computers." Click here for a list of cases. 3. A warning for incoming talent For new graduates entering this environment, Mistry offers a warning: Do not rely on AI to do your deep thinking. "If you simply use AI to blast out polished but unverified drafts, you become a replaceable 'cut and paste' employee," he says. “To truly stand out, new grads must prove they have the discernment to review, tweak, and challenge what the computer writes. The hiring edge is no longer just saying, 'I can do this task,' but 'I know how to leverage and correct AI to help me perform it.'" Four ideas to fix it To survive and indeed thrive with these new tools and avoid the unintended consequences of untrained staff, organizations should: 1. Reinforce the importance of fact-checking and editing: Adopt frameworks that teach employees how to show their work and log how they verified computer-generated facts. 2. Change the incentives: Stop rewarding busy work, useless reports, and massive slide decks. Evaluate employees on accuracy and results. 3. Eradicate superficial work: Don’t use automation to speed up ineffective legacy processes. Instead, use it to identify and eliminate them entirely. 4. Make time for editing: Give yourself and your employees the breathing room to actually review, tweak, and challenge what the computer writes instead of accepting the first draft. Mistry is available to discuss: Why AI is causing an epidemic of corporate "workslop" (and how to spot it). The leadership failure behind the "cut and paste" employee. How to rewrite corporate incentives to measure impact instead of volume in the AI era. Strategies for implementing safe, effective AI policies at work. How new college graduates can avoid the "workslop" trap in their first jobs. To reach Mistry directly and arrange an interview, visit his profile and click on the "contact" button. Interested reporters can also send an email to MediaRelations@udel.edu.

U.S. Has a “Checkered History” of Toppling Authoritarian Regimes

In a Newsday article about Long Island Iranian-Americans’ reactions to recent developments involving Iran’s leadership, Dr. Paul Fritz, associate professor and chair of Hofstra’s Department of Political Science, discussed the history of the United States toppling authoritarian regimes, which, he said, rarely leads to new democracies or stable leadership without extensive American support. “The Trump administration is banking on the people rising up and demanding some change to the regime,” Dr. Fritz said. “Foreign imposed regime change doesn’t work very often.”

Is writing with AI at work undermining your credibility?

With over 75% of professionals using AI in their daily work, writing and editing messages with tools like ChatGPT, Gemini, Copilot or Claude has become a commonplace practice. While generative AI tools are seen to make writing easier, are they effective for communicating between managers and employees? A new study of 1,100 professionals reveals a critical paradox in workplace communications: AI tools can make managers’ emails more professional, but regular use can undermine trust between them and their employees. “We see a tension between perceptions of message quality and perceptions of the sender,” said Anthony Coman, Ph.D., a researcher at the University of Florida's Warrington College of Business and study co-author. “Despite positive impressions of professionalism in AI-assisted writing, managers who use AI for routine communication tasks put their trustworthiness at risk when using medium- to high-levels of AI assistance." In the study published in the International Journal of Business Communication, Coman and his co-author, Peter Cardon, Ph.D., of the University of Southern California, surveyed professionals about how they viewed emails that they were told were written with low, medium and high AI assistance. Survey participants were asked to evaluate different AI-written versions of a congratulatory message on both their perception of the message content and their perception of the sender. While AI-assisted writing was generally seen as efficient, effective, and professional, Coman and Cardon found a “perception gap” in messages that were written by managers versus those written by employees. “When people evaluate their own use of AI, they tend to rate their use similarly across low, medium and high levels of assistance,” Coman explained. “However, when rating other’s use, magnitude becomes important. Overall, professionals view their own AI use leniently, yet they are more skeptical of the same levels of assistance when used by supervisors.” While low levels of AI help, like grammar or editing, were generally acceptable, higher levels of assistance triggered negative perceptions. The perception gap is especially significant when employees perceive higher levels of AI writing, bringing into question the authorship, integrity, caring and competency of their manager. The impact on trust was substantial: Only 40% to 52% of employees viewed supervisors as sincere when they used high levels of AI, compared to 83% for low-assistance messages. Similarly, while 95% found low-AI supervisor messages professional, this dropped to 69-73% when supervisors relied heavily on AI tools. The findings reveal employees can often detect AI-generated content and interpret its use as laziness or lack of caring. When supervisors rely heavily on AI for messages like team congratulations or motivational communications, employees perceive them as less sincere and question their leadership abilities. “In some cases, AI-assisted writing can undermine perceptions of traits linked to a supervisor’s trustworthiness,” Coman noted, specifically citing impacts on perceived ability and integrity, both key components of cognitive-based trust. The study suggests managers should carefully consider message type, level of AI assistance and relational context before using AI in their writing. While AI may be appropriate and professionally received for informational or routine communications, like meeting reminders or factual announcements, relationship-oriented messages requiring empathy, praise, congratulations, motivation or personal feedback are better handled with minimal technological intervention.

