The Opportunity

Princeton is a world-renowned research university with a vibrant community of scholarship, research, and teaching that seeks to live up to its informal motto, “In the Nation’s Service and the Service of Humanity.” The University has a profound commitment to undergraduate education with a low student-to-faculty ratio and a curriculum that emphasizes learning, creativity, innovation, and collaboration with a program of liberal arts in the humanities, arts, social sciences, natural sciences, and engineering. Princeton similarly has a strong commitment to graduate education where students become part of a community of scholars at one of the world’s leading universities. Each year, faculty members receive numerous national and international honors recognizing their scholarship and research. The current faculty includes ten Nobel laureates.

Princeton enrolls 5,267 undergraduate and 2,946 graduate students, employs 7,000 benefits-eligible staff members, and has 1,289 faculty members who are world-renowned scholars and teachers inspired by their research and driven to help all students grow as thinkers and world citizens. The historic campus, its physical and cultural assets, and university events attract more than 860,000 visitors to the campus annually. The campus consists of more than ten million square feet in more than 200 buildings on 600 acres and is located in central New Jersey. Ninety-eight (98) percent of undergraduates and seventy (70) percent of graduate students live in university housing. The Princeton University Library and the Princeton University Art Museum hold extensive, world-renowned collections.

The Position

Role of the Assistant Vice President of Campus Dining for Princeton University

Reporting to the vice president for university services, the assistant vice president (AVP) of campus dining serves as the senior administrator for Princeton University’s residential and retail dining operations. The award-winning dining program provides food service for the entire campus community and is responsible for the food service operations in seven residential dining halls, a Kosher dining hall, 11 cafés (one of which is a self-service styled café), a food gallery located in the Frist Campus Center, a convenience store, Prospect House—the university’s faculty and staff club, Palmer House—a nine-bedroom guest house, a bakeshop, athletics concessions, a food truck, vending, and catering. The AVP oversees both the self-operated and outsourced operations. Three of the aforementioned cafés, Prospect House, and Palmer House are managed by outsourced service providers, with the remaining operations being self-operated. The self-operated operations have a total annual budget of approximately $34,000,000 and employ approximately 70 management and office staff, 260 union production staff, and 150 student employees. The production staff are members of the Service Employees International Union. The outsourced operations have a total annual budget of approximately $4,500,000 and employ approximately 60 full-time and part-time staff, all of whom are non-union. The AVP is responsible for facilitating the integration of these two types of operations in order to capitalize on the strengths of each and broaden perspectives, thus ensuring that exceptional culinary programs that will meet and exceed customer expectations are executed. Direct reports to the AVP include the director of residential dining, the director of retail dining and catering, the director of operations, the associate director of marketing and community engagement, the associate director of team and people, and the project coordinator and office manager.

Additional duties and responsibilities of the assistant vice president as enumerated in the institutional job description include the following.

Campus Dining Operations and Strategic Planning

  • The AVP must have a strong commitment to providing excellent customer service to both internal and external constituents and be able to get firsthand customer information and use it for improvements in products and services.
  • The AVP must have a robust operational background and a good understanding of how to identify, develop, and implement changes resulting from food service trends, culinary objectives, and sustainability practices. They must create an environment where all are encouraged to suggest new ideas and possesses the ability to carefully evaluate these ideas. They must be able to respond quickly to changing business needs and priorities and to balance strategic thinking with tactical implementation.
  • Nutrition and sustainability are important initiatives of campus dining. Menus provide options for a healthy diet based on the principles of moderation and variety and the department operates an Allergy Awareness Program to assist customers with special dietary needs. The AVP is expected to build on and lead further innovations in advancing sustainability across all dining operations, as part of performance expectations identified in the Princeton University Sustainability Action Plan. The AVP is responsible for leading these initiatives and overseeing the development of innovative programs that ensure progress continues in these areas.


