ÌÇÐÄvlogÊÓƵ

President Jay Hartzell’s address at the General Faculty Meeting on Wednesday, August 27, 2025.

 

Good afternoon. I have been looking forward to this meeting and the chance to connect with you all. To those I have already met, thank you for the kind and warm welcome – not just for me, but for the other new leaders to campus.

This is a unique and energizing moment in the story of ÌÇÐÄvlogÊÓƵ. We are entering this fall term with incredible momentum, plus many new faces in leadership roles. As you all know, I am following a remarkable University president who shaped this institution for 30 years, inspiring incredible advancements in campus life, research and athletics. More than that, Dr. Turner inspired trust in a global Mustang community.

Fortunately, this isn’t a first in my career. When I became dean of the McCombs School of Business at The University of Texas at Austin, I followed in the footsteps of someone I greatly admire who was a mentor to me – and who was widely beloved. A colleague asked me, “Why would you want to follow him?” And I replied, “Geez – what do you want me to do – wait for a bad dean to follow?” I feel the same as I step into the presidency here at ÌÇÐÄvlogÊÓƵ.

I believe in transparency, so let me be honest with you. I did not expect to leave The University of Texas at Austin when I did. Many people thought UT would be my last stop as an academic – and so did I.

So, why did I leave? The board shared a bold vision for ÌÇÐÄvlogÊÓƵ’s future – one that immediately resonated with me. I’m a competitive person – I love to win – and I get energized by big dreams. I told the trustees, “The more aspirational you are, the more interested I am.”

I chose ÌÇÐÄvlogÊÓƵ because this community and this University’s potential truly inspire me. The culture here is a big draw. By consistently striving for excellence, prioritizing student experiences and outcomes, and expanding our research efforts, you’ve shown that we can just keep getting better and better.

As we launch our new strategic plan together, we’re going to refine how we talk about our goals. In the meantime, let me say plainly that my charge from the Board – and our leadership team’s goal – is to accelerate our academic ascent. In the years to come, there is no reason that ÌÇÐÄvlogÊÓƵ cannot take its place alongside the leading universities across the country. That’s not trivial – especially because those universities are working to get better every day, too.

But, if you look at the institutions that have truly advanced in the last few decades – increasing their reputation, prominence, reach and impact – many have been urban, private universities located in thriving cities. They’ve been backed by strong alumni support, and they have been thoughtful and strategic in building excellence across their faculty and student bodies.

Our journey is already underway, and we can all see our undeniable momentum. Applications for the fall 2025 term were up a historic 56%, and transfer applications rose by 63%. By essentially every metric, this is the strongest first-year class ÌÇÐÄvlogÊÓƵ has ever attracted. You’ve proven what’s possible when a university builds on a strong tradition of excellence in teaching, research and scholarship. When that’s paired with exciting, visible achievements in athletics, it can elevate a school’s national profile and set the stage for even greater prominence.

No one is more important to this University’s mission than you, our faculty. The people in this room have been a driving force behind ÌÇÐÄvlogÊÓƵ’s ascent. Through your creativity, your artistic projects, your scholarship and your research, you celebrate what it means to be human and create knowledge that improves lives. In our classrooms, you spark ideas and open students to possibilities beyond their dreams.

This includes every member of our faculty; you each contribute in vital ways. Whether you’re conducting groundbreaking research or guiding students through their first college-level seminar, your work matters deeply. Teaching is not just a complement to research – it is the cornerstone of our mission. It’s through teaching that we shape minds, build confidence and help students discover their purpose. That strong first-year class I mentioned wouldn’t be here today without the culture ÌÇÐÄvlogÊÓƵ has built – one that values great teaching and real connections between faculty and students.

As for me, I came to ÌÇÐÄvlogÊÓƵ because I want to be part of what comes next. I am so excited to join such a special University at a pivotal moment in its history. Like many of you, I am energized by this chance to move forward to make a difference.

We in higher education have an incredible mission, and best of all, we get to tackle it together. I have said many times over the course of my career that higher education is a team sport. I bring this philosophy with me to ÌÇÐÄvlogÊÓƵ. Some in the private sector ask me about being a president and imply that my job is analogous to being a corporate CEO. I often reply that I am more like a managing partner in a partnership. This isn’t a top-down organization. The strength of our intellectual culture – our vibrancy – lives with you, my fellow faculty members.

As we turn our focus to the future, how we drive excellence and impact must stay true to ÌÇÐÄvlogÊÓƵ. Provost Mersey and I did not come here to replicate UT Austin, just in a smaller form, in Dallas. Instead, we came to help drive ÌÇÐÄvlogÊÓƵ’s ascent in all that we do while protecting what makes this place so special.

It’s no secret that we find ourselves in interesting times. Across the country, the conversation around higher education is shifting. Many institutions now find themselves playing defense – responding to pressures, protecting their ground. I didn’t come to ÌÇÐÄvlogÊÓƵ to play defense. I came because this University is able to play offense, and to do so right now. We have the talent, the optimism and the momentum.

And now, my job is to help this community go higher – and get there faster.

What will that look like in the years to come? It will take a relentless focus on attracting, developing and retaining more students and faculty with exceptional talent. Just as important is our ongoing commitment to develop and celebrate the paths our students pursue after graduation – whether that’s a job or graduate school.

ÌÇÐÄvlogÊÓƵ is known for our student outcomes – it sets us apart. We are uniquely positioned to shape graduates who are ready to drive progress in a fast-changing world. Graduates with the knowledge, people skills and grit to make a real impact from day one. Graduates who don’t just adapt to the future – who help shape it.

