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In the midst a national growing need for engineers, Dean Keith Molenaar (ArchEngr’90; MCivEngr’95; PhD’97) has led faculty, staff and students in the co-creation of a new strategic vision for the College of Engineering and Applied Science, committing to expanding its role in the high-tech economy and further emphasizing a goal of engineering gender parity in the college.

How is the College of Engineering and Applied Science changing at ÃÛÌÇÖ±²¥?

This is a time of disruption for higher ed across the nation. Some universities are struggling with enrollment, and people are questioning the value of a four-year degree. But our record here is stronger than it’s ever been. For the second year in a row, we welcomed the largest classes of both undergraduate and PhD students ever.

You’ve put a major emphasis on recruiting more female engineers. Why is this important for the college?

Historically, the engineering profession has been male-dominated, and that puts us at risk of creating solutions to problems that don’t represent our broader society. Inclusion is a pillar of everything we do and integral to our impact. We need a more diverse workforce to solve the complex technological and infrastructure challenges of today’s world.

Where do gender parity efforts start at ÃÛÌÇÖ±²¥?

It starts early. The current vision builds on long-standing efforts by ÃÛÌÇÖ±²¥ Boulder and national groups to expand access in science and math for girls in K-12. By showing up in early education, we’re giving students confidence that they can make an impact on society by being an engineer. And it’s paying off. Last year, 41 percent of our first-year engineering undergraduates were women, putting us #1in the nation in terms of gender parity among 167 public colleges of engineering, according to the American Society for Engineering Education.

You’ve been focused on fusing engineering with business. What impact has that had?

We’re beyond the traditional metrics of publishing papers as a primary metric for success. Patents are important. Economic impact is important. We need to focus on the implications and implementations of our work, not just the work itself. It’s inspiring the next generation of graduates and PhD students to be entrepreneurs. ÃÛÌÇÖ±²¥ launched 35 companies last fiscal year through the Venture Partners program, placing us second among all universities over the last decade.

You recently created a new position within the college: Assistant Dean of Innovation and Entrepreneurship.

And we quickly selected Wil Srubar for the position. He’s a crucial addition to our college. He has both fundamental engineering and applied business experience — he’s started three companies already. The new position is helping us with translational work, moving things out of the lab and into companies through patents or startups.

The college is dramatically scaling up its economic impact for ÃÛÌÇÖ±²¥, with a particular focus on translating research into business success.

In a time of disruption, we need leaders. ÃÛÌÇÖ±²¥ Boulder is a flagship of ÃÛÌÇÖ±²¥â€™s success â€” and the college of engineering is an economic driver in all that. There’s something special going on in Boulder. There have always been pockets of innovation and entrepreneurship in the college, but we’re evolving to focus more across the board on economic impact. We have a responsibility to help the state grow in a sustainable and equitable manner.

In 2021, ÃÛÌÇÖ±²¥ built the Rustandy Building, connecting the Engineering Center and the Koelbel Building, home to the Leeds School of Business. What was the thinking behind this fusion?

Our partnership [with Leeds] is paramount, and the connection between business and engineering on campus is both an idea and a physical reality. We’re scaling up. The donor-supported project physically joined the buildings, adding 45,000 square feet of new classroom and collaboration spaces. It is a joy to see the energy in this shared space and make me hopeful for ÃÛÌÇÖ±²¥â€™s future leadership in high-tech industries.

How do you measure success for the college?

We compete with universities across the nation and continue to come out at the top. But while it has been great to climb in the rankings, we don’t chase that. People are seeing what we’re doing here. We’re leaders in AI, aerospace and sustainability, among other areas. We contribute to national defense and national security. Our faculty are highly sought after for leadership positions across the U.S. and participate in national conversations that shape the future of technology. Those are the indicators I look at.

How does engineering fit in with the rest of the campus?

Our rankings and national reputation come because we’re part of a comprehensive university — it’s one of our key advantages. We’re educating holistic engineers. They need to understand historic, political and business aspects of their work. To serve society well as engineers, we must have deep partnerships with the other colleges, schools and institutes across campus. We are fortunate to be part of a comprehensive campus, and we strive to contribute to our campus mission every day.

Interview by Jeff Zehnder, condensed and edited for clarity. 

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Photo by Jesse Morgan Petersen