Georgia Tech Alumni Magazine Vol. 80, No. 03 2004

WINTER 2004

Alumni Magazine

under the sea

Georgia Tech Bertram S. Warshaw, CE 1949, of Miami, Florida Jonathan Warshaw, Class of 2005 • • • •

Graduated Miami Beach High School Four years on Georgia Tech's varsity tennis team M.S., Civil Engineering, University of Miami, 1973 President, Consulting Engineering Firm (1959 - 1995), with major projects throughout the U.S. and in India, Africa, and South America • Served as chairman of Dade County Board of Rules and Appeals and City of Miami Minimum Housing Board • Married to Patricia Ann Warshaw, an antique collector and quilter • Youngest son, Jonathan, is a junior majoring in mechanical engineering at Georgia Tech

Planned Gifts: • Bequest provision for scholarships for civil engineering students from the Miami area Notable Quotation: "I have always been proud to be a Tech alumnus.

However, when I visited Georgia Tech after Jonathan was admitted, it was almost impossible for me to identify the campus I knew more than half a century ago. Yet the spirit of the Institute has not changed. It is clear that the goal at Georgia Tech continues to be leadership in educating bright young minds with the information, discipline, and tools necessary to advance the progress of industry, science, and engineering. I feel that the little success I have experienced and the service I have been privileged to render are rooted and anchored at Georgia Tech. My gift to Tech will enable me to always be there. Best of all, others will benefit."

Bert Warshaw, CE 1949, is one of Founders' Council's 805 members who have made bequests or life-income gifts for the support of Georgia Tech.

For more information on leaving a legacy at Georgia Tech through a bequest or life-income gift, please contact: Office of Development Planned Giving Atlanta, GA 30332-0220 (404) 894-4678 founderscouncil@dev.gatech.edu

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Alumni Magazine

Vol. 80, No. 3

Winter 2004

Under the Sea A team of Georgia Tech marine biology scientists and students spent 10 days living in an undersea laboratory, the beginning of a two-year mission to explore the coastal ocean and study dying coral reefs.

Following Lewis and Clark President Wayne Clough kept a journal of a seven-day voyage through history on a cruise that explored the Columbia and Snake rivers during the bicentennial anniversary of the Lewis and Clark expedition.

Strategic Leadership Annie Hunt Burriss, Jim Lientz and Bill Todd were independ ently pursuing other successful endeavors when Gov. Sonny Perdue persuaded them to join his administration. Now they are working to help mold a New Georgia.

Billion Dollar Brands Georgia Tech has long been well represented among the ranks of America's top business executives. Here's a sampling of Tech alumni who have risen to prominent positions in some of the best-known companies in the world. Each of the featured business leaders is associated with a corporation with more than $1 billion in annual sales.

Cover: "For everyone who has ever wondered what fish in an aquarium feel like, well, I think I know," says Deron Burkepile, a member of a Georgia Tech team that began a two -year coral reef study. See story on page 16.

Photo courtesy of National Undersea Research Center This page: Palouse River Falls along the route traveled by Lewis and Clark.

Lindblad Expeditions Unit,,,' 2004 • GEORGIA TECH 3

Geofl

Departments

Alumni Magazine

Joseph P. Irwin, IM 80, Publis,

John C. Dunn, Editor Neil B. McGahee, Associate i Maria M. Lameiras, Assistant Ed: Kimberly Link-Wills, Assistant Editor Andrew Niesen and Rachel LaCour Niesen, Design

Editorial Advisory Board C. Meade Sutterfield, EE 72 Vice President/Communications Georgia Tech Alumni Association Board of Trustees Executive Committee Private equity investor

page 9

5 Feedback 9 Tech Notes Alumnus Commands Space Station Dangerous Game Virtual Reality Training Aids Firefighters WREK Moving to Neiv Studios Legislator Says Budget Crunch Will Continue Savannah Campus Dedicated Deen Day Sanders Named Outstanding Alumna Banner Season Mewborn Posthumously Inducted into State Hall of Fame

62 Faculty Profile Karen Dixon: Highway to Higher Ed

64 Photo Finish Championship Blowout

J. Gary Sowell, IE 73 Alumni Association Board of Trustees Retired director BellSouth Technology Group Robert T. "Bob" Harty Executive Director Institute Communications & Public Affaii John D. Toon Manager Georgia 'Lech Research News and Publications Office

Advertising Julie Schnelle (404) 894-0766 E-mail: Julie. schnelle@alumni.gatech. edu

Georgia Tech Alumni Magazine (ISSN; 1061 9747) is published quarterly (Spring, Summer, I all and Winter) for Roll Call contributors by the Georgia Tech Alumni Association, Alumni/Faculty I louse, 22b North Avenue NW, Atlanta, GA 30332017b. Georgia Tech Alumni Association allocates $10 from a contribution toward a year's subscription to its maga/ine. Periodical postage paid at Atlanta,GA., and additional mailing offices. Š 2004 Georgia Tech Alumni Association

Main Number (404) 894-2391 POSTMASTER: Send address changes to Georg Tech Alumni Magazine, Alumni/Faculty House, 225 North Avenue NW, Atlanta, GA 30332-0175. Edil (404) 894-0750/0761. Fax: (404) 894-5113.

E-mail: editor@alumni.gatech.edu; gtalumni.org 4 GEORGIA TECH • Winter 2004

Viewpoint

FGGdBsck Brothers Lecture got into a couple of cars at our DuPont Circle location and drove to the auditorium on Lafayette Square. We were late and, with Mr. Wright in est (GEORGIA TECH ALUMNI MAGAZINE, Fall 2003). After grad- tow, slid into the back row.

The room was packed and uating from Georgia Tech in the audience was impatient.

1941,1 went to work for the After a few minutes the chairNational Advisory man got up Committee for Aeronautics, the and said ^OOF F ° CoN( predecessor something agency of the to the effect National that they would wait a Aeronautics and few more minSpace utes, hoping Administration, that Mr. Wright and the next would attend. year I was Of course, transferred to those of us in the agency the Wright party headquarpointed to him ters in and he was Washington, D.C., as the most escorted to the platform amid junior of the six-man engineeran ovation. ing staff.

Meeting Orville Wright I found the feature on Jani Macari Pallis and the Wright brothers to be of special inter-

It was a dream assignment. Through that small office the legends of aviation came to attend research sessions and to meet with my boss, director George Lewis. I had a chance to see such pioneers as Orville Wright, who was honorary chairman of NACA; Jimmy Doolittle, who served on a fuels and lubricants committee; Igor Sikorsky, on a rotating wing aircraft panel; and Howard Hughes, who was promoting his Spruce Goose project.

I recall one day when Orville Wright, then in his eighties, came to attend a meeting.

It was timed to coincide with the date of the annual Wright Brothers Lecture sponsored by the Institute of Aeronautical Sciences, scheduled for about 4 p.m. at the U.S. Chamber of Commerce auditorium near the White House.

The session at our office ran a little late. The people who wanted to attend the Wright

This little episode told a lot about the character of Orville Wright. He did not seek publicity and was perfectly content to sit in the back row.

That was the only time I got to see him. Shortly afterward I was transferred to the NACA Ames lab at Moffett Field, Calif.

I was commissioned in the Navy and lucked into another dream assignment — testing the Navy's first jet fighter.

McKinley Conway, GS40, AE41 Duluth, Ga.

Wright Wing My son-in-law, Jim Bennewitz, ChE 74, receives the GEORGIA TECH ALUMNI

MAGAZINE, and I spent a happy occasion reading your excellent article, "Proof of Concept," in the Fall 2003 edition. I must disagree with one point. The article states, "The right wing of the flyer is longer than the left wing.

The Wright brothers designed

Building Leaders

D

wight D. Eisenhower said, "Pull the string and it will go wherever you want it to; push it and it won't go anywhere at all." It's a nice metaphor for leadership. In this issue, you're going to find a small collection of alumni leaders of major U.S. companies. It's certainly not comprehensive because we have alumni leaders in many, many companies and fields. As we go forward, we'll continue to showcase our alumni leaders.

We talk about leadership in this society more today than ever before. It's the subject of countless seminars, curricula, human resource training, etc. We look for leadership all around us — and we see great, good and bad. Unfortunately, bad leadership garners most of the press attention.

Leadership is composed of many things.

It's not simply one's charismatic personality, although that can be one component.

Leadership is about vision — the ability to define today's reality, develop a realistic look at tomorrow and then have the ability to engage and drive the resources to achieve the future.

It's about communication. It's about respect for people — seeing their value and helping them succeed. It's about determination. Call it passion if you will. The obstacles are many, the road is long and resources are always limited.

And finally it's about character.

Somebody once said that "leadership is doing the right things." Defining those "right things" is a function of character.

Developing leaders for emerging technologies has been the Institute's mission since its beginning. Georgia Tech is focused on building the technological leaders for the future. It's not only part of the mission — it's part of the name.

Joseph P. Irwin Vice President and Executive Director

Winter 2004 • GEORGIA TECH 5

FeedBack the craft to compensate for the weight of the pilot." The compensation is for the weight of the motor, not for the weight of the pilot, if you will look closely at the drawings.

My granddaughter, Nancy Bennewitz, graduated from Agnes Scott College and was accepted to medical school, but instead entered Georgia Tech's bioengineering graduate school and has seldom been seen or heard from since.

Dan Hale Watkinsville, Ga. You are correct, the motor was heavier than the operator. The motor weighed about 200 pounds and the operator about 165 pounds.

Authentic and Inspiring The excerpt from "Authentic Leadership" by Bill George correctly points to the need for leadership in business and business leaders with integrity.

During the Internet boom and subsequent bust, it seemed it was all about "the play." It wasn't about creating something. It was about formulating something. It was get rich quick and get out. The investments were in the stock — the paper — not the company, the people.

Being a technologist, I have been a part of a handful of start-ups — before the Internet, during the boom and during the bust.

My first job out of college was at a start-up in an advanced technology development incubator back when start-ups were less common. It was the proverbial start-up with the 20-hour workdays, sleeping on the floor under the desk, lots of Mountain Dew and late-night runs to the 24-hour Krystal.

The incubator space was not A-list office space. It was like a warehouse with indoor/outdoor brown carpet and government surplus furniture. I used to call the building "a dorm for companies." It had that feel to it.

The group of people had just surpassed 10 in number and it was a tightknit family with lots of drive, enthusiasm and talent. Even though it ultimately

6 GEORGIA TECH • Winter 2004

imploded, I loved every minute of it all and I will always remember it.

Fast-forward 15 years to a later start-up in which I was a telecommuter.

The job started off well enough, but the business got sidetracked on another front and the original project became simply a means of siphoning off its revenue to fund the new venture. The new venture was always described as something that could be a "$30 million flip." It made me physically sick at times with the lying, the lack of ethics and the squandering of money.

The flip flopped. Oddly enough, the same person had founded both of the companies. What a contrast.

There are many books out there with titles espousing "the way" for executives. In light of the 100th anniversary of the Wright brothers flight, perhaps we need a book about the "Wright Way" — about rediscovering the secrets of the Wright brothers to inspire a new generation of entrepreneurs. Their imagination and passion was reflected in those entrepreneurs who led the birth of the personal computer revolution and founded Silicon Valley. Something authentic.

of people. We have people who drive to Atlanta like we do, and some who fly from California, Chicago and Florida each year. This year we had a family of four who drove from Baltimore!

We have created our own "reunion group" and suggest that others do the same for a great Homecoming experience!

Jamie Burnette Tarasidis AE 87, MS AE 88 Greenwood, S.C.

Keeping Active

I finished "my time" at Georgia Tech in December 1966 — like many, a little later than expected. I got "lost" on campus for almost a year and during that time forgot why and what I was there for.

I have two sons who graduated from Tech — Andres Aviles Amador, IE 96, and Diego Aviles Amador, CE 00.

My older brother, Bolivar Aviles Alfaro, IM 59, and his son, Eric Alfaro, ICS 87, are also alumni. My youngest son, now 16, says he's Georgia Tech material.

After a stint at North Georgia Military, we will know.

I suspect we hold a Tech Guinness record — throwing out the lowest GPA Todd A. Hartle, ICS 87 (mine), I believe we probably have the Decatur, Ga. Todd Hartle is a technologist, technolo- highest family GPA. What kind of bonus could we get — an all-you-can-eat gy columnist and writer who founded award at the Varsity? How about a full Fountainhead Information Systems, www.TitleWeb.com, in the mid-1990s. scholarship for the 16-year-old?

One of my fraternity brothers (now Personalized Homecoming I kind of remember that year that I got lost on campus — it was at the Sigma We have attended Homecoming Chi house) was Joe Cooper, IE 69. for each of the last six years — since moving from Missouri to South Carolina, I'm a Habitat for Humanity volunwhere my husband Greg, AE 87, is teer in Guayaquil, Ecuador, and I've practicing medicine. enjoyed reading about the involvement of some of Tech's alumni — Charlie After attending Homecoming for Hanna, CE 62, "Hands On," and John our 10-year reunion and seeing no one Bland, MgtSci 83, "Compassionate we knew, we decided that the next time Calling," both featured in the Winter we'd call friends first and arrange to 2003 ALUMNI MAGAZINE; Nathan meet for Homecoming weekend.

Calhoun, CIs 96, "Call of the Open The next year we joined two other Road," in the Fall 2003 TECH TOPICS; couples for Homecoming. Each year and John Meredith, MS Mgt 85, our group has grown, and this year we bought 30 football tickets for our group! "Aspiring Youth Program," in the Spring 2002 ALUMNI MAGAZINE. Homecoming weekend has become a blast that we look forward to every year, Jeronimo Aviles-Borrero and much of it is because of this group Guayaquil, Ecuador

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Save The Date April 13, 2004 21st Annual Georgia Tech Alumni Career Conference • Gain access to top employers in Engineering, Business, Information Technology, Architecture and more.

• Include your resume in our CD-ROM Resume Collection given to all participating companies.

• Attend keynote speaker and career seminars addressing timely issues faced by Tech alumni.

• Network with other Georgia Tech alumni.

• Receive a Corporate Data Book which lists companies attending the conference, their job openings and contact information.

For more information, please visit our web site at www.gtalumni.org/careerconference

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TechNot* James Blair/NASA

Tech Alumnus to Command Space Station

T

he last time NASA astronaut William S. "Bill" McArthur, MS AE 83, went to the International Space Station, he helped prepare the orbital outpost for its first crew. This spring, McArthur will have the opportunity to try it out for himself. McArthur, an astronaut at the Johnson Space Center in Houston, and Russian cosmonaut Valery Tokarev have been named as the Expedition 9 crew,

set to blast toward the station aboard a Russian Soyuz spacecraft in April. They plan to spend several months residing and working on the station. McArthur became an astronaut in July 1991. He flew on Discovery's shuttle mission in October 2000, performing more than 13 hours of spacewalks to help attach the Zl Truss and Pressurized Mating Adapter 3 to the station.

Courtesy of Tyler Brown

Dangerous Game

S

and traps aren't the biggest hazard on this golf course. First Lt. Tyler Brown, HTS 01, Mgt 01, poses at the course located at Camp Bonifas, a United Nations joint security area near South Korea's demilitarized zone. "Our battalion was performing a quick reaction force mission there for several weeks," says Brown, who was an undergraduate student government president and went through the Army ROTC program at Tech. Brown is a platoon leader serving at Camp Hovey, Korea, in Charlie Co., 2nd Infantry Battalion, 9th Infantry Regiment, under Lt. Col. Joseph Southcott, MS OR 92, who is the battalion commander.

This is one course where golfers may request a "shootin' iron" as the best approach to a hole.

Winter 2004 • GEORGIA TECH 9

TechNotes Gary Meek

Virtual Reality Training Aids Firefighters

G

eorgia Tech researchers are using virtual environment technology to better train fire commanders.

Atlanta Fire Department officials approached Tech about developing a fire command training simulator to better prepare their officers. On average, 102 firefighters die in the line of the duty in the United States each year.

"The world that firefighters work in is incredibly complex.

Every fire and every situation is different, so a virtual environment, which can be changed fairly easily, is a good fit for this type of training," says Chris D. Shaw, senior research scientist in the College of Computing, a faculty member in the Graphics, Visualization and Usability Center and head of the virtual reality project.

The Firefighter Command Training Virtual Environment simulates the progress of a fire in a single-family home and responds to the fire commander's orders.

The virtual environment allows the user to navigate around the fire scene, direct firefighters and watch them execute commands and see fire and smoke reacting to such changes as the opening of a window.

The user sees the house on fire on a computer screen or head-mounted display and gives verbal commands as he would in a real fire. The system operator types the officer's commands into the computer system via code.

The officer then sees animated firefighters react to his commands.

10 GEORGIA TECH • Winter 2004

General manager John Lyon works the afternoon shift at radio station WREK.

WREK Moving to New Studios

O

n March 25,1968, Larry Griggers, IM 71, made Georgia Tech history as he announced, "Ramblin' Wreck Radio is on the air!"

WREK, Tech's student-operated radio station, 91.1 FM, has been broadcasting ever since, offering a diverse, sometimes bewildering array of campus sports and music ranging from free-form jazz to thrash metal to "Kosher Noise," a Jewish music program.

The station operates out of the Human Resources Building, WREK's home since 1978, where yellowing paint peeks through from wall space not covered by concert fliers and other music memorabilia.

This spring, the station leaves its cramped confines and moves to new facilities in the Student Center Commons, formerly the campus bookstore. The Institute has allocated 1,330 square feet of the $6.1 million renovation to bring WREK to the center of campus.

"The big change will be visibility," general manager John Lyon says.

