Dr. Randy V. Bradley Interview - July 2025

Dr. Randy V. Bradley joined Belmont University as the Jack C. Massey College of Business’ new Dean earlier this summer. We recently had an in-depth discussion with him to learn more about his leadership vision for Massey, and to get to know him a little better!     

1. Since you are new to Massey and can provide an objective perspective, please tell us what you think makes the Massey College of Business special. 

The faculty of the Massey College of Business really stand out. There are outstanding faculty members at most colleges and universities, but it’s rare to find a relatively large percentage of academics with such a wealth of industry experience and engagement. In addition to their academic pedigrees, Massey faculty members have professional experience in accounting, banking, economics, entrepreneurship, finance, government, healthcare, IT,  nonprofits, real estate and supply chain management, just to name a few. This extensive experience guides our hands-on, industry-immersive, real-world approach to teaching business education at all levels. Theory is important, and students learn the relevant theories in their subject domains, and then go beyond to apply them in practical business settings.     

Massey faculty members are also unique because of their lengthy tenure within the college. It’s uncommon for faculty members to have such long tenure at most universities. Many of our faculty members have been with us for decades, thus increasing their institutional knowledge and understanding of our students and alums.     

At Massey and the University, we also remember, honor and embrace our heritage. Most frequently, foundations are forgotten, but at Massey we lean into our foundation. We look back with pride and respect the individuals who helped shape our past, which helps inspire our future work.       

2. Please tell us how you describe yourself and what’s important to you. 

Developing leaders in whole-person formation is of the utmost importance to me. It’s not about helping them do their job better. It’s recognizing that everyone has a God-ordained purpose in life and it’s important to work together to discover and fulfill this purpose. The question is not: “What do you want to do in your job?” It’s: “What do you want to do in and with your life?” I’m seeking growth far and above a job description. As I like to say, your title may travel but your impact does not.   

I draw much of my leadership style from scripture and often speak of the three-dimensional leader. This type of leader first goes with the people, then goes before the people and finally, provides oversight of the people. You can’t lead people if they don’t trust you and they won’t trust you if they don’t know you. So, first you go with the people. Once they know and trust you, you go before the people and share your vision with them. And once they see and trust your vision, you can get out of their way and govern by providing vision and cover, watching over the people. 

3. Please share what specific areas you plan to focus most of your attention on in your first few months at Massey.    

Right now, I’m focused on getting to know the team I’ve inherited. I’m on a “listening circuit.” Listening to our students, families, alumni, donors, benefactors, faculty and staff. I have a lot to learn from all Massey constituents and their institutional relationships and knowledge. I want to get as close to a 360-degree perspective of who and what the Massey College of Business has been and, who and what we currently are, so I can better envision what we need to be. It’s not about coming in and casting a vision, because you don’t know enough to cast a vision in the beginning. I will do a lot more listening and engaging before I begin to cast a comprehensive vision for our future.  So much of what I do now is to help us focus on trajectory and directionality.   

4. Please share a few highlights from your academic and professional background, perhaps about which accomplishments you are most satisfied. 

I don’t take a lot of time to think about my accomplishments. I grew up in an impoverished environment with a single mother who worked multiple jobs. My mother was extremely bright but was not afforded the opportunity to graduate from high school because of the societal structures and machinations of that time. My siblings and I had to learn responsibility, which I define as doing what needs to be done without being told to do it, at a very young age.   

For me, it’s not so much about accomplishments; it’s about defying the odds. I was labeled “at risk” but I thought of it as being “at risk for success.” Living for Christ, as the Lord leads, I go, has been the mechanism for any success I’ve attained in this world. If I had to name a biggest accomplishment, it’s living for Christ.     

5. Please tell us about your family and what you enjoy doing when you’re not working.   

I have a wonderful family. My lovely wife, Valerie, and I are about to celebrate our 25th wedding anniversary in August. We enjoy spending time together and with our two sons. Caleb is 17 and Judah is 13. They’re both very active in sports, including soccer, swimming and football, so that keeps us busy and engaged with them. We also have a lot of fun playing video games, sports and working out at the gym together. Additionally, we have two Boston Terrier fur babies, Rocky (7) and Miles (2). 

I’m also very involved in our church, Redemption Church in Knoxville. My life is ordered this way: God, family and profession. If I keep them in that order, they’re not in competition.  I don’t see these domains as independent, but as interrelated. They work together cohesively, rather than competitively. There is a prayer that I state very frequently: “God, help me prioritize and structure my day, so I don’t become the victim of urgency.”        

6. Please share anything else you would like to add about yourself and/or your vision for Massey.   

We must help shape the external world, rather than react to it. Far too often in higher education, we have been reactive to changes in our external environment. We should be working with industry leaders to help them recognize what they will need. We need to be the prognosticators and visionaries. Then, we must become what I call the operationalists and tacticians to be able to say, “Here’s what that looks like in practice.” That’s working hand-in-hand with industry, not dictating or reacting. At Massey, our approach must and will be: we focus on “next,” so we’re prepared when “next” becomes “now.” If we don’t do that we will still be stuck in “now,” when “now” becomes “then.”