Q&A with Kristal May, Executive Director of the Ravi K. Mehrotra Institute for Business, Markets, and Society

With an outstanding commitment to social equity, advocacy, and mission-driven fundraising, Dr. Kristal May is joining Boston University, Questrom School of Business as the Executive Director of the Ravi K. Mehrotra Institute for Business, Markets, and Society. In this role, May will work to advance the mission to explore the evolving role of business in society, spearhead initiatives at the intersection of business, government, and social impact, and lead the Institute’s fundraising and development strategy to ensure long-term sustainability. 

May has a distinguished track record of leadership in higher education, organizational management, and customer success strategy. She holds a PhD in Communication from the University of Utah and an MBA from Utah State University. She currently teaches in DePaul University’s MAAPS program and serves as Board President of YWCA Vermont. Most recently, May served as Head of Partner Success at Mantra Health where she led a team that developed and managed strategic wellness and mental health programs at universities across the country, including BU. She also served as Director of Public Sector Customer Success at Pluralsight. Prior to that, May spent nearly a decade as Executive Director of the Professional MBA and MBA Online programs at the University of Utah, where she managed all aspects of recruiting, admissions, alumni relations, and student services. Under her leadership, the programs consistently rose in national rankings, including achieving a top 10 placement for the MBA Online program.

We asked Dr. May some questions about her leadership philosophies, mission-driven motivations, and what this new role means to her.

What drew you to The Ravi K. Mehrotra Institute for Business, Markets, and Society, and why was this the right next step in your career?

May: I’ve always been drawn to roles where I can build things that are mission-driven at their core. After almost 10 years at the University of Utah, I went on to work with edtech companies to increase the size and scope of that impact. I’ve been able to grow programs, create value, and facilitate change in a lot of meaningful ways on university campuses across the country. Most recently I worked with Mantra Health where, among other things, I was able to help universities identify the impact of investing in student wellness and mental health resources. We had to deeply understand complex problems on campus, provide solutions that added value to multiple stakeholders with a variety of motivations, and ultimately keep student wellbeing at the center of everything we did. While solving those kinds of problems has been meaningful and exciting, I found myself missing the passion and energy I felt on campus. There is nothing like it! I have kept my eyes peeled for the right opportunity to come back and work with faculty and students, and this opportunity just felt deeply right and aligns so closely with my background and experiences. 

How did your time in the corporate world—at Mantra Health, Instructure, and Pluralsight—shape the way you think about organizational success?

May: Those roles reinforced for me that organizational success is about more than hitting numbers. At Mantra Health, I saw how investing in mental health could strengthen both individual well-being and institutional outcomes. At Pluralsight and Instructure, I saw how upskilling and effectively utilizing learning frameworks could transform entire workforces and change people’s lives and the lives of their families. In both settings, I learned that sustainable success comes from aligning business goals with human needs. That’s a principle I bring with me to the Institute.

You’ve been recognized for building strong teams and mobilizing resources. How would you describe your leadership style?

May: I lead with a mix of empathy and accountability. I believe in setting a clear vision, equipping people with the tools and support they need, and then giving them space to lead. My role is often to remove barriers, connect people to resources, and remind them of the ‘why’ behind their work. I value collaboration, transparency, and building trust, both within teams and across stakeholders. 

Servant leadership and positive leadership are frameworks I often come back to as well. I believe in being vulnerable, open, straightforward, honest, and kind. I actually teach a positive leadership course at DePaul University, and it’s all about leading with vulnerability and empathy. At the end of the day, my leadership philosophy is people-first. We’re all human beings working in a mission-driven space. Those who are drawn to this work care deeply about what they do—and about the people around them.

The Mehrotra Institute is dedicated to advancing understanding of the evolving role of business in society. In your view, what are the most urgent challenges or opportunities in this space today?

May: One of the biggest challenges—and opportunities—is building mutual trust and understanding and facilitating dialogue. Businesses today are expected not just to generate profit, but to address issues like climate change, inequality, and mental health. Stakeholders, whether customers, employees, or communities, are asking companies to be transparent, ethical, and socially responsive. The opportunity lies in helping organizations navigate these kinds of issues: creating frameworks, metrics, and thought leadership that shows how social responsibility can coexist with profitability and innovation, for example. One step towards building trust and understanding is to encourage business leaders to show up and have real conversations with people. Whether it is with faculty, students, or the public, businesses engaging in dialogue with individuals is at the heart of shifting perspectives, sharing experiences, and expanding our collective knowledge around these complex challenges.

