Judith Iglehart becomes new chief of staff to Mayor Bates

Judith Iglehart, new chief of staff to Mayor Tom Bates

Judith Iglehart, whose experience embraces both the Bay Area start-up world and the University of California, started her post as new chief of staff to Mayor Tom Bates this week.

Iglehart was briefly chief research development officer at the University of California in 2003, CEO of Tech Ventures Network, a state program to identify and assist very early stage companies in northern California, from 2000 to 2003, and deputy senior vice president for business and finance at the University of California’s Office of the President from 1996 to 2000. She served on the governor’s Small Business Advisory Board, and worked most recently as head of international chapter development for the Keiretsu Forum, a network of angel investors.

Iglehart replaced Julie Sinai, who started this week as UC Berkeley’s director of local government and community relations.

Mayor’s chief of staff leaves City Hall for UC Berkeley post [11.18.11]

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  • Completely Serious

    I see.  No real world, bottom-line, customer focused work in her past.  She’ll fit right in.

  • Jiglehart

    I am afraid the the comment below  is incorrect as I have spent the past 8 years doing international business development and growing revenue on three continents for a fast growing, for-profit business.    

  • Completely Serious

    My apologies for my mistake.  The article highlighted your government and non-profit credentials, with little emphasis on your real-world work.  Good luck at COB!

  • Jiglehart

    Thank you very much.  Judi

  • Lknobel

    The article does say her most recent work was for Keiretsu Forum, the for-profit business Iglehart refers to. 

  • Charles_Siegel

    “No real world, bottom-line, customer focused work in her past.”

    It is an odd idea that only private, for-profit businesses are part of the real world. I guess everyone else is part of some other universe.  For example, people who run or work at universities (either public or non-profit) are not part of the real world at all.  Only people who run for-profit universities are part of the real world.  Forget Harvard and UC, and go for the University of Phoenix.

    It is an even an even odder idea that all for-profit businesses all “customer focused.”  They definitely are “bottom-line.”  Look at all the banks who issued subprime mortgages that boosted their profits for several years before the inevitable foreclosures came, and look at the banks they worked with who invented exotic financial instruments that bouyed their bottom line for several years, earned their top managers huge bonuses, and then crashed the economy in 2008.  Were they thinking about the well-being of their customers?

  • Completely Serious

    Have you ever had the displeasure to deal with the COB Permit “Service” Center, or the Department of Finance “Service” Center (get your parking permit, pay/dispute parking permits)?  No concept of customer service at any level.  Now, if those people had to answer to a boss who had P and L responsibility, and if COB residents had the choice to use a competing service, not the city-run monopoly, you’d see customer service and reasonable policies striving to create happy customers and repeat business.

    As to the banks, every one of those borrowers had the choice to buy a house or not.

  • To some extent people who work in many public sector jobs are insulated from the consequences of their success/failure. But then so are many people at the top of the food chain in the private sector, with their golden parachutes and failing upwards and whatnot.

    I see nothing in Iglehart’s work history that suggests she wouldn’t do well in this position, so I think criticism at this early point is unfounded. I look forward to seeing what she can do with the tangled mess of local Berkeley government.

  • Bruce Love

    Say, Ms. Iglehart, while you’re here, I wonder if I could offer a comment about a weakness I perceive in the business development initiatives the city has been putting forward in recent years.   The short of it is that I think the city holds itself back by focusing almost entirely on Cal and LBNL, doing little to attract start-ups from any other source.   The risk of this could be dubbed “The Solyndra Trap.”

    As I understand it, there’s some sentiment to try to make Berkeley a much better “start-up hub” with efforts like West Berkeley zoning changes and the Berkeley Start-up Cluster.  All of those efforts seem to be predicated on the notion of capturing start-ups that spin out from LBNL and Cal, to keep them from leaving town.  In the case of West Berkeley, that’s tied to real estate development plans.  That’s perhaps a plausible tactic, as far as it goes, but it seems inherently self-limiting.

    What seems missing to me is much effort to attract start-ups from outside to come to Berkeley.    Nearly all innovation, of course, does not come from LBNL and Cal.  Most successful start-ups this and every year will not be the result of the kind of advanced research LBNL and Cal do.    It seems to me that aspiring hubs are successful when “nerds and rich people”  want to move there to get closer where the action is but Berkeley seems not to think in those terms.   (I’m quoting “nerds and rich people” from Paul Graham’s essay  How to Be Silicon Valley which says some nice and some provocative things about Berkeley. His other essay “Why to Move to a Startup Hub” might be relevant, too.)

    The impression the City gives off is that entrepreneurs are welcome but only so long as they have deep ties to those two institutions.   Perhaps a shift to a more open strategy would pay off.

  • Charles_Siegel

    “As to the banks, every one of those borrowers had the choice to buy a house or not.”

    Your argument has shifted drastically.  You began by saying that the private sector is focused on customer service.  Now you are saying that the private sector is trying to exploit its customers, but it is entirely the customers’ fault if they buy the exploitative product.

  • When I was in grad school in AZ, that state enacted a brilliant piece of legislation that transformed their DMV into an efficient customer service focused agency. The law that was in place at the time (1999) stated that anyone going to a DMV office that had to wait longer than 15 minutes to be served would not have to pay any fees related to what they were there to take care of. The result was (of course) very fast and efficient service.

    It proved to me that performance measurements that are usually implemented in the private sector definitely have a place in the government sector as well.

  • Jiglehart

    I am so fortunate to have ties to entrepreneurs worldwide, and I cannot wait to tell them about Berkeley and the opportunities here.  Judi