Featured Post from University of Delaware

Researchers race to detect Alzheimer's sooner using $3.9M grant

Nov 15, 2024

3 min

Too often, people learn they have Alzheimer’s disease when it’s too late. The changes in the brain that lead to the disease manifesting with symptoms have already been occurring for decades.

Researchers at the University of Delaware will attempt to detect the disease sooner through a new study that examines changes in the arteries and brain tissue in midlife adults in their 50s and 60s. The findings of this work, funded by a nearly $4 million grant from the National Institute on Aging (NIA), could identify the earliest mechanisms linking vascular aging to the loss of brain tissue integrity, leading to new targets for interventions aimed at preventing age-related cognitive impairment.

“People who develop high blood pressure or stiffening of the aorta and carotid arteries in midlife are at a much higher risk for developing cognitive impairment or dementia in late life,” said Christopher Martens, the principal investigator of the study.

Martens, an associate professor of kinesiology and applied physiology in UD's College of Health Sciences and director of the Delaware Center for Cognitive Aging (DECCAR), is working closely with Curtis Johnson, an associate professor of biomedical engineering in the College of Engineering and leader of the neuroimaging biomarker core within DECCAR, on research funded by a nearly $4 million grant from the National Institute on Aging (NIA), a division of the National Institutes of Health (NIH).

“A lot happens as we age, so we’re aiming to pinpoint the timing and exact mechanisms that cause these changes in midlife adults,” Martens said.

This latest grant extends DECCAR’s ongoing Delaware Longitudinal Study for Alzheimer’s Prevention (DeLSAP), which seeks to study how risk and protective factors for dementia are related and change over time. Those eligible for DeLSAP could also meet the criteria for participating in the new study.

In his Neurovascular Aging Laboratory, Martens studies mechanisms leading to the stiffening of arteries, while Johnson is specifically interested in measuring the stiffness of the brain.

“As a person ages, the brain gets softer and breaks down, and we’re looking to see whether changes in arterial stiffness and patterns of blood flow in the brain cause this decline,” Johnson said.

Changes in blood flow to the brain come from controllable factors. Smoking, cardiovascular health, diet and exercise all impact blood flow positively and negatively.

“A lot of aging research is done at the end of life,” Johnson said. “We want to look at midlife and try to predict what happens later in life so we can prevent it.”

While the brain gets softer with age, arteries get stiffer.

“We hypothesize that midlife increases in stiffness in blood vessels cause damaging pulsatile pressure to enter the brain,” Martens said. “We believe this is one of the reasons we start to develop cognitive issues at an older age because the brain is exposed to increased pressure; that pressure is likely inflicting damage on surrounding brain tissue.”

In Johnson’s Mechanical Neuroimaging Lab, researchers will use high-resolution magnetic resonance elastography (MRE) to determine where brain damage occurs and what specific brain structures may be affected.

“From an MRI perspective, most researchers look at AD and other neurodegenerative diseases like multiple sclerosis with an emphasis on detection in a hospital setting,” Johnson said. “Using highly specialized techniques we’ve developed, we focus on the earlier side and how these changes progress into disease from the neuroscience side, emphasizing prevention.”

Together, they’ll seek to learn whether arterial stiffness causes the kind of cognitive impairment seen in AD or whether the decline is associated with a loss in the integrity of brain tissue.

“If we can prove arterial stiffness is playing a causal role in cognitive aging, that would provide further support for focusing on blood vessel health as an intervention for delaying AD or other forms of dementia versus solely focusing on the brain,” Martens said.

Connect with:

Chris Martens

Associate Professor, Kinesiology & Applied Physiology

Prof. Martens's laboratory is interested in understanding mechanisms by which impaired vascular function contributes to cognitive declines.

