June 30 marks Anne Martin’s retirement from Wesleyan University, and she has lined up an internal successor after years of preparation rather than launching an outside search.
Martin said her succession plan was built methodically, training the next CIO over time and giving staff room to take responsibility, make mistakes and develop.
The choice stands out in an endowment industry where leadership transitions have often been handled through external searches.
The handoff highlights a continuity-focused approach at Wesleyan, with Martin aiming to preserve trust and institutional knowledge as the investment office changes leaders.
Does Wesleyan's succession model risk groupthink by avoiding the fresh perspectives an external hire would bring?
How can leaders groom a successor without demotivating other ambitious team members who see their path blocked?