Executive Director of the Academic Financial Office

Academic Financial Team Leadership:

• Lead the transition from a distributed academic financial model to a new structure that is aligned with the university's financial structures and strategic imperatives and is managed in the CFO's office in collaboration with academic leadership.
• Exercise direct, solid-line supervisory authority over and performance management of approximately 20 leaders/managers, fostering a culture of accountability, professional growth, and "whole-university" thinking that transcends individual unit interests.
• Lead and inspire a distributed workforce of over 200 business and finance professionals by establishing clear standards for operational excellence, transparency, and ethical stewardship across all academic units.
• Set the cultural tone, model the collaborative behavior needed, and align the technical functions of academic business administration with the university''s academic and research mission, ensuring all team members understand how their fiscal roles directly support faculty and staff success and student outcomes.
• Drive large-scale cultural change by implementing consistent, equitable practices in hiring, workload distribution, and professional development across the academic portfolio, reducing "silo" behaviors and promoting cross-unit collaboration.
• With the support of the Office of Business Affairs and with University Communications, design and execute a comprehensive internal communication strategy - including "all-hands" interactions, functional working groups, and digital tool sets - to ensure all members of the team remain informed, engaged, and aligned with the CFO and Provost''s strategic priorities.
• Continuously assess and adjust leadership roles and team structures to ensure optimal efficiency and effectiveness in achieving the financial and University-wide goals.

Strategic Financial Planning & Execution:

• Lead the development of a comprehensive suite of multi-year financial models for the colleges supporting initiatives related to areas such as academic programs, faculty development, student success, optimization of academic revenue streams and the fiscal impact of enrollment fluctuations. Take a lead role in the change management necessary for success.
• Partner with the Provost, CHRO, and Deans to model and manage the long-term fiscal impact of faculty affairs, including the competitive structuring of start-up packages, retention funding, tenure-track line allocations, and instructional capacity planning across all 20 colleges.
• Oversee the execution of innovative operational plans and systems for integrated financial operations and budgeting processes strategically aligning the administration of academics with the University''s strategic goals.
• Facilitate cross-functional collaboration across the colleges and with other central administrative units to integrate financial efforts related to the CFO''s responsibilities.
• Proactively identify and fix the root causes of financial challenges and opportunities related to academic strategic priorities.

Financial Evaluation & Business Planning:

• Oversee the preparation of business and operational plans, ensuring a comprehensive evaluation of financial viability and strategic alignment.
• Develop a standardized process for and conduct comprehensive financial due diligence for new programs and initiatives, ensuring a thorough examination of financial considerations.
• Drive continuous improvement initiatives in financial evaluation processes, utilizing technology and data analytics for enhanced efficiency.
• Provide expertise in financial risk assessment, contributing to the development of risk mitigation strategies.

Management Reporting & Relationships:

• In partnership with the CFO, serve as functional point of contact for deans and other college leaders.
• Oversee the monthly management reporting process for administrative and strategic financial activities - both for the entire academic business function and for each college - providing the CFO, Provost, and Deans with strategic insights and conducting in-depth variance analysis to facilitate a nuanced understanding of performance.
• Establish a robust framework for financial management reporting for the CFO and Provost, incorporating relevant benchmarks and best practices for central academic business administrative functions in higher education.
• Lead the identification and management of risks and opportunities related to the financial health and strategic initiatives of the colleges, employing a proactive approach to ensure a comprehensive view of potential impacts on outcomes.
• Represent the CFO, the Provost, Deans and colleges in university-wide committees and working groups related to administrative and strategic financial matters.

Knowledge, Skills, and Abilities:

• Advanced Mastery of Higher Education Finance: Deep knowledge of fund accounting, RCM (Responsibility Center Management) or similar decentralized budget models, and the complex regulatory environment of a public R1 research institution.
• Strategic Influence and Conflict Resolution: Proven ability to navigate high-stakes "matrixed" reporting lines and build consensus among stakeholders with competing priorities (e.g., balancing a Dean's desire for growth with a CFO's requirement for fiscal discipline).
• Data-Driven Executive Decision Making: Proven ability to synthesize massive datasets - such as enrollment trends, research expenditures, and instructional costs - into clear, actionable financial narratives for the CFO, Provost, and Deans.
• Large-Scale Organizational Transformation: Extensive experience leading "Community of Practice"/"Unified Operational Ecosystem" models for 200+ employees, with a track record of standardizing business processes across historically siloed or autonomous academic units.
• Sophisticated Communication: Exceptional ability to translate complex financial concepts into "academic-speak" for academic leaders and "business-speak" for central administrative senior leaders, as well as the ability to translate input from those in academic units to help finance staff better understand how to help the units.