  • Success in this role requires a proven professional who brings broad-based management experience in administration and finance and a demonstrated ability to lead a multi-faceted service organization, comprised of distinct administrative and production staff, whose mission is to provide exceptional service to diverse populations of students, faculty, staff, and alumni. The AVP must have a proven ability to attract, mentor, motivate, and lead a strong, cohesive, and high-performing team; the managerial skills to establish a team in a goal-oriented environment; the ability to provide vision and encourage innovation; and the skills and confidence to empower staff through active communication, delegation, direction, assessment, confidence building, promoting diversity of thought, and celebrating achievements. The AVP must possess the ability to coach, train, and evaluate professional team members and the courage to communicate honest, effective feedback in a transparent, respectful manner.
  • The AVP is responsible for hiring staff and ensuring that they are provided opportunities for continued development. As a result, the AVP must possess excellent human resource, supervisory, and mentoring/coaching skills, and the ability to successfully interact with administrative professionals, union staff, and outsourced service providers. The AVP must have a proven commitment to professional development, advanced training, and education and the ability to identify professional development opportunities for staff to reach their full potential. As a result, the AVP must be able to create an environment which facilitates career planning.
  • Campus dining employs staff and serves customers with widely varying backgrounds, perspectives, education, and skills. In addition, the primary language spoken by those who work within the unit varies greatly. The AVP must have a personal and professional commitment to diversity and inclusion, as demonstrated by persistent effort, active and innovative planning, allocation of resources and/or accountability for diversity outcomes, and the ability to relate well with such diverse populations.
  • The AVP must be both an effective manager and team member who can work in a dynamic and collaborative environment and who has the ability to both take direction and communicate it to complex teams. The AVP must have the ability to communicate and implement, in collaboration with subordinate personnel, campus dining’s vision, mission, goals, objectives, and strategic plans. The AVP must have the ability to create a sense of ownership within the team by being a good communicator who clearly assigns responsibilities and objectives and who develops monitoring procedures and feedback mechanisms.

Internal and External Relationships

  • Princeton’s diversity initiatives have resulted in a vibrant, colorful, and inclusive campus.  Graduate and undergraduate student populations, along with faculty and staff, come from many different ethnic, religious, racial, geographic, and socioeconomic backgrounds. The AVP must have the interpersonal skills to effectively interact within such a diverse community.
  • The AVP must represent the department in a positive manner while creating an environment that fosters respect and courtesy for all. The AVP works closely with staff in many administrative offices at the University and serves on many standing institutional committees. The AVP must be able to quickly find common ground, solve problems for the good of all, represent their own interests and yet be fair to other groups. The AVP must be an active listener, dynamic, a critical thinker, and have the ability to multi-task and ensure effective time management.
  • The AVP must possess knowledge about how organizations such as Princeton University work and understand how to get things done through both formal and informal networks. Unmatched responsiveness, astute stewardship, and the ability to build and maintain campus community relationships will be critical for success.
  • The AVP must be a person of the highest integrity with a collegial style that engenders trust and enables collaboration – someone who brings enthusiasm for day-to-day management of efficient, responsive operations, and for working as part of a leadership team to develop and implement an effective management strategy. The AVP must have the ability to understand the objectives, goals, activities, and regulations of the institution and departments and their implications for programs, policies, and decisions. The AVP must understand the wide range of issues affecting Princeton University and have the ability to take initiative while exercising sound judgment and decision making.
  • The AVP must be a good listener who has a willingness to support and contribute to the University’s culture of respect and civility. They must uphold a strong work ethic, be caring and thoughtful, and have the ability to think strategically.

Finance and Compliance

  • The AVP must be able to evaluate opportunities to refine services, perform operations analysis and quality control analysis, and work with colleagues in the office of the provost and the budget director to secure the required resources. In addition, on an annual basis, the AVP is responsible for leading the annual campus dining budget request that is made to the University Priorities Committee. The AVP is responsible for overseeing the evaluation of any campus dining suggestions received from SUMAR, the University committee established to enhance management and identify and implement cost efficiencies.
  • The AVP is responsible for ensuring compliance with university policy and enforcing, reviewing, and interpreting safety and sanitation standards and regulations mandated by local, state, and federal agencies in regard to safety, health, and sanitation regulations. The AVP is responsible for administering quality control systems in food production and presentation within units.

