GERALD D. STARSIA, Ph.D. P.O. BOX 9 IVY, VIRGINIA (Home) (Work) (Cell)

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1 GERALD D. STARSIA, Ph.D. P.O. BOX 9 IVY, VIRGINIA (Home) (Work) (Cell) gstarsia@gmail.com Profile: Experienced financial and strategic leader with demonstrated success working with diverse groups of stakeholders including faculty and staff, school and central administration leadership teams, and alumni and donors. An ability to conceptualize complex strategies through the alignment of resources and mission and then build constituencies and execute all within the dynamic university environment. Brings focus, integrity, and a high degree of professional competency to balancing both high quality and performance across a broad portfolio of projects. The combination of two decades of private business experience and another in higher education brings a unique depth and breadth of knowledge to all facets of institutional management and administration including strategy, finance, human resources, information technology, capital project oversight, and facilities management. Education: Ph.D., University of Virginia, (2010). Higher Education Administration, Strategy. M.B.A., University of Connecticut, (1995). B.A., Hofstra University, (1994). English Professional experience: Senior Associate Dean and Chief Operating Officer, The Darden School of Business at the University of Virginia (2013-present) Senior associate dean and chief operating officer of The University of Virginia's Darden School of Business, and Treasurer of the Darden School Foundation. Reporting to the dean with responsibilities that include leading the School and Foundation's finance, human resources, facilities, risk management and compliance, and hospitality and dining operations. Heavily focused on helping Darden advance toward a vision of 'world-class impact and stature.' Primarily focused on leading the Darden enterprise through a period of transition including the implementation of a number of leading edge academic, financial, and mission-focused strategies. With the support of Dean Bruner and the Darden Leadership Team, will oversee the 'One Darden' initiative the goal of which is to successfully and sustainably integrate School and Foundation capabilities; to simplify systems; and, to build operating clarity; all in support of flowing maximum resources to the academic mission. Additional responsibilities include leading and linking an enterprise-wide academic strategy to a long term real estate and resource master plan. The following initiatives and responsibilities are part of the current Darden portfolio: Recommend actions to balance the Darden School's budget by the end of fiscal year 2016 in ways that are consistent with strengthening the school s core academic mission. Included in the core mission are the priorities of market-competitive

2 compensation for faculty and staff members, improvement in financial aid for students, and investment in program excellence. Advance the realization of "One Darden," the vision that the Darden School and Darden School Foundation (two legally-separated entities) must work together toward the common goal and benefit of the University of Virginia and Darden Enterprise, while respecting and preserving the legal independence and tax status of the Darden School Foundation. Lead an ongoing program of improvements in administrative processes to achieve greater simplicity in administration, increased job satisfaction, and savings in our use of resources. Throughout the Enterprise, review the possibilities for marketbased alternatives to legacy practices. Search for a satisfactory and sustainable resolution regarding loan facilities for Darden's international students. Review the adequacy of Darden's physical facilities relative to its vision and strategy, and prepare recommendations. The master planning process, which is underway, will be presented to the Board of Trustees in October, Promote a metrics-based awareness of Darden's performance with respect to both activities and outcomes. Analytics based on an assessment of metrics that prompt forward thinking about the school s strengths, weaknesses, opportunities, and threats. Provide visionary leadership fostering innovation and building bridges - internally and externally - to create opportunities that strengthen strategic goals. Develop long- and short-term administrative strategies and associated metrics in support of Darden's strategic plan.. Promote a culture of high standards and continuous improvement that emphasizes learning and a commitment to quality through a supportive and collaborative approach. Primary point-of-contact for crisis management and communication. Senior Associate Dean for Administration, The McIntire School of Commerce at the University of Virginia ( ) Executive Director, The McIntire School of Commerce Foundation ( ) Associate Dean for Administration, ( ) Secretary/Treasurer, The McIntire School of Commerce Foundation ( ) As a member of the dean s senior management team, the Senior Associate Dean for Administration manages the operational aspects of the School by building relationships with the dean, the associate and assistant deans, and the faculty and the staff in order to develop, allocate, and manage the resources necessary to meet the research, teaching, and service goals of the organization. Provide leadership for all critical functions related to operational needs, financial reporting and compliance, capital projects, information technology, payroll, purchasing, and human resources; and serve on a number of formal and ad hoc pan-university committees. Provide overall financial leadership by designing and applying strategic financial techniques to the operating activities and investments of the School and the Foundation. - Responsible for the strategic, tactical, and financial aspects of the School s $30MM+ annual operating budget and a $120MM endowment. - Maintain the School s 1, 3 and 5 year rolling strategic and financial plans. - Maintain capital and investment accounts related to the new building complex. - Direct investment management strategies for cash and mid-term and long term investments to maximize returns and maintain operational stability. - Developed a virtual executive reporting system that provides auditable financial and performance analyses for the use of the Foundation Board of Trustees and the 2

