ROBERT H. SMITH SCHOOL OF BUSINESS • UNIVERSITY OF ...smithbusiness.rhsmith.umd.edu/fall2011/pdf/SmithBusinessFall2011.pdfROBERT H. SMITH SCHOOL OF BUSINESS • UNIVERSITY OF MARYLAND

B U S I N E S SB U S I N E S SROBERT H. SMITH SCHOOL OF BUSINESS • UNIVERSITY OF MARYLAND • FALL 2011 VOL. 12 NO. 2

PLUS: Tyrone Brooks ’96 with the Pittsburgh Pirates ° Who Leaves, Where to, and Why Worry ° Incredible India

How Ed Snider ’55 Reached the Top of His Game

ROBERT H. SMITH SCHOOL OF BUSINESS • UNIVERSITY OF MARYLAND • FALL 2011 VOL. 12 NO. 2

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At your peak?

What’s next for your career?ey.com/us/careers


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LEADERS DIGEST INTERNATIONAL

India FirsthandSmith MBA students experience business Indian-style.

KNOWLEDGE TRANSFER

Who Leaves, Where to, and Why WorryKeeping your entrepreneurial employees can save you millions.

12 Public-Private Institutions Growthe Wine Industry

• Doctor Rating Websites AreBiased

13 The Daughter-SalaryConnectionWhy women should hope theirbosses have daughters.

• Predicting — and Preventing— Turnover

14 Ritu Agarwal 2011-2012Distinguished Scholar-Teacher

CONNECTIONS

Smith Businesses to Watch For:Kevin Streete Luxury By Design

27 60 Seconds with Bob Johnson ’80

31 Letters to the Editor

Contents

TOP OF HIS GAMEEd Snider ’55 turned his passionfor hockey into a sports empire

FEATURES

2 SmithConnector10 Smith at a Glance15 Corporate Partners Program28 Alumni Notes and Spotlights30 Alumni Events Photo Gallery31 Your Career32 Last Word

LEADERS DIGEST

Bill Mayer ’66, MBA ’67 Named toAlumni Hall of Fame A former dean of the Smith School is honored by the university.

4 A Partnership to Remember:Ernst & YoungThis Big Four company has been abig part of life at Smith for thepast 30 years.

5 Smith’s Four Fulbright Scholars

• Finance Field Day

• New MS Programs at Smith

6 Social Enterprise Symposium

• Case Competition Winners

• Directors Institute

7 Bringing Her A-GameSmith junior Hayley Brown is astar on and off the golf course.

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SMITH BUSINESS O FALL 2011

Smith Business is published twice a year— spring and fall — by the Robert H.Smith School of Business at theUniversity of Maryland, College Park.

Smith Business welcomes input fromreaders on articles and business issues.Please send all correspondence to theeditor.

DEANG. Anandalingam

EXECUTIVE DIRECTOR OF MARKETING COMMUNICATIONSKen White

EDITORRebecca Winner

WRITERJessica Bauer JOUR ’10

CONTRIBUTORSCarrie Handwerker JOUR ’02Stephen Huie, MBA ’12Amy Taylor ENGL ’06

DESIGNJeanette J. NelsonUniversity Publications

PHOTOGRAPHYJohn Consoli ARHU ’86Tony Richards

ILLUSTRATIONJeanette J. Nelson

Robert H. Smith School of BusinessOffice of Marketing Communications3570 Van Munching HallUniversity of MarylandCollege Park, MD 20742-1815Tel: 301.405.7282Fax: 301.314.6685http://[email protected]

Copyright ©2011 Robert H. SmithSchool of Business. This publication isproduced by the Office of MarketingCommunications.

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[email protected]

BUS I NE S S

SMITHConnector

Great features on SmithConnector allow alumni to upload their per-sonal profiles, then reconnect and network with one another afterthey’ve graduated from Smith. Check out this alumni profile recentlyposted to SmithConnector:

Get the word out about what you’ve been working on since you’ve graduated from the Smith School. Log

on to SmithConnector.com and upload your personal profile.

While on the website, search the directory for other alumni, join groups that interest you, link your

SmithConnector account to your Facebook, create friends lists, and search job postings. Visit SmithConnector

and start making those valuable connections now. www.smithconnector.com

Are you a Smith School alumnus living outside of the United States?

Connect with other alumni who are in the same country as you! Baktavachalam Salla

’09 is living in India and wants to connect with other Smith alumni. ”Any alumni in

India, specifically in Bangalore? I moved back to India recently and would like to

connect with Smith alumni here. Also, are there any activities planned in India?“ Salla

writes on a SmithConnector forum. Log on to SmithConnector.com and connect with

Salla and other alumni who are living outside of the United States.

CONGRATULATIONS

to Stephanie Rubin '04,

our winner of the iPad

contest! Visit the

redesigned alumni

and SmithConnector

website, rhsmith.umd.

edu/alumni, for infor-

mation on how to

stay connected.

KASH REHMAN ’00 is the founder

and CEO of an Internet company

with a patent-pending product

that focuses on the $670 billion-a-

year food distribution industry in

the United States. Foodem.com

is the only B2B online market-

place that connects wholesale

food buyers and food distribution

companies.

The company was recently

launched in beta in the

Washington D.C. area. The mis-

sion of Foodem.com is to connect

wholesale food buyers and distrib-

utors through the online search

and food procurement capabili-

ties. This will bring food distribu-

tion companies and direct sell

manufacturers onto a single plat-

form, where wholesale food buy-

ers, including restaurants, hotels,

universities, hospitals, government

and other public institutions, etc.,

will get the most competitive

prices in a fast and efficient way.

Foodem.com was featured

in the August 2010 issue of

Foodservice Monthly, a regional

trade publication covering the

food-service industry of the

Mid-Atlantic.

While the recent launch of

Foodem.com has left little time

on Rehman’s hands, he does

enjoy online poker when he gets

that rare opportunity for down-

time. For Rehman, being an active

part of the Smith community has

tremendously helped him achieve

his business goals. His connection

to Smith remains strong. He is a

frequent visitor to the Dingman

Center for Entrepreneurship and

attends Cupid's Cup competitions.

Get in touch with Rehman in

SmithConnector, your online com-

munity network.


FALL 2011 O SMITH BUSINESS

3

[email protected]

LEADERSDigest

On April 29, former Smith SchoolDean William E. Mayer ’66, MBA’67 received the University ofMaryland Alumni Association’s2011 President's Distinguished

Alumnus Award for achievingnational recognition for excellence in

his profession and field. “Bill has been a great partner and friend

for the Smith School, and he is a truly insight-ful leader,“ said Smith School Dean G. “Anand”Anandalingam. “Every time I meet with Bill, he alwaysleaves me with food for thought.”

Mayer is senior partner and co-founder of Park Avenue Equity Partnersand chairman emeritus of the Aspen Institute. He came to the University ofMaryland for his undergraduate degree and MBA after serving as a firstlieutenant in the United States Air Force. After graduating, he began hiscareer at the First Boston Corp., now Credit Suisse, and during his 23 yearswith the company progressed from associate to president and chief execu-tive officer. Mayer then became dean of the Simon Graduate School ofBusiness at the University of Rochester.

In 1992 he came to the Smith School, where he served as the dean anda faculty member until 1997. Under his leadership, the school achieved itsfirst top 25 ranking.

He is widely influential and deeply respected in the world of financeand at the University of Maryland. Mayer serves as co-chair of the GreatExpectations campaign for Maryland, which is raising $1 billion to ensurethe university’s future. He has been chairman of the university’s Board ofTrustees and is currently on its executive committee.

In recent years, Mayer has led the Aspen Institute, an internationalorganization that fosters values-based leadership. It encourages individuals toreflect on the ideals and ideas that define a good society, and provides a

venue for discussing and acting on critical issues such as climate change.Under his tenure, the Aspen Institute has grown dramatically in

leadership programs, seminars, policy, and public programs.Mayer has also remained involved with the university. As

chairman of the University of Maryland, College ParkFoundation’s Board of Trustees, he helped develop the uni-versity’s strategic plan. His generous donations have support-ed academics, athletics and landscaping, including the beau-tiful Mayer Mall in front of Van Munching Hall. –RW

Bill Mayer ’66, MBA ’67 Named toUniversity’s Alumni Hall of Fame

BILL MAYER WITH

FELLOW AWARD

WINNER JOY BAUER

'86 AT THE 2011

ALUMNI ASSOCIATION

AWARDS GALA.


[email protected]

LEADERSDigest


4

The year 2011 marks the 30th anniversaryof the partnership between the SmithSchool and Ernst & Young, one of thelargest professional services firms in theworld and one of the Big Four accountancyfirms. Through the years, Ernst & Young hasinvested more than $950,000 in the SmithSchool, helping create new professorships,build a new classroom, create a scholarship

fund and host an annual Freshman FellowsOrientation.

“Ernst & Young and the Smith Schoolhave enjoyed a very, very long relationship.It’s been a really remarkable partnership forthe last 30 years,” said James Turley, CEO ofErnst & Young, at the Smith School’s 2011Commencement Ceremony. “I can tell youit’s been spectacular for our firm.”

The Smith School’s relationship withErnst & Young began in 1981 when Ernst &Young (then called Ernst & Whinney) con-tributed more than $200,000 to fund twoprofessorships at Smith (then called theCollege of Business and Management).Spearheaded by retired partner RoyHerbert, the gift led to the creation of theErnst & Young Alumni Professor ofManagerial Accounting, held by LawrenceA. Gordon, and the Ernst & Young AlumniProfessor of Accounting and Business Ethics,held by Stephen Loeb.

Jump ahead to the end of the ’80s andthe home of the business school is underconstruction. Then-Dean Rudy Lamonereached out to Ernst & Young for help inbuilding the school’s new building, laternamed Van Munching Hall. The companycame through for Smith again, giving$250,000 over five years to construct theErnst & Young Classroom.

With the building complete a few yearslater, Ernst & Young shifted its focus in the

mid-’90s to developing a scholarship fundfor students at the Smith School (which in1995 was the Maryland Business School).The company created the Ernst & YoungEducational Excellence Fund and again gave$250,000 over five years. The scholarshipscreated from this fund go toward juniors andseniors majoring in accounting.

Ernst & Young has continued to con-tribute to the fund and has provided morethan 100 scholarships to Smith School stu-dents. This program also played a role in the

recruiting relationship between Smith andErnst & Young. This relationship remainsstrong, exemplified by the 82 interns and 85full-time employees Ernst & Young has hiredfrom the Smith School in the past threeyears alone.

The 21st century brought new visionsfor Smith and Ernst & Young. The companycommitted $250,000 to fund the Ernst &Young Freshman Fellows Orientation pro-gram at Smith through a grant from theUniversity Fund that was supplemented bydonations and matching gifts from Smithalums.

In addition, the company gave then-sen-ior accounting major Isimemen Ojeabulu

“It’s been a really remarkable partnership

for the last 30 years.” JAMES TURLEY, CEO, ERNST & YOUNG

Thirty Years of Ernst & Young

$10,000 as the winner of its Your WorldYour Vision Competition.

