DeCenzo (right) greets a group of German exchange students studying at Coastal.

When DeCenzo learned that the position of dean of the Wall College was open, he knew Coastal was where he wanted to be. He got the job in July 2002 and immediately set about enhancing the reach and the quality of Coastal's business program. During his four years as dean, he led the movement to start an M.B.A. program, established the Wall Center for Excellence and the Retired Executive-in-Residence programs, and expanded student internship opportunities in the U.S. and abroad.

DeCenzo was promoted to the position of provost and chief academic officer in May 2006, the same month that Coastal formed an advisory committee to begin the search for a new president. He was one of 76 original applicants for the president's position, and was among the five chosen finalists. Although the competition was stiff and complicated, DeCenzo was named president by the board of trustees in February 2007. Veteran CCU professor and administrator Edgar Dyer, the other chief contender for the job, was named executive vice president, a new position that focuses on the areas of strategic planning, capital projects and government relations.

DeCenzo officially became Coastal's new leader on May 7 when outgoing President Ronald R. Ingle presented him with the seal of office. Within a week of taking the helm he hired a new provost, Robert Sheehan of the University of Toledo, and began the process of defining the direction the university will take under his leadership.

First family: (front row) Mark, Terri and Gabriella; (second row) David, Meredith and Natalie

The broad outline of the new president's vision is contained in a document called "20/20," a blueprint- in-progress for Coastal's next decade. The name of the plan, according to DeCenzo, does double duty, referring to goals the university will achieve by the year 2020 and also to clarity of vision.
The four primary goals of 20/20 are: (1) meet the educational needs of our stakeholders, (2) ensure student success, (3) ensure faculty and staff success and (4) ensure the financial viability of the university.

DeCenzo says his personal goal is for Coastal Carolina University to become the university of choice for students seeking a four-year degree from a college or university in the state of South Carolina. Despite the success of CCU's enrollment numbers, a higher percentage of students say that Coastal was not their first choice. Many in-state students regard Coastal as a "safety-net" school, according to DeCenzo, where students can get their start before moving on to another institution. This is something he plans to change.

"When I address freshmen and ask them if they are planning to come back, I get about a third of the hands that say 'no,'" says DeCenzo. "I'm often asked if their response bothers me and I answer 'No, it doesn't.' My feeling is that those students are on our campus now, and we have a year to prove ourselves. If we can't prove the value of what Coastal has to offer in their first year, shame on us."

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