Roderick A. Hall, PhD
435 Summit Ridge Road, Christiansburg, VA 24073
Telephones: (h) (540) 382-4184; (o) (540) 231-1582
e-mail: Roderick.Hall@vt.edu
Education:
PhD (Educational Leadership & Policy Studies), Virginia Tech College of Liberal Arts and Human
Sciences, (2009). Dissertation: “Exploring the Relationship Between Perceived Cost of
Attendance and College Matriculation.”
MBA (Finance/Management), Virginia Tech Pamplin College of Business, (1989).
B.S. (Finance), Virginia Tech Pamplin College of Business, (1986).
Employment History:
Virginia Tech (and affiliated corporations), Blacksburg, Virginia
Virginia Tech Transportation Institute (VTTI)
Senior Associate Director for Operations and Finance - Chief Business Officer (2012-present)
VTT, LLC (Global Ctr. for Automotive Performance Simulation/National Tire Research Ctr.)
Treasurer (2012-present)
College of Liberal Arts and Human Science
Affiliated Faculty, Leadership, Counseling, and Research: Higher Education (2010-present)
Office of Vice President for Research (OVPR)
Associate Vice President for Research (2007-2012)
Assistant Vice President for Administration (2005-2006)
Virginia Tech Carilion Research Institute and Medical School (VTCRI)
Founding Executive Committee Member (2006-2008)
Institute for Critical Technology & Applied Science (ICTAS)
Term Director (2005-2006)
Pamplin College of Business
Associate Dean for Admin and Research (2006-2007)
Business Technology Center Advisory Board (1999-2004, 2007-2012)
Graduate Assistant (1988-1989)
Virginia Tech College of Engineering
Associate Dean and Chief of Staff to Dean (2004-2005)
Associate Dean for Administration (1998-2004)
Virginia Tech Corporate Research Center
Director of Business Services (1992-1998)
Virginia Tech Foundation, Inc. (VTF)
Director of Business Services (1992-1998)
Business Manager (1989-1991)
Virginia Tech Sports Information Office
Student Assistant (1983-1986)
Game Statistician (1983-2009)
Dominion BioSciences, Blacksburg, VA
Financial Consultant (1994-1998)
MapTech, Inc., Blacksburg, Virginia
Business Consultant (1996-2002)
United Telephone System, Bristol, Tennessee
Pricing Analyst, Revenue Requirements Department (1986-1988)
Roderick A. Hall, PhD
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Full Curriculum Vitae
Education:
Doctorate of Philosophy, College of Liberal Arts and Human Sciences, Virginia Tech,
Blacksburg, VA, 2009; Higher Education Administration option in the department of
Educational Leadership and Policy Studies
Dissertation: “Exploring the Relationship Between Perceived Cost of Attendance and
College Matriculation,” Dr. Steven M. Janosik, Chair.
Named Outstanding Student in Higher Education Program, 2009-2010
Master of Business Administration, R. B. Pamplin College of Business, Virginia Tech,
Blacksburg, VA , 1989; double-concentration in management and finance; 3.95 GPA.
Bachelor of Science - Finance, Magna Cum Laude, R. B. Pamplin College of
Business, Virginia Tech, Blacksburg, VA, 1986; 12 hours of honors courses; 3.76 GPA;
top GPA in finance department, second ranked GPA in Pamplin College.
Experience:
Senior Associate Director for Operations and Finance, Virginia Tech Transportation
Institute (April 2012 – present)
 Chief business officer for an operation with approximately $45 million in annual
expenditures. Handle all elements of finance, real estate operations, human
resources, public relations and risk management.
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Team developed a financial tracking system providing the Director ability to
spend resources in a more aggressive manner by leveraging dedicated accounts
within the institute
Served as Treasurer of VTT, LLC, the parent company of the National Tire
Research Center and its affiliated divisions. Worked with team to set up entire
business structure independent from the administration of VTF which normally
handles new startups. Corporation has an annual budget of approximately $4
million.
Supervised building of VTTI Building I Annex and the movement of our offcampus staff into the new 25,000sf facility.
