Narrative Biography
Spring 2014
J. Timothy Cloyd, PhD
J. Timothy Cloyd, Ph.D.
Narrative Biography
Current Activity
After twelve years as president (2001-2013) and five years a...
professional training, experience, and skill-set allows him to bring concrete
actionable advice allowing institutions in t...
Washington Post, The Atlanta Constitution, The Miami Herald, The Philadelphia
Inquirer, The Chicago Tribute, and The Detro...
also in total revenue and revenue per student. This produced increases in net
revenuefrom2001-2010by morethan52%, while at...
demand. In addition, holding board positions on national higher education and
not-for profit organization Boards. Serving ...
Innovative and Transformational Leadership
Dr. Cloyd is interested in the use of synchronous and asynchronous
Dr. Cloyd has an ability to find creative solutions to complex challenges. He
has worked with local, state, and ...
education programs. He was part of the $400 million campaign for Vanderbilt.
He completedapost-doctoralfellowshipin Europe...
“Leadership,thePresidency,and the LiberalArts,” The Phi BetaKappa Lectureship.
s,25GoldwaterScholars,3 TrumanScholars,2 JackKentCo...
of 11

Narrative biography spring2014

Published on: Mar 3, 2016

Transcripts - Narrative biography spring2014

  • 1. Narrative Biography Spring 2014 J. Timothy Cloyd, PhD
  • 2. J. Timothy Cloyd, Ph.D. Narrative Biography Current Activity After twelve years as president (2001-2013) and five years as vice president for development, communications, marketing, (e) presence, and government relations for Hendrix College,Dr. J. Timothy Cloyd stepped down from his administrative duties. Hendrix is a selective tier I Liberal Arts and Sciences College and is ranked among the top 70 colleges in America. However, Dr. Cloyd believes that the new models of higher education in the market require leaders with experience. He is interested in putting his entrepreneurial talents to work not only in these new innovative educational ventures, but also in other industries. After a sabbatical that ends in January 2014, he may return to his position as a full professor and continue his consultancy business: Cloyd and Associates, LLC. At present, he is also evaluating other leadership opportunities in these emerging new models of education delivery, but also in firms in other industries where he can put his training and experience to work to enhance competitiveness and to grow revenue. He is working on a book on leadership. How Good Leaders cultivate traits of Resilience, Inner Peace, and a Deep Sense of Life Mission – the Peculiar Case of Higher Education. His consulting firm focuses on Leadership, Executive, and Management Team Development, Individualized Executive Coaching, Leading Change Agendas, and on innovations, inspiration, and cultural changes essential to ensuring success in industries that experience unique market challenges and disruptions. The firms and institutions he works with are typically facing internal or external threats that prevent them for realizing maximum success. He is also an expert in fundraising and identifying capital financing inspired by firms that embrace institutional market differentiation and innovation. Those willing to innovate and change are lead by great leaders and that is why his focus is on identifying and cultivating the right kind of talent. Cloyd is assisting and has assisted scores of for-profit, non-profit organizations, higher education institutions, and municipalities as they have worked to innovate, differentiate, respond to disruptive change to achieve success. His
  • 3. professional training, experience, and skill-set allows him to bring concrete actionable advice allowing institutions in these sectors to move quickly to gain momentum and to enhance visibility. He achieves this by working closely with leaders on change and innovation to increase revenue by introducing new or enhancing existing products or services through research based differentiation, the use of new technologies, and energizing new cultures of excitement and service among staff and associates. A Record of Success Cloyd has been at Hendrix College for 17 years. From 2001-2013 he served as president. He led the college to grow enrollmentbyover50%and thetenure track facultyby 35%. He added a dozen new majors, doubled international enrollment, grew out of state enrollment to 60%, and added four new sports. Hisstrategicvision and guidance resulted in the faculty creating a unique curricular program that became the critical differentiator for the college. This approach was universal and defining of the Hendrix experience. “Your Hendrix Odyssey: Engaging in Active Learning.” This and many other innovations made possible by Cloyd’s leadership brought national visibilityand prestige to Hendrix College. By taking a good college in a non-destination state and making it a great college whose national recognition and brand overcame the geographical challenge, Cloyd achieve more than any president in the college’s history. “Prospective students,” Cloyd said, “do not typically wake up in their homes along the I-95 corridor and think to themselves, I ought to go to Arkansas to College. But what we did had such power that it made the old elite liberal arts colleges on the east coast wake up and take notice.” Our team’s successes and stories about Cloyd’s innovative and entrepreneurial leadership were featured on the cover of the New York Times (above the fold) three times in one year and on the cover of the Education Section. In addition, stories about the success of Hendrix and in particular about Cloyd’s leadership approach at a traditional and stellar liberal arts college were featured in numerous national publications: Money Magazine, The Atlantic Monthly, Readers Digest, Forbes, The New York Review of Books, U.S. News and World Report, USA Today, The Dallas Morning News, The Los Angels Times, The