History of the Position

In June 2014, Smitha Haneef was named Princeton University’s executive director of campus dining and then later promoted to assistant vice president of campus dining in September 2017. In April 2021, Haneef accepted the position of managing director of dining services at Harvard University. The vice president for university services at Princeton University, Chad Klaus, will lead and provide direct oversight of campus dining on an interim basis until a new assistant vice president of campus dining has been identified.

Opportunities and Challenges of the Role

In transitioning to Princeton University, the assistant vice president may encounter a number of opportunities and challenges as shared by campus stakeholders.

The next assistant vice president of campus dining at Princeton University must possess a broad and deep understanding of national trends and best practices with regard to dining, catering, and retail operations, as well as an exemplary record of strong organizational and team development skills in a food services environment. The assistant vice president should be an experienced leader capable of managing complex situations, unwaveringly committed to the well-being and support of students and the campus community. The AVP must be equipped to contribute at both a strategic and operational level at the institution.

Princeton University has a strong history of providing stellar service to students within dining services. This measure of excellence requires attention to detail and forward thinking. A strong passion for dining services, the ability to show interest in and deep understanding of all aspects of a complex portfolio, and a comprehensive understanding of the changing dining and food-related needs of students are necessary for the candidate to be successful in this position. Princeton University is consistently evaluating its offerings to students and expects a nimble and creative approach to providing the best possible student experience.

The Princeton University stakeholders seemed genuinely interested in participating in discussions about this position, and there was a sense of unity in support of identifying a competent and visionary individual who can promote and develop the staff/team, set departmental priorities, and boldly lead what is already a very successful program into the future.

The campus dining staff is extremely committed to the vision of assisting students in every way, and they are dedicated to offering the best service possible. The staff works hard, and the new assistant vice president should make it a priority to quickly get to know the staff as individuals, learn their particular needs, develop trust and confidence across the board, ascertain the programs and services that they conduct, and be prepared to provide comprehensive professional support for all staff and oversee the ongoing development of a strong team.

There is a great opportunity for the new assistant vice president to make some impactful decisions upon arrival. The residential section of campus dining has meal contracts with approximately 3,280 undergraduate students and 400 graduate students and the University will be adding new colleges and additional cafés in the approaching years. Accordingly, it will be the assistant vice president’s responsibility to devise and execute an operational plan, including policies, personnel, best practices, and strategic vision, for maximum benefit to the student body.

University stakeholders repeatedly noted that Princeton University has an institutional culture that emphasizes a strong sense of team, mutual support, accessibility, approachability, and a highly collaborative approach to work. The assistant vice president will find a peer group and colleagues that are welcoming, promote open communication, emphasize an orientation toward service, and share a desire for a progressive and forward-thinking professional.

Although there is overall positive synergy and a good campus climate, the assistant vice president will need to ensure they have the ability to effectively work with a union environment in order to balance their expectations.

Due to the negative effects of COVID-19, campus dining has experienced a significant decrease in staffing. Accordingly, the assistant vice president will need to focus on filling vacancies, retaining staff, and ensure effective teambuilding.

The new assistant vice president will want to quickly build rapport with the campus dining staff, partners, colleagues throughout campus, and external collaborators. The assistant vice president should conduct a “listening tour” to foster open communication, increased transparency, opportunities for feedback, and stakeholder involvement.

Measures of Success

At an appropriate interval after joining Princeton University, a number of accomplishments will define initial success for the new assistant vice president.

  • The assistant vice president will maintain a proactive, highly visible, approachable, well-respected, and established leadership presence on campus that is credible, collegial, and highly effective.
  • The areas reporting to the assistant vice president will be defined as a strong, highly functioning, well-regarded, and resilient team that works with synergy and shared purpose, readily collaborating across departmental and division lines.
  • The assistant vice president will establish clear goals and objectives, monitor progress, and demonstrate measurable outcomes regarding campus dining services.
  • Two new residential colleges are currently under construction. The new assistant vice president will need to ensure the campus dining functions run smoothly and efficiently through opening, and the operations, policies, procedures, and personnel are established for maximum efficiency.
  • The assistant vice president will demonstrate clear, effective communication, good rapport, and swift responsiveness to all internal and external campus stakeholders.
  • Student and employee satisfaction levels are high and rising.