"A lot of students still don't know that WREK exists. The studios will have a glass wall facing the commons area, so they can see us broadcasting."

When WREK radio makes its move, it hopes to have new equipment as well as new quarters.

Lyon, a third-year computer science major, says moving the antiquated equipment across campus may knock the station off the air for weeks, even months.

"We need to be able to make a seamless move and that means replacing equipment," he says.

The station also needs to make the conversion from analog to digital format.

"The conversion will be expensive," says chief engineer Thomas Hildebrandt, "but while we are moving is the best time to do it."

Glenn Sirkis, Mgt 74, WREK's second general manager, is leading a campaign to involve alumni support for the station.

"WREK needs help and we're asking WREK alumni to step in and help," Sirkis says. "There is an embarrassing amount of equipment in the studio that I recognize from 1971.

They get the same amount of student activity fees, $40,000 a year, as we got when I worked there and that's just not enough." Alumni and friends wishing to contribute should visit www.wrek.org/momentum.

Techfiotes

Legislator Says Budget Crunch Will Continue

North Avenue Stanley Leary

7 5 Years Ago

Alumni network of volunteers to keep lawmakers informed

G

eorgia state Rep. Richard Royal told Georgia Tech Alumni Legislative Network members that the state's budget will get tighter this fiscal year and in 2005.

Royal, IE 62, who spoke at the network's annual meeting in November, says fiscal year 2004 has been "a tough year" for the state because of declining revenues and that the outlook is the same for 2005.

"Most of Georgia's revenues come from state taxes on income for corporations and individuals and from sales taxes," Royal says. "Although the economy appears to be doing slightly better as collections from taxes on individuals and sales taxes are up, corporate tax collections are down, indicating that profits are still depressed."

Georgia Gov. Sonny Perdue earlier announced that the current year's budget will be reduced by an additional 2.5 percent and that the budget for fiscal year 2005, which begins July 1, will be reduced by another 5 percent.

Royal, chairman of the House Ways and Means Committee, advised Alumni Legislative Network members to be vigilant and let their legislators know Tech needs their support to continue its economic development impetus.

The Legislative Network is a volunteer alumni group designed to educate and inform state legislators about Tech's programs and needs.

President Wayne Clough says state support for Tech is substantial, but is declining as a percentage of the Institute's financial picture.

"We're receiving today the same financial support we received in 1999, even though we have 1,800 more students and we're doing $100 million more in research," Clough says.

Chemistry student Marilyn Phillips and professor Katharine L Seley work in a lab. Projected state budget cuts could affect some research programs at Tech.

Tech is leveraging state funding through many initiatives including the Economic Development Institute, which aided more than 1,600 companies in 2002; the Advanced Technology Development Center, Tech's incubator for new technology companies with 44 in its program; and the newly dedicated Georgia Tech Regional Engineering Program in Savannah, attended by more than 400 students.

"We've minimized the impact of state budget reductions on the academic mission of Georgia Tech by directing most of the reductions to the administrative and support areas of Georgia Tech," Clough says, but so far Tech's funding reductions from the state exceed $28 million.

Clough says the state has done much to help Tech despite the difficult economy — citing the announcement of the new Nanotechnology Research Center at Tech and the $45 million in state support Perdue has pledged to match a $36 million gift to Tech from an anonymous alumni donor.

For information on the Alumni Legislative Network, call (404) 8941238.

Georgia Tech climaxed a 100 football season with an 87 victory over California in the New Year's Day 1929 Rose Bowl. It was a game made famous by a misdirected play by California center Roy Riegels, who caught a Tech fumble, got spun around and sprinted frantically for the goal line. He didn't realize he was running the wrong direction until the last moment, and when he did, Tech gang-tackled "Wrong Way" Riegels on the 1-yard line. Tech blocked California's attempt to punt out of the end zone, resulting in a two-point Tech safety.

5 0 Years Ago Although there were only 10 female students on campus in 1953, they set in motion the creation of a sorority. Seven of the 10 female students formed Tau Kappa, which became a chapter of the Alpha Xi Delta national sorority in 1954, the first sorority on the Georgia Tech campus and the first such chapter located on the campus of an engineering institution.

2 5 Years Ago President Jimmy Carter, who attended Georgia Tech in 1942-43, returned to campus on Feb. 20, 1979, to give a major policy address to more than 8,000 people at Alexander Memorial Coliseum. Carter also received the Institute's first honorary degree — a doctor of engineering (honoris causa).

The Alumni Association presented Carter with the Alumni Distinguished Service Award.

Winter 2004 • GEORGIA TECH

11

Tech Notes Nicole Cappello

Savannah Campus Dedicated as Hub for Technology Growth

G

eorgia Tech's Savannah campus was formally dedicated in November as the new hub for the academic and research facilities that support the Georgia Tech Regional Engineering Program.

The new campus is the cornerstone of the largest technology corridor project in southeast Georgia's history and includes branches of the Economic Development Institute and the Advanced Technology Development Center to help Georgia entrepreneurs launch and build successful companies.

Located near the Savannah International Airport, the campus occupies about 50 acres and includes three buildings: the Program Administration and Resource Building, the Economic Development and Research Building and the Engineering Laboratory and Analysis Building. The facilities include 25 laboratories, six classrooms, 12 telecommunication studios, a library and faculty and administrative offices.

"Our aspiration is to define the

technological university of the 21st century. That obviously means offering top-quality education, research and economic development programs. But it also means being innovative and entrepreneurial about creating opportunities for students, faculty and staff to interact with each other and with the community around them," Tech President Wayne Clough says. "Georgia Tech-Savannah is an exciting model for creating those opportunities, and this campus gives us a new tool both to achieve excellence and to help drive economic growth in southeast Georgia."

GTREP offers students who live in the southern part of the state an opportunity to earn a Georgia Tech degree through distance-learning connections and on-site classes while remaining in the area. Enrollment for the fall was about 525 undergraduate students. Students take their core classes at one of the partner schools — Armstrong Atlantic State University, Georgia Southern University or Savannah State

GTREP director David Frost talks with student Jonathan Siplon about forensic information systems at the new campus.

University — before transferring to Georgia Tech at the beginning of their junior years.

More than 30 students are pursuing graduate degrees in the areas of civil and environmental engineering, electrical and computer engineering and mechanical engineering under the advisement of 18 Savannah-based faculty.

Deen Day Sanders Named Outstanding Alumna

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onorary alumna Deen Day Sanders was awarded the Outstanding Alumna Award at the annual Women's Leadership Conference at Georgia Tech in November.

The student-run conference, sponsored by Tech's Women's Resource Center, honored Sanders along with outstanding students, faculty and staff.

Mary Lynn Realff, one of the co-directors of the Center for the Study of Women, Science and Technology, was selected as Outstanding Faculty Member; Amy Stalzer, assistant director of Success Programs at Georgia Tech and director of FASET Orientation, was voted Outstanding Staff Member; Christina Robinson-Scherrer,

12 GEORGIA TECH • Winter 2004

IE 99, a fifth-year doctoral student in the School of Industrial and Systems Engineering, was named Outstanding Graduate Student; and Stefanie Lynn Belcher, a fourth-year materials science and engineering student, was named Outstanding Undergraduate Student.

Sanders, who received her honorary distinction from Tech in 1980, is chair of the board for Cecil B. Day Investment Co. and is vice chair of the Cecil B. Day Foundation.

In addition to philanthropic contributions that have funded scholarships and endowments at Georgia Tech and other universities in Georgia and Florida, Sanders founded the Cecil B. Day Laboratory for Neuromuscular Research at Massachusetts General Hospital to research treatments for muscular dystrophy and amyotrophic lateral sclerosis. Two of Sanders' sons suffer from a rare form of muscular dystrophy.

TechNotes Stanley Leary

Banner Season

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he Georgia Tech volleyball team swept rival Georgia at home 3023, 30-27 and 30-27, on its way to becoming the Atlantic Coast Conference regular season champs.

Tech lost the ACC tournament to Maryland, but entered the NCAA tournament ranked ninth nationally and hosted the first- and secondround matches at Alexander Memorial Coliseum.

Tech's Kele Eveland was named the Atlantic Coast Conference Player of the Year while Marisa Aston, Lynnette Moster, Alexandra Preiss and Lauren Sauer were each named to all-Atlantic Coast Conference team.

Sauer and Aston earned all-tournament honors as well.

Yellow Jacket senior setter Kele Eveland, left photo, sets up a kill. The Yellow Jackets volleyball team, top, celebrates its sweep over archrival Georgia.

Mewborn Posthumously Inducted into State Hall of Fame

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hirley Clements Mewborn, EE 56, one of the first two women to graduate from Georgia Tech, was posthumously inducted into the state of Georgia Technology Hall of Fame in November.

"Shirley was inducted for her significant contributions to high technology in Georgia," says Susan O'Dwyer, spokesperson for the Hall of Fame. "She is the first person to be unanimously elected."

Mewborn, who died July 10 after a battle with cancer, retired in 2000 after a 41-year career as vice president and treasurer of Southern Engineering. She served on the Georgia Tech Foundation, School of Electrical and Computer Engineering and Georgia Tech Research Corp.

boards and was the first woman to serve as president of the Georgia Tech Alumni Association.

The Technology Hall of Fame was established in 1993 to recognize the achievements of those who helped shape the development of technology and industry in Georgia, O'Dwyer says.

Other alumni who previously have been inducted into the Technology Hall of Fame include Ben Dyer, IE 70; Allen Ecker, EE 57, MS EE 58; Jim Edenfield, IE 57; Bill Goodhew, IM 61; Dennis Hayes, CIs 73; Don House, Text 63, MS Text 66; John Imlay, IM 59; Parker "Pete" Petit, ME 62, MS EM 64; John Pippin, EE 51; Leland Strange, IM 65; and Bill Todd, IM71.GT

Winter 2004 • GEORGIA TECH 13

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The reality of Technology Square.

Technology Square - a $ 180 million mulubuilding complex that hurdles Atlanta's Downtown Connector and extends the Georgia Tech campus across eight acres of Midtown real estate - was financed by the Georgia Tech Foundation.

T

echnology Square is home to Georgia Tech's College of Management, a Global Learning Center, a Georgia Tech Hotel and Conference Center, the Economic Development Center, Barnes & Noble Bookstore, retail shops, restaurants and a parking deck. Across the street is the Advanced Technology Development Center.

Technology Square is more than an expansion of the Georgia Tech campus. It connects the campus to Atlanta's technology corridor.

And it's the engine that will drive the development of a high-tech business community in Midtown, says Georgia Tech President Wayne Clough.

"Georgia Tech has influenced Atlanta economically with the number of high-tech businesses it has attracted," says Clough. "And we want and expect more to come. But you need a geographic center, a highly visible entity that stands for Atlanta's high-tech corridor, and that entity is Technology Square. The millions of people who travel down the 1-75/85 highway will see and identify this area as the technological heartbeat of Atlanta."

Years from now, people may look back on Technology Square as

A.J. Land Jr., Chairman H. Hammond Stith Jr., Past Chairman Don L. Chapman, Vice Chairman/Chairman Elect Hubert L. Harris Jr., Treasurer John B. Carter Jr., President and Chief Operating Officer

the benchmark of yet another identity for the city — as a crossroads for ideas, innovation and new technology — but the opening of Technology Square this summer is the fruition of a plan that began many years ago. The decision to purchase derelict land across the interstate was finalized in 1995.

A nonprofit that handles contributions and investments for the Institute, the Georgia Tech Foundation bought the eight acres for $11.9 million in 1997.

John Aderhold, EE 45, IE 67, a trustee emeritus of the Georgia Tech Foundation who has been instrumental in the World Congress Center and the Georgia Dome, says Technology Square is a project that "not only feeds what is going on in Atlanta and Midtown, it ties it all together, from the Atlantic Steel project to the downtown development.

Activity begets activity. This is a step in a journey that started a long time back and still has a long way to go, but it is a big step, a beautiful step."

The Georgia Tech Foundation is planning ahead and helping prepare for Georgia Tech's success every step of the way.

Georgia Tech [RaXinfiX^Mftsm, ODD©

~ Alex Chequer

16 GEORGIA TECH • Winter 2004

T E C H R E S E A R C H E R S D I V E I N FOR T W O - Y E A R C O R A L

STUDY

a

By Maria M. Lameiras

team of four marine biology scientists and students from Georgia Tech spent 10 days in November living like fish to begin a two-year study that could help save dying coral reefs.

Tech's "aquanauts" — including Georgia Tech professor Mark Hay, postdoctoral associate Todd Barsby, PhD student Deron Burkepile and research specialist and technician Alex Chequer, along with National Undersea Research Center scientists Mark Hulsbeck and Thor Dunmire — were aboard the National Oceanic and Atmospheric Administration-owned Aquarius ocean laboratory in the Florida Keys National Marine Sanctuary. Tech graduate students Zach Hallinan, Brock Woodson and Anne Prusak provided support for the mission from the surface, diving to the site on a daily basis.

Aquarius, a 47-foot cylindrical lab, is deployed three and a half miles offshore, at a depth of 60 feet, next to spectacular coral reefs. Mission scientists use saturation diving to study and explore the coastal ocean.

Hay, who led the Aquarius mission, is an experimental ecologist and 18 GEORGIA TECH* Winter 2004

holds the Linda and Harry Teasely Chair in Environmental Biology in Tech's College of Sciences.

The experiments the team are conducting involve using large cages attached to hard-bottom communities in the vicinity of Aquarius to enclose two red-band parrot fish, two ocean surgeonfish or one of each species in each cage to determine their long-term effects on community structure, how small mobile species that can move through the mesh of the cages respond to these community changes and how algal chemical and mineral defenses generate the mechanisms that drive these changes, possibly affecting seaweed overgrowth of corals.

"We are making small patches of reef with different complements of fish to see how it affects the community structure," says Hay, adding that the research is important because of the rate at which coral reefs are dying around the world.

"Over the last 20 years, reef cover has gone from 60 percent in some areas of the Caribbean to 3 percent. Reefs I started to study in 1977 are now essentially gone."

This mission on Aquarius was the beginning of a long-term study by Hay and his team. The team will monitor changes in algal and coral cover and

composition within the 32 6-foot-by-6foot-by-3-foot cages. Within a month or two, they should start seeing differences in seaweed growth and cover and how it affects the corals, Hay says. The team photographed the corals in each cage at the end of the November mission and will rephotograph the corals after six months and a year to see how the corals have changed.

"What we were doing in this saturation was building the cages and getting the fish into them and getting the experiment set up. We'll go back every month to six weeks for the next two years to monitor them," Hay says.

"Next year we will do another mission to get the data we need from this set of fishes, then rebuild the cages and put different fish in. We are trying to understand what the biggest, most useful signals we find might be because, theoretically, the results we find for south Florida will be useful in the Bahamas and elsewhere in the Caribbean."

The team spent nine hours per day diving, the physiological limit at that depth while saturated. "Saturation diving" is a technique that permits divers to remain at high pressures for weeks or months without having to often undergo decompression and waste the diver's time resurfacing each day.

Billy Cooksey

Against the Aquarius lights and outline, we could see thousands of fish completely filling the water column. It is a striking sight to see how many fish are attracted to the lights, sounds and structure of the Aquarius. One wonders what these and other Caribbean waters would have been like before fishing removed so many of the larger consumers. During my 26 years of diving, there has been a dramatic decline in the numbers, types and sizes of fish on reefs, but maybe I started well after the decline — maybe this would have been common 200 years ago. I'm delighted to get to see it now. I wish my sons, Hunter and Kyle, could have been on the swim in to the Aquarius tonight. I fear that there are few chances to see these sights now and that these chances will be even fewer in the future.

mission journals Day 1 , Nov. 10 or everyone who has ever wondered what fish in an aquarium feel like, well, I think I know. We are now living about 47 feet under the ocean in a big metal tube. We have several portholes where we can watch the fish outside.

Or are they really watching us, like a reverse aquarium, a "humanarium"?

Sometimes I get the feeling that the fish just swim by to take a look at us to see what the humans are doing.

— Deron Burkepile

F

We were dropped off at our study site at about 5 p.m. The plan was to dive for three hours then go to the Aquarius, but it got dark after an hour so we came in after two. It's interesting approaching the Aquarius at night. It's a lot like approaching a spaceship you find in your cornfield — faint lights glow off in the distance and, as you get closer, there are strange low-frequency murmurs and throbbing sounds of compressors and pumps. There's a Darth Vader breathing sound made as air enters and exits the wet porch as waves pass overhead.

Clouds of fish swirl around and finally you see Aquarius with lights glowing from view ports and mounted around the structure to enable the aquanauts to see activities outside. Wonderful experience.

— Mark Hay Day 2, Nov. 11 t's pretty cool seeing the nocturnal creatures come out from hiding and unravel for the evening. I had to carefully untangle a basket star that was busy weaving itself into the tool bag that I had earlier placed aside. From the reef, you wave your light over the sandy ravines and catch lobsters sneaking out for the night, always shocked when caught on the move.

I

— Todd Barsby By 6 p.m. at this depth and time of year it is truly dark. To free our hands for working, we strapped small flashlights to our mask straps and were able to work productively for the extra two hours of darkness.

— Mark Hay

Day 3, Nov. 12 rom the view port near my bunk, I see fish dart frantically to and fro while jellyfish ride the current past. I'm not sure if I will ever get used to looking outside and seeing these sights.

The day passed rapidly, filled with construction details. It's easy to get lost in the work — hammer, hammer, cable tie and snip — then a small, brash damselfish will jet over to nip your leg for loitering in its tailored algae garden, immersing you right back into the reef. It's crazy how quickly we've habituated.

