Hartford Business Journal

HARTFORDBUSINESS.COM | AUGUST 11, 2025 15 thriving cultural scene, an amazing business capital, and then to have a one-seat, one-train experience to both Boston and New York, all of the highway systems intersecting here, and Bradley International Airport in our backyard," he said. Lugo has already begun making his presence known in Hartford, having met with Gov. Ned Lamont at the Capitol. He said he's eager to engage deeper with the community, hoping to harness opportunities for students and faculty by partnering with downtown Hartford business leaders and developers. He also wants to encourage students to stay in the area when they graduate. "I really want to … be a convener that brings our faculty, staff and students together with those organizations that are thinking about new investment opportunities," Lugo said. "How can we elevate economic development here? How can we be a partner in ensuring that talent sees that this is a great place to raise families? How can we elevate the arts together?" 'Revenge of the English majors' He's especially interested in getting involved with the artificial intelli- gence innovation center proposed for downtown Hartford — at 150 Windsor St., adjacent to Dunkin' Park — which aims to position the city as a technology hub. Also, he wants to expand Trinity's downtown Hartford presence and is looking at opening classroom or office space in the former G. Fox building, now home to Capital Community College. The school currently has its Trinity Innovation Center located on the third floor of 1 Constitution Plaza. The 13,000-square-foot facility serves as a space for cross-disciplinary collabora- tion, creativity and entrepreneurship. In addition, Trinity's Liberal Arts Action Lab is located nearby at 10 Constitution Plaza. Lugo said the innovation and entre- preneurship center, which is relatively new, gives students and faculty access to resources that allow them to "incubate ideas" and learn to "use their creativity to think about what's needed in society, and how we create businesses to solve those problems and solve those needs." Lugo believes a liberal arts educa- tion equips students with knowledge that teaches them to think critically about a range of topics. "The multidisciplinary approach gives you not just one insight into a problem, or a challenge or an oppor- tunity, but you get this full spectrum of ideas that help you influence the choices that you can make," he said. While generative AI may displace some workers in the technology industry — such as coders — people with wide-ranging skills, like those with liberal arts degrees, will have an advantage as the economy evolves, he believes. "I think we're coming to a point where it's going to be 'Revenge of the English majors,'" Lugo said. "All of artificial intelligence is language based. You might notice that it actually isn't math based. It's actually asking questions. And who's going to be the best at thinking of the best prompts, and the best questions, and the best ways to use artificial intelligence to solve problems?" Initial goals At Trinity, Lugo said one of his top priorities is to build a leadership team that combines new with old. His first appointment was Athletic Director Gavin Viano, who previously held the same role at Wheaton College in Norton, Massachusetts. He will oversee Trinity's competitive Division I sports, including its squash program that is widely considered the best in the country. Lugo also recently appointed a new chief financial officer and vice president for administration, Scott Jordan, who comes from Harvard and will start in the middle of August. Jordan was formerly UConn's CFO. Most recently, he appointed Ben Anderson as vice president of advancement. He has 25 years of experience and previously worked in advancement at Boston College. "We've got this wonderful mix of carrying over leaders and new leader- ship," Lugo said. "Getting that group to really function as a highly collab- orative, highly strategic team will be mission critical to our success." His administration will focus on the school's financial operations and enrollment numbers, which influence the bottom line. While college enrollments in the United States have been declining significantly over the past decade, Trinity's enrollment has remained steady, with an average of about 2,300 undergraduate and graduate students annually between 2014 and 2024, according to the National Center for Education Statistics. The college currently has 2,100 undergraduate students. Lugo also plans to go on a listening tour, asking how the school is serving faculty and students to do their best work, and what should be prioritized for the "next era of capital improvements." Trinity recently concluded the largest and most successful fund- raising campaign in its history — called "ALL IN" — which raised more than $425 million to fund a range of investments. The school's endowment now stands in the ballpark of $850 million, he said. In February, credit rating agency Moody's described Trinity's debt portfolio as modest in comparison to its endowment, affirming its A2 stable credit rating. The college's total adjusted debt was about $158 million. "I have inherited an institution that has a strong financial footing and plat- form, that has the ability to think stra- tegically about growth, and you know what, we can enhance and develop anew for the future," Lugo said. Pavers, Retaining Walls & Thinstone Veneers Bulk Stone, Mulch & Aggregate Landscape & Masonry Equipment Mowers & Tractors Outdoor Living Products – Since 1967 – CT's Premier Hardscape & Landscape Destination Discover our full product lineup & locations at SUPERIORNETWORK.COM TRINITY COLLEGE ENROLLMENT 2,500 2,400 2,200 2,200 2,100 2,000 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 UNDERGRAD AND GRADUATE ENROLLMENT Source: IPEDS National Center for Education Statistics

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