Qualifications and Characteristics

The successful candidate must possess a bachelor’s degree in hospitality, food science, or other related field, or a culinary degree with a minimum of eight years of progressively responsible experience in leadership/management roles in the food service industry. Qualified candidates must have experience in facilities and equipment management and long-range planning for the development of new/renovated dining facilities and equipment. Further, candidates must possess a strong background in fiscal planning, budget preparation and management, revenue forecasting and financial modeling, and be skilled in understanding, interpreting, and explaining profit and loss reports and recommending corrective actions. Qualified candidates must also possess effective communication and interpersonal skills and have the ability to create collaborative relationships with a wide variety of internal and external stakeholders. Experience working in a college or university setting is preferred. The ability to work nights, weekends, holidays, etc. is required.

Additionally, various stakeholders identified a number of characteristics, skills, actions, and/or abilities as important attributes of the assistant vice president:

  • highly visible and willing to get out of the office, attend student events, serve on campus committees, and proactively interact with the campus community;
  • administrative and managerial experience at progressive levels in a food service, culinary, or hospitality setting, with the ability to plan strategically, globally, and operationally;
  • demonstrated experience in retail food services and large catering operations, with an understanding of the cyclical nature of this environment in a higher education setting;
  • demonstrated skills as an advocate and champion for diversity, equity, inclusivity, accessibility, and social justice, and a willingness to stand up for these values;
  • experience in and a focus on all aspects of sustainability;
  • demonstrated collaboration skills with internal departments and external colleagues, with the ability to understand the importance of interconnectedness and partnerships;
  • ability to recognize the strengths of the current members of the team and utilize these skills for the benefit of the campus dining department;
  • strategic risk-taking and promotion of creativity in every area of the position;
  • the ability to be approachable by students at all times, with a continuous focus on improving the student experience;
  • comprehensive understanding of the needs of students from many ethnic and cultural backgrounds and their lifestyle choices related to food (i.e., vegetarian, vegan, kosher, etc.), and a commitment to providing appropriate choices for these students;
  • knowledge of trends, innovations, and best practices in the food service industry, with demonstrated successes in implementing these concepts;
  • ability to listen carefully, ask knowledgeable questions, learn the culture of the University and the department, accept input from staff, and then make well-informed decisions;
  • energy and enthusiasm for the role, passion for the work, and a positive attitude, even in the face of adversity;
  • a futuristic orientation and a willingness to try new opportunities, remain informed on new trends and best practices, and lead significant change processes;
  • a willingness to learn and grow in all areas of the position, with an openness to feedback and continual assessment;
  • adaptability in all situations, and the flexibility to adeptly and quickly move from one “lane” to another as circumstances dictate;
  • problem-solving skills, with the ability to determine needs, quickly and
  • appropriately address issues, and provide vision for the future;
  • the ability to make difficult decisions when necessary and to balance the needs of the people with the needs of the organization.


Institution & Location

Overview of the Campus Dining Residential Program

Campus dining bring together expertise in culinary arts, wellness, sustainability, procurement, and hospitality to develop innovative programs in support of a diverse and vibrant community.

Dining Programs

The meal plan includes a number of programs designed to offer flexibility to the dining experience.

Meal Exchange Program

The Meal Exchange Program makes it possible for students with meal plans to dine with their friends at eating clubs, or between two different participating clubs, without the expenditure of additional funds. The Meal Exchange Program is administered jointly by the Inter-Club Council and campus dining.

Guest Meals

At this time, guests are not permitted in the dining halls. This policy will be reevaluated at a later date.

