{"id":317093,"date":"2026-03-31T04:24:50","date_gmt":"2026-03-31T09:24:50","guid":{"rendered":"https:\/\/monday.com\/blog\/?p=317093"},"modified":"2026-03-31T04:29:27","modified_gmt":"2026-03-31T09:29:27","slug":"when-1000-students-becomes-10000-real-world-lessons-on-scaling-higher-ed-operations","status":"publish","type":"post","link":"https:\/\/monday.com\/blog\/product\/when-1000-students-becomes-10000-real-world-lessons-on-scaling-higher-ed-operations\/","title":{"rendered":"When 1,000 Students Becomes 10,000: Real-World Lessons on Scaling Higher Ed Operations"},"content":{"rendered":"","protected":false},"excerpt":{"rendered":"","protected":false},"author":5,"featured_media":317102,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"pages\/cornerstone-primary.php","format":"standard","meta":{"_acf_changed":false,"_yoast_wpseo_title":"","_yoast_wpseo_metadesc":"","monday_item_id":0,"monday_board_id":0,"footnotes":"","_links_to":"","_links_to_target":""},"categories":[13906],"tags":[],"class_list":["post-317093","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-product"],"acf":{"parse_from_google_doc":false,"sections":[{"acf_fc_layout":"content_1","blocks":[{"main_heading":"","content_block":[{"acf_fc_layout":"text","content":"

Higher ed runs on mission, but too often, it\u2019s held together by inboxes, spreadsheets, and institutional memory. In this webinar, leaders from Trine University\u2019s online and international programs shared what happened when rapid growth forced them to rethink \u201cthe way we\u2019ve always done it.\u201d<\/span><\/p>\n

In just a few years, Trine\u2019s online and international enrollment jumped from roughly 1,000 students to more than 10,000. The team was working hard, but their processes weren\u2019t built for that scale. Course development relied on back-and-forth emails. International compliance documentation could take weeks to assemble. Advising notes lived on sticky pads and personal spreadsheets.<\/span><\/p>\n

So Trine decided to start a 14-day trial with monday.com and rewired how work actually happens\u2014introducing shared workflows and automation to create visibility, reduce friction, and protect what mattered most: student experience, compliance, and the sustainability of their staff.<\/span><\/p>\n

Here\u2019s how it unfolded and what wins you can steal for your own team.<\/span><\/p>\nWatch the webinar<\/a>\n

 <\/p>\n"}]},{"main_heading":"Start where friction is highest","content_block":[{"acf_fc_layout":"text","content":"

When you\u2019re staring at disconnected tools and manual processes, the instinct is to fix everything at once.\u00a0<\/span><\/p>\n

Trine didn\u2019t attempt a sweeping overhaul when they began their 14-day trial. They chose a single workflow that was creating daily friction and started there. For them, that was course development \u2014 a multi-step process with multiple stakeholders and no shared, real-time visibility. By centralizing just that one process, they immediately reduced status-chasing and manual coordination.<\/span><\/p>\n

Then they moved to the next high-friction area: international student requests. Intake forms were already being used, but they weren\u2019t visible to everyone who needed them. Integrating those into a shared workflow eliminated handoff confusion and made progress trackable.<\/span><\/p>\n

The key wasn\u2019t the specific processes they chose. It was the discipline of focusing on one at a time \u2014 starting with the one generating the most friction.<\/span><\/p>\n

When you solve a painful, visible problem first, you build confidence. And confidence builds momentum.<\/span><\/p>\n

Win to steal:<\/b> Don\u2019t modernize your entire operation. Identify the single process that creates the most follow-ups, delays, or frustration \u2014 and redesign that one first.<\/span><\/p>\n"}]},{"main_heading":"Redesign the workflow to redesign the student experience","content_block":[{"acf_fc_layout":"text","content":"

When you\u2019re trying to improve the student experience at your university, it\u2019s tempting to start with better messaging. But Trine\u2019s story is a reminder that the fastest way to reduce student frustration is often to fix the workflow behind the scenes.<\/span><\/p>\n

One of the clearest examples from the webinar was Trine\u2019s change-of-location request for international students\u2014like moving from their Detroit location to Reston in the DC area. It\u2019s not a simple handoff. The academic team has to review whether the move can be supported (classroom availability, course needs), and international services then handles the downstream steps.<\/span><\/p>\n