My MBA at 69: Q1 Results Are In. And Nobody Is More Surprised Than Me

When I wrote my first post about starting an MBA at 69, I was running on caffeine, stubbornness, and a mild identity crisis. I was drowning in software platforms, APA formatting, and the humbling reality that open-book quizzes could still make me sweat. Fast forward to today. I am now 25% complete. Even typing that makes me sit up straighter. More surprising? I am maintaining an A average. Yes. An A. Let that land for a moment. Before anyone faints, let me be clear. I am not retiring my original mantra. "Even C's Get Degrees" still lives on a sticky note in my brain. I repeat it whenever the ego starts strutting around like it owns the place. The goal was never perfection. The goal was sustainable progress and full nights of sleep. The A average is delightful. The mantra is protective. My dog Dottie approves of both.  She now perches on the back of the couch while I work, casting supervisory glances in my direction like a very small, very opinionated board member. We are in a much better place emotionally. The household has stabilized. What I did not anticipate was how much this experience would reveal about me. Lesson #1: Experience Is the Assignment Nobody Grades The content is strong. The business frameworks and systems I am learning are elegant. But the real gift has been realizing that my decades of experience give depth to everything I read. When the textbook discusses competitive positioning or industry cycles, I do not see abstract diagrams. I see real businesses. I hear boardroom conversations. I remember decisions that worked beautifully — and others that required creative explanations and, occasionally, some very careful walking back. The theories have texture because I have lived them.  This MBA is not separate from my work. It is sharpening it. Every case study filters through the same question: How does this apply to retirees? I cannot turn that lens off. Frankly, I would not want to. At the same time, not every concept survives intact outside the classroom. We are taught that firms must choose clearly between cost leadership and differentiation. Tidy in theory. Messier in practice, where most organizations stumble through imperfect hybrids while real-world pressures refuse to behave according to the textbook. I learn the models thoroughly. I cite them properly. I demonstrate mastery. And yes, after nearly losing my mind over whether a journal article published in 2019 requires a DOI or a retrieved-from URL, I can now format an APA 7th edition reference in my sleep. Whether I want to is another conversation entirely. But maturity lets me see where the models bend. Lesson #2: Selective Excellence Is Not Laziness. It's Wisdom. One of the biggest lessons this term has been prioritization.  At 29, I wanted to prove myself. At 69, I want to improve myself.  Earlier in life I would have tried to ace everything equally. Today, I allocate energy strategically. Marketing excites me. Strategy energizes me. Organizational behaviour feels like coming home. Those subjects get my full intellectual investment. Accounting gets solid, disciplined, B-minus effort.  I say that proudly. Retirement is also selective excellence. You do not need to be good at everything anymore. You get to double down on what lights you up. Coursework. Careers. Life. All of it.  But growth is not without discomfort. Lesson #3: The Classroom Has No Hallways Anymore My program is entirely virtual. No hallway conversations. No accidental coffee chats that turn into the best part of your week. Everything happens on screens, and group projects test my patience more than any midterm ever could. I even considered removing my photo from my profile to avoid immediate age assumptions.  