  • 4. Washington Post, The Atlanta Constitution, The Miami Herald, The Philadelphia Inquirer, The Chicago Tribute, and The Detroit Free Press. Bloomberg, Reuters, and the Associated Press distributed these and other stories. Particular innovations, accomplishments, and the Odyssey Program were broadcast nationally on CBS, NBC, ABC, CNN, ESPN, and NPR, as well as, covered by local and regional media outlets. Innovations and ideas that were put into action under Cloyd’s leadership also received international coverage by outlets such as: In2EastAfrica, The New Times of Rwanda, IRwanda, Pan-African News, Belgian Radio, Television, and Film, De Standaard in Belgium, and Harbin in Pulse in Harbin China. For the last five consecutive years Hendrix College has been ranked the number one most innovative college in the United States. The former editor of the education section of the New York Times has featured Hendrix on an annual basis for over 15 years in an influential book: Colleges that Change Lives. The results Cloyd has achieved working with the Board of Trustees has been recently featured in a book. Leading Change: How Board’s and President’s build exceptional Academic Institutions. By Terrence MacTargaart, The Association of Governing Boards of Colleges and Universities Press, 2011. Over the past 17 years Cloydhasraisednearly $175 millionforthe endowment, for numerous academic programs and for capitalprojects. This has included 17 newbuildings, the conversion of all residence halls to geo-thermal, the construction of a new Gold LEED certified Student Life and Technology Center, new art center, a Wellness and Athletic Center and all new related athletic facilities, the building of new student housing, and a Center for the Hendrix-Murphy Foundation. Dr. Cloyd increased the prosperity of the college by differentiating, internationalizing, and innovating, - including the introduction of new technology. This produced demand and prestige and led to significant grow in enrollment, but
  • 5. also in total revenue and revenue per student. This produced increases in net revenuefrom2001-2010by morethan52%, while at the same time growing enrollment, diversity, and the quality of the students. The endowment of the college experienced ups and downs with the recessions of 2002 and 2008. Despite a more than healthy average draw on the core endowment of about 6% from 2001-2013 we actually grew the endowment. The long-term debt grew significantly and we have been able to pay it down. Debt service when I left was higher than we wanted it to be nevertheless S&P in our 2012 rating gave us an A-. This was because we had a plan to continue to grow net revenue. Secondly, we had placed unrestricted gifts into a bond debt service fund and this assisted us in making debt payments. Unfortunately, it seemed to me that some Board members did not understand this strategy and conflated the core endowment and the debt service fund. In a radically bold move, and based on empirical data the college raised its price in 2003 almost 25% in one year, but gave back a great deal of the increase in financial need based aid, merit awards, and Odyssey Distinction Awards based on students’ gifts talents, and passions. The result was a 43% increase in the first year class in one year. In addition, Cloyd also raised 10s of millions of dollars for a middle class scholarship program. Another signature program created by Cloyd, a Board member, and the Clinton Foundation was the Rwandan Presidential Scholars Program. A new revolutionary approach to international education, this program brings survivors of the genocide to 18 institutions to study math and science. Cloyd and the Board member have been able to get many of these schools to provide full scholarships and we now have over 190 Rwandan students receiving higher education through this program Background Dr. Cloyd’s background, working as a national consultant, a college executive, and achieving unrivaled success as CEO in higher education in the context of change and challenging times have helped to place him in a position of high
  • 6. demand. In addition, holding board positions on national higher education and not-for profit organization Boards. Serving as a Director on Boards in Industry. And finally serving on the board of an international Non-governmental organization has all given him a unique perspective as well as extensive networks from which to draw contacts. Before coming to Arkansas in 1994, he worked in the administration and in fundraising at Vanderbilt University. He also had his own business as a consultant and worked in the 1994 Election Cycle as a paid consultant on statewide Senate and Congressional races. Currently, he has clients in Chicago, Virginia, the Gulf Coast of Mississippi, Tennessee, and North Carolina. Until he was 15 years old Dr. Cloyd grew up on the Navajo Indian Reservation outside of Farmington New Mexico on the Navajo Methodist Mission School. In that environment his family worked with Tribal Officials and the BIA on numerous declared national disasters around the issues of crop failures due to floods and water shortages. Later in life his family relocated to Tennessee, his family’s ancestral home, where he worked on farms, for the Federal Agricultural Field Office, and other hard labor jobs to help make his way through college. During college, as his family were United Methodist missionaries; he worked hands on numerous relief projects. Growing up a missionaries’ kid meant leaning valuable life lessons about poverty, hard work, and overcoming being judged at school because we got our cloths out of the mission barrels. In 2004, immediately following Katrina, Dr. Cloyd under the guidance and financial support of Madison Murphy (our Board Chair), Rob Walton, and eventually the Mellon Foundationin New York organized and led student volunteer to buy materials and load trucks. Cloyd and others took four trips of six palletized tractor-trailer trucks of supplies and 1,000 gallons of gasoline and diesel fuel to Pass Christian Mississippi to a private relief operation organized by the Murphy’s and the Walton’s before FEMA arrived.
