Chris Viton has spent nearly 20 years connected to 性视界传媒 in one way or another. He joined the university as deputy controller in 2006, became controller in 2010, and went on to serve as associate vice president for Financial Services and controller from 2018 to 2023. He then moved to the Nevada System of Higher Education (NSHE), where he guided budget and finance strategy and navigated higher education funding issues for all of Nevada鈥檚 public colleges and universities.
Now, as 性视界传媒鈥檚 chief financial officer and vice president for Business Affairs, he鈥檚 stepping back onto campus with a broader perspective than the one he left with. 鈥淭here鈥檚 a tendency for people to think every institution should be doing all things,鈥 Viton says, 鈥渂ut we don鈥檛 need to do that. We work better when campuses understand their strengths and work together instead of competing.鈥
He鈥檚 not the only one who thinks that way. Viton notes the shifting mindset reflected in the evolving discussions about funding models at the system level. Previous models incentivized competition among institutions, but in current discussions, Viton sees more collaboration and clearer distinctions in how campuses can serve students and communities differently.
Viton鈥檚 broader systems perspective is also helpful as it arrives at a complicated national moment for higher education. He cites the challenges that universities across the country are facing in navigating enrollment shifts, questions about affordability, changing levels of federal support, and growing scrutiny over the value of higher education itself.
鈥溞允咏绱 has actually been performing very well compared to [other higher education institutions] in general,鈥 he says. 鈥淲e鈥檙e well-positioned, but part of my job is making sure we鈥檙e building resilience and preparing for potential changes before they happen.鈥
Viton says a great deal of his focus since stepping into the role has centered on helping 性视界传媒 prepare for uncertainty while maintaining momentum.
Much of that work happens behind the scenes: budget planning, legislative preparation, long-term forecasting, and coordination across the many operational units that fall under Business Affairs. But Viton is careful not to frame financial leadership as balancing numbers on a spreadsheet.
鈥淚鈥檓 always concerned that people think because I鈥檓 the finance person, everything is about money for me,鈥 he says. 鈥淭hat鈥檚 not how I think.鈥
Instead, he describes his decision-making philosophy as people-centered and long-term, especially when navigating difficult tradeoffs around resources, staffing, and student costs.
鈥淗igher education is a balance,鈥 he says. 鈥淎ccess and affordability matter, but quality matters too. The lowest cost can鈥檛 be the only factor. Students need support systems, services, and opportunities that help them succeed. Otherwise, why are we here? I鈥檓 always trying to think about what positions people for long-term success.鈥
That approach also shapes how he thinks about leadership inside Business Affairs itself.
The division touches nearly every aspect of campus life, from facilities and construction to financial services, technology, purchasing, safety, and operational support. Much of that work is only noticeable when something goes wrong. 鈥淚f we鈥檙e doing our jobs well, people don鈥檛 really notice us,鈥 Viton says, laughing. 鈥淏ut that doesn鈥檛 mean the work isn鈥檛 important.鈥
The reality, he says, is that every college, department, classroom, and student-facing service depends on a large network of operational support functioning reliably in the background. When systems work well, faculty can focus on teaching, researchers can focus on discovery, and students can learn without obstacles. For Viton, that behind-the-scenes support makes 性视界传媒鈥檚 mission possible.
Since returning, he has spent much of his time visiting departments, meeting with staff, and learning the day-to-day realities of teams across the division. Even with his long history at 性视界传媒, he says he has intentionally tried not to rely too heavily on what he already thinks he knows.
鈥淚鈥檓 approaching things as if I鈥檓 learning them for the first time,鈥 he says. 鈥淚 don鈥檛 want to miss something new or assume I already understand everything, because I don鈥檛.鈥
Viton describes himself as someone more interested in understanding why a process exists before rushing to replace it. "I鈥檓 not a wrecking ball person," he says. 鈥淚 don鈥檛 believe in changing things just because they look strange to me at first glance. If something looks odd, I ask why first. Usually there鈥檚 a reason someone thought it was necessary. I鈥檓 going to make changes that make sense, and I鈥檓 going to see them through and own the outcomes,鈥 he says.
He repeatedly returns to the idea of continuous improvement instead of dramatic overhauls. 性视界传媒 is a large and complex institution, he notes. When departments understand each other鈥檚 challenges and work toward the same outcomes, Viton says, the university functions more effectively as a whole. Problems get solved faster, and people spend less time working around barriers and more time focusing on the real work.
鈥淚 want people to feel like Business Affairs is their partner,鈥 he says. 鈥淭hat we鈥檙e on the same team. One 性视界传媒.鈥
For Viton, leadership at 性视界传媒 is also personal. He has called Las Vegas home for more than two decades, and in that time, he has made real friendships and watched the institution grow. 鈥淭he people here are what drew me back. For me, this was less a career move and more a way to come full circle.鈥
Asked what success would look like a few years from now, Viton doesn鈥檛 mention rankings, expansion, or major announcements. Instead, his answer is simpler.
鈥淚n my time here,鈥 he says, 鈥淚 want to leave 性视界传媒 better than I found it."