3 School s executive management team on endowment performance, valuation, and projections. Restructured the School s overall approach to business and financial matters by developing and implementing a virtual and fully automated financial reporting system. This unique system, which aggregates financial data from central and local sources, provides budget directors with multi-year trend analyses as well as modeling scenarios to gauge the effect of program growth and performance. Provide strategic oversight to the CTO and IT operations. Coordinate with university leadership and staff as the School s primary financial and administrative liaison on strategic issues relating to operating, financial, capital project, information technology, and human resources. Managed the $71M Rouss & Robertson Halls capital project from proposal, through state and university approval, through bond issuance, design, construction and occupancy. Along with the dean, co-authored and assisted with a successful differential tuition proposal providing targeted resources to the School in support of value-added student services. Demonstrated ability to work across schools and with central units to develop sensible and mutually effective approaches to academic programming and administrative challenges such as the New Internal Financial Model, Student Systems Project, Streamlining, and Financial Reporting Systems. Partnered with faculty in the establishment and management of various academic programs and special projects including the emcintire and embi online certificate programs, Social Network Analysis and Network Roundtable, NACAS, Research Centers and other Executive Education offerings. Structure Tech Companies, President and Chief Executive Officer. ( ) This real estate and construction company offered niche market, design/build services to the medical community and commercial accounts. As its founder and chief executive, grew the business from 3 employees and gross revenue of $1.5MM to 70 employees and $20MM. My administrative role spanned the entire spectrum of corporate activities included planning and directing sales and marketing, risk management, legal counsel, audit & accounting, financial management and performance reporting, estimating, purchasing, and project management. Established a vertically integrated real estate development and construction management organization providing design/build and build-to-suit services to the medical industry. Services included construction management, design/build, electrical and mechanical subcontracting, and radiation shielding design and installation. Collaborated with a number of major medical equipment providers e.g., GE, Siemens, Picker, Hitachi, and Philips to provide design/build and construction management services for projects located within hospitals and at outpatient and ambulatory surgery, and imaging and radiation therapy centers. Led this high growth company from a construction services provider, to a more integrated firm offering turn-key services for highly risky, highly complex projects in hospitals and other medical settings, laboratories, and high-technology environments. Weston Partners Consulting, Partner. (1994-Current) Partner in a consulting services firm that provides management strategies to principals of service and family-owned businesses; and corporations in the functional areas of strategic planning, financial and IT systems and management, litigation advisement, problem-solving, succession, and executive coaching. 3

