Dr. Robert K. McMahan, President, Kettering University

Can you introduce yourself and your position at Kettering University?

My name is Robert McMahan, and I am the president of Kettering University.

Could you please give us a quick overview of Kettering University?

Kettering University is unique in U.S. higher education. It operates differently from any other university in the country, and I say that with confidence. The university was founded a little over a hundred years ago as part of the growth of the automotive industry in the U.S. It’s located in Flint, Michigan, the birthplace of General Motors and home to the world’s largest manufacturing facility for many years. The founders understood the need for education to keep up with the technical demands of the automotive industry, so they created a school that would evolve into Kettering University.

The key difference here is that Kettering’s model isn’t just about learning something in theory; it’s about mastering it through practice. One of the university’s founders, Charles Kettering, famously said that if we trained musicians like we train engineers, we would make them study music theory for 12 years before ever letting them touch an instrument. He believed the key to mastery was coordinated practice—learning the theory and applying it right away. That’s how we approach education at Kettering. From day one, students are placed into a rotation between academic classes and professional placements in industry, research labs and government, based on their career goals and learning focus. This is done in a coordinated way where half of the students are on campus while the other half are in professional placements. The cycle flips every 12 weeks.

By the time they graduate, Kettering students have a degree from one of the top-ranked engineering STEM schools in the U.S., plus about two and a half years of real-world professional experience. This experience sets them up for a seamless transition into the workforce, where they’re often leading teams and making significant contributions right away. Our graduates are well-represented in the C-suites of Fortune 500 companies, and they go on to successful careers across industries like automotive, Silicon Valley tech, pharmaceuticals, finance, and more.

Would you say that this approach to education sets Kettering University apart from other universities?

Yes, absolutely. Many universities in the U.S. have co-op programs or internships, but our model is different. While those other programs are wonderful, our approach integrates professional placements fully into our students’ education. The difference isn’t just in the experience but in how we treat that experience: it’s not just about gaining work experience but about educating students in areas that can’t always be taught in the classroom. Soft skills like teamwork and communication, which are critical for success, are often learned on the job rather than in a lecture hall.

By combining the theoretical knowledge with hands-on professional experience in a coordinated way, we offer a different result than other institutions. Our students graduate not only with knowledge but also with the practical skills that make them ready to contribute at a high level. The outcomes of our approach speak for themselves—our graduates are leading in industries across the country.

How does Kettering University ensure that its 600+ corporate partnerships remain mutually beneficial for both students and employers?

This is a great question. We actively manage our corporate relationships. Most universities provide academic support services like tutoring to help students succeed in class. But we also have a parallel function that is as large, focused on managing corporate relationships. These relationships are central to ensuring that our students get valuable professional placements that will directly support their education and future careers.

Our partnerships are not just about placing students in jobs; they’re about ensuring that the placement is an appropriate experience that supports the students’ educational outcomes. We work closely with our corporate partners, ensuring they understand that they are, in fact, partners in educating our students. Companies evaluate our students during their professional placements, and we incorporate that feedback into the students’ academic development. Additionally, every student at Kettering completes a thesis project that is jointly overseen by the university and the company, often focused on solving a problem that the company is facing. This ensures a deep integration of learning and practical application between the university and the professional world.

Could you tell us more about the experiential learning initiatives that give students real-world experience while they study?

Because our students spend so much time away from the university—half of their time is spent working in professional placements—they return to campus with valuable insights that directly influence the curriculum. They bring back real-time knowledge of how industry is evolving, and they help us understand what needs to be incorporated into our classroom education. This creates a very dynamic learning environment.

At Kettering, we encourage a more active dialogue between students and faculty, which is a contrast to what you might find at other universities, where students passively attend class and then take exams. Here, every 12 weeks, our students return from working in some of the world’s leading high-tech firms, bringing back insights on what’s happening in the field.

We also invest significantly in labs and hands-on environments on campus that simulate the industries they’ll work in. This ensures that the learning here can be fully integrated with the experience they have in the field. So, experiential learning isn’t just something we talk about here; it’s baked into everything we do.

Kettering University was ranked first in social mobility among private institutions by The New York Times. How does the university maintain accessibility and opportunity for students from diverse socioeconomic backgrounds?

We provide substantial merit-based support to our students, but we also offer a significant number of need-based scholarships and financial aid. Our goal is to ensure that no student is unable to attend Kettering due to a lack of resources. We firmly believe that financial constraints should never prevent students from benefiting from the high-quality education that Kettering offers. We are committed to making sure that every student, regardless of their socioeconomic background, has the opportunity to succeed here.

How does Kettering University foster a culture of innovation across the university, especially given your recognition for integrating innovation and research into the core curriculum?

Our students tend to be very creative, and they like to build and innovate. A big part of fostering innovation here comes from how our students’ professional experiences translate into their time at the university. When students work in high-tech firms and industries, they’re exposed to cutting-edge innovation. When they return to campus, they bring that knowledge with them, which amplifies the culture of innovation we try to foster.

We also offer extensive maker spaces and resources on campus where students can experiment and create. If a student has an idea, they can access tools and funding to help bring that idea to life. We offer programs around entrepreneurship and innovation, helping students transform their ideas into viable projects. By amplifying the connection between what students experience in their professional placements and their learning here at Kettering, we create a cycle of innovation that benefits both students and the university.

What message would you like to share with prospective students, parents, or education leaders about Kettering University’s vision for the future of higher education?

Higher education is changing, and students and parents are increasingly asking about the value of their education. Traditionally, universities have been evaluated based on inputs—research funding, SAT scores, and the academic background of their students. But what’s becoming more important is the outcomes: what do students leave with after they graduate? Do they have the skills to land a job, and are they prepared for a successful career?

At Kettering, we focus on outcomes-based education. We consistently rank high in areas like social mobility and return on investment because our graduates tend to have some of the highest starting salaries and the best long-term career prospects. We emphasize producing students who are not only technically skilled but also capable of leading teams and solving problems. We’ve been doing this for over 100 years, and our model is one that prepares students for the demands of the real world, with outcomes that speak for themselves.

Is there anything else you would like to mention that’s important to you and the university?

I would just reiterate that Kettering University has been quietly pioneering the future of education for over a hundred years. What we do is exactly what people are now saying higher education should be: an education that prepares students to succeed, leads to real-world results, and produces graduates who are ready to make an impact immediately. We’ve been doing this for a long time, and we’re proud to continue shaping the future of higher education.