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Encore The Magazine for the College of Professional Studies Alumni and Friends


this issue

Manufacturing in New England Making It Here

tips to Leverage your Alumni Network! 1 | attend Events • Your College holds over 25 social, professional development, and lifelong learning events each year • For more information visit

2 | connect with Other Professionals The College currently has five alumni groups, creating opportunities for you to connect with alumni in your industry or career path; connect with them today on LinkedIn: • Communications Alumni Network • Sigma Epsilon Rho Honor Society • Fast-Track Alumni Group

• Sports Leadership Network

• Regulatory Affairs Network

3 | Utilize career services • For advice, career counseling, workshops, and a searchable job database • Visit or call 617.373.2430

4 | recruit talent • College of Professional Studies students and alumni are skilled, driven, and hardworking professionals • Post a job through Career Services, or hire a co-op student from the College for a short-term assignment. For more information contact Ellen Stoddard at

5 | advance your career • Attend one of our Career Series events for networking and professional development • Contact fellow alumni through alumni groups or the online alumni directory, HuskyNet, to set up an informational interview

For more information on all your College and Universitywide benefits and resources visit: www.northeastern. edu/cps/alumni or call our Alumni Relations Office at 617.373.4112.



Interim Dean, College of Professional Studies John G. LaBrie, EdD Editor Peggy Hayes Editorial Contributor Carla Kindt Contributors Jaclyn Anderson Eileen Pacheco Cedric Sinclair Linda Walsh Design Pangaro Beer Photography Heratch Ekmekjian Rick Friedman Joe Gaylor Bob Keene

Encore Magazine is published by the College of Professional Studies, Northeastern University, 360 Huntington Ave., Boston, MA 02115-9959. Phone 877.668.7727.

The Magazine for the College of Professional Studies Alumni and Friends

The views expressed in this magazine do not necessarily reflect the views of the College of Professional Studies or Northeastern University.

Letters to the Editor Encore welcomes your letters and reserves the right to edit them for space and clarity. Letters for publication should be no longer than 150 words, must refer to an article, and must include the writer’s name, address, and phone number. If sending via email, please do not send attachments. Send letters to: Letters to the Editor, Encore, College of Professional Studies, Northeastern University, 360 Huntington Ave., Boston, MA 02115-9959 or via email to: cpsalumni@


Manufacturing in New England Making It Here




Encore accepts no responsibility for unsolicited manuscripts, artwork, or photography. Materials will not be returned unless accompanied by a stamped, self-addressed envelope.

Manufacturing Profiles: Alumni and Their Companies

19 Knowledge and Know-How 20 School of Education:

Preparing Educators to Lead

24 Recent Events 27 Of Note

Encore is published for the alumni of the College of Professional Studies, the School of Professional and Continuing Studies, the Boston Evening School, Lincoln College, the Lowell Institute School, and the School of Education. Send editorial contributions to: Peggy Hayes, Editor, Encore, College of Professional Studies, Northeastern University, 360 Huntington Ave., Boston, MA 02115-9959 or via email to

Letter from Dean LaBrie

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Copyright Š2011 Northeastern University. All rights reserved.



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“The working professionals enrolled in CPS programs will take their place among the world’s leaders in business, high-tech manufacturing, and policy creation—carrying on the tradition of our alumni from the engineering and management programs of University College.”

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Letter from Dean LaBrie The word on everyone’s lips today is change. A challenging global economy is driving policy changes at every level of government as well as business decisions by large and small companies. In response to the changing needs of students, Northeastern University is growing more global— reaching beyond traditional borders and definitions to form innovative and new ways to educate students. I am proud to say that Northeastern University’s College of Professional Studies (CPS) is changing with the times while remaining true to its roots.

Since joining CPS as the interim dean a year ago, I have presided over my second graduation, initiated the development of a strategic plan, and introduced two new degree programs—a Master of Science in Hospitality Administration and a Master of Science in Commerce and Economic Development. In the last issue of Encore, I noted my excitement to lead CPS into the next generation of adult and professional education. My excitement has been further fueled by this past year’s strategic planning activities and program developments, and has been inspired by student interactions. Strategic planning has always required a great deal of reflection on past ventures, intimate knowledge of the current state of affairs, and deliberate thought to where success lies in the future. The idea of past, present, and future activities being tethered to the healthy growth of an organization or industry is a curious trichotomy, a threefold way of viewing a challenge. This dynamic can be observed in the evolution of CPS, and can just as easily relate to the change afoot in the manufacturing sector in New England where our alumni demonstrate significant leadership. For decades we have graduated students from our Engineering and Management programs who have become entrepreneurs and business leaders. These alumni head up some of the most successful manufacturing operations in Massachusetts and across New England, impacting the economy on a national and global scale. Their passion to deliver quality products to market spans industries like telecommunications, jewelry, space exploration, defense, and biopharmaceuticals. Currently, our Master of Science in Regulatory Affairs for Drugs, Biologics, and Medical Devices program attracts students who are planning their careers in the manufacturing of medical devices and medications. Meanwhile, our study centers in Hong Kong and Singapore provide education in management and finance to international students whose careers, just like their education, will be global. Domestically, our Doctorate in Law and Policy (LPD) program is educating students to work in the policy arena.

