Rooted locally, building for the long term: Montana State University’s approach to corporate engagement

We are pleased to welcome Montana State University (MSU) as a new member of the UIIN community. We spoke with Mike Veselik, Assistant Vice President for Economic Development and Federal Relations, about how the institution is building a more deliberate and coordinated approach to corporate engagement. 

Founded in 1893, Montana State University’s identity is closely tied to its land grant mandate, combining education, research, and service to the state. This commitment has long been visible through agriculture and extension activity, where deep connections to communities are well established. 

While that culture of public engagement runs deep, collaboration with industry has developed in a more fragmented way. Relationships have emerged over time through individual researchers and labs, often shaped by specific projects or shared interests. Many of these connections are strong, but they remain tied to individuals rather than the institution itself. The current shift is not about creating engagement from scratch. Instead, it is about making what already exists more visible, more stable, and more intentional. 

From individual relationships to institutional continuity 

Much of the work now centres on creating continuity across these relationships. Rather than replacing existing activity, the university is introducing a light coordinating function that connects efforts across teams. 

There’s no point in us reinventing the wheel… there are other places that are doing this well already.

This approach reflects both pragmatism and constraint. Instead of building a large central structure, it relies on existing expertise distributed across the institution. A small team works across functions, connecting people, identifying overlaps, and helping conversations move forward when academic availability fluctuates. 

The intention is to reduce reliance on individuals as single points of contact. When relationships sit only with one researcher, they risk disappearing when priorities shift or staff move on. A coordinating layer provides stability, helping partnerships remain active over time. 

Building relationships with a long-term horizon 

A defining feature of MSU’s approach is its emphasis on time. Partnerships are not treated as short-term opportunities but as relationships that develop gradually. 

If you can build the relationships, the rest of it will follow.

This long-term view shapes how the university engages. Early interactions are often modest, focused on building familiarity rather than immediate outcomes. Over time, that creates the conditions for trust, allowing collaboration to deepen in a more natural way. 

There is also a degree of restraint in how engagement is approached. Requests are made selectively, and with clear intent. When partners are asked to act, they understand that the request carries weight. 

This becomes visible in moments where responsiveness matters. During a recent round of federal funding requests, the university needed multiple letters of support from partners across the state. Many were returned within hours. The groundwork had already been laid through sustained engagement, and partners understood both the context and the significance of the ask. 

Working within a constrained regional context 

MSU operates in a context without immediate access to large corporate anchors. There is no obvious cluster of major corporate partners nearby, which makes engagement more deliberate. 

Partnerships must be identified and developed intentionally, often requiring more effort to initiate and sustain. At the same time, capacity is limited. The teams involved in engagement are small, and much of the work sits alongside other responsibilities. 

This creates a need for careful prioritisation. Not every opportunity can be pursued, and not every relationship can be developed at once. Decisions about where to invest time and attention become central to the institution’s approach. 

This principle provides a clear point of reference. While there is an ambition to build recognition beyond the state, the starting point remains local. Engagement is grounded in the needs of Montana’s communities, rather than driven primarily by external visibility. 

Aligning internally without forcing uniformity 

Internally, alignment is still evolving. Different teams approach industry engagement in different ways, shaped by their disciplines and experience. Some are more open to collaboration, while others remain cautious, particularly where concerns exist about the role of commercial partnerships. 

It has to be a mutually beneficial relationship. We are not going to do things solely for outside entities, nor are we going to expect them to do things solely for us.

Rather than imposing a single modus operandi, the focus is on building shared understanding. This begins with a core group working more closely together across areas such as research, technology transfer, and entrepreneurship support. 

Clearer communication around roles is also important. Not every engagement needs to lead to funding, and not every partnership needs to follow the same structure. Over time, the aim is to create a culture where engagement is understood, supported, and approached with confidence. 

Acting as translator between university and industry 

A key part of this approach is the role of translation. Engagement is not only about connecting organisations, but about interpreting needs and expectations on both sides. 

This involves understanding what matters to external partners while also representing the university’s priorities and constraints It extends beyond brokering introductions to explaining how research, expertise, and institutional activity connect to practical needs in ways that are legible to partners and communities. 

That outward-facing work matters because relevance cannot be assumed. It needs to be communicated clearly, particularly in a context where public value remains central to how the institution understands its role. 

A focused approach to partnership development 

Looking ahead, MSU is focusing on a smaller number of partnerships that can be sustained over time. The emphasis is not on scale, but on depth. 

The aim is to build a group of long-term collaborators who engage across multiple areas, from student pathways to research and advisory support. These relationships are expected to evolve gradually, shaped by mutual needs and ongoing interaction. 

At the same time, the university remains anchored in its local mission. 

We can’t have the national and international prestige without first serving Montana.

This principle defines how growth is understood. Local commitment and broader ambition are not competing priorities. One makes the other possible. 

Looking ahead 

Montana State University’s approach to corporate engagement continues to take shape. The focus remains on building continuity, strengthening relationships, and aligning activity across the institution without adding unnecessary complexity. 

Rather than pursuing rapid growth, the model prioritises steady progress and long-term alignment, grounded in the university’s role within its state.

Luca Barbera (author) is a Project Officer at UIIN. His work encompasses a broad spectrum of research topics, including sustainability, deep tech, engagement practices for universities and academics, with a particular emphasis on the valorisation of results.