“Let’s get to a position where each year we’re doing things more efficiently … more accurately, and we are becoming better as professionals in the field,” Dave Lawrence said. “I lead from a position of knowledge, recognizing that we’re working with people—not widgets.”
Dave Lawrence was hired as California Lutheran University’s vice president for administration and finance in August, bringing over 30 years of experience in higher education to the position. Cal Lutheran marks the third university he will serve as chief financial officer.
Lawrence, who replaced interim VPFA Brian Fahnestock, was unanimously ranked as the top candidate for the position by the university’s search committee, out of 60 applicants, according to an Aug. 15 email from Michael Soules, chair of the Administration and Finance Committee. Lawrence has held leadership positions at Loma Linda University, Pacific Union College and National University.
“He’s a seasoned executive, he is a strategic thinker, and he is very passionate about our mission,” said Laureen Hill, executive partner for strategic planning and business development. “He had the opportunity to take a lot of different leadership roles across the country—including a presidency—but he believed in the potential here at Cal Lutheran.”
At National University, a large institution of over 46,000 students headquartered in San Diego, California, Lawrence served in three positions from October 2016 to June 2025, according to his LinkedIn profile including CFO, executive vice president for administration, and finance and special advisor to university president and board of trustees.
Before his appointment at Cal Lutheran, Lawrence said he was conducting a study on enrollment, financial and operational challenges present in private, not-for-profit universities.
According to Lawrence, his findings showed that private religious institutions were overrepresented among schools that have failed in the United States since 2016. Lawrence said seeing this pattern in his research inspired the next step in his career.
“When Cal Lutheran came on the radar [and] I realized I was available [to work], I realized that this is a great opportunity for me to be part of the solution that these institutions are facing,” Lawrence said.
President John Nunes said the first quality that stood out to him about Lawrence was his experience in both small, faith-based institutions and larger for-profit universities. In addition, Nunes said Lawrence’s “personal core alignment” to Cal Lutheran’s mission, vision and values is “hands down” the most important trait he has.
Nunes said Lawrence has overseen two “F’s” of the university since taking the position: finances and facilities. Objectives Lawrence has been tasked early in his tenure are the reduction and elimination of Cal Lutheran’s financial deficit and the long-term sustainability of the university’s business model, according to Nunes.
“[Lawrence is] uniquely equipped, and he’s come up with some fabulous suggestions and direction in terms of both of those objectives,” Nunes said.
As Lawrence settles into his new role, he said his priority is to refine the processes and systems that do not reflect Cal Lutheran’s “maturity” as an institution, since it was founded in 1959.
“My initial challenge is to cut down efficiencies, or inefficiencies depending on how you look at it, and get us operating as an institution that is mature and matches our chronological age,” Lawrence said.
Hill said Lawrence’s immediate goals include examining the university’s data reporting systems and looking at how those findings can be “converted into useful actionable information.”
“I think looking at our budgeting process and potentially updating and putting it into today’s context, because … we know that we have been digging out of a budget shortfall,” Hill said.
Hill said she meets with Lawrence and members of the President’s Cabinet on a weekly basis to talk about issues, share information and to stay “unified in a common purpose.”
According to Hill, under Nunes’ vision and tone, the group is encouraged to be vulnerable about changes they want to see across the university, because if “you never innovate, you never try, you never grow, you never learn.”
“I think it’s about not being afraid to take risk. It has to be measured and smart risk,” Hill said. “It’s more about how can we learn and pivot versus how do we aim for perfection? … I think it’s creating that environment of safety to fail and fail fast.”
Through his time working with the cabinet, Lawrence said he is “happy” with the level of participation and congeniality that have been exhibited by members and Nunes himself.
“I’ve been really blessed in that way in that we have … a president who is about getting things done. [Nunes is] about doing what’s right by the institution, and he’s a wide open book,” Lawrence said. “He listens for everybody. He wants to hear everything, to the good, to the bad and the ugly.”
Lawrence said he has been having conversations about Cal Lutheran’s greatest opportunities for growth. Over the next 15 years, Lawrence said he wants the university to keep serving its “true customer”—students. Lawrence also said he hopes the university will offer relevant jobs and educational preparation that continues to serve the workforce.
“Let’s get to a position where each year we’re doing things more efficiently … more accurately, and we are becoming better as professionals in the field,” Lawrence said. “I lead from a position of knowledge, recognizing that we’re working with people—not widgets.”
Lawrence spoke at a Town Hall meeting on Oct. 28, where he addressed the community about enrollment and financial challenges. After presenting an overview of the university’s enrollment shortfalls for the 2025-26 school year, Lawrence spoke about his commitment to Cal Lutheran’s future.
“I’m at the point in my career right now where I need to be thinking about what can I contribute back to the space that has done so much for me,” Lawrence said. “We’re working on some big ideas, because this institution is not going to fail on my watch.”