Position Details

Position Information

Recruitment/Posting Title
Senior Vice President for University Communications and Marketing

Job Category
Staff & Executive - Advertising/Marketing/Public Relations/Communications

Department
Univ Communications & Marketng

Role of the Senior Vice President for University Communications and Marketing

The Senior Vice President for University Communications and Marketing (SVP UCM) serves as Rutgers' chief reputation strategist and brand architect, responsible for shaping, advancing, and protecting the university's identity as a leading public research institution. Reporting to the president and serving as a key member of the senior leadership team, the SVP UCM will bring an enterprise-wide perspective to communications, marketing, and engagement across Rutgers' highly complex, multi-campus system.

This is a defining moment for Rutgers. With new leadership, upward national ambition, and strong institutional momentum, the SVP UCM will have the opportunity (and expectation) to build a modern, integrated communications and marketing function that operates at scale, aligns messaging across the university, and amplifies Rutgers' impact locally, nationally, and globally.

The SVP UCM will lead a newly evolving model that brings together central communications, Rutgers-New Brunswick, and Rutgers Health through a hub-and-spoke structure, while strengthening coordination and alignment with Rutgers-Camden and Rutgers-Newark as part of a broader university-wide communications and marketing strategy. This leader will partner closely with chancellors, enrollment management, advancement, athletics, research, and academic leadership to ensure that Rutgers speaks with clarity, consistency, and purpose while honoring the distinctiveness of its campuses and constituencies.

The role demands a leader who can operate simultaneously as strategist, operator, advisor, and communicator - someone who can align decentralized teams, navigate a highly visible and politically complex environment, and translate institutional priorities into compelling narratives that resonate with diverse audiences. At its core, this is a reputation management and storytelling role: one that requires bold vision, diplomatic dexterity, and disciplined execution.

Opportunities and Expectations for Leadership

The following interrelated leadership opportunities should feature prominently in the new senior vice president's first few years at Rutgers:
• Establish a Cohesive, Enterprise-Wide Brand Strategy
Rutgers presents a rare opportunity to unify a powerful but underleveraged brand. The SVP UCM will lead the development of a clear, compelling institutional narrative that defines what Rutgers stands for, differentiates it nationally, and aligns messaging across all Chancellor-Led Units, schools, and divisions. Success will be defined by moving from a decentralized, unit-driven approach to a coordinated, "One Rutgers" strategy, while ensuring that each campus retains its distinct voice and market position. The SVP UCM will clarify market boundaries, reduce internal competition, and create an integrated approach that optimizes reach, impact, and return on investment.
• Elevate National Reputation and Visibility
Rutgers has the scale, academic distinction, and research strength to rank among the nation's top public universities, but its reputation has yet to fully reflect that reality. The SVP UCM will lead a comprehensive, institution-wide strategy that leverages assets such as its Big Ten affiliation, AAU membership, major urban campuses, and integrated academic health system. The goal is to ensure that external perception more accurately mirrors institutional excellence. This includes strengthening media relationships, expanding digital and social reach, and deploying data-informed campaigns that enhance visibility, shape narrative, and deepen influence across key audiences.
• Create a Culture of Coordination, Collaboration, and Trust
The SVP UCM will build a high-functioning communications ecosystem that fosters collaboration across a decentralized organization, bringing stakeholders together, aligning competing priorities, and creating a culture in which collaboration replaces fragmentation. This includes: - Establishing clear roles, processes, and decision rights between central and campus-based teams - Improving transparency and information sharing - Streamlining approvals and reducing inefficiencies - Building trust through consistent communication and engagement.
• Unify and Lead a High-Performing, Integrated Communications OrganizationRutgers is at an inflection point, bringing together two communications and marketing teams into a newly integrated enterprise function. The SVP UCM will have a distinctive opportunity to shape the structure, culture, and operating model of this combined organization-aligning talent, clarifying roles, and ensuring the division is positioned for maximum effectiveness and impact. This will require a thoughtful assessment of existing functions, capabilities, and redundancies (e.g., digital, social, and marketing operations), with a focus on creating a streamlined, cohesive structure that eliminates duplication and enables coordinated execution across the university. Success in this area will be defined not simply by organizational design, but by the SVP UCM's ability to lead a highly capable, deeply experienced team through change-placing individuals in roles where they can have the greatest impact, fostering professional growth, and building a shared sense of purpose.