How do the students in Regulatory Affairs, LPD, or any number of CPS programs impact manufacturing in our global community? They ensure the safety of medical devices and medications being manufactured, their boardroom decisions establish fair wages in developing nations, and they lobby for policies that affect international trade. The work of CPS students, faculty, and alumni is dramatically shaping a wide range of industries. Moreover, the significance of our students’ contributions to society are easily recognized, particularly in manufacturing as markets, needs, and products continue to evolve. The working professionals enrolled in CPS programs will take their place among the world’s leaders in business, high-tech manufacturing, and policy creation—carrying on the tradition of our alumni from the engineering and management programs of University College. It brings me great satisfaction to watch their flexibility as they fuse innovative ideas into the foundation set by the alumni who came before them. I am filled with curiosity as I ponder how they will inspire future CPS students who will inevitably evolve the frameworks our students are designing now. How will their actions and decisions today reinvent the manufacturing industry of tomorrow? It is certain that their footprints will extend far beyond the Eastern Seaboard of the United States—much like the alumni whose manufacturing companies operate in and distribute goods to China, Brazil, and the rest of the world. Will students in programs akin to LPD set policies in state houses and in Washington that resonate and impact the cost of doing business in India? Can graduates in 2025 be challenged to create business models that will return a manufacturing boom to Detroit? These are the questions I ask as I work with the faculty and staff of CPS to set the vision for the future of the College. I welcome your input as together we manage a changing educational environment—and strive to equip students with the skills and knowledge to realize their potential and celebrate their success. Sincerely,

John G. LaBrie, Interim Dean

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4 Manufacturing in New England

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While its influence is often overlooked today, manufacturing has been a vital segment of the New England economy for more than 220 years. It was in Rhode Island in 1790 that Englishman Samuel Slater founded the country’s first cotton mill, establishing New England as the birthplace of American manufacturing. The textile industry in New England became the model for new forms of manufacturing. Its rivers provided the requisite water power and transportation to support the growth of manufacturing in the region. Today, New England continues to be an influential region for manufacturing. Centuries of economic, social, and technological developments have forced the industry to adapt. The region’s textile industry has been replaced. Old-world mills have been converted to modern manufacturing facilities for high-value products for the biomedical, high-tech, defense, and space industries. The products manufactured in New England range from the everyday to the out-of-this-world—baseball gloves, golf balls, synthetic skin, biosurgery devices, infrared sensors, sniper detection systems, radar equipment, ceramic components, high-voltage cable assemblies, robotic welding systems, lighting fixtures, decorative glass, sailboats, snow shovels, textiles, food and beverage, and jewelry. And contrary to general belief, not all manufacturing jobs have been shipped overseas. In fact, in Massachusetts, manufacturing is considered a growth industry. The state boasts over 8,000 manufacturing companies, which generate more than $40 billion in revenue. Manufacturing remains the fourth- largest employer in Massachusetts, behind healthcare, retail, and education. The state estimates 100,000 or more jobs will need to be filled in this sector over the next 10 years. And over the next five years, 55 percent of manufacturers expect to

expand their operations in Massachusetts, and 60 percent of manufacturers expect to add jobs to their Massachusetts operations. According to the most recently published information, Rhode Island’s consumer product manufacturing sector employed more than 26,000 highly skilled workers in 2006. The state’s jewelry manufacturing industry is home to more than 400 companies engaged in all parts of the jewelry supply chain. In this issue of Encore, we pull back the cover on the manu- facturing industry in New England as we take a look at the successful manufacturing operations of four College of Professional Studies alumni. Representing the jewelry industry of Rhode Island is University College (UC) alumnus Jack Feibelman, founder and chief financial officer of A&H Mfg. Co. Feibelman, who invented a breakthrough in jewelry merchandising in the late 1960s, emphasizes the creativity required to be successful in manufacturing. UC alumnus Peter Frasso, president of Segue Manufacturing Services, talks about the role of contract manufacturing services in today’s manufacturing industry. We’ll also hear from two alumni who have found success in the manufacture of highly specialized products. Randy Cotter started a company that was one of only a handful of manu- facturers creating the piping systems for biopharmaceutical plants. And Tom Foley heads up Dynavac, which manufactures high vacuum systems for space simulation and other customengineered applications. These businesses are prime examples of the range of manu- facturing operations that are thriving in New England’s manufacturing sector today and having a measurable impact on the region’s overall economy.

