Ray Thomas

Dean, Schools of Business and Advanced Manufacturing & Skilled Trades
Midlands Technical College

How do you feel South Carolina colleges and universities are preparing students to meet the state’s future workforce needs?

There’s no question that South Carolina’s future depends on a strong pipeline of skilled workers, especially in advanced manufacturing, business, and skilled trades. The demand for these graduates has surged, and at Midlands Technical College, our programs are expanding rapidly to meet that need. We prepare students for the workforce by strengthening partnerships with employers, aligning our curriculum with industry expectations, and emphasizing hands-on, career-focused training. We’ve made it a priority to work directly with area employers to ensure our graduates are job-ready from day one. We’re also building strong relationships with local high schools and career centers to help students and families understand the excellent opportunities available through technical education.

At the same time, the materials, equipment, and lab space required to deliver high-quality training have grown significantly in cost due to inflation and supply chain challenges. If we want to keep pace with industry and continue producing graduates who meet the needs of South Carolina’s economy, we must regularly reassess how we allocate institutional resources. That means ensuring our most in-demand programs have the support they need, whether through modern facilities, additional instructors, or more efficient hiring and procurement processes. We’re doing that work at MTC, and we’re seeing the results in strong enrollment and job placement.

How is your institution preparing for the looming drop in traditional college-age students and the so-called “enrollment cliff?”

Interestingly, we’re experiencing the opposite trend in AMST and Business, our enrollment is rising. That said, we know the demographic shifts are real, and we’re preparing by expanding access, increasing flexibility, and reaching non-traditional and adult learners. We’ve built strong pipelines from area high schools and career centers, and we’re working to ensure that every student, and their parents, know about the strong wages and career opportunities available through our programs. Our strategy includes modernizing curriculum, offering more online and hybrid options, and ensuring that our faculty and support services are equipped to meet students where they are.

What can be done to counteract government funding cuts and reduced federal research grants?

We have to be resourceful and work together. At Midlands Technical College, we build strong partnerships with industry leaders, pursue grant opportunities, and engage with lawmakers to share the real impact our programs have on students, families, and the local economy. We also stay focused on making every dollar count, whether that means upgrading labs, hiring the right faculty, or investing in programs that lead directly to in-demand jobs. When we clearly demonstrate outcomes, such as job placement and economic growth, people are more likely to invest in what we’re doing.

That said, one of the most effective strategies we have is to regularly review how existing resources are being used. Programs like Perkins are vital, but it’s important to ensure those funds are allocated in ways that align with today’s workforce priorities. As areas like advanced manufacturing and the skilled trades continue to grow rapidly, institutions need to be flexible and responsive, realigning resources when needed to support programs with the greatest impact. This isn’t about revisiting past decisions, it’s about making sure we stay in step with current demands and future opportunities.

I see great value in continuing these internal and external conversations. When we collaborate across departments and keep student success and workforce outcomes at the center of our planning, we can navigate funding challenges more effectively and continue delivering meaningful results for our students and communities.

What is your institution’s strategy in addressing the increased integration of artificial intelligence and automation and the expansion of online and hybrid learning models?

We’re integrating AI into business and technical programs to better prepare students for the evolving workplace. In the School of Business, for example, we’re building AI awareness and applications into our curriculum. Across both schools I lead, Business and AMST, we are transitioning to updated course shells that support accessibility, better assessment tracking, and more flexible delivery. Our goal is to ensure students are not only fluent in the tools of today but adaptable to the technologies of tomorrow.

What is something people might be surprised to know about you?

People may be surprised to learn how non-traditional my own educational journey was. I started with vocational training in high school, went to trade school for welding, served in the Navy, and eventually earned my bachelor’s and MBA later in life. I’ve owned businesses and worked as a manufacturer’s representative for a Fortune 500 company before entering higher education. That diverse path gives me a deep appreciation for every student’s unique story and reinforces my belief that opportunity should be accessible at every stage of life.

They may also be surprised to know that my family represents four generations of military service, my grandfather served in the Air Force, my father and I were both in the Navy, and my son served in the Army and is currently in the South Carolina National Guard. That legacy has given me a deep sense of pride in our country and a profound respect for the men and women who serve to protect our freedoms and keep us safe.