About

This intentionally designed institution aims to provide an optimum college experience. From academics to free-time, we keep questioning the historical beliefs and practices. 

Not much has changed in nearly one-thousand years of higher education.  Blackboards replaced by white-boards and projectors. Pencils and typewriters for buttons and electronic documents. 

Staying in the same place for four years, is neither diversity enhancing nor globally educated.  Even with the advent of long distance travel, and world wide instantaneous communication capabilities, institutions remain geo-locked. 

The college, is actually one boutique cohort at a time - synchronous learning for 64 candidates towards a specific degree.  Asynchronous learning is not effective in creating meaningful connections in a degree program, and ignores the power of a group on a mission towards the same ends.

In other institutions your child may be taking classes on a schedule that is not related to other degree candidates.  This practice does not increase the power of joint learning that leads to less topical conversations related to the degree with other peers in and out of class.  It does not allow for deeper and more meaningful connections with their peers, limiting the amount of lasting friendships, and missing a chance to belong to an unprecedented, powerful, mastermind consortium.

The cohorts are self-supporting.  The budget is designed in such a way that relies entirely on enrollment.  Many institutions operate in the same manner - and it contributes to the increased closings of colleges and universities because of the large numbers of students they need to enroll.  Unlike other institutions, we only need 64 candidates to be enrolled in a cohort - I can say, and I'm sure you are beginning to understand, that this will be an easily accomplished goal.

The cohorts are self-contained.

Cohort leaders fulfill roles normally ascribed to many different levels of administration and the related supporting employees.  Cohort leaders will rotate, or specialize, in maintaining academic oversight, budget supervision, and other levels of administrative roles.

Cohort leaders instruct, correct, supervise, advise, and provide support in all matters  not otherwise listed.

This significant strategy allows us to operate without unnecessary or excessive staffing costs.  For example, I will reuse a typical Advising Department in other institutions.  There is the Director, the executive secretary, multiple advisors, and other clerical support staff, and even the likelihood of student employment.  Actual time spent with ones advisor (maybe two to three times a semester, maybe), is primarily focused on picking courses, staying on track, and suggestions of experiences or resources.

Meanwhile, our advisors are continuously interacting with the candidates.

We will outsource lectures, using educators and industry professionals. 

We will utilize consultants to provide the necessary adherence to internal and external standards and requirements.

And we welcome peer reviews and regulatory bodies to scrutinize, or more likely praise, our organization.

Be Amazing. Do Amazing. Kaizen.

A good mission statement should be elaborately concise – on top of mind and tip of tongue. Any need to explain it at length, clouds or distorts the ability to live it on a daily basis.

Our mission isn’t just a statement for employees or candidates – it is a challenge to live up to beyond graduation. 

This is the beginning. There is no ending. Only onward and upward. 

The vision that matters most, is the vision to see each active cohort live up to the challenge.

The program is intelligently designed, and I can see it increasing in quality even as the cohorts progress. 

The college's long-term vision includes special projects working towards national aims.  The projects - Tuition Tribe, The Second Order, and The Learning Hostel, are future endeavors of the MAC, and more still as the financial means allow.

I would not prescribe a definitive vision as that would limit our imagination. 

The founder earned a Masters of Higher Education Administration degree.  When it became very clear, during the course work,  the amount of defects and/or limitations in post-secondary education - and well, that's why the MAC!

Many of our components and strategies will make history but you can’t make history without evolving from it. And our lack of history means we are not beholden to outdated philosophies, the desperate stranglehold of bureaucracy, or as you have learned – time and space.

We don’t have what other schools have when it comes to history, but at least we are not stuck in history. 

My name is Jeff. I will be the Founder, President, and Chairperson of the Board of Directors - my official title will be Chief Dreaming Officer.

I am a “jack-of-all, master of none”. I do not have a storied history of post-secondary involvement (although i did attend colleges in my teens, 20s, 30s, and 40s), rather a long list of disparate jobs and endeavors - and I take great solace that in an interview with Steve Jobs (paraphrasing), he said he wished he had hired more Liberal Arts centered employees for their ability to see the complexity and connectivity of life and creativity to continue to build better products.

I have an alphabet soup of seven mental issues.

(P.S.A. - If you suffer from mental illnesses, please utilize all the professional help you can access - with therapy and a medicinal prescriber, your struggles can be mitigated or "cured".)

While many days are dark and hopeless, at times these issues can operate as a blessing for my endeavors, a complete escapism from this time and place - to dream bigger and better - to dream the MAC: The Most Amazing College. 

Most importantly, I hold the vision and ambition to catapult our institution to the top of lists judging colleges and universities.