Following a careful, deliberate process, school and university leaders reorganized the Mitch Daniels School of Business, moving from a two-department school to nine departments. The new structure allows for more agility and autonomy and creates a framework for school growth to help achieve excellence at scale.
Each department head shared their goals and more in Daniels Insights posts. Meet the department heads, and find links to their full blog posts, below.
Central to Gus De Franco’s vision for the Accounting Department is a dual emphasis on research and teaching. The senior scholar brings a unique viewpoint to his role as department head: De Franco is a first-generation college student.
“The more our students see possibilities through my story and those of their first-gen peers, the more likely they are to dream bigger and leverage that ambition to fuel their achievements.”
— Gus De Franco, Emanuel T. Weiler Professor and department head, Accounting
Groundbreaking experiments in economics have taken place in Purdue business school classrooms for more than 70 years, notes Brian Roberson, head of the Economics Department. That same spirit of innovation continues to drive the department, which sets itself apart with its robust research ecosystem.
“The impact of our work extends far beyond our campus. Our graduates have served in leadership roles ranging from chief economist at Microsoft to president of the University of Chicago and CEO of a Fortune 100 company. They shape national and international economic policy and drive innovation in fields from tech to finance.”
— Brian Roberson, professor of economics and department head, Economics
The Daniels School’s restructuring is a rare and valuable opportunity to define the Finance Department’s destiny, says head of the department Huseyin Gulen. Finance is the largest major at the school by student population, he notes, and with that comes a responsibility to “think boldly and act decisively.”
“What excites me most is the potential to align all of these pieces — world-class research, forward-looking curriculum, industry engagement and cross-campus collaboration — into a coherent strategy that truly builds the future of business.”
— Huseyin Gulen, professor of finance and department head, Finance
Genuine impact happens when research excellence, transformative teaching and partnerships with industry combine, says Management Information Systems (MIS) Department head Yu Jeffrey Hu. In his own journey, Hu has focused on how digital technologies transform organizations and individuals, “a thread that now runs through everything we do in the MIS Department.”
“Our north star is impact, measured through tangible research results, graduate placement rates and the degree to which our alumni and partners emerge as ambassadors who return to invest in our work.”
— Yu Jeffrey Hu, Accenture Professor of Information Technology and department head, Management Information Systems
The business school’s restructure gives rise to the best of both words, says Marketing Department head Ting Zhu: the depth of a focused department and the breadth of STEM and research strengths. Both worlds have as a goal “preparing students to be both smart and adaptable, able to think critically, model complex systems and deeply understand markets and consumers,” she says.
“The new structure invites more interdisciplinary work with departments across science, liberal arts and engineering. We’re able to develop collaborative research programs and offer more experiential opportunities that connect students’ career ambitions with faculty expertise.”
— Ting Zhu, Jack A. Hockema Chair in Management, professor of marketing and department head, Marketing
Organizational behavior and human resource management scholarship and teaching have never been more crucial, says OBHR Department head Brian Dineen. The department plays a vital role in today’s business ecosystem, as its faculty and partners are well-positioned to lead dialogue around work/non-work balance and the importance of “working well.”
“Our faculty sit at the leading edge of research into holistic employee experiences — work that directly impacts organizational success, employee well-being and overall performance.”
— Brian Dineen, Leeds Professor of Management and department head, Organizational Behavior and Human Resource Management
One of the biggest current challenges in business education is how to bridge the gap between cutting-edge technical tools, notes Thanh Nguyen, head of the Quantitative Methods Department. The faculty’s diverse technical backgrounds, including computer science, statistics and engineering, ensure that students don’t just learn quant methods: they learn to use technical depth to make decisions and strategize.
“Our vision: grow ‘bilingual leaders’ — people who are fluent in the technical language of analytics and AI, and equally comfortable translating those insights into business strategy. Our graduates will be prepared to connect engineers and executives.”
— Thanh Nguyen, Lewis B. Cullman Rising Star Professor and department head, Quantitative Method
The Daniels School’s Strategic Management Department boasts a dynamic, open environment that includes a Strategy group and a Business Law and Ethics group. This environment encourages faculty and students to question, experiment and advance how business is taught and practiced, says department head Tom Brush.
“One of the core strengths of the Strategic Management Department lies in its adaptability. Teaching in this field centers on change, whether environmental, technological or organizational.”
— Tom Brush, professor of management and department head, Strategic Management
The school’s restructuring is more than an administrative shift, says Supply Chain and Operations Management Department head Suresh Chand. It’s a strategic realignment to address today’s market needs, further fusing business with STEM excellence. The world and business landscape are changing at lightning speed. The department, with fewer than 20 faculty members, can respond quickly and decisively as needed, Chand notes.
“Our department, with its deep ties to industry leaders and research-driven faculty, is uniquely positioned to teach both the foundational principles and the technical skills needed for Industry 4.0.”
— Suresh Chand, Louis A. Weil Jr. Chair of Management, professor of operations and supply chain management, and department head, Supply Chain and Operations Management
The school's restructuring went into effect July 1, 2025.
