Recap: Hats Off to Jack Hu
Noting the legacy of a thoughtful, strategic leader at the University of Georgia.
** This week’s recap is released a day earlier than usual, as Friday falls on the July 4th holiday this year. Enjoy! ! **
Starting July 15, Jack Hu begins a new chapter as Chancellor of the University of California at Riverside, a move that reflects both his steady ambition and the deep impact he has had on every institution he has served. During his six years as provost at the University of Georgia and his long tenure at the University of Michigan, Jack brought a quiet confidence and a national perspective that left a lasting imprint. He never tried to be the hero of the story. Instead, he supported others in advancing the university, which is the true difference-maker for our students and the broader community.
Jack was my boss for six years at UGA and brought a rare depth of understanding about IT, shaped by his background as an engineer. He shared my focus on process and work simplification, which made for a rare and refreshing combination in the CIO and provost reporting relationship.
Jack was a special kind of leader, the rare one who knew that real progress comes from endurance rather than speed. I’ve profiled him in a forthcoming book chapter on leadership during higher education’s fourth major disruption, where I describe how he arrived at UGA just before the pandemic (the third major disruption) and led through some of the most chaotic years higher education has seen.
Jack’s approach was never reactive. His engineering mindset shaped a calm, structured, and data-driven style that helped the university stay grounded when everything else felt uncertain. He modeled patience, transparency, and steady presence, helping us not just to adapt but to endure. That is the kind of leadership we need more of, and the kind Jack will bring to UC Riverside.
Behind the Scenes: Three Quiet but Lasting Impacts
For those of us who worked closely with Jack on the senior leadership team, there were qualities and decisions that stood out beyond the public headlines. These quieter traits will shape UGA long after his departure.
First, Jack brought a relentless focus on process and work simplification, which was music to my ears. We both shared an appreciation for the Toyota Production System and other process improvement approaches. Early on, Jack asked me to help take a closer look at the faculty hiring process. We uncovered a complex system: a process with 32+ swim lanes, multiple rework loops, and long queuing delays, all contributing to poor execution. As a state institution, simplifying processes is not easy given regulatory constraints, but Jack made a good bit happen. By delegating more authority, removing unnecessary handoffs, and bringing in new leadership in faculty affairs, he improved flow and accountability. This was just one example of his commitment to cutting out waste and improving efficiency across the board.
Second, Jack helped us sharpen how we used data. We were already improving in using timely data to support decisions, but Jack pushed us to focus on the right data. UGA has aspirations to join the nation’s top research institutions, and while our total research expenditures looked strong against some peers, Jack pushed us to examine average research expenditures per full-time faculty member. That measure told a much tougher story and highlighted the real work ahead. This insight guided new presidential hiring initiatives and sharpened our strategy. Jack’s insistence on the right metrics over the convenient ones changed the way we think about academic productivity.
Third, Jack transformed how we approach enrollment strategy. Before his arrival, enrollment management was fragmented, operating on short-term, year-to-year targets. Jack reframed this as a long-term, integrated strategy aligned to UGA’s broader vision. He hired one of the best leaders I have known in my 15 years here to unify enrollment management, financial aid, and online learning under a single vice provost-level position. Importantly, he funded this role entirely through redirection of existing resources rather than new spending. In a decade, I believe we will look back and see this as Jack’s most important legacy at UGA, a strategic, integrated approach to enrollment management that matches resources with long-term vision.
These same strengths: a sharp eye for work simplification, a focus on the right data, a strategic approach to talent, and an endurance-focused leadership style will serve Jack well at UC Riverside. That institution is likely to be more buffeted by higher education’s fourth major disruption than UGA. Improving enrollment management and research productivity will be critical to his next chapter.
Godspeed, Jack Hu, in your new adventures.