Association of Graduates
Ted Haddad Class of 1986

Ted is currently the VP and Treasurer of Hillenbrand, Inc. (HI on the NYSE). Ted leads all treasury functions including cash management and control, capital funding and structure, treasury integration, and tax planning. Ted also serves as the pension committee chairman with fiduciary responsibility over 400 million dollars of pension-related investments. He is a CPA and CMA with 16 years of prior public accounting experience.

Ted and his wife Rene live in Liberty Township, Ohio, a suburb north of Cincinnati. They have three children; Theo (22), Zach (20), and Carlie (17). Ted is an avid skier, runner and baseball fan. His pastimes include interest in civil war history and maintaining his baseball card collection.

Candidacy Statement

I believe sustaining and expanding a dynamic interconnected base of alumni will draw more graduates to become actively engaged in supporting the Academy’s ability to develop courageous ethical leaders for our nation. Serving the graduate community as a member of the AOG Board of Directors would provide me the opportunity to give back to the institution that shaped my subsequent success.

I offer my executive leadership experience in building and directing teams within treasury, financial reporting, risk management, and business process assurance. My professional experience includes organizational governance, Board operations, and strategic planning.

I appreciate your consideration of my candidacy for the AOG Board of Directors.

Why did you decide to run for the AOG Board of Directors?

I have two primary motivations. First, I think that the long term success of our country is highly dependent on our ability as a nation to develop courageous ethical leaders. While military academies do not have a monopoly on this by any means, I do think they are ideally positioned “pipelines” that have a greater chance of success than other institutions to achieve this goal. I do not have a specific agenda other than to do what I can to help strengthen the Academy’s potential to turn out exceptional leaders. I believe that sustaining and expanding a dynamic interconnected base of alumni through the AOG offers a conduit for graduates to continue to support this objective. I would be honored to have the opportunity to contribute my time and experience to help further the goal. Over the past few years I have been looking for opportunities to “give back” to the institutions which provided me the foundation from which to be successful, both personally and professionally. My three children are nearly out of the “nest.” My eldest son is a college graduate; another son is in college; and my daughter is a senior in high school about to take flight. My current position offers me the flexibility to make the commitment of time and travel to participate on the AOG Board of Directors on a regular basis. Over the last year, I took the opportunity to serve as a board member on the Graduate Studies Advisory Board of Wright State University, my alma mater of my masters program. The chance to serve on the AOG Board would give me the opportunity to fulfill a personal goal to support the Academy.

What skills, knowledge, & experience do you have that has prepared you to serve on the AOG Board?

I am a results-driven executive currently serving as Vice President and Treasurer responsible for corporate leadership over the treasury and tax functions of a $1 billion public, multi-national manufacturing company (HI on the NYSE). My professional credentials include Certified Public Accountant, Certified Management Accountant and MBA designations. I have significant expertise in building and directing financial operations within treasury, tax, financial reporting, risk management, and business process assurance, particularly during periods of start-up or rapid business expansion. I have 20+ years of finance experience and a consistent history of delivering high priority presentations and business cases to executive management and boards of directors. My professional experience has provided me a comprehensive working knowledge of organizational governance, board operations and strategic planning. I look forward to the opportunity to bring these skills and experiences to assist our AOG achieve its goals.

What involvement with the AOG or the Academy have you had that has prepared you to serve on the AOG Board of Directors?

I do not have prior involvement with the AOG or the Academy that would specifically prepare me to serve as a board member. The value of my involvement would come exclusively from professional development and work-life experiences accumulated since graduating in 1986. If elected by the graduate community to serve on the AOG Board, I will need to invest a substantial amount of up-front time becoming educated and fluent in the strategic goals, planning, and direction of the AOG. I am fully prepared to make this commitment.

How would you suggest the AOG improve its relevance to the Graduate Community as a whole and to individual Graduates?

I believe that the AOG should continue to focus on chapter development and sustainability. I agree with the AOG’s strategic plan indicating that vibrant, local chapters are the critical component to building and maintaining an interconnected and engaged graduate community. As much as the internet and email have achieved to increase the ease and connectivity of people, I suspect that graduates that can participate in an active local chapter develop a greater connection and, as a result, are more likely to be engaged in supporting the Academy, the AOG and Endowment programs. AOG leadership in this area is essential to this momentum. In a society that continues to demand a high degree of mobility from both those serving or separated from military services, growing a strong, stable chapter network provides our graduate community the best chance of real involvement wherever they land.

Under the recently adopted Carver governance model, the primary role of the Board is to provide the strategic direction for the organization, while leaving operational administration to the CEO. How do you define strategic direction? What experience have you had in strategic thinking and policy making?

In my experience, strategic direction is an output from a Board’s strategic planning process which creates, modifies or reaffirms the strategic, long range business plan. Strategic direction typically takes the form of a course of action(s) that the Board believes will lead to the achievement of the organization’s goals and provides the CEO the framework from which to develop and execute the operational plan.

I have extensive experience in strategic thinking and policy making. In my various roles as an officer of a public company, I have developed and presented business plans in response to strategic direction provided by the Board and the CEO. These plans require broad strategic thinking and analysis and cover complex areas including capital structure, treasury policy, dividend policy, and foreign exchange and interest rate risk management. I have a working knowledge of the Carver Governance model and I understand the precepts of the model; however, I have not worked in a setting where the model has been formally adopted as the stated approach to organizational governance.

How much of your time can you devote to meetings, preparation for Board of Directors meetings, emails/correspondence, committee work, and interacting with members?

I am able to commit to no less than three days each quarter to meet director responsibilities and any travel requirements. I also have the flexibility in my schedule to be available to support ad hoc projects or assignments.

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