“This year we are proud to mark the30th anniversary of our partnership withErnst & Young,” Dean G. Anandalingamsaid. “Ernst & Young has given to the SmithSchool in so many different ways, supportingscholarships, reasearch, and also the studentimpact and experience. We are really proudto have Jim Turley and Ernst & Young aspart of the Smith School family.”

The 30-year relationship has flourishedinto one that will undoubtedly last formany years to come. As Turley put it: “Fromme, just know that this [relationship] willcontinue for another 30 years.” –JB


[email protected] FALL 2011 O SMITH BUSINESS

Smith Boasts Four Fulbright Awardees

This year a record 19 University of Maryland students were awardedprestigious Fulbright scholarships to study and teach around the world.(Last year, 13 students received the award). Of those 19 students, four camefrom the Smith School: Kara Marston ’07, Maseeh Roshan ’11,Micheline Tocco ’11, and Rebecca Hammer ’11.

SMITH SCHOOL OFFERS NEW MS PROGRAMS

5The Smith School is now offering four new MS programs. MS programsallow business professionals to specialize in a chosen area, gaining expertisethat will immediately benefit them in their day-to-day work while increas-ing their marketability and future growth opportunities, all in a shorter timeframe than a traditional MBA.

“The MBA isn’t right for everyone,” says Robert Krapfel, associate deanof the MBA and MS programs. “The MBA is used by many to change

careers after five to eight years in the professional workforce. Incontrast, the MS degree is more often used to establish expertiseand credentials for the first professional position. The MBA is a

generalist degree, while the MS is a specialist degree.”

The school offers the following MS programs:

MS in Business: AccountingMS in Business: FinanceMS in Business: Information SystemsMS in Business: Supply Chain Management

For more information, visit www.rhsmith.umd.edu/ms/ –RW

}

Finance Field Day

MORE THAN 200 high school juniors

and seniors from eight Prince George's

County public schools gathered at the

Smith School on April 15 for Finance

Field Day. Activities during the day

helped the crowd of mostly African-

American and Latino students learn how

to position themselves for careers in the

fields of accounting or finance. The stu-

dents were all participants in their high

school’s Academy of Finance, a nationally

accredited program that prepares stu-

dents for careers in the financial services

industry through coursework and work

experience.

"Finance Field Day is part of our

larger Smith Talent Acquisition and

Referral System program to increase

diversity in the undergraduate pro-

gram by attracting, admitting, retain-

ing, and graduating students from

underserved populations,“ says Patricia

Cleveland, assistant dean of under-

graduate studies.

Through presentations and work-

shops, students got a taste of life at

Smith. The visitors got hands-on expe-

rience in the school's Financial Markets

Laboratory, analyzing stocks and assess-

ing their investment potential. They

also worked in groups under the direc-

tion of Charles LaHaie, director of

accounting and finance technology and

applications, to compile information

that will later be expanded on back in

their high school classes. In prepara-

tion, LaHaie led a workshop on Reuters

and Bloomberg for teachers from the

public schools that are partnered with

the Smith School through the National

Academies of Finance. –RW

• Alumna Marston will be traveling

to Armenia to study the status of

women in that country. Her proj-

ect focuses on assessing the results

of the country’s 2004-10 National

Action Plan on Improving the

Status of Women and Enhancing

Their Role in Society.

Roshan, an accounting and

finance double major graduate,

received a Fulbright English

Teaching Assistantship and will be

teaching English overseas in Spain.

He hopes to eventually focus on

international contract law after his

year in Spain.

• Tocco, who graduated with an

international business major and

Spanish minor, is a long-time stu-

dent of Spanish who hopes teach

the language at the elementary or

secondary level in the future. She

also received a Fulbright English

Teaching Assistantship and will be

teaching in Spain.

• Hammer, with a finance and eco-

nomics double major and Chinese

language minor, also received a

Boren Award for International

Study. Hammer turned down the

Fulbright Award, instead accepting

the Boren scholarship to study

Chinese in either in the People’s

Republic or Taiwan. –JB


SMITH BUSINESS O FALL 2011 [email protected]

LEADERSDigest

6

The world premiere of arap video is not typical for aSmith School event. But thenagain, everything about thethird annual Social EnterpriseSymposium, hosted by theschool’s Center for SocialValue Creation and organizedby students in the AshokaUTerp Changemaker Team,encouraged students to thinkbeyond business as usual toinnovative ways to incorpo-rate social good into goodbusiness.

So where does the rapvideo come in? On March31, Honest Tea founder andCEO Seth Goldman debuted

his company’s musical tributeto organic living, “RethinkWhat You Drink,” as part ofhis keynote address.

Goldman spoke aboutstarting Honest Tea 13 yearsago with a mission-driven

vision and keeping thatvision alive through anacquisition by Coke earlierthat month. He encouragedsocial entrepreneurs toingrain their mission in theircareer and pursuits, to bepassionate, to create a teamand succeed together, to besemi-realistic and to balancelife and work.

The event culminatedwith a networking fair andreception, during which par-ticipants had the opportunityto speak with representativesfrom more than 20 organiza-tions, including the event’ssponsoring companies. –CH

Social Enterprise SymposiumBe Bold. Be Now. Be the Future.

SMITH SCHOOL HOSTS SECOND ANNUAL DIRECTORS’INSTITUTE IN DOWNTOWN WASHINGTON, D.C.

2010-2011 CASE COMPETITION WINNERS

UNDERGRADUATECupid’s Cup Business CompetitionAdam VanWagnerEric VanWagner

Deloitte Case CompetitionKanchan SinghAnthony TuckerAsaph Yeh

Emerging CFOs Case CompetitionDavid CenculaBenjamin DollRyan HolleranHuff MillardBrett Ross

Huffy Bike CompetitionChris DeCaroTran HoangAnchal Gugliani

OSU CIBER International Case ChallengeJennifer He

University of Maryland Stock Market ChallengeMaria Del Pilar Arca

Wake Forest Marketing ChallengeChris CoraggioBrett CullenPrannoy NambiarVidya Sathyamoorthy

Wikler Finance Case CompetitionBryan HuangEric KuangCindy LiChristine PerryAlex Wang

MBAACG Cup Case CompetitionDerek CriswellNicolas GodfreyQuint MansellElan Rozmaryn

Mid-Atlantic Regional Venture CapitalInvestment CompetitionNathaniel BrownWes DemoryJames HildebrandAswani ValivetiWilliam Van Hest

Sony Marketing Strategy Case CompetitionLakshmi Sankar

China Business Plan CompetitionCaitlin SachdevSeejo SebastineSwaroop Simha KolliPradeep Suthram

SPONSORS

Ernst & Young

PWCKPMG

Constellation EnergyMacy’sPepco

GO

LDSI

LVER

BR

ON

ZE

The Smith School’s second annual Directors’ Institute began in the midst of

cherry blossom season in Washington, D.C. Taking place from April 6 to 8,

the program is aimed at board members of public companies to bring them

up to speed on the latest regulations and practices. Attendees included

employees from Activision Blizzard, KPMG, Scotts Miracle-Gro Company.

Keynote speaker Harvey L. Pitt, CEO and founder of Kalorama Partners

Inc., took to the podium to discuss the Dodd-Frank bill and how board mem-

bers can expect to adapt to its mandates: “Set up a crisis management team so

you can approach any issue in a measured, methodical way. Plan ahead and you

won’t be left making it up on the fly,” Pitt offered as advice.

Designed to be a few days of intensive learning and discussion, the conference took place at the

Ronald Reagan Building and International Trade Center. Attendees had the opportunity to customize

their experience with an offering of six breakout sessions from which to choose, featuring such topics

as ”Board Leadership in a Crisis Situation“ and ”Best Practices for CEO Retention and Succession.“ –AT

The 2010-2011 academic year was a prize-winning year for many Smith

School students. More than 35 students won case competitions hosted on the

campus and across the nation. Here’s a list of just a few competitions that our

students have competed in and won:


[email protected]

When Canada native Hayley Brown waslooking at universities in the United States, two

things made the University of Maryland a quick

favorite: the highly-ranked Robert H. Smith

School of Business and the university’s on-site

golf course.

“I wanted a school with a good business

program and was actually accepted into the

business program at UMD as a freshman,

which is a big deal,” Brown explains. “I also

wanted to go to a big school with a golf course

on the campus. A lot of schools have off-site

courses, which just adds to the time it takes out

of your day to be on the team because you

have to drive to and from the course.”

The junior marketing major, who is from

Newmarket, Ontario, is one of eight students

on the university’s women’s golf team.

“I’ve been playing golf since I was 6 years

old, competitively since I was 8. My mom, dad

and brother all play, too. They call us the four-

some on the golf course because we all play

together,” Brown says.

She said the hardest part about the game is

the mental aspect: “Golf is usually an individual

sport, but in college it is a team sport. So now

when you have a bad game, it affects the

team, too. … The mental game can be rough

because if you get down or have issues with

your swing, it’s hard to snap out of it. For me, I

find golf to be very relaxing and I try to just

enjoy myself and not overthink my game. I’m

actually the same way for classes and exams —

I don’t let myself stress out too much. You have

to take the game a shot at a time and classes

an assignment or exam at a time.”

Brown is a Quality Enhancement Systems

and Teams (QUEST) honors program student, a

Business Honors student and a Design and

Innovations Fellow. She’s also involved in the

Smith Ambassadors Club and is in the Phi Chi

Theta business and economics fraternity. Being

a business student comes with a large work-

load, especially for a student as involved as

Brown. Add practices and tournaments, and

that makes Brown even busier than the average

student seen wandering Van Munching Hall.

“It has been difficult workload-wise,” says

Brown. “The hardest part is missing classes.

When we have tournaments we typically leave

on a Thursday or Friday, meaning I have to

miss two days of class. The teachers are pretty

used to it, but it can be rough if there are tour-

naments on back-to-back weekends,” she says,

adding that she misses about 12 classes each

semester.

And since golf is one of only two sports

played both spring and fall semester (track is

the other) she misses about 24 classes in a year,

making communication with professors and

students in her classes key.

“I get a travel letter at the beginning of

each semester to give to my professors and I

have to work very closely with my adviser at

Smith to get special registration stamps to

register early so I can get classes that fit into

my schedule,” she continues.

The love of the game and the team pride

make the extra work worthwhile, says Brown.

“Team pride at UMD is something I really love.

Everyone is always wearing their Terp gear and

they have such a respect for their alma mater.

When you come here, you really are a Terp

for life.”

Plus, she sees being a woman golfer as an

advantage in the business world, where golfing

often doubles as an impromptu networking

session.

After she graduates, Brown sees herself

working for a marketing agency and would

love to end up in sports marketing. –JB

From Canada to College ParkStudent brings her A-game to Smith School and UMD Golf Team

7


8


Here’s what Stephen had to

say about the experience in

excerpts from his blog.

January 5 While writing this,the power went completely out and

then came on in about 10 seconds

(I assume the hotel generators

kicked in). Power transmission dis-

ruptions are a continuing problem

for residences and businesses in

India. Professor Mithas has told us

that when the power goes out dur-

ing business presentations, the pre-

senters hardly miss a beat.