Engineered a complete reorganization of Virginia Tech Transportation Institute’s
(VTTI) operations/administrative structure.
Team successfully capitalized on VTTI’s national/international reputation to
increase on-campus and local visibility. Thirty-six stories on VTTI have been in
VT News since my arrival.
Developed the idea for 25th anniversary celebration and my team won an award
from the Public Relations Society of America for execution of the event.
Associate Vice President for Research, Office of Research, Virginia Tech (July 2007 –
April 2012)
 Day-to-day responsibility for all operations and administration of the Office of
Research, including: 1) Office of Sponsored Programs, 2) Human Resources for all
700+ Special Research Faculty, 3) Finance, 4) Information Technology, Public
Relations. Served as project manager in new or emerging initiatives. Responsible for
reacting as initial preceptor for all problem situations.
Roderick A. Hall, PhD
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Founding member of Virginia Tech Carilion School of Medicine and Research
Institute Executive Committee (along with VT President and Provost, Carilion
President, and Carilion Chief Operating Officer)
Worked with VTTI to secure funding for the National Tire Research Center.
Developed tools to analyze the expenditure results of Virginia Tech’s research
institutes.
Initiated a customer focus initiative to improve the service to the university
community and improve the perception of service by the university community.
Implemented a major reorganization of the structure of the Vice President’s
Office and of the Office of Sponsored Programs.
Chaired task force that recommended transition to a new enterprise-level
research administration system.
Associate Dean for Administration & Research, R. B. Pamplin College of Business
(July 2006-July 2007).
 Responsible for operations of the Pamplin College of Business including serving as
acting dean in the dean’s absence.
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Created the college’s first integrated budget incorporating E&G budget with
Foundation sources, Professional Development revenues and other accounts.
Documented college’s policies on financial operations.
Resolved long-term financial conflict regarding the Masters of Information
Technology.
Led the College in Dean’s absence in the days following 4/16/07.
Assistant Vice President for Administration, Office of Research, Virginia Tech (January
2005 – July, 2006)
 Assigned position in January 2005 along with term directorship of ICTAS.
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Developed complex input-output model to predict progress toward university’s
$540M NSF research goal to assist with development of strategic plan
Served as vice chairman of a special task force named by the provost with the
charge of solving the crisis due to the lack of research space. Led subcommittee
that developed a model to determine how needed space could be paid for from a
portion of returned indirect costs.
Served as lead member of an ad hoc committee to determine the cause for
Virginia Tech’s apparent drop in Carnegie classification. Assisted Institutional
Research in discovering data misinterpretations that led to drastic underrepresentation of a critical factor in the Carnegie analysis. Carnegie accepted our
data resubmission that assured the university’s position among the
approximately 80 schools considered “very high research” in the new Carnegie
classifications.
Worked “informally” for the associate vice provost in charge of space to manage
the transition of life science researchers into a building previously occupied by a
university institute that moved onto campus.
Vice chair of the commission (known as the Knocke Commission) that fostered
the most recent change in the distribution of indirect costs at the University.
Roderick A. Hall, PhD
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Result was formation of Capital Account II that funds buildings at the CRC for
temporary location of university researchers until on-campus space can be built.
Term Director, Institute for Critical Technology & Applied Science, Virginia Tech
(January 2005 – July 2006)
 Served as chief operating officer of an emerging university initiative – a science and
engineering institute - independently reporting to the stakeholders committee,
chaired by the dean of engineering (term director was a specially assigned
designation by the provost to signify that the full power of the directorship was
available as opposed to interim)
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Developed a two-address capital facilities plan that led to solution of a 40%
budget overage on a $25 million facility. One third of the space originally
scheduled for occupancy by the end of 2006 was in fact ready by that time,
despite the eight-month delay caused by re-designing the on-campus facility.
Analyzed research investment opportunities from all of the science and
engineering areas on campus and made recommendations to stakeholders
regarding which areas ICTAS money should be spent based on a return on
investment analysis. Stakeholders accepted every recommendation.
