At more than 870 miles above Earth, this was no ordinary violin recital.

On Sept. 13, 2024, Sarah Gillis (AeroEngr’17) played “Rey’s Theme” from Star Wars: The Force Awakens by legendary composer John Williams — from a . As she played, Gillis firmly pressed her violin to her shoulder with her chin as she floated around the zero-gravity chamber, her hair flowing wildly. 

Gillis’ three astronaut crewmembers filmed the inaugural performance as part of the Polaris Program’s , then transmitted the video to  Earth via Starlink, a laser-based satellite communication. 

Polaris Dawn posted the video,  on X that day as part of a partnership with  and , which supports American music education programs. The video included Gillis’ performance and clips from orchestras playing the same piece in Los Angeles, Boston, Haiti, Sweden, Brazil, Uganda and Venezuela. 

“The whole music moment was meant to inspire and show what’s possible when you can bring the world together,” Gillis said in an interview two months after returning to Earth. 

“The whole music moment was meant to inspire and show what’s possible when you can bring the world together.”

Gillis reflected on the months of preparation for the performance, which included having engineers completely reconstruct her violin to survive the harsh space environment, and meeting Williams himself at the Los Angeles recording session. 

“That was probably more stressful than actually going to space, if I’m completely honest,” said Gillis, who does not play violin professionally. “I was so nervous that he would show up and say, ‘No, you don’t have the rights to use this anymore.’ And instead he was so kind and supportive.”

From Training Astronauts to Becoming One

Gillis first gained interest in space as a high school student at Boulder’s Shining Mountain Waldorf School, where she attended a CU Boulder space for nonmajors course with her brother David Levine (FilmSt, Hist’13) and met former CU instructor and NASA astronaut . Tanner helped Gillis with a space-related project she had for school, and he encouraged her to consider engineering at CU Boulder. 

“He really planted that seed,” she said. “I honestly don’t know that I would’ve considered engineering if that hadn’t happened.” 

After Gillis returned to Earth, Tanner — who flew on four NASA space shuttle flights from 1994 to 2006 — was eager to swap space stories with her. 

“Being a friend to Sarah was perhaps my greatest joy during my eight years at CU,” said Tanner. “I may have helped open a few doors for her, but she made everything happen. I couldn’t be more proud of her, even if she were my own daughter.” 

During her junior year at CU, Gillis took an internship at  that lasted more than two years. She helped develop and test displays and interfaces on the interior of the company’s Dragon spacecraft, the first private spacecraft to take humans to and from the .

“I got to see some of those design decisions in space on my mission,” she said. She joined SpaceX full time in August 2017 as a space operations engineer, training astronauts on the interfaces she’d already worked on. 

Several years later, her boss called a surprise meeting with her. Jared Isaacman, Polaris Dawn’s mission commander, was there to invite her to become part of the crew as a mission specialist, joining himself, Scott Poteet (mission pilot) and Anna Menon (medical officer and mission specialist). 

“My response was, ‘Hell yes, but I’ll need to talk to some people first,” she said. “I immediately walked out of the room and straight downstairs to my husband, who worked at SpaceX with me. He had his headphones on at his desk. I tapped him on the shoulder and said, ‘I need to talk to you.’ … It was very special to share that exciting news.”

Five Record-Breaking Days

Two and a half years later, on Sept. 10, 2024, SpaceX’s Falcon 9 rocket launched the crew aboard a Dragon spacecraft from NASA’s Kennedy Space Center in Florida. One of the crew’s main objectives on the mission was to conduct research to help better understand the human effects of space flight and space radiation. This included the first spacewalk from Dragon.

On the third day of the mission, Gillis and Isaacman exited the spacecraft in SpaceX’s newly designed and developed extravehicular activity spacesuits. For 10 minutes, she tested different components of the suit and became, at 30 years old, the youngest astronaut to complete a spacewalk. 

When asked to describe the feat in one word, she settled on “dark.” 

“I was emerging into the total blackness of space. It’s this immense void where you realize how close to Earth we are and how much is still left to explore out there, but it’s also this overwhelming dark blanket that is surrounding you.” 

"It’s this immense void where you realize how close to Earth we are and how much is still left to explore out there."

The next day was her violin performance, which was planned to test the connectivity of SpaceX’s Starlink laser-based internet from space. The data may help improve communications for future missions to the Moon and Mars. 