January 13 We met withhigh-level executives from CSC

India today. CSC locates its out-

sourcing component almost exclu-

sively in India to provide Business

Process Outsourcing, IT manage-

ment, and higher-end IT solutions.

We were also given a tour of CSC’s

facilities at their Noida campus.

January 14 Today we metwith the president and chief editor

and the chairman and managing

director of CyberMedia, one of the

premier business technology pub-

lishers in India. The power went out

during the presentation, but in

good Indian fashion, the presenter

was not fazed and smoothly contin-

ued talking. ... Even though many

technology reviews are produced in

the U.S., those same reviews do not

necessarily translate to India because

the working conditions (climate,

power, frequency) are unique to

India. Kumar attributes the failure of

CyberMedia’s early competitors to

the fact that they just tried to copy

and paste content rather than pro-

duce their own research in-house.

January 17 GE had a greatcampus, but design-wise, it was

almost nothing compared to the

Infosys campus. We began our

[Infosys] tour with a (solar-pow-

ered) golf cart ride through the

campus, which is like a little town.

There are dormitories (mostly for

the bachelors), a swimming

pool, a gym, sports courts, and

amazing architecture. It even

had its own convention cen-

ter! Riding through was a

little like riding through

Disneyland (there was a

Space Mountain-like

building) or Las Vegas

(a glass pyramid

building). … Infosys

has technical offices

in the Americas,

Europe and Asia

and their clients

are from all over

the world.

Clearly, this is a

global company.

January 19 We arrived in the[Mumbai] suburb of Bandra to meet

at the headquarters of Ziqitza

Health Care Services, a private

ambulance firm co-founded by

Smith MBA alumnus Naresh Jain. …

Ziqitza has built certified EMT train-

ing programs with the London

Ambulance Services, New York

Presbyterian Hospital and the

American Heart Association, among

others. … [The company] runs

decentralized operation and call

centers using GPS tracking overlaid

on Google Earth. When power goes

out in one center, calls can be

rerouted to another.

January 21 On our finalday in India, we discussed what

we had learned, how our per-

spectives have changed, and

we presented business ideas

inspired by the opportuni-

ties we identified in India.

We also had a surprise

visit from Mr. R.

Gopalakrishnan, the

executive director of

Tata Sons, the hold-

ing company for all

Tata companies.

Gopalakrishnan is

also the author of

two management

books, ”The Case

of the Bonsai Manager“ and ”When

the Penny Drops.“ …

Gopalakrishnan further explicated

that Tata aims to be a top company

like GE or Mitsubishi, but above all,

”wherever we are, we should want

to be respected and loved.”

January 31 There’s a lot toreflect upon in this trip. The experi-

ence not only gave me a point of

reference to think about India as a

source (of talent and innovation)

and as a mass market, but also

allowed me to apply what I learned

during my first semester at Smith to

real businesses (especially in regard

to human capital management).

Touring GE’s campus and listening

to IBM helped me understand the

service direction a lot of innovation

is heading toward. Walking around

the city also gave me the chance to

think about the opportunities to

develop products that produce

social value. –SH

Get the Whole StoryStephen talks about his experience

on the Smith Business website:

www.rhsmith.umd.edu/smithbusi-

ness/Fall2011.

CIBER is funded by a grant from

the U.S. Department of Education.

Learn more at www.rhsmith.

umd.edu/ciber.

Incredible India

[email protected]

Last winter, second-year MBA student Stephen Huie participated in the global studies course”Competitive Advantage through an India Strategy.“ Led by Sunil Mithas, associate professor ofdecision, operations and information technologies, Huie and his fellow MBA students wereplunged into the issues and challenges endemic to the world’s second-fastest-growing economy.

LEADERSDigestINTERNATIONAL


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© 2011 KPMG International Cooperative (“KPMG International”), a

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SMITH AT A GLANCE

230f.

275b.

10

The Smith School is different from most other b-schools. Why? While many top schools only offer the MBA,

the Smith School offers top 20 full-time, part-time and executive MBA programs. We’re home to a top

20 undergraduate program and a world-ranked doctoral program. We offer master of science degrees

in business, and our executive education programs for corporations and companies are outstanding.

We are a business school, not just a business program. Our highly respected faculty transforms the way

people think at every stage of their lives and careers. This broad range of offerings magnifies our impact

and makes the Smith School of Business a dynamic, important and exciting place to be.

a. UNDERGRADUATESb. FULL-TIME MBA STUDENTS

c. PART-TIME MBA STUDENTS

d. MS STUDENTS

e. PhD STUDENTS

f. EXECUTIVE AND EMBA STUDENTS

g. ALUMNI WORLDWIDE

h. FULL-TIME FACULTY MEMBERS

i. PART-TIME FACULTY MEMBERS

j. FULL-TIME STAFF MEMBERS

100e.

2,735a.

50i.

47,275g.

205d.

1,015c.

150h.

155j.



11

>>FINANCIAL POLICY

[email protected]

KnowledgeTRANSFER

WHO LEAVES, WHERE TO, AND WHY WORRY

Entrepreneurial employees spur firms forward with innovation.

But they can also set firms back if they are entrepreneurial enough to

leave and start their own competing ventures. The lesson for man-

agers: Keep your most entrepreneurial employees happy to retain

them and prevent big revenue losses.

New research from Rajshree Agarwal, chaired professor in entre-

preneurship and strategy, and co-authors Benjamin Campbell of Ohio

State University, Martin Ganco of the University of Minnesota and

April Franco of the University of Toronto looked at the bargaining

power of high-ability employees and the effect on firm per-

formance when those people leave to start competing ven-

tures (spin-outs).

They found that a firm losing a top employee to anoth-

er established firm did not matter, but having that employ-

ee create a spin-out equated to a loss of more than $1 mil-

lion in revenues. The researchers looked at U.S. Census

data for the legal services industry, but their findings can

be applied across various industries. Their findings suggest

that managers should focus on tailoring compensation

packages to incentivize entrepreneurial employees to stay

at the firm.

“You want employees to be entrepreneurial, but you

want their entrepreneurial initiative to be harnessed with-

in the firm,“ Agarwal said.

Agarwal’s research supports a pay-for-performance

strategy for firms.

“Managers cannot be thinking about blanket policies

and one-size-fits all,“ she said. ”Firms need to think about

which top employees are most likely to leave and focus

on keeping them. This strategy may be more effective in

increasing overall retention, because it reduces the likeli-

hood of team exodus when following the leader.”

The two biggest reasons that employees leave to

start their own firms are to make more money or to

have more control. The way to retain superstar

employees has to be a combination of offering them

high earnings and high autonomy.

On the flip side, for employees, the more entrepreneurial you are,

the more leverage you’ll have.

Employees can increase their individual value by focusing not only

on developing their own skills and abilities, but also on creating syner-

gies with the resources provided by the firm. It turns out the most

valuable employees are those most successful at utilizing their firm’s

resources, which the researchers call complementary assets and define

as other employees, clients, operational support, intellectual property,

etc. ”Who Leaves, Where to, and Why Worry?: Employee Mobility,

Entrepreneurship and Effects on Source Firm Performance,“ will be

published in Strategic Management Journal in Winter 2012. –CH

So how do managers hang onto

superstar employees, simultane-

ously warding off the threat

they pose as competitors?

Give employees freedom. Createopportunities and organizationalsupport for employees to beinnovative.

Pay well to make sure topemployees don’t leave for more

money elsewhere. Don’t treat everyone the same.Not all employees are importantto retain. Structure incentives,programs and autonomy basedon individuals.

Ensure loyalty to the firm, notthe immediate team of individu-als. To prevent team exoduswhen the lead employee leaves,create stickiness of employees tothe firm itself, not just co-work-ers and immediate bosses.

Employees can leverage their

entrepreneurial prowess as a

bargaining chip:

Build your internal network. Negotiate the right way. Whatwon’t work: Telling your boss”pay me more, or I’m leavingand taking these people withme.“ What does work: Makingsure your boss is aware that youare a key person keeping togeth-er a valuable team.

Focus on the value you add. Yourbest bargaining chip is the valueyour firm will ultimately lose ifyou leave and take clients,potential accounts, consumers,and other current employeeswith you.

Continuously improve. If you wantto be a top-level employee, focuson upping the value you add.


In 1990, Argentina’s wine exports were close to zero. By 2000, thecountry had captured 3 percent of the $14 billion global wine market.

Rafael Corredoira, associate professor of marketing, examined the mecha-

nisms put in place to encourage development in the wine industry in the

neighboring wine-making provinces of Mendoza and San Juan, and the

relationship between those mechanisms and the broader policy problems of

development. Mendoza and San Juan account for 90 percent of wine pro-

duction in Argentina. Both provinces started with similarly unproductive histo-

ries. But Mendoza became an industry leader, eventually producing 90 percent

of Argentina’s wine exports, while San Juan lagged behind. Why?

The province of Mendoza created government-sponsored institutions

(GSIs) to provide a variety of support services and resources to the wine-

making value chain, such as hazard insurance, training, research and

development, and export promotion. Mendoza’s GSIs created a combi-

nation of new knowledge and interactive relationships for solving

product development problems. Because vineyards in geographical

locations have quite different soils and climates, experimentation

is contextualized, which makes it harder to share knowledge and

apply it elsewhere. To upgrade their product, wineries require

wider collective knowledge resources.

San Juan’s government, on the other hand, rapidly

imposed high-powered economic incentives to drive change

in its wine industry. It privatized the largest winery and tried

to attract new investment through a federally subsidized tax

incentive. This strategy failed to overcome the barriers to

knowledge flow and resulted in no broad-based product

upgrades. Wineries and vineyards that had the resources

took advantage of the tax breaks, but that didn’t lead

to collaboration between players in the industry.

Recognition of this failure came in 2002, when the San

Juan government officially abandoned this approach

and adopted Mendoza’s model.

The success of Mendoza’s efforts illustrates the

impact thoughtful policy can have on an industry.

”This is not a market approach — it is a government

intervention,“ says Corredoira. ”And it was successful.

But it’s important to note the way government

approached it. They didn’t come in and say, ‘Here are

the solutions.’ Instead, government provided support and

a venue so the industry could solve problems itself.”

Public-private institutions may be a helpful mechanism

for other nations looking to upgrade faltering industries

or develop burgeoning industries — in clean technology,

for example, or alternate energy sources. –RW

MINIMAL INTERVENTION, MAXIMUM RESULTS Public-Private Institutions Grow the Wine Industry

KnowledgeTRANSFER


If you’re looking for a good doc-

tor, physician rating websites may

not be much help, according to

recent research from Ritu Agarwal,

Robert H. Smith Chair Professor of

Information Systems and director of

the Center for Health Information

and Decision Systems (CHIDS), and

Guodong ”Gordon“ Gao, assistant

professor in the decision, opera-

tions and information technologies

department.

It turns out that patients post-

ing their opinions about doctors

online are a lot more likely to talk

about their bad experiences and

are more prone to exaggerate

their opinions. So a physician rat-

ing website might help you weed

out the truly awful practitioners,

but it’s not likely to help you find

a great one. That's because dis-

gruntled patients are more likely

to use ratings sites to vent and

bad-mouth physicians than praise

them. The researchers also point-

ed to a ”sound of silence“ effect

for many patients who choose to

keep quiet about their quality of

care and not post online at all.