Then I took a breath and remembered who I am.  If someone sees my age and quietly categorizes me as someone's grandmother, so be it. They have never met Aunt Equity when she puts her purse down.  For the record: I do not own a purse. In one recent group assignment, a teammate gently pointed out that I had used an em dash in a formal case report. A rookie mistake, apparently. Instead of bristling, I thanked them for the compliment. If I am still making rookie mistakes, I am still capable of growth. That exchange meant more to me than the grade. Lesson #4: The Advantage of Having Nothing Left to Prove Age has given me something powerful: detachment. I am not chasing internships. I am not competing for promotions. I am here because I want to be here, and that freedom changes everything. I can question thoughtfully. I can log off at a reasonable hour. I can engage with students young enough to be my grandchildren without an ounce of ego about it. Mostly. And still, whenever I feel the ego creeping back in about that A average, I whisper: "Even C's Get Degrees."  It works every time. Lesson #5: Curiosity Does Not Come With an Expiry Date The deeper curriculum of this MBA has little to do with GPA. It has taught me that humility sharpens thinking. That curiosity does not expire. That stretching intellectually at 69 feels remarkably similar to climbing toward Everest Base Camp at 60. You question your sanity. You adapt. You keep moving. When I look at my latest grades, I do not feel relief. I feel possibility. If I can adapt to new technology, academic writing standards, and Zoom calls at 7 AM, then reinvention is not reserved for youth.  It is available to anyone willing to risk being a beginner again. Are You Putting Your Experience To Work? If you are over 60 and thinking about taking a course, writing a book, starting a business, or learning something that scares you a little — here is the truth: Your experience is not a liability. It is leverage.  Your decades are not dead weight. They are the whole point.  And if you are willing to risk being a beginner again, reinvention will meet you exactly where you are. I am 25% done. Seventy is approaching. The mantra still stands.  Remember, even C's Get Degrees. But when you bring seven decades of lived experience into the classroom, the curve has a way of bending in your favour. Now, if you will excuse me, Dottie has just planted herself directly on my laptop and is staring at me with the quiet authority of someone who has already read the syllabus on Google Scholar. Eighteen courses to go. Multiple pots of extra-strong coffee. A carefully curated cocktail of patience, tolerance, and self-care. The honeymoon is officially over. What lies ahead is a full marathon: War and Peace-length reading lists, spreadsheets that test the limits of human endurance, and enough group projects to make a grown woman question everything she knows about herself. Dottie remains unbothered. She has seen me do hard things. She knows I finish what I start. She also knows the whining, complaining, and pleading will eventually stop. (insert slow, world-weary head shake from a very wise ten-pound dog who has heard it all before). Don’t Retire… ReWire! Sue Want to become an expert on serving the senior demographic? Just message me to be notified about the next opportunity to become a "Certified Equity Advocate" — mastering solution-based advising that transforms how you work with Canada's fastest-growing client segment. Here's the link to sign up.