— Todd Barsby

F

— Mark Hay Day 4, Nov. 13 e are concerned about moray eels being inadvertently caged in and getting our fish. We noted one in a cage today, but it was not especially large and we can probably get him to leave with minimal hassle. Cage 24 has a lot of holes in it. There is obviously a big eel there. This morning there was a large hole blasted directly through the chicken wire where something came out through the top of the cage and a second hole in the side where something came back in. It looked like a rocket had gone through the cage material. These are impressive animals.

W

— Mark Hay National Undersea Research Center

"We would go out at about 6 a.m., stay until noon, and then we were required to spend four hours in the Aquarius. Then we'd go out at 4 p.m. and stay until about 7 p.m. We were then required to stay in Aquarius for 12 hours before going back out," Hay says.

"Given that we were on a 25-hour cycle, the schedule moved forward one hour each day. That put us out for longer and longer at night and it got dark at about 5:30 p.m. While this was a bit of a hassle for doing the work, it was wonderful for seeing the changes in fish and invertebrates that are active day versus night and for seeing the big predators that are much more active at dusk and dawn."

It was a scramble for the team to set up all of its experiments and there was rough weather to deal with on some days.

"We had roaring currents much of the time. This made the work difficult, and our surface crew was restricted from going out on some days due to rough weather," Hay says.

Other challenges were swarms of stinging jellyfish and the challenge of diving without surfacing.

"Toward dusk it was like it was raining jellyfish," says Chequer.

Working at the dive site before dawn and as day turned to dusk provided interesting opportunities to observe different marine life.

"The coolest thing to me was to see the changes in fishes at dawn and dusk. We'd start before the sun came up and we'd see the reef wake up as the nocturnal fishes went away and the daytime fishes starting to move around," Burkepile says. "It was equally neat to go from light through dusk to darkness and to see all of the predatory fish come out at dusk.

You'd see huge schools of fish — 50 to 60 barracuda all together — swimming around right at dusk."

The underwater lab, with its lights and generators, also attracted fish.

"When we swam to Aquarius the first time it was dark, it was surrounded by clouds of fish," Chequer says.

The long days of diving and con20 GEORGIA TECH • Winter 2004

structing the cages underwater were physically draining, and the bedroom accommodations were less than spacious — about 7-by-8 feet with two sets of bunks stacked three high with a little less than two feet of space between bunks — but everyone slept well, given the daily schedule.

"We slept very soundly at the end of the day because we spent twice as much time in the water as we could have diving from the surface," Burkepile says.

Hay adds that although the water was 82 degrees, prolonged exposure meant a lot of energy expended keeping warm. "That means we were twice as cold and twice as tired."

Chequer says by the end of the mission, he was wearing "two wet suits, a vest, an under vest and a hood. That was the worst part of it."

Living in cramped quarters was easier to adapt to than the team thought it would be.

"It was definitely a different experience. It was very compact living. We couldn't all eat at the same time because there was only room for four of us to sit down, but we learned to move around each other within a day or so," Burkepile says.

Chequer says the experience was "surprisingly normal."

"When we were in Aquarius, I would sit and look out the window and I had to remind myself that I was underwater looking at fishes. They'd come by and look in at us too," Chequer says.

Another challenge was that once the team had constructed the cages and put in the species of fish to be studied, predatory fish were attracted to the cages.

"Once we caught the fish and put them in the cages, the fish would whack out a little and that attracted predators," Hay says. "We had eels tearing through cages and sharks pulling up the edges of cages to get at the fish. A couple of the cages looked like missiles had torn through them.

That is why we are trying to get back there as soon as possible to check on them. The first thing is to see if we still have the right fish in the right cages in the right numbers." GT

Day 5, Nov. 14 hat we eat: chips, chocolate, cookies and cheese — the four Cs of Aquarius. We supplement our diet with anything microwavable or rehydratable — yum. This makes for some great snacking — and some not so great meals, as you could well imagine. My take-home tip of the day: Dehydrated scrambled eggs and bacon are best used directly as fish food. Just skip the more common, intestinal track altogether.

Another interesting night dive: It started to rain jellyfish. Their presence, or more accurately, the small fish that live amongst the jellyfish tentacles, sent the surrounding reef fish into a feeding frenzy. Up off the bottom they'd dart to feast on the passing fish. In front of us a gigantic cauliflower jellyfish exploded onto the reef, pummeled by the current. The swarming reef fish attract the barracuda. Through our proximity, the newly evicted small fish of the tragic jelly's tentacles race to us for safe haven. For the entire drift dive back to Aquarius, we have hundreds of tiny fish swarming our heads.

attention and ran my forehead into a jellyfish. Luckily it was a moon jelly and not a cauliflower jelly. Stung at the time, but went away before long.

We have seen some massive cauliflower jelly. One that came over us today had tentacles extending 10 to 12 feet down through the water column.

— Mark Hay Day 8, Nov. 17 ur wet suits are mashed, shrunken, inefficient and fighting back.

We are freezing, despite multiple wet suits, and they are rubbing the skin off our bodies in places, causing rashes in others. We need to dry out.

— Mark Hay Day 9, Nov. 18 ast night the waves must have really picked up. The Aquarius shook at times with the surge and the wet porch hissed and moaned loudly as water was forced in and out due to wave surge.

When we got up this morning, it was uncertain if we would be able to dive. After considerable discussion, we were allowed to go after giving a prom— Todd Barsby ise to abandon the effort if things were too bad. Once out, the visibility was Day 6, Nov. 15 poor, but it was not hard maneuvering. e are beginning to get the preWe did use our safety reels at each dictable suite of undesirables at cage site — hooking a line to the the cages: sharks, big jacks, big excursion line, swimming the reel to the grouper and snapper, holes in the cages and affixing it, working, then cages from big eels. I spent several reeling ourselves back to the line. minutes this morning convincing a 5foot nurse shark that it needed to go Started decompression at 4 p.m. elsewhere and leave the cages — Initially 70 minutes of oxygen treatment and fishes in them — alone. It while lying in bed — 20 minutes on, amazes me that fish will stay against five off, 20 on, five off, another 20 on. the cage edge and get sucked We then watched two movies and read through the mesh by these sharks.

— it was like watching paint dry.

All the prey needs to do is stay away — Mark Hay from the edge, but they don't. I Day 10, Nov. 19 guess destructive behavior is not just e emerged to bright sunshine a human trait. and fresh cinnamon bread that Brock and Zach came for a Kia had made — a huge hit with us. lunchtime visit today to experience the It is nice to be back on top, but we'll Aquarius. We longed for their freedom miss the time in and under the water. to go to Sharkey's and have chicken Now to packing, wet suit cleaning wings and a beer. Brock made etouffee and lunch — good Mexican food and and sent it down to us for dinner. a beer. The diving physician had to — Mark Hay go with us to be sure no one showed signs of decompression sickness, Day 7, Nov. 16 but he was willing to do this so we n the way to the site this mornwere paroled from the NURC base. ing, I was pulling along the excursion line not paying adequate — Mark Hay

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Winter 2004 • GEORGIA TECH 21

Annie Hunt Burriss, Jim Lientz and Bill Todd share more than Georgia Tech diplomas. All three play key roles in Gov. Sonny Perdue's administration. And they've crossed paths many times before.

"There's a bond of trust and friendship," Todd says.

Todd and Burriss met during a Lamaze class. Todd's wife was preparing to give birth to son Hayes, now a College of Management student at Georgia Tech. Burriss was learning the childbirth method before the arrival of daughter Jennifer.

Todd and Lientz have traveled in the same circles for years.

"Jim was chairman of the Georgia Chamber of Commerce.

I was a vice chairman on his team. He was chairman of the Atlanta Chamber of Commerce and I was on the board. He was a board member at the Georgia Research Alliance. We're members of the Rotary Club of Atlanta together. We've hunted quail and played golf for years," Todd says.

They share another trait. All three were independently pursuing other successful endeavors when Gov. Perdue persuaded them to join his administration. Now the three are working side by side to help mold a New Georgia.

STRATEGIC LEADERSHIP alumni work for better government

By Kimberly Link-Wills • Photographs by Caroline Joe

2 2 GEORGIA TECH. Winter 2004

'THE MOST HUMBLING JOB' Annie Hunt Burriss relishes behind-the-scenes leadership role

A

nnie Hunt Burriss likened her job as the governor's deputy chief of staff to a white-water canoe trip.

Sometimes it was rocky.

Sometimes there were rapids and falls.

Sometimes she had to do portage or just paddle. But it was always an exhilarating ride.

"I wouldn't have traded the perspective and experience gained," says Burriss, MCP 79. "It was an incredible opportunity with lots of risks, and I'm a risk taker."

Burriss has just made another risky move. On Jan. 1 she replaced Bill Todd, IM 71, as executive director of the Commission for a New Georgia.

In making the announcement Dec. 16, Gov. Sonny Perdue said, "Annie's experience in the business, academic and government sectors uniquely qualifies her for this leadership role. I have found her to be a results-oriented venture capitalist of ideas.

Her understanding of economic development, combined with her strong sense of Georgia, provides her with keen insights for directing the Commission for a New Georgia."

Risk taker or not, Burriss did not plunge right in to state government when she received a call from Perdue's transition team in late 2002.

"I was shocked out of my gourd," she says. "I was in California giving a speech to the deans of arts and sciences from across the country. I had gone out to Stanford thanks to (Tech provost) Jean-Lou Chameau and President Wayne Clough to see how Stanford had played such a catalytic role in the economic development of the Silicon Valley. I was very intrigued with how we might improve Georgia's economic future by improving how we connect intellectual property from the university lab to market."

Her thoughts were thousands of miles away from the inauguration of Gov. Perdue.

"I was shocked because I haven't been involved in a political campaign since a guy from Georgia was running for president," she laughs. "I like politics, but I am not political."

It wasn't her politics that attracted Burriss to Perdue.

They became acquainted through Perdue's Georgia Senate roles, including chairing the Higher Education Committee, as she sought to enlighten state lawmakers about the Intellectual Capital Partnership Program, an economic development initiative she conceived and directed while working for the Board of Regents of the University System of Georgia.

By the time she was offered the job as deputy chief of staff for policy, legislative affairs and executive appointments,

24 GEORGIA TECH Winter 2004

Burriss was associate vice chancellor for economic development for the Board of Regents. She was happy in her role and had no intention of giving it up for blood-sapping days on the political battleground.

"I said I couldn't possibly do it because the hours would be awful, that it would be like drinking water from a fire hydrant," she says.

Still, Burriss found the idea of rolling up her shirtsleeves and arm wrestling with policy, legislative and leadership matters almost irresistible.

"I started to think possibilities. It was intriguing to be invited to be at the table at a very historic time in my state.

I'm an eighth-generation Georgian. I would like for my children and their children to have good opportunities in Georgia," says Burriss, the mother of two teen-agers.

Burris also remembered when, several years earlier, Perdue had asked her to meet with his daughter Lara.

"He said, T think you'll shoot straight with her about what it's really like to work and be married and have children,'" Burriss says, adding that she wanted to interview a Perdue offspring to learn what kind of a parent he was.

"What an outstanding young woman," Burriss recalls. "I told her it's not easy, that you have to have a true partnership, which I'm blessed with. I think the husband and the children are the happiest if you're happy and if you're building on what your strengths and passions are."

Burriss has been building on her strengths and passions for a long time. After receiving fine arts degrees from Sullins College in Bristol, Va., and Stephens College in Columbia, Mo., she decided to become an architect like her father.

"My dad had a 52-year career that was rich and rewarding. I loved going to construction work sites with him. My dad raised me just like he raised my brothers," she says.

She also was raised to be independent. "1 decided that I'd get myself through, that my parents didn't owe me anything. They'd already given me four years of college," Burriss says, explaining she enrolled at Tech so she could take advantage of in-state tuition and work her way through school.

"I didn't know at the time that girls didn't go to Tech. It was a culture shock" for a female who had attended women's colleges and worked summers at an all-girls camp.

After the initial shock wore off, Burriss determined that if she encountered professors or students resentful of her presence on campus, it was actually an advantage.

"If someone was prejudiced because I was a woman, that gave me a great strategic advantage," she says. "I knew that his thought process was flawed because he discounted me because I was a woman."

She concedes that Tech still was tough, particularly for a female in the 1970s. But she doesn't dwell on that.

"The temptation is to have scar tissue," she says laughing. "But here's the thing I'm so happy about — I am so thrilled at where Tech is now and where it is headed. Wayne Clough is absolutely one of the best presidential leaders in the country. The whole atmosphere at Tech is remarkable. It has become so dynamic, innovative and supportive. Tech is becoming one of the best universities in the world."

While at Tech, Burriss discovered her passion for city planning. After two years in the architecture program, she made the switch. She still is passionate about the "multidisciplinary aspects of city planning, the things that linked effectively can improve the quality of life — understanding society and developing human potential, developing transportation and infrastructure systems, creating sustainable development, beautiful buildings and environments, creating the arts — all aspects that make for great communities.

"I love creating results. I love trying to figure out what you can do to make things better," she says.

What better place to do that than at the Georgia Capitol?

"This was an opportunity to provide public service at a historic time working for a man I believe to have great integrity. I'm not an R and I'm not a D. There are some people here who are Republicans and some who are Democrats and that's great, that's fine. I really don't care about that. I want to support the man elected by the people. I want Georgia to be a better place now and great in the future."

Burriss is seeing results from her work. She helped line up the funding for the Nanotechnology Research Center, which will be built at Tech with a $36 million gift from an anonymous donor and $45 million in state support.

"I try to think strategically about where the future is, and nanotechnology is absolutely where things are going. I try to anticipate the industries of the future — the industries of the mind. When Georgia Tech found this investor, I was happy to quietly orchestrate a meeting with the governor. I love to be behind the scenes connecting ideas and people," she says.

Burriss also developed and designed the Commission for a New Georgia, which she now will head.

"I try to think strategically about where the future is, and nanotechnology is absolutely where things are going. I try to anticipate the industries of the future — the industries of the mind. When Georgia Tech found this investor, I was happy to quietly orchestrate a meeting with the governor. I love to be behind the scenes connecting ideas and people."

As new programs were being launched, Burriss dealt with lingering problems, namely the state's budget woes. She had participated in the governor's budget meetings since they began in August.

"I love watching Governor Perdue in these sessions because he's really a thoughtful, caring man. He asks great questions. He really does believe in the principle-centered leadership of Stephen Covey (author of "The 7 Habits of Highly Effective People"). It has been fascinating to watch the leadership of the different agencies when they realize that he really does mean what he says.

"He is a skilled listener. I don't think people expect that of a politician. He is very deliberate, a data-driven decision maker," Burriss says of her boss.

"It was the 'perfect storm' that we walked into. There were the worst budget years since the Great Depression, two years of back-to-back drops in state revenue. We lost over 100,000 manufacturing jobs. We imported more college-educated people than any state the last few years. And we had the first Republican administration in 130 years and a change in leadership in both the speaker and the Senate."

Burriss was up to the challenge. She has been named one of Georgia Trend magazine's "100 Most Influential Georgians" five times and nearly as many times has been listed as one of the Atlanta Business Chronicle's most influential Atlantans. The Business Chronicle also has pegged her as one of the "Women to Watch."

At Georgia Power in the early 1990s, she helped conceive, develop and implement Operation Legacy, designed to recruit companies to Georgia before the 1996 Summer Olympics.

"My passion is still economic development," Burriss says. "At the end of the day, economic development is nonpartisan because we all want good jobs for Georgians."

Burriss learned a lot about partisan politics as the deputy chief of staff for policy, legislative affairs and executive appointments.

"Partisan politics is like an eighth-grade lunchroom," she says. "But I have found some outstanding politicians, fine people who seek to serve and help make the world a better place.

"I love variety. Man, have I been exposed to variety! I've learned so much about things I had no clue about. I would say this has been absolutely the most humbling job I've ever had because you find out how little you know.

"I pray every day for wisdom and courage and humor."

Winter2004 .GEORGIATECH 2 5

T M THE BUSINESS GUY' Jim Lientz breaking ground as state's first COO

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s his first year on the job as the state of Georgia's chief operating officer draws to a close, Jim Lientz retains his sense of humor.

Back in April, Lientz was quoted as saying, "If it's always going to be like this, I quit."

Lientz, IM 65, laughs as he acknowledges that the quote was accurate. "Actually, I told the governor that somewhat in jest. You have to keep your sense of humor in most anything you do, particularly around here."

Lientz wasn't looking for a job when Sonny Perdue, then the governor-elect, called shortly before Christmas 2002 and requested a meeting.

"I had a job. I was retired from Bank of America. I had gone back to work after about a year with some friends of mine in a little financial services business. I was very pleased with what we were doing and I wasn't looking for something else to do," he says.

Lientz was taken aback when he learned what Perdue, only a casual acquaintance, wanted from him.

"We discussed each other's philosophical approaches to leadership, what his approach was to how the state should be managed," Lientz says. "He showed me an organizational chart and asked me what I thought. I told him I thought that made perfect sense, that it would be a good way to think about running the state. Then he said, T'd like you to consider this job,' and he pointed at the chief operating officer's job on the chart.

"1 told him I needed to talk to my wife about it, I needed to talk to my business partners and, most importantly, I needed to pray about it. He said, Tf you'll do those things, then you'll get the right answer.'"

Just days before the dawn of the new year and just weeks before the new governor took office, the Perdues and the Lientzes had dinner together.

"Frankly, my wife had some pretty specific questions about how hard I was going to have to work," Lientz admits.

