NewHavenBIZ

6 n e w h a v e n B I Z | N o v e m b e r / D e c e m b e r 2 0 1 8 n e w h a v e n b i z . c o m Judy Olian doesn't shy from filling big shoes at Quinnipiac University By Michael C. Bingham "You don't want to come to a place where the only way to go is down. The work isn't done yet.' - Judy Olian President, Quinnipiac University O N T H E R E C O R D | Q & A Top of the Class NHB Editor Michael Bingham interviewed Olian for ON THE RECORD. When the search committee first contacted you about this job, what was your reaction? I was intrigued. I didn't know much about the university. I knew about the [Quinnipiac] poll. Being on the West Coast it wasn't as familiar, but I started going on the website and learning about it, and I became more intrigued and excited. I came [to visit] and kicked the tires here, and it really sold me on this institution. The magnitude of the transformation John Lahey effected here can never be equaled — literally a 'tough act to follow.' What are your thoughts about stepping into those shoes? First, I give enormous credit to John Lahey. You're right — this institution was and is on a trajecto- ry of growth unprecedented almost in all of higher education. It was O n July 1, Judy D. Olian became the ninth president of Quinnipiac University. She most recently spent 12 years as dean of UCLA's Ander- son School of Management, where she oversaw the launch of four new research centers, introduced new and expanded degree programs, and raised $450 million for a business school of a public university. Before UCLA, Olian spent five years as dean and a professor of management at Penn State's Smeal College of Business and before that taught and served as a senior associate dean at the Robert H. Smith School of Business at the University of Maryland. A native of Australia, Olian, 66, earned a B.A. in psychology from the Hebrew University of Jerusalem and M.Sc. and Ph.D. degrees (industrial relations) from the University of Wisconsin. She also serves on the boards of directors of corporations including Ares Management, LP, United erapeu- tics Corp. and Mattel Inc. She is married to Peter Liberti. Olian succeeds John L. Lahey, who had served as QU's president since 1987 and dramatically transformed the school from a small commuter school of 2,000 students to a comprehensive national university with more than 10,000 students and professional schools of law, medicine, business and engineering. a mix of gutsiness and vision and courage and bias for action that was tremendous. I also recognize that no president does it on his or her own: ere have to have been some very willing and able collaborators here with John to help him do this and help him execute [that vision]. Most of them are still here. And that was part of the attraction of this institution — coming to a [university] that has a habit of being able and nimble and visionary and very focused on students, and change, and very comfortable with change and growth. Supposedly difficult things to accomplish get accomplished here. Given the duration and success of Lahey's tenure, are people here afraid of change? You don't want to come to a place where the only way to go is down. We have two new [profes- sional] schools, of engineering and medicine, [added] in the last six years — we have a great story to tell. And the work isn't done yet. at's the great part of being here. We can still build quality, build reach, build connectivity to careers of the 21st century, and make an experience that is sought aer as a first choice among prospective students. What are the principal areas of opportunity? We are engaged in a strate- gic planning process now that's inclusive and comprehensive. We're identified five key 'buckets': e first is recruiting and attracting high-quality, diverse students. at will mean reaching out to new [secondary] schools and new geographies, both nationally and internationally. It also means making the case for students who are academically strong to come here from everywhere. We continue to improve our SAT numbers and grade-point average numbers, and I want that trajectory to continue. e second 'bucket' is improving the student experience. Students love it here, and we need to con- tinue to address their needs and improve. How? Whether it's improving residence halls, or dining facilities, or the provocative nature of discussions on campus that are extracurricular, there are various areas [where] we can build. A third area is around distinctive programming: What are we known for in the country that's best-in- class? We have several programs of that nature — our physician assistant programs, our allied health programs…We now get over 6,000 applications for 90 slots in our medical school. e fourth area is around enhancing the excellence and diversity of our faculty and staff. For that we need to have a contin- uous-development program [and] be supportive of them in making this one of the best places to work. We have a very long-term, loyal, committed staff, and we want to continue that tradition, also with PHOTO: DAVID OTTENSTEIN

• Cover