4 Consult with the principals of a minority-owned marketing business in the areas of financial reporting, systems design, and performance measurement. Provide executive coaching services to the owner of a privately held real estate firm in the Central Virginia region. Provide analytic and strategic support to the principals of an east coast electronics company as executive coach, advisor, and counselor. This assignment included organizational analysis and restructure; and a reorganization of the ownership structure and strategy of the firm. Tritec Real Estate Companies, Senior Vice President. ( ) Along with two partners, established this Connecticut-based family-owned real estate firm by drafting the founding strategic plan, negotiating financial and audit and accounting relationships, locating the company headquarters, hiring staff, and implementing a sales & marketing program. Primary responsibility for the ongoing development of a 1 million square foot high-technology office park including master planning, infrastructure placement, design, build, occupancy, and tenant management. Managed all client relationships from initial contact through requirements development, proposal/sale, delivery of design/build and project management services. Provided contract and lease management services and coordination of occupancy. Wernert Companies, Director of Operations. ( ) Reporting to the owner, primarily responsible for all project management activities of this closely-held construction and real estate development company. Responsibilities included sales meetings with clients, contract development and close, hiring/retention of project executives, project managers, and staffing, purchasing, and project delivery. As a member of the Executive Committee, participated in the strategic planning, performance management and executive oversight of the company s commercial activities. Corbel Companies, Project Manager - Senior Vice President. ( ) As a member of the Executive Committee of these commercial construction and real estate development companies, managed project management teams consisting of estimators, purchasers, project managers and project executives. In addition to operational responsibilities, was the point of contact with a number of major clients, hired all project-based staff, and participated in marketing and sales activities. Governing Boards: Darden Graduate School of Business Foundation Chief Operating Officer and Chief Financial Officer (delegated authority) McIntire School of Commerce Foundation at the University of Virginia Former Executive Director and Member of Executive, Audit, and Investment Committees School of Engineering and Applied Sciences Foundation at the University of Virginia Member, Finance and Audit Committees Alumni Board of Managers at the UVA Fund at Alumni Hall Member, Investment Committee 4

5 Building Goodness Foundation Board Member, Vice President, and member of Fundraising and Expansion Committees Service: Dean s designee, UVA Student Systems Project Executive committee member, UVa Human Resources Project Foundation sponsor, McIntire Alternative Investment Fund Foundation sponsor, McIntire Investment Institute Foundation sponsor, Sustainability Investment Fund Foundation sponsor, Virginia Bankers Association Leadership Program Foundation sponsor, Virginia Venture Fund Instructor, St. Anne s Belfield Senior Transitions Finance Seminar Member, Executive Committee, Managerial Reporting Project Member, Ed.D. Capstone Committee (B. Lewis, ) Member, Enactus Business Advisory Board Member, search committee, Assistant Vice President, Budget and Financial Planning Member, search committee, Project Director, University Financial Reporting Member, search committee, Associate Dean for Management and Finance, Batten School of Leadership and Public Policy Member, search committee, Associate Dean for Management and Finance, SEAS Member, search committee, Executive Director, UVa Patent Foundation Member, UVA Board of Visitors Names Committee Member, UVA Budget Restructuring Core Workgroup Member, UVA Deans Technology Council Member, UVA Facilities Management Advisory Council UVA Athletics Faculty Partner Program UVA International Student Faculty Mentorship Program Affiliations: Member, Association for the Study of Higher Education Member, National Association of College Auxiliary Services Member, Society of College and University Planners References (Available Upon Request) 5

6 CURRICULUM VITAE SUPPLEMENT: ACADEMIC ACTIVITIES Conferences & Publications Agile Planning (current) A book underway that links principles of Strategic Management, Leadership Complexity Theory and Agile Project Management into a working model for the development and implementation of strategy in complex organizations. University of Washington, (2013), Working Paper Series Education & Leadership Policy Studies A Test of Strategic Planning Practices and Their Effect on Success in NCAA Division I Athletic Departments NACAS (2012), Instructor Project Management Best Practices Advance Institute for Managers Journal of the Study of Higher Education (2012) Strategic Planning in Higher Education: A Test of Strategic Planning Variation in Strategic Planning Practices, under review American Educational Research Association (2011), Reviewer Commission for Recreation and Athletics SCUP conference (2011), Accepted paper and Presenter Strategic Planning in Higher Education: An Examination of Variation in Strategic Planning Practices NACAS Senior Leadership Forum (2011), Program Director and Presenter Dimensions of Auxiliary Leadership in Higher Education ASHE conference (2011), Reviewer and Discussant Research on History, Leadership and Governance in American Intercollegiate Athletics Decision-Making in Higher Education: A Case Study (2011), Co-Author The Newcomb Hall Expansion and Dining Services Renovation Project College Services (Spring, 2011), Author Servant Leadership: Skills to Lead Through Turbulent Times College Services (Summer, 2011), Co-Author Integrating a Higher Ed Case Study into the Leadership Curriculum ASHE conference (2010), Presenter An Examination of Strategic Planning Practices and Their Effect on Success in NCAA Division I Athletic Departments, Reviewed and accepted paper Published dissertation, (2010) Strategic Planning in Higher Education: An Examination of Variation in Strategic Planning Practices in NCAA Division One Intercollegiate Athletic Departments National Association of College Auxiliary Services (2010), Instructor 6