Hospitals Pursue Excellence as ChristianaCare Earns Seven Beacon Awards

Seven ChristianaCare nursing units have earned the AACN Beacon Award for Excellence — one of the nation’s highest honors for delivering top-quality care. This recognition comes at a time when hospitals nationwide are working to stabilize their nursing workforce, strengthen leadership and deliver consistent, high‑quality care amid ongoing burnout and staffing pressures. Interviews are available with Danielle Weber, DNP, MSM, RN BC, NEA BC, chief nurse executive at ChristianaCare, who can discuss how ChristianaCare is driving quality and setting national standards during challenging times.

What the World Needs Now: How Art, Culture, and Nature Can Help Heal Communities in Difficult Times

In an era marked by political division, cultural fatigue, and rapid technological change, communities are increasingly searching for places that offer connection, restoration, and shared experience. Charles Burke, President & CEO of Frederik Meijer Gardens & Sculpture Park, brings a leadership perspective shaped by decades across the arts, civic engagement, and nonprofit strategy — focused on how cultural institutions can serve as stabilizing forces in uncertain times. Through the lens of Meijer Gardens, Burke examines how art, culture, and nature can work together to restore, unite, and inspire communities, offering spaces where people can slow down, reconnect, and engage with one another beyond polarization or distraction. Charles Burke is President & CEO of Frederik Meijer Gardens & Sculpture Park. Under his direction, the organization has been recognized as Best Sculpture Park in the United States by USA Today’s 10Best Readers’ Choice Awards in 2023, 2024, and 2025, and consecutively named one of the Best Places to Work in West Michigan, solidifying its reputation as a cultural landmark of international acclaim. View his profile Why This Matters Now In an era marked by political division, cultural fatigue, and rapid technological change, communities are increasingly searching for places that offer connection, restoration, and shared experience. Charles Burke, President & CEO of Frederik Meijer Gardens & Sculpture Park, brings a leadership perspective shaped by decades across the arts, civic engagement, and nonprofit strategy — focused on how cultural institutions can serve as stabilizing forces in uncertain times. Through the lens of Meijer Gardens, Burke examines how art, culture, and nature can work together to restore, unite, and inspire communities, offering spaces where people can slow down, reconnect, and engage with one another beyond polarization or distraction. An Expert Perspective on Healing Through Experience From Burke’s leadership vantage point, institutions like Meijer Gardens demonstrate how intentional design and programming can support community well-being. Examples include: Environments that encourage mental restoration, such as forested landscapes and immersive outdoor spaces Experiences that invite reflection and emotional engagement, rather than passive consumption Programming that brings together diverse audiences around shared encounters with beauty and creativity These experiences do not attempt to solve complex societal challenges directly. Instead, they create conditions for connection, empathy, and resilience, key foundations that healthy communities depend on. Civic Spaces as “Experiential Engines” A central concept in Burke’s work is the idea of cultural institutions as experiential engines — places designed not just to display art or plants, but to generate meaning, joy, and shared memory. When thoughtfully integrated, sculpture, horticulture, architecture, and programming can transform public spaces into environments that foster belonging and inclusion. This approach positions cultural institutions as active participants in civic life, contributing to community health and cohesion rather than operating at the margins of public discourse. Technology, Humanity, and the Future of Cultural Spaces As technology continues to shape how people interact with the world, Burke’s perspective emphasizes balance. Emerging tools — including artificial intelligence — can enhance accessibility, storytelling, and personalization when used intentionally. The challenge, and opportunity, lies in ensuring that technology deepens human connection rather than distracting from it. And while AI is ideal for aggregating information and should be integrated into , it isn't inherently creative. Burke believes that cultural institutions can uniquely unlock the power of human potential in creativity. And cultural institutions that integrate innovation thoughtfully can remain relevant while staying grounded in human experience. Meijer Gardens as a Living Model Over three decades, Meijer Gardens has evolved into a nationally recognized destination where beauty, experience, and mission align. Its integration of art, nature, education, and seasonal programming offers a real-world example of how cultural institutions can grow while remaining inclusive, restorative, and community-centered. Why Journalists and Conference Organizers Should Connect Charles Burke brings informed perspective on: The role of art and nature in public healing and mental wellness Cultural responsibility during periods of division and uncertainty Designing inclusive, joyful, and interactive civic spaces Balancing technology and humanity in cultural institutions How Meijer Gardens functions as a model for innovative integration and creativity Audience fit: museum and cultural leadership forums, civic innovation conferences, mental health and wellness discussions, placemaking initiatives, higher education leadership forums, philanthropic leadership events, sustainability and design summits.

