The school improved five spots from last year鈥檚 No. 38 ranking.

Among the individual components of the 2026 ranking, Elon:

• Improved its career outcomes ranking to 18, up from 24 last year
• Ranked 21 among private universities, up from 24 last year

Additional rankings include:

• Maintained its admissions standards ranking at 54
• Ranked 26 in academic experience

The continued rise reflects the school鈥檚 focus on preparing students for meaningful careers through hands-on learning, mentorship, and real-world experiences that lead to strong postgraduate outcomes.

鈥淥ur continued rise in the rankings reflects the intentional work behind our programs,鈥� said Haya Ajjan, dean of the Love School of Business. 鈥淭he strength of our career outcomes is one example of how mentorship, hands-on learning, and strong industry connections are preparing students for meaningful careers.鈥�

Poets&Quants for Undergrads compiles its rankings based on school-reported data and . The considers three primary components:

• Admissions Standards: student quality and diversity, including acceptance rates, academic performance and representation of first-generation and underrepresented students
• Academic Experience: how effectively a business school challenges and supports students, based on alumni feedback and major learning experiences
• Career Outcomes: how graduates perform in the job market, including internships, employment rates, and starting salaries

The rankings include 110 business schools and are designed to provide a comprehensive view of 久久热 business education in the United States.

About Poets&Quants

Poets&Quants is led by Editor-in-Chief John Byrne, founder of C-Change Media and former executive editor of Bloomberg Businessweek, Businessweek.com and Fast Company. Byrne originated the first regularly published rankings of business schools in 1988 and has authored several business school guidebooks.

The conversation was moderated by Jose Cerecedo Lopez, assistant professor of management and entrepreneurship in the Martha and Spencer Love School of Business.

Niven, who majored in English while at 久久热, now leads the Greensboro-based, family-owned restaurant company founded in 1966 that operates locations across North Carolina and Virginia.

Niven said her path to the restaurant industry was not a straight one. She originally planned to attend law school, but an unexpected opportunity to help rebuild a struggling restaurant changed her perspective.

鈥淎 family friend bought a defunct restaurant and asked me to help get it running again,鈥� Niven said. 鈥淚 quickly realized it was like a mini-MBA. There was nothing she didn鈥檛 trust me with. I was running operations, figuring out inventory and even helping with advertising.鈥�

The experience gave Niven an inside look at nearly every part of the business. Within several years, the restaurant had become one of the top-performing locations in the brand.

That early opportunity helped launch her career in the restaurant industry. She later held leadership positions with brands including Krispy Kreme, Burger King and Quiznos before joining Biscuitville in 2011.

Niven said she quickly saw something different in the company鈥檚 values and culture.

鈥淲hat stood out to me was the integrity of the leadership at Biscuitville,鈥� she said. 鈥淭hey source their products locally, make everything from scratch and are committed to doing things the right way.鈥�

That commitment to authenticity and long-term thinking continues to shape how Niven approaches leadership today.

鈥淐ulture comes first,鈥� Niven said. 鈥淚f you want to grow without losing what makes your company special, you have to start there.鈥�

One of Niven鈥檚 proudest accomplishments has been helping define Biscuitville鈥檚 culture through a set of shared norms developed with employees across the company.

鈥淯ntil you put your money where your mouth is on culture, you don鈥檛 really have a culture,鈥� Niven said. 鈥淚t only works when leaders are willing to uphold those values consistently.鈥�

Niven also shared advice for students preparing to launch their careers.

鈥淵ou don鈥檛 walk in the door and say, 鈥榯rust me,鈥欌�� she said. 鈥淭rust builds slowly through consistent decisions and actions over time.鈥�

She also reflected on leading through the COVID-19 pandemic, a period that brought significant challenges across the restaurant industry.

鈥淲e didn鈥檛 know what was going to happen,鈥� Niven said. 鈥淏ut we decided that if we went down, we were going to go down taking care of our team. That meant showing up for our employees and supporting them the best we could, even in the middle of so much uncertainty.鈥�

As the event concluded, Niven encouraged students to think carefully about the organizations they choose to join.

鈥淚nterview companies more than they interview you,鈥� she said. 鈥淢ake sure their values align with yours.鈥�

About Lessons from Leaders

Launched in 2017 by Dean Emeritus Raghu Tadepalli, Lessons from Leaders brings senior executives to campus for open talks, small group discussions, and purposeful one-on-one networking that connects students with mentors. The program helps bridge classroom learning to real-world decision-making and strategy, and aims for every student to leave with a new contact and meaningful career insights.