Late Meals

Campus dining recognizes that students may be unable to dine during regular dining hall hours. Therefore, students with meal plans are entitled to use their plan to purchase late lunches Monday to Friday and late dinner Monday to Thursday at the Food Gallery at Frist. One meal swipe is credited for all late meal purchases.

Lunch to Go

The Lunch to Go program is active on days when classes are in session and when dining in one of the residential dining halls or at Late Lunch is not convenient. The Lunch to Go program is only for students with a meal plan.

Two Extra Meals

Two Extra Meals is a university program intended to encourage juniors and seniors to stay connected to their residential colleges. Administered by campus dining, the program credits two extra meals per week to all juniors and seniors for use in a residential dining hall regardless of whether or not they have purchased a meal plan.

Leadership of the Division

Chad Klaus, Vice President for University Services 

As vice president for university services, Chad Klaus is responsible for leading critical administrative functions that provide daily services — ranging from mail delivery and parking to housing and dining functions — to faculty, students, and staff. Klaus came to Princeton in 2000 as director of customer service and quality improvement in the facilities department and was named assistant vice president in 2008 and vice president in 2012.

During his tenure at the University, he has helped to implement a number of organizational development and customer-focused initiatives to strengthen collaboration among campus departments, as well as played a significant role in the implementation of the four-year college system.

Klaus holds a bachelor’s degree in political science from Oregon State University. He serves on the board of Princeton Community Housing.

Institutional Overview

Chartered in 1746 as the College of New Jersey―the name by which it was known for 150 years―Princeton University is the fourth oldest college in the nation. Located in Elizabeth for one year and then in Newark for nine, the College of New Jersey moved to Princeton in 1756. In 1896, when expanded program offerings brought it university status, the College of New Jersey was officially renamed Princeton University in honor of its host community. Four years later the Graduate School was established.

Consistently ranked as one of the best universities in the world, Princeton provides undergraduate and graduate instruction in the humanities, social sciences, natural sciences, and engineering. It offers professional degrees through the School of Public and International Affairs, the School of Engineering and Applied Science, the School of Architecture, and the Bendheim Center for Finance. As a world-renowned research university, Princeton seeks to achieve the highest levels of distinction in the discovery and transmission of knowledge and understanding. At the same time, it is distinctive among research universities in its commitment to undergraduate teaching.

Princeton has educated many individuals who have dedicated their lives to public service, including two U.S. presidents (Woodrow Wilson and James Madison); 12 Supreme Court justices (including three on the current bench: Samuel Alito, Sonia Sotomayor, and Elena Kagan); hundreds of U.S. and state legislators (the House of Representatives, for example, has included a Princeton alumnus every year since it first met in 1789); and 44 state governors, including 11 from New Jersey. As in public service, Princeton alumni have been leaders in all sectors of society. Among its graduates are chief executive officers of pioneering new businesses, as well as Fortune 100 companies, influential philanthropists, gifted authors and artists, distinguished scholars, and professionals preeminent in their fields.

The University has benefited from many years of prudent financial management, the active counsel of financially sophisticated trustees, and the exceptional generosity of alumni, parents, and other friends of the University. Balanced budgets are the rule, and both Moody’s and Standard & Poor’s accord Princeton bonds their highest ratings. At $26.6B as of June 2020, the University’s endowment is among the largest of any university on both a per-student and absolute basis. The endowment has experienced high investment return levels and contributes nearly 50 percent to the total operating budget of the University.

Today, more than 1,200 faculty members instruct approximately 5,200 undergraduate students and 2,900 graduate students. The University’s generous financial aid program ensures that talented students from all economic backgrounds can afford a Princeton education. Endowment income directed to financial aid now provides for more of the aggregate charges for undergraduate tuition and fees than payments from students and their families. With approximately 7,000 benefits-eligible employees, Princeton is one of Mercer County’s largest private employers and one of the largest in the region. It plays a major role in the educational, cultural, and economic life in the area by bringing more than 860,000 visitors and more than $2 billion in economic activity to the region each year.

