A Longtime CFO Retires
J. Hale Smith is retiring after 20 years as Groton's Chief Financial Officer. He lived on campus with his wife, Tucker, and son Oliver '05 for many years (his son Alden attended Milton Academy.)
Groton School wishes Hale and Tucker the best on their retirement, and thanks them for all they have contributed to the community. The fall Quarterly will introduce Hale's successor—Arthur Diaz, the current CFO at Pomfret School.
Over two decades, Hale witnessed and helped effect significant change. He shared reflections with the Peabody Press:
Groton School wishes Hale and Tucker the best on their retirement, and thanks them for all they have contributed to the community. The fall Quarterly will introduce Hale's successor—Arthur Diaz, the current CFO at Pomfret School.
Over two decades, Hale witnessed and helped effect significant change. He shared reflections with the Peabody Press:
What are the most significant changes you've seen at Groton since you started?
The year before I arrived, Groton’s enrollment was 319 students occupying an outdated campus. During my time here, Groton has built the Athletic Center, the O’Brien Rink, the natatorium, the day care center, the Dillon Art Center and de Menil Gallery, the Brooks House Third Form dormitories, the Campbell Performing Arts Center, and five new faculty homes. It has also acquired another six houses and approximately 100 acres. The school significantly expanded the boathouse and renovated every dormitory, the B&G McMillan Building, the Headmaster’s House, and many other faculty houses. It was instrumental in permanently protecting 360 acres of land along the school’s southern border from development as the principal player in a $19.4 million transaction.
The year before I arrived, Groton’s enrollment was 319 students occupying an outdated campus. During my time here, Groton has built the Athletic Center, the O’Brien Rink, the natatorium, the day care center, the Dillon Art Center and de Menil Gallery, the Brooks House Third Form dormitories, the Campbell Performing Arts Center, and five new faculty homes. It has also acquired another six houses and approximately 100 acres. The school significantly expanded the boathouse and renovated every dormitory, the B&G McMillan Building, the Headmaster’s House, and many other faculty houses. It was instrumental in permanently protecting 360 acres of land along the school’s southern border from development as the principal player in a $19.4 million transaction.
What surprised you most about working at a boarding school, after working in the private sector?
Probably the amount of negative reaction engendered by the use of business terminology. While faculty and staff certainly appreciate the need to operate under a balanced budget, many do not view Groton School as a business and find business terminology, procedures, and protocols grating.
Probably the amount of negative reaction engendered by the use of business terminology. While faculty and staff certainly appreciate the need to operate under a balanced budget, many do not view Groton School as a business and find business terminology, procedures, and protocols grating.
Can you briefly explain what your main responsibilities have been at Groton? Did the job change much over the years?
Prior to 1995, Groton’s business functions were directed by a business manager, Nancy Dawes. The headmaster (Bill Polk) and trustees hired me to provide strategic oversight and another level of professional financial management to the school. Broadly speaking, I have been responsible to three headmasters for most non-academic functions in the school, excluding development. These currently include financial and strategic planning, Business Office operations under Jim Raney, facilities management under Tim Dumont, Human Resources under Kim Herdiech, Technology under JT Amirault, dining services under Jed Coughlin, the school store, mailroom, and general staff management.
Prior to 1995, Groton’s business functions were directed by a business manager, Nancy Dawes. The headmaster (Bill Polk) and trustees hired me to provide strategic oversight and another level of professional financial management to the school. Broadly speaking, I have been responsible to three headmasters for most non-academic functions in the school, excluding development. These currently include financial and strategic planning, Business Office operations under Jim Raney, facilities management under Tim Dumont, Human Resources under Kim Herdiech, Technology under JT Amirault, dining services under Jed Coughlin, the school store, mailroom, and general staff management.
What would you consider your biggest accomplishments?
Being a member of a several successful administrative teams and working with outstanding headmasters are sources of great satisfaction. Groton is blessed in physical, financial, and human resources, among both its faculty/staff and students. The school is undoubtedly a stronger institution today than when I first arrived. It is the result of contributions from many individuals, strong financial markets, and some measure of luck. As the school’s financial officer, I have had the good fortune, too, to be able to build upon Groton’s exceptionally strong foundation, a legacy from earlier generations of Grotonians.
Being a member of a several successful administrative teams and working with outstanding headmasters are sources of great satisfaction. Groton is blessed in physical, financial, and human resources, among both its faculty/staff and students. The school is undoubtedly a stronger institution today than when I first arrived. It is the result of contributions from many individuals, strong financial markets, and some measure of luck. As the school’s financial officer, I have had the good fortune, too, to be able to build upon Groton’s exceptionally strong foundation, a legacy from earlier generations of Grotonians.
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