Putting People First

Professor Perry Leo is stepping down from his role as Head of the Department of Aerospace Engineering and Mechanics after many years of dedicated leadership.

For over a decade, he has guided the department through significant growth and achievement while continuing to contribute as a teacher, researcher, and mentor. Alongside his administrative leadership, he has advised graduate students, published extensively, and collaborated with universities and research centers around the world — all while balancing a busy family life.

Leo, who grew up in upstate New York, worked himself through the ranks of the faculty at the University of Minnesota starting as an assistant professor in the fall of 1988. His research focused on advanced materials, or how different materials blend together to form new materials.

His path into the department wasn’t exactly conventional. As an undergraduate, his focus was in mechanical engineering and materials science, followed by a PhD in metallurgical engineering and materials science. In many ways, he came into the field from the “mechanics side” rather than through a traditional aerospace pipeline.

“I’ve always been interested in engineering, but the aerospace part came later.” Leo reflects. “Seeing how excited our students are to be aerospace engineers has really helped keep my enthusiasm level up.”

An openness to evolving interests would become a defining feature of both his career and his approach to teaching and leadership. When considering opportunities, Leo had options, including positions at government research labs, but the appeal of a public, land-grant university ultimately stood out.

“The Big Ten appealed to me,” he says, pointing to the broader mission and more diverse student body compared to private institutions. Just as important was location. “Being in the Twin Cities was a big factor.”

The biggest influence for Leo was the department itself.

“When I interviewed, everybody was super friendly. It had a very collegial feel,” he recalls. That sense of community would remain a focus throughout his career.

Leo’s early days in the department were, by his own description, sparse. He remembers sitting alone in a second-floor office with little more than an old cube-style computer, wondering what to do next. At the time, Leo was the first new assistant professor that had been hired in years. Things began to shift in the early 1990s as new faculty arrived, transforming the department’s environment and energy.

“That made things a lot better,” he recalls. “It changed the atmosphere.”

What he takes the most pride in, however, isn’t administrative milestones. People have been the number one focus for Leo when it comes to fostering a positive culture in the department.

From mentoring students who went on to succeed to supporting faculty through tenure and promotion, relationships have been at the core of his work.

“You don’t hire somebody just because they’re good at research if they’re difficult to work with,” Leo says. “You have to look at the whole person.”

He believes the department’s relatively small size is an important reason why the people-first approach is so critical.

“We’re a smaller community. We all know each other and we support one other,” he explains. “That’s part of our identity.”

The aerospace field itself has evolved significantly over the years that Leo has led the department. Early in his career, the focus leaned heavily toward commercial aircraft, with less emphasis on space. Over time, that balance shifted, driven in part by private-sector innovation.

Through it all, the department has maintained a consistent philosophy: focus on strong fundamentals.

“We’ve always done basic, fundamental engineering work,” Leo says. “We hire good people and trust them to focus on the important problems.”

That approach, he believes, has allowed the department to adapt without chasing trends. At the same time, the department has been able to devote time and resources to improving key areas.

“Our teaching has gotten a lot better,” Leo says candidly. “The research has stayed strong, but teaching has improved vastly.”

Stepping into leadership brought its own challenges, especially early on. One of the most difficult periods came when he assumed responsibilities during a predecessor’s illness.

“That was hard,” he recalls. “He was very well liked, and we had to keep things going.”

From that experience, and guidance from colleagues, he learned a key lesson about leadership:

“Most of the time, people just want guidance. It’s not really about you. They just want to hear that things are going to be okay.”

That mindset proved valuable again during later challenges, including the disruptions of COVID-19.

“As long as you keep communicating, the details matter less,” Leo says.

If you ask Leo about highlights, he acknowledges the department’s research breakthroughs, but the memories that stick out the most are those with students.

His first graduate student went on to a successful career in medicine and academia. Another undergraduate, who initially struggled, eventually started his own company. There are also lighter memories, like flying in a plane with a grad student who was also an experienced pilot.

“I wouldn’t do that again,” Leo says.

These moments, big and small, reflect what he values most: the long-term impact of building relationships.

Even after years of leadership, he isn’t done exploring.

“I’d like to do a little more research,” Leo says, mentioning ongoing collaborations and projects he hopes to revisit.

He also sees opportunities in the department’s curriculum, particularly in blending foundational knowledge with modern tools and more hands-on learning.

“Students want more hands-on projects, and I think that’s a good direction,” Leo says, while emphasizing the importance of maintaining strong fundamentals.

Despite the challenges and changes over the course of 28 years, one thing remains constant: he still enjoys coming to work.

“I really like the people,” Leo says simply.

His connection to the Twin Cities extends beyond campus. His family has deep ties to the area, and the community has been an important source of support.

“It’s more than just work,” he reflects. “You have to think about the whole picture.”

That said, there may be one change ahead:

“I’d prefer not to be here in the winter, if I can make that work.”