  • 7. Innovative and Transformational Leadership Dr. Cloyd is interested in the use of synchronous and asynchronous technologydto lower cost and enhance productivity, training, and education. When one considers the use of cutting edge technology, (i.e. mass on-line courses, classroom capture software, anytime-any-device technology, hybrid platforms, mobile applications, or virtual presence technology) the image of the traditional liberal arts college does not come immediately to mind. But Dr. Cloyd has worked hard explore how to integrate new technology into various corporate cultures. At the University of Arkansas, Little Rock, Dr. Cloyd served on the Chancellor’s cabinet as Executive Director of Advancement. At this 11,000 student state university, he worked with Dean’s across 10 colleges and schools to coordinate development. He was the first centralized chief of development across all 10 colleges and learned a great deal about the balance of autonomy and diplomatic coordination. Dr. Cloyd has also worked on developing mentoring programs and education programs to increase student and associate retention rates, creating certificate programs that develop pragmatic competencies. In 2006, Dr. Cloyd led the college to embark on a for-profit realestatedevelopmentventure.This new urban Village neighborhood hasbeendesignedby thefirmDuanyPlaterZyberg,ledbyAndresDuany,fromMiami,Florida, that designedSeaside and Watercolor, aswellas,numerousothernationaland internationalaward-winningcityplans.Theentire build out of the Village callsfor600dwellingswithmixeduse and commercialareas. Notwithstanding intense resistance from some on groups in the community, Dr. Cloyd’s leadership resilience and perseverance paid off. The Village hasturnedouttobea synergisticforce creating revenue, ambiance, attracting new students, and allowingstudentstoexperience cosmopolitan urban lifeina city ofabout75,000. Part of this success was the introduction of roundabouts to Conway and to
  • 8. Arkansas. Dr. Cloyd has an ability to find creative solutions to complex challenges. He has worked with local, state, and national government officials on distinctive issues in negotiating to find the right compromises to issues that have produced solutions. For example, working with city and state officials, the legislature, and the highway commission, he and the mayor of the city led the innovative adaption of the first roundabouts in the state of Arkansas. This solved traffic issues for the city and enhanced the college while satisfying the Arkansas Highway Commission and the Department of Transportation. The state insisted on building a pedestrian tunnel under the new boulevard with the roundabouts and this dissected the campus. In response, Dr. Cloyd identified a world-class artist/architect/musician, Christopher Janney who works with Bryan Eno and David Byrne of the Talking Heads, to help solve the problem of having a tunnel on campus. He turned the tunnel into a Harmonic Passage with LED lights and harmonic bird and insect songs native to Arkansas that are all motion activated for safety. The acoustic quality is similar to a cathedral. Thus, Dr. Cloyd identified a team that could turn a liability into a learning space, tourist attraction, and point of destination for the city. Professional and Academic Recognition Aprofessorofpoliticsand internationalrelations,Dr.Cloydhastaughtcoursesatthathave included:Irregular Warfare: Conflict and Security in the Contemporary Global Age;Cyber-war in the Digital Age; Political Theory and Leadership; Warand Terrorism; TheClassicsand Leadership; TheoriesofInternationalRelations; and WesternPoliticalThought. Beforejoining Hendrix,Dr.Cloydwason thepoliticalsciencefacultyatVanderbiltUniversity before going on the administration and development staff. He taughtcomparativeand internationalpolitics.In his administrative role hecoordinatedprogramsamongnineofVanderbilt’s collegesand schoolstodevelopinterdisciplinary, certificateprograms, and continuing medical