Data for the study, which was

presented at a health-care confer-

ence sponsored by the Institute

for Operations Research and the

Management Sciences

(INFORMS), was taken from the

website RateMDs.com, but the

researchers say the findings likely

hold true for similar websites that

rate doctors, such as Angie’s List,

HealthGrades.com, Vitals.com,

and Yelp.com. –CH

Rate My Doctor?No Thanks

S



13

[email protected]

Women looking for the best salariesshould look for a boss who has daughters,

according to recent research by Cristian

Dezso, assistant professor of logistics, busi-

ness and public policy. Dezso found that

male CEOs with daughters tended to imple-

ment policies that narrow the wage gap

between male and female employees — at

least in companies with a single location.

Dezso’s inspiration for the subject started

in an unlikely place — a research paper

about U.S. congressmen. It turns out that

male members of Congress who have a

daughter are more likely to support liberal

policies on women’s issues such as reproduc-

tive rights, presumably because they are bet-

ter able to identify with these issues. Dezso

wondered if this trend would translate to

another powerful group of men: CEOs.

Dezso and his co-authors — Michael S.

Dahl of Aalborg University, Denmark, and

David Gaddis Ross of Columbia Business

School — started by investigating wage poli-

cies at more than 6,000 Danish firms. In

Denmark, as in most of the western world,

male employees earn about 7 percent more

than female employees in comparable

positions. But Denmark keeps vast, detailed

wage and demographic information for the

country’s entire private-sector workforce.

Tracking changes in wage policies that occur

after the birth of a CEO’s children allowed

Dezso to see clear cause-and-effect relation-

ships when a daughter was born to a CEO.

Having a daughter seems to ”flip a

switch“ in the attitude of male CEOs, says

Dezso, particularly if the daughter is also his

firstborn. It seems to increase the CEO’s

awareness of gender issues and prime him

to be more interested in fairness for women

in the workplace. These fathers of daughters

then paid more attention to gender equity

while managing their firm’s wage policies.

When a CEO’s first child was a daughter,

the wage gap in his firm decreased by a

whopping 5.5 percent. When the daughter

came later in the birth order, the wage gap

decreased by 4.2 percent. Having additional

daughters had less effect — more daughters

didn’t prompt CEOs to continue raising

salaries for women at their companies.

For more information about this research,

contact [email protected]. –RW

Hope Your CEO Has a DaughterDaughters increase awareness of gender equity study finds

Predicting — and Preventing — Turnover

Job satisfaction is a key factor in employees’

decisions on whether to stay or leave their

organization. But it’s not just how employ-

ees feel about the job now — it’s about

how their satisfaction has changed since

last week or last month. That change in

job satisfaction is a critical predictor of

whether an employee is headed for the

door, says Gilad Chen, professor of manage-

ment and organization. An employee whose

overall satisfaction decreases from a very high

level to a slightly lower level is more at risk of

leaving the organization than an employee

whose satisfaction increases from a very low

level to a moderate level — even though the

first employee was

more satisfied overall

during that time period.

Chen recommends that managers take the

temperature of employee satisfaction on a

regular basis, but especially when there is a

major event in a company — new leadership,

loss of a large client, a change in policies or a

new initiative. ”Think of any change as having

the potential to trigger a trend,“ says Chen,

who emphasizes that it is important to step in

to change downward trends quickly. ”Because

when things start spiraling downward, you

need to think about how to improve employ-

ee satisfaction before the downward trend

inspires them to leave.“ –RW

SUGAR!SPICE!

EVERYTHINGBETTER!


14


KnowledgeTRANSFER

His daughter did him particu-

larly proud this year. Ritu Agarwal,

Robert H. Smith Chair in

Information Systems and director

of the Center for Health

Information and Decision Systems

(CHIDS), was named a 2011-2012

University of Maryland

Distinguished Scholar-Teacher.

The honor goes to just four

Maryland faculty each year and

honors the rare combination of

outstanding scholarly accomplish-

ment with excellence in teaching.

Agarwal is a behavioral scientist

who studies the use and adoption

of information systems and impor-

tant IT-enabled phenomena such as

global software development and

IT strategy. Corporations have

found her work useful in develop-

ing practical organizational policies

related to IT use and adoption,

and also in IT governance and

implementation strategies. And

scholars around the world have

used her work to inform their own

research, making her one of the

most-cited authors in the field.

Agarwal’s students get the

benefit of her research, too, as

she strives to incorporate her lat-

est results into her classroom

teachings. She’s known for provid-

ing students with an environment

that encourages critical thinking

and develops their abilities to

assimilate complex concepts.

This isn’t always easy, even for

MBAs. But Agarwal cheerfully

asserts that it’s good for them. ”I

have learned over the years to

expect more of my students,“

Agarwal says. ”When you first

start teaching, you’re a little tenta-

tive. Over the years, you develop

your own style and realize you can

demand much more of them.”

Outside of class, Agarwal

invests a significant portion of her

time advising her MBA and Ph.D.

students on their career paths.

She’s been particularly successful in

guiding Ph.D. scholars who have

then gone on to excel in their own

academic careers. Like her father,

she is inspiring, encouraging and

advancing the aspirations of the

young people in her care.

Given her outstanding

research record, it was no surprise

that Argarwal was selected as the

incoming editor-in-chief for one

of the most important journals in

the field – Information Systems

Research. But in recent years she

has also grown interested in using

IT to address persistent social

problems, particularly in the field

of health care.

“Research with a capital R is

very interesting, but sometimes

you want to really have an impact,“

says Agarwal. ”The research that

we’re doing here [in CHIDS] is real-

ly going to change people’s lives.

That’s what got me started.“

Though this New Delhi native is

a confirmed big-city girl, Agarwal is

an avid hiker and mountain climber

in her free time. Climbing Everest,

at least up to the first base camp, is

on her to-do list, as is Mount

Kilimanjaro. Locally, she spends a

lot of time on the C&O Canal trail.

And like her much-beloved

father, she hasn’t lost one bit of

enthusiasm for her work. With

enough research ideas to keep her

busy for ”the next 20 years,“

Agarwal doesn’t plan to slow

down any time soon.

Agarwal will deliver her

Distinguished Scholar-Teacher lec-

ture on the digital future of

health and medicine, entitled,

“Bits, Bytes and Potions,” on

November 2 from 4 to 5 p.m, in

Van Munching Hall’s Frank

Auditorium. Alumni and the gen-

eral public are welcome to attend;

The event is free and no registra-

tion is required; a reception fol-

lows the event. –RW

Distinguishing Herself

Throughout her life, Smith professor Ritu Agarwal has always looked upto her father. Sudarshan Agarwal was governor of two states in India, asenior government official and an activist for important social causes.And he always encouraged Agarwal’s academic pursuits.


FEBRUARY 7, 2012

C.E. Andrews, McGladreyC.E. Andrews is president and CEO of McGladrey, an assurance,

tax and consulting firm. Andrews is responsible for helping the

firm further build its brand, talent and its share in the middle mar-

ket, while continuing its profitable growth. Andrews graduated

from Virginia Tech with a bachelor’s degree in accounting in 1974.

MARCH 6, 2012

Gary Loveman, Caesars EntertainmentCorporationGary Loveman joined the Caesars Entertainment Corporation, a

Fortune 500 company, as chief operating officer in 1998 and

drew on his extensive background in retail marketing and service

management to develop and implement the gaming industry's

most sophisticated and successful loyalty program, Total

Rewards. Today, Total Rewards boasts more than 40 million

customers. He was named CEO in January 2003. He holds a

Ph.D. in economics from M.I.T., where he was an Alfred Sloan

Doctoral Dissertation Fellow, and a BA in economics from

Wesleyan University.


15

[email protected]

THE 2011-2012 CEO@SMITH SPEAKER SERIES is ramping up with an all-star lineup. CEO@Smith isdesigned to present students at the Robert H. Smith School of Business the opportunityto learn about what it is like to be the CEO of a major company. The dynamic programreceives tremendous feedback each year. Last year’s speaker series was a huge success, with topicsranging from how to achieve entrepreneurial success, the ins and outs on owning a sports team, andwhat happens to satellites when they are no longer in use.The following CEOs will speak to students in Van Munching Hall as part of this year’s speaker series:

SEPTEMBER 13, 2011

Bob Moritz, PriceWaterhouseCoopersBob Moritz is the chairman and senior partner at PWC, having

been elected by the U.S. partnership to serve a four-year term

beginning in July 2009. Prior to that, he served as the assurance

leader of the U.S. firm from 2006 to 2009. He is a graduate of

SUNY-Oswego and certified by the American Institute of Certified

Public Accountants, the New York State Society of CPAs and the

New Jersey State Society of CPAs.

OCTOBER 18, 2011

Alan Wilson, McCormick & Co.Alan Wilson has served as chairman, president and CEO of

McCormick and Co. since 2008. He joined McCormick in 1993

and has served a variety of roles within the company, gaining an

understanding of the different facets of McCormick operations

from supply chain to leadership of various business units. Wilson

earned a bachelor’s degree in communications from the

University of Tennessee in 1980.

NOVEMBER 15, 2011

Al Carey, Frito-LayAl Carey is the president and CEO of Frito-Lay North America,

where he leads PepsiCo’s $13 billion snack and convenient foods

business. Carey was appointed to his current position in June

2006. He previously served as president of PepsiCo Sales, respon-

sible for PepsiCo’s sales and customer management for retail,

food service and fountain businesses. Carey graduated from the

Smith School in 1974 and is a member of the University of

Maryland Board of Trustees.

CORPORATE Partners➠

➠

CAREY

If your CEO is

interested in

participating

in the 2011-12

CEO@Smith

speaker series,

contact

Susan Moon,

301.405.9455.

Employees Content Connectivity Contact: Susan Moon, director of corporate relations, at [email protected] or 301.405.9455.Get Engaged



TOPOF HISGAME

Ed Snider ’55 turned his passion for hockey into a sports empire.

Picture this: It is May 1974. Two million jubilant,screaming, pennant-waving fans crowd thestreets of Philadelphia to cheer the PhiladelphiaFlyers, the first expansion team in NHL history towin a Stanley Cup. Broad Street is so crowded ittakes the team three hours to make the short tripfrom the Spectrum arena to Independence Hall.

SmithBusiness feature_F11:Layout 1 8/26/11 6:05 PM Page 16

17


TSMITH BUSINESS O FALL 2011

oward the rear of the motorcade, riding in aseat of honor, is Smith School alumnus EdSnider ’55. Today he is chairman of ComcastSpectacor, a Philadelphia-based sports andentertainment company that owns thePhiladelphia Flyers of the NHL; the WellsFargo Center; the regional sports networkComcast SportsNet; Global Spectrum, an inter-national facilities management company;Ovations Food Services, a provider of food andbeverage concessions and catering at publicassembly facilities; New Era Tickets, a full-serv-ice ticket provider; Paciolan, the leadingprovider of ticketing solution software; andFront Row Marketing Services, a specialist increating ancillary income from the sale ofsponsorships, advertising and premium seatingat public assembly facilities. He was recentlyelected to the U.S. Hockey Hall of Fame.But back then he was just a guy with a lot

of drive and a brand-new team to manage.Snider didn’t make a fortune and then buy ateam to play with. He staked his future on alittle-known sport because he had a passion forit. That passion — and some serious businessskills — propelled him to the position heoccupies today: an acknowledged giant in thesports management industry.