What excites you most about joining the Questrom community and the Mehrotra Institute?

May: Questrom has a reputation for rigorous scholarship and innovative thinking, and BU has the scale and reach to influence both academia and industry. What excites me most is the chance to connect with students, faculty, and partners who are eager to reimagine the role of business in society. I’m especially inspired by the opportunity to help students see themselves as future leaders who can balance business success with social responsibility. 

Additionally, I love the ‘Be You’ campaign showcasing BU’s commitment to individuality and acceptance of people who come to learn as they are. It really made an impression on me—it reflects an environment that embraces uniqueness, ensures equal access, and values every voice. When I think of BU, I think of a place where everyone is welcome, ideas are shared openly, and people engage with respect and curiosity. That spirit is palpable on campus, and it makes me incredibly proud to be a Terrier.

Business and society are increasingly intertwined. How do you see corporations’ responsibilities evolving in the next decade?

May: Currently, we’re seeing a lean towards deregulation in a lot of industries, but consumers still have a lot of buying power and a lot of expectations. If institutes like Mehrotra can facilitate dialogue around critical intersections on things like environmental issues, the digitization of human life, geopolitical instability, and growing distrust in institutions, then perhaps real change can start to happen. Companies will hopefully be judged on more than quarterly earnings; they will hopefully also be judged on their environmental impact, workforce practices, and community engagement. In my opinion, the next decade will be open to companies that lead authentically and who participate in challenging conversations.

What makes the Mehrotra Institute a compelling investment for alumni and philanthropic partners?

May: One thing that stands out to me is how students at BU engage with business and the real world in ways I haven’t seen on other campuses. We bring students into applied research that helps businesses move from if they should take responsibility for something to how they should do it. That kind of hands-on yet deeply thoughtful and strategic work is perfect for students—it challenges them to grasp core business concepts and apply them to real projects with real outcomes. It’s a great opportunity for organizations to invest in students who are prepared to contribute meaningfully to society.

Through our research, public discourse, and education programs, we’re also helping businesses engage with these complex questions. Many companies don’t know where to start—they might think, ‘How do I even approach this?’ and end up avoiding it. Our work helps them move from uncertainty to action, which benefits everyone. The intersection of business and society touches everything, and that’s what makes this work so exciting because it’s about solving real problems. Often, people and businesses are looking for an opportunity to donate philanthropically to a cause that furthers business and education all at once. This does all of that. 

What does the phrase “future of business in society” mean to you personally?

May: For me, it means envisioning a world where business is a partner in solving society’s toughest challenges rather than a contributor to them. It’s about building a future where profit and purpose reinforce each other, where leaders see social responsibility as central to strategy, and where business is a trusted and transformative force for good.

Five years from now, how would you like people to describe the impact of the Mehrotra Institute?

May: I’d like people to say that the Mehrotra Institute helped shift the conversation from ‘if’ business should take responsibility for societal challenges to ‘how.’ That we produced actionable insights, produced research that influenced corporate practice, and trained a generation of leaders who understand that success is measured not just by financial outcomes but by societal impact.

At the same time, I hope the Institute fosters a culture where people can engage in difficult conversations with curiosity and respect. People are talking about the way that we talk to each other more than I have ever seen. I think this allows us to reframe our conversations, moving beyond polarization and black-and-white thinking, and creating space for genuine dialogue. Ultimately, advancing conversations about the intersection of business and society also means creating environments where people feel comfortable and inspired to engage across differences, and that’s my goal for the Institute.

What motivated you to return to academia full-time through the Mehrotra Institute? What values or principles guide your career decisions?

May: Higher education has always felt like home. It’s where I built my career and where I’ve seen the most transformative impact, not just for individuals but for entire communities. After meaningful time in the corporate world, I felt called to return to a space where research, education, and public engagement intersect. The Mehrotra Institute gives me the chance to bring together the best of both worlds: the rigor of academia and the practical urgency of industry.

I’ve always been guided by impact, integrity, and growth. I ask myself: Will this role allow me to make a difference? Does the mission align with my values? Will I be challenged to grow and help others grow? Will I be able to help in the creation of something great? Those questions have shaped every major decision in my career, including this one. I didn’t want to join an institute where researchers only talk to each other; I wanted one that creates real-world impact. 

View the press release here: Boston University’s Questrom School of Business Appoints Kristal May as Executive Director of the Ravi K. Mehrotra Institute for Business, Markets, and Society.