Turn AI disruption, financial pressure, and scrutiny into institutional strength that outlasts your tenure.
Solution
Purpose-built strategies for the unique challenges facing colleges and universities
Improve employment outcomes and strengthen rankings—without waiting on curriculum reform.
Equip your faculty with the confidence to leverage AI for increased efficiency and impact.
Astute and incisive market-facing intelligence coaching for values-aligned and visionary leadership teams.
Aligning policies and practices with your institution’s stated values, so accountability applies to everyone.
Universities face pressure from trustees, alumni, regulators, students, and the market all at once. We help leadership teams respond with clarity and integrity.
A university faced growing concern that graduates were underprepared for an AI-shaped labor market. Internal data on placement and outcomes existed, but signals from employers, students, and public discourse were inconsistent and difficult to interpret. Leadership needed to respond without overcommitting to trends or misreading the magnitude of the issue.
Better2Thirds integrated institutional data with external labor market and discourse signals to isolate where underemployment risk was real, where it was overstated, and how expectations around AI capability were evolving across primary employers and former recruiters.
Leadership aligned on a targeted response that addressed specific capability gaps and market expectations, without undertaking broad, slow curriculum changes or reacting to short-term pressure.
The institution improved alignment between graduate capabilities and employer expectations, strengthened placement outcomes, and demonstrated a credible, measured response to AI-driven labor market shifts. Placement timeline decreased by 3-weeks and starting salaries across all majors increased 12% above inflation.
Schedule a consultation to discuss how we can help your university navigate complexity with confidence.
FAQs & Clarity
When the stakes are high, clarity matters. These answers address how we work, when to engage, and what to expect from a data-driven partnership.
This work is designed for decision-makers operating in complex, high-stakes environments, where the right answer is not obvious, the consequences are real, and, while both are important, judgment matters more than speed.
Most clients are senior leaders, founders, executives, or leadership teams facing moments of urgent upskilling, organizational tension, or uncertainty, moral or strategic trade-offs with reputational risks.
People typically reach out when they sense that how they decide matters as much as what they decide.
Common moments include:
This work is most effective when there is enough pressure to matter—but not so much urgency that reflection is impossible.
Engagements typically begin with an assessment of the situation.
This initial phase focuses on understanding the moment that matters—clarifying stakes, constraints, trade-offs, and decision ownership. From there, we determine what kind of structure, support, or involvement is appropriate.
In some cases, the assessment itself is the engagement.
In others, it becomes the foundation for deeper coaching or consulting work, including:
There is no fixed template. The structure emerges from the decision context, not from a pre-set methodology.
Clients typically report:
The outcome is not just a plan or recommendation.
It is a measurable shift in how decisions are made during and after the engagement.
Both.
Some engagements focus on a single leader operating under pressure.
Others involve senior teams or organizations navigating consequential decisions together.
Still others incorporate leadership teams and their direct reports, addressing gaps between curriculum and workforce development.
The common thread is not the format—it is the presence of stakes, uncertainty, and responsibility.
This work is not a fit when:
Discernment requires ownership. Without that, the work cannot succeed.
Care, discretion, and ethical clarity are central to our work.
Engagements often involve:
The work is conducted with clear boundaries, explicit alignment, and respect for institutional and human realities. Trust is not assumed; it is built through judgment and restraint. We also require nondisclosure agreements.
The first step is a focused conversation to assess whether the moment—and the fit—are right.
This is not a sales call.
It is a mutual evaluation of readiness, stakes, and alignment.
If the work makes sense, we define scope and next steps.
If it does not, clarity is still the outcome.