E dward M. Snider, a native of Washington,D.C., was an entrepreneur from the get-go.

But when he graduated from the Smith School(then called the College of BusinessAdministration), he didn’t immediately headfor the world of sports. He took his CPA examand dutifully went to work for a one-manaccounting firm. It was a pretty good job for anew graduate. During his first week he did the

books for an Esso gas station in nearbyKensington, Md., and noted that the ownerwas making about $25,000 a year.

Snider, whose salary was $5,000, went tohis boss and asked, “How long until I’m mak-ing $25,000?”

After some thought, the boss allowed thatif Snider was a good employee, he could con-ceivably be a partner in the business in fiveyears, and sometime after that might find him-self earning $25,000.

“I’d rather have a gas station,” Snider toldhim. That was the end of his accounting career.Instead, he went to work for the little super-market chain in which his father was a jointowner. But that didn’t last very long either.When Snider asked one of the owners for araise to recognize his early success, the mantold him that doing so would cause too muchof a gap between Snider’s salary and that ofother owner’s sons also working in the chain.

That didn’t sit well with the driven andindependent young man: “So my career isdependent on theirs?” Snider quit that job, too.

But around that time, he and a buddy gotwind of a warehouse full of 45s, overruns fromColumbia Records. They bought the lot andsold them in the supermarkets, and then startedstocking them in drugstores. Soon they wereselling records all up and down the East Coast,creating record departments in drugstores,supermarkets and discount shops. When henoticed that there were other folks around thecountry with the same idea, he invited them toform an association for record distributors (theNational Association of RecordMerchandising, now in its 50th year).

The business was going well and growingfast. But Snider, now in his mid-20s, found the

18



“Sports has to be treated like any other business. People forget that sometimes. On theone hand, we want to win. On the other hand, we’ve got to try to make money. Thosetwo things can be incompatible, particularly in today’s world when salaries are so high.You’ve got to make sure you put a winner on the ice or on the court. But salaries areastronomical, so you’ve got to balance winning a game with not losing a fortune. That’swhy the NHL had a lockout and lost a whole year. “We took what we knew really well and grew it in other areas. The motivation for each

of these entities was to have a good company that made money, to balance out leanyears with our sports team. “In the old days, people bought a ticket and came to the game. Now it’s much more

than that. The Spectrum was a wonderful arena, but it had only 12 suites. With this build-ing now, we’re in the hospitality business, with suites, club boxes. We’re serving dinner,making sure people are entertained properly. Unfortunately, because of the economics ofsports, the cost of coming to a game is much higher than it was. When I started, the bestseats were $5. It bothers me that the cost is as high as it is, but unfortunately it is a com-petitive world and we have to keep up with what other teams are doing.“The good news is that sports is the one live-action event that people want to see as it

is happening. Therefore we’re much more valuable to all the media properties than otherkinds of entertainment. That’s a good, good thing for the future.” — ED SNIDER

SPO

RTS A

S A B

USIN

ESS

“In the old days, people bought aticket and came to thegame. Now it’s muchmore than that.”

record distribution business too much, at leaston a national level. He sold out and startedlooking for another venture.

I n 1963 that next opportunity arrived, in theform of a minority ownership in the

Philadelphia Eagles. Snider moved north towork as vice president and treasurer of theEagles for the 1964 season. In 1966 he gotword through a professional contact that theNational Hockey League was going to offerexpansion teams to six cities, and Snider wasimmediately taken with the idea of a franchisefor his adopted hometown. He loved the ideaof growing a team from the ground up. And hehad recently fallen in love with hockey. It wasfast; it was tough; it took serious skill but also

benefitted from a bit of luck. It was, in fact, asport that perfectly fit Ed Snider’s approach tolife and business.

So he and Eagles majority owner JerryWoman approached the NHL to float an idea:If he could get an arena built in Philadelphia,would the city have a real chance at gettingone of the new expansion teams?

Yes, came the answer. Snider eventually soldhis stake in the Eagles and became a drivingforce behind the construction of the Spectrumarena. In 1966, Snider’s group was awarded thefranchise, and the Philadelphia Flyers playedtheir first season in 1967.

The team started out on shaky financialfooting, and for a while Snider wasn’t surewhether this risky venture would succeed. At

(Story continues on page 22)

19


Tyrone Brooks ’96Director of Baseball Operations,Pittsburgh Pirates

WHAT I DO Oversee the day-to-day managing of

the baseball operations department, including

MLB rules compliance, contract negotiations, pro

scouting, evaluating our minor league system,

non-Latin American scouting and department

budgeting. This year I scouted players in Taiwan,

Korea and Japan.

EDUCATION Majored in accounting and market-

ing, worked as a photographer for The

Diamondback and the Terrapin Yearbook.

TURNING POINT Trainee program called the Career

Initiative Program, created by Baseball Hall-of-

Famer Hank Aaron, senior vice president for the

Atlanta Braves.

KEY PLAYER Smith faculty member Nile Webb

wrote my letter of recommendation.

1996 Hired full-time with the Braves after just six

weeks.

2000 Started scouting for the Braves, Midwest ter-

ritory — Missouri, Kansas, Iowa, Nebraska, North

Dakota, and South Dakota. “You truly have to be a

self-starter. You have to travel, and most of that by

car. I was driving 60,000 miles a year. I listened to a

lot of talk radio. And baseball games!”

2002 Moved back to the front office running the

minor leagues; was exposed to general operations,

negotiations, contracts; rose in the organization to

director of baseball administration.

2007 Became Cleveland Indians pro scout and

moved to San Francisco; travelled 180 nights a

year.

2010 Joined the Pirates.

BIG REWARDS 10 straight division championships

(1996-2005) with the Atlanta Braves.

BIG CHALLENGE “We don’t have the revenues that

you have in New York or Boston, so we definitely

have to be creative in our approach to building

long-term success. What players are undervalued

in the marketplace, what can we do to build a core

of players that have lower acquisition cost and that

will let us field a winning team. … It’s been 18

straight years since we’ve had a winning season. I

want to develop a winning product every year.”

BIG TIP Network, network, network, and be willing

to do even the most menial, lowest-paying jobs if

you really want to break into the business.

“Internships are so important in this business.”

Tyrone Brooks lives in Pittsburgh, Pa., with wife

Stephanie and daughter Olivia. Reconnect with

Tyrone through SmithConnector.

How I Got Here

20


eWant to break into the baseball industry? Find an internship, work really hard and then net-work, network, network.

That was the advice given to Smith students at the Baseball Industry Network networkingnight on April 25, hosted by Tyrone Brooks ’96, director of baseball operations for thePittsburgh Pirates. Brooks brought together a wide variety of baseball professionals who advisedthe audience of undergraduates and MBAs about what it really takes to break into the sport.They described an obsessively networked industry in which connections are key.

Internships, the group agreed, were an important way to get your foot in the door with most sports organizations. Matt Klentak, now director of baseball operations with theBaltimore Orioles, started his MLB career as an intern paid $6 an hour, working as a land-scaper on the side to make ends meet. But that internship eventually landed him a job as a scout for the Atlanta Braves.

Working for a team in any capacity, even the most menial internship, allows hopefuls achance to see if they really want to devote their lives to the high-stress, high-energy environ-ment that makes professional baseball happen. Interns are low-paid and the work isentry-level. But organizations notice great workers and invest time in developing their skills,said Rachel Fink, human resources and recruiting manager for Ripken Baseball. “We evenhelp with resume-building and interviewing skills.”

“If you’re a good intern,” said Catherine Silver, executive director of ballpark enterprisesand guest services for the Washington Nationals, “we will find a job for you, either in ourorganization or with another team. We take care of our own.”

The panelists identified the traits they thought made people successful in the profes-sional baseball industry: an even temperament, because dealing with the games and thepublic brings enough emotional drama of its own. Adaptability, because teams often chooseto keep young interns because of their drive and work ethic, and will set them in whateverstaff position becomes available. And a passion for baseball — because, as Klentak said, ifyou didn’t really love the game, you’d never survive the punishing schedule and low pay asyou worked your way up the ladder.

The panel presentation was the final event of the day, which also included networkingreceptions and a presentation by Brooks in the afternoon.

Smith alumnus Brooks is also founder of the Baseball Industry Network. Brooks noticedthat there were a number of baseball professionals on LinkedIn who weren’t connected toone another. He started a LinkedIn group and began inviting his professional connections tojoin, and today the group has more than 8,000 members.

Brooks hopes the Baseball Industry Network will continue to grow and provide oppor-tunities for others hoping to work in professional baseball. Many open staff positions inbaseball organizations are never even posted, Brooks pointed out, because baseball pro-fessionals reach out to each other to fill open spots. “In baseball, it’s not a case of whoyou know — it’s who knows you,” said Brooks.

(It’s Who Knows You)

I

“In baseball it’s nota case of who youknow — it’s whoknows you.”


21



one point he had to mortgage his home to paythe bills. Things looked particularly bleak at theend of the team’s first season, when a portionof the Spectrum’s roof came off during a stormand the city closed the arena for the last eightgames of the season.

“We had to play our final home games onthe road,” remembers Snider. “And I had torefund money that I didn’t have to ticket hold-ers. Those games were near sold out.” But alast-minute save came from an unexpectedsource. “The bankers who’d loaned me themoney to buy the team were hockey players incollege; they came in and said, ‘How much of aproblem do you think you have?’ I told them Ineeded about a million dollars. And it was inthe bank the next day.”

Fortunately, it wasn’t long before bothSnider and the team began to prosper. By 1971,Snider owned the Spectrum. In 1974, he cre-ated Spectacor, a management company tooversee the Spectrum and the Flyers. That yearthe Flyers became the first expansion team towin the Stanley Cup. They repeated the win in1975. Spectacor started or acquired a dozensports- and arena-related businesses — in ticketsales, concessions, arena management, cable tele-vision sports networks. In 1996, Snider built theWachovia Center, a $210 million state-of-the-art arena (virtually without public money, anevent so rare in professional sports as to benearly nonexistent). The same year Spectacormerged with Comcast — Snider acquiring thePhiladelphia 76ers, who had been his tenants atthe Spectrum for years, as part of the deal — toform Comcast-Spectacor, which managed theWells Fargo Center; the Spectrum; the Flyers;

the Sixers; and the Philadelphia Phantoms, theFlyers American Hockey League affiliate.

The arena management business, nowwildly profitable, grew almost as a side activity.People kept asking Snider about how he gotthe Spectrum to be such a success — in itsheyday it was the most profitable arena in thecountry — and he figured he might as wellcharge people for the advice. And the incomefrom the other businesses meant he didn’t haveto try to squeeze his profits out of the team.

