Universities are at a pivotal moment in international education: can they reframe the significant headwinds they face with enrollment as opportunities for proactive, innovative action? I had the honor of exploring this question with Kalpen Trivedi, Senior Vice Provost for Global Affairs at the University of Massachusetts Amherst. Our conversation focused on the university’s evolving role in workforce development and the strategic importance of expanding beyond traditional on-campus recruitment to include new models like Transnational Education (TNE).

International students are a pivotal force in the US higher education system and, by extension, the economy. The domestic student population alone is often not enough to fill critical workforce gaps, especially in high-demand fields like STEM. NAFSA’s estimates of a 30% or greater decrease in international enrollments this year underscore a serious threat to this talent pipeline. As Kalpen powerfully stated, “If we are only educating the citizens of our state, we’re not going to be able to supply the workforce needs of the state.” This reality applies more broadly—to universities, to companies, and to the global economy as a whole. Universities are vital for securing a steady stream of talent to meet the demands of the economy.

Beyond attracting international talent to campus, a deeper strategic imperative is emerging: meeting students where they are, including when that’s not in the U.S. With persistent visa challenges and surging populations in key regions, Kalpen noted that “at some point, the supply is going to need to go to the demand… meeting that capacity where it is.” This profound shift suggests that universities must embrace transnational education (TNE). TNE is an educational model where a university or institution delivers its programs in a country other than its own. TNE can only succeed as a long-term strategic investment that allows universities to expand their brand and deliver education directly in key markets, ensuring they don’t have to “break into a market anew” later. As Kalpen explained, pursuing these partnerships now “in the longer run… also builds brand and reputation and creates pipelines” so that universities are proactive beneficiaries of a changing landscape.

With domestic enrollment pressures a persistent challenge, universities must now think more strategically about international education. It’s clear that a piecemeal strategy—whether it’s a one-size-fits-all recruitment approach, an overdependence on a few countries, or the development of transnational education (TNE) in isolation—is unlikely to succeed. Instead, a holistic, integrated strategy is the key to success. The universities that are most likely to thrive are those that act nimbly to educate international students on campus while simultaneously developing TNE programs abroad. This comprehensive approach not only addresses enrollment pressures but also positions the institution for long-term growth by meeting global demand wherever it is.

Thank you, Kalpen, for your invaluable insights and a truly fantastic conversation. Talent through international partnerships isn’t just about generating revenue; it’s about universities ensuring their institutions are properly equipped to develop the workforce necessary.