FOur COllege of professional studies Alumni Jack Feibelman | Class of 1945 | A&H Mfg. Co. | Johnston, RI | Jewelry Industry | page 15 Peter Frasso | Class of 1980 | Segue Manufacturing Services | Lowell, MA | Contract Manufacturing | page 6 Randy cotter | Class of 1969 | Cotter Brothers | Danvers, MA | Piping Systems | page 9 Tom Foley | Class of 1987 | Dynavac | Hingham, MA | Vacuum Systems | page 12

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Listening to the Voice of the Customer Segue Manufacturing Services President Peter Frasso shares his formula for success in manufacturing

Peter Frasso (BS, Mechanical Engineering, Northeastern’s Lincoln College ’80) admits he wasn’t among the top students in high school. At the time, he was more interested in “making things.” In fact, as a teenager, he built one of his first cars, a Ford Falcon, from parts bought in a junkyard. Frasso has continued to nurture his interest in making things throughout his career in manufacturing, and now serves as president of Lowell, Massachusetts-based Segue Manufacturing Services. Segue is a global contract manufacturer providing engineering services and manufacturing capabilities to a 6 Manufacturing manufacturing in New England

range of industries, including alternative energy, military, semiconductor, medical/life sciences, homeland security, and industrial equipment. Engineering a Successful Career Path

After earning a two-year degree from Wentworth Institute, Frasso took a job at Pratt & Whitney Aircraft where he realized he wanted to become an engineer. He made a decision to quit his full-time job and continue his engineering studies parttime at Northeastern University’s Lincoln College, while also supporting his family by working a temporary job at Magnetic

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COMPANY SNAPSHOT: Segue Manufacturing Services founded 1991 (CDM); acquired by Segue in 2007 LEADERSHIP Peter Frasso, President & CEO CAPABILITIES • Turnkey manufacturing solutions (vertical integration: complex cables and harnesses, machining, global sourcing)

Contract Manufacturing Defined Contract manufacturing is the manufacture of a product or component by a third party. This form of outsourcing enables companies to reduce costs associated with manufacturing facilities and equipment, and gives access to high-quality manufacturing at a reasonable cost.

Corp. of America (MCA). Following graduation, he continued to advance his career at MCA, overseeing the construction of super-conducting wire and magnets used in magnetic resonance imaging. In 1989, Frasso went to Varian, where he held a number of positions in engineering, production, and marketing during his 18-year tenure with the company. Eventually, he became vice president and general manager of the Vacuum Products Division and led the division to be twice named as one of Industry Week’s “Best Plants in America,” winner of the Massachusetts Quality Award, and a 1997 Malcolm Baldrige finalist in the Manufacturing category. “Baldrige consists of three core principles—find out what the customers’ wants and needs are; organize the factory and organization to fulfill and meet those needs better than anyone else; and measure how well you’re doing it,” states Frasso. “These principles, and the hands-on experience I gained at Lincoln College, provided me a more intimate understanding of how to align an organization from engineering to the factory floor to the hands of the customer.”

• Supply chain management and global sourcing (demand management, procurement and logistics, vendor-managed inventory, local integration and delivery) • Engineering services (prototype design and 3D modeling, CAD/CAM design, manufacturing documentation, tool and fixture design, engineer and maintain mature products) MARKETS Telecommunications, Homeland Security, Aerospace, Semiconductor, Industrial, Military, Medical HEADQUARTERS Lowell, Massachusetts (44,000 square foot facility) EMPLOYEES Over 540 worldwide, including 140 in the United States OTHER LOCaTIONS Xiamen, China (55,000 square foot facility) Partner operations in Argentina and India

A technique Frasso frequently incorporated into his growth strategy at Varian was to survey customers at all stages of the buying cycle and during all customer interactions. “Listening to the voice of the customer is essential to continuous improvement, total customer satisfaction, and understanding future requirements to help drive a company’s business strategy and manufacturing in New England 7 Manufacturing

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“These principles, and the hands-on experience I gained at Lincoln College, provided me a more intimate understanding of how to align an organization from engineering to the factory floor to the hands of the customer.” – Peter Frasso Performance Excellence Recognized The Baldrige Performance Excellence Program The Baldrige Performance Excellence Program is the nation’s public-private partnership dedicated to performance excellence. The program’s mission is to improve the competitiveness and performance of U.S. organizations for the benefit of all U.S. residents. For more information, visit the National Institute of Standards and Technology (NIST) website:

The Mass Quality Award The Mass Quality Award (MQA) is awarded to the company that best exhibits and practices those characteristics that lead to a quality, customer-focused enterprise. This focus on quality, under the direction of the Massachusetts Council for Quality, is an ongoing effort to ensure the competitiveness of businesses in Massachusetts. A candidate for the MQA undergoes a rigorous site inspection and then is rated according to standards based on the criteria of the Malcolm Baldrige National Quality Award.