The crew also conducted other experiments — including gathering data on space radiation — that could help advance human health for future long-duration space flights. 

Gillis noted one surprising aspect of being in space she hadn’t prepared for: how easily things got lost without the presence of gravity. 

“It was always a constant treasure hunt of, ‘Has anybody seen this? Has anybody seen that?’” she said, adding that a missing camera SD card was found in the spacecraft weeks after landing. “You’d stick something with Velcro, then turn around and it would be gone.” 

The historic mission lasted five days and ended with a successful splashdown off the coast of Florida. 

“I hope that it is inspiring to people to see what the future of human spaceflight could be and where we’re going — that it is a possibility that more and more people are going to go to space.”

“I hope that it is inspiring to people to see what the future of human spaceflight could be and where we’re going — that it is a possibility that more and more people are going to go to space,” Gillis said.

The Next Step 

Gillis’ husband, Lewis Gillis (Aero Engr’17; MS’17), formerly a SpaceX senior propulsion engineer, reflected on his wife’s extraordinary career to date when the couple visited campus this past November. 

“With some curiosity and passion and connecting to all the humans around her, Sarah’s made it quite a long way,” he said. “I’m excited to see what she builds next and who she meets along the way.” 

Gillis said she would reconsider another spaceflight if given the opportunity, but she is eager for others to experience space first. She remains in her astronaut training position at SpaceX. 

Reflecting on her historic mission, she said: “I think the more people we can get into space to see the world from that perspective, the better off humanity will be.

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Photo by Glenn Asakawa; Polaris Dawn Crew (violin)

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A principal at , a boutique public relations agency specializing in higher education (higher ed), Teresa Valerio Parrot (Comm, EPOBio’97; MPubAd’03) is known as the agency’s “president whisperer” for her ability to help senior administrators translate their expertise into sharable insights (think: blogs, podcasts and other media formats). Valerio Parrot also co-hosts the and is the founding co-editor and a contributor to the blog  

What are some of the biggest issues higher ed is facing? 

Higher education is critiqued for being too elite, expensive and out of touch — but these criticisms boil down to an education being too far separated from someone else’s current experience, reality or memory. When I talk to people about their own experiences of college, I almost exclusively hear stories about how a degree positively changed someone’s life.

If you could communicate one thing to institutions, what would it be?

I would encourage institutions to own their excellence and stop trying to be like everyone else. Each institution has its own sparkle, and they often lose what makes them unique when they try to be like everyone else. Mimicry is where institutions go to die. 

You’ve been called a ‘higher ed truth teller.’ What does that mean? 

It is easy for leaders to surround themselves with those who tell them what they want to hear. I tell presidents and boards what the moment requires and what it demands from a leadership response — which means telling the truth. It’s never the easy route, but it’s the appreciated approach.

Why does higher ed matter today?  

Higher education provides opportunities. Degrees and institutions make a difference in graduates’ lives, create economic impact in their communities and directly benefit society through research.

How did your time studying and working at CU shape your career?

I majored in just about everything CU had to offer before settling on communications and public relations, and I’m so thankful this is where I landed. This field has allowed me to travel the world, specialize in higher education and launch my own business. Through the university, I have been fortunate enough to learn from and have access to phenomenal leaders, mentors and communicators who invested in me as a professional and human being. I’m forever grateful to CU and the Presidents Leadership Class for seeing my potential and investing in me as a professional.

Sko Buffs!

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What do you want people to understand about sustainability?

Sustainability is the most pressing issue facing humankind in the 21st century. We need to ensure that human life continues on the planet in a manner that gives everyone the opportunity for a life worth living. There is a misconception that sustainability is a STEM (science, technology, engineering and math) issue — that it’s a problem for scientists and engineers to solve. But sustainability is a human challenge. Our failure or success will affect each of us, and we must work together across disciplines to implement solutions.

CU Boulder will soon welcome its first vice chancellor for sustainability. How will this position influence future campus efforts?

I am thrilled that we’ve hired Andrew Mayock, chief sustainability officer for the federal government since 2021, as our inaugural vice chancellor for sustainability. I’ve charged Andrew with advancing CU Boulder’s reputation for bringing climate solutions to life. As the “face of sustainability” for our campus, he will take an inclusive and interdisciplinary approach to build on our legacy and make CU Boulder a household name for sustainability impact across Colorado, the United States and around the globe. I know he is eager to get started!

