Adjunct Assistant Professor of Public Service
Julie Casella is an Adjunct Assistant Professor of Public Service of NYU’s Robert F. Wagner Graduate School of Public Service. She is also a strategic human resources executive and trusted business advisor assisting organizations (public, private, private equity-owned and not for profit) through transformation and growth. Currently an executive advisor and independent consultant, Julie provides clients with solutions to enhance, develop and accelerate human resources capabilities and performance.
Julie spent 20+ years at CCMP Capital Advisors, LP (“CCMP”) and its predecessor firms, JP Morgan Partners/Chase Capital Partners/Chemical Venture Partners. As Managing Director, CHRO and Head of Human Capital, she served as strategic advisor to CCMP and its portfolio companies. Her practice included interim CHRO roles, pre-acquisition due diligence, post-acquisition operational integration, restructuring, and talent alignment and optimization. She also played a key role in executive, director and employee compensation and benefits matters, during the portfolio company hold period, through the sale or IPO process, and after the public offering.
Julie also brings her operational expertise to redesigning human resources functions, streamlining compensation and benefit plans and their attendant costs, leveraging talent, coaching for success, managing leadership transitions and undertaking sensitive assignments for management and boards. She is a driver of strategic business alignment and transformation in the human resources function. Julie’s work spans diverse industries across all stages of the corporate life cycle.
She holds a BA in Psychology from Pace University, an MA with Honors from The New School with a Post Masters Certificate in Organizational Development and Post Masters Concentrations in Labor Relations and Compensation. She was an adjunct faculty member in the Human Resources Management Graduate Program at the New School. Julie served on the Board of LHP Hospital Group, Inc. and on the Advisory Board of Truveris. She currently sits on the Advisory Board of the Pace University Dyson School of Arts & Sciences, as well as, the Women in Business Alumnae Council.
Her published articles include: Private Equity IPOs: Five Executive Compensation Traps to Avoid, Journal of Private Equity, Summer 2013 and Public Company Executive Pay-Best Practices from Private Equity, Benefits Law Journal, Spring 2017.
This course focuses on the three sets of key questions: (1) mission and vision ("What areas or activities should we be working in?"); (2) strategy and operations ("How can we perform effectively in this area?"); and (3) leadership (“What leadership skills are needed to develop and implement strategies effectively?”). We will cover both strategy formulation ("What should our strategy be?") and strategy implementation ("What do we need to do to make this strategy work?").
All organizations – government agencies as well as nonprofit or private companies with a public purpose – face substantial challenges that demand strategic responses, often in uncertain economic, social, or political contexts. To deal effectively with these challenges, managers need knowledge and skills in strategic management and leadership: setting and aligning goals with the organization’s mission; handling complex trade-offs between demand for services and resource constraints; defining measures of success; motivating staff and other stakeholders; developing relationships with relevant groups; dealing with crises and environments in transition; and leading organizational change. In short, the course emphasizes the multiple, related requirements of the leader/manager's job: analysis, creativity, and action.