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Agent guide: [/agents.md](https://www.wearedevelopers.com/agents.md). --- # Search for the Next Chief Information Officer - **Company:** Chapman University - **Location:** Orange, CA, United States - **Experience:** Expert - **Salary:** $325,000.0 - **Contract:** Permanent contract - **Skills:** Artificial Intelligence, Cyber Security, Information Systems, Data as a Services, Data Sharing, Decision Support Systems, Interoperability, PeopleSoft Customer Relationship Management (CRM), Salesforce.Com, Enterprise Software Applications, Data Strategy, Data Analytics - **Published:** September 22, 2026 - **Apply:** https://jobs.chronicle.com/apply/38039530/search-for-the-next-chief-information-officer?LinkSource=JobDetails ## About the Role Williams holds a bachelor's degree in communication from the University of Pennsylvania. She is a member of the American Marketing Association and the Public Relations Society of America., * At least a decade of progressively responsible technology leadership in a complex, service- intensive organization, including enterprise-wide accountability as a CIO, deputy or associate CIO, divisional technology leader, or equivalent executive. * A record of developing and executing technology strategy, modernizing an operating model, and translating institutional priorities into clear plans, investments, measures, and outcomes. * Demonstrated success leading sizable teams and strategically managing operating and capital budgets, project portfolios, vendors, managed services, and competing demands. * The ability to preserve operational stability and trusted service while introducing standards, accountability, performance measures, new capabilities, and organizational change. * A strong talent leader who develops people, welcomes a range of perspectives, and fosters a culture of learning and high performance. * A visible, accessible, institutionally aligned leadership style characterized by integrity, humility, follow-through, shared credit, and a willingness to engage directly in the work. INSTITUTIONAL LEADERSHIP AND COLLABORATION: * Experience serving as a trusted advisor to a president, cabinet, board, or comparable executive leadership team and contributing beyond the boundaries of the technology function. * Sophisticated interpersonal and diplomatic skills; a commitment to consultation and collaboration balanced by the judgment and courage to advise and manage with a Chapman-first mindset. * The ability to build credibility with executive and senior leadership, deans and other leaders, faculty, students, researchers, and technology professionals whose needs, vocabulary, and decision rights differ. * Exceptional written and verbal communication, including the ability to explain architecture, cost, risk, capability, and tradeoffs in terms of academic mission, student experience, operational value, and institutional strategy. 13 Qualifications & Characteristics OPERATIONAL QUALITIES * Experience creating service management practices, user-centered support, operational measures, project discipline, change management, and continuous improvement in an environment where reliability is critical. * Strong institutional, financial, and functional judgment, including capital planning (as appropriate), total-cost analysis, business cases, vendor and contract management, sourcing, and the ability to make disciplined choices when capacity is constrained. * Sound judgment, composure, and clarity in high- risk or high-visibility situations, along with the ability to move between long-term strategy and urgent operational decision-making. * An appetite for innovation combined with pragmatism about timing, readiness, cost, support, and risk; a willingness to use cloud, AI, and other tools where they create value. * A bachelor's degree is required. An advanced degree is preferred. * Experience in a higher education and/or an academic medicine setting preferred. ## Description VICE PRESIDENT AND CHIEF INFORMATION OFFICER This leadership profile is intended to provide information and assist individuals in assessing their interest in Chapman University and the position of Vice President and Chief Information Officer. 2 The Search Chapman University seeks an experienced, collaborative, and forward-looking technology executive to serve as its next Vice President and Chief Information Officer. The Chief Information Officer will join Chapman at a moment of significant institutional momentum and will lead the university's technology strategy, operations, and transformation. Reporting to Marie Williams, Senior Vice President of Marketing and Public Affairs in the Division of the Chief of Staff and Executive Vice President, and serving as a member of the President's senior leadership team, the CIO will be responsible for the full portfolio of academic and administrative technology. Chapman has an extraordinary trajectory, dedicated leaders, a strong technology foundation, a comprehensive Information Systems & Technology (IS&T) team, and a close-knit community prepared to support its bright future. Building on these strengths, the CIO will further advance an integrated, service-oriented, and forward-thinking technology environment that supports academic excellence, operational effectiveness, innovation, and an exceptional experience for students, faculty, and staff. The next CIO will connect systems and data across the university, establish a clear enterprise technology roadmap, continue to shape responsible AI adoption, and develop the organization and operating model required to support Chapman's ambitions., A seasoned higher education leader with a background in operations, fundraising, and the law, Amy Rogan-Mehta is an Executive