Princeton’s central campus in Princeton, New Jersey consists of approximately ten million square feet of built space in 200 buildings on 600 acres. The University is planning expansion on a lake campus in West Windsor, NJ. Special facilities on university-owned lands include a golf course, a lake, the Forrestal Campus in Plainsboro, and roads for which the University owns the right-of-way. The campus includes facilities that support 37 NCAA Division I and Ivy League teams. The Princeton University Art Museum has a collection of over 100,000 works of art from antiquity to the present, including works by Claude Monet, Vincent van Gogh, Jackson Pollock, and Andy Warhol, among other prominent artists. The Princeton University library collections include more than seven million printed works and a rare book collection dating to the 15th century. The campus is ideally situated and offers distinctively handsome architecture in a hospitable small-town setting. The town of Princeton has approximately 30,000 residents and is located just an hour from both New York City and Philadelphia.

About Princeton, NJ

The charm of Princeton offers the best of both worlds. A community of approximately 30,000 residents who live in tree-lined neighborhoods, Princeton also enjoys a central New Jersey location and transit network that puts it a quick train ride from New York City and Philadelphia.

The quality and diversity of Princeton’s restaurant scene is constantly on the rise. From noodle houses, sandwich shops, and gourmet ice cream to farm-to-table fine dining, there are options for everyone. And Princeton’s cosmopolitan community ensures a mix of Asian, Middle Eastern, Mediterranean, Latin American, and other cuisines. A seasonal farmers market operates just steps from campus and, during the warm-weather months, another farmers market operates on the University’s Firestone Plaza.

Downtown Princeton features a wide variety of retail outlets—everything from thrift shops and fashion boutiques to bookstores and a renowned record exchange, all on the edge of campus. Free transit shuttles also connect the campus with larger grocery stores and retail centers in and around Princeton.

For arts lovers, the McCarter Theatre Center, winner of a Tony Award for the best regional theater in the country, is a campus treasure within easy walking distance. A few streets over is Morven Museum and Garden, which dates back more than 200 years and houses a distinctive collection of fine and decorative arts. Live music acts perform in restaurants, pubs, and coffee houses throughout town, and the Princeton Garden Theatre shows the latest major motion pictures, as well as independent and foreign-language films.

With easy access to parks, waterways, and trails, Princetonians are found exploring the outdoors all year round. Students enjoy convenient jogging trails that line the Delaware & Raritan Canal, canoeing on Lake Carnegie, and biking and hiking on trails throughout the region. The beaches of the Jersey Shore and Pennsylvania’s ski locations are also just a short road trip away.

TigerTransit shuttles and NJ Transit’s local bus routes provide transportation throughout the Princeton campus and surrounding communities. BikeShares and CarShares allow for easy day trips.

A train known locally as “The Dinky” connects campus (via the Princeton Station at Alexander Street) to Princeton Junction, where northbound NJ TRANSIT trains provide direct service to New York City and Newark Liberty International Airport. Southbound trains provide a transfer to the Philadelphia-bound SEPTA regional rail Trenton Line. Amtrak trains connect Princeton Junction to Washington, D.C., Boston, and the broader region.

Institutional Mission

Princeton University advances learning through scholarship, research, and teaching of unsurpassed quality, with an emphasis on undergraduate and doctoral education that is distinctive among the world’s great universities, and with a pervasive commitment to serve the nation and the world.

The University’s defining characteristics and aspirations include:

  • a focus on the arts and humanities, the social sciences, the natural sciences, and engineering, with world-class excellence across all of its departments;
  • a commitment to innovation, free inquiry, and the discovery of new knowledge and new ideas, coupled with a commitment to preserve and transmit the intellectual, artistic, and cultural heritage of the past;
  • a faculty of world-class scholars who are engaged with and accessible to students and devoted to the thorough integration of teaching and research;
  • a focus on undergraduate education that is unique for a major research university, with a program of liberal arts that simultaneously prepares students for meaningful lives and careers, broadens their outlooks, and helps form their characters and values;
  • a graduate school that is unusual in its emphasis on doctoral education, while also offering high quality master’s programs in selected areas;
  • a human scale that nurtures a strong sense of community, invites high levels of engagement, and fosters personal communication;
  • exceptional student aid programs at the undergraduate and graduate levels that ensure Princeton is affordable to all;
  • a commitment to welcome, support, and engage students, faculty, and staff with a broad range of backgrounds and experiences, and to encourage all members of the university community to learn from the robust expression of diverse perspectives;
  • a vibrant and immersive residential experience on a campus with a distinctive sense of place that promotes interaction, reflection, and lifelong attachment;
  • a commitment to prepare students for lives of service, civic engagement, and ethical leadership;
  • an intensely engaged and generously supportive alumni community.