success,” he adds. “In addition, education and empowerment of employees and work teams directly results in a higher level of customer satisfaction.” After Varian, Frasso’s career progressed into the semiconductor industry for the next eight years. “While working in the semiconductor industry, I discovered a need for a certain type of contract manufacturer—one that was more sophisticated in the engineering, quality, and production environment than a mom-and-pop shop, but flexible enough to support a high-mix, low-to-moderate volume product environment. I saw this as a turning point in my career to start my own company,” continues Frasso. In 2007, he founded Segue Manufacturing Services and acquired the assets of Cable Designs and Manufacturing (CDM), a cable and harness 8 Manufacturing manufacturing in New England

company, where he immediately began surveying its current and target customers, training and empowering his employees, and developing a lean manufacturing environment in order to address the niche he had identified. Under the Segue brand, the company established itself as a low-volume, highmix contract manufacturer, providing end-to-end solutions for its customers. Over the next three years, Segue quadrupled its business. The benefits of offshore parts sourcing and manufacturing spurred Segue to source materials in China for assembly in their Lowell facility. It was a natural progression to acquire a contract manufacturing partner overseas. In November 2010, Segue acquired Sanbor Interconnect in Xiamen, China. The 55,000 square foot manufacturing facility provides expanded capabilities and a low-cost regional presence for parts sourcing and engineering. “We can offer our customers the cost benefits of off-shore manufacturing with Segue’s continued approach to local service, support, and focus on the customer,” explains Frasso. “In addition, China is a market in its own, and many of our capital equipment customers have located there. If we want to continue doing business with them, we need to be there.” Frasso attributes much of his success to having a true passion for manufacturing. “Manufacturing can be a great career for those that have a passion for building things, working through problems systematically, and working in a team environment. It’s not a world for those who want to sit in the corner—it’s social and requires mutual respect and interaction at all levels,” concludes Frasso. “And above all, you need to stay focused on the customer and listen to what they have to say. It’s a guaranteed step in the right direction.” Frasso received a Bachelor of Science degree from Northeastern University’s Lincoln College in 1980. He earned an Associate’s degree from Wentworth College in 1969. In addition to his role as president and CEO of Segue Manufacturing Services, Frasso serves on the board of directors for Lytron, Inc.; is a member of the senior advisory board for Massachusetts Excellence, a Baldrige-based nonprofit; and is an active member on the advisory board to Northeastern University’s College of Professional Studies.

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Tales from the Biotech Frontier Randy Cotter, pioneer of piping systems for biotech, on creating standards in a nascent industry

No one can accuse Randy Cotter (AS, Mechanical Engineering, UC ’69) of resting on his laurels. The semiretired founder of Cotter Corporation just landed a $50,000 grant from the American Society of Mechanical Engineers (ASME) to continue his study of “dead leg” standards for process skid systems (piping systems) used in the biotech and pharmaceuticals industry. You’re probably wondering, what’s a dead leg, and is it painful? It’s an area in a piping system where liquid is not exchanged

during the flushing process. Bacteria can build up in a dead leg and recontaminate the piping system. Cotter analyzed the current engineering standards established to protect against this problem and found a flaw. Last year, he mocked up a piping system based on the standards and discovered it didn’t work. “You can’t get the air out,” he explains. “If you can’t get the air out, you can’t clean it.”

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COMPANY SNAPSHOT: Cotter Brothers founded 1979–2001 Cotter Corporation; 2003 Cotter Brothers was founded LEADERSHIP Randy Cotter, Jr., President Tim Cotter, Vice President CAPABILITIES Custom-fabricated process skid systems (piping systems for biotech manufacturing) MARKET Biotech HEADQUARTERS Danvers, Massachusetts (8,000 square foot facility) EMPLOYEES 60

As one of the pioneers in the development and installation of process piping systems for the biotech industry, Cotter practically wrote the book on standards at a time when none existed. So when he discovered the dead leg issue, he set to work on getting the standard changed. In March 2010, he documented his findings by videotaping his mocked-up system and posted the video on YouTube. Cotter then applied to ASME for the grant. He expects to complete the dead leg project by the end of the year. Cotter has made a career out of creating opportunities like the dead leg project, which leverage his skills, curiosity, and unrelenting drive to solve problems. One of his first challenges was finding a way to earn a college degree. When he graduated from high school in 1962, a college education wasn’t something he believed was within his reach. At that time, college was considered an elite opportunity. So he attended Wentworth Institute where he earned a certificate in mechanical design and discovered he had a knack for engineering. Wentworth became his stepping stone to Northeastern’s University College, where he earned an Associate’s degree in mechanical engineering. “It took four or five years going to school nights,” he recalls. “It was sort of the norm for everybody. At that time, 90 percent of people got married and had kids by the time they were 24, then bought a house and started struggling.” 10 Manufacturing manufacturing in New England

