Civilla welcomes a new CEO

At Civilla, we organize our work by seasons, and today we’re excited to step into a new chapter as an organization. After nearly a decade of dedicated leadership, our co-founder and CEO Michael Brennan is going to be transitioning into a new role as Executive Board Chair. With this shift, we’re thrilled to welcome Julia Dale as Civilla’s new CEO, starting in January 2025. 

This planned transition reflects Civilla’s focus on creating lasting change across public-serving institutions. As Civilla nears its 10-year anniversary, Michael’s shift to the board level comes at a time of expanding reach, impact, and stability for us.

If you’ve followed Civilla’s journey, you might already recognize Julia. Since 2021, she has led Michigan’s Unemployment Insurance Agency (UIA) and has been a wonderful partner to Civilla in our work on building resources like the UIA Claimant Roadmap, the Employer Help Center, and our newest initiative — Project Navigate. 

Julia has more than 20 years of service in leadership and management across state government. She is deeply committed to Civilla’s mission, and we’re excited to continue our path toward changing the way our public-serving institutions work under her leadership. 

You can read the official press release here. We recently had a chance to sit down with Julia and Michael to discuss this transition and what it means for the organization and our work. 

Mike, this is a big moment for Civilla. Why does this feel like the right time for your transition to the role of Executive Board Chair?

Mike: I’ve always believed that leadership should adapt and evolve—not stay in a role simply for its own sake. After a decade, stepping aside allows Civilla’s mission to be carried forward by fresh energy and talent while I continue to support the organization in a new capacity. 

I believe that Civilla is in a position of strength. Our leadership team and culture are thriving, our impact is growing, and we have a clear vision for the future. With that confidence, this shift allows me to continue to champion Civilla’s vision without the demands of day-to-day operations.

My goal, from the very beginning, was to build an organization I would have wanted to find 30 years ago. Now, it’s an honor to pass the baton to a team I trust, knowing the mission will be served with as much passion as ever. 

Julia, you have had an impressive career in government. What drew you to public service?

Julia: I’ve spent my entire career in public service. A lot of my childhood and what our family experienced created a natural inclination to explore this work. I’m a firstborn, the first granddaughter, and first in my family to go to college and graduate with a four-year degree. As the daughter of a survivor of domestic violence, I grew up very quickly, and with a heightened sense of responsibility. I always wanted life to be better as a child, and I grew into an adult who wants life to be better, not just for myself and my family, but for others.

In college, I chose to pursue a dual major. One major was in social relations, which helped me think about and explore the challenges in our society. The other major was in political theory and constitutional democracy. I saw that as a way to explore how government might work and could work. Right after law school, I started with the Michigan Department of Civil Rights to put this into practice. I've spent my entire career really marrying those two focuses together and exploring the struggles and challenges we face collectively. I’ve set a really high bar for what government can achieve.

Can you talk more about that high bar you set for government? Why is that important?

Julia: I’ve dedicated my entire career to proving that government can be different — a place where excellence and change can take center stage. The status quo has never been okay with me. I connect with the sentiment that “to whom much is given, much is expected.” That belief is deeply personal to me. I know not everyone gets the chance to overcome challenges the way I have, and I was fortunate to have incredible mentors who shaped my journey. Because of their generosity, I feel a profound responsibility to give back and invest in others, just as others did for me. 

What has it been like working with Civilla in your leadership role at UIA? 

Julia: I remember my early days at UIA — the tension, the scrutiny, and the constant criticism of the agency. It was overwhelming and exhausting all at once. Then Mike approached me and said, ‘I need an hour and a half on your schedule.’ I thought, I don’t know how I’m going to find the time, but I’m so glad I did. 

During that conversation, Mike asked me about my leadership and why I chose to step into such a challenging role at the UIA at that moment. It struck me that he valued the same things I did — deep thinking about leadership. Exploring what it can and should be, and what truly drives and motivates us.

Working on projects with the Civilla team was a breath of fresh air. I found a partner who believed that government doesn’t have to operate with distrust. I recognized that Civilla was rooted in this idea that our public-serving institutions can and should be better.

Mike: I remember that initial conversation with Julia. After we got off the call, I turned to a team member at Civilla and said, 'I think we're working with a courageous leader.' One of Civilla’s top criteria for taking on any partnership is ensuring there’s a courageous leader at the top — someone who will see the work through with integrity and authenticity, no matter what.

Amidst the COVID pandemic, Julia stepped into UIA at a time when her agency was under enormous pressure, criticism and duress. When you come into leadership in that kind of moment, your primary job initially is to stabilize the ship. You're running the fire engine to put out the fires and try to create more consistent space. But in the midst of that, Civilla sought to create solutions that would last. We recognized that it might take 12 months or 18 months to get where we wanted to be, but when we did get there, it would be durable and impactful. Amid all the outside demands to go and deliver, Julia saw that it was important to work on the things that were going to survive beyond the crisis. That's very hard to do.

What’s something from your career in public service that you hope to bring to Civilla’s work?

Julia: Having served in government for as long as I have — across five principal departments in Michigan — I bring a unique perspective on the opportunities within government. I’ve seen what works, what doesn’t, and where there’s room for growth. That experience gives me credibility with government leaders.

It’s one thing for an outsider to say, ‘Here’s what you need to do and why.’ It’s another to hear it from someone who’s been in their shoes. I understand limited resources, tight timelines, and the immense demands of the job. I can speak to leaders about how a new approach will benefit their agency, the people they serve, and the administration — connecting all the dots in a way that resonates.

The other thing is that I have the opportunity to help leaders be more courageous. Courage is a muscle we have to learn to exercise. It's easier to be brave when you have someone who can walk with you. Leadership can be really lonely in government. Sometimes we just need someone to encourage us to be willing to take that first step.

Mike, what are you most excited to see under Julia’s leadership? 

Mike: First and foremost, I’m excited to see a leader that really cares about this mission. Julia really cares about improving conditions for individuals and views public-serving institutions as one of the key ways we can do that. 

Two, she brings a strong credibility to leaders who are considering taking a courageous step to begin working in a human-centered way. Julia has demonstrated not just an interest in this, but a track record of applying it. She knows what it's like to navigate the complexity of large institutions and the urgency of the now, while also realizing the importance of long-haul work that puts in real durable building blocks for change. 

Third, she has a unique ability to form trusted relationships. Civilla is a relationship-based organization, and the person who's leading the organization has got to be someone that is a trusted, authentic partner. Julia is that now, at UIA, and will be that for Civilla. 

Her care for the mission, her demonstration of courageous leadership, and the ability to be a trusted partner makes her uniquely positioned to be a great leader for Civilla.

Julia, what is your focus for Civilla and how to move the mission forward in your new role?

Julia: My immediate focus at Civilla centers on deepening relationships within the team and current partners. What’s always stood out to me is how Civilla’s team engages meaningfully with each other and builds genuine trust with their partners. I’m eager to work alongside them to amplify what Civilla does best—bringing transformative change into institutions and ultimately benefiting communities. 

As we step into changing landscapes like a new administration, I hope to explore the ways Civilla can support emerging needs and find aligned partners to collaborate with. This is a powerful moment to reimagine what’s possible for our partners and the people they serve, and I look forward to working with the team to shape that vision thoughtfully.