The chief academic officer to whom the author once reported gave him the freedom to be creative in implementing their institution's then-new, three-year strategic enrollment management (SEM) plan. For the fall 2010 semester, they had already exceeded projected net-tuition dollar amounts for the entire academic year. Just five months prior to successfully implementing a three-credit, module-based, graduate-level, week-long interdisciplinary institute, they began from scratch. The success of the program (measured both in terms of student assessments and financial profitability) suggests that institutions seeking to add "Jan terms," "Maymesters," or intensive December or summer programming to accomplish SEM goals should consider certain key steps.