Key priorities include:
- Designing an integrated organizational model that optimizes enterprise capabilities while supporting the needs of Chancellor-led units, schools, and campuses.
- Evaluating the role of embedded communicators and defining the appropriate balance between centralized and distributed resources.
- Establishing consistent tools, platforms, and processes to reduce fragmentation and improve efficiency (e.g., shared CRM, marketing infrastructure, and analytics systems).
- Eliminating internal competition and redundancy in messaging, campaigns, and resource allocation.
- Leading thoughtful change management efforts that engage stakeholders, build buy-in, and sustain momentum over time This effort will require a leader who combines strong organizational design instincts with exceptional interpersonal acumen-someone who can operate as both an enterprise strategist and a trusted, credible leader to the team.

The SVP UCM must bring the judgment, authenticity, and political awareness to navigate a complex environment, unify diverse perspectives, and build a high-performing culture grounded in accountability, collaboration, and shared success.
• Strengthen Issues Management and Crisis Preparedness
Rutgers operates in a highly visible environment where emerging issues, reputational challenges, and stakeholder expectations require ongoing attention. The SVP UCM will design and lead a proactive, modern approach to issues management and crisis preparedness, ensuring the university is well-positioned to anticipate, assess, and respond to evolving challenges. This includes building strong internal protocols, monitoring emerging trends and risks, and positioning Rutgers to lead with clarity, credibility, and confidence in moments of heightened scrutiny.
• Leverage Data, Technology, and Modern Media
A key opportunity is to modernize Rutgers' communications infrastructure and capabilities. The SVP UCM will advance the use of analytics, digital platforms, CRM systems, social media, and emerging technologies (including AI) to drive more targeted, effective engagement. The goal is to build a data-informed function that measures impact, refines strategy, and positions Rutgers competitively in an increasingly digital landscape.
• Strengthen Internal Engagement and Institutional Affinity
A critical and underdeveloped opportunity is to build a stronger emotional connection to Rutgers among students, faculty, staff, and its more than 600,000 alumni. Success will be measured not only by external visibility, but by internal alignment and institutional affinity.

The SVP UCM will lead efforts to:
- Reinforce shared identity and traditions.
- Increase alumni engagement and philanthropic participation.
- Create a sense of pride and belonging tied to the Rutgers brand.
• Serve as a Strategic Advisor in a Complex Environment
The SVP UCM will act as a trusted advisor to the president and senior leadership on communications, reputation, constituent engagement, and brand strategy. This includes navigating relationships with government leaders, trustees, donors, community stakeholders, and internal constituencies. Given Rutgers' scale and public mission, the role requires strong political awareness and the ability to operate effectively in a fast-paced, high-stakes environment shaped by competing interests and public scrutiny.

FLSA
Exempt

Grade

Salary Details
A minimum of $360,000.00

Minimum Salary
0.000

Mid Range Salary
0.000

Maximum Salary
0.000

Offer Information

The final salary offer may be determined by several factors, including, but not limited to, the candidate's qualifications, experience, and expertise, and availability of department or grant funds to support the position. We also take into consideration market benchmarks, if and when appropriate, and internal equity to ensure fair compensation relative to the university's broader compensation structure. We are committed to offering competitive and flexible compensation packages to attract and retain top talent.

Benefits

Rutgers provides a comprehensive benefits package to eligible employees. The specific benefits vary based on the position and may include:

• Medical, prescription drug, and dental coverage
• Paid vacation, holidays, and various leave programs
• Competitive retirement benefits, including defined contribution plans and voluntary tax-deferred savings