Set up a structure to measure productivity of research groups in which the
organization invests, assuring that productivity is not deflected away from
departmental units; results showed research awards of $14 million in fiscal year
2005
Set up the university’s first proposal development team, five individuals who
were responsible for assisting principal investigators with the proposal
development process.
Set up an internal publicity campaign aligned with the arrival of the new dean of
engineering to pave the way for the hiring of a world-class director.
Associate Dean for Administration, Virginia Tech College of Engineering, Blacksburg,
VA 1998 – 2005.
 Chief operating and financial officer for the nation’s fifth largest college of
engineering (over 5,000 undergraduate students).
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Responsible for all financial matters in a decentralized array of 12 departments
having total annual expenditures of over $100 million. Allocated and
administered annual E&G budget of over $40 million; developed the college’s
first integrated budget methodology that considers future commitments and
currently available financial assets to measure relative financial strength;
developed and implemented budget cutting strategy in 2002 that minimized loss
of research productivity while maximizing future growth potential (research
expenditures in engineering grew 40% in the four years since the fiscal crisis of
2001-2002; this is compared to a 1% total growth between 1991 and 1998 when
the university suffered through another fiscal crisis); devised strategy to
accelerate payments from professorship income accounts which led to savings in
E&G budget of over $2 million over six years
In charge of human resource management for almost 300 tenure and tenure-track
professors, over 150 classified staff members, and almost 100 research faculty
members; maintained and interpreted college promotion and tenure (P&T)
procedures and serve as an ad hoc member of the college P&T committee;
Roderick A. Hall, PhD
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coordinated the college’s faculty hiring program with as many as 45 searches
ongoing at one time; approved all classified staff salaries for the college
Accountable for over 500,000 square feet of space; performed national
benchmarking study of engineering colleges to determine space requirements by
discipline using regression analysis; recommended and implemented policy to
charge departments for their space to create an incentive to be efficient; liaison
with central university departments in all space-related matters including acting
as user representative for construction of $34 million ICTAS I
Intimately involved in the research enterprise of the college, working to solve
many of the problems that arose; discovered that college was not counting
voluntary cost-sharing in research expenditure reports leading to an increase in
approximately $10 million in reported expenditures annually; NSF-reported
research expenditures grew from $45 million in 1998 to $113 million in 2005
 Chief of staff for the dean
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Handled transition for new dean of college and was accountable for
implementation of major new initiatives including: college day care sponsorship;
establishment of System X cost center; reorganization of Northern Virginia
Division; reorganization of Ware student projects laboratory
Initiated the Advancement Team and chaired monthly meetings of this group that
was responsible for coordinating all development, public relations, and research
advancement activities of college
Served as proxy in the dean’s absence in all non-curricular matters;
recommended appropriate salary for new faculty members; informal mentor to
new department heads in administrative functions and faculty relations
Made recommendations that resulted in shift of scholarship and fellowship
resources to induce attendance at Virginia Tech rather than to award past
performance for those who had already made matriculation decision
Director of Business Services, Virginia Tech Corporate Research Center and Virginia
Tech Foundation, Blacksburg, VA, 1991-1998.
 Managed all business and operational elements for the Corporate Research Center
(CRC), at the time, an 11-building, $25 million facility owned by the Virginia Tech
Foundation (VTF)
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Responsible for developing, monitoring and controlling of an annual operating
budget of about $3 million; developed long-range financial model that evaluated
feasibility of buildings and looked at the break-even and profitability of the park;
recommended and implemented procedures that increased the internal rate of
return for buildings from below zero prior to arrival to above 10% upon
departure
Supervised accounting operations of the CRC including accounts payable and
check processing, accounts receivable and revenue processing; engineered two
major shifts in accounting procedures in five years at CRC to handle a growth of
almost 300% in payments processed; responsible for assuring accuracy of the
CRC’s monthly and annual financial statements and preparing executive
summary and variance reports
Supervised all operations including renovations of tenant spaces, maintenance
and housekeeping of the park; administered all 60+ leases for tenants at the
CRC, including writing leases, lease modifications and other binding legal
Roderick A. Hall, PhD
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documents; in charge of new building development with capital expenditures of
around $7.5 million upon departure; responsible for scheduling and coordinating
tenant move-ins
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Assisted CRC President with the implementation of marketing program that
resulted in growth of number of tenants from 15 to 70 in five years
 Property management for VTF real estate, valued at about $50 million
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Contracted with property managers for appropriate on-site management of real
estate donated to the Foundation (not at the CRC) and with brokers to liquidate
property; handle all negotiations for sales, making recommendations to VTF
management
 Responsible for all general business functions of the Virginia Tech Foundation, an
entity with approximately $400 million in assets, through supervision of the VTF
Business Manager
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$15 million cash receipts annually processed through business office;
management of all human resource programs for 25+ employees, including
payroll, benefits, regulatory compliance, and disciplinary actions; coordination
of internal endowment administration with university departments and external
custodian; preparation and monitoring of unrestricted budget, about $6 million
annually management of receivables and other miscellaneous assets such as
donated life insurance, partnerships, etc.
