Building Bridges between Law, Operations, and Education

Shaping the Next Era of Education
Having experience on both sides of the table, Rearden sees immense value in consortium organizations like Edge, which act not just as aggregators but as advocates and facilitators for collaboration among educational institutions. “I still firmly believe in the mission of Edge and similar organizations,” Rearden says. “They provide much more than just a network; they offer a forum for schools to connect, share challenges, and solve problems together. At Edge, it wasn’t about formal votes or committees; it was relaxed and practical. Schools could say, ‘Here’s a problem I’m facing,’ and someone else had already solved it. That kind of collaboration became even more critical during COVID, when we could quickly leverage things like Zoom licenses and share solutions across campuses. Without these consortiums, higher education would be navigating these challenges entirely alone.”

Looking ahead, Rearden sees a future in which video-based learning and accessibility will play an increasingly central role in education, reshaping how knowledge is delivered and consumed. “The current generation has grown up learning through video. Whether it’s TikTok, YouTube, or Panopto content, video has become a primary way people engage with information. At Panopto, we’re not just capturing lectures; we’re making content accessible anytime, anywhere. That’s why we’re expanding beyond traditional captioning to more robust audio descriptions, so that everyone, regardless of ability, can fully experience the material. Our goal is to break down education into chunks to support innovative learning models and make education truly inclusive.”

Bridging Law and Leadership
For legal professionals aspiring to step into strategic operational roles, Rearden says understanding the business, building strong relationships, and embracing continuous learning are just as important as mastering the law. “For anyone looking to move from legal practice into operational leadership, my first piece of advice is to understand the business, not just the legal language. It’s important to know why we’re doing something, which points matter, and where flexibility can help move the deal forward. Constant learning is key. My team members are always pursuing certifications, whether in privacy, compliance, or emerging fields. Finally, make human connections. Face-to-face time builds trust in ways that virtual meetings often do not. Those relationships are invaluable as you navigate complex operational and strategic challenges.

“Mentoring also goes hand-in-hand with leadership. When I was at Core Education, part of my role was setting the culture, including defining the mission, identifying people who believed in it, and bringing them on board. That foundation made scaling the organization possible and ensured that when leadership transitioned, the values remained intact. Strategic roles aren’t just about decisions, they’re about people, relationships, and building something that lasts. At the end of the day, the impact you leave isn’t measured by transactions or titles; it is measured by the people you empower and the lasting difference you make for the people you guide today and the ones who will follow in your footsteps.”