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Sunday, January 24, 2021 Re: Prof. Jason Un vers ty of C nc nnat Office of Innovation 1819 Hub, 2900 Read ng Road, Su te 460 C nc nnat , OH 45206 0829 Sunday, January 24, 2021 Re: Prof. Jason Heikenfeld’s Application to the Dean of the Graduate School at the University of Cincinnati To the Search Committee, After careful consideration, attending the online envisioning forum and reading the envisioning committee’s report, I am applying for the role of Dean of the Graduate School at the University of Cincinnati. At minimum I hope that my thoughts on the direction of the Graduate School may prove helpful to the search committee and the new Dean, whomever that may be. To begin, there are three important attributes that I believe I can bring to this role. I share them here, because they clearly drive my comments on the envisioning committee’s specific recommendations. - I am most passionate about student success, and I firmly believe student success represents a singular goal that we can tie all our other goals and metrics into. - I am unable to settle for anything but operational excellence in day-to-day activities, and believe that you cannot sustainably advance the boundaries of academia without operational strength. - I am applying to this role with significant leadership experience, including connecting to both leadership on campus and with government, community, and industry leaders. I will now comment on my general approach to this role and the envisioning committee’s recommendations. At this re-envisioning stage for the Graduate School, approach is arguably more important than detailed action plans. Although all the envisioning committee’s recommendations are individually of high merit, they are too numerous to pursue in isolation and require alignment under a select few themes. I am therefore providing three pillars of my general approach below, not as conclusive as they are likely to change, but to simply reveal how I initially view this opportunity. All of these must be done in partnership with other units on campus. Simply, the Graduate school should ‘own’ as little as possible, while effectively promoting advances in graduate education across campus. Pillar 1 – The Student Journey: the graduate student journey in higher ed represents a soft- spot where UC can outcompete our peers in attracting and producing exceptional talent. Realistically where will the student pipeline of tomorrow come from and why should they choose UC? Beyond digital marketing, to attract top graduate student talent how can we enable prospective students to make powerful personal connections directly to programs and faculty? Earlier connections also produce greater alignment and therefore stronger outcomes. Once students are on campus, are our programs structured to truly prepare them for the jobs they actually enter? Do our programs allow space for the experiential learning of all the skills they need for a lifetime of success? Why do many of our graduate programs involve a rigid sequence of learning, qualification, and only then research or scholarship, instead of a continuum of growth in all three? Campus is already rich with personal and professional development opportunities but why do they remain isolated from our students during their graduate study? An affirmative action/equal opportunity institution Pillar 2 – Graduate Programs: the curriculum of tomorrow is already desperately needed by our students today. As industry offers more and more of its own certifications and training (expertise, skills), our response should be a graduate curriculum with stronger focus on individual adaptability and life-long self-skilling at the cutting-edge of change. Simply the half-life of ‘expertise’ grows ever shorter as the world changes faster and faster. At its core, the graduate degree is about greater individual potential for growth and advancement. How can our curriculum empower graduate students and faculty not just as ‘experts’ but as the world’s best need/problem finders and life-long learners? If we can do this, we have done everything to advance soft-skills, multidisciplinary work, connecting to industry, and proposal writing. Our faculty and graduate curriculum are so closely intertwined that effort here will also beneficially impact our research and undergraduate pedagogy. Pillar 3 – Graduate School Operations: operational excellence comes before costs savings and campus-wide controls. A graduate school must first and foremost be seen as a go-to solution provider, which only then enables cost-savings and adequate controls through a centralized role. In addition, tools and solutions must be ultra-simple in their offering, else they are not locally adaptable nor manageable at a large institution. Even if our operations are already strong today, as we