Brig. Gen. Dallas Clark '99: Operational Continuity and Institutional Alignment

Editor's note: Brig. Gen. Dallas B. Clark '99 held key leadership roles under Maj. Gen. Cedric Wins, and currently serves as interim Superintendent. As a senior VMI official, many of Clark's actions reflected his duty to carry out the policies of the administration he served. At the same time, during his tenure as interim Superintendent, he had the authority to make changes, but chose to maintain the status quo in certain areas. This analysis considers both his role in implementing directives and his decisions not to alter them to offer a fair and complete picture of his leadership profile for the VMI community. Dallas Clark is a 1999 graduate of the Virginia Military Institute (VMI), making him and Lt. Gen Furness the only VMI alumni among the three finalists for the Superintendent's position. At VMI, he earned a B.A. in Economics and Business and was his class Vice President. He later obtained an MBA from Virginia Commonwealth University (VCU). Clark hails from Salt Lake City, Utah, and matriculated to VMI from there in the late 1990s. His educational background in business and economics, plus an MBA, aligns with the administrative and financial responsibilities he has taken on at VMI. Military and Civilian Career: Unlike Lt. Gen. Furness and Maj. Gen. Rapp, Brig. Gen. Clark's official bio does not show any military service. Brig. Gen. Dallas B. Clark '99 holds his rank by appointment to the Virginia Militia under the authority of Virginia Code § 44‑117. This statute provides that certain officers of VMI - including full-time faculty, staff, and administrators - are to be commissioned in the Virginia Militia (unorganized) and subject to the same rules and discipline as other Commonwealth military personnel. His role has been primarily administrative and campus-based, focusing on leadership in areas such as finance, support operations, and cadet life. Private Sector & Alumni Relations: After graduating, Clark worked briefly in the private sector in business roles. He then returned to VMI in the early 2000s to work for the VMI Alumni Association. In that capacity, he was responsible for new cadet recruiting, chapter events, and alumni placement programs. This role gave him experience in alumni engagement and admissions recruiting, necessary for a superintendent who must maintain strong alumni support and attract quality cadets. VMI Leadership Positions: In 2006, Clark joined the VMI administration as the Institute Planning Officer. In this role, he managed the Institute's strategic plan, oversaw facilities master planning, and handled emergency preparedness, among other duties. He was essentially involved in long-range planning and operational support for VMI. This experience would have given him a deep understanding of VMI's infrastructure, budgeting, and strategic challenges. Notably, he coordinated VMI's Vision 2039 Strategic Plan and other initiatives under then-Superintendent Gen. J.H. Binford Peay III '62. Recently, he worked on the current Forging 21st Century Leaders 2024 - 2034 Strategic Plan from Maj. Gen. Wins' time as Superintendent Advancement and External Relations: Around 2013, Clark left VMI to serve as a vice president and chief advancement officer at Southern Virginia University (SVU). In that position, he likely oversaw fundraising, alumni relations, and communications for SVU, a small private college in nearby Buena Vista. This external experience broadened his perspective on higher education administration and fundraising. He returned to VMI in February 2017 to take on a top leadership role. Deputy Superintendent for Finance, Administration, and Support: Since 2017, Clark has been VMI's chief financial and support services officer, initially titled Director and later Deputy Superintendent for Finance, Administration & Support. In this senior role (equivalent to a CFO/COO), he oversees VMI's finances and a broad portfolio of support operations. According to VMI, "Clark has overseen key institutional functions including strategic planning, budgeting, auxiliary services, facilities management, emergency preparedness, and the VMI museum system.". In addition, he supervises cadet counseling services, infirmary/medical services, and government relations. This comprehensive responsibility means Clark knows the "business" side of VMI inside and out, from balancing budgets to keeping the physical plant running. He also interacts with state government agencies on funding and compliance (for example, preparing VMI's six-year plan submissions to Virginia's higher education council. In 2019–2020, he even chaired the Virginia State Council of Senior Business Officers, an organization of college finance chiefs, demonstrating his professional reputation among peers. Civic Involvement: Clark has been active in the local community. He held leadership positions in the Lexington-Rockbridge United Way and Chamber of Commerce, and served on the House Mountain Management Committee (a local conservation board). This experience shows a commitment to community service and networking, which is useful for a superintendent building local goodwill. Acting Superintendent: In May 2025, the VMI Board of Visitors (BOV) unanimously appointed Clark as Acting Superintendent, effective July 1, 2025. He assumed leadership after Maj. Gen. Wins' departure and