How can alumni and friends of CU Boulder get involved in sustainability efforts? 

We’re always looking for partners who are willing to share their insights, time and financial support to advance CU Boulder’s vision and support our incredible sustainability-focused research and teaching. You also can be an ambassador for CU Boulder in your own communities — tell your friends, neighbors and prospective students about what we’re doing in sustainability! Explore how you can minimize your carbon footprint and address issues of concern in your own cities. If you are an employer, you can also engage with CU Boulder on implementing climate action strategies in your company or workplace.

In five or 10 years, what evidence will show that CU Boulder has advanced in sustainability?

As a campus, we will pursue some “quick wins,” while also working on priorities that take more time and effort. I want to see CU Boulder lead the charge in making Colorado the most sustainable state in the nation. In the coming years, we’ll aim to advance both climate education and the implementation of solutions across the United States and beyond, transforming the way higher education drives sustainability.

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Admiral Stephen T. “Web” Koehler (Phys’86) has dedicated his life to the U.S. Navy. Inspired by his father’s career as a Navy pilot, Koehler began his own career in naval aviation upon graduating from CU, where he was commissioned through the Naval Reserve Officer Training Corps (NROTC). After nearly 40 years as a naval aviator, he assumed command of the U.S. Pacific Fleet in April 2024.

How did your education at CU Boulder prepare you for a career in the Navy?

My studies in physics made me a more competitive recruit when I joined the CU Navy ROTC. This was especially beneficial when I attended the Navy’s Nuclear Power School later in my career, ultimately enabling me to command a nuclear-powered aircraft carrier.

What leadership principles do you prioritize when commanding a team, both in combat and in peacetime?

Whether in war or peace, operating well requires every individual to maintain a constant pursuit of excellence and a mastery of their area of expertise. A highly skilled team is able to make the extremely difficult look routine. Cooperation and teamwork are non-negotiable standards in any mission.

Reflecting on your roles in major operations, such as Operation Desert Storm, Southern Watch and Iraqi Freedom, what do you want the next generation of military leaders to know?

Every generation of leaders faces new challenges. Our success, however, depends on compassion, care, standards and true leadership of those who work for and with you. Only with a shared understanding of service and a common purpose will you succeed as a team.

What do you see as the biggest challenges for the U.S. Navy in the coming years?

Since the end of World War II, the U.S. Navy has preserved and promoted a rules-based international order with relative peace and prosperity. In the years ahead, we must continue to strengthen our ability to maintain this peace and prosperity with cutting-edge technologies, the innovation of our warfighters, and enduring coordination with our allies and partners — and we always do so with honor, courage and commitment.

Can you share your favorite memory from your time at CU Boulder?

It is hard to pick a single memory. It varies from hiking and climbing in Chautauqua Park and Eldorado Canyon to the CU football win over Nebraska in the fall of 1986. I still remember that win, because there is nothing like the taste of victory.

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Chancellor Justin Schwartz spoke with Coloradan editor Maria Kuntz about innovation, inclusion, sustainability and philanthropy as keys to CU’s future. 

You said the chancellor position is exactly what you were looking for. Can you say more about that?

CU’s emphasis on sustainability, inclusivity and innovation struck such a deep chord. These are things I’ve been working with at every stage of my career. There was such a strong, clear commitment to create a meaningful impact. I thought, “This is what’s important to me. This is what I want for the next stage of my career.”

 that you’ve spent your entire career in large, state universities because it’s most meaningful to you. What is meaningful to you about the missions of these institutions?

Large, state universities were created to democratize access to information and give opportunities to all citizens. They are meant to advance individuals for their self-betterment and also to create knowledge for the betterment of others.

So they’re empowered to discover, not just learn from what has been discovered?

Yes. We’re not teaching people what to think so much as how to think. Higher education has to be creative — it’s about fueling a different kind of conversation that leads to something new.

You’ve recently launched a search for a new position: Vice Chancellor of Sustainability. Can you paint a picture of where CU will be in two, five and 10 years regarding sustainability?

Our goal is to advance an integrated, holistic view of sustainability across campus internally and externally so that our students, researchers and campus can have even more impact. This means putting sustainability into our curriculum and programs and asking: What does society need graduates to know and do to advance sustainability? How do we activate that knowledge? Ten years from now, I’d like the world to say, “Wow. CU Boulder was the one who helped bring together all these constituents across the country and around the globe to address the issue.”

