Dr. Jeremy Hosein

“Modernizing higher education requires breaking down silos between universities, government, industry, and non-profits. The greatest opportunity lies in partnerships that align academic research with regional economic priorities such as agricultural technology, natural resource conservation and management, rural healthcare, and more.

By partnering directly with private enterprise and non-profit organizations, we can embed paid apprenticeships and internships directly into degree programs. This reduces the financial burden on students while ensuring they graduate with practical, career-ready skills.

Furthermore, we should engage philanthropic partners and business leaders to build an “NIL for Academics,” using joint investments to recruit top-tier faculty, student scholars, and world-class researchers. Shared investments in research infrastructure and tech transfer will accelerate commercial startups, keep patents local, and drive regional job growth.

Finally, state government and non-profit partnerships can expand K-12 STEM outreach, creating clear pathways for young learners into higher education. Together, these cross-sector collaborations ensure public universities deliver measurable value, keep talent in our state, and solve our biggest real-world challenges.”

KEYWORDS: affordability, fiscal responsibility, experience

“Research universities are the engines of economic development, scientific discovery, and workforce readiness. My approach to funding and oversight focuses on fiscal responsibility, structural efficiency, and value-driven advocacy.

Through these investments, my goal is to drive research excellence, including goals like rejoining the Association of American Universities, while remaining grounded in our land-grant mission. We will target research that solves real-world challenges, such as advancing agricultural technology, expanding healthcare and legal access, among others. Crucially, we will integrate research with workforce needs through industry partnerships and apprenticeships, ensuring every student is AI-ready and equipped to launch high-value careers that grow our regional economy. I also hope to deliver a long-term vision for our university, much like Missouri is doing with their proposal for a new nuclear research reactor. I believe Nebraska could be home to a quantum computer, helping to tackle challenges from 3D protein modeling for drug discovery, cybersecurity with our partnerships at StratCom, and more. We need to dream big to find our next inflection point.”

KEYWORDS: affordability, fiscal responsibility, experience

“I believe the University of Nebraska must be managed with fiscal discipline while recognizing that its mission extends beyond that of a business. As a land-grant institution, NU must meet Nebraska’s critical and strategic needs. I opposed cuts to meteorology, for example, given our state’s exposure to severe weather and reliance on agriculture. To strengthen long-term financial sustainability, we should consolidate administrative leadership, reduce overhead, and break down departmental silos to prioritize collaboration, interdisciplinary learning, educators, researchers, and students. Transparent and shared governance and responsible university executive compensation can build public trust and strengthen state and federal support. Finally, we should leverage private philanthropy to create an “NIL for Academics,” attracting exceptional faculty, researchers, and student scholars to Nebraska. Strengthening the partnership between athletics and academics would allow donors to academics to meaningfully participate in athletic benefits, much like the Vanderbilt model. We cannot allow academics to atrophy while the athletic enterprise thrives. We are one university, and we rise and fall together.”

KEYWORDS: affordability, fiscal responsibility, experience

“Although many of these decisions are made at the federal level, a Regent can play an important role in advocating for the University of Nebraska through our congressional delegation. My experience working in Congress, the Nebraska State Capitol, and the White House has taught me the value of building relationships across all levels of government to address complex challenges. I would bring this collaborative, “whole-of-government” approach to advancing NU’s priorities. I also see opportunities to strengthen these partnerships through state trade missions, connecting the university’s research, talent, and innovation with national and international opportunities.”

KEYWORDS: affordability, fiscal responsibility, experience

“Making STEM education more affordable requires practical solutions that reduce student debt while preparing graduates to meet Nebraska’s workforce needs.

First, we should streamline the transfer of community college credits and recognize relevant industry certifications and technical experience. This would reduce the cost of education at NU. Additionally, we should lower the cost of online learning with flexible scheduling to attract nontraditional students such as career changers, military veterans, and full-time working parents. With the enrollment cliff approaching, we need creative thinking and new ideas to expand enrollment and grow the NU brand across the country (and world).

As previously mentioned, partnering with Nebraska businesses to expand paid apprenticeships and internships that integrate real-world experience into STEM curricula creates a workforce pipeline and can also reduce the financial burden of students..

My “NIL for Academics” plan would tie philanthropy to attract and retain exceptional students through scholarships. I believe this could be coupled with expanding loan repayment assistance for graduates who commit to working in Nebraska in critical fields and locations across the state like we do in healthcare.”

KEYWORDS: affordability, fiscal responsibility, experience