Vice President and the Chief of Staff at Chapman University. In her role, Amy serves as a chief adviser to the President and oversees a broad portfolio of units that contribute to Chapman's strategic direction, operations, student experience, and external visibility. These areas include Athletics, Career and Professional Development, Enrollment Management, Enterprise Risk and Safety, the Hilbert Museum of California Art, Human Resources, Information Systems & Technology, Institutional Compliance, Marketing and Public Affairs, and Student Affairs. In addition, Rogan-Mehta facilitates collaboration and alignment across Chapman's schools and departments to achieve institutional vision and goals; helps to lead board relations with the Board of Trustees, Board of Governors, and the President's Cabinet; and serves as a liaison to various committees of the Board of Trustees. She also led the presidential transition and chaired the Presidential Transition Advisory Committee., Information Systems & Technology (IS&T) supports the full breadth of Chapman's academic, research, administrative, and residential environments, with capabilities spanning client and classroom technology, enterprise and research infrastructure, enterprise applications, data services, project management, cybersecurity, training, and finance and operations. The nearly 80-member organization provides day-to-day technology insights, solutions, and support to students, faculty, and staff while also enabling teaching and learning, research computing, enterprise systems, data and analytics, and university-wide technology initiatives. Its organizational structure is traditional, and its teams combine deep institutional knowledge with specialized expertise across core platforms, infrastructure, security, service delivery, and emerging technologies, creating a broad and well-established technology function that supports both the university's daily operations and its continued evolution, balancing reliability with innovation. Learn more at the IS&T website. 9 KEY RESPONSIBILITIES: * Enterprise strategy and governance. Develop a multi-year technology strategy, portfolio, proposed investment framework, and decision- making model aligned with university priorities and leveraging opportunities to optimize and maximize systems, processes, and practices. * Executive partnership and communication. Serve as a trusted advisor, communicate business value clearly, and provide technology recommendations that help to inform and advance institutional decisions. * People and organization leadership. Develop an integrated, high-performing IS&T organization with strong accountability and expectations, clear career pathways, and a shared Chapman purpose. * Applications, architecture, and integration. Establish enterprise architecture standards, guide ERP and platform decisions, improve integration, interoperability, identity, and lifecycle management. * Data and analytics. Create a modern data strategy and governance model that improves quality, common definitions, access, analytics, and decision support. * Cybersecurity, privacy, and resilience. Partner with the CISO and university leaders to manage risk, strengthen controls, and sustain preparedness and business continuity. * Digital experience and service delivery. Advance reliable, responsive, user-centered services for faculty, staff, students, researchers, and residents. * Financial and resource stewardship. Manage operating budgets, capital budgets as appropriate, vendors, managed services, project delivery, sourcing, and transparent prioritization aligned with institutional priorities. * Artificial intelligence. Lead responsible AI strategy, governance, adoption, training, and enablement across academic and administrative environments. Role of the Chief Information Officer The CIO is Chapman's senior technology leader and a strategic partner to the President, senior leadership, deans, administrative leaders, faculty, and students. The CIO will define and execute a unified technology strategy that aligns with Chapman's institution-wide priorities and advances the university's academic mission, student experience, research ambitions, operational effectiveness, and institutional scale and caliber. The role requires a leader who can translate technical choices into institutional outcomes, facilitate decisions across a range of constituencies, and act consultatively and decisively when alignment, performance, or risk requires clear direction. 10 CREATE AN ENTERPRISE TECHNOLOGY STRATEGY AND GOVERNANCE MODEL Chapman could benefit from a clear, institution-wide technology vision, strategy, and operating plan that connects academic, administrative, research, and student priorities. The CIO will lead a collaborative and consultative planning process, establish transparent decision rights, and create a portfolio model that balances mission, risk, capacity, cost, and measurable value. Governance must be consultative enough to reflect the university's culture, yet disciplined enough to resolve competing priorities and prevent technology adoption from fragmenting further. The CIO will define standards, intake processes, architecture review, and performance measures that make decisions easier to understand and execute. CONNECT SYSTEMS, DATA, AND DECISIONS The university has capable systems and valuable data, but many platforms operate effectively within individual units rather than as a coordinated enterprise. This is largely the result of Chapman's incredibly fast and impressive growth over the last few decades: Systems and operations have not kept pace with the pace of institutional momentum and evolution. The CIO will prioritize integrations across core academic and business functions, reduce