Strategic Plan

In February 2016, Princeton’s Board of Trustees approved a strategic planning framework that identifies key goals and major priorities for the University and serves as a guide for allocating resources and prioritizing new initiatives. The framework is a flexible, iterative, and practical guide and has been organized around a set of key questions about challenges and opportunities facing the University.

Key Questions

  • How best can Princeton sustain teaching and research excellence that makes a difference in the world?
  • What new academic initiatives should Princeton pursue to address long-term issues of fundamental importance?
  • What must Princeton do to make service central to the mission of the University?
  • How can Princeton enable more undergraduate and graduate students to contribute to the world?

Learn more about Princeton’s strategic plan at


Christopher L. Eisgruber, President

Christopher Ludwig Eisgruber has served as Princeton University’s 20th president since July 2013. He served previously as Princeton’s provost for nine years, beginning in 2004, after joining the Princeton faculty in 2001.

As president, Eisgruber has led efforts to increase the representation of low-income and first-generation students at Princeton. Princeton’s socioeconomic diversity initiatives have attracted national attention from The New York Times, The Washington Post, 60 Minutes, and other news outlets. Eisgruber has also been a leading voice in Washington and elsewhere for the value of research and liberal arts education. He has emphasized the importance of both free speech and inclusivity to Princeton’s mission; championed the University’s commitment to service; and launched initiatives designed to fortify Princeton’s connections to the innovation ecosystem in New Jersey and beyond.

Eisgruber received his AB in physics from Princeton in 1983, graduating magna cum laude and Phi Beta Kappa. He then earned an MLitt in politics at the University of Oxford as a Rhodes Scholar, and a JD cum laude at the University of Chicago Law School, where he served as editor-in-chief of the law review. After clerking for U.S. Court of Appeals Judge Patrick Higginbotham and U.S. Supreme Court Justice John Paul Stevens, he taught at New York University’s School of Law for 11 years.

A renowned constitutional scholar, Eisgruber has published numerous articles on constitutional issues and testified multiple times before legislative bodies on the issue of religious freedom. His books include Constitutional Self-Government (2001); Religious Freedom and the Constitution (with Lawrence Sager, 2007); and The Next Justice: Repairing the Supreme Court Appointments Process (2007).

In 2014, Eisgruber was elected to membership in the American Academy of Arts and Sciences. He received an honorary doctorate from the University of Edinburgh in 2015 and was elected an honorary fellow of University College, Oxford, in 2017. He serves as a trustee of ITHAKA and Artstor, and as a director of Liulishuo. He is also a steering committee member of the American Talent Initiative and a member of the Global University Leaders Forum of the World Economic Forum.

Meet Princeton’s Leadership:

Academic Programs and Faculty

  • 1,289 faculty, including full time, part time and visiting
  • 1,576 research funding awards
  • 76 percent tenured professorial faculty
  • 5:1 Student to faculty ratio
  • 27 faculty and staff Nobel Prize winners
  • 36 academic departments
  • 42 interdisciplinary/interdepartmental doctoral programs
  • 55 interdisciplinary undergraduate certificate programs
  • 18 master’s degree programs

Princeton’s undergraduate curriculum emphasizes learning, creativity, innovation, and collaboration with a program of liberal arts in the humanities, arts, social sciences, natural sciences, and engineering. Students explore many disciplines and develop a deep understanding in one area of concentration.