Was that his strategy? “It wasn’t exactly astrategy,” Snider confesses. It was more aninstinct.

But if Snider doesn’t have a strategy, he doeshave a guiding principle — one imparted

to him by an auditing professor during his timeat the Smith School.

The professor had been a high-poweredexecutive with PriceWaterhouseCooper, whogot tired of the constant travel and the timeaway from his family and decided to leave itbehind for a less lucrative but slower-pacedteaching career. “He told us just know whatyou want. He wasn’t telling us not to be richor ambitious — just to be sure that our choicesreflected what we really wanted.”

Snider is a savvy businessman, but he hasalways let his business decisions be guided bythat greater principle. For instance, over theyears he’s had numerous opportunities to buyback into the Philadelphia Eagles. Football is alot more lucrative than hockey, so it wouldhave made good business sense. But the NFLdidn’t allow its owners to own multiple sports

22

Ed Snider, center, with iconic Flyersplayers--team captain Bobby Clarke,far left, and goalie Bernie Parent, farright--and minority owners F. EugeneDixon Jr., middle left, and Joe Scott,middle right, after the team's 1974Stanley Cup victory.



teams at the time. If you own a football team,you can only own a football team. That wouldhave meant selling the Flyers. And that wasnever an option because Snider loves the Flyers.“I’ve been there from the beginning,” he

explains. “I worked with the designer on thelogo. I picked the team’s colors.”He loves the organization’s people, too. The

worst moments during his career, says Snider,were the deaths of Flyers players — BarryAshbee, of leukemia, and Pelle Lindbergh, in acar accident. Many of his employees have beenwith him for years, like a close-knit andextremely loyal family.He even loves the fans — difficult and con-

tentious though Philadelphia fans are known tobe. “Every guy in every bar knows more than Ido,” Snider says. “I’ve been doing this since1964 if you count football. For 47 years. And Istill have a good relationship with thePhiladelphia fans. I learned early on that thefans are really smart, and they really care. Youcan never B.S. the fans, and I never have.”The city of Philadelphia loves him in

return. Sports team owners are often reviled,but Snider is revered. No owner inPhiladelphia has gotten such respect since base-ball’s legendary Connie Mack. He is an iconic,instantly recognizable figure, whether cheeringhis Flyers, courtside at a 76ers game, or at char-itable events around town. Snider is known forquietly influential philanthropy, supporting

Jewish organizations, medical research and ahost of other causes that have captured hisinterest over the years. But it is the Ed Snider Youth Hockey

Foundation that has his name, and his heart. “Iwant this to be my legacy,” Snider says. Thefoundation provides inner-city Philadelphiakids with daily on-ice programs. The ice timeis a reward for going to school and completingtheir homework assignments. Kids actually signa contract to that effect when they join theprogram. Along with hockey, they get a healthydose of tutoring and life skills help from foun-dation staffers and volunteers.

Some of that help is as simple as learningthe right way to introduce yourself, which kidspractice before and after games. (For therecord: Look the other guy in the eye andsmile as you say your name. Firmly shake hishand.). It’s the kind of simple, useful skill thatmight help a young person get his or her firstjob, says Snider. Ninety-six percent of kids whoparticipate in his programs tend to stay inschool from grade to grade, in neighborhoodswhere that average runs less than 50 percent.It’s a figure that Snider is justly proud of.But if education and making a better life

for inner-city kids is his main goal, then whyhockey? Why not just start a tutoring program? Snider laughs. The question almost isn’t

worth asking. Hockey changed his life. Whywouldn’t it change everyone’s? SMITH

23Below: Ed Snider, far right, and member of the Flyers organization with children from the Ed Snider Youth Hockey



24

For a University of Maryland student with an interest in sports, the Smith School is theperfect place to be. The Sports Management Fellows program at Smith gives students the opportunity to

learn about the diverse careers in the sports industry. While many schools have sportsprograms, most are not housed in the business school: “That’s a huge selling point for theprogram,” said faculty champion Phil Evers.The program is designed to teach students that there is more to the sports industry than

working for a specific team: “The intent is to show students how each of the functionalareas apply within the industry. The program is about the business side of sports, not theon-the-field side,” said Evers, an associate professor in logistics, business and public policy.“We show the students that there are a lot of ways to be involved in the sports industrybecause it’s pretty hard to work for a team.”Fellows students hear from and network with top industry executives as an introduc-

tion to the industry. They go to a game at the Verizon Center in Washington, D.C., toexplore the advertising and sponsorship side of the industry and learn exactly what itmeans to have a company’s name on the scoreboard or in the ice. They also visit anUnder Armour distribution house to see how sports apparel plays a role in the industry.In addition, students learn about concession firms, hear about facility operations, and

are visited by state officials who discuss why Maryland supports the business of sports.They get a peek into the law aspect of sports, too. One of the highlights, according to Evers, is when the university’s Department of

Intercollegiate Athletics talks to the fellows: “Each associate director talks about theirpiece of the pie, whether that is finance, marketing or internal operations. The studentsseem to really enjoy this part of the program.” — JB

SPORTSMANAGEMENTFELLOWS

“We show students thatthere are a lot of waysto be involved in thesports industry becauseit’s pretty hard to workfor a team.”


tell me morewww.airproducts.com/careers© 2011 Air Products and Chemicals, Inc. (33673)

Dream Big.

Eduardo Mihura looks pretty happy with life, and why

shouldn’t he? He works for Air Products—the world’s only

combined gases and chemicals company with sales in excess

of $9 billion, operations in more than 40 countries, and over

18,000 employees.

Eduardo is playing an important part in keeping

Air Products the number one supplier of hydrogen in the world

and at the leading edge of sustainable fuel development.

Since Eduardo left the University of Maryland as an MBA

graduate, he has been involved with advancing clean energy

technologies, capturing CO2 emissions from fossil fuels, and

even helping to develop a solar farm at Air Products’ Lehigh

Valley headquarters in Pennsylvania.

Not a bad start for a Smith MBA who is using his

Marketing and Strategy concentration to his best advantage,

and there’s plenty more like him at Air Products. Our

relationship with the Smith School of Business is in its 12th

year, with graduates filling positions in finance, marketing and

new business development.

Oh, and Eduardo gets to take his turn in one of the advanced

technology Hydrogen Fuel Cell cars out on the road today.

So “Dream Big” like Eduardo and your fellow Terps at

Air Products. Fear the Turtle!


SMITH BUSINESSES

to Watch ForSPOTLIGHT: KEVINSTREETE MBA ’10LUXURY BY DESIGNWhen Kevin Streete beganhis Smith EMBA program,he was a doctor. A little lessthan two years later, he graduat-ed from the program as a fash-ion designer. Always a creativeperson, Streete found the inspi-ration he needed in his classesand from his cohort at Smith,leading him to launch KevinStreete Luxury by Design.

Streete grew up in Jamaicawhere he watched his grand-mother design and createschool uniforms and otherclothing that he wore. Thisfueled both his creativity andhis love of fashion. He started aT-shirt venture in 2006, butnothing was getting done. Sohe enrolled in the SmithEMBA programs and ended updeveloping a business plan forhis fashion design companywith three classmates.

“The concept of the linewas conceived during theentrepreneurship ActionLearning Project class,” Streetesaid. “We spent an enormousamount of time and effort kindof birthing this thing; by theend of the program I realizedthat this could be viable. I realized it could be a greatopportunity.”

Streete designs one-of-a-kind dresses that are custom-made for each client. The entireline is built around social valuecreation.

“We see a lot of people aresaying we are giving 5 percentor 10 percent of our money tothis charity or this cause. I lookat myself as building my com-

pany around those causes,”Streete says. “This line is abouttrue social value creation, builtabout caring for people andcaring for the earth as well.”

He went to Haiti after theearthquake in January 2010 tooffer medical relief and realizedthat the people there couldonly get back on their feet ifthey could work: “I remembergiving a guy $20 and he gave itback and said, ‘No, we don’tneed your money. We needfood and we need jobs.’”

So, he found a group of

seamstresses in Haiti to sew hisdesigns.

“Because of the French con-nection with Haiti, there aremany certified couture seam-stresses,” he explained. “Themoney goes directly to theindividual sewing the dress,allowing them to become anentrepreneur on their own. It’s

not about paying them $2 anhour; it’s about paying themsomething truly competitive.”

In addition to providing jobsfor seamstresses in Haiti, Streeteis also building his line in asocially responsible way bymaking sure his fabrics are fairtrade goods: “I want to makesure that when this fabric istraced to the farm it came fromthat those people can say theywere treated fairly. Not just theseamstresses who sewed thegown, but all the way to wherethe cotton was grown.”

This business model is trick-ier, Streete said, because not allfair trade fabrics are suitable forcouture gowns and at the endof the day a dress has to lookand feel good if someone isgoing to wear it.

His dresses have been a hugehit already. Up-and-comingsinger Carolyn Malachi, a 2011Grammy nominee, has wornStreete’s designs: “I was fortu-nate enough to meet CarolynMalachi in the barbershop I goto. She needed a dress for anevent celebrating Sierra Leone's50 years of independence, so Idesigned one for her.”

Streete is participating in the2011 Atlanta Fashion Week. Hesays he still leverages his con-tacts at the Smith School andappreciates the great platformthe EMBA program providedhim for launching his line. –JB


Connections

26

Connect: Kevin Streete lives in Bowie, Md., with his wife and

two daughters. Connect with him on SmithConnector.com.


Bob Johnson ’80 has a very, very neat office at the

top of the Sprint Nextel building in Reston, Va. His

office in Kansas City is equally tidy. Johnson, chief serv-

ice officer for Sprint Nextel, says that with responsibility

for 40,000 employees and

the care of 50 million cus-

tomers, he doesn’t have the

option of being disorganized.

This extremely disciplined

approach to his work is part

of Johnson’s recipe for suc-

cess. When Johnson was asked by CEO Dan Hesse to

assume his current position, he knew he was taking on

a serious challenge. Sprint’s customer service was the

worst in the telecommunications industry, and earlier

efforts to fix the problem had proved fruitless. Sprint

had gone through five senior care executives in the

previous 16 months.

Johnson knuckled down and tackled the issue

from two perspectives — addressing problems

”upstream“ and ”downstream.“ Upstream problems

were the ones that got customers calling their service

number.

“When you have a problem with your phone or

your bill, the first thing you do is get mad, and the sec-

ond thing you do is call customer care. So we worked

to eliminate those pain points. If you eliminate enough

‘pain points,’ customers have no reason to call you in

the first place,“ says Johnson. ”We had a list of 47 pain

points, and I had a fully drawn action plan for each of

them, with owners, actions and accountabilities.“

Eliminating those pain points involved every aspect of

the business, from how to make customer bills more

predictable to how to make products and devices more

user-friendly. On the other side of the problem, the

downstream side, Johnson worked on improving cus-

tomers’ interaction with Sprint service agents.

The results were remarkable. Sprint went from hav-

ing the worst customer service in the industry to being

first in the American Customer Satisfaction Index, a

national economic indicator that measures customer

satisfaction on a scale of 100.