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“You just do it. You have to have the ability to multitask, to not quit. In addition, Northeastern really taught me how to study. Before that, I struggled.” – Randy Cotter University College brought a college education within reach by enabling Cotter to work full time in the Aircraft Engine Division of General Electric (GE) in Lynn, Massachusetts, while attending classes at night. A Persistent Drive to Advance

Cotter recalls the work environment of GE’s engineering design group as a big room filled with 100 people—10 rows of 10 seats. He recognized almost immediately that advancing in this environment would be slow and unsatisfying. “I sat in the back corner because I was the last one in,” he recalls. “When the guy in the front died or moved on, everybody moved up. I couldn’t get ahead because of the way the system was.” In 1969 he moved on, moved up, and eventually moved into a successful career in sales. After 10 years on the road selling, he knew it was time to find his next challenge. He became the New York/New England sales representative for Dimetrics, a maker of automatic welding and thin wall, small diameter tubing, just as biotech was advancing beyond its infancy in Cambridge and Boston. Thin wall tubing and piping were critical for biopharmaceutical facilities. This was the perfect opportunity for Cotter to take the entrepreneurial leap. With $2,500 of seed money, he founded Cotter Corporation and spent weekends painting houses while trying to sell process piping systems to area biotech companies during the week. In the late 1980s, he landed a $1 million contract to install 5,000 feet of processed piping for Genetics Institute in Andover, Massachusetts. A year later, when the job was completed, Cotter had installed 123,000 linear feet of piping. His company grew rapidly from six to scores of employees, and he was working 10 hours a day, six days a week. “It’s a lot of risk, a lot of aggravation, and a lot of sacrifice,” he says. “I built up a premier process systems fabrications company and did business on a global basis. Eventually, I had 100 people working for me.” Genetics Institute was only the third plant of its type in the world. Cotter went on to install the piping for the fourth (Amgen) and fifth (Biogen) facilities of this type. At the time, there were no engineering standards for these installations. So in 1989, Cotter and eight other leaders in the industry came together and created the ASME BioProcessing Equipment Standard (ASME BPE).

Welcome Back, Cotter By 2001, Cotter Corporation was on solid ground. It was one of only a half-dozen Process Skid Systems fabricators in the world serving the biggest names in the emerging biotech business, such as Pfizer, Johnson & Johnson, Genzyme, and Wyeth. “Here I am going along, everything’s cool, when a guy from ITT comes to me and says I want to buy your business,” recalls Randy Cotter, founder of Cotter Corporation. He wasn’t looking to sell. But ITT said they would be opening an operation in Boston. After initially declining the offer, Cotter became concerned that a conglomerate the size of ITT could quickly put him out of business. So six months later, he called ITT to work out a deal. The deal was supposed to bring job security to Cotter, his three sons, and the company’s employees. But two years later, ITT and Cotter parted ways. His three sons decided to leave and start their own company, Cotter Brothers. Three years later, ITT closed the business and laid off 600 people. Cotter Brothers moved back into the original Cotter Corporation building, remodeled the facility, and rehired 80 percent of the employees from the original company. “Customers came back and supported everything we were doing because they wanted a competitive industry,” says Cotter. “My sons have built it up a second time around, again making it a premier company.”

When asked how he was able to execute such sophisticated installations without the benefit of any standards, Cotter replies, “You just do it. You have to have the ability to multitask, to not quit. In addition, Northeastern really taught me how to study. Before that, I struggled. I was not an A student for sure. It disciplines you. You just don’t know it until 20 years afterward.” In his semiretirement, Randy Cotter continues to consult in the industry. He chairs the ASME BPE steering committee and is a member of the main committee. Cotter is also an active member of the International Society of Pharmaceutical Engineers (ISPE).

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Making the Machines that Simulate Deep Space Tom Foley, CEO of Dynavac, on competing in a highly specialized, high-tech business

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COMPANY SNAPSHOT: Dynavac founded


LEADERSHIP Tom Foley, CEO CAPABILITIES Dynavac produces engineered products that incorporate high vacuum technology. Products include: • Space Simulation: simulates the temperature and pressure of space for environmental testing of spaceflight hardware. Systems range from tabletop units for component testing to the size of an aircraft hangar for full satellite tests. • Thin Film Deposition Equipment: used to deposit a wide range of coatings onto surfaces and products. Applications include optical coatings, decorative finishes, wear-resistant coatings, solar panel production, and semiconductor processing. • Special Engineered Solutions: supporting programs that include laser fusion, particle beams, and plasma fusion. Dynavac serves as an engineering and manufacturing resource to the scientific community. MARKETS Aerospace, Precision Optics, Solar Energy HEADQUARTERS Hingham, Massachusetts (40,000 square foot facility) EMPLOYEES 72

