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Business Officer Magazine


 A record number of volunteers participated in the eighth annual "Serving the Community" project to refurbish Bailey STEM Magnet Middle Prep school in Nashville. Teams painted and built new furnishings for an outdoor classroom and dining area; the library; a parents' resource center; and several public spaces at the school.

The President's Reserve at Hermitage Golf Course was the venue for attendees to play golf. Tied at the first place were Calvin Jamison, Buz Moser, Tony Macluso, and Dale Kemp. Second place holders included Lisa Conza, Timothy Weiss, Aude Stewart, and Lance Lunsway.

At the Country Music Hall of Fame and Museum—the venue for the opening event—attendees had a chance to mingle with each other and also take a journey through the history of country music.

The Expo was buzzing with attendees networking with peers and companies exhibiting their latest products and solutions.

A view of the Belmont mansion located on the Belmont University campus. Attendees took the opportunity to go on campus tours, including visits to Belmont University and Vanderbilt University.

Forty institutions displayed posters showcasing their energy-efficiency efforts.

NACUBO held it's first-ever, by-invitation-only "Meeting of the Minds"—a session focused on discussing college and university economic model issues using a "hackathon" format and design-thinking methodology. During the 3 ½-hour session, 100 chief business officers and senior-level corporate partners were divided into 10 teams to identify, discuss, and offer solutions in support of the NACUBO Economic Models Project.

Ninety-five attendees participated in the 5K Fun Run held at the scenic Two Rivers Greenway.

Past board chair Ronald L. Rhames (left), president, Midlands Technical College, hands over the gavel to Gregg Goldman, senior vice president for business affairs and chief financial officer, University of Arizona, who became the 2015–16 chair of the NACUBO Board of Directors on August 1.

The annual meeting wrapped up with the "Down in Delta" event, which included a surprise "flash mob" by NACUBO staff and members.

Back to Music City Master Class.

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Reflections on Being a CBO

During a "Ted Talks"–style featured session called "CBO Speaks," senior business officers shared lessons they have learned about the tactics and temperament needed to be a successful CBO. Among those reflections:

Sue Perkins

Betty Roberts

Brian Gutierrez

Gregg Goldman

Building and maintaining relationships is a huge part of a CBO's role, whether it's with the people whom you lead; your president; cabinet members; members of your board; or community leaders, legislators, and politicians. For me the trickiest relationships to form have been with state and local political leaders, but these are vital relationships to nurture, because these folks need to understand how your institution is directly serving your community.

—Sue Perkins, vice president, finance and administration, Middlesex County College, Edison, N.J.

A CBO must be a good multitasker because you have to keep so many balls in the air simultaneously. And yet, no matter how gifted you may think you are as a multi-tasker, you also must realize that you cannot do it all on your own. Surround yourself with people who are knowledgeable in every area for which you are responsible.

—Betty Roberts, vice president, finance and administration, The College of New Rochelle, New Rochelle, N.Y.

Turning 50 and becoming a grandfather led me to rethink my work/life balance, including what it takes to become a successful CBO versus what it takes to sustain being a successful CBO. With the mounting pressures and responsibilities of this job, I am convinced that you are unlikely to have a long run in this career if you don't learn how to invest in yourself and in your mind-body-soul wellness for the long haul.

—Brian Gutierrez, vice chancellor, finance and administration, Texas Christian University, Fort Worth

With more coming into the role of the chief business officer from a variety of career pathways, it is unlikely that you will enter this role possessing the full capacity of what the job requires. Be honest and transparent about that. There is nothing wrong with saying what you don't know or haven't done.

—Gregg Goldman, senior vice president, business affairs and chief financial officer, University of Arizona, Tucson

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