What used to make this stressful wasn\u2019t the work itself\u2014it was the lack of visibility around it. At Trine, many requests used to arrive via email and get passed between staff, especially when multiple teams were involved. And from the student\u2019s side, after submitting a request, they\u2019d often receive a \u201cthank you\u201d and then hear nothing until the request was fully processed. That silence is what triggers the follow-ups: \u201cWhere is my request? Is anyone working on it?\u201d<\/span><\/p>\n

Now the process moves through defined stages in monday.com. When academics marks a request approved or denied, the student is notified automatically. If it\u2019s approved, it shifts to international services and triggers the next update\u2014so students get progress along the way, and staff can instantly see where the request sits if someone checks in.<\/span><\/p>\n

Win to steal:<\/b> Start with one student-facing process that creates repeat follow-ups. Clarify the internal stages and handoffs first. Then make those stages visible so students aren\u2019t left guessing.<\/span><\/p>\n"}]},{"main_heading":"Focus on mindset as much as mechanics","content_block":[{"acf_fc_layout":"text","content":"

When you introduce new tools or systems, the instinct is to focus on features and functionality.<\/span><\/p>\n

Trine didn\u2019t approach their 14-day trial that way. They understood early on that this wasn\u2019t just about software \u2014 it was about how people work. They adopted what they called a \u201cproject management mindset.\u201d Not certifications. Not bureaucracy. Just clarity. Who owns this process? What does success look like? What are the milestones? Is it documented so someone else can step in tomorrow?<\/span><\/p>\n

They were also deliberate about how they framed the change. Automation wasn\u2019t positioned as oversight or replacement. It was positioned as relief \u2014 fewer status meetings, less manual tracking, more time focused on students. They started small. One or two workflows. Proof of concept. Expansion. They involved the people actually doing the work in building the boards. And they treated iteration as normal instead of waiting for perfection.<\/span><\/p>\n

The key wasn\u2019t the tool itself. It was the discipline of clear ownership, incremental rollout, and a human-centered \u201cwhy.\u201d<\/span><\/p>\n

When people understand the purpose behind the change, adoption follows. And when ownership is clear, scale becomes sustainable.<\/span><\/p>\n

Win to steal:<\/b> Before launching any new workflow, finish this sentence: \u201cThis will reduce ___ so we can focus more on ___.\u201d If the answer isn\u2019t clear, refine the approach before you roll it out.<\/span><\/p>\n"}]},{"main_heading":"Final thoughts","content_block":[{"acf_fc_layout":"text","content":"

Once Trine experienced a tangible shift during their 14-day trial, they couldn\u2019t justify going back to the way things were. Because once you see what it feels like to have work visible \u2014 to have ownership clearly defined, handoffs structured, and communication tied to real stages \u2014 it\u2019s hard to return to fragmented systems.<\/span><\/p>\n

And that shift came at the right time. In a moment when higher ed teams are being asked to do more with fewer resources, Trine\u2019s story offers something practical: scaling doesn\u2019t have to mean squeezing people harder. It can mean building systems that remove the administrative weight from their shoulders.<\/span><\/p>\n

The systems didn\u2019t replace the human side of their work. They created the space for it. And in higher ed, that\u2019s the real measure of progress \u2014 not just growing enrollment, but protecting the time and attention it takes to serve students well.<\/span><\/p>\n"}]}]}],"lobby_image":false,"post_thumbnail_title":"","hide_post_info":false,"hide_bottom_cta":false,"hide_from_blog":false,"landing_page_layout":false,"hide_time_to_read":false,"sidebar_color_banner":"","custom_tags":false,"disclaimer":"","cornerstone_hero_cta_override":{"label":"","url":""},"menu_cta_override":{"label":"","url":""},"show_contact_sales_button":"default","override_contact_sales_label":"","override_contact_sales_url":"","show_sidebar_sticky_banner":false,"cluster":"","featured_image_link":"","display_dates":"default","custom_header_banner":false,"faqs":false,"activate_cta_banner":false,"banner_url":"","main_text_banner":"","sub_title_banner":"","sub_title_banner_second":"","banner_button_text":"","below_banner_line":"","use_customized_cta":false,"custom_schema_code":""},"yoast_head":"\nWhen 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