Chad Marturano, who has served as the University of Colorado’s vice president and chief financial officer since 2022, discussed his career path, leadership style, and current challenges in an interview. Marturano began his professional journey in government and public policy, working for the Colorado Department of Higher Education, the Colorado Department of Education, and the Governor’s Office of State Planning and Budgeting. He joined CU system administration in 2014.
Reflecting on what brought him to CU, Marturano said: “I came to CU because I had the chance to work for someone I admired: University of Colorado President Todd Saliman. At the time, he was CU’s CFO and was already known as an incredible leader in higher education and state government. I thought, ‘If I get the opportunity to work for him and at a place like CU, why wouldn’t I take it?’ And I’m glad I did, because this really is the best CFO job in higher ed in Colorado.”
He added that what keeps him at CU is its impact on students and communities: “CU isn’t just an institution. We educate more than 68,000 students, employ over 33,000 people, conduct groundbreaking research and provide health care that literally saves lives. Being part of something bigger than myself matters deeply, and CU gives me that every day.”
Describing his approach to leadership, Marturano explained: “My leadership philosophy is summed up by a simple principle: ‘Nothing about us without us.’ Before making decisions, I want to understand the perspectives of the people who will be affected by them. I don’t want anyone waking up to a surprise announcement and thinking, ‘No one talked to me about this.’”
He continued: “I also see CU as a network of subject matter experts, not a hierarchy. My job is to bring smart people together, listen and collaborate so that decisions reflect collective wisdom, not one person’s point of view. When people feel included, they feel ownership. That’s how progress happens.”
Marturano said serving as system CFO involves significant relationship-building across campuses and with state agencies: “There’s plenty of analysis, of course, but the biggest surprise is how relationship-based the job is. Half if not more of my day is spent talking with campus CFOs, chancellors, regents, state agencies, legislators and others. My work often looks more like diplomacy than math.”
He emphasized that budget decisions are value statements reflecting institutional priorities: “Budgets aren’t just numbers — they’re value statements. Every dollar we spend reflects who we are and what we stand for. I regularly ask a simple question that is simultaneously the easiest and hardest one: What are we getting with the dollars we’re spending? If the answer doesn’t connect to our mission we need to rethink it.”
Discussing preparations for upcoming legislative sessions amid tight state budgets affecting higher education funding statewide—where all agencies compete for limited General Fund resources—Marturano noted that state support remains crucial for maintaining compensation levels for faculty/staff as well as keeping tuition affordable.
“We’re watching everything because all state agencies and programs are competing for the same General Fund dollars that support essential services across Colorado,” he said. “State support is critical for CU. It affects our ability to provide compensation increases for faculty and staff as well as our ability to keep college within reach for Colorado students and families by keeping tuition in check.”
He added that planning includes considering multiple budget scenarios with input from the Board of Regents.
Outside his role at CU Marturano described himself as a husband father-of-three avid runner/hiker—and someone who enjoys quoting movies such as “Ferris Bueller’s Day Off” line-for-line.
“Once a year I reread ‘Man’s Search for Meaning.’ It flips the question of life’s purpose back onto you: What meaning are you going to create? It’s a powerful reminder both professionally and personally,” he said.