  • 9. education programs. He was part of the $400 million campaign for Vanderbilt. He completedapost-doctoralfellowshipin Europe withtheInstitutefor theStudyofWorld Politics. Hisworkfocusedon tradeagreementsin military dualuse technology.Thisinvolvedresearch on technology and security issues withgovernmentand European officials,theSupremeHeadquartersAlliedPowersmilitaryand intelligenceofficials,and NATO officials. Dr.Cloydgraduatedmagnacum laudewithadoublemajorin philosophy and politicalsciencein 1985 fromEmory and Henry Collegein Virginia.Playinglacrosseand baseball,hewasaDivisionIII intercollegiateathlete.Heearnedan 1990and 1991in politicalsciencefromthe Universityof Massachusetts,Amherst.Duringhis timethere,healso studiedin theIsenbergSchool ofManagementin theareasof financeand management.Dr.Cloydreceivedcontinuingeducation at HarvardUniversityin thearea ofEducationalManagement. Nationally,he hasservedon theBoardoftheNationalAssociationof IndependentCollegesand Universitiesand on theAmericanCouncilon Education’sCommissionon InternationalEducation. Heserveson theBoardoftheInternationalStudentExchange Program.He iscurrentlyvicechair oftheAssociatedCollegesoftheSouth,and hehasservedaschairoftheSouthernUniversity Conference.PresidentCloydhas also been on theBoardofDirectorsofTheVillageatHendrix,LLC,a forprofitaffiliatedwithHendrix.Heison theBoardofanot-forprofitNGO:BridgetoRwanda. Hisrecentpresentationsand papersinclude: “The Use of Virtual Presence Technology in Teaching the Liberal Arts and General Education Courses,” for the Boards of Rollins College and Hendrix College; “Price,Discount,and MarketDifferentiation,”atthe AmericanCouncilon Education;“ThePresident’sRolein CollegeTurnarounds,”attheNational Associationof IndependentCollegesand Universities;“MakingtheCase forLiberalArts Education,”TheCouncilof IndependentColleges;“Marketing,Branding,and Positioningin Higher Education,”TheAmericanAssociationofGoverningBoards;and
  • 10. “Leadership,thePresidency,and the LiberalArts,” The Phi BetaKappa Lectureship. AmongPresidentCloyd’sacademicpublicationsare PoliticsandtheHumanBody,abook he and UniversityofChicagoPoliticalPhilosopherJeanBethkeElshtain edited (VanderbiltUniversityPress). Dr.CloydalsoeditedTheGulf War andJustWar:AStudyGuideonthePersian GulfWar (Vanderbilt University,Programin Socialand PoliticalThought). He is the author of numerous essays and speeches. Examples of Dr. Cloyd’s Leadership Success TheCollege hasapproximately1,475students,and an 111student/facultyratio.Students’average ACTscoresare 29.8,averageSATscoresare 1310,and averagehighschoolGPAisa3.9.Twenty percentofHendrix studentsreceivePellGrants.Hendrix’sathleticteamscompetein theNCAA DivisionIIIasmembersoftheSouthernAthleticAssociation.Thecampuscultureisty pifiedasa progressive,democratic,demandingbutsupportiveenvironmentwithearnestpartici pationin academiclifeasthenorm.TheCollegeisalsoknownnationallyforitscommitmenttoen gaged, hands-on,liberalartsand sciencesexperiences.Thisismanifestedthroughtheprogramthat Cloyd envisioned and led the college to designtitled - YourHendrixOdyssey:Engagingin ActiveLearning. As president of Hendrix College, Dr. Cloyd led an institutionofover450dedicatedemployeeson anetassetbaseof$375million. S&PhasgivenHendrixan Astablerating.Hendrix’soperatingbudgetis$60millionand the endowmentvalueisapproximately$175million.Shelteringa chapterofPhiBetaKappa,the Collegeisoneof16membersoftheAssociatedCollegesoftheSouth(“TheSweet16”)a nd is classifiedby theCarnegieFoundationasaBaccalaureateIArtsand Sciencesinstitution. Distinguishedbyastudentbodyofunusualacademicstrengthand a scholarlyfacultydedicatedto
  • 11. undergraduateteaching,Hendrixhasproduced6RhodesScholars,29WatsonFellow s,25GoldwaterScholars,3 TrumanScholars,2 JackKentCook Scholars,4RotaryInternationalScholars, and 30FulbrightFellows.Since2001Dr.CloydaddedfournewNCAADivisionIIIinterco llegiatesports(men’sand women’slacrosse,fieldhockey,and football),bringing to21thenumberofteamsHendrixfields, twelve new majors, twelve endowed chairs, the single most powerful academic program – Odyssey, and numerous academic endowed centers.Fortypercentofitsstudentsmajor in the sciences. Thecollege hascontinuouslygrownitsnational stature. wordpress/timcloyd twitter; linkered; blog; aboutme; google+; facebook Personal Background While Dr.Cloyd’sfamilyrootsare in theAmericanSouth,he spenthisformativeyearslivingon the NavajoIndian Reservation.HisparentsweretheheadmastersoftheNavajoUnitedMethodist MissionSchoolin Farmington,NewMexico.Priortothis,hisfamilylivedand workedasmissionariesintheKatanga, DemocraticRepublicoftheCongo.Dr.Cloyd and his wife Wendy have threesons– Logan (18), Samuel(15),and Thomas(13).

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