"This is a full-time job, if anybody should ask you, 10 or 12 or 15 hours a day."

Lientz knew it would be a tough job. But he also knew he might live to regret turning it down.

"In four years I might be looking back and saying, 'Boy, I blew it. I had a chance to go serve the people of Georgia in this capacity and I didn't take advantage of it.' I just felt like it was the right thing for me to do."

Still, there was the matter of the job itself.

"Georgia has never had a chief operating officer. There are similar positions in other states, but as far as we can tell, there is no other state that has a chief operating officer. There wasn't a job description that was defined," Lientz says.

The political arena also was unfamiliar territory.

"The political dynamics were interesting — a Republican governor and a Democratic lieutenant governor. We had the first Republican governor in 130 years. We had a Democratic speaker and a Republican Senate for the first time ever.

2 6 GEORGIA TECH* Winter 201) I

"But I'm the business guy, not the political guy. I can't stay out of the politics because by definition they're here, but I really think my job is to serve the governor and the people of Georgia and try to do so insofar as possible in the business realm and not in the political realm," he says.

Lientz found his footing as one of only five staffers who report directly to the governor.

"As chief operating officer, I have the responsibility for the organizations of the state that we might think of as delivering a product or service to our customers, the citizens of Georgia. It could be higher education. It could be the prison system. It could be a driver's license or an environmental permit.

"My job is to streamline communication, to be available

to the agencies, to talk about issues with them on a regular basis. That's the first time that has occurred. We talk about what's going on in different parts of the organization and I help them understand what the governor's agenda is. A lot of times they would have had to read about that in a memo or the newspaper," Lientz says.

"What we're trying to do is build a culture that operates on the principles of teamwork and accountability and communication and respect and things that frankly a lot of us are used to seeing in the private sector."

Lientz has been busy helping state departments draw up — or, more accurately, trim — their budgets.

"One of the things we did this year, the first time it's ever been done, is ask them to define all of their programs

and then to rank those programs. That caused some head scratching on the parts of all the agencies, but they unanimously have told us that exercise has been good for them. It gave them a chance to consider whether a program is being done well or maybe isn't needed anymore or isn't being done as effectively as it should be or could be done more effectively by another organization."

Georgia's fiscal year 2004 budget has been cut by an additional 2.5 percent and Gov. Perdue is proposing another 5 percent reduction for fiscal year 2005.

"The truth is when you take the 2.5 percent for this fiscal year plus the 5 percent for next year, the citizens will see some impact on service delivery. Specifically, it could be our ability to deliver the same level of service, let's say in driver's license testing. Unfortunately, there also will be some things that will be noticed in the University System.

"We're not interested in telling the Board of Regents or the particular university presidents how and where they need to allocate their cuts. That's their responsibility. Perhaps there will be some class size differences," Lientz says.

"Georgia has a great higher education system, two in the Top 20 of public universities in the country. We're certainly not going to take it apart, but we're having to ask them to try to find new ways to do things."

Lientz admits that his golf buddies and all his "new best friends" treat him differently than they did when he was president of the Mid-South Division of Bank of America.

"Everybody wants to joke and ask, 'Have you got it all under control yet?' I always tell them it's going to take one more week. I'll keep telling them that," he says.

"I think the toughest part of my job has been to generate enough patience because clearly things don't happen as rapidly in the public sector as they do in the private sector. A lot of times I've said, 'Why don't we just do this? It makes perfect sense to me.' Then it's been pointed out to me that there is a statute that requires it to be done the way we're doing it.

I've found that pretty frustrating, but I have to keep reminding myself there is plenty that we can make progress on.

"We have tried to emphasize thinking about new ways of doing things and about the fact that just because we've always done it that way doesn't make it right. We really need to be extraordinarily creative in what we do. We've encouraged people to think outside the box, to take responsibility for their actions, not wait for somebody to tell them what to do, to step out and try new things."

There are still days when Lientz wonders why he agreed to become the state's first COO. "I probably do that at least once a week," he says, laughing again. "But I really believe that I have made a contribution and will continue to do so. I go home tired, but I usually go home feeling like we've made some real progress and I'm happy that we're doing that."

Asked if he ever had aspirations of seeking political office, he answers, "No, if I ever had them, I don't have them now. I respect what our elected officials do, I really do, but I have no interest in doing that."

He laughs again before returning his attention to the serious business of the 2005 budget.

Winter 2004 • GEORGIA TECH 27

IT'S ABOUT CHANGE Bill Todd heads Georgia Cancer Coalition

B

ill Todd is seated up front on the bandwagon driving toward a new Georgia.

While Gov. Sonny Perdue holds the reins, Todd, IM 71, is an integral member of the steering team. Handpicked by Perdue, Todd was executive director of the Commission for a New Georgia. On Dec. 12 he became president of the Georgia Cancer Coalition.

When announcing the new appointment, Perdue said, "Bill will bring to the Cancer Coalition strong business acumen and an extensive knowledge of health care and related issues. His leadership will help further the coalition's mission and goals."

Todd says the governor is a "very good salesman. He laid out a vision for the state that was compelling and enticed me to leave Encina and come join his team back in March."

Before heading Encina Technology Ventures, Todd was at the helm of the Georgia Research Alliance, a coalition of state government, private business, Georgia Tech and five other research universities. Through the GRA, Todd became acquainted with Perdue.

"We met when he was a brand new state legislator in January of 1991 and I had just started the Georgia Research Alliance the summer before. I went to him early in his career because I had been told that he was one of the smartest people in the then-freshman class of the state Senate," Todd says.

"He was always a great supporter of the GRA and intellectually understood it, understood the potential for universitybased research to be a catalyst for economic growth in the state."

Todd says he still was surprised when the newly seated governor offered him a job in early 2003.

"He said that he remembered when I first came to see him in 1991. He said, 'You began to tell me your crazy ideas.

Then he smiled and said, 'Now the Georgia Research Alliance is one of the best things we've got going in the state.

I need you to come join this team and help me do that over and over again.'"

Todd went home and talked the offer over with his famiiy.

"We agreed that this would be an opportunity to serve and it seemed like the right thing to do to try to give a little back to a state that's been very good to me," he says.

He knew he would be battling the "forces against change."

"1 went in with my eyes wide open, knowing enough about how these things work, knowing that it was a good opportunity to make a contribution, but that it would be very challenging, very difficult work," he says. "All the work that I was involved in, the Commission for a New Georgia, was about change, to take a look at how the state operates and to determine if there are not some best practices in the private sector that have been proven and therefore could be imported into the operation of state government effectively."

Todd learned two things. "There were about 40 reporters

2 8 GEORGIA TECH* Winter 2004

looking at everything we did," he says laughing. "The other impression was there are some very good people working in state government, but in many cases they are hamstrung by layer after layer after layer of policy and procedure.

"Nothing innovative is easy. Fortunately we have a governor who is undaunted by the political disincentive to try new things. He is committed to creating a new culture, committed to a fresh approach to challenging problems. We never hear from the top, 'We've always done it that way.'"

Todd oversaw the 22-member volunteer Commission for a New Georgia, co-chaired by Waffle House's Joe Rogers, IM 68, that has formed task forces to study space management, capital construction, leadership development, tourism, procurement, fleet management and public broadcasting.

"It's a series of works in progress. We don't have any real results, but we have some good motion," Todd says.

"What is most encouraging is a number of prominent Georgians have stepped up to take on volunteer leadership roles in heading up task forces to look for opportunities."

Todd does expect concrete evidence of the commission's work to emerge in 2004. "These task forces rolled out for 90day terms to take an intensive look at a specific area, make their recommendations and then turn them over to the governor for consideration and implementation. Some of them will be able to be implemented by executive order. Others may require legislation, but they will have some ready for this session of the General Assembly, which convenes in January."

Todd says leadership development is key to the administration's goal of being the best-managed state in the nation by 2007.

"The state has never had a robust program to cultivate middle managers and provide a system of career development in any kind of a strategic way that would, for example, have them cross train in other departments. There's never been a program to identify the high flyers early on in their careers and nurture them through.

"When you look at the great companies in America, we have three in Georgia that are on the Fortune Top 50 as the best companies to work for — Synovus, AFLAC and Alston & Bird.

We have representatives of all those companies on our task force in leadership development to help us understand how they've created a model work force," he says. "In order to change the culture of state government, we have to dramatically improve the performance and quality of the team. Improving the management team leadership will produce more productive employees. The best-managed organizations have world-class leaders at every level."

The commission also is taking cues from business as it studies how the state allocates space for its 100,000 employees.

"BellSouth, for example, went through an exhaustive process to collapse their 20 locations around Atlanta into three major centers of employment by going through a systematic process of looking at where their employees live, looking at who needs to be near whom, looking at opportunities for public transportation," he says. "They concluded about 100 of their people didn't need to be in the metropolitan area at all. They could be out in the state in a lower-cost environment.

"The state has never gone through any kind of an exhaustive process like that," Todd says. "A space management strategy could be a great contribution toward becoming a very well-managed state."

He adds that the governor already has implemented Work Away to encourage state employees to do their jobs from their homes if it is feasible.

"Corporate America has gone through, some might say, a gut-wrenching effort \n the last three years to really think

"In order to change the culture of state government, we have to dramatically improve the performance and quality of the team.

Improving the management team leadership will produce more productive employees.

The best-managed organizations have world-class leaders at every level." about what are the core competencies, what is the central nature of the business, what are things that don't really make any sense and therefore ought to be spun off or outsourced.

In the case of government, there are some terrific opportunities for outsourcing and privatization," Todd says.

Todd only had two people on his staff at the Commission for a New Georgia office next to the Capitol.

"We depended on a whole legion of volunteers and pro bono consultants from the universities, from consulting firms, citizen volunteers, generous corporate citizens. It truly is a robust public-private partnership."

Todd is used to small staffs and building movements from the ground up. He left an administrative post with Emory University's health care system to launch the GRA in 1990. He told the ALUMNI MAGAZINE in 1993, "When my secretary and I came over from Emory, there was no desk, no telephone, no anything. That was an interesting opportunity because an organization did not exist. We literally chartered it and incorporated it as a not-for-profit entity."

Todd says his philosophy at the GRA was one of leanness.

"We only had four people there and we were running a $50 million enterprise. Frequently people would come to see us and they'd say, 'Where is everybody?' And we'd say, This is it.' We made extensive use of loaned executives and volunteers and different groups.

"We took it from zero to over $50 million over a 10-year period and it's now the premier university-business-government partnership in America," he says. "The initial investments by the state and the philanthropic sector have mushroomed multiple times over until it has become a billion dollar impact on the state."

When asked if it was hard to walk away from the GRA in 2000, Todd replies, "Oh yeah, it was something I had built from scratch when nobody thought it could be done. But I thought 10 years was the right amount of time. I had recruited Mike Cassidy (MS TASP 87) specifically with the intention of him succeeding me at year 10. Mike has taken GRA to the next level and is doing a wonderful job."

At the time, Todd couldn't foresee the challenges still ahead.

Calling from Washington, D.C., where he was hearing speeches by cancer survivors Lance Armstrong and Hamilton Jordan on Dec. 17, Todd pointed out that his career has come full circle. He has returned to a focus on health care, like the days at Emory, and to growing a nonprofit organization, like the GRA. GT Winter 2004 • GEORGIA TECH 2 9

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A new chapter in the rich heritage of Georgia Tech is continuing to unfold. y~hom dream to reality. The Georgia Tech Club continues to move forward. Architectural plans are being refined, the golf course is now under construction and more and more Tech alumni and friends are recognizing the value of once-in-a-lifetime opportunities to enjoy membership and advantages of living in the heart of The Heritage community.

The Georgia Tech Club will feature a Rees Jones-designed championship golf course, a Stan Smith tennis center, a Lifestyle center complete with spa, health andfitnesscomplex, a golf learning center, and clubhouse. The Heritage community will offer a limited number of homesites and custom homes. Additionally, the Georgia Tech Club will provide spacious accommodations for members' overnight stays in comfortable Founder Cottages conveniendy located near the clubhouse.

Located on 600 rolling acres north of Atlanta, this exclusive club and community will cater to Georgia Tech alumni and supporters while providing financial support for the Institute.

For membership and real estate information, please contact the Georgia Tech Club.

www.georgiatechclub.com Call today to schedule a preview of the property. 404-240-7225 or 800-281-0781

IN THE WAKE OF

LEWIS AND CLAEK

WILLIAM

CLAHK

M KH1WKTHER LEWIS

CfJic&H&&n>4i4t*4, Ze02-~Zcev

J_re! resident Wayne Clough and his wife, Anne, joined a group of Georgia Tech alumni aboard the Sea Lion for a seven-day voyage through history in the wake of Lewis and Clark. The cruise, which explored the Columbia and Snake rivers, began in Portland, Ore., where

\ f j ^£iS2&\ y the Willamette River flows into the Columbia River.

32 GEORGIA TECH • Winter 2004

The Sea Lion explores the Columbia and Snake rivers, sailing here through desert-hued canyons east of the rain shadow of the Cascade Mountain Range.

I

n 1803, President Thomas Jefferson chose Meriwether Lewis to lead an expedition to the Northwest "to explore the Missouri River and such principal streams of it as by its course and communication with the waters of the Pacific Ocean."

Lewis chose his friend William Clark to share command of this fantastic expedition. The Lewis and Clark Corps of Discovery set off from a camp on the Mississippi upstream from St. Louis on May 14,1804. It took 28 months for the explorers to navigate uncharted rivers and forge a wilderness journey to the Pacific Ocean.

ouse River IDAHO Clearwater River iston

Willamette River

Joan Murphy

m m

SUNDAY, OCT. 5 — PORTLAND, ORB.

T

he Sea Lion casts off its lines and heads up the Willamette River. We pass beneath numerous bridges and cruise smoothly. Dinner is salmon no less.

MONDAY, OCT. «

w,2

/ ay dawns bright and warm with cool breezes. We have already passed through the locks of two dams. At 7 a.m., we are in sight of John Day Dam and its remarkable lock — 113 feet, the highest in the world. By 7:30, we enter the lock and look up — quite a sight. The Chinese Three Gorges Dam on the Yangtze River will eclipse it at 600 feet!

The Columbia is blue and wide in this area and bounded by brown hills shaped by basalt flows. The flows are sculpted

D

{JU***n+ CtvutiJ. writes in his journal.

The following excerpts are from his sevenday voyage.

34 GEORGIA TECH • Winter 2004

DAMS, HAT HOCK

a." -»*. Jfct

/jt&c-k^c'u.bvi tc4**+*y. changes dramatically as the Snake and Columbia rivers flow from Idaho through Oregon and Washington

with fluted columns formed by crashes created during coolformed by small hillocks that rise gently from the flat land. ing.

When there are trees, they grow in clusters, perhaps nurtured We cruise by a number of the camp sites for the Lewis by water or planted by farmers to create shade or windbreaks and Clark expedition. They often chose places where creeks on the otherwise green space of eastern Oregon. ran into the river. In some areas, they camped in the same There is steady activity along the lakeshores, but it is spots going both ways.

Joan Murphy exclusively of the transitory variThe sun rises in the sky and ety. Cars, trucks and trains move warms the body and soul. At this in a steady procession, but no one time of the year, the salmon are runseems to find these parts as a ning. Each type of salmon tends to place to stop. have a run at a different time. The On the Washington side, salmon running now are the Chivineyards spread across the crests nook, also called king. of hills and in the low areas below The weather is spectacular — the shoulders of the hills. warm, but with cool breezes off the Washington and Oregon wines river. On either side of the river are are increasingly becoming comtwo highways. Highway 84 on the petitive with California vintages.

Oregon side tends to be very busy The vineyards follow in orderly since it goes directly into Portland. patterns along the contours of the Highway 14 is on the Washington hills and valleys. Their green colside. Railroad tracks parallel the ors contrast sharply with the v T « * /fC+**-** 4-fi.c T~>****m&» was named by highways on both sides of the native brown grasses so abunLewis and Clark on their journey to the Pacific. river. We often see trains with large dant everywhere. numbers of grain cars carrying the plentiful crops. There is Now we are nearing McNary Dam, the last major dam surprisingly little river traffic. The "river" at this point is on the Columbia. Power lines and their companions, transisactually Lake Umatilla, created by John Day Dam. tor towers, march in single file out from the dam, over the land toward towns and cities. Our civilization depends on We pass by mile 265 headed for the Blalock Islands, a these 20th century creations, without which we could not traditional burial site of the American Indians. The land here cluster into our urban areas. is flat, particularly to the south. Horizons are distant and

Winter 2004 • GEORGIA TECH 35

p

, ersevering across the Rocky Mountains and the Great Divide, the Corps of Discovery reached the Clearwater River, where the explorers climbed aboard five canoes and, for the first time since beginning their journey up the Missouri, sailed with the current. After racing down the Clearwater and Snake rivers, Lewis and Clark reached the Columbia River teeming with salmon.

-M^ersi

What would Lewis and Clark make of such things?

Jefferson, who wanted to capitalize on this new land, would have been in wonder of it, I expect. There are downsides of hydroelectric technology and the price has yet to be paid. The giant reservoirs are slowly filling with silt, changing the ecology and eventually reducing the capacity to store water.

Our first stop following McNary is at Hat Rock, named

by Lewis and Clark on their way to the Pacific. We take Zodiacs over to walk around the lake at the base of Hat Rock, which is now surrounded by weekend homes for lake lovers.

The rock really does look like the top of a hat and the ground around it slopes gently to resemble the brim.