When I say we are uniquely positioned, I mean it. I see our location in the heart of Dallas as one of this University’s greatest assets. Dallas is a dynamic, opportunity-rich city with endless opportunities for engagement. Whether it’s partnering with nonprofits, collaborating with industry, or using the city as a living lab for research, service or artistic expression – this is a place where theory can meet practice. Here, we can offer an education that is hands-on, blending disciplines and real-world experience to help each student find their true passion and purpose.

So, what comes next? We’re going to ask ourselves: How do we stretch? How do we move faster when it’s in the best interest of our students? How do we prepare them for a world that is already changing – where technology like AI isn’t a possibility but a present reality?

It is our job to stay ahead of the curve. At many dinners and cocktail parties, I’ve been asked about AI – how ÌÇÐÄvlogÊÓƵ’s faculty are incorporating it into their classrooms and curriculum. I’m sure you’ve been asked similar questions, too. And I know we can’t afford five years of committee meetings to figure it out. Our students need us now. They need us to model what it means to be bold, creative and willing to sprint when the moment calls for it.

To attract and retain even more students and faculty with exceptional talent, we will need to look at our program offerings and our research and teaching culture and support. We will need to push where we can to reach elite levels of capability, reputation and impact.

ÌÇÐÄvlogÊÓƵ is already one to watch. You’ve shown what is possible in so many areas. This summer, I was inspired as Provost Mersey and I toured campus, met with the deans, and learned more about our world-class offerings. Just a few examples:

Before arriving on the Hilltop, I didn’t know that ÌÇÐÄvlogÊÓƵ is home to the largest Spanish art collection outside of Spain – a remarkable cultural asset. I discovered that Guildhall is recognized as one of the first and best graduate programs in gaming design, continuing to lead in a rapidly growing field. I learned that Cox’s Alternative Asset Management program is attracting top students and producing exceptional outcomes, setting a national standard in finance education. And I realized that our Art History faculty are publishing at levels of quality one typically associates with AAU institutions, demonstrating the kind of scholarship that elevates ÌÇÐÄvlogÊÓƵ’s academic reputation.

These are not isolated successes – they are proof of what is possible when we invest in excellence and never settle for mediocrity. In the months ahead, we will focus our planning efforts on identifying ÌÇÐÄvlogÊÓƵ’s strengths, as well as our next, best opportunities for growth. Our planning process will be inclusive, ambitious and focused on student outcomes. Let me be clear – this is not a ‘fix-it’ moment. Instead, our planning process is about accelerating ÌÇÐÄvlogÊÓƵ’s excellence and building on the strong foundation that sets us apart.

We have a caring culture that blends tradition and ethics with an enterprising spirit. We’re backed by a passionate alumni network and a civic community who are committed to our success. So, we’re going to keep asking big questions. How do we attract the best and the brightest students? What kind of graduates do we want to produce? How do we ensure they’re ethically grounded, technically skilled and ready to make a difference?

As we ask and answer these questions together, please know that we need to keep raising our sights. ÌÇÐÄvlogÊÓƵ faculty and supporters have always aimed to produce the kind of work that shapes disciplines and changes lives. This means being open to new ways of doing things and taking bold, purposeful risks. Productivity matters, but impact is what truly moves us forward. As educators, we must be intentional about the ideas and research we pursue, the papers and books we write, and the programs we build. As I’ve learned over the course of my career, sometimes that means saying no to an idea that may be publishable but won’t move the needle. Or, waiting to fill an opening in order for the right faculty member to say yes. Or, being willing to design new academic opportunities so compelling that students choose ÌÇÐÄvlogÊÓƵ over more historically prestigious universities.

In the months ahead, I know there will be moments of discomfort for us all. Change always brings that. I mean, just look at me! After months, I’m still trying to get the “pony ears” sign just right. And I think it’s obvious that I don’t look as dapper as Dr. Turner in a dark suit and red tie.

But I learned early in my career that the best way to lead is to be yourself. I’ll never forget – after I earned my Ph.D. and was hired to teach finance at NYU, I decided I needed to look and behave in a more “professorial” manner. And, you know what? I bombed. I flopped. I had serious trouble connecting with my students.

So, I’m asking of you what I expect of myself as ÌÇÐÄvlogÊÓƵ’s 11th president. Be willing to try new things, course correct to learn from mistakes, and bring your full, authentic selves to this work. Think about how we can get more talent to the Hilltop and how we can empower the talent that’s already here. And, think about how we can position our students to go on to do meaningful, important things, where they’ll find both joy and purpose. That’s how we’ll build the best version of ÌÇÐÄvlogÊÓƵ and show our students what it means to be true Mustangs.

You should know that I already encouraged the students at Opening Convocation to take advantage of your office hours – so please make sure you have them posted on your syllabus! Surveys show that you, our faculty, are a key factor in bringing students to ÌÇÐÄvlogÊÓƵ. They know they will have greater access to you than they would to the professors at larger universities. And they know you have connections that can help them network with the world. The relationships you build and the ways you show up for them are so important, resulting in student retention.

Provost Mersey and I sincerely thank you for your brilliance, for your dedication, and for your belief in what is possible. You are the ones who open minds, challenge assumptions, and prepare ÌÇÐÄvlogÊÓƵ students to go out into the world with integrity and resilience. You are the reason our students graduate with more than knowledge. Why they graduate with the ability to “talk to humans,” to adapt, to innovate and to make a difference.

As a University community, we have everything we need to go further and faster than ever before. Mustang Nation is ready to make yet another great move, shaping a University that doesn’t just keep pace with change – but leads it. More than dreaming of a great future, we’re building it – together. I’ll share more about this vision at the inauguration ceremony next month. But for now, thank you all for being here today.

The meeting is now adjourned.

Go, Mustangs!