7 Project Management Best Practices Advance Institute for Managers Project Management in Higher Education: A Case Study, (2009), Author Rouss & Robertson Halls: A Study in Project Management and Strategy EduCause Quarterly, (2009), Webinar instructor Challenges in Technology Implementation for Learning Spaces in Higher Education SCUP conference (2008), Presenter Effective Integration of Technology for Generation NeXt in the Learning Environment EDUCAUSE Learning Initiative, (2008), Presenter The Sensible Application of Learning Technologies in Classroom Design ASHE conference (2007), Discussant Instructional and Pedagogical Strategies Teaching Experience GBUS GBE Leading Complex Global Projects This two part graduate business course combines the lessons of the Leadership and Management course with the foundational aspects of an advanced, fast-paced Project Management course - in a global setting. The goal is to apply the lessons learned to a set of tools and techniques designed to increase the student s knowledge of and ability to cope with the unique challenges related to the management of complex global projects. The learning objectives are: Provide a foundational understanding of how to organize, implement and manage projects; Expose students to a set of tools necessary to be an effective project leader; Provide a framework for assessing risk and uncertainty in global projects; Build an understanding of how value is added to firms and groups through leadership; and, Help the students formulate their own model of leadership. COMM 3200/ Project Management This undergraduate course is an in-depth examination of project management principles and means and methods. Using case studies in real estate development, information technology, and business, the application of tools and techniques in managing complex projects is explored in depth. Using a combination of lecture, case study and practica, course learning objectives include: compare and contrast agile and traditional project management methods and then applying the concepts i.e. control processes, agile management, failures and recoveries, and best practices. Student teams prepare and present a capstone Project Retrospective report at its conclusion. emcintire Leadership and Management, Instructor The Leadership and Management course was designed as part of this on-line Executive Management Certificate Program. The learning objectives are to provide these executives and managers with a blend of leadership theory and practical skills necessary to improve each participant s leadership abilities. Topics covered include the nature of leadership and the traits often ascribed to effective leaders and managers and various skill-building techniques and exercises are presented. emcintire Executive Certificate in Management, Program Director As Program Director, my role is as primary point-of-contact with the customer in India and, along with the Academic Director, provides overall program oversight. In addition, I also co- 7

8 authored two courses (Leadership and Management and Strategic Management) and remain a member of its faculty. The McIntire Executive Certificate in Management Program consists of 10 courses lasting 4 weeks each, delivered over a 10-month period. COMM Web Project Management Lectured in this one hour case study-based class covering topics such as website development, enterprise-wide applications, contracting for consulting services, and managing consultants. EDLF Introduction to Higher Education, Lecturer In this course, I lead a discussion among a group of students on perspectives related to careers in higher education. EDLF Curry School of Education, Conference Co-Director Higher Education Doctoral Program conference titled Globalization and Higher Education hosted at the University of Edinburgh, in Edinburgh, Scotland. Responsibilities included program conceptualization, approval, and direction as well as co-instruction for one day on the topic: Private Corporation s International Practices: Lessons Learned. EDLF Curry School of Education, Conference Co-Director Higher Education Doctoral Program conference titled United States and Chinese Higher Education: History and Future Collaborations hosted by Shanghai Jiao Tong University and the University of Beijing. Responsibilities included program conceptualization, approval, and direction as well as co-instruction for one day on the topic: Higher Education: A Comparative Study of China and the U.S. 8