Photo of Adamian Academic Center renovation
Bentley University President E. La Brent Chrite has built his career around a belief that business can change a community for the better as a force of good, if fostered in the proper manor. From working in a variety of backgrounds, from Afghanistan to sub-Saharan Africa, Chrite has devoted his career to expanding minds for the future development of society in a growing highly complex global economy. In a recent sit down, he discussed what drew him to Bentley, his philosophy of leadership, and how the university is addressing the issues revolving around rising tuition and moves toward modernization.
Speaking in his office overlooking the LaCava quad, Chrite’s tone was hopeful as he spoke towards the future of the university, looking inward on the opportunity and responsibility that comes with it.
Interview with President Chrite
Riley Leavitt: You’ve led several institutions through challenging times. What made Bentley University the right fit for you?
Chrite: I’ve spent most of my professional life in schools of business, and I’ve always believed in the power of the marketplace, not just to create profit, but to improve the human condition. Bentley has long been recognized as a business university that also values ethics and impact. That combination made this a perfect fit for me.
Leavitt: You often talk about ‘business for society.’ How does that belief shape your leadership at Bentley?
Chrite: For me, business with a higher purpose isn’t an abstraction. I’ve worked in some of the poorest parts of the world, helping harness the creativity and dynamism of the private sector to lift people out of poverty. I want our students to be successful even wealthy, if that’s their goal, but also aware that leadership comes with responsibility. We educate the head and the heart here, because both matter.
Leavitt: How have your global experiences influenced the way you lead Bentley?
Chrite: Working in places like Afghanistan, Ethiopia and Uzbekistan gave me deep gratitude for the opportunities this country provides and a strong sense of obligation to give back. Bentley stands out because it celebrates capitalism while cultivating compassionate, civic-minded citizens. That balance is exactly what drives me.
Leavitt: How do you stay connected with students and their concerns?
Chrite: I try to be accessible. I work closely with our student government and student affairs teams, but I also meet students informally around campus. This semester, I’m teaching a first-year seminar so I can connect more directly. I know 20 students better than I ever have before, and that’s been energizing. I always tell students my door is open, and I mean that.
Leavitt: Tuition has increased nearly 38 percent over the past decade, higher than both state and national averages. What’s driving that?
Chrite: Rising costs are an existential challenge for higher education. We started from a lower base, but the operational and regulatory expenses that come with running a university have grown sharply. We’ve increased financial aid to about $130 million annually, which helps, but I know many families still struggle. Our job is to make sure there’s no ambiguity about the return on investment. A Bentley education is expensive, but it pays off.
Leavitt: Some students worry that their tuition is going toward renovations they’ll never see, such as the Adamian Academic Center project. How do you respond to that?
Chrite: I understand that concern. My responsibility is to ensure the long-term value of your degree. When alumni look back 10 or 20 years from now, I want them to feel proud of how far Bentley has come. Investments in facilities and technology are essential for that. We consulted students, faculty and corporate partners in designing the Adamian Academic Center renovation. It’s not just a building; it’s a space that connects students to the future of work through experiential learning and innovation.