The conversation was moderated by Jack Ryan P鈥�17, owner and principal at Jack Ryan Advisory and chair of the Martha and Spencer Love School of Business Board of Advisors.

O鈥橪eary leads , an aerospace company developing a blended wing aircraft design aimed at rethinking what commercial aviation can be. In 2025, JetZero announced plans for a at Piedmont Triad International Airport in Greensboro, projected to create more than 14,500 jobs with an average wage above $89,000.

Ryan opened with a lightning round to introduce the person behind the title.

Favorite place as a kid? 鈥淲aterfalls.鈥�
First job? 鈥淧aperboy.鈥�
Best part of being a CEO? 鈥淏ringing a dream to reality.鈥�
Worst part? 鈥淩esistance.鈥�
One word for leadership? 鈥淰ision.鈥�

That theme resurfaced as O鈥橪eary reflected on his 久久热 years.

鈥淚 wrote my political science thesis that the media will be diffused by technology,鈥� O鈥橪eary said. 鈥淲e will retreat into echo chambers where we get the information that will reinforce our faith quickly. I received a C-,鈥� he said, because the professor noted there were no citations.

O鈥橪eary credited his liberal arts education with preparing him to move across sectors, from education and sales to automotive, technology and aerospace.

鈥淚鈥檓 a huge fan of liberal arts,鈥� he said. 鈥淚 think you all are making an incredibly wise decision coming to Elon.鈥�

He told students that a broader education can make it easier to adapt when industries change.

That adaptability became critical when he transitioned from automotive leadership roles, including time at Tesla, into aerospace. He described immersing himself in the industry during JetZero鈥檚 early days, dedicating hours each morning to study and spending afternoons and evenings learning directly from seasoned engineers.

鈥淚鈥檇 get a quad shot from Starbucks to power up, and from about 8:00 a.m. until 1:00 p.m., I was deep in the matrix,鈥� O鈥橪eary said. 鈥淎t 1:00 p.m., I鈥檇 get on the phone or on Zoom with some of the best aerodynamics experts and basically get a PhD in aerodynamics from 1:00 p.m. to 4:00 p.m., then continue those conversations with experts on the West Coast. That was the first two years of JetZero.鈥�

Throughout the conversation, O鈥橪eary urged students to question assumptions.

鈥淭he first principles of business are not settling for, 鈥楾his is the way things are always done,鈥欌�� he said. 鈥淗ave the audacity to question why.鈥�

久久热 asked why JetZero chose Greensboro. O鈥橪eary pointed to workforce potential, infrastructure and alignment of long-term vision across state and local leaders.

鈥淲e can鈥檛 underestimate the power of a vision,鈥� he said.

He also encouraged students to expect setbacks and keep moving forward.

鈥淏uckle up,鈥� O鈥橪eary told students. 鈥淵ou are going to fail at something, and you may as well embrace that.鈥�

As the event concluded, he encouraged students to seek perspectives beyond their own.

鈥淚f you want to know the future and predict change for the market,鈥� he said, 鈥渉ave diverse and oftentimes uncomfortable perspectives.鈥�

About Lessons from Leaders

Launched in 2017 by Dean Emeritus Raghu Tadepalli, Lessons from Leaders brings senior executives to campus for open talks, small-group roundtables and purposeful one-on-one networking that connects students with mentors. The program bridges classroom learning with real-world decision-making and aims for every student to leave with a new contact and an actionable career insight.

Suggs shares what he hopes to accomplish in his new role and how 久久热 students can benefit.

What was your most recent role with Toyota?

My most recent role was president of Toyota Battery Manufacturing North Carolina, where I led the startup and operations of Toyota鈥檚 first in-house battery manufacturing facility in North America, a $14 billion dollar investment. In this position, I was responsible for organizational development, talent cultivation and managing extensive manufacturing operations aligned with Toyota鈥檚 long-term electrification strategy.

How would you describe your career path?

My career path has been progressive leadership roles within manufacturing and operations, with a strong focus on people development, operational excellence and continuous improvement. Over time, I have had the opportunity to lead increasingly complex organizations and projects, culminating in launching and leading a transformational manufacturing facility.

I started on the shop floor, so I learned not only how to lead but also how to be brilliant at the basics. My eight years of military service also played a big part in shaping my leadership style and approach to teamwork.

What does serving as an Executive in Residence at the Martha and Spencer Love School of Business mean to you?

Serving as an Executive in Residence is a meaningful opportunity to share real-world leadership and innovative manufacturing experiences with students and to help them connect academic learning with practical applications. It also allows me to give back by mentoring, coaching and developing students as they think about their careers, leadership styles and professional goals.