That means good things for the organization, says

Johnson: ”Technology advantages are not sustainable.

Sprint was the first with 4G technology, but then every-

one else followed. The one thing that is sustainable is a

quality customer care organization and a good cus-

tomer experience.”

Despite his heavy workload, this self-described

”Terpaholic“ has stayed in close contact with his alma

mater. As chair of the Smith School’s Advisory Board,

Johnson has been instrumental in helping the board

meet a $10 million challenge for the university’s GreatExpectations campaign and helped establish a newAdvisory Board scholarship fund. He was honored with

the Smith School’s Distinguished Alumnus Award for

2011, given by the alumni association. Johnson gave

the Smith School's winter commencement address last

December. –RW

27


Connect: Reconnect with Bob Johnson

through SmithConnector.

60 SECONDS WITH…Bob Johnson ‘80

Smith Alum TakesSprint Nextel ”from

Worst to First”



28

Connections

[email protected]

’70sGary Applestein ’79, formerly ofthe Baltimore office of MacKenzieCommercial Real Estate Services,joined Colliers International in itsrebranded Columbia, Md., office.

Dallas R. Evans ’74 was named tothe board of directors for theChildren's Guild Institute. Evans, alicensed real estate executive, hasmore than 20 years of entrepre-neurial and executive managementexperience in commercial, govern-ment and residential real estatedevelopment, minority businessdevelopment and financial manage-ment.

Marty Furman ’76 was hired as thefirst chief operating officer for ToyoTire USA Corp. Furman, mostrecently COO of Pentel of America,will oversee Toyo's technical servic-es, sales, marketing and pricing.Furman also has extensive manage-ment experience with Procter &Gamble, Avery Dennison andTrojan Battery Co.

Kevin G. Quinn MBA ’79 is directorof Theranostics Health Inc. TheRockville, Md.,-based developer ofdiagnostic tests that facilitate per-sonalized cancer therapies complet-ed separate rounds, taking in $1million from a single investor in oneas well as $515,000 from sixinvestors in another round.

’80sBrandt Boyle ’88 operates out ofLeading Edge Aviation’s Marylandoffice. He has completed numer-ous transactions spanning thesmall-, mid- and large-cabin air-craft marketss—from Citations toHawkers to Gulfstream and GlobalExpress aircraft. Prior to his careerin business aviation, Brandt sold alltypes of communication equip-ment for Motorola Inc.

Tom Bradley ‘80 is executive vicepresident and CFO of FICO andwas listed in the Irish America’sAnnual Business 100, a celebration

of Irish-American corporate success.He joined FICO as executive vicepresident and CFO in April 2009.Previously, he headed NorthAmerica Operations for ZurichFinancial Services, a firm he joinedin 2004 as CFO for North America.Before that, he was executive vicepresident and CFO for the St. PaulCompanies.

Darlene Duchene ’81 recentlyopened Fish Window Cleaning, serv-ing the Annapolis area.

Philip Facchina ’83 has joined wasappointed to the Board of Directorsof Web.com Group Inc. Facchina ispartner and chief operating officerof Ramsey Asset Management, a$500 million long/short hedge fundserving institutional investors, andhe also manages Ramsey’s market-ing and investors relations, andcommunicates regularly with insti-tutional investors. Prior to joiningRamsey, Facchina spent approxi-mately 10 years with FBR CapitalMarkets serving as senior managingdirector and group head of theFinancial Sponsors, TMT andHealthcare groups within FBR’sInvestment Banking unit.

Chris Garabedian ’89 has beenappointed as CEO and president of AVI Biopharma. Garabedian, who has served as a director sinceJune, will continue as a member of the board.

Robert Hunkeler ’81, MBA '85, isvice president of investments forInternational Paper. He is responsi-ble for the investment direction ofIP’s $9 billion in pension, savingsand other plan assets. Prior to join-ing International Paper, he wasAssociate Director – FundsManagement and Financing atSandoz Corp. where he wasresponsible for pensions, cashmanagement and other financeactivities. Hunkeler lives with hiswife, Yvonne, and two sons,Matthias and Thomas, in NewCanaan, Conn.

Jordan Luhr, MBA ’86 is executive

director of the North Shore SeniorCenter, which serves older adults in23 communities and is one of thefirst senior centers accredited in theUnited States.

Rob McGovern ’83 founded theInternet job search siteCareerBuilder.com, in 1995, whichgrew into a $150 million companyby the time he sold it seven yearslater for $680 million. After takingtwo years off, he launched TysonsCorner-based Jobfox.com, a top-fivejob search site that goes beyond list-ing jobs to matching suitable candi-dates with companies seeking tohire. McGovern, 49, is author of”Bring Your 'A' Game: The 10 CareerSecrets of the High Achiever.“ He hastwo children — Grant, 16, andMeghan, 11 — is divorced and livesin Potomac.

Jay C. Nadel ’80 is an independentconsultant in the financial servicesindustry and serves as chairman ofthe board of Englewood Hospitaland Medical Center.

Andrew Petrik ‘85 is vice presi-dent and controller of Ciena Corp.He joined Ciena in July 1996 ascontroller and was promoted tovice president in August 1997.

Sharon Siegel ’86 was named chiefmarketing officer of Atrinsic Inc.

David Stern ’89 is executive vicepresident and chief financial officerof A.C. Moore Arts and Crafts Inc.Most recently, Stern served as thedivisional vice president, FinancialPlanning and Analysis forColdwater Creek Inc., the NASDAQ-traded specialty retailer withapproximately 350 retail stores in48 states.

’90sTyrone Brooks ’96 joined thePittsburgh Pirates front office asdirector of baseball operations inDecember 2009 to assist withmanaging the day-to-day opera-tions of the baseball operationsdepartment. He handles major

league transactions and rules com-pliance, budgeting, contract nego-tiations and assists with playerevaluation of its major league teamand minor league system.

David L. Collier ’87 MBA, ’92, ischief development officer and act-ing vice president of HumanResources of Proteus. He joined thecompany in 2009 as chief financialofficer. In this role, he oversees allcorporate financial operations andis providing the necessary strategyand plans to support growth asProteus moves into a mid-sizedcompany. Collier enjoys spendingtime with his wife, four childrenand son-in-law.

Mark S. Dubrow ’94 was appoint-ed as executive vice president andchief financial officer of ArchipelagoLearning Inc.

Jay Elfman MBA ’90 has joined theGeorge & Company team of merg-er and acquisition advisers in therole of managing director. Elfmancomes to George & Company afterselling his interest in X Cafe LLC, amultimillion-dollar coffee roastingcompany. He has more than 25years of experience in financialanalysis, sales and marketing.

Jeffrey Goodell MBA ’96 has beenpromoted to vice president of gov-ernment affairs for JetBlue AirwaysCorp.

Keith Gregg MBA ’93 is chairmanof JRG Ventures, a multinationalretained business development andcorporate growth strategy firmspecializing in life sciences, HealthCARE, Health Care IT, and noveldisruptive Information Technology.JRG’s client portfolio encompassesstartup ventures to multinationalcorps.

Mary E. Gross ’92 was appointedto the Board of Unity Bancorp.Gross is a partner and founder ofHuman Edge Resources, LLC., amanagement and human resourcesconsulting firm. She is also currentlyworking for The Wharton School,

Alumni Notes


[email protected]

University of Pennsylvania, as thedirector of career managementservices for the Wharton MBAProgram for Executives.

Charles Reed Magness Jr., MBA’92 has been appointed programdirector of Net Centric Capabilitiesin the Intelligence Systems divisionfor Northrop Grumman. Magnessbrings more than 25 years of expe-rience in program and businessarea management, strategic devel-opment and planning, operations,new business acquisition, systemsengineering, and government con-tracting to his new role.

Beatriz Perez ’91 has beenappointed as chief sustainabilityofficer for Coca-Cola. She will beresponsible for integrating Coca-Cola's myriad sustainability initia-tives, which include water conser-vation, climate protection andrecycling. Perez will oversee a newglobal office of sustainability, whichwill be responsible for establishingthe company's sustainability strate-gy, setting high-level goals andcommitments, assessing invest-ments and managing partnershipsand projects.

Usman Shakir ‘97 has beenappointed as vice president offinance for Berico Technologies.

Jerry E. Sheridan MBA ‘96 hasbeen elected to the position of vicepresident and chief operating offi-cer for the AmeriGas Propane Inc.

Jacob Silverman ’92 was namedleader of the Investment BankingSegment for Duff & Phelps Corp.

’00sReena Aggarwal ’04 has beenappointed as a director on the FBRCapital Markets Corp. Board ofDirectors.

Noah Ari Kaufman MBA ’06 is anaccountant for the Department ofHomeland Security/U.S. Citizenshipand Immigration Services. In hisrole, he analyzes, documents, mod-

ifies, and provides answers to ques-tions on financial management pol-icy and procedures, serves as thelead trainer that creates and deliv-ers training on financial manage-ment and other topics, and workson payment and other systemimplementation.

George Ashton MBA ‘06 wasappointed as a member of theboard of directors of the MarylandClean Energy Center.

Dax Basdeo PhD ’06, has beenappointed as chief officer of finan-cial services in the Ministry ofFinance, Tourism and Developmentof the Cayman Islands.

John Bragger MBA ’04 has joinedthe North Highland Company, aninternational consulting firm, in itsPhiladelphia-area office. Bragger isa manager and will focus in theareas of business intelligence andstatistical analysis. Previously, hewas a senior marketing analyst withComcast.

Jon Chapman, MBA ’07 is co-founder of EverFi. He is responsiblefor all product development, designand strategy involving all of EverFi'splatforms.

Linda Gooden ’06 was appointedby President Obama as a memberto the President’s National SecurityTelecommunications AdvisoryCommittee. Gooden is executivevice president of Lockheed Martin’sInformation Systems & GlobalSolutions business area and an offi-cer of Lockheed Martin. Prior toassuming her current role, Goodenwas executive vice president ofLockheed Martin’s InformationTechnology & Global Services busi-ness area, and before that she waspresident of Lockheed MartinInformation Technology. She alsoserved as vice president ofLockheed Martin’s SoftwareSupport Services unit from 1994. In2008, Gooden was inducted intothe Maryland Business Hall of Fameand named to Corporate Board

Member magazine’s Top 50 Womenin Technology. She was selected in2007 as Executive of the Year bythe Greater WashingtonGovernment Contractor Awardsand in 2006 as ”Black Engineer ofthe Year“ by U.S Black Engineer andIT magazine. Ms. Gooden was fea-tured as one of Black Enterprisemagazine’s ”100 Most PowerfulExecutives in Corporate America“for 2009 and as one of Savoy mag-azine’s ”100 Most Influential Blacksin Corporate America for 2010.“

Nigel Greaves MBA ’04 appearedon CNN in January 2011. He hasbeen working on a documentaryabout streets named after the Rev.Martin Luther King Jr.

Chen Huang MBA ‘05 has beenappointed the managing directorof investment & advisory in Chinafor Thomson Reuters. In this newrole, Huang will be responsible fordriving the China strategy for all ofthe Investment & Advisory busi-nesses: Investment Management,Wealth Management, InvestmentBanking and Corporate Services.

