Randall Sansom

I find what’s broken in higher education, go back to what it was supposed to accomplish, and rebuild it from there.

C-suite higher education executive. First-principles operator. Builder of programs, teams, and institutions that produce career outcomes for students who need them most.


Most of my career happened before I had a plan for it.

I came up through kitchens. Spent years as an executive chef and food & beverage director running operations across multiple properties. The work was demanding and immediate and I loved it. But the thing that kept showing up in every success I had wasn’t a recipe or a system. It was a person. Someone I’d worked alongside, mentored, and promoted into a role they didn’t know they were ready for. Eventually I realized the part of the job I was best at wasn’t running kitchens. It was building the people who would run them next.

So I went into teaching. I taught at several culinary schools while going back to school myself to finish a degree. That’s where I took my first online classes and saw two things at once: enormous potential and terrible execution. The technology existed to reach students who would never set foot on a traditional campus. But almost nobody was deploying it well. That gap became an obsession. My business capstone project was a blueprint for an online culinary school. A couple of years later, I partnered with Auguste Escoffier to actually build it.

Everyone in the industry said you couldn’t teach cooking online. I went back to first principles. What is culinary school actually supposed to accomplish? What competencies does a graduate need? Which of those require a physical kitchen, and which don’t? When you strip away tradition and ask what the student actually needs, the answer looks different than what the catalog says. We built a program around that answer. It reached students in 45 countries and fundamentally changed the conversation about what vocational education could look like online.

That same approach has driven everything since. I’ve spent the last 14 years in executive leadership applying first-principles thinking to institutional growth, technology strategy, accreditation, AI implementation, and the hard operational work of building programs that produce career outcomes. Today I serve as Chief Business Strategy Officer at CBD College in Los Angeles, where I oversee all revenue-generating and student-facing operations.


Principles that show up in everything I build.

Start with what the student actually needs.

Not what the catalog lists. Not what’s always been done. Every program I’ve built starts by identifying the competencies a graduate needs to succeed in a specific career and working backward from there. The answer is usually simpler than the institution expects, and harder to execute well.

Treat technology like a new hire, not a magic box.

I’ve watched institutions spend millions on platforms they expected to solve problems on their own. Technology is a tool with enormous potential, but only when someone manages it with the same intentionality you’d give a talented employee. Define the role, set expectations, verify the output, and iterate.

Fix root causes. Ignore symptoms.

Most institutional problems that look like enrollment problems are actually program design problems. Most retention problems are actually student experience problems. I’ve spent my career learning to look past the metric that’s flashing red and find the system underneath it that’s actually broken.

Accreditation is a floor, not a ceiling.

Compliance is the starting point, not the goal. The institutions that treat accreditation standards as targets end up building programs that are technically defensible but mediocre. The ones that treat standards as a minimum and then ask “what would actually be excellent here?” build programs that attract students and produce outcomes worth measuring.


Available for keynotes, panels, and workshops.

Every talk is built on things I’ve built, systems I’ve designed, and problems I’ve solved. No slides full of theory.

AI in Higher Education: Beyond the Magic Box

What happens when you stop expecting AI to be plug-and-play and start managing it like a talented new hire

Building Online Programs That Actually Work

Lessons from building an online program the industry said was impossible, and scaling it to 45 countries

The Operator’s Guide to Institutional Growth

How enrollment, retention, and revenue connect when you stop treating them as separate problems

First Principles in Higher Education

Why most institutions solve symptoms instead of root causes, and what changes when you stop

From the Kitchen to the Boardroom

What running a kitchen teaches you about leading under pressure, building teams, and operational discipline

Available for keynotes, conference sessions, panel discussions, and executive workshops. Get in touch to discuss your event.

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Let’s talk.

Board roles, advisory positions, speaking engagements, or a conversation about what’s possible in higher education.