Hat Rock faces across a pond on its side of the river a more substantial rock ledge. It seems to look pensively since its true family lies there in more sensible harmony with the river bluff line. Across the river, the bluff line is more continuous, forming a long plateau with a shallow soil cover not substantial enough to support trees. This area is classified as a desert, getting 10 inches of rain or less annually. The contrast with the Columbia is dramatic.

Our naturalist provides us with insights into the nature of the vegetation along the pond below Hat Rock. Many of the species are immigrants, having come in as travelers courtesy of migrating birds or livestock herds. Pioneers in their covered wagons brought seeds and cuttings of some of their favorite plants and shrubs. A Russian olive tree, a rather scruffy trash tree, was planted in a misguided effort to grow something green, but took on a life of its own, today growing like some western kudzu variety.

Ducks, coots and geese noisily chatter among the waterfowl. These tend to stay the winter rather than migrate, taking on bad habits in the course of time. On the river, we see cormorants, herons and gulls. Beavers have been at work on the trees around the pond, taking even the large variety of native willows.

One of my favorite weeds is identified as the "tooth tightener." During the long winters, the settlers' diet was mainly meat, with little vegetables and no citrus fruits, leading to the onset of scurvy. Scurvy causes the gums to draw away from the teeth, but this green leaf, which is an early arrival in spring, is rich in minerals. Eating it restores the gums and fights scurvy, thus "tightening the teeth."

As we approach the Washington border, the bluffs alongside the river rise higher, reaching several hundred feet.

7 . .• * r. / ' /

jL+tk*ci

transport tour groups from the Sea Lion

to explore the base of Hat Rock and the backwaters of the Palouse River.

Joan Murphy

* M is North America's deepest river gorge.

"7

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T U E S D A Y , O C T . 7 — H E L L S CANYON

y3

he group is breaking into two parties, one to take a bus tour and one to board a "jet boat" to go up Hells Canyon.

Anne chooses the bus and I go for the jet boat.

In the early portion we see spectacular columns of basalt, some close to vertical and others beautifully fluted, curving gracefully downslope. The difference in the shape of the columns is predicated by the shape of the surface where it cooled and whether it was able to squeeze along the surface.

A mile or so up river we see six bighorn sheep, females and kids. The males tend to summer higher up and come down about this time of year.

Blue herons fish along the shore. The sun graces the tops of the basalt plateaus and caresses small valleys.

Thirty miles up the river we come to where the Grande Ronde River joins the Snake. The rocks forming the hills and mountains now turn to limestone. From here in it is a national wilderness area — no plateaus here, just steep slopes broken by tilted rock beds. A large bighorn ram grazes lazily on vegetation on the steep slope above the river.

The canyons become much more rugged and dramatic as we near the former Cache Creek Ranch, today the site of the beginning of the Hells Canyon National Recreation Area. We are visited by a red-tailed hawk that drops in nearby to check Winter 2004 • GEORGIA TECH 37

TV.

I ear the end of their journey of more than 4,100 miles, the expedition approached Gray's Bay and Clark mistakenly believed he saw the land's end. He enthusiastically jotted down his most famous journal notation: "Ocian in view! O! the joy" Although just 20 miles from the Pacific Ocean, the expedition encountered terrible storms. They were held back three weeks before making the final thrust to the Pacific Ocean. They built Fort Clatsop, named for a nearby Indian tribe, on the south side of the Columbia, to wait out the winter before beginning the journey home.

Joan Murphy

out the action. Bald eagles come in the winter — they don't like the heat. Also seen are some bighorn sheep and a floppy-eared mother mule deer with two teen-agers tagging along behind her.

Traveling upstream a few more miles we encounter the mouth of the magnificent Salmon River. One of the few remaining wild rivers in this nation with no dams, its entire length is said to be in one state, Idaho.

The waters of the Salmon are crystalline green and it pours over its rocky bottom between soaring hills and plateaus. It is little wonder that Indians who lived here could so strongly sense the presence of a great creator.

Our boat turns to follow the Snake farther upstream.

Canyons narrow, river boulders pile higher and grow in substance and the canyon rims rise even higher, several thousand feet above the riverbed. Whitewater flashes at every river bend cause the boat to chatter and buck.

In a previous era, small steamboats attempted to ply these waters to reach mining sites with supplies. At the site of one narrow and fast-running rapid, a famous sinking occurred, leaving the boat in 80 feet of deep water below the rapids.

Joan Murphy

WM on the Snake River

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WEDNESDAY, OCT. 8 — PALOUSE RIVER

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he water on the river this morning is a mirror, unbroken by fish or wind. Wide is the valley we are in, formed by the floods that came as the dams broke.

Looking back up the river, a scene crafted by the master creator emerges. Still water in the valley is bordered by graceful 40-degree slopes rising to the base of successive basalt precipices. It is a built environment created by a combination of slow, steady processes, interspersed with violent natural events. First came fiery basalt flows, next floods, in some cases beyond imagination, that ravaged even the hardest basalt, plucking massive pieces and using them to batter and break rock downstream.

Climbing out of the river valley as far as the eye can see, the land stretches out to reach a limitless 360-degree horizon.

Basalt ridges and plateaus create the topographic relief, what there is of it. Color, or lack thereof, is the overwhelming sense one gets in looking at this landscape. ffffL*£+n-+*i+»4 7«>-«> drop 628 feet to the Columbia River Gorge below. Ancient pictographs can be seen along the river.

38 GEORGIA TECH • Winter 2004

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Joan Murphy

In the afternoon, we pass through the locks of Lower Monumental Dam. It feels good to pass quietly beneath this monster, which celebrates our exit by raining on us with water dripping down its huge sides.

We are told we will be treated to 16 total lockages, eight on the way up and eight on the way down. These massive structures change the rivers' forces from their wild and unpredictable condition during the Lewis and Clark voyage.

We can little imagine their struggles with furious rapids and narrow passages. Today the Snake and Columbia rivers are only ruffled by winds and loom wide from bank to bank, reaching up to one and a half miles in width.

O) J W S

T H U R S D A Y , O C T . 9 — KTVER G O R G E

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was erected in 1926.

It marks the location of the first permanent American settlement west of the Rocky Mountains.

4 0 GEORGIA TECH • Winter 2004

e begin today with a visit to the Columbia Gorge Discovery Center, a place our guide, Jerry, says has helped the region develop.

We depart on the Columbia River Highway. Looking downriver, we see dark clouds of a weather front that is stalled by the mountains of the Cascades. We are headed up the Moiser Tunnels.

Along the route we see ponderosa pine, white oak, big

Joan Murphy

7

•

J c / r t t / b u i l t Fort Clatsop, named for a neighbor-

ing Indian tribe, as its winter quarters.

leaf maple and Douglas fir. Curves wind through the trees and over bridges spanning canyons and streams — spectacular views.

We arrive at Moiser, about 2,000 people and Jerry's home. The general store is the biggest commercial establishment. Above town is a newly established hiking and walking trail complete with restored Moiser "twin" tunnels.

t

Joan Murphy

JJIA*^*J^H4

{JU****** ^ W « / , right, listens to a tour

guide while retracing the steps of explorers Lewis and Clark.

sails out to see the Columbia River Bar. While not a particularly stormy day, the surf and waves at the bar are impressive. Any ship seeking passage would have been subjected to a pounding. Today, the Corps of Engineers dredges the channel to a depth of 46 feet, allowing deep-draft ships to pass.

(7)

S A T U R D A Y , O C T . I I — Ki;r M I C T I O N S

I I ) A Y , / ( ) ( T . 10 — ASTORIA

W

e begin by visiting the Columbia River Maritime Museum, which has exhibits ranging from the times before Lewis and Clark to the present. Throughout the years, the dominant theme is the Columbia Bar or entrance to the Columbia River from the ocean. Known as the "Graveyard of the Pacific," thousands of ships and boats have gone down here in this turbulent meeting of the great waters.

In the afternoon, our "expedition" leaves Astoria and

O

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'

ur journey is over. Our voyage has been one leading to a deeper understanding and appreciation of Lewis and Clark's Corps of Discovery and much more. Many gaps in my knowledge of the American Indians were filled and much was learned about the geography, geology, flora and fauna of the Pacific Northwest, especially the Columbia River basin.

Given the number of explorations by the English, French and Spanish, the Lewis and Clark expedition was a key to the U.S. claim to the land. Generations to follow owe a debt to them, particularly in view of their bravery and suffering. GT

ALUMNI FOLLOW COLUMBIA TO PACIFIC OCEAN

T

wenty-seven alumni and friends joined Wayne and Anne Clough on the October cruise "In the Wake of Lewis and Clark."

Touring the Snake and Columbia rivers with the Cloughs were Viretta and Charlie (IM 57) Brady, Dodie and John (IM 50) Chapman, Jeane and Rem (ME 48) DuBose and Norma and Jim (IE 57) Edenfield, all of Atlanta; Barbara and Al Briley, Rome, Ga.; Jackie and Bill (ME 57) Collins and Wini and Dick (CE 55) Myrick, all of Alpharetta, Ga.; Geri and Joel (IM 58) Cowan, Peachtree

City, Ga.; Martha and Bo (IM 68) Jett, Waynesboro, Tenn.; Jean and Jack (EE 47) Manning, Birmingham, Ala.; Joan and Tom (IM 62) Murphy, Lake City, Ga.; Dorothy and Chester (ChE 47) Roush, Carrollton, Ga.; Jean and Kelley (ChE 56) Williams, Jackson, Miss.; Judy and Paul (ChE 60) Williams, Charlotte, N.C.; and Jack Worrell (CE 56), Dun woody, Ga. Another "In the Wake of Lewis and Clark" cruise is scheduled from Sept. 17 to 23. For information, contact Martin Ludwig, director of travel, (404) 894-0758.

Winter2004 'GEORGIA TECH 4 1

Dollar General EarthLii

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GE Commercial Finance Gulfstream Milliken

Tech alumni run some of the best

Newell Rubbermaid

G

eorgia Tech has long been well represented among the ranks of America's top business executives.

The following pages contain a sampling of Tech alumni who have risen to prominent positions in some of the bestknown companies in the country â&#x20AC;&#x201D; and in some cases, the world.

Each of the featured business leaders is associated with a corporation with more than $1 billion in annual sales.

Most share credit for their business successes with the education they received at Tech, if sometimes only in hindsight.

Or as William "Bill" Sovey, IE 55, chairman and former CEO of Newell Rubbermaid, half-joked, "Running the company was a lot easier than getting through Georgia Tech. No question about that."

42 GEORGIA TECH â&#x20AC;˘ Winter 2004

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David A. Perdue: Chairman and CEO

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hairman and CEO David Perdue says Dollar General Corp. is growing at a rate of about two stores per day because of a shift in American consumerism.

"When you have a major force like a Wal-Mart dominating the landscape, it tends to affect all channels of distribution.

We're no exception," says Perdue IE 72, MS OR 76.

In fiscal 2002, Dollar General earned $6.10 billion in revenues through its more than 6,100 stores in the East and Midwest. Perdue says the company is expanding to the Southwest and New England and the Goodlettsville, Tenn.based company is preparing to add nearly 700 stores in 2004.

"A lot of people are segregating their commodity purchases from their aspirational purchases.

People who shop at Rich's, for example, for a sweater or suit may very well buy their dishwashing liquid, dog food and paper products from a Dollar General because of price and convenience."

Hired on as the company's leader in April, Perdue says there are challenges to running so many small-box retail stores.

"People don't know us from our 'average' store, they know us from the individual store they frequent. You've got to make sure your worst store is at least acceptable in representing the brand. Maintaining consistency across that broad landscape is something that McDonald's was successful at doing years ago and we are modeling that right now."

Perdue says he developed a large appetite for the global economy while working as a management consultant with Kurt Salmon Associates. He has served as chairman and CEO of Pillowtex Corp., executive vice president of Reebok International and president and CEO of Reebok Brand, vice president and managing director of Asian operations at Sara Lee Corp. in Hong Kong and as senior vice president of operations for Haggar Corp.

"As president of Reebok, I traveled the world, had responsibilities all over the world and the same thing with Sara Lee. I learned early to deal with anybody from the janitor to the chairman of the board in any culture," Perdue says.

"Now that I am chairman of the board at Dollar General, I make it a point to deal with everyone in the organization on

4 4 GEORGIA TECH â&#x20AC;˘ Winter 2004

DOLLAR GENERAL

a first-name basis. You have to be approachable. That makes a big difference. When people feel they can bring ideas without threatening their position, you get a much more open environment."

Perdue's mother, Gervaise, also has an open line to the top.

"I tell the guys running the stores in my hometown in Warner Robins, 'Please keep these stores clean, because if you don't I will hear it from my mother the next day.' She calls and says, 'David, why don't you carry this? Why don't you carry that?' I don't have to send my area managers to those stores, because I know what's going on from her."

Perdue says the breakthrough on his path to leading a large company came in pioneering Sara Lee's operations in Hong Kong.

"That gave me the global perspective to be qualified to come into a turnaround situation like Reebok. The Reebok turnaround was profound.

When I arrived, the stock was $7.50 and I think I sold out at $35," he says. "That four-year team effort was really meaningful in helping me mature.

Coming out of Tech, I felt that business was one area where my analytical preparation along with my small-town principled background would allow me to be most successful and have the most impact."

Taking over the helm of Dollar General is a departure from the types of companies Perdue has led before, he says, but his background has prepared him for the experience.

"This is technically my first direct-retail job. My career was basically centered on consumer products companies on the branded side and I've spent a lot of time learning about consumer behavior. I've worked intimately with retailers my entire career. The point of commonality and what led me here was Dollar General's focus on the consumer," Perdue says.

"The main thing I bring to this new environment is a sense of urgency and a degree of follow-up against committed priorities. Large companies tend to get distracted by the noise that's created by having too many important initiatives and not enough follow-up and focus on critical priorities."

In his first month with Dollar General, Perdue visited all seven of the company's distribution centers and since has visited more than 200 individual stores.

"I try to allocate time every week to go into stores and most weekends I'm out on my motorcycle visiting stores.

Michael T. Duke: President and CEO, Wal-Mart USA

F

verything about WalMart is huge.

The company consists of more than 3,200 facilities in the United States and another 1,100 in Mexico, Canada, Argentina, Puerto Rico, Brazil, China, South Korea, Germany and the United Kingdom. Upward of 100 million customers worldwide shop at a Wal-Mart store each week. For the fiscal year ending Jan. 31, 2003, Wal-Mart posted sales of $244.5 billion, ranking the Bentonville, Ark., chain as the largest retailer on the planet.

Worldwide, the company employs 1.3 million people.

Mike Duke, a 1971 industrial engineering graduate of Georgia Tech, is president and CEO of Wal-Mart USA and executive vice president of Wal-Mart Stores.

Duke joined Wal-Mart Stores Inc. in 1995 after compiling 23 years of retailing experience with Federated Department Sometimes I go in unannounced in jeans and a T-shirt and they don't know who I am, so I have a chance for a few minutes to be a customer," he says. "There is going to be a time when I can't do that anymore, but I feel that when you have 6,600 stores and do close to a billion transactions a year, understanding the customer is critical."

Perdue has initiated a program encouraging all of the corporate staff to spend four days a year in the store — "and not just to be in a store, but to work the full day in the store."

"In the retail business, and in most businesses, if you are not the rainmaker, you are overhead. And if you're overhead, you are an added expense so you had better be productive and contributory to the game you are in, whether you are a branded wholesaler or a retailer, especially a retailer.

"We're trying to bring that mentality that 'hey, we are a service.' We changed the name of our corporate headquarters to Store Support Center to emphasize that we are only here to serve our stores and our customers. It's easy to give lip service to it, but when you force people to go into stores once a quarter, you can't hide from that. You have to be there all day, so there is going to be learning no matter what," he says.

"I am an operator by nature. My personal style is very definitely all about the priorities that have the biggest impact on the business and the rest of it can wait.

"I also push decision making down in the organization

WAL*MART

Stores, May Department Stores and Venture Stores.

He worked his way up through the management ranks, serving as senior vice president of distribution, then senior vice president of logistics and later executive vice president of logistics.

Duke is responsible for the day-to-day retail and merchandising operations of WalMart discount stores, supercenters and neighborhood markets in the United States.

A member of Georgia Tech's Advisory Board, Duke is also on the board of Arvest Bank of Bentonville, Ark., and the board of the International Mass Retail Association. wmmmmmmMmJi Founded in 1962, WalMart has appeared on Fortune magazine's lists of "Most Admired Companies in America" and the "100 Best Companies to Work For." In 2003, the magazine named WalMart its "Most Admired Company in America." The Financial Times included the company among its list of "Most Respected in the World." — Gary Goettling

as far as I can and as quickly as I can. That's always a process, but my style is to develop people. You have to hire people correctly, but then you've got to give them the ability to make mistakes without threatening their careers.

"At $6 billion and a Fortune 500 company, we could sit around and act like a big company, but we want the scale of a large company and we want to think like a small company."

— Maria M, Lameiras

D

avid Perdue is the first cousin of Georgia Gov. Sonny Perdue, a graduate of the University of Georgia. "I was the first non-University of Georgia student in my extended family — and I have a very large extended family. My cousin Sonny gave me hell throughout my time at Tech," Perdue says. "He was actually at Georgia when I started at Tech. I think in four years while I was at Tech, we might have beaten Georgia one time in football, so Sonny certainly had the upper hand then.

"I now have at least two allies though in that Sonny's son Dan is a junior mechanical engineering student at Tech and my brother Denis got his master's in computer science from Tech."