You’re an engineer, inventor and entrepreneur. How do these identities and experiences inform your approach as chancellor?

This is a very innovative and entrepreneurial campus. Sometimes, in academia, we can be hesitant and conservative to try new things — but I want us to remember that it’s OK to fail. Many attempts at innovation don’t work the first time. For the best outcome, you probably have to experiment and experience a few false starts before you strike gold. 

You’re open about your dedication to creating greater inclusion and belonging on campus. What are some of the next steps to growing and developing these areas as an institution and a community?

It’s a challenge of both culture and numbers. At many institutions, resources are poured into building numbers. However, what’s often missed is the slow, hard work of building the culture and sense of belonging needed to support those who are being invited in. Without that, inclusion doesn’t work.

We also need to reinforce the idea that inclusivity is truly including all. As a community of scholars, we should be dedicated to appreciating and giving credence to all views — which means all voices must be present and invited to speak.

I’ve heard you talk about life-work balance. What does that mean to you?

I appreciate that you said life-work balance. I tell my staff that I want them to look forward to the weekend, and I want them to look forward to Monday. I don’t want them to miss a moment with their loved ones because there’s something at work they have to do. There’s always a way around that. I have my daughter’s volleyball camp on my calendar. I want to make sure we are present where we are and that we all are where we really want to be.

You’ve been an avid triathlete for a few years, and I’ve seen your Instagram photos on area trails. Any favorite places to get outside?

There are so many great trails. I usually start on the Enchanted Mesa, then go around McClintock and the Mesa Trail. And there are so many more to explore.

You’ve jumped right into  Why is this important for CU’s future, and how can people support the university?

Beyond donations, spread the word. It’s important because we have a critically important mission to Colorado, to the country, to our students and to the world. We have too many students who would become Forever Buffs but for lack of funding. I don’t want students who belong at CU Boulder to not graduate because of finances. We also have amazing faculty doing incredible work, and breakthroughs rely on funding.

The other thing is the importance of alumni philanthropy. I want Forever Buffs to feel deeply and permanently connected to the campus. Some of the best moments in philanthropy are the connections between donors and beneficiaries. Sometimes, the stories bring tears.

You look touched. Something touched your heart just now, if you’ll share it.

I recently had a conversation with a student whose parents were well-educated, but their degrees were not recognized in the U.S. They each worked two jobs so that their two daughters could go to college, but only had money to send one to college.

However, the older daughter received a scholarship to study computer science, and the resources that were supposed to go to her went to her sister. So they both went to school.

That shows the value — that cascade effect of philanthropy. This story happens over and over again, every week.

When I talk about Forever Buffs being permanently connected with CU, it’s about remembering what got them where they are today. I’ve met so many successful alums who say: “I grew up low [socioeconomic status], and I wouldn’t be where I am in life if it weren’t for CU Boulder.” 

It’s crucial to help alumni remember what it was like to be at the beginning of their journey. And that moment, when they see the impact of passing it on, is profound. 

How do you envision continuing to build strong ties with communities across Colorado?

We are Colorado’s flagship institution. That means we’re the ship with the flag up high so that others can follow. CU needs to be more proactive in bringing CU Boulder across the state. We need to connect with and understand Colorado’s communities. And we need to partner with more institutions across the state and get more Coloradans excited to be CU Boulder students, alumni and supporters. 

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Photos by Glenn Asakawa

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Taylor Simpson (Fin’25) is . While she calls the plays and touches the ball on nearly every point, Simpson says she is only one of “19 leaders on the team,” and that life after graduation might have to include some volleyball.

As a senior, how do you lead and mentor your teammates?

Communication is key. We have a high standard of holding each other accountable, whether it’s something we want to celebrate or something to improve. We have 19 leaders on the team — a freshman or sophomore can hold a senior accountable. Leadership is cyclical. We’re all kind of leaders, all with different roles and strengths.

Off the court, what helps the team to gel together?

We like to spend as much time together off the court as possible. We eat every meal together — seriously, I’ve eaten every meal in the last three years with my teammates. We appreciate each other as friends, whether that’s hanging out, going to the pool, watching a movie, whatever.

What stands out to you about this year’s team?