Keeping it cool is a big part of Tom Foley’s (BS, Industrial Technology, University College ’87) business. He’s the chief executive officer of Hingham, Massachusetts-based Dynavac, a manufacturer of high vacuum systems for thin film deposition, space simulation, and custom-engineered applications. The company has developed an expertise working in a cold climate. Among the company’s current projects is a cryogenic enclosure to support testing of the new James Webb Space Telescope (JWST). The JWST will be capable of viewing deep into the infrared spectrum, which requires it to be preflight tested to 30K (-405.4°F). Cooled by a helium refrigeration plant, the 45 foot diameter, 60 foot high aluminum structure will be installed in a large vacuum chamber at NASA’s Johnson Space Center in Houston, Texas. The chamber was originally built for the Apollo program in the 1960s and is being upgraded to support the JWST program. “It’s exciting to be part of such an historic program, and we are very proud of our contribution,” says Foley. Another current project is a large coating system for Lilliputian Systems, Inc., of Wilmington, Massachusetts, the developer of the world’s first Personal PowerTM solution for consumer electronics. Dynavac’s equipment will be used to support production of their emerging technology products, which are being targeted to the $50 billion portable power market. Simply put, Dynavac provides the process and test equipment that is necessary to manufacture complex products. As Foley explains, “We don’t make the products; we make the machines that make the products.” Foley began his career as an apprentice machinist, working for High Vacuum Equipment Corp., where he became intrigued with the vacuum industry and its many applications. Foley

A Closer Look at the James Webb Space Telescope From the National Aeronautics and Space Administration’s Official JWST Website The James Webb Space Telescope (sometimes called JWST) is a large, infraredoptimized space telescope, scheduled for launch in 2014. Webb will find the first galaxies that formed in the early universe, connecting the Big Bang to our own Milky Way Galaxy. Webb will peer through dusty clouds to see stars forming planetary systems, connecting the Milky Way to our own Solar System. Webb’s instruments will be designed to work primarily in the infrared range of the electromagnetic spectrum, with some capability in the visible range. JWST will have a large mirror, 6.5 meters (21.3 feet) in diameter and a sunshield the size of a tennis court. Both the mirror and sunshade won’t fit onto the rocket fully open, so both will fold up and open once Webb is in outer space. Webb will reside in an orbit about 1.5 million km (1 million miles) from the Earth. To learn more, visit

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“Between a full-time job and evening classes, you had no other life. It gave new meaning to ‘total immersion.’ This may have fostered an intensity that became useful in dealing with challenging situations.” – Tom Foley realized that if he wanted to advance his career in this field, acquiring the right education was imperative. He discovered University College would allow him to continue working full time while pursuing his degree, and began attending classes at Northeastern University’s satellite campus in Weymouth. “The program did a good job of providing core subject matter that was necessary to compete in a business environment,” says Foley. “One difference from a traditional day program was the fact that I was working full time while attending classes in the evening. This provided a tremendous opportunity to apply what I learned to an actual working environment. It was like a perpetual co-op program.”

The Benefits of Working with Northeastern Co-ops Northeastern co-ops are well represented at Dynavac. For example, Northeastern student Andrew Hickson is presently employed as a co-op student at the company. What’s more, Rob Pollara, Dynavac’s mechanical engineering manager, worked at the company as a co-op student and was hired after graduation in 2000. “We have had a co-op student on a pretty regular basis,” says Dynavac CEO Tom Foley. “They have all been very bright, motivated, and of good character. Typically, they have strong core skills in computer aided design (CAD) and that is where they start. Their engineering course background does a good job preparing them for more challenging work, such as structural analysis, thermal analysis, and vacuum system design.” 

Looking back, Foley admits that while the intensive daily routine of a UC student wasn’t easy, it did help him develop skills that he would later apply throughout his career. “Between a full-time job and evening classes, you had no other life,” he explains. “It gave new meaning to ‘total immersion.’ This may have fostered an intensity that became useful in dealing with challenging situations.” Among those challenging situations is running a successful business. Acknowledging regulatory and competitive challenges, Foley believes the United States is a very favorable environment for running a business. He stresses that in order to be successful, a company must be driven by customer satisfaction, committed to continual improvements in quality and efficiency, and maintain a capable and motivated workforce. Foley acknowledges the complex impact of the global economy on all businesses including Dynavac’s. He points to the pressure of foreign competition and the inevitable migration of production jobs as the United States emerges into a postindustrial society. “On the other hand, the global economy presents new opportunities,” he explains. “Emerging markets become consumers. Knowledge and equipment are needed to operate their factories. I believe that there is also a benefit from the exchange of ideas. Many of our current management principles came from Japanese manufacturing philosophy. Continual improvement, lean manufacturing, and total quality management form the mantra of most modern management systems—all originated from Japanese industry.”