Winter 2004 • GEORGIA TECH 4 5

Michael A. Neal: President and CEO

M

ike Neal goes to bed at night and wakes up in the morning with one dominant thought: What can I do to grow the business?

"We're a very growth-oriented company," says the president and CEO of GE Commercial Finance, based in Stamford, Conn. "We've grown this business 20 percent a year for 20 years in a row. It's all about how to grow it, make it better, get bigger, go to new places, new products, things of that nature. I think people have to have that perspective as their default mode."

A1975 management graduate of Georgia Tech, Neal oversees the largest division of one of the world's largest companies. He is recognized for planning and implementing core growth strategies and building GE Commercial Finance around the world, especially in Japan.

"We have 7,000 sales people in 30 countries," he says.

"We believe — and I think it's true — that we are the best at what we do. We certainly win more than we lose."

Growing up in south Atlanta, Neal became a Yellow Jackets fan at an early age. And while he never doubted that he would attend Georgia Tech, he never would have guessed that he would one day lead a worldwide financial services company with $200 billion in assets.

"When I got out of school, jobs were not easy to get," Neal remembers. "I was just trying to get a good one. I wanted to work with a large, established company that I thought would have a lot of opportunities for a guy like me and GE, being one of the world's biggest companies, certainly provided that."

Neal decided to invest his future with General Electric and see how far he could go with a professional ambition abetted by his Tech experience.

"Tech builds confidence in people," Neal says. "If you can get through there, you become fairly confident in your ability to do things."

Neal also credits the "large dose" of math and science classes he had in college with developing a linear-thinking mind. "That helps you in life and business, particularly in financial services."

A board member of the Georgia Tech Foundation, Neal says that the Georgia Tech of today isn't like the Institute he attended — it's better.

4 6 GEORGIA TECH • Winter

:'<i!t i

GE Commercial Finance

"The facilities are better, the kids are smarter and the amount of money that's been spent on the programs is greater. I was at Tech for the dedication of Technology Square. They just didn't have anything like that when I was there. I'm blown away by what's happened at Tech."

Neal joined GE in 1979, working in the company's industrial side. In 1987, he was named vice president and general manager of Vendor Financial Services and, just three years later, became general manager of Commercial Equipment Finance. Under his tenure, CEF became the world's largest supplier of middle-market financing and one of GE's most profitable businesses.

Neal was a GE Capital executive vice president from 1994 through 1999, a period of enormous growth in GE's financial service businesses. In 2000, he was named president and chief operating officer of GE Capital and led the acquisition of Heller Financial Services, which at $20 billion in assets was GE Capital's largest to date.

With the reorganization of GE's financial service businesses in 2002, Neal was named to his present position with GE Commercial Finance.

Six Sigma, popular at GE and other large corporations, is a disciplined, data-driven approach for eliminating defects from any kind of process, from manufacturing to transactional to service. The "six" part comes from six standard deviations between the mean and the nearest specification limit in a particular process. The statistical representation of Six Sigma describes quantitatively how a process is performing.

GE adopted Six Sigma about 10 years ago.

"It's an approach to breaking down processes to their elements, looking at them and analyzing them on a statistical basis, and then recreating that process in a simpler way that can perform at a much higher level without much variation," according to Neal.

As a Tech student, Neal worked as an assistant in the statistics department, which he says imparted a useful background for working with GE's Six Sigma process-improvement methodology.

GE Commercial Finance offers businesses of all sizes an array of financial services and products worldwide. With a particular expertise in the midmarket segment, GE Commercial Finance provides loans, operating leases, financing programs and other services. It also offers loans and financing leases for major capital assets, including a full

William P. Sovey:Chairman

NewellRubbermaid

usiness ethics seems to have become a contradiction in terms in recent years, according to one top corporate executive.

"It seems you can't open the newspaper today without seeing some more businessmen being led away in handcuffs," laments William P. "Bill" Sovey, chairman of Newell Rubbermaid and a 1955 industrial engineering graduate of Georgia Tech. "I think that standards have slipped from what they used to be. It's very disappointing to see that."

Based in Atlanta, Newell Rubbermaid produces a staggering range of household products familiar to consumers all over the world. In addition to Rubbermaid plastic products, company subsidiaries and brand names include Calphalon and Mirro cookware, Amerock cabinet hardware, Levolor blinds, Goody hair-care products, Rolodex files, Sanford writing instruments and a variety of juvenile products under the Little Tikes, Graco and Century brands.

During Sovey's 12 years at the helm, the company solidified its reputation as a "leader in our field in terms of profitability, customer service, on-time deliveries and quality products," he says, "and we did it in a very ethical but profitable way for our stockholders."

The company sells primarily to mass retailers such as The Home Depot, Lowe's, Target and Office Depot.

"Wal-Mart is our biggest customer," says Sovey, adding with a laugh, "I guess they're everybody's biggest customer."

Also under Sovey's leadership as CEO, Newell embarked on an aggressive acquisition program.

"We acquired probably 100 different companies," he says. "Rubbermaid was one of the bigger ones. Sanford, the writing instrument company, was another big one."

In the process, company sales skyrocketed from $300 million in 1986 to $7.4 billion in 2002.

B

"We split the stock three times and got it back up to where it had been during pre-split days, so I think we did a good job for our stockholders and a good job for our customers too."

A native of Hartwell, Ga., Sovey says there was never any doubt about where he wanted to go to college — the only question was where he'd find the money to do it.

A Navy scholarship provided the answer, and after graduating from Tech, Sovey served in the Navy for three years.

Sovey joined OwenCorning Fiberglass as a design engineer and later became a plant superintendent. In 1963, he was hired by Atwood Vacuum Machine Corp. as general manager of its automotive division. Five years later his career path took him to A.G. Spalding & Brothers as vice president of manufacturing and, later, vice president of international operations.

Sovey joined AMF in 1971 as president of the Ben Hogan Co. He was named group executive of the industrial products group and elected a corporate vice president at AMF in 1977. He was elected executive vice president of operations for leisure products two years later and elected president and chief operating officer, a director and member of the executive committee at AMF in 1982.

He joined Newell Co. in 1986 as president and chief operating officer, becoming vice chairman and CEO in 1992.

Sovey was named to his present position in the company, Newell Rubbermaid, in 1998.

Sovey's long and successful business career was greatly facilitated by his student career at Georgia Tech, he says.

"We learned a lot at Georgia Tech, especially how to think through problems and come up to solutions to problems. I couldn't have gone to a better place to prepare me for my career in business."

— Gary Goettling

range of aircraft fleet and financing solutions; industrial, equipment and energy-related facilities; commercial and residential real estate loans and investments; and loans to and investments in diverse public and private entities.

"People do business with people they want to do business with," Neal points out. "I don't think 'big' is a problem.

There are big companies that are not good with customers,

and there are little companies that are not good with customers.

"We work on adding customer value all that time. We have almost 7,000 sales people in this company, which allows us to have a direct connection with each of our customers — we think it's very important."

— Gary Goettling Winter 2004 • GEORGIA TECH 47

David W. Dorman: Chairman and CEO avid Dorman whizzed through Georgia Tech's four-year industrial management • program in three years with high honors, graduating in 1975. It was just a hint of his whirlwind rise in the telecommunications industry to become chairman and CEO of AT&T. In 1981, Dorman became the 55th employee of Sprint, then an emerging long-distance carrier, and in 1990, he was named president of Sprint Business. In that role, he managed a business that grew from $4 million to $4.5 billion in revenue and had 10,000 employees. In 1994, at age 39, Dorman became CEO of Pacific Bell and the youngest chief executive of a Bell company. He soon added chairman and president to his title, leading an $11 billion business with 50,000 employees.

When SBC Communications acquired Pacific Bell, Dorman was named executive vice president. His next move was chairman, president and CEO of PointCast, an Internet news and information service, and then CEO of Concert, a global venture created by AT&T and British Telecommunications. In 2000, he was named president of AT&T, the largest communications network in the United States. He was appointed to the board of directors in 2002.

With about $38 billion in revenues, AT&T serves about 50 million consumers and 4 million business customers.

"Vision is important," says Dorman, who gave the T. Brooks Pearson Distinguished Lecture at Tech's College of Management last March. "Whether you are leading a small organization or a large one, like AT&T, people have to feel like they know where you're going."

The vision can be aspirational, but it must be understood, he says. "The goal has to be elevating. It's got to have some measurement that people can sink their teeth into. So one of my biggest jobs is talking to everybody across the company and consistently conveying where we're going."

Dorman has a reputation for saying what he means and expecting others to do likewise. He follows a set of management principles that emphasize a strong work ethic, teamwork, focus on the customer and character and integrity.

"Character and integrity are binary things," Dorman says. "They are either there or they're not. It's not like, well, we have 92 percent character and integrity, and on Thursdays we take a day off. It doesn't work that way.

4 8 GEORGIA TECH • Winter 2004

AT&T

"It transmits volumes to people if they know that you'll cut corners or, on the other hand, if they know you will always tell them the truth, even when it hurts. Integrity is the bedrock. Without it, you can't have trust, and without trust you never develop the teamwork that's necessary to be successful in business."

Dorman recalls that during the 1990s, many CEOs were treated like rock stars.

"It was a time when leading was all about stock price.

But the tough issues — dealing with businesses that were turning down rather than growing at 40 percent — were yet to come. The change from the rock star CEO to the criminal CEO happened with breathtaking speed."

Effective leadership is built on trust, he says.

When he was a student at Tech, Dorman says he had no idea that he would go into the telecom industry. "That wasn't part of my game plan.

1 didn't really have a game plan. What I had was a desire to try to be successful."

After graduation, Dorman went to work for Burroughs Corp. in sales and doing some work with software. He moved on to a company creating software for financial institutions and then joined a start-up company that was developing communication services for the insurance industry. That business was sold to the telephone company that became Sprint.

"A combination of timing and opportunity came my way," Dorman says. The telecom industry was changed forever in 1984 when AT&T negotiated a settlement for an antitrust suit and sold the regional Bell operating companies, the "baby Bells" as they were called.

"The Sprint situation was critical for me because I was able to grow in business — from $4 million to $4.5 billion — that was really my MBA," Dorman says.

"We had to put an organization together in scale. That's probably the most important part — getting the people dimension right, so people can scale their jobs. If you're going to grow 10 to 15 percent a year, once you get to a certain size that puts a whole new dynamic on how management has to plan."

Dorman says his career in the telecommunications industry has enabled him to work with both entrepreneurial companies and large, established corporations.

"I have benefited from both experiences — working with a small company where you knew everybody's name and

Julian D. Saul: President

imv

f shag carpet ever makes a comeback, Julian Saul will be ready for it.

The 1962 industrial management graduate isn't a '70s nostalgia buff, but he understands that carpet is subject to the vagaries of fashion. It was that realization that transformed Shaw Industries to look at becoming a total flooring supplier.

"Where once homes were carpeted wall-to-wall throughout, homes are now using hard-surface floors — ceramic, hardwood and laminate — in addition to carpet," says Saul, president of the Dalton, Ga.based flooring manufacturer and the largest carpet producer in the world.

In the mid-1990s Shaw took the first step in becoming a hardwood and ceramic specialist. In 2002 the company built the latest state-of-the-art laminate manufacturing plant. "We used to be strictly a carpet company," he says. "Today we're a flooring company, and we offer ceramic, wood and laminates."

Carpet remains the company's mainstay, contributing the bulk of Shaw's $4.5 billion plus in annual sales. Shaw's 30,000 employees handle every aspect of production, from fiber extrusion to state-of-the-art tufting, from research and development to final delivery. The 600 million square yards Shaw manufactures each year is enough to wrap a 6-footwide carpet around the equator seven times.

"Carpet is a great product — it's an insulator, it dampens noise, you can drop things on it and they won't break, and its softer feel is easy on your feet," Saul notes.

Saul has spent his entire working life in the carpet industry. After receiving his diploma from Tech, he went to work for Queen Carpet, a company founded by his parents right after World War II. Saul became president of Queen in 1994 upon the death of his father.

The same year Queen Carpet was established, 1946, and in another part of Dalton, Clarence Shaw organized Star Dye Co. Shaw's family-owned enterprise went public in 1971 as Shaw Industries and began an expansion effort that included its own yarn-production facilities, trucking line and regional distribution centers.

The company also began acquiring competitors in the '80s, purchasing West Point-Pepperell's Carpet and Rug division, Salem Carpet Mills and the Evans & Black brand of Armstrong World Industries. Shaw's aggressive growth strategy placed the company among the Fortune 500 for the first time in 1985, with $500 million in sales and a work force numbering nearly 5,000.

In 1998, Queen Carpet and Shaw Industries merged under the latter's name, with Bob Shaw as chairman and Saul serving as president.

A new chapter in the company's history opened in January 2001 when Shaw Industries was purchased by Berkshire Hathaway Inc., the holding company of renowned investor Warren Buffett.

"Even though the industry has consolidated, it's still a very tough, driven business," Saul notes. He says his ability to manage a full plate of environmental and competitiveness issues is due in large part to his Georgia Tech experience.

"The education gets you prepared to the point where virtually nothing is too big for you," he says. "It helps you learn to handle more than one problem at a time and also gives you a reasoning and problem-solving ability.

"I'll tell you," he adds, "I don't think I've ever had anything in business as hard as final exams at Georgia Tech."

In the closely knit world of the carpet and floor covering industry, where everybody in the business seems to know everyone else in the business, his interaction with customers, employees and vendors is the best part of the job, Saul says.

— Gary Goettling

there was no mystery about what you or anyone else was doing, as well as working for a global company like an AT&T," Dorman says.

He says he had the fortune to get in the right industry at the right time with the right set of skills. "Timing has been a big part of my success. Having the ability to relate to people is important. Technological knowledge in my business is important. If you assume you can run a company like this without understanding technology, it's a mistake."

Dorman says he seeks employees who are motivated and drive themselves.

"We use the psychological evaluation process for selecting people," he says. "We look for bright people, we look for cognitive skills, but we're really interested in having people who can think, and think critically. We're also interested in people who are really motivated. We want people who have a fire burning inside of them and have something to prove."

— John Dunn Winter2004 'GEORGIATECH 4 9

Alan J. Lacy: Chairman, President and CEO

I

f it hadn't been for a surfer, Alan Lacy might not be chairman, president and CEO of Sears, Roebuck and Co. Lacy, IM 75, was working at Dart Industries in Los Angeles when it merged with Kraft Inc. and corporate operations were moved to Chicago.

"For the Dart people, the thought of moving to Chicago was like moving to Siberia but, from my standpoint, it allowed me to do a career shift," Lacy says.

"The guy who had the job of director of corporate finance and treasury was a surfer. He said there was no way he was going to Chicago and I got his job."

At age 30, Lacy was vice president and treasurer of a $10 billion company, the 35th largest in the country.

The Cleveland, Tenn., native arrived on the Georgia Tech campus in 1971 with the intention of becoming a chemical engineer.

"I didn't realize chemical engineering was the only engineering major that required two years of chemistry in high school. I only had one, so my freshman year was pure hell from the standpoint that I had essentially no study habits," Lacy says. "After a year or so at Tech, I decided I'd better find something I was better at than chemical engineering."

Lacy shifted into industrial management and found his calling.

"I took an investments course and fell in love with the stock market. That kind of locked me in for the first 20 years of my career wanting to be financial executive involved in the stock market, either as a research analyst or a stock manager," Lacy says.

"When I graduated in 1975,1 had every good intention of leaving Tech, getting a great job for a few years, then going back to business school, but the economy was terrible. So I wound up going straight through Tech then Emory for my MBA." Lacy began his career as a financial analyst for Holiday Inn. "I worked on corporate finance, but I got to talk to Wall Street. I wanted to eventually switch over to Wall Street and be a restaurant and hotel analyst, but I never got on that track because I ended up going to Los Angeles to work for Dart Industries," he says.

Lacy went on to become the senior vice president of finance and strategy for Kraft General Foods. After Philip Morris bought Kraft, Lacy became vice president of financial services and systems for Philip Morris Capital Companies Inc. Mergers, sell-offs and spin-offs are common in today's business world and workers have to learn to roll with them, Lacy says. "It is a fact of corporate life these days. I've gone through one merger, I have been bought, I have sold a lot of businesses, I have spun off a business and I've been spun off.

That's just life these days.

"You have to accept the fact that your career is likely to get disrupted. You are just going to have to deal with it," Lacy says. "Every time it has happened with me, it has been a fabulous opportunity. If you look at it as an opportunity rather than a risk or a disruption, you come out much better."

Three things attracted Lacy to Chicago-based Sears. "It was a very significant turnaround of a fine old company from a financial standpoint, from a consumer standpoint in getting the franchise and the customer to connect better than they had been doing in recent years and it was also a cultural turnaround because Sears was a very old-line company that was set in its ways," he says.

He was named chairman and CEO of the 117-year-old company in 2000.

Lacy says he "kind of lumbered along" in his career, but lessons he learned at Tech have helped him make the right decisions.

"Tech contributed a lot to my work ethic, it contributed a lot to my drive. I think the fact that Tech students were as career-minded as they were helped me get myself centered and oriented."

The analytical skills he learned at Tech also have helped him as CEO of Sears.

"The typical retail company is either a soft-lines retailer or a hardlines retailer. We're the last true department store in America because we sell both soft and hard lines and, in addition, we have a very vibrant direct-tocustomer business with Sears.com and our acquisition of Lands' End," he says.

Company history has contributed both to Sears' successes and downfalls.

"We've experienced a change in retail business in America," Lacy says. "In the last decade or two, the nature of competition has changed enormously. We now have competing against every part of our store some sort of specialist who focuses either just on apparel or just on home improvement or just on electronics or just on automotive. That specialist typically is not located in a mall and typically has a bigger store than we have for that product category. There have been enormous shifts in the competitive nature of retail and how we play in that space."