We are so close. We have 19 girls who are best friends, and that’s hard to come by. We have a lot of fun. We’re here to work, but we don’t forget our personalities. Last spring, our head coach Jesse Mahoney started “task Tuesdays.” We would get a paper with three tasks on it. Two would be volleyball related and one would be funny. One time, the third task was “Start dancing after you get a kill.” That stuff helps the team stay close.

Why did you choose CU Boulder?

An initial reason was CU being in the Pac-12, because I grew up on the West Coast. But honestly, I could totally see myself here when I came to visit. It’s so beautiful. Plus, the team culture has made it a home away from home. And now, with the move to the Big 12, I am excited to see new places. The conference switch has been great for the university.

What is something you’ve learned from coach Mahoney?

It’s hard to pick one. Coach Jesse is one of the most patient people I’ve met. Being patient is something that I’ve struggled with. He’s calm and collected. That attitude reflects onto the players. That’s helped me a lot in games when I’m frustrated or not playing my best.

How does the setter position work?

People compare the setter to a football quarterback. You run the court. You’re the one controlling everything. Ideally, you touch the ball every play. I find the best hitters to set the ball to and hope we can get a kill.

How do you communicate plays to your teammates?

My coaches pretty much give me free rein with play calls. We have about 20 plays, each with a different hand signal. I call them before serving. If it’s a chaotic situation, the hitters adjust to something simpler. We also watch a lot of film on our opponents — if they’re weak at blocking on the outside, we’ll set the outside as much as possible. Same if we see weaknesses in other areas.

In a match, you might have to set the ball up to 100 times. What kind of training program do you follow to sustain your health and strength?

We’re doing strength, cardio, circuits, power lifts, jumping. Working all parts of our bodies helps keep us in top condition. Nothing is getting too stiff. Nothing is getting weak. Communication with our trainers is so important. If I do something 100 times and it feels off once, I’m communicating that. Recovery and treatment are key as well.

What is your favorite part about playing volleyball?

I love the sport. It’s awesome how rapidly it’s growing. I met all my best friends through volleyball. I’m so grateful for this opportunity. I started playing when I was 9, and it’s hard to imagine my life without it.

How does your team maintain such positive energy on the court?

Staying positive and supportive is one of the hardest skills to learn, even though it’s not physical. It’s something a lot of us have worked on. We do team workshops with our sports psychology staff to learn how to be better teammates. We are truly a family. These are my sisters. We want the best for each other.

What do you like to do off the court?

I love the ocean. The beach is my escape, my happy place. And I love to laugh with friends. It’s super important to joke and have fun.

Do you have plans for after graduation?

I have a wealth management internship. I’ll be taking exams once I graduate to get my financial planner license and my financial advisor license, along with a few others. Right now, that’s my plan. But I could see more volleyball in my future. I don’t know if I’ll be ready to give it up. Ask me in six months.

Interview by Andrew Daigle

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In the months leading up to my retirement as chancellor of CU Boulder, I’ve had many occasions for retrospection.

The past 15 years leading this incredible campus have been among the most meaningful of my professional career. We have doubled our total research funding, awarded roughly 117,000 degrees, survived a global pandemic and made incredible strides in equity, innovation, athletics, sustainability, town-gown relationships and so much more. I leave this position confident about the state of the campus and optimistic for its future.

When I consider my background — a first-generation college student from a small steel town in Ohio — it’s easy to feel like I arrived here through happenstance.

But what I’ve come to realize over my 50-year career at CU Boulder is that leadership is within each of us. Whether in higher education, business, government or community organizations, leadership is a daily practice that requires courage, compassion, discipline, flexibility and humility. If we’re fortunate, it’s a journey that we continue every day of our lives.

Throughout my career, I’ve been inspired by those who made a commitment to self-improvement and ethical leadership throughout their lives — people like Abraham Lincoln, Malala Yousafzai and the Dalai Lama.

This spring, I had the honor of meeting His Holiness the Dalai Lama during a visit to Dharamshala, India, with the Renée Crown Wellness Institute and the Leeds School of Business. I traveled with students and young alumni in the Dalai Lama Fellows Program, a unique one-year fellowship that supports emerging social change-makers.

Through inspirational conversations, the Dalai Lama shared how compassion, connection and contemplation can break through societal barriers to create a more just and benevolent world.

At this stage of my life and career, I can think of no place more valuable to focus my attention than on developing compassion and ethics among the next generation of leaders. I’m excited to do that through my new role with the CU Boulder Center for Leadership starting this summer.