will serve until a permanent superintendent is in place. This interim role tasks Clark with running the Institute day-to-day and maintaining momentum on key initiatives without making any controversial changes. It is both a vote of confidence by the Board in his steady leadership and a test of his capability to handle the top job. In a July 1, 2025, message to the VMI Family, Clark shared the following: Dear Members of the VMI Community, It is with great humility and deep respect for our shared legacy that I step into the temporary role of acting superintendent of the Virginia Military Institute. As a proud member of the Class of 1999 and someone who has had the privilege of serving VMI and the VMI Alumni Agencies in several capacities over the past 25 years, I am honored to continue serving the Institute in this new role during this important period of transition. VMI has always stood as a beacon of leadership, honor, and service. These values are not only etched into our history but are lived out daily by our cadets, faculty, staff, and alumni. As we move forward together, I am committed to ensuring continuity in our mission and to upholding the standards that define our beloved Institute. I would like to express my heartfelt gratitude to Maj. Gen. Cedric T. Wins '85 and his wife, Cassandra, for their dedicated service to VMI. Their leadership and unwavering commitment have left a lasting impact on our community, and we are deeply thankful for all they have done to advance the Institute. As we look to the future, I am filled with optimism. VMI's strength lies in its people, and I am confident that, together, we will continue to build on our proud traditions while embracing the opportunities ahead. Thank you for your continued support and dedication to the Virginia Military Institute. Awards and Honors: Clark's professional recognition comes primarily from his contributions in higher education administration and community leadership rather than from military decorations. He is a graduate of the College Business Management Institute and the 'Next Generation Chief Business Officers' program at the University of Kentucky - both respected development programs for higher education leaders. The BOV has also formally commended his "dedicated leadership" in its public statements, including upon his appointment as Acting Superintendent. Experience with VMI and Alumni Agencies: Clark's professional life is synonymous with VMI. He is a lifelong alumnus and insider. He not only graduated from the Institute but has also worked for the Alumni Association, held multiple administrative posts at the Institute, and now leads it in the interim. He is intimately familiar with VMI's unique system (the Rat Line, the Honor Code, Class system, etc.), as well as its recent history and controversies. He has worked under at least two superintendents (Gen. Peay, Maj. Gen. Wins). This continuity means he should understand the concerns of alumni, parents, cadets, faculty, and state stakeholders. In terms of alumni agencies, as an Alumni Association employee earlier, he was part of that agency's operations and culture. Currently, as acting Superintendent, he sits on the boards of the VMI Foundation, Alumni Association, and Keydet Club in an ex officio capacity (the Superintendent traditionally is a member or honorary chair of these). His close ties could be double-edged: he will be seen as a safe steward of VMI's traditions, but some may question if he will change or challenge institutional practices that need reform. On the other hand, Clark's deep institutional knowledge can enable him to implement change in a way sensitive to VMI's culture. Positions on Diversity Programs (DEI, DOI, Inclusive Excellence, One Corps – One VMI): As a VMI administrator, Dallas Clark participated in the Institute's response to calls for greater diversity and inclusion, especially over the last few years to include implementation of Diversity, Equity, and Inclusion (DEI) and its rebranding as Diversity, Opportunity and Inclusion (DOI), One Corps, One VMI and Inclusive Excellence (IE). He has generally not made extensive public statements on his personal views. In his role, he implemented policy from the Board and Superintendent. However, his actions show pragmatic support for DEI/DOI/IE initiatives when they were the Institute's policy. In late 2020, amid scrutiny of VMI's culture, the BOV created a permanent DEI Committee and approved hiring the school's first Chief Diversity Officer (CDO). As deputy superintendent, Clark was directly involved in this effort. He remarked on the high interest in the new CDO role, noting in early 2021 that "there's a lot of interest in it" among potential candidates. He helped form the search committee for the CDO and coordinated the timing of the hire with the Superintendent's office. This indicates Clark was actively facilitating VMI's nascent diversity program. Indeed, the goal was to have the CDO in place by the 2021–22 academic year, and VMI did fill that position (establishing an Office of Diversity and Inclusion). Brig. Gen. Clark's areas of oversight included Title IX compliance and equity in hiring and admissions (these often fall under finance/administration). His department likely worked closely with the Title IX coordinator and, once hired, the Chief Diversity Officer to provide data and implement strategic initiatives. For