In the face of these changes, Lacy says the company has had to change.

"We really had to embark on a very ambitious 'change management' agenda and essentially reposition and restructure our core business," he says.

As part of that core restructuring, Sears took one-third of the salaried management out of its stores in 2002 and reduced headquarters operations by 25 percent.

"You can't take a third of your salaried management out of your stores by belt-tightening. You have to fundamentally re-engineer how you do business to do that," Lacy says.

"We had to embark on a very ambitious 'change management' agenda and restructure our core business."

50 GEORGIA TECH* Winter 2004

In addition to acquiring Lands' End, Sears has launched its own Covington brand of clothing to appeal to more affluent shoppers. It also has changed from the traditional customer service model.

"Department stores historically have had a 'meet and greet' service model in which you walk into a department and are met by an associate who will ask if they can help you, then guide you through the department to help you pick out those products you want, then check you out and send you on your way. Customers are not willing to pay for that anymore," Lacy says.

Sears has abandoned that model in departments where studies have determined that customers want to "come in, find the product, pay and get out." The company has adopted a self-service environment with central cashiers. But for big ticket products, Sears continues to have salespeople on hand who can explain why one high-definition television is $200 more than another, Lacy says.

Sears has also abandoned the traditional "on sale this week" format of advertising and has stopped pursuing what it has deemed irrelevant demographics of shoppers.

"We are looking at where Sears fits in with younger people. We lose people from about age 16 when they get the keys to the car until they buy a house and have a family. For a long time we were trying to chase those customers, thinking we have to get young customers into our business because if we aren't relevant to that customer who's 22 years old, then we're not going to capture them for the rest of their lives.

"We were spending tons of money and conversion rates were terrible because, fundamentally, we're not cool in that sense," Lacy says.

"We have great products and great brands and great service, but it is only when you get serious in life that we connect. We market very aggressively around that and, once we've got you, we've got you until you're empty nesters," he says.

The efforts have paid off to some degree. In 2002, Sears had a 17 percent growth in earnings per share and made $1.6 billion in revenues, driven by a 28 percent increase in retail business profitability.

Sears has completed the sale of its credit business to Citigroup, but has forged a partnership with that company to continue to extend credit offerings to Sears customers.

Lacy says disappointment with the performance of the credit business in 2002 and the problems caused by running

both a retail company and a credit company led to the sale of the credit division.

"We sell things to people and it takes 275,000 people to generate $30 billion in retail sales to make just over $1 billion in revenues. Separately, we loaned money to people so they could buy stuff from us, but it was very different because it took 8,000 people to make $1.5 billion in credit revenues, but it also required $30 billion in assets and $27 billion worth of debt," he says.

Two such diverse business models also created a problem for analysts who value Sears' stock on Wall Street.

"Our Wall Street following couldn't quite value us properly, particularly because we have a retail-oriented media and mmmmmmmmmmm^ analyst following," Lacy says.

"So if we had a credit problem, our retail investment following walked away from us and our stock got killed. We went from a high of $60 (in 2002) to $18.50 per share (in 2003). People were afraid of our credit business."

Lacy says selling the credit business was a significant move for the company.

"Most big companies don't think about reducing their profitability and, basically, we sold half of our profitability. It seems counterintuitive, but when you wind up in situations in which you've got a set of economics that can I never get fair value and shareholders can never value your stock properly, you have to fix that," he says. "This way we will have a much fairer-priced stock and, though we are not reliant on the stock market, if you don't have fairly valued stock, that's a problem."

Lacy says Sears will expand its retail business. One area it is refocusing on is the off-mall store concept it started when opening the first Sears retail store in its Chicago mail-order plant in 1925. In 2001 Sears opened a new flagship store in downtown Chicago.

"We have always had enough money to expand, but you have to do what makes sense. You have to get your business growing before you open more stores. One of the issues we have is that we have not grown stores in 10 years. We have 870 stores now and we had 870 stores 10 years ago," Lacy says.

"It is not that we didn't want to grow, it is just that department stores are a low-return form of retailing," he says.

"As a way to work forward, we have a pilot program that has just opened off-mall in Salt Lake City where we are adding businesses that are more convenient and will allow us to grow stores again." â&#x20AC;&#x201D; Maria M. Lameiras Winter 2004 â&#x20AC;˘ GEORGIA TECH

51

Thomas J. Malone: Executive Vice Chairman

H

is grandmother would be proud. "From as early as I can remember, she told me that I could be anything that I wanted to be," remembers Thomas J. Malone, executive vice chairman of Milliken & Co., headquartered in Spartanburg, S.C. "She and my mother urged me to get as much education as possible and repeatedly stated, 'No one can ever take your education away from you.'

"These simple but powerful ideas motivated me to set a goal of being the best that I could be â&#x20AC;&#x201D; whatever that might be. I was convinced that education was the key that opened the door to achieve my full potential. I had no specific vision of what that might lead to, but I was always very positive about my future."

Malone earned undergraduate and doctoral degrees in chemical engineering at Georgia Tech in 1963 and 1966, respectively.

He says his student experience provided more than a basic science education.

"It certainly provided me the basic tools to deal with the tremendous variety of challenges throughout my life," Malone explains. "Most importantly, it was an environment that challenged me to the ultimate of my ability. Having survived that culture and environment has had a very positive impact on me â&#x20AC;&#x201D; of believing that I could effectively tackle any challenge."

Shortly after leaving Tech, Malone was hired by Deering Milliken Inc. to organize its "fundamental engineering department." Seventeen years later, in 1983, he was named president and chief operating officer of the company, which by then had changed its name to Milliken & Co. He was promoted to his present post in 2002.

One of the largest privately owned textile manufacturers in the United States, Milliken employs about 14,000 people in 65 manufacturing operations worldwide. Milliken is a private company and does not report sales, but total sales for 2002 are reputed to be about $3.6 billion.

Milliken produces textiles and chemicals used in products ranging from art supplies to space suits. Milliken produces finished fabrics for rugs and carpets as well as synthetic fabrics used in such goods as apparel, automobiles, tennis balls and specialty textiles.

During his long career at Milliken, Malone has never lacked for challenges.

5 2 GEORGIA TECH â&#x20AC;˘ Winter 2004

MILLIKEN

"Reading the newspapers and listening to the news, we all have to be extraordinarily concerned about the future of manufacturing in America," he says. "Our trade policies are having a tremendously negative impact on virtually all manufacturing in this country. Milliken is no exception. We are having to strive mightily to address the chaos resulting from these policies that have resulted in the loss of more than 2.5 million manufacturing jobs in the last four years."

Malone is perhaps best known for his relentless advocacy of Total Quality Management. His personal leadership and hands-on commitment to quality improvement and innovation began more than a decade ago with his introduction to Philip B. Crosby, author of "Quality Is Free."

"Milliken & Co.'s restless president," as he was described

by Tom Peters, author of "In Search of Excellence," has been the driving force behind the company's Pursuit of Excellence Program and its "customer-driven, qualityfocused" leadership in the textile and chemical industries.

"I would hope that I am perceived as a person who has enormous belief in the great talent of all of our people and that I have a passion for creating an environment that unleashes our total 'people power/" Malone says. "I strive to give all of our associates the opportunity to be heroes, then recognize and reward them for their outstanding contributions to our continuous and passionate pursuit of excellence."

One of the rewards of his successful business career is the enjoyment and personal satisfaction that comes from Milliken's recognition as a "world-class company," according to Malone.

"Our company has won virtually every quality award given around the world," he continues. "I believe I have been enormously blessed to be a member of the team that has won these awards of excellence and that has made our continuing business success around the world a reality."

Under Malone's leadership and guidance, Milliken was presented the 1989 Malcolm Baldrige National Quality Award by President George Bush.

A member of the Chief Executives' Organization and The Presidents' Circle, he also serves on the National Science Foundation directorate of engineering advisory committee and the Council on Competitiveness.

He is a member of the National Academy of Engineering and was selected 1991 Honorary Textile Leader of the Year by the Kappa Tau Beta leadership fraternity and Phi Psi profes-

Bryan T. Moss: president

Gulfstimm A QENERA1 DYNAMICS

COMPANY

Although the attacks of Sept. 11, 2001, have generally hurt the aircraft industry, Gulfstream has remained financially strong. Posted sales for 2002 reached $2.9 billion, up slightly from the previous year. And with 7,400 employees, Gulfstream ranks as one of the largest employers in Chatham County, Ga. Over its 45-year history, Gulfstream has produced more than 1,400 aircraft for corporate, government, private and military customers in 35 nations performing government or military service including photo reconnaissance, maritime surveillance, medical evacuation, weather research and astronaut training.

In addition, approximately one-fourth of the Fortune 500 companies operate Gulfstream aircraft.

A native of Greenville, Pa., Moss began his aviation career with the Lockheed-Georgia Co. in 1966 and was assigned to the engineering administrative group. In 1968 he moved to JetStar Sales, becoming sales manager in 1975, and later sales manager-Asia/Australasia for various Lockheed aircraft.

He joined Canadair in 1979 as sales manager for the southeastern United States.

Five years later Moss was appointed vice president of sales at Canadair Challenger Inc., followed by stints as executive vice president of sales and finally, in 1987, president of Canadair Challenger.

Moss became president of the Challenger Division, Canadair Group of Bombardier Inc. in 1989. He was appointed president of the Business Aircraft Division of Bombardier Aerospace Group in 1992.

A member of the Associate Member Advisory Council of the National Business Aviation Association, Moss served as chairman of the council from 1994 to 1996. He is also a member of the Flight Safety Foundation Board of Governors, the Council on Foreign Relations Mid-East Peace Process International Advisory Board, the U.S.-Japan Business Council, the U.S.-China Business Council, the U.S.-Hong Kong Business Council and the U.S.-ASEAN Business Council.

— Gary Goettling

sional textile fraternity at North Carolina State University. He was named 1994 Leader of the Year by Textile World and was recently selected by the magazine as one of the top 50 "Textile Leaders of the Century."

Malone serves on the board of the Alexander-Tharpe Fund and is a former member of the board of trustees of the Georgia Tech Research Corp. He assisted in the formation of the industrial advisory board of the Chemical Engineering Department at Georgia Tech and initiated the co-op program between Georgia Tech and Milliken. He also started the Georgia Tech-Milliken Summer Challenge Quality Improvement Program and the Milliken-Georgia Tech summer intern program that involves participants from 17 universities.

In 2001, South Carolina Gov. Jim Hodges presented

Malone the Roger Milliken Medal of Quality on behalf of the South Carolina Quality Forum. The annual award, named for Milliken & Co.'s chairman and CEO, recognizes leadership, innovation and outstanding achievement in the implementation of organizational quality systems.

In accepting the award, Malone described his concept of quality: "I believe it is a vision, a never-ending journey; it is not a destination. It is the pursuit of excellence in everything that we do. It has no bounds. Its success is driven by top leadership in combination with educated and empowered people. Leadership has to provide the vision, create the environment, ensure that the resources are available to make it all possible, provide the people with the education and tools — and the leaders must never waiver in their total support of the people." — Gary Goettling

funny thing happened to Bryan T. Moss on his way to retirement — he wound up as company president instead. A 1962 graduate of Georgia Tech with a degree in industrial management, Moss had been vice chairman of Gulfstream Aerospace since 1995. He contemplated retiring after 35 years in the industry and had set an April 2002 target date, but was persuaded to remain with the company for a while longer. Then this past April, Moss was offered and accepted the Gulfstream presidency.

The Savannah, Ga.based Gulfstream, a wholly owned subsidiary of General Dynamics, is a leader in business aviation and the world's second-largest manufacturer of private aircraft. It also provides award-winning aftermarket maintenance services and sells used Gulfstream aircraft.

Winter2004 .GEORGIATECH

53

C. Garry Betty: CEO

E

arthLink's primary competitor, America Online, is a significant source of new customers for the Atlanta-based Internet service provider, according to EarthLink CEO Charles G. "Garry" Betty.

"We have predominately been a haven for people who have had previous experience on the Internet — we call them switchers," explains Betty, who graduated from Georgia Tech in 1979 with a degree in chemical engineering. "They're dissatisfied with getting busy signals during peak hours, getting spammed, getting pop-up ads and not being able to directly access different things on the Internet. They want to try something better, and because our company has focused on providing superior service and support to members once they get here, we've done a better job keeping them."

Betty must be doing something right. When he took over the company in 1996, EarthLink was a regional ISP based in Pasadena, Calif., with 100,000 subscribers. That number has passed the 5 million mark, thanks in part to a merger with ISP Mindspring in 2000.

Sales in 2002 passed $1.4 billion.

While recruiting new subscribers remains a priori- 1^^^^™™™ ty, one of EarthLink's biggest challenges is "gaining access to 'last-mile connectivity' to provision broadband cost-effectively for our customers," Betty says.

The company took a significant step in that direction early in 2003 by negotiating an extended agreement with BellSouth to provide digital subscriber line service throughout its territory. The move allows EarthLink to utilize BellSouth's broadband infrastructure to serve an additional 4.5 million households by expanding its market presence to 79 cities.

The BellSouth arrangement mirrors a similar deal reached in 2002 with SBC Communications that allows EarthLink to offer DSL service to 12 million households in its territory.

To expand its narrowband subscriber base, EarthLink developed an acceleration tool that enables users to experience Web-surfing speeds up to five times faster than those of a standard dial-up connection.

EarthLink is also pushing its high-speed wireless service and software that effectively blocks spam and pop-up ads.

54 GEORGIA TECH • Winter 2004

EarthLink

Such value-added innovations and improvements are driven

by Betty's business philosophy: "Create great products or services that people want to buy, and create internal accountability for achieving expected results.

"Customer service is fundamental to our strategy," he adds. "We want to make sure that when individuals dial into the Internet, they are successful in what they set out to do.

That's why we're successful. And the more we can make our services transparent to our customers, the more likely they are going to stay with our service."

Betty's career began at IBM, where he gained experience in purchasing, materials management, corporate contracts, product management and management of subcontracted manufacturing operations.

He received IBM's prestigious President's Excellence Award in 1982 for his work associated with the IBM personal computer.

Following a stint as senior vice president of sales, marketing and international operations at Hayes Microcomputer Products, Betty joined Digital Communications Associates as president and CEO. Betty led the company out of a two-year slump, reporting fiscal year 1993 revenues of $242 million. He also successfully reorganized Digital -* Communications, including three divestitures and three acquisitions.

Betty says the most valuable business lesson he has learned is "the vital importance of cash in the growth and development of any high-growth business. I learned this firsthand at EarthLink as we have raised over $1.5 billion over the past eight years."

According to Betty, his business success has also been aided by his Georgia Tech education.

"The biggest benefit I received from my Georgia Tech education has been a disciplined approach to problem solving," Betty says. "These skills are applicable no matter what the business is."

In 1993, Betty was named Georgia Tech's Young Alumnus of the Year and was elected to a three-year term on the Alumni Association Board of Trustees. In 1994, he received Tech's College of Engineering Award from the Council of Outstanding Young Engineering Alumni. Betty added another College of Engineering Award in 2000 presented by the Academy of Distinguished Engineering Alumni, GT — Gary Goettling

How can you double or even triple your contribution to Georgia Tech?

Georgia lech

i(o]ca©§]GD®D0

Just follow these 2 simple steps.

1. Contact your HR department to get a matching gift form.

2. Mail your matching gift form to the address below. We'll take it from there, thank you for your support!

If you or your spouse work for a company that matches gifts, ask your HR department for a matching gift form.

(Some retired employees are eligible to have their gifts matched as well). Mail the completed form to the address below. If you have questions, please contact

•

Amy Lancaster Assistant Director, Annual Giving 190 North Avenue, NW Atlanta, GA 30313-0175 404-894-0759 or 1-800-GTALUMS amy.lancaster@alumni.gatech.edu

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NCR Norfolk Southern Northern Telecom Northern Trust Co. Novartls Olin Oxford Industries PepsiCo, Inc. Philips Electronics Philips Medical Systems Philip Morris USA Phillips Petroleum PPG Industries Prtntpack Procter & Gamble Prudential Insurance Rayonier Raytheon Reynolds Metals RJR Nablaco Rohm & Haas Rockwell Sara Lee Scientific-Atlanta Sentry Life Group Foundation Shall Oil Siemens Southern Co. Services Southern Nuclear Operating Co. Sonat Springs Industries Square D SunTrust Bank Telcordia Technologies Teledyne Brown Engineering Texas Instruments Textron Systems Division Trane Company

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Baseball is a simple game

You throw the ball. You hit the ball. You catch the ball

Some just do it better than others.

The 2004 season is almost here! Don't miss the best baseball bargain in Atlanta as your ACC Champion Yellow Jackets aim for another trip to the College World Series! Season Tickets are available now and start at just $80!

1-888-TECH-TIX A Steal of a Deal!

There are a variety of affordable options available lor groups to see Tech Baseball! For information on group tickets, youth baseball team outings, tent packages and Beesball Birthday packages, call 404-894-6265.

Women's Basketball Family Packs!

Purchase 4 tickets, 4 hot dogs, and 4 drinks for just $20! This offer is good for the following home games: Duke - Jan. X al 7 p.m. ~4ttbv Clemson - Jan. 18 at 1 p.m. ^V*^PY UNC - Feb. 23 at 7 p.m.

KLM NC State - Feb. 26 at 7 p.m.

To order, call 404-894-6265.