Jesse Jackson: The Activist Who Turned Protest into Political Power

Few figures bridge the worlds of street-level activism and presidential politics like Jesse Jackson. For more than six decades, he has stood at the center of America’s ongoing struggle for racial justice, economic fairness, and political inclusion. His legacy isn’t just historical, it continues to shape today’s debates about voting rights, coalition politics, economic equity, and the power of grassroots organizing. From Civil Rights Foot Soldier to National Leader Jesse Jackson rose to national prominence as a close associate of Martin Luther King Jr., working with the Southern Christian Leadership Conference during the height of the Civil Rights Movement. He was present in Memphis in 1968 during King’s assassination, a moment that profoundly shaped his path forward. After King’s death, Jackson focused on translating civil rights gains into economic opportunity, founding Operation PUSH (People United to Save Humanity), later merging it into the Rainbow PUSH Coalition. His central message: political rights mean little without economic power. The 1984 & 1988 Presidential Campaigns In 1984 and again in 1988, Jackson ran for the Democratic presidential nomination — becoming one of the first Black Americans to mount a serious, nationwide campaign for the presidency. His 1988 campaign was especially historic: He won 11 primaries and caucuses. He finished second in the Democratic race. He built what he called a “Rainbow Coalition” — uniting Black voters, Latinos, labor groups, farmers, progressives, and working-class Americans. Jackson expanded voter registration efforts and brought millions of new voters into the political process, laying groundwork for future candidates, including Barack Obama. Coalition Politics Before It Was a Buzzword Long before diversity became corporate language, Jackson was preaching multiracial, multi-class political alliances. His philosophy emphasized: Economic justice alongside civil rights Voting access and political representation Corporate accountability International human rights engagement He also engaged in diplomatic efforts abroad, including negotiating the release of American hostages in conflict zones — demonstrating how civil rights leaders could operate on the global stage. Controversies and Complexity Jackson’s career was not without controversy. Critics pointed to past inflammatory remarks and political missteps. Yet even his detractors acknowledge his role in permanently expanding the boundaries of American politics. He forced national conversations about race, poverty, and representation — and shifted the Democratic Party’s platform toward broader inclusion. A Legacy That Endures Today’s conversations about: Structural inequality Voter suppression Grassroots political mobilization Multiracial coalition building … all carry echoes of Jackson’s work. Whether viewed as a trailblazer, a bridge between eras, or a polarizing figure, Jesse Jackson helped redefine what political participation looks like in America. Connected with an expert Find more experts here: www.expertfile.com

Brian Levine, M.D., Named Chief Academic Officer and Intellectual Property Administrator

ChristianaCare announced Feb. 12 the promotion of Brian Levine, M.D., to chief academic officer, along with his appointment as intellectual property administrator. He will also continue in his role as designated institutional official. As chief academic officer and leader of ChristianaCare’s Department of Academic Affairs, Levine oversees 38 residency and fellowship programs encompassing 315 residents and fellows, along with the education and training of students across the continuum of medical education. He leads the continued growth and strengthening of ChristianaCare’s undergraduate and graduate medical education infrastructure, ensuring that ChristianaCare continues to prepare physicians to care for our community well into the future. In addition, Levine oversees physician assistant education and allied health educational programming, supporting workforce development and long-term community health needs. As the largest academic medical center between Philadelphia and Baltimore, ChristianaCare has been a hub of academic excellence for over a century. ChristianaCare is one of the largest community-based teaching hospital systems in the United States. ChristianaCare also serves as the Delaware Branch Campus for Sidney Kimmel Medical College and the Philadelphia College of Osteopathic Medicine. This unique program allows medical students to complete their third and fourth years of clinical rotations exclusively at ChristianaCare, providing a clear pathway to launch their medical careers in Delaware. Each year, 55 students participate in the Branch Campus program, with many continuing into ChristianaCare’s highly sought-after residency programs and remaining in Delaware to serve local communities. ChristianaCare is a destination of choice for medical students and residents because of its strong patient-centered culture, reputation for excellence, and diversity of clinical experiences that include urban and suburban campuses with a wide range of pathologies. In his newly expanded role as intellectual property administrator, Levine manages and enforces ChristianaCare’s intellectual property policy, ensuring fair and consistent application in alignment with applicable laws and regulations. He also leads the multidisciplinary committee responsible for guiding organizational decisions related to intellectual property valuation, commercialization strategies and revenue distribution. Levine brings deep experience in academic medicine, health system education and scholarly publishing to these responsibilities. An emergency physician, he led the development of widely used clinical reference guides published by the Emergency Medicine Residents’ Association. These pocket-sized tools — covering topics such as antibiotic stewardship, orthopedic injury management, and EKG interpretation — are used by thousands of emergency medicine residents worldwide. Levine has held leadership roles at ChristianaCare for nearly two decades. Since 2018, he has served as associate chief academic officer and designated institutional official. Previously, he was program director of the Emergency Medicine Residency program from 2012 to 2018 and associate program director from 2006 to 2012. Levine is a clinical professor of Emergency Medicine at Sidney Kimmel Medical College at Thomas Jefferson University and previously served as associate medical director for the LifeNet aeromedical transport program. He earned his medical degree from the University of Vermont Larner College of Medicine and completed his emergency medicine residency at ChristianaCare.