duplicate processes, and establish shared data definitions and ownership - in consultation with executive and senior leadership. In the near term, Chapman sees an opportunity to further strengthen access to trusted, actionable information across the university, enabling leaders to make informed decisions with greater consistency and confidence. Over time, the university envisions a more connected digital ecosystem that enhances institutional insight, supports personalized service, and creates a seamless experience across the student and employee lifecycle. As the digital ecosystem is matured, the CIO should examine and provide thinking on how AI, as appropriate, could help Chapman move from a focus on report production toward greater capacity for timely insight and decision support. DEFINE THE FUTURE OF ENTERPRISE APPLICATIONS AND ARCHITECTURE Chapman's enterprise application environment is anchored by Oracle/PeopleSoft and Salesforce, alongside a broader portfolio of systems supporting the university's academic and administrative functions. The CIO will evaluate the application landscape in the context of institutional priorities, evolving business needs, platform capabilities, user experience, and long-term sustainability, and will propose a thoughtful roadmap for modernization and investment. Over time, the CIO will help Chapman make informed decisions regarding its enterprise platforms and technology architecture, balancing innovation with operational continuity, financial stewardship, implementation risk, and organizational readiness. This will require clear communication of strategic options and tradeoffs to executive and senior leadership, with an emphasis on sequencing investments in a way that supports the university's norms and long-term goals. BUILD A PERFORMANCE-DRIVEN, PEOPLE-CENTERED IS&T ORGANIZATION The previous technology leadership established strong relationships and steps toward a service-oriented culture. The next CIO must honor that foundation while advancing the organization toward stronger enterprise thinking and clearer standards, metrics, accountability, and innovation. This may require thoughtful changes to ways of working and corresponding change management. The CIO will be visible and accessible, know the team, and develop leaders who lead with a Chapman-first mindset and values system. Chapman's culture rewards leaders who are collaborative, humble, and willing to get down to work. The CIO must also re-engage and retain talent through a period of change and a fully campus-based work model. Key Opportunities & Priorities 11 STRENGTHEN CYBERSECURITY, PRIVACY, AND INSTITUTIONAL RESILIENCE; SUPPORT COMPLIANCE The university has a strong core of security capabilities, a CISO-led program, and conducts regular preparedness exercises. The next CIO will ensure that cybersecurity remains integrated with architecture, data, AI, vendor management, identity, privacy, research, and business continuity. The CIO will also have a strong understanding of all compliance issues impacting technology and data generally, specifically to higher education, and will work closely with those leaders and functions that are responsible for managing compliance. Because universities operate with multiple constituencies, effective risk management depends on partnership and influence as well as policy and practices. The CIO will help the university understand risk, establish practical standards, improve visibility into tools and applications being used outside IS&T, and sustain a culture that supports innovation without compromising institutional trust. ELEVATE SERVICE DELIVERY AND LIFECYCLE PLANNING Chapman's front-line technology operation is a meaningful service that influences the day-to-day experience for all constituents as they encounter Chapman through various contexts, including classrooms, laboratories, living spaces, workspaces, and co-curricular events. The CIO will preserve that high-touch culture while introducing clearer service measures, consistent processes, proactive communication, and continuous improvement. The goal is to make it easier for faculty, staff, and students to understand what IS&T provides, how priorities are set, and what service experience they can expect, while consistently meeting that standard. The university also needs a disciplined lifecycle plan for classroom, facilities, and office technology. STEWARD INVESTMENT, CAPACITY, AND ENTERPRISE VALUE Chapman has one of the stronger planning environments in higher education and has historically made prudent technology investments and adoptions. At the same time, operating demand has grown faster than recurring capacity. The CIO will create and present transparent investment cases for consideration, prioritize the work that matters most, and make deliberate choices in consultation with executive and senior leadership about internal capability, managed services, vendors, and timing. Success requires fluency with both operating and capital budgets, disciplined portfolio management, and the ability to explain costs, tradeoffs, risk, and value to executive and senior leadership. LEAD RESPONSIBLE AI STRATEGY, GOVERNANCE, AND ADOPTION AI represents both a significant opportunity and an area of continued focus for Chapman. The university has already established a solid foundation through thoughtful and measured adoption, faculty-led dialogue and some classroom integration, trainings, a cross- functional advisory committee, and emerging policy development. Building on this momentum, Chapman has an opportunity to further define an enterprise approach to AI that supports responsible tool adoption, academic and administrative use cases, internally developed solutions, security considerations, and ongoing governance.