Princeton’s graduate focus is on doctoral education, with a select number of master’s degree programs. PhD degrees across the humanities, social sciences, natural sciences, and engineering emphasize original and independent scholarship.

The Student Body

Students at Princeton are among the world’s most talented, and the intensity of the Princeton experience creates for many students a singularly powerful lifelong attachment to the institution. The University expects from its students both rigor and maturity of intellectual effort. Princeton students bring tireless energy to all that they do – both inside and outside the classroom. The leadership at Princeton has been clear in expressing a vision for a student body that is rich not only in its talent and energy, but also in its diversity of perspectives and experience.

In the 2020-2021 academic year, Princeton enrolled 5,267 undergraduates and 2,946 graduate students. Over the next decade, the University expects to increase undergraduate enrollment by 500. International students currently comprise about 25 percent of the combined undergraduate and graduate student population, and students hail from almost 100 countries. Racial and ethnic minorities make up approximately 49 percent of the undergraduate student body and 47 percent of the graduate students.

Because of the importance it attaches to the undergraduate residential experience, Princeton requires all first and second year undergraduate students to live on campus and provides housing for all juniors and seniors who wish to live on campus, as almost all do. Approximately 70 percent of enrolled graduate students within their regular program length live in university housing, taking advantage of residence hall and apartment options. University residential life offers academic, athletic, social, cultural, personal development, and community-service opportunities to graduate students and their families.

Princeton provides a wide array of extracurricular activities and organizations, athletic teams, opportunities to engage in cultural and artistic expression and the spiritual dimensions of life, and other resources that allow students to discover and develop their talents and interests. The residential experience is intended both to create a strong sense of community on campus and to encourage and support individual initiative and personal growth. It provides opportunities for students to learn from and with each other, develop capacities for collaboration and mutual respect, learn how to lead healthy and fulfilling lives, and practice the skills of citizenship and community.

Over the last decade, Princeton has impressively diversified its undergraduate student body on all counts, enrolling more members of underrepresented minorities, international students, and students from diverse socioeconomic backgrounds. Princeton’s commitment to access made the University a pioneer in removing financial obstacles for undergraduates from less affluent families through its no-loan financial aid program, which it introduced in 2001. Currently, about 61 percent of Princeton’s undergraduate students receive financial aid from the University.

Student Highlights

  • 21 U.S. Rhodes Scholars during the past ten years
  • 643 undergraduate international students
  • 24 percent of class of 2023 eligible for low-income federal grants
  • 98 percent of undergraduate students living on campus
  • 400+ international internship opportunities
  • 300+ student organizations
  • 50 percent undergraduate women and 50 percent undergraduate men
  • 37 varsity intercollegiate teams
  • 36 sport club teams
  • 25 Ivy League championships in field hockey
  • 206 national championships won by Princeton athletes
  • 112 Princetonians who have competed in the Olympics
  • 150 years of Princeton football

Benefits Overview

Benefits Overview

Princeton University provides competitive compensation, benefits, work-life programs, time-off policies, and resources. The compensation program monitors and adjusts salary levels and includes an annual Merit Increase Program. Benefits and work-life programs reflect and embrace the diverse needs of its employees and include traditional offerings, such as health, retirement, life, disability insurance, and staff tuition reimbursement, as well as less frequently found benefits, such as childcare assistance, child college tuition assistance, and on-site personal health coaches, making Princeton a stand-out employer. For more specific information, visit

Application & Nomination

Application and Nomination
Princeton has retained the services of Spelman Johnson, a leading national executive search firm, to assist with leading this search. Review of applications will begin immediately and continue until the position is filled. To apply for this position please click on the Apply button, complete the brief application process, and upload your resume and position-specific cover letter. Nominations for this position may be emailed to Quincy Martin III at Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the Princeton University website at

Princeton University is an Equal Opportunity/Affirmative Action Employer and all qualified applicants will receive consideration for employment without regard to age, race, color, religion, sex, sexual orientation, gender identity or expression, national origin, disability status, protected veteran status, or any other characteristic protected by law. EEO IS THE LAW.