Alzheimer's DiseaseAgingClinical TrialsCerebral Blood FlowVascular Aging

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May 8, 2026

4 min

Survey says: Senior leaders are using AI, but they could use more direction

Over the years, study upon study has shown that senior leaders are slower to adapt to new technology – email, the Internet and social media – than younger employees. That’s not necessarily so with AI, according to the University of Delaware’s Saleem Mistry. Mistry, associate professor of management at UD's Alfred Lerner College of Business & Economics, recently conducted a survey of more than 200 university alumni, 75% of which had more than 16 years of professional experience. He found that senior leaders are actively adopting AI to solve their biggest challenges. However, they are doing so largely without structured support or guidance. Here are four findings from Mistry's survey that shows how AI is actually being used at the top. Senior Leaders Are Overwhelmingly Self-Taught Mistry said his most glaring finding is the gap between high AI adoption among senior leaders and the near-total absence of formal corporate support. Although a majority use these tools, they are almost entirely self-taught, which highlights visible opportunity that organizations aren’t really steering the AI conversation for leaders: • High usage. 62% of all senior leaders surveyed use AI tools "regularly" or "occasionally" in their work. • Training gap. Of those users, an overwhelming 80% report their organization provides "Never" or only "Sometimes" (mostly never) adequate training. Mistry said this shows that leaders from VP level down are using tools like ChatGPT and Copilot informally to keep up with heavy workloads, without any real organizational guidance. The stakes are high. In the survey, a vice president of legal was using AI for compliance tasks and a manager of three was using it for performance reviews, both with no formal training. “These are senior leaders handling sensitive work while essentially figuring it out on their own,” Mistry said. There is a clear ladder of AI use Leaders are not using AI randomly. There is a clear progression in how they use it, moving through three levels. • Tier 1 (The Drafters) This is the most common starting point. Leaders use AI to improve writing and communication. They draft emails, shape documents, and refine tone. As one Director of Product put it, it helps him "polish phrasing" and adjust tone and voice. • Tier 2 (The Synthesizers) At this stage, leaders use AI to manage information overload. They summarize meetings, condense documents, and pull together research so they can keep up with large volumes of input. As one leader managing a team of 200 said, "Being a leader requires attention in a variety of areas. AI helps me manage the vast amounts of information I need to consume." • Tier 3 (The Architects) Here, leaders move beyond writing and summarizing. They use AI to automate parts of their work. This includes building agents, creating custom GPTs, or designing tools that track work and performance. One leader managing 300 people said, "It will eliminate half or more of my overhead." Managers and individual contributors use AI for different reasons People managers and individual contributors (IC) are using AI for very different reasons based on their roles. • For people managers, their main challenge is scale. They are overloaded with communication and administration, so they use AI to reduce noise and keep up. They lean heavily on summarization and tone adjustment tools. • For project leads and ICs, their focus is output. They use AI to produce work faster, including drafting content, building decks, writing code, or generating ideas. This difference reflects their jobs. One group is trying to keep up, the other is trying to produce more. It also shows that AI is not a single-use tool. Its value depends on the problem it is being used to solve. This difference reflects their jobs. One group is trying to keep up, the other is trying to produce more. It also shows that AI is not a single-use tool. Its value depends on the problem it is being used to solve. Resistance to AI is mostly intentional Among the 38 percent of leaders who do not use AI, resistance is usually not based on lack of awareness. It falls into three groups: • The Ethical Objectors. Some avoid AI due to concerns about its broader impact. • The Quality Skeptics. Some do not trust the output and feel it is not reliable enough for important work. • The Blocked. Some are not allowed to use AI due to company policy. Mistry concludes that there is a clear overall pattern: Leaders are using AI in practical ways, but mostly without structured support or guidance. “If it feels like you are figuring this out as you go without much help from your organization, that is consistent with what most leaders are experiencing,” Mistry said. To connect directly with Mistry and arrange an interview, visit his profile page and click on the "connect" button. Interested reporters can also email MediaRelations@udel.edu.

May 5, 2026

1 min

Hantavirus cruise ship outbreak: Epidemiologist discusses causes and challenges

A deadly outbreak of hantavirus on a cruise ship currently stuck off Cape Verde, Africa, has put the virus on the national radar for the first time since 1993. University of Delaware epidemiologist Jennifer Horney can talk about the potential for a larger outbreak and the challenges associated with responding to the emergency. There have been nearly 1,000 cases of hantavirus in the U.S. since surveillance began in 1993. That year, an outbreak of the severe respiratory disease in the four corners area of the U.S. Southwest was linked to domestic exposure to rodents, Horney said. Horney can discuss the following points in reference to the Dutch vessel M/V Hondius, which has seen three people die since departing from Argentina on April 1. • The response to this global public health emergency will be challenging given the cuts to U.S. public health and extensive leadership turnover at the Centers for Disease Control and Prevention. • Climate change and global transit likely contributed to the new cases, as rodent populations thrive during certain weather conditions. • When humans inhale rodent feces, urine or saliva, often when dust is aerosolized through cleaning, they can become infected. While symptoms may develop up to two months after exposure, the disease has a mortality rate of up to 50%. To reach Horney directly and arrange an interview, visit her profile and click on the "contact" button. Interested media can also send an email to MediaRelations@udel.edu.

May 6, 2026

2 min

Gritty like his city: How the Philadelphia Flyers' mascot went from punchline to sensation

How did Gritty, the fluffy, orange, menacing whatchamacallit that backs the Philadelphia Flyers, go from a punchline when he was rolled out in 2018 to one of sports' most well-known and beloved mascots? The University of Delaware's Matt Robinson took a shot, and scored, with some answers. Robinson, a professor of sport management at UD's Lerner College of Business & Economics, said Gritty embodies the tough attitude that Philadelphia is known for. Also, some of his bizarre features and personality traits go straight to the heart of the demeanor and history of the Flyers, who are currently battling their way through the NHL playoffs. Those are among the ingredients that go into marketing and launching a successful mascot. Robinson can discuss the following: • Why some mascots take off and others flop. After his launch, Gritty was ridiculed as a concept on late night TV and "Saturday Night Live." But he was still garnering billions of views on social media and millions in earned media for the franchise. The Flyers kept pushing the concept despite its early unpopularity, which led to his eventual success. "Any public relations is good public relations," Robinson said. • Mascots need to be authentic. Gritty embodies the team he represents and the city that team plays in. Robinson noted Philadelphia's "grit" and love of players who play hard, like the Broad Street Bullies – the nasty group of Flyers' players who led the team to two Stanley Cup wins in the 1970s. • The best mascots transcend sports. Robinson pointed to the film and character "Rocky," whose statue sits in the front of the city's Art Museum, as well as the city's reputation as one with a bit of an edge. "We're the ones who threw snowballs at Santa Claus," Robinson said, referring to the infamous 1968 incident when Philadelphia Eagles fans pelted Kris Kringle from the stands. • Players and coaches come and go, but the mascot stays the same. Mascots can be part of ticket sales and community engagement in the offseason, when players may not be in the city or moving to another via free agency. • Mascots offer an attachment point for fans that is not sport related. Kids respond to mascots and, from there, connection with the team, players and the sport can grow. To contact Robinson directly for an interview, visit his profile and click on the "contact" button. Interested reporters can also email MediaRelations@udel.edu.