instance, the DEI (now DOI) Committee monitored recruitment and retention data by gender and ethnicity, data that Clark's office would compile. During the controversy in 2022 when Wins sought additional funding for DEI and Title IX, Clark, as the finance head, would have prepared those budget requests. The Virginia Mercury reported that Wins' push to "expand Title IX and bolster diversity, equity, and inclusion efforts" ignited backlash from some alumni. There is no public record of Clark opposing these efforts at the time. As a staff officer, he likely supported the Superintendent's agenda in front of the Board. After the leadership change, Clark has been careful to neither publicly champion nor repudiate those initiatives, focusing instead on continuity. It's worth noting that Clark's background may inform his perspective: as a VMI cadet in the late 90s, he experienced the Institute shortly after co-education began (VMI admitted women in 1997). He witnessed VMI's early adjustments to integrating female cadets. As an alumnus and administrator, he also saw the first Black superintendent's tenure and the debates over Confederate statues and traditions. By all accounts, Clark has approached these sensitive issues in a measured, professional manner. For example, when VMI removed the statue of Stonewall Jackson in 2020, Clark handled some of the logistical arrangements as part of facilities oversight. He did not publicly insert himself into the political fray. As acting Superintendent under a board that is sensitive to "overreach" on the diversity issue, Clark is likely to tread carefully. His focus may be on ensuring all cadets feel welcome ("inclusive culture") while preserving VMI's core traditions - a balance even the Board publicly claims to seek. If chosen as permanent Superintendent, Clark's insider knowledge could help implement diversity and equity measures in ways that align with VMI's mission (for example, emphasizing how diversity can strengthen the Corps and produce better leaders). Free Speech & Viewpoint Neutrality: Brig. Gen. Clark's record shows both formal acknowledgment of cadet free speech rights and a notable absence of public acknowledgment when those rights were tested, particularly regarding the prolonged controversy surrounding The Cadet, VMI's independent student newspaper. Enforcer of codified rights - but only administratively - In September 2023, as Deputy Superintendent for Finance and Support, Clark submitted VMI's annual report to Virginia's Division of Legislative Automated Systems, affirming the Institute's compliance with statutory speech protections under § 23.1-401.1 of the Code of Virginia. The report stated: "The Institute will not abridge the freedom of guests to speak on Post" and referenced General Order 79 as governing speech protections. However, this submission was procedural in nature and did not address any of the ongoing challenges to viewpoint neutrality occurring on Post and the formal warnings and concerns raised by the nation's major freedom of speech and viewpoint diversity organizations. Cadet journalists amid sustained suppression - Clark has not made any public statements about the ongoing multi-year controversy surrounding The Cadet newspaper, despite increasing national attention. The Foundation for Individual Rights and Expression (FIRE) issued a formal warning letter to VMI on September 28, 2022, citing multiple alleged violations of the First Amendment. These included restricted access to funding, removal of distribution bins, interference with alumni engagement, and informal discouragement of the newspaper's activities. FIRE's letter stated: "The Institute's actions… violate the First Amendment rights of these cadet journalists" and called for "an immediate cessation of the harassment and a reaffirmation of VMI's commitment to student press freedom". Other formal warnings and concerns from that time to present came from the Alliance Defending Freedom (ADF), The Student Press Law Center (SPLC), the Alumni Free Speech Alliance (AFSA), and others. Maj. Gen. Wins eventually put Clark in charge of resolving the issue by negotiating a Memorandum of Understanding (MOU) with The Cadet Foundation and a permit granting The Cadet its traditional privileges. Although these have yet to materialize, it remains unknown if that failure was due to Maj. Gen. Wins' overruling Brig. Gen. Clark's action. Lack of public engagement or redress - Despite his administrative oversight of cadet affairs, including facilities used by The Cadet, Clark has not issued any public comment addressing the numerous violation letters, the newspaper's complaints, or broader concerns raised by alumni and press freedom advocates. The newspaper's right to distribute printed issues in barracks and academic buildings without continued interference was quietly reinstated - but only after sustained external pressure from these and a national alumni petition - not through any public-facing reform from VMI leadership. There is no available record of Clark advocating for these changes. Silence during leadership transition - Since assuming the role of interim Superintendent in July 2025, Clark has not issued public statements addressing the issues of viewpoint neutrality, First Amendment rights, or cadet press freedoms. While Brig. Gen. Clark has fulfilled the administrative requirements to report compliance with