Q & A with Vice President of University Advancement David L. Unruh

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David L. Unruh joined George Washington University as vice president for university advancement on Aug. 1. He oversees the university's fundraising, alumni engagement and constituent relations, guiding efforts to strengthen GW's global network and expand philanthropic support for students, faculty and institutional priorities.

Unruh comes to GW after more than 10 years at Drexel University, where he served as senior vice president for institutional advancement and helped lead record-breaking fundraising campaigns. His career also includes leadership roles at Temple University, the University of Chicago, the University of Pennsylvania and Carnegie Mellon University.

With GW embarking on a new strategic framework, a brand refresh and the development of a campus master plan, Unruh steps into his role at a pivotal time. He spoke with GW Today about what drew him to GW, his first impressions and his vision for University Advancement as the institution looks ahead to its third century.

Q: What attracted you to GW?

DU: A couple of things. First, President [Ellen M.] Granberg and her vision for the university. I've been really impressed not only by the clarity of her vision but also by her approachability, which is unmatched. That combination is rare and compelling.

Second, I've spent a lot of time in D.C. with other institutions I've worked for, and I always enjoyed walking through GW's campus. I was struck by its vibrancy and energy, and I often thought to myself, "This seems like a really interesting place to work."

This is also a dynamic campus at a time when higher education is facing real challenges. The opportunity to lead an advancement program that supports our vision and mission--one that helps students who aspire to make the world a better place, that helps make possible groundbreaking research and that connects leaders and ideas that shape our world-is tremendously exciting.After nearly 11 years at Drexel, it felt like the right professional moment to make this move, especially given GW's location, leadership and momentum.

Q: What have been your first impressions?

DU: Incredibly positive. I've been gratified by the warm welcome I've received. Of course, like every institution, GW has challenges. But our strengths, especially our location in D.C., are unique. The ability to offer distinctive experiential learning opportunities and connect our research with the broader policy and government community is extraordinary. My early impressions have been even stronger than what I expected.

Q: You've held leadership roles at several urban, private research universities-Drexel, Temple, UChicago, Penn and Carnegie Mellon University. What lessons from these varied institutional cultures will inform how you shape University Advancement at GW?

DU: Urban research universities play a critical role in engaging with their communities and tackling complex socioeconomic and policy issues. GW has the ability to amplify that role to a national level because of where we are and the incredible array and expertise of GW faculty.

From an advancement perspective, one key lesson is the importance of embracing a "OneGW" approach. Large multidisciplinary universities often find it difficult to collaborate across schools and units. Advancement can help bring together our academic and research strengths in ways that are more powerful than any individual part. That's what positions us to engage major philanthropists and partners effectively.

Q: GW has a large, global alumni network. How do you think about effectively engaging such a diverse alumni base?

DU: It starts with recognizing that alumni identify not just with GW but also with their individual schools and programs, each with unique traditions and strengths that we must honor.

We also need to meet alumni where they are-generationally, professionally and geographically. Engagement has to provide shared value, not simply asking alumni to respond to requests from alma mater. That could mean career support, networking opportunities, lifelong learning or convening in meaningful ways around shared affinities.

We won't be all things to all people, but we can create mutually beneficial programs and experiences that keep alumni connected throughout their lives. That reciprocal relationship is key.

Q: As GW develops a strategic framework, brand refresh and master plan ahead of its third century, where do you see the greatest opportunities for University Advancement to contribute toward university goals?

DU: At its core, Advancement does two things: We engage alumni and constituencies in the life of the university, and we secure philanthropy to fuel our mission. Those are connected but not always the same; engagement doesn't always lead to philanthropy, and not all philanthropy comes from deep engagement.

Take the brand refresh, for example. Alumni carry the GW brand with them throughout their lives and careers, so their input is vital in shaping and amplifying it.

With the strategic framework, their involvement is equally critical. Supporting student success might mean scholarship funding or study abroad support, but it could also mean offering an internship at their company or recommending GW to prospective students. Last year, the GW community raised $33 million for student support. It's an incredible commitment not just to these students' futures but to all of ours. At the end of the day, University Advancement exists to support and advance the university's mission. The strategic framework, brand and campus master plan set the direction, and our role is to partner with alumni and others to secure the resources and the advocacy to achieve those objectives.

Q: What are your goals for your first year at GW, and how will you measure success?

DU: The first year is about listening and understanding the GW community: our history, our values, our aspirations and our opportunities. I want to develop a well-informed sense of place and clarity about how Advancement can best contribute.

At the same time, there's urgent work to do. We need to deliver on philanthropy, strengthen partnerships with academic leadership and deans, and set ambitious goals. Success, for me, means that by year's end, we'll have clarity about the next three to five years: a roadmap for engagement and philanthropy that positions GW for a vibrant third century.

Q: Finally, if you could tell our community just one thing about yourself, what would it be?

DU: On the lighthearted side, I love all things peanut butter-I've never met a peanut butter I didn't like!

On a more serious note, I was a scholarship student, as was my wife, so philanthropy made our education possible. That experience motivates me deeply and is why I believe so strongly in the work we do in Advancement. It's a privilege to now help open those same doors for GW students and to support the vital work of our faculty.