As the Dalai Lama reminded us, our world needs leaders of character who will bring integrity, intellect, empathy and open-mindedness to every challenge we face as a society.May we all embrace and embody those characteristics in our lifelong practice of leadership.

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This summer, we examine powerful leadership skills: empathy, humility and emotional intelligence. I’d like to add one to that list — kindness. A few years back I found my favorite T-shirt: it’s charcoal gray with simple white lettering that reads, “kindness is magic.”

Kindness takes many forms: asking about someone’s day, giving the benefit of the doubt or offering help. In a bustling world, even a little can leave a lasting impact. I vividly remember a moment when a supervisor shared tough feedback with me. They communicated with kindness — enabling me to soak up their gift. I’ve never forgotten it.

This issue is packed with leaders who display kindness alongside strength and tenacity. Read about Philip P. DiStefano’s 15-year tenure as chancellor and enjoy other inspiring alumni profiles, including Ally Chapel, founder of jazz group Brass Queens, cycling legend Sepp Kuss, and chef and entrepreneur Bruce Bromberg. 

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Reality TV shows often depict chefs as cruel, heartless tyrants, willing to make their staff cry in pursuit of the perfect bite. But it doesn’t have to be this way. Just ask Bruce Bromberg (Anth’88). For the last three decades, he’s led a team of extraordinarily loyal staffers at Blue Ribbon Restaurants, the growing restaurant group he co-founded with his older brother Eric Bromberg in 1992. 

Blue Ribbon started with one intimate eatery at the edge of New York City’s SoHo neighborhood. Since then, the company has expanded into different concepts — from sushi to bowling — and opened more than 20 locations nationwide.

Through it all, intentional leadership has been paramount to the team’s success.

“We wanted to create an environment where people flourished and wanted to come to work and wanted to learn, not just punch the clock,” said Bromberg. “We found that once we had that environment in place, everyone excelled.”

The results speak for themselves. Diners keep coming back to Blue Ribbon night after night — and so do its employees. Eleven of the 14 staffers who worked the restaurant’s opening night are still with the company more than 30 years later. Now, they’re all part-owners, too.

“[Eric and I] both worked in France in very oppressive and abusive kitchens,” said Bromberg. “They exist in America, they exist everywhere. But it was the last thing we wanted to have happen in our kitchens. There’s a better way.”

Bromberg’s own culinary journey started in his hometown of Morristown, New Jersey, where he grew up in a “very food-centric household.”

“Whether it was my grandmother and her traditional cooking or my father’s obsession with everything French, food was a really strong element in our childhood,” he said. “My father had a home in the south of France, and we would travel there in the summer and he would take us on day trips to every restaurant he could think of.”

Though many of his peers attended East Coast colleges and universities, Bromberg decided to head west. He enrolled at CU Boulder and majored in anthropology. When he graduated in 1988, he didn’t know exactly what he wanted to do next — only that he didn’t want a desk job — so he moved back to the East Coast. His brother, meanwhile, had studied at Le Cordon Bleu, the famed cooking school in Paris, and was running a restaurant in the Hamptons. 

One evening, a chef where his brother was working called in sick, so Bromberg offered to pitch in and help. 

“That was really it,” Bromberg said. “I spent that first night in the kitchen with Eric and was instantly enamored by the whole process.” 

Bromberg followed his brother’s footsteps and headed to France to study at Le Cordon Bleu. When he returned, they went into business together and opened the first Blue Ribbon, a 48-seat “little hole in the wall,” he said. The name is a nod to their culinary training: Le Cordon Bleu means “the blue ribbon” in French.

The eatery was an overnight success, partly because it was open until 4 a.m. each day, attracting musicians, chefs, servers and other people who worked in hospitality and entertainment. The food, of course, was also a big draw. 

Over 30 years later, Blue Ribbon’s sweeping success has only bolstered the brothers’ commitment to their people-first leadership approach. 

“As a chef, I am a teacher. I’m constantly teaching. You have to be patient and respect every single individual in your environment until the last moment.” 

For more information on Blue Ribbon Restaurants visit .

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Chancellor Phil DiStefano has always had a passion for education. As an undergraduate at Ohio State, he spent summers shoveling asphalt in his hometown of Steubenville, Ohio — where many of his fellow workers had elementary-level literacy. During lunch, DiStefano would break out the newspaper, offering reading lessons to his peers. “They liked sports, so I brought the sports section,” he said.