Leah Jones ’02 has been appointedas Marketing Manager for XMLFinancial Group, and is responsiblefor overseeing the firm's socialmedia campaigns, seminars andother marketing initiatives.

Adrian B. Kutko, MBA ‘00 is man-aging director of consulting forLynx Investment Advisory, LLC . Headvises both institutional and highnet worth clients for Lynx. Hisresponsibilities include asset alloca-tion policy, portfolio constructionand manager due diligence. Hehas over 15 years of broad-basedinvestment and client service expe-rience.

Daniel Mannes MBA ’03 is a seniorresearch analyst who covers thealternative energy sector forAvondale Partners, LLC. Prior to joining Avondale, Mannes was aprincipal financial analyst withConstellation Energy's treasury

group, based in Baltimore. He alsoserved as senior analyst at FirstAnnapolis Consulting.

David Mayer, MA ’02, PhD ’04, theBank One Corp. Assistant Professorof Business Administration at theRoss School of Business, was hon-ored as one of the Ross School’s out-standing faculty members for2011.Gallery in Washington, D.C.

Benjamin Offit ’09 finished No. 2in the East Coast as a first-yearfinancial adviser for NorthwesternMutual Financial Network. He washonored in New York City at theMarriott Marquis for his accom-plishment.

Jonathan Powell, MBA '01, a senior program manager at CACI,was interviewed by Black Engineermagazine.

Angela Pueschel ’07 has joinedthe Reznick Group's Baltimoreoffice and national marketing teamas the new Baltimore marketingmanager. She most recently was amarketing and business develop-ment program manager with Ernst& Young.

Rajesh Rai ’01 joined the IndiaInnovation Fund as CEO in 2010.

Melody Vaughn ‘00 is responsiblefor administrative operations ofclient accounts at Lynx InvestmentAdvisory, LLC, including the openingand closing of accounts, transfer ofassets and document managementfor each client. Vaughn also assistswith the operations of each of Lynx'sfunds as well as for Lynx InvestmentAdvisory. Prior to joining Lynx in July2007, Vaughn worked as a premierclient manager at Bank of America,managing clients' borrowing andinvestment needs for six years.

’10sNarayan Krishnaswamy MBA ’09,Bakta Salla MBA ‘10, and VenkyNalluri MBA ’11 started an IT con-sulting firm in India, KNSTechnologies Ltd.

29



Connections

30


Alumni Events

Smith alumni know how to enjoy the

summer, whether on land or sea. Send us

photos of your alumni get-togethers to

[email protected]!

Smith alumni enjoy Bullpen Party at Camden Yards with Oriole Bird.

Associate Dean Pat Cleveland and husbandGordon Cleveland with Smith alumna Mian Qin’10 and her parents on the Smith School’s firstalumni cruise on May 22, 2011.

Brian Holt ’91 and family with the Oriole Bird during SmithAlumni Night Bullpen Party at the Orioles at Camden Yards –Orioles vs. Yankees, on May 18, 2011.

Amanda Ruderman ’10,Anthony Moskunas IV ’04,MBA ’10, Director of AlumniPrograms Rosetta Clay, andSusan Deckelboim ’10


FALL 2011 O SMITH [email protected]

The Smith School partners with The Washington Post’s Capital

Business newspaper to bring readers ”Career Coach“ advice

weekly. Here is some recent advice from industrial and organi-

zational psychologist Joyce Russell, director of the Executive

Coaching and Leadership Development Program at the Smith

School, and Jeffrey Kudisch, managing director of the Office of

Career Services. Look for more advice each Monday in Capital

Business: www.washingtonpost.com/capital_business

PICKING THE RIGHT MENTOR — Russell

If you want to succeed at work, you need a mentor. Look for mentors who are higher-

level mangers or peers with more work experience. And make sure they are willing to

share their skills and expertise. Pick several mentors playing different roles — consider

them your own board of advisers.

Before you ask someone to be your mentor:

• Demonstrate effective performance on the job.

• Write down what you hope to get out of the relationship.

• Think about what made previous mentoring relationships successful or not.

• Research your potential mentor’s background.

• Let a prospective mentor know how much you admire his/her career success,

want to seek his/her advice, and respect his/her time.

MAKING MEETINGS MORE PRODUCTIVE — Russell

Quit wasting time at work meetings.

• Meet only when you must —- don’t meet if there’s no purpose.

• Pick the best forum — in-person, phone conference or some other media.

• Keep it short (an hour or less) when you can. Define start and end times.

• Only invite people who have to be there.

• Require preparation. Send an agenda and other materials in advance.

• Assign tasks and deliverables to be presented at the meeting.

• Have a facilitator keep things on track and moderate debate.

• Wrap up with a brief group review of the meeting.

• Follow up with written minutes outlining key actions and accountable parties.

THE FINE LINE BETWEEN CONFIDENCE AND ARROGANCE — Kudisch

Self-assurance is critical for success, but strong egos and too much bravado can derail

career aspirations. The formula for success includes projecting an appropriate degree

of self-confidence and humility. Keep your ego in check:

• Don’t brag; instead, find a way to spotlight someone else’s work. Talk up team

triumphs.

• Do not interrupt others and listen carefully to questions before responding.

• Show vulnerability — share past mistakes, limitations and fears.

• Be humble.

• Discuss opposing ideas without judging.

• Ask trusted colleagues for honest feedback. Learn which behaviors project a

bad impression.

• Understand how confidence is expressed in the culture in which

you’re working. –CH

31

YOUR CAREER

A number of you wrote in to share your ownmemories in response to the article “FacultyRetrospective” published in the spring 2011issue of Smith Business. Thank you!

Tydings Hall…I remember it well. As a grad assistant I

shared a closet on the second floor…We worked for Dr.

Stan Hille and were the first to run the computer simu-

lation program called “Logit” for undergrad classes. We

had to process the card decks (remember them?) at 2

a.m. because that was the only time available on the

campus mainframe computer. … I was one of the many

returnees from tours of military duty in Vietnam… I

remember entering classrooms at the beginning of

semesters when half the class was wearing their old

green fatigue jackets or shirts. Younger students would

look around the class and actually withdraw, under-

standing the grade curve was going to be difficult.

Edward (Ned) Moritz BS ’71, MBA ’73

Vice President of Marketing and Branding, Con-Way (retired)

[Dean Charles A.] Taff suggested I join the first class of a

newly-authorized Doctor of Business Administration pro-

gram. It was one of the real turning points in my life.

Entered the first class in 1965 and Charlie provided an

instructorship at $8,000 for the academic year starting

in 1966 … Charlie decided in my second year that

there was a need for “seasoning,” i.e., an assignment to

teach BA 10 in the large lecture hall with about 300 stu-

dents, plus another BA 10 with 75 students and two

sections of Principles of Transportation with 90 and 75

students. … The students conducted in-class surveys of

teachers and courses, which was published and sold at

the bookstore. In my evaluation, Dr. Taff asked “what

kind of easy grades did I give out to get such good eval-

uations?”

Jay A. Smith, Jr, DBA ’68

Alabama Eminent Scholar of Industrial Distribution and

holder of the Ben S. Weil Endowed Chair

University of Alabama at Birmingham, emeritus

This spring, the Smith School launched a newmonthly e-newsletter for Smith alumni with advicefor common career issues, briefings on the latestresearch, video interviews with faculty on hot topics

in the business world and newsand event information. Check

your e-mail for Smith @Work!

SMITH@ WORK

LettersSend your letters to: [email protected]



32

Last Word

Many of you know I am a rabid sports fan. I live and dieby the fortunes of the Red Sox, and am an avid fan of theCeltics, Bruins and the Tottenham Hotspur of the Englishpremier soccer league. I am conflicted on football — Eagles,Ravens and Redskins — although I am a season ticketholder of the latter franchise. But on college sports, it is theTerrapins all the way! I love being in the Smith School’s boxat Comcast Center during basketball games to root for theTerps (often accompanied by visiting alumni). Here atMaryland, we’re proud of our sports prowess. But the busi-ness of sports is also an area of interest for the Smith School.Sport is a $120 billion global industry driven by enormousconsumer demand, and it is an industry that continues togrow. Intelligent and thoughtful sports management will bein continued high demand for years to come.

Consider the complicated business landscape of themodern sports team. It’s no longer enough to merelyfield a great team and fill the stadium’s seats. Today’steams are managed by a talented cadre of managers whopursue corporate sponsorships, engage in heated compe-tition for media coverage and plan merchandising strate-gies. Free agency changed the landscape for player com-pensation, creating new pressures on team managementto find additional avenues for profit. More and more,that comes in the form of vertical integration aroundvenues — ticket sales, concessions and the like. Fans

expect to be entertained when they are at the ballparkor the arena. The venues themselves must be maintained,and they must have adequate security.

And think of all the ancillary businesses associatedwith the world of sport, from clothing and equipmentto nutrition supplements to sportstourism. Even fantasy sports — sportsdivorced from any actual athletic effort — isnow a booming, multibillion dollar business.

Many Smith alumni are profitably engagedwithin the sports industry, and many of themhave had remarkable impact. Ed Snider, owner of the Flyers and former owner of the 76ers, is anicon in Philadelphia. Kevin Plank, founder of Under Armour, is an icon to many of our young alumni. Gary Williams, “the winningest coach in basketball,” is a proudSmith Terp. Tyrone Brooks, director ofbaseball operations for the PittsburghPirates, is hard at work hoping to turn thatteam’s fortunes around. Cindy Davis, anMBA alumna, is president of Nike Golf.And there are scores of others.

It’s been exciting for me to see how many of ouralumni are involved in the sports industry, which looksto have a long, profitable future. And I particularlyappreciate the way our alumni are coming back to sharetheir insights and networks with our students. They areassuring that Smith graduates will impact the sportsindustry for many years to come. Go Terps!

[email protected]

G. ANANDALINGAM, DEAN

It has been exciting to see how many of our

alumni are involved in the sports industry,

which looks to have a long, profitable future.


All about you

www.pwc.com

PwC is all about you. Your personal and professional development, your achievement, your life long learning, your individuality and your choices. Whether you’re just starting out or an experienced professional, your future starts here. Explore our career opportunities and perhaps you will be able to see yourself at PwC.

To learn more, visit us at pwc.com/us/en/careers

PwC is proud to support the Robert H. Smith School of Business.

©2011 PwC. All rights reserved. “PricewaterhouseCoopers” refers to PricewaterhouseCoopers LLP, a Delaware limited liability partnership, or, as the context requires, the PricewaterhouseCoopers global network or other member firms of the network, each of which is a separate legal entity.

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What if you had an IDEA that could HELP military families

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Where you DEVELOP and launch a NON-PROFIT organization.

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Documents

ROBERT H. SMITH SCHOOL OF BUSINESS • UNIVERSITY OF ...smithbusiness.rhsmith.umd.edu/fall2011/pdf/SmithBusinessFall2011.pdfROBERT H. SMITH SCHOOL OF BUSINESS • UNIVERSITY OF MARYLAND