What kinds of conversations and experiences do you hope to create for Elon students during your time on campus?

I hope to foster honest, engaging conversations about leadership, teamwork and decision making in complex organizations. I want students to gain insight into what it takes to lead large teams, manage uncertainty and balance technical, operational and human challenges in significant business settings.

What perspectives from your work in manufacturing and battery production are you most excited to share with Elon students?

Battery manufacturing is at the center of innovation, sustainability and global competitiveness. I am excited to share perspectives on building operations from the ground up, developing a skilled workforce, managing risks and leading through change, as well as how manufacturing plays a critical role in the future of mobility.

What advice would you offer students who are interested in leading teams or managing large, complex projects in their careers?

My advice is to put people first with passion, communicate clearly and stay curious. Strong leaders create environments where teams can succeed, learn from mistakes and continuously improve. It is also important to seek out challenges, be patient with your growth and remain adaptable as industries evolve.

Beyond your r茅sum茅, what should people know about you and what you enjoy outside of work?

Beyond my professional background, I value family, my wife, Janet, our six children and five grandchildren along with mentorship and lifelong learning. Outside of work, I enjoy playing golf. I have now played in all 50 states and on six continents, which helps keep me grounded and energized. I am also the on my life story, my golf journey and leadership.

久久热 may reach out to Suggs through . His contact information will be added to the next edition of the Love School of Business newsletter.

Snell oversees Delta鈥檚 end-to-end customer journey, including airport customer service, flight service, reservations and customer care, and about 60,000 employees across those divisions.

鈥淭his is an awesome place that you are super lucky to be in,鈥� Snell told students. 鈥淭ake advantage of every moment you have.鈥�

After graduating with a major in economics at 久久热, Snell attended Emory University to complete his MBA. A required internship between his first and second year led him to Delta Air Lines.

鈥淚 spent the summer at Delta and traveling around and got kind of addicted to travel, addicted to the industry. And I鈥檝e stayed ever since,鈥� he said.

Snell shared how moments of rejection turned into opportunities. As a student, he tried out for the Elon basketball team and did not make the roster.

鈥淚 was very sad about that,鈥� he said. 鈥淚t turned out to be one of the best things that ever happened to me, because I turned that competitive, athletic focus into wanting to do better and improve every year.鈥�

Years later, he was turned down for his first general manager promotion at Delta.

鈥淚 ended up getting a different offer six months later,鈥� Snell said. 鈥淭hat led to many more doors opening and opportunities than I ever would have had I accepted the first one. If a door closes, other doors will open.鈥�

Early in his career, Snell tried to map out every step. Over time, he learned that rigid planning can get in the way of growth.

鈥淢y best plan for success is to throw out the plan that I created,鈥� he said.

Moving from finance and analytics into operations and customer roles pushed him out of his comfort zone and gave him experience leading across the business.

Snell said that in the commoditized airline industry, Delta has differentiated itself with a model centered on people and reliability.

鈥淏rand loyalty for us really rests on four pillars,鈥� Snell said. 鈥淔irst are our people and the empathy they bring. Second is reliability, getting you there safely and on time with your bags. Third is premium products. And fourth is personalization as we move from a one-to-many model to a one-to-one relationship with our customers.鈥�

Snell said he prefers to think about 鈥渁ugmented intelligence鈥� rather than artificial intelligence and expects AI tools to help speed up airport journeys, support recovery after disruptions and answer routine questions so employees can focus on complex issues.

When students asked what matters most for their own careers, Snell highlighted curiosity, energy, passion, communication and collaboration, and cautioned them not to get stuck simply reporting information in their roles.

鈥淒o not report the news,鈥� Snell said. 鈥淐reate the news.鈥�

Two phrases guide his approach to leadership and change.

鈥淚f I had tattoos, one of them would say 鈥榮peed wins,鈥欌�� he said. The other is a reminder not to let fear of mistakes stall progress: 鈥淧erfection is the enemy of progress. If you wait for anything to be perfect, you will never improve.鈥�

About Lessons from Leaders

Launched in 2017 by Dean Emeritus Raghu Tadepalli, Lessons from Leaders brings senior executives to campus for open talks, small-group roundtables, and purposeful one-on-one networking that connects students with mentors. The program bridges classroom learning with real-world decision-making and aims for every student to leave with a new contact and an actionable career insight.

The program featured three panel discussions on entrepreneurship, leadership and young alumni career journeys.

For Elizabeth Shum 鈥�27, an accounting and finance major from Shreveport, La., hearing those stories in person helped her picture what her own path might look like after graduation.