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A gem of an idea A&H Mfg. Co. Founder Jack Feibelman on creative thinking, listening to the customer, and the future of U.S. manufacturing

Encore readers may recall Jack Feibelman from the Fall 2007 issue1 of the magazine, which included a special feature highlighting a number of Northeastern University’s wartime alumni. Feibelman, a World War II U.S. Army veteran, overcame a number of obstacles—from limited funds to being drafted to transportation challenges presented by the war—to earn his Bachelor of Science in Business Administration from Northeastern’s University College in 1945. Now in his nineties, Feibelman, the founder and chief financial officer of A&H Mfg. Co. of Johnston, Rhode Island, is an engaging businessman who maintains a regular work schedule. He can be found at the office most days until early afternoon, working closely with his son, Jeffrey Feibelman, who joined the firm in 1974 and has been the chief executive officer for more than 25 years. Jack has seen his share of changes in manufacturing over the years, from technological advances to overseas migration of jobs, giving him an insightful perspective on how to succeed in this industry.

Feibelman’s career in manufacturing began in 1938 in the accounting department of Coro Jewelry, the largest costume jewelry company in the world at that time. He determined early on that a career in accounting was not going to fulfill him professionally. Feibelman enrolled at Northeastern in 1939 to earn a business degree. Though his studies were disrupted in 1942 when he was drafted into the army, he continued his education after receiving a medical discharge and graduated in 1945. “I was able to get a very well-rounded education,” says Feibelman. “English Lit was part of it, and I think it’s so essential. You need the humanities; you need a little legal background, accounting background, tax background—even though you’re in manufacturing.” He continued to advance his career at Coro, where he quickly moved up the ranks—from bookkeeper to credit manager to assistant comptroller—in part, he humbly admits, because much of the workforce was away serving in the war. manufacturing in New England 15 Manufacturing

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COMPANY SNAPSHOT: A&H Mfg. Co. founded 1967 LEADERSHIP Jeffrey Feibelman, CEO Jack Feibelman, Founder and CFO When the war wound down, he saw his opportunity to move from accounting to manufacturing, and eventually became director of product development. Then, in 1967, with 30 years of manufacturing and business experience at Coro under his belt, Feibelman decided it was time to leverage his own innovative ideas and make the leap to entrepreneur. That’s when he founded A&H Mfg. Co. Fabricating a Breakthrough in Jewelry Merchandising

Before the late 1960s, costume jewelry was either laid out in a glass case under the department store counter or in baskets on top of the counter. This type of merchandising required a consumer to make an effort to look at the merchandise. Feibelman’s goal was to tap into impulse buying behavior by making jewelry visible and accessible to women who may simply be passing through the jewelry department. “I had the idea of taking a card and making a grillwork of wooden bars that allowed the card to hang at eye level so a woman walking through the store had to take in what she saw hanging there,” he explains.

CAPABILITIES • Retail packaging products—display cards, paper and blister cards, puff pads, folding and set-up boxes, molded hangers, pressure-sensitive and embossed foil labels, hang tags, string tickets, custom electronic article surveillance solutions, and point-of-purchase displays • Multicolor printing, coating, multitone extrusion, stringing, embossing, hot stamping, folding and gluing, laminating, vacuum forming, and hermetic and ultrasonic sealing MARKETS Specialty Packaging and Display Solutions for Apparel, Automotive, Cosmetics, Domestic Products, Eyewear, Footwear, Jewelry, Leather Goods, Sporting Goods, Tools, Watches, and Wine and Spirits HEADQUARTERS Johnston, Rhode Island (150,000 square foot facility) EMPLOYEES More than 1,000 worldwide, including 225 in the United States

A&H’s display cards were a breakthrough in the merchandising of costume jewelry, earning numerous U.S. patents. Feibelman acknowledges, “Many have expired. That’s when you really have to prove your mettle. You’ve got to listen to customers well. And you’ve got to keep innovating, innovating, innovating.”

other locations Qingdao, China; Taiping, China; London, England

A&H found innovative ways to extend the uses of its display cards, adapting them to bracelets, pins, necklaces, sunglasses, small leather goods, and more. The company went on to develop decorative gift boxes for jewelry, tags with barcodes, and display cards and labels with embedded security devices.

One of A&H’s recent patent-pending innovations came from a national retail chain seeking a theft prevention product. This retailer discovered that shoplifters were removing rings from cards and easily pilfering the rings from displays. A&H’s challenge was to find a way to prevent the rings from being pulled from the display card. “We came up with an answer,” says Feibelman. “We configured the die cut in the card so that we could add a molded component locking the ring to the card and yet allow the customer to test the fit of the ring.”