In 1960s Steubenville, young men typically found work in local steel mills — but CU Boulder’s 11th chancellor chose a different path, becoming the first in his family to attend college. From that summer job on the paving crew, he went on to earn the first of three degrees at The Ohio State University and began his career as a high school teacher in Wintersville, Ohio. As a new teacher, he quickly learned the town culture — no tests or homework on the first day of hunting season. When the town fire alarm blared, the students got up to leave. They were all volunteer firefighters.

DiStefano learned to respect the culture and read the room. It was the beginning of his evolution as a quiet and unpretentious leader, an approach that has guided him throughout his CU career as an educator, dean, provost and chancellor. 

In DiStefano’s term at CU Boulder, the university has grown from a 20,000-student regional teaching campus to a 37,000-student research and learning powerhouse —  a world leader in climate, health, quantum science, engineering and physics, to name a few.

As chancellor, he’s seen the campus through record fundraising and the doubling of research grants. He’s championed diversity and inclusion. Last academic year, half of the first-year students are women and a third are students of color. Applications for this fall’s class reached a record high.

DiStefano believes higher education is about more than career preparation and earnings. “It has the benefit of producing civil leaders who support and sustain a diverse democracy,” he said. 

Now, as he prepares for this next transition, he reflects on the disciplines that have guided him throughout his career: listening carefully, learning from the community and practicing self-reflection. 

As chancellor, he has worked with stakeholders at every university level and partnered with industry, business and community leaders. He’s advocated for CU in the legislature and on the national stage and has connected with people of all ages, demographics, interests and agendas. 

But it hasn’t always been smooth sailing. Navigating the pandemic, rallying the campus through the devastating flood of 2013, and guiding CU through free speech issues — these moments kept him up at night.

In the fall of 2020, after much consultation with his leadership team, Chancellor DiStefano decided to open CU Boulder’s campus for in-person learning. Three months later, he reversed the decision as COVID cases spiked. “It was the wrong decision and the one I regret the most,” reflects DiStefano four years later. “We learned a lot from our mistakes during that time.” 

It is a reminder that leadership carries hard lessons, even in the final quarter of a 15-year chancellorship — the longest in CU Boulder history.

DiStefano will draw upon those lessons to uplift future leaders in his new role as senior executive director at the Center for Leadership, a multidisciplinary program preparing tomorrow’s leaders to address complex issues. This July, he returns to the School of Education faculty where he began his CU career in 1974. 

“What I want to be remembered for is that the decisions I made were always in the best interests of the university, never personal,” DiStefano says. “I want the campus to be better than when I started — high-quality education for students, research improving the lives of more people, and creating a better world through our teaching, research and service.” 

Chancellor Phil DiStefano has spent 50 years on campus; Here’s what he’s seen over the years.

• 1974: DiStefano joins CU Boulder as assistant professor in the School of Education, embarking on his 50-year career on campus. 

• 1976: CU Boulder establishes the nation's first student-led campus recycling program, foretelling CU's national leadership in sustainability. 

• 1986: DiStefano begins his 10-year appointment as dean of the School of Education. He later became the campus’s first provost and executive vice chancellor. 

• 2008: Folsom Field becomes first zero-waste football stadium, igniting a nationwide stadium sustainability trend. 

• 2009: DiStefano appointed chancellor on May 5, the beginning of a 15-year tenure as the campus’s longest-serving chancellor.

• 2012: CU wins fifth Nobel Prize, all in a 23-year stretch: four in physics, one in chemistry.

• 2013: Historic flood closes campus and roads: 515 people evacuated, 120 buildings damaged, rare art collections and valuable research saved.

• 2016: CU Boulder Tuition Guarantee launches, allowing students and families to accurately predict the total, four-year cost of attendance.

• 2021: Annexation of CU Boulder South to protect lives and property through flood mitigation, creating newly designated open space and providing new housing to relieve pressure on the Boulder community. 

• 2023: Groundbreaking of an on-campus conference center and hotel, the result of years of collaboration between the city and university to strengthen the campus-community connection. 

• Today: Record-high retention and graduation rates, donor and research funding; largest and most diverse incoming class.

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Photos courtesy Hertiage Center, Casey A. Cass, Glen Asakawa, Coal Creek Fire Rescue

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