Transforming the Traditions: President David Cook is Rewriting the Future of NDSU

That committee, chaired by David Goodin (retired CEO of MDU Resources), was not a symbolic gesture. Its insights directly influenced institutional New Horizon’s focus areas and are now part of an actionable roadmap. Although the committee’s work is largely concluded, its legacy lives on through an industry relations team embedded within the university. This internal group is designed to act as NDSU’s “front porch”—a welcoming, navigable space for industry partners to engage in curriculum design, internships, mentorships, and even guest lecturing. Cook wants to establish clear entry points where industry stakeholders can connect with the right people, explore collaborations, and see immediate value. Whether it’s a healthcare system looking for interns, an engineering firm interested in applied research, or an agtech startup seeking AI expertise, the industry relations team functions as a concierge—making matches, sparking initiatives, and scaling ideas.

“What I’ve learned is that this is all about relationships,” Cook said. “You’ve got to build the right kind of connections so that industry even knows what we have to offer.” Beyond matchmaking, the university is focused on preparing students professionally—ensuring they are not only technically skilled, but also equipped with soft skills and professional expectations to excel in real-world settings.

“We want to move at the speed of business,” Cook said.

What is a land grant institution?

A land-grant university is a college or university designated by a state to receive the benefits of the Morrill Acts of 1862 and 1890, which provided federal land or funding to establish institutions focused on agriculture, science, engineering, and practical education for the working class. The goal was to make higher education more accessible and aligned with the economic needs of the country. Many land-grant universities today are major public research institutions that also support extension programs and agricultural research.

Are you a business looking to collaborate with NDSU?

Reach out to Director of Industry Relation Alyssa Teubner at alyssa. teubner@ndsufoundation. com or Chief of Staff Jace Beehler at jace.beehler.1@ndsu.edu

The Role of Higher Learning

As NDSU accelerates into this next chapter, its land-grant mission remains central. With an Extension office in every North Dakota county and seven Research Extension Centers across the state, NDSU delivers researchbased knowledge and practical solutions directly to communities. These centers host annual Field Day events that bring together producers, researchers, and students, inspiring innovation and collaboration.

Cook’s presence at these events each year reflects his leadership style—personal, engaged, and grounded in listening. From connecting with energy executives in the Bakken to college partners in Williston, he’s gathering insight and planting seeds for collaboration. It’s during one of these tours that the idea for “Bison in the Bakken” emerged—an experiential learning program designed to immerse students in the realities of North Dakota’s energy sector. It launched just a week before our conversation, sending nearly 40 students across the state to learn directly from industry leaders. “It’s a huge economic driver for our state, and getting students out west… is pretty important,” Cook said.

The statewide listening tours are real-time assessments of economic pulse points.They strengthen NDSU’s position as a true land-grant institution.

The Power of Guest Lectures

Another one of Cook’s effective strategies is encouraging industry professionals to become educators—as mentors, guest lecturers, or even adjunct instructors.

“Bringing in those voices is about showing students what success looks like in the real world,” he said. It also gives students role models who aren’t just successful academically, but who have navigated the complexities of professional life.

A President Among the People

President Cook makes efforts to have lunch with students in the dining center, attending a club meeting, or walking his dogs across campus while chatting with students.

“There’s something powerful about those small moments,” Cook said. “When a student says, ‘Wait, you’re the president?’ and they see you at their event—it means something. They remember it.”

NDSU, with around 12,000 students, is large enough to offer a full suite of programs, but small enough to foster personal relationships. Cook recognizes this advantage and uses it to build a campus-wide sense of cohesion. “It’s the right size to create a real sense of community,” he said.

Cook is particularly enthusiastic about student organizations— and with over 275 active groups on campus, NDSU is brimming with outlets for leadership, creativity, and collaboration. “These aren’t just clubs,” Cook said. “They’re experiences where students learn just as much as they do in the classroom.”

Some are career-aligned, like robotics clubs and agricultural leadership organizations. Others are centered around identity, service, or the arts. All of them play a role in shaping confident, engaged citizens.

He and his wife attend as many of these events as possible, from theater performances to athletic events.

One area Cook is especially vocal about is the performing arts. In a STEM-heavy institution like NDSU, it might be easy to overlook music, or theatre, as core components of student development. But Cook rejects that notion outright.

“We have a great School of Music— the Challey School of Music—and a strong theater program,” he said with pride. “They give students a passion outside of their profession,” Cook said. “And that’s something we really want to celebrate.”

Leadership, Legacy, and What Comes Next for David Cook and NDSU

Unlike many who find themselves in leadership through serendipity, Cook’s path to the presidency was strategic and purposedriven. A former faculty member who understood the teaching and scholarship, Cook advanced through a series of high-level administrative roles that gave him visibility into nearly every facet of university operations. A pivotal moment was his selection as a fellow in the American Council on Education (ACE) program, where he spent a year embedded at the University of North Carolina– Chapel Hill, learning from seasoned presidents and provosts.

Later, he led a branch campus, gaining a CEO’s perspective on institutional management. His role as right-hand to the chancellor at the University of Kansas further cemented his credentials.

These cumulative experiences gave him a panoramic view of the challenges and opportunities in higher education.

Still, nothing quite prepares a person for being the one “in the seat.”

“You’re the one making the decisions—the tough calls. You’re the one setting the vision. That’s what I’m trying to do,” Cook said.

David Cook

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