Business Manager, Virginia Tech Foundation, Blacksburg, VA , 1989-91.
 Held the job outlined immediately above
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Set up human resources system to facilitate growth in employees from eight to
30.
Developed mechanized endowment reporting system to handle growth from
approximately 500 to 1,500 separate accounts
Pricing Analyst, United Telephone - Southeast, Bristol, TN, 1986-88
 Performed financial and economic analysis concerning long distance business of
company that is now Sprint
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Independently devised and programmed budget model for a subsidiary long
distance company started at United in 1987 which became the market share
leader in the territory; subsequently served as ad hoc financial consultant to the
company
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Hypothesized misperception in long-distance pricing; formulated and carried out
market study showing that customers vastly over-estimated price of long
distance calls; initiated advertising campaign to correct customer perception
which resulted in a sustained 20 percent increase in calling volumes, increasing
revenues by approximately $1 million per year - precursor to Sprint’s “10 cents
a minute” marketing campaign
Roderick A. Hall, PhD
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Publicist, Virginia Tech Sports Information Office, Blacksburg, VA, 1983-86
 Worked 20-30 hours per week as undergraduate, editing and writing for department
publications including game programs and media guides, and assisted in ongoing
public relations efforts including extensive interaction with regional television and
print media
Teaching:
Administrative Processes and Skills, team-teach, along with four others, class in 2009present in Higher Education focusing on the “Research Enterprise”
Professional:
Executive Leadership Institute of Virginia Tech, 2009
Nominated for Governor’s Customer Service Award, 2010
Engineering Dean’s Group – Administrators - Founding member of the group of
administrative officers of premier engineering colleges from around the country
(including Carnegie Mellon, Case Western, Yale, Rice, Lehigh, USC, Purdue, Georgia
Tech); attended four annual meetings and conducted space survey for the group.
Academy for Leadership Excellence at Virginia Tech; achieved rank of Senior Fellow in
1995
Virginia Tech Outstanding Leader Award from Academy for Leadership Excellence,
1998
Association of University-Related Research Parks (AURRP), member for five years,
attending four national conferences
Central Association of College and University Business Officers (CACUBO)
Management Institute (CMI); graduated from the intensive two-year program in 1993,
winning a team competition in the first year
Financial Consulting - served as financial consultant to two small start-up corporations
between 1994-2002
University
Service:
Elected member of Virginia Tech Commission on Administrative/Professional Faculty
Virginia Tech College Fiscal Officers Group (CFOG) - An organizing member of the
group of senior college fiscal officers that was established in 1999.
Search Committee Member for Key University Positions – Executive Vice President
and Chief Business Officer; Director of Internal Audit; University Controller; Dean
College of Engineering (twice); President, Virginia Tech Corporate Research Center;
Director, Virginia Tech Business Technology Center; College of Engineering
Development Director (chair)
Vice-Chair of Provost’s Special Task Force on Space and Indirect Costs - 2005-2006
Provost’s Ad Hoc Task Force on Research Faculty Members – 1998-2001
Advisory Board Member – VT Business Technology Center 1999-2004; 2007-2012
Chair, College of Engineering Commencement Committee -1999-2004