opportunity to make an impact at a school that was in need of a different kind of leadership.” During his tenure, the Clinton College launched South Carolina’s second-ever HBCU- based bachelor’s in nursing program and created the nation’s first Digital Library and Learning Commons at an HBCU. He also spearheaded the development of a cybersecurity major, backed by a Department of Energy grant. McCorn’s work at Clinton College eventually drew the attention of Paine College’s Board of Trustees. According to McCorn, Board Chair Mike Thurmond, an alumnus and prominent Georgia
Power, and the EAB (Education Advisory Board).
He also plans to bring the same outside-the-box approach that defined his tenure at Clinton College, including the development of a cybersecurity program and the return of Paine’s nursing program—two areas he views as essential to aligning Paine with local and national workforce needs. McCorn argues that this kind of innovation is not only necessary for Paine, but critical for the future of HBCUs across the country— especially in a political climate where longstanding federal support is at risk. “We need a new business model,” he said. “Our institutions need to be the models of innovation.” That drive for innovation has defined not only McCorn’s leadership style but his entire career in higher education and he says, it continues to shape his vision. As he often does, he returns to the influence of Benjamin Mays. “I pride myself on being a mentor, so I think I’m helping to shape another generation of leaders,” McCorn said. “That’s what Benjamin Elijah Mays was most known for at Morehouse, that’s what I want to do.”
students, alumni, and community stakeholders while stabilizing the institution’s finances and academic standing. The college, which lost its regional accreditation through SACS nearly a decade ago, regained accredited status in 2020 through TRACS, a national agency that serves faith-based institutions. McCorn says he plans to build on that foundation as part of a broader effort to strengthen Paine’s academic profile and ensure long-term institutional stability. One of his first moves, he said, was forming a transition team that includes faculty, administration, students, staff, alumni, and community stakeholders that has been advising him in his first 100 days. The group serves as an ad hoc advisory body to the president and meets regularly. To address more immediate financial needs, McCorn launched a fundraising campaign in March with a goal of raising $250,000 by the end of June.
university had brought in $150,000, largely through small individual donations, according to McCorn. He credits the early fundraising success in part to a renewed push for visibility and engagement. In addition to in-person outreach,
including guest sermons at churches, he has prioritized transparency and made a deliberate effort to connect
with stakeholders through social media. That increased visibility, he said, has helped rebuild trust and attract renewed interest from small donors. Still, the challenges ahead remain steep. “We’re in a deep hole,” he said bluntly, noting that the college will ultimately need millions to achieve long-term stability. “I think it’s possible, because we have some partners at the table.” As part of that strategy, McCorn has developed a 10- year transformation plan that brings together key institutional stakeholders—including, but not limited to, Augusta National Golf Club, Bank of America, Georgia
political figure, personally reached out after receiving
McCorn’s name as a suggestion and encouraged him to apply for the presidency. Although McCorn said he had not intended to pursue the role because he thought the position had already been filled, the outreach prompted him to reconsider. McCorn recalls Thurmond telling him “If you could do half of what you did at Clinton, Paine College will explode.” Having been in the role since January, McCorn has focused on what he calls “preparation for transformation,” a strategy aimed at rebuilding confidence among
Within the first 30 days, the
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