The most critical systems transformations, whether in energy, education, or economics, rarely begin with consensus. They begin with early adopters willing to lead before it is comfortable, common, or guaranteed.
In 2012, Unity Environmental University became the first U.S. college to fully divest our endowment portfolio from fossil fuels. At the time, there was little institutional precedent and considerable skepticism. But we understood that our mission to educate environmental stewards and design sustainable systems could not be reconciled with continued investment in industries accelerating ecological collapse.
More than a decade later, our fossil fuel-free portfolio has consistently outperformed traditional financial benchmarks. That decision, while bold at the time, has proven not just ethically right, but financially sound. Our example has inspired students across the country to push for similar action at their institutions, and our investment partners report increased interest in fossil-free portfolios because of the path we helped carve.
Equally important as what we chose to do is what we chose to leave behind. We rejected outdated assumptions about who higher education is for and how it must be delivered. We moved away from legacy pricing models that tie quality to exclusivity, from place-bound learning models that ignore working adults, and from bureaucratic systems that slow rather than serve. We designed for access, adaptability, and results not prestige for prestige’s sake.
That same intentionality exists in our use of technology. Unity didn’t wait for higher ed to be “ready” for AI. We stepped forward because our students needed better, faster access to answers. Una, our AI “guide on the side,” developed in partnership with Salesforce’s Agentforce, is streamlining recruitment, enhancing operational efficiency, and increasing staff capacity by automating routine interactions thus freeing up advisors to focus on meaningful conversations and student support.
At Salesforce’s Education Summit, we presented Una not only as a case study in values-aligned technology adoption but as a new model for deepening the relationship between institution and learner far beyond Commencement. That vision is now being recognized nationally, cited in Forbes alongside institutions like Penn State, Georgia State and the University of Michigan.
These are not isolated actions. Whether redesigning governance, launching new programs, or building AI tools that reflect rather than replace our values, Unity consistently chooses to lead. That leadership comes with risk, but it has made us stronger, and the results are measurable.
- Our total student population has surpassed 10,000 learners nationwide.
- Over 90% of Unity students are employed or enrolled in graduate school within six months of graduation.
- Our May 2025 Commencement celebrated a record number of graduates.
- Our tuition is guaranteed to stay flat through 2030, guarding access against inflation.
- We invest in our team, with a minimum salary of $50,000 for full-time employees and an 8% retirement match.
These are not anecdotes. They are operational outcomes. Together, they form a picture of a university that is not just aligned with its mission but thriving because of it.
Why has it worked? Because we built the infrastructure to support it: governance that invites innovation, systems that scale without compromising quality, investments that reflect our values, and a relentless commitment to clarity of purpose.
What’s next? Unity continues to scale with intention. From expanding our AI-powered support ecosystem with an upcoming evolution of Una, to broadening the reach of our education services and workforce-aligned programs, to building new partnerships that extend our impact across industries. We’re not slowing down. In fact, we’re preparing for our most ambitious chapter yet: a transformative venture designed to reach and uplift even more learners in ways higher education has yet to imagine.
What we’ve accomplished is not a slogan. It is a long-term strategy built on clarity, discipline, and the willingness to create a path before it feels comfortable. That is what it means to be an early adopter: not to chase headlines, but to make decisions others avoid until the outcomes are undeniable. We didn’t wait for permission. We moved because the moment demanded it. And the results speak for themselves.