For tickets, schedules, promotions, directions & more, visit:

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E3

Georgia Tech â&#x20AC;˘ Marketplace â&#x20AC;˘ i

Classified advertising: The Georgia Tech Alumni Magazine and Tech Topics reaches Georgia Tech alumni, faculty and staff, parents, and friends eight times a year.

Line Rates: $3.00 per word for one insertion; $2.50 per word for 2 to 7 insertions; $2.00 per word for eight consecutive issues of The Alumni Magazine and Tech Topics.

Display Classified Ads: $60 per column inch for one insertion; $50 per column inch for 2 to 7 insertions; $40 per column inch for eight consecutive issues of The Alumni Magazine and Tech Topics.

Upcoming Deadlines Tech Topics - January 26,2004 Alumni Magazine - March 16,2004 For more information Call 1-800-GT-ALUMS

Employment Technical Sales / Engineering Exceptional opportunities process & manufacturing industries nationwide.

Confidential resume to Gresham & Gresham, employment consultants, Est. 1966, AIChE, 1SA,TAPPI. Will contact at home. Managed by TECH engineer Jerry Gresham (713) 780-1000 Fax (713) 781-3300, gresham@pdq.net

WANT TO REACH A RAMBLIN' WRECK? ...ADVERTISE HERE!

The Suits Team Madalyn Suits Nina Dames 404-419-3550 We have the Buzz on Great Homes in the Georgia Tech area!

1760 Ridgeway Ave $285,000 Atlanta -Adorable 3 bedroom, 2 bath Cape Cod in Underwood Hills. Lots of great features: hardwood floors in the family room and dining room, master on main, newly painted inside and out, with a great fenced-in backyard.

This home is within walking distance to tennis, restaurants and parks.

620 Peachtree Street $215,000 Atlanta Amazing view! This fabulous corner unit overlooks Peachtree Street and the downtown skyline from a wall of windows.

This unit has two large bedrooms, 2 full baths, a combination family and dining room, with lots of space and amenities galore.

Two parking spaces arc available and this home is within walking distance to Georgia Tech. Come by today - Seller is motivated!

Virginia Highland Bed & Breakfast 630 Orme Circle NE (404) 892-2735 or (877) 870-4485 toll free Beautiful urban retreat

3 miles from Tech Campus One mile from Highland Ave. shops and restaurants Big Screen TV for Jacket watching, Wi-Fi, VCR, DVD, DSL Full Breakfast www.virginiahighlandbb.com

ATTENTION TECH INVESTORS 1002 Center Street 2bd/2ba Charming traditional mill house on corner lot in Home Park. B'ful, pristine interior w/ hdwds thru-out, large sep. dining room, country eat-in kitchen w/ natural wood cabinets, and spacious roommate floor plan with sep. entrance.

ONLY $259,900 T. Reed 404-874-0083 Harry Norman Realtors

The Georgia Tech Alumni Association Speaker Series presents...

Women on Wednesdays A unique series created by alumnae for alumnae

SAVE THESE DATES! January 28,2004 April 28, 2004 July 28, 2004 All events will be held at the Georgia Tech Alumni Association from 7:30-9:00 AM unless otherwise noted

For more infomation and speaker updates, visit us online at www.gtalumni.org/gtwow

"Providing Exceptional Service Since 1965" 75 Years of History and Tradition GeorgiaTech

Back issues of the 75th anniversary edition of the Georgia Tech Alumni Magazine.

Includes highlights from the first issue in March 1923 through Spring 1998. Limited quantities of one of our most popular issues are available at $5 each.

Contact Julie Schnelle Georgia Tech Alumni Association 190 North Ave. Atlanta, GA 30313 Make Checks Payable to: Georgia Tech Alumni Association.

t^u^t^en^^

Epps Aviation is the most experienced Air Charter Service in the Southeast. With a fleet that includes a Lear 60, 2 Lear 35s, a Pilatus PC-12, 4 King Air 200s, a King Air 90 and a Baron, Epps is sure to have the right aircraft for your trip. Find out for yourself what hundreds of Atlanta's top executives already know...

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Bring Your Team to Our. House Host your next meeting at the Alumni House ^

Alumni House Rentals are discounted for all Alumni and Tech affiliates.

Contact Kate Pientka at 404.894.7085, or kate.pientka@alumni.gatech.edu for more information.

Be one of the FIRST Tech fans to own this newly designed

BOBBLEHEAD

Each piece measures over seven inches tall and weighs one pound!

This unique product is only available through your Georgia Tech Alumni Association.

A 1/25-scale

replica of the official Ramblin' Wreck.

Own YOUR piece of Georgia Tech history!

The Perfect Gift!

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Order yours today!

T

his brand-new edition of our 1930 Model A Ramblin' Wreck has been completely recast in fine detail with new features such as two-tone pleated seats, school pennants and vintage logos on the fender wells, whitewall tires and authentic license plates.

This is a great gift for every Tech fan — and perfect for any occasion.

Order your new edition today!

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BuzzBobbleheadsat$14.95/ea, = $ shipping - $ 5.00 Georgia Residents add 7% ($1.05 per unit) • $

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• PHONE ORDERS: Call Toll Free: (800) GT-ALUMS • SEND MAIL ORDERS TO Merchandise Georgia Tech Alumni Association Alumni House Atlanta, GEORGIA 30332-0175

• PHONE ORDERS: Call Toll Free: (800) GT-ALUMS • SEND MAIL ORDERS TO Official Ramblin' Wreck Georgia Tech Alumni Association Alumni House Atlanta, GEORGIA 30332-0175

Student Loan Rates Plummet!

Consolidate today and lock in an incredibly low rate!

To help borrowers take advantage of the falling interest rates on student loans, the Georgia Tech

by our Web

Alumni Association has teamed with Nelnet to offer student loan consolidation. Qualifying borrowers who choose to consolidate can lock in a very low rate for the entire life of the loan and dramatically reduce their monthly payment.

Today, eligible borrowers may be able to lock in a fixed interest rate as low as 2.875%.'' Nelnet also offers incentives that reduce the rate even further. By completing and electronically signing a loan application online, borrowers can earn a 1.0% interest rate reduction after 3 6 initial, regular, on-time payments. In addition, borrowers can get a . 2 5 % rate reduction for direct debit payments. Together, these benefits can reduce the consolidation loan's interest rate by another 1.25%!

Nelnet, a national leader in education finance, brings you over two decades of experience funding education. For more information on how you can consolidate your student loans, call 1 . 8 6 6 . 4 C O N S O L ( 4 2 6 . 6 7 6 5 ) or visit out W e b site at www.alumniconsolidation.nelnet.net to learn more.

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gtalumni.org

Georgia Tech Alumni AisiKimlon

The consolidation loan interest rate is calculated by taking the weighted average of the rates on the federal bans you ore consolidating, rounded up to the nearest one-eighth percent. 'Applicants who complete and electronically sign the loon application online ore eligible (or ihe 1% rate reduction alter 36 Initial, regular, orHime payments. Borrowers completing applications liirough Ihe mail ate eligible to earn o 1% interest rale reduction alter 4 8 Initial, regular, onlirne payments. Nelnet reserves the righr to modify or terminate the interest rate reduction programs at its discretion without prior notice Terms i, 2 0 0 3 Student loan Interest rates ad|usl every July I and remain In ellecl through June 3 0 of Ihe following year. Other conditions including the length of repayment are as important os the Interest rale when considering whether consolidation is right lor you Your borrower's rights may change when you consolidate your student loans, please refer to your Borrower Rights and Responsibilities statement or i telnet Loan Advisor for more information. Nelnet is o trademark ol Nelner, Inc. All rights reserved.

To qualify, borrowers must be i repayment or in the grate period wilh o combined total ol at least $7,,500 in qualified student loan debt, and less than 9 0 days delinquent.

ellow Jackets on the Mo Another benefit from the Georgia Tech Alumni Association Preferential * * * * * * *

treatment

Minimum of a 55% discount on all interstate relocations.

Free Full-Value Coverage up to $50,000.

15% discount on all Georgia and Florida intrastate moves.

Guaranteed on time pick-up and delivery.

Personalized attention from start to finish.

Top rated drivers will be assigned to all Yellow Jacket shipments.

Sanitized air-ride vans.

Contact Tom Larkins (The Ramblin' Relocator) for details on this program

1 -800-899-^" or e-mail him at tom.larkins@atlanticrelocation.com

Atlantic Relocation Systems/ Interstate Agent for

ATLAS VAN LINES 1909 Forge Street Tucker, GA 30084 * A portion of the proceeds collected from the transportation costs will be paid to the Georgia Tech Alumni Association

Georgia Tech J~*J(~k Alumni Association

Qeorgia Tech Return Address Labels Additional Logo Choices:

Your Name Your Address Your City, State and Zip Code Actual Size of Label 2"x .625"

Citric the logo you'd like on your labels!

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for 120 Color Labels Includes Shipping and Handling

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Your Purchase Supports Georgia Tech Programs!

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Credit Card Number Type of Credit Card

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(Complete form and mail with credit card information or check for $7 to: Merchandise Georgia Tech Alumni Association 190 North Avenue Atlanta, GA 30313

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the Date

f

32nd Pi Mile Road Race Saturday, March 27, 2004 Presented by

Georgia Tech Alumni A s s o c i a t i o n

Ready, Set, Go...

More details to come soon at gtalumni.org/pimile

FacultyProfile Gary Meek

By Maria M. Lameiras

K

aren Dixon, who has designed highway interchanges in Texas, Arizona, North Carolina and Florida, finds teaching the job every bit as rewarding as doing the job.

Dixon, an associate professor in the School of Civil and Environmental Engineering, received the 2003 Class of 1940 W. Roane Beard Outstanding Teacher Award.

An expert in highway interchange design, Dixon was not immediately drawn to teaching or engineering.

In high school, she was an excellent student both in math and science, a juxtaposition that led the two department heads to arrange for Dixon to attend an engineering workshop at Texas Tech.

6 2 GEORGIA TECH â&#x20AC;˘ Winter 2004

"I had no idea what an engineer was before that," Dixon says. "I looked at all of the disciplines and I decided that if I were to design something, I wanted to be able to see it. If you are in industry and you design a cog for an engine, that may be very efficient, but you are not really responsible for the whole. I wanted to be able to drive on the road T had designed."

After earning her bachelor's degree in civil engineering from Texas A&M University in 1983, Dixon went to work for a small engineering firm in Texas doing residential neighborhood and commercial development design, including the planning of the roadways, drainage and utilities.

Wanting to break into highway design, she took a job with a large firm that specialized in interchange projects.

"One of the reasons I like interchange design is that you kind of have to see in 3-D and how the bridges go over the highway. There are so many components you have to consider and I like that challenge," Dixon says.

Dixon worked on a major interchange in Fort Worth and the Broadway Curve on Interstate 10 in Arizona, where the traffic from Phoenix and Tempe converge. After finishing the Arizona project, the company wanted Dixon to transfer to its headquarters in Los Angeles.

But she and her husband Ron decided they would move to an area where both could pursue master's degrees â&#x20AC;&#x201D; his in public health and hers in civil engineering. Dixon got a consulting job in North Carolina so the couple moved to Raleigh. Dixon

FacultvProfile earned her master's at N.C. State University while working full time.

"By the time I finished my master's degree I'd gotten into a position with my firm where I was doing very little engineering and was more into the management," Dixon says. "One day I realized all I had done was process paperwork. I hadn't done one engineering thing that whole day. That wasn't what I wanted. 1 decided to get my PhD with the idea that I could consult or teach, but that I could remain technical."

While pursuing her PhD in civil engineering, Dixon spoke with her adviser about teaching and her concerns whether she would be good at it.

"N.C. State had a program called 'Preparing the Professoriate' in which the teacher and the student applied together. The first semester the student observed and assisted with a class, then the next semester could teach some or all of the class," Dixon says.

"My professor was very progressive and he told me, 'Here's what we're going to do. You can help me teach the first semester and then the second semester, I'll disappear.'"

During that second semester, Dixon began to think she really didn't want to teach.

"It was tough preparing to teach a class for the first time. You have to prepare notes with enough detail where someone who hasn't heard the material before can understand it, but not overwhelm them. And writing a test is a lot harder than you would think," she says.

By the end of the semester, she'd decided she enjoyed teaching.

"The thing that turned me around was the interaction with the students," Dixon says. "I liked that there are students who are struggling and who won't give up until they get it. I loved it when the light went on and the student figured out what I was trying to explain. I especially love hearing from students after they've graduated about how a course you taught really helped them in their career. I feel I'm making more of a contribution now than I ever did as an engineer."

Recently Dixon finished coauthoring a textbook, "Highway Engineering, Seventh Edition" with Tech professor emeritus Paul H. Wright.

Through her research, Dixon is also having an impact on transportation issues at the regional, state and national levels.

Through Georgia Department of Transportation support, Dixon is conducting research at "smart work zones" on interstates using sensors to measure traffic density and speed and calculate how they could affect traffic flow. The information is then transmitted via computer to traffic advisory signs located over interstates in metro Atlanta.

"Through that data and driver surveys, we can determine whether that information broadcast on the advisory signs makes a difference in traffic flow," she says.

On the national level, Dixon is working with the Federal Highway Administration on a program to develop speed models of low-speed urban streets in order to design safer roadways.

"Before we would come up with a reasonably safe minimum speed, then

design around that, but if a 200-foot curve was good for that speed, the thinking was that it would be safer to make a 250- or 300-foot curve. What we have done is made roads where people can drive much faster than they should," Dixon says.

"If we can develop speed models that include the roadside conditions that affect speed on low-speed urban streets, it may change the way we design roads."

Rather than design roads and have the surrounding businesses and residents adapt to them, design should adapt to the environment, Dixon explains.

"It is the push in many communities to design the road to fit into the context of what is around it, called contact sensitive design," she says.

"Let's say you have a road next to a historic area where there is a lot of brickwork used. You don't want to use big, ugly concrete jersey bunkers on that road. You want to design some sort of road system that is compatible with the adjacent architecture.

"The people who are affected by a roadway are not just the people on the roads, but also the people next to them." GT

The Dixon File Born: June 15, 1961, Grand Junction, Colo.

Education: Bachelor's degree in civil engineering, Texas A&M University, 1983; master's degree in civil engineering, North Carolina State University, 1993; PhD in civil engineering, North Carolina State University, 1995.

Personal: Husband, Ron, a cat and a dog.

Awards and Honors: Class of 1940 W. Roane Beard Outstanding Teacher Award, 2003; CETL/AMOCO Junior Faculty Teaching Excellence Award, 1998; Georgia Tech School of Civil and Environmental Engineering Bill Schutz Undergraduate Teaching Award, 1998; "Who's Who Among America's Teachers," 1998; Georgia Institute of Technology School of Civil and Environmental Engineering Teaching Excellence and Innovation Award, 1997; American Society of Civil Engineers Georgia Tech Student Chapter Outstanding Faculty of the Year Award, 1997; Class of 1969 Teaching Fellowship, Georgia Institute of Technology, 1996; Phi Kappa Phi Honor Fraternity, North Carolina State University, 1993; Chi Epsilon Honor Fraternity, Texas A&M University, 1982.

Leisure Interests: Reading, home improvements, building miniature robots, "tinkering."

Winter 2004 â&#x20AC;˘ GEORGIA TECH 6 3

PhotoFinish

AP/WideWofld

Championship Blowout Texas Tech's Andre Emmett has nowhere to go as he tries to pass the ball around Georgia Tech's Luke Schenscher in the championship game of the Preseason National Invitation Tournament. Tech played passionate defense to dominate the game and the tournament at Madison Square Garden in New York City. After trouncing Hofstra 75-56 and Cornell 90-69, the Yellow Jackets knocked off No. 1ranked Connecticut, 77-61, in the semifinals and No. 25-ranked Texas Tech, 85-65, in the championship game.

Tech's 6-6 junior forward Ismail Muhammad was named the most valuable player in the tournament.

64 GEORGIA TECH â&#x20AC;˘ Winter 2004

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RICHARD 0 CROSWEI I.

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THE

BUSINE

MARK ALRUTZ COMMSCOPE LORI AMOS DEPARTMENT OF HEALTH & HUMAN SERVICES

JASON ANDERSON JUAN BONILLA E.PIPHANY CRAIG DUNCAN BELLSOUTH TELECOMMUNICATIONS MICHELLE DUNHAM GEORGIA TECH/GTRI JONATHAN FELDMAN ENTRE SOLUTIONS

We are now accepting

PHILLIP FUNKHOUSER DIMENSION DATA

applications for the class

ERIC GOLDIS TAYLOR & MIREE CONSTRUCTION, INC.

beginning spring 2004.

JAMES HOWRY GEORGIA TECH/GTRI

For more information call

SCOTT LAMBERT NORTHWEST AIRLINES, INC.

404.894.8700 or visit

AIK SIANG (DANNY) LEOW DEFENSE SCIENCE AND TECHNOLOGY AGENCY

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MICHAEL MARINO HEWLETT-PACKARD COMPANY MAJID MOHSENI DELTA TECHNOLOGY, INC.

The DuPree College of

BILL MOULTRIE THE FACILITY GROUP

Management also offers

RICHELIEU RICHARDSON II KINTANA

outstanding executive

JOHN SMITH DATAZIGN, INC.

education, undergraduate,

DAVID TAUNTON MOSSY OAK/RUSSELL CORP.

MBA, and PhD programs.

MARCIA TRAJANO THE FACILITY GROUP

For more information

STEPHEN WARD HIGHLAND TECHNOLOGY GROUP

please visit http://dupree.gatech.edu

Georgia Tech

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