pursue the first two pillars above our operations will require frequent adaptation to maintain buy-in across campus. These pillars are not entirely novel as they have already been identified at UC and are now advancing in multiple ways across campus. That said, pursuit of these pillars is not trivial and only with greater focus and leadership can they achieve their full promise. They represent opportunities that are important today, tomorrow, and which will always be critically important to our university. Below my signature line I have also provided preliminary responses to the envisioning committee’s specific recommendations, and I believe those responses align with these three pillars. In closing, with greater focus, I firmly believe the Graduate School has a powerful role to serve at the University of Cincinnati. The office of the Graduate School need not be a resource-rich enterprise, as campus is rich in resources in the colleges, the Office of Research, Office of Innovation, and the Cincinnati Innovation District. As stated in my opening, at minimum, I hope that my thoughts on the direction of the Graduate School may prove helpful to the search committee and the new Dean whomever that may be. Sincerely, Jason Heikenfeld, University of Cincinnati Assoc. VP Operations, UC Office of Innovation Prof. Electrical Engin. and Comp. Systems Prof. Chem. Engin., Prof. Biomedical Engin. Fellow – Graduate School, Academy for Teaching and Learning Fellow - Nat. Acad. of Inventors / Senior Member - IEEE, SID 2 Founder, Director 2010-2012 -> $5.9M grant to build the center. 2001-2005 Extreme Photonix, Principal Scientist, Co-founder License Exit. Two distinct global products released by two licensees. 1996-1997 3M Precision Optics Inc., Projection Optics Fabrication Engineer 1995 Hal Computer Systems Inc., VLSI Design Engineer g Major Honors/Awards/Achievements 2019 - CEAS Research Award (highest career research award given in the UC college of Engineering). 2019 - NSF Television ‘Science Nation’ Series releases focus on: ‘Sweat sensors: Engineering breakthrough tools for health diagnostics.’ 2018 - Cofounded the 1st ever startup in the Cincinnati region to be accepted into Y Combinator (4th startup, confidential). 2018 - Ohio Faculty Council Technology Commercialization Award (1 faculty award, statewide) 2017 - Selected for Univ. Bordeaux Visiting Scholars Program (summer 2017) - Eccrine Systems Inc. named by Bloomberg as one of top 50 startups worldwide (metrics driven) - Frost & Sullivan North American Technology Innovation Award (Eccrine Systems) 2016 - Earned the recognition as one of UC’s top 3 Educators (all disciplines and campuses), and #1 in STEM, based on average of all online ratings tabulated by the UC News Record. 2015 - Ernst and Young Edge Award (Ohio Valley region: south-central Ohio / Illinois / Kentucky) - Elected to the rank of Fellow: Univ. Cincinnati Graduate School 2014 - Elected to the rank of Fellow: National Academy of Inventors - Elected to the rank of Fellow: Univ. Cincinnati Academy for Teaching and Learning 2013 - Sigma Xi Young Investigator Award (university – UC) - Established Entrepreneur Award (university – UC) - Master Educator (college – CEAS) - Top 25 STEM Scholars in Ohio (all Ohio universities) - Frost & Sullivan Global Technology Innovation Leadership Award (Gamma Dynamics) 2012 - Distinguished Engineering Researcher (college - CEAS) - Eta Kappa Nu Outstanding Professor Award (school - SECS) - William H. Middendorf Research Excellence Award (school - SECS) 2010 - University of Cincinnati Emerging Entrepreneur Award (university - UC) 2009 - Cincinnati Innovates, Taft Stettinius & Hollister Patent Award – 1st Place (273 entrants) 2009 - COE Research Award for Young Faculty (college - CEAS) - Eta-Kappa-Nu Professor of the Year (school - SECS) 2008 - Neil Wandmacher Teaching Award for Young Faculty (college - CEAS) 2007 - NSF CAREER Award. 2007 - 1st Ever Recipient of All Three School Awards in the Same Year (>40 faculty) Heikenfeld Page 2 of 23 Curriculum Vitae - William E. Restemeyer Teaching Excellence Award - William H. Middendorf Research Excellence Award - Eta-Kappa-Nu Professor of the Year 2006 - AFOSR Young Investigator Award (one of only 21 awarded nationally across all sciences). 2005 - Developed technology and prototype in R&D Magazine Top 100 Award with IST Inc. 2001 - Completed a direct Ph.D. in 2 yrs. 10 mo., with 12 journal articles, 10 presentations, and multiple patents. g Publications Google Scholar Statistics (last updated 2020) Books 1. F. Mugele and J. Heikenfeld – “Electrowetting” – Wiley, 2019. Book Chapters 2. J. Heikenfeld, "Section 8- Paper-Like and Low Power Displays," in Handbook of Visual Display Technology. ed. Editorial Board, Canopus Academic Publishing, 2011. 3. J. Heikenfeld
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