The term "community college business and finance model" is unlikely to evoke a positive response from educators who resist labeling students as "customers," do not want to call the college's offerings "products," and don't like to hear the college referred to as a "business." Faculty and staff tend to be conservative and risk-averse when confronted with major institutional changes that they feel diminish the distinctiveness of the college, its academic freedom, their special relationship with students, and obligation to the public good. These are all valid concerns. But they should guide rather than deter the necessary transformation of business and finance operations to become leaner, smarter, more efficient, more creative, and more focused in response to new financial constraints and changing demographic, economic, technological, and social realities.