Virginia's free speech laws. Still, he has not publicly addressed or corrected long-standing challenges to viewpoint neutrality on the Post. His silence regarding the treatment of The Cadet newspaper - despite direct responsibilities over cadet programming and student affairs - raises concerns about his willingness to engage with controversial freedom of expression issues. As Superintendent, this pattern could translate into continued institutional reticence rather than proactive defense of cadet speech rights. Still, Clark may reasonably see his current role as responsible for maintaining the status quo until a new Superintendent is chosen and not engaging in these issues in his temporary capacity. Cadet-Athlete Divide: Brig. Gen. Clark's experience as a VMI alumnus and administrator gives him personal familiarity with the challenges of balancing athletics and the military-leadership mission of the Institute. However, while his background reflects an understanding of the issue, his leadership record shows limited public engagement with the growing concerns over how cadet-athletes are integrated into Corps life, particularly amid ongoing internal and alumni criticism of perceived special treatment. Absence of corrective policy initiatives - Concerns from cadets and alumni over the increasing divide have been reported in The Cadet newspaper, including claims that some athletes experience lighter disciplinary enforcement, or are perceived to receive preferential treatment in barracks responsibilities and formations. To date, Clark has not been associated with any new policies designed to address or bridge this divide. His leadership as interim Superintendent has focused on institutional continuity, not cultural reform. Perceived prioritization of retention metrics - In internal briefings and alumni Q&A sessions, VMI officials have emphasized retention and recruitment rates as key performance metrics. Some cadets have interpreted this emphasis as evidence that standards have softened to retain scholarship athletes and avoid attrition. Clark has not publicly challenged or corrected this perception. While some of these strategic goals predate his appointment, his current role offers a platform to address them - one he has yet to use meaningfully in public forums, however, as reported in this issue of The Cadet, under his time as interim Superintendent, VMI raised the Physical Fitness standards. Leadership transition - Clark, now serving as interim Superintendent, has inherited a growing undercurrent of Corps dissatisfaction with what cadets describe as a "two-track" system: one for athletes, and one for the rest of the Corps. Despite this, Clark's communications - both in the press and in internal memos published on the VMI website - have not addressed this cultural rift directly. Although Brig. Gen. Clark's history as a cadet gives him insight into the challenges of integrating athletics into the broader VMI system; his administrative tenure has not been marked by any publicly visible attempts to address the structural or cultural issues underpinning the cadet-athlete divide other than supporting the administration's course on the issue. His silence on these matters raises questions about whether he would implement reforms or maintain the status quo if appointed as Superintendent. Marshall / Citizen-Soldier Ethos: Brig. Gen. Clark's professional trajectory reflects familiarity with the institutional legacy of Gen. George C. Marshall. While Clark honors the traditions of the Institute, there is limited public evidence covering whether he has actively promoted Marshall's ideal of civic-minded military service or used it as a guiding framework for leadership development at VMI. Operational and administrative experience - Clark has spoken frequently about "tradition," "discipline," and "mission continuity" in alumni communications and board statements. Emphasis on tradition without deeper philosophical framing - Clark has emphasized the preservation of VMI's culture in the wake of the Wins administration, but this has primarily centered on procedural stability rather than public service, democratic stewardship, or post-graduation civic contribution. His language in official communications tends to reinforce institutional continuity. Limited published vision for producing citizen-leaders - Unlike other candidates, Clark does not have a record of published works, lectures, or public articles elaborating on the citizen-soldier ethos or the ethical foundations of military leadership. His stewardship so far has prioritized the operational dimensions of VMI governance rather than philosophical or pedagogical transformation rooted in Marshall's example. Brig. Gen. Clark's leadership style, grounded in internal management and institutional preservation, suggests that he respects the ethos of the citizen-soldier. Clark offers continuity and institutional knowledge. As the interim leader and longtime VMI insider, he understands the Institute's "DNA" and has managed its operations successfully. He would likely provide a steady hand and incremental progress on reforms. Clark's track record shows support for making VMI a more inclusive place, but also a sensitivity to alumni, cadets, and faculty. He could be a consensus choice if the Board prioritizes stability and gradual improvement over bold change from the current state and direction.