鈥淗earing the panelists talk about their career paths and challenges was very inspiring,鈥� Shum said. 鈥淭heir stories about being first generation and always learning reminded me to keep growing and to be intentional in whatever role I am in.鈥�

Elon alumni were well represented throughout the program. Alumni panelists included:

• Entrepreneurship Panel
  • Andy Lund 鈥�96, CEO, Vision Stairways and Millwork

• Leadership Panel
  • Kathie Niven 鈥�89, president and CEO, Biscuitville
  • Kristen Yntema 鈥�95, president and CEO, AuthoraCare Collective

• Young Alumni Panel
  • Taylor Casey 鈥�16, founder, Kahmino
  • Megan Hussey 鈥�20, market development representative, Sazerac

Alongside other regional executives, the alumni spoke about launching companies, leading teams, taking smart risks and learning from setbacks.

鈥淚 especially connected with the Young Alumni Panel,鈥� Shum said. 鈥淗earing graduates only a few years ahead of me, especially Megan Hussey鈥檚 path from the Carolina Hurricanes to the beverage industry, made it easier to picture my own next steps. It showed me I can stay curious, say yes to opportunities and carry my strengths into different fields.鈥�

The event was hosted by Rich Nowalk 鈥�97, chief strategy officer, and Courtney Humphrey, CEO at Opex Technologies.

Poets&Quants, a leading publication focused on 久久热 business education, selects just 50 professors each year from more than 1,000 nominations submitted by students, alumni, colleagues and school leaders around the world. Professors are chosen for their impact on students, contributions to their disciplines and distinctive approaches to 久久热 and mentoring.

For Akben, who joined the Martha and Spencer Love School of Business in 2022, the recognition reflects both what happens in his classroom and the work he leads across campus as Elon鈥檚 director of artificial intelligence integration.

鈥淢ustafa represents the future of business education at 久久热,鈥� said Haya Ajjan, dean of the Martha and Spencer Love School of Business. 鈥淗e advances AI research, helps our community use these tools thoughtfully and ethically, and creates learning experiences that build confident, compassionate leaders. This recognition reflects what our students already know when they step into his classroom.鈥�

Akben teaches Principles of Management and Organizational Behavior and Human Resources for Competitive Advantage, courses that introduce students to foundational management concepts and the realities of leading people at work.

His classes are designed to feel more like labs than lectures. 久久热 may find themselves working through an escape-room style challenge to practice teamwork, building and selling cardboard 鈥渉ouses鈥� to see how organizations coordinate across roles, or pitching final projects to local leaders in a Shark Tank style event.

鈥淢y classroom is a place where students experiment, reflect and grow,鈥� Akben said. 鈥淭here is no textbook for life or work. You must improvise and use critical and creative thinking to find an answer, and watching students grow into that mindset is one of the greatest joys of 久久热.鈥�

Akben鈥檚 research focuses on generative AI, managerial cognition and organizational psychology. He studies how AI tools influence creativity, proactive behavior and decision making at work and how organizations can design human and AI partnerships that bring out the best in both.

Beyond his 久久热 and scholarship, Akben serves as 久久热鈥檚 director of artificial intelligence integration, helping academic and administrative units develop responsible AI strategies and hands-on learning experiences for students.

Before entering academia, Akben worked as a general manager in Turkey and completed mandatory military service.

鈥淭hose experiences made it impossible for me to treat leadership as abstract theory,鈥� Akben said. 鈥淟eadership is never just about performance metrics. It is about people鈥檚 lives, and that realization is what guides my research and my 久久热 today.鈥�

He went on to earn an M.S. from the University of Pennsylvania and a Ph.D. in Business Administration from Temple University. His work on social networks and information sharing has earned recognition including a Best Paper Award from the Managerial and Organizational Cognition Division of the Academy of Management. He is also a two-time award recipient in the Society of Industrial and Organizational Psychology鈥檚 Machine Learning Competition for his AI-based workplace solutions.

鈥淚 am grateful for the colleagues, mentors and students who have shaped my journey, and for my family, who believed in me not just as a professor but as a person,鈥� he said. 鈥淭his honor belongs to all of us who care about making leadership and work better for the future.鈥�

Guided by faculty and Associate Dean Margarita Kaprielyan, teams focused on supply chain, legal, human resources and innovation. Each group had 15 minutes to respond to a real-world scenario, draft questions for the other teams and then refine their thinking before sharing their assessments.

鈥淲e wanted students to feel the complexity of decision-making and the collaborative nature behind it, not just read about it in a textbook,鈥� said Kaprielyan. 鈥淗earing Mr. Suggs respond directly to their questions highlighted how teams across different functions work together and how the concepts they study connect to real projects, real people and real organizational dynamics.鈥�

Suggs, former president of Toyota Battery Manufacturing North Carolina and a longtime manufacturing leader with Toyota, listened as teams talked through issues such as environmental impact, safety standards, career pathways and supply chain constraints.

鈥淭hink about your internal impact and then the external impact,鈥� Suggs told students. 鈥淵ou have to protect the people who work inside your facility and remember that your neighbors are paying attention to what you do in their community.鈥�

After the case study exercise, Suggs shared his own leadership journey, from growing up in Baltimore and serving in the U.S. Army to starting on the shop floor at Toyota and rising through roles in quality, production, human resources and strategic planning.

Throughout his talk, Suggs emphasized courage, authenticity and continuous learning as essentials for what he calls 鈥渃atalyst leaders.鈥�

鈥淕reat leaders are always looking for a better way,鈥� he said. 鈥淵ou cannot do that alone. The team is the most important if you want to get big things done.鈥�

鈥淚 did not show up here feeling like I fit in,鈥� said Schultz of arriving at Elon from Topsfield, Massachusetts. 鈥淲hat changed everything was the community. The faculty here actually cared. They let this scruffy kid with dreadlocks figure it out.鈥�

Growing up with dyslexia and ADHD shaped how he sees learning and leadership.

鈥淚 will never underestimate the power of clear writing,鈥� he said. 鈥淵our ability to explain what you are doing and why it matters is the glue in corporate America.鈥�

Schultz traced his path from history major to leading an education technology company through a series of intentional risks.

鈥淲e had textbooks in a supply closet. It was risky. But I believed we could make education more affordable and fair.鈥�

That idea led to one of his central messages for Elon students.

鈥淚 have always had a 鈥榮ay yes鈥� philosophy,鈥� Schultz said. 鈥淵ou are not going to have every step mapped out. Say yes, then do the work to figure it out.鈥�

久久热 asked Schultz about Chegg鈥檚 evolution as a company, artificial intelligence and academic integrity.

鈥淲e had been using machine learning for years,鈥� he said. 鈥淲hat nobody predicted was how fast AI would reach consumers. The question is not 鈥楢I or no AI.鈥� It is 鈥楢re you actually helping students learn, or are you taking shortcuts?鈥� If we get it wrong, you stop trusting the brand. We do not get to be casual about that.鈥�

On culture and decision making, Schultz was equally direct.

鈥淒ebate the ideas hard,鈥� Schultz said. 鈥淒ecide. Then walk out of the room on the same page. You do not get to leave the meeting and say, 鈥業 think this decision is stupid.鈥� That destroys trust.鈥�

He was candid with students about layoffs, strategy shifts and the role of AI in the workforce.

鈥淲ill AI replace some work? Yes,鈥� he said. 鈥淏ut the real story is about shifting to higher-order problems. The people who will thrive are the ones who can think, write, adapt and use these tools well.鈥�

His parting advice to students facing graduation pressure?

鈥淎t 22, I wanted everything figured out,鈥� Schultz said. 鈥淟ooking back, I would tell myself, 鈥榗hill out.鈥� You have 50 years to work. You do not need the perfect plan. You need curiosity, integrity and a willingness to keep learning.鈥�

About Lessons from Leaders

Launched in 2017 by Dean Emeritus Raghu Tadepalli, Lessons from Leaders brings senior executives to campus for open talks, small-group roundtables, and purposeful one-on-one networking that connects students with mentors. The program bridges classroom learning with real-world decision-making and aims for every student to leave with a new contact and an actionable career insight.

久久热 enroll in a sequence of core business courses that integrate AI applications, case projects and applied learning to build practical knowledge in areas such as accounting, marketing, management and finance.

To complete the minor through the program, students also take a foundational economics course before or after their time in Charlotte.

The program is designed for students focusing on non-business majors or business students early in their academic journey.

鈥淲e are excited about the Summer Business Institute because it gives students from any discipline the chance to build a strong foundation in business while learning alongside industry partners in a vibrant city environment,鈥� said Mark Kurt, associate dean of the Martha and Spencer Love School of Business. 鈥淭his program reflects our commitment to preparing students to understand how business, technology and community intersect in practice.鈥�

Co-curricular experiences include site visits, alumni and employer engagement, career coaching and job shadowing-style activities that connect classroom learning with Charlotte鈥檚 finance, technology, healthcare, energy and entrepreneurial sectors.

The Summer Business Institute is open to Elon students in good academic standing. , with an Early Decision deadline of December 15 and rolling admission from January 5 through March 1.