Feibelman emphasizes creativity has been the hallmark of A&H’s long-term success. “Creativity will help you be ahead of the crowd,” he says. “It might even keep your product here rather than going abroad.” But being creative alone is not enough to sustain a manufacturing business. Listening to customers is critical, he says, because “our customers give us great opportunities. They tell us their problems. If we can listen, even if we can’t think of it right away, we take on the task of solving it for them.”

The lesson for manufacturers, Feibelman adds, “You have to have fun solving the difficult. We don’t always know where the answers come from, but we know that they’re there.” 1 Read the Fall 2007 issue of Encore online at

16 Manufacturing manufacturing in New England

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TIMELINE Providence’s Heyday as the Jewelry Manufacturing Hub of the U.S.

1840s Approximately 30 jewelry companies employ over 1,000 workers. In 1844, Thomas Lowe brings the rolled gold-plate technique to Providence from England.

1850s Electroplating is developed, providing a more consistent and easier application of gold plate. With a variety of materials at their disposal, a large number of workshops and factories, and a population of skilled workers, Providence was uniquely situated to become the center for inexpensive jewelry production.

1890s Nearly 160 jewelry companies are listed in Providence (and 90 companies in neighboring Attleboro, Massachusetts).

Late 1800s A significant number of silversmiths set up shop on North Main Street in Providence to support a growing silversmith trade driven by the need of Rhode Island ship captains to fashion their accumulated wealth into plate for protection and storage. It is surmised that as the colony grew, and more wealthy captains moved into the city with their wives and daughters, there

was a growing need for jewelry. 1810s–1830s By 1810, an estimated 100 Providence jewelers generate $100,000 from making inexpensive jewelry. Following the War of 1812, the demand for affordable jewelry grows throughout the 1820s and 1830s.

1930s Mechanization and easily taught handwork bring immigrant workers to the area, many of whom are women. By 1930, half of all jewelry manufacturing employees are women.

1940s Costume jewelry manufacturing dropped to a small percentage of the available capacity as the government restricted the use of metals and other materials needed for war production. Younger men were drafted into the armed forces, so labor force availability was limited. For the jewelry industry, 1946 was a banner year. Many new factories of all sizes were established in Rhode Island, and production quadrupled, making jewelry one of the most profitable categories for retailers.

In the following three decades, jewelry production employment grew to 60,000 workers, a major factor in Rhode Island’s economy.

1950s Costume jewelry manufacturing reaches its pinnacle in the U.S. in the early 1950s. In the world of jewelry manufacturing, Providence is likened to Detroit, home of the all-American automobile industry. Throughout the 1950s, costume jewelry remains a vital part of fashion. By the late 1950s and 1960s, American marketing firms accelerated their imports from Europe and the Far East. The tremendous savings in costs of imported jewelry products gradually led to importing a growing percentage of jewelry sold in the United States. During this time, a small percentage of jewelry is made in America; Rhode Island’s jewelry production is almost nonexistent.

1960s Jack Feibelman designs and manufactures the first hanging display card for earrings, revolutionizing the jewelry industry. In 1967, Feibelman founds A&H Mfg. Co. in Providence, Rhode Island, to serve the display and merchandising needs of the region’s jewelry manufacturers and marketers.

1970s through today The migration of manufacturing operations to Asia and other areas around the world diminishes Providence’s position as a jewelry manufacturing hub. However, there remains a core group of companies in the Providence area that continues to produce jewelry and components.

Sources: A History of Costume Jewelry Design In America, by Juliet Friedman (; Jack Feibelman, Founder and CFO, A&H Mfg. Co. manufacturing in New England 17 Manufacturing

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In 2009, Manish Patel (MS, Regulatory Affairs, College of Professional Studies ’11) was studying for a degree in pharmacy and interning at a pharmaceutical company in his native India. Less than two years later, he has been offered a position as a regulatory affairs professional at the Michigan-based Craniomaxillofacial Division of Stryker, one of the world’s leading medical technology companies, and a Fortune 100 company. This past spring, Patel graduated from Northeastern’s College of Professional Studies with a Master of Science in Regulatory Affairs for Drugs, Biologics, and Medical Devices.

A Practical Necessity

Encore had the opportunity to speak with Patel about the field and how the College’s Master’s degree has prepared him for a career in regulatory affairs.

Manish Patel on the importance of practical experience for a career in regulatory affairs

ENCORE: How did you hear about the College of Professional

ENCORE: What was your co-op experience?

Studies’ Master’s degree in Regulatory Affairs for Drugs, Biologics, and Medical Devices?

PATEL: I did my co-op at St. Jude Medical, a medical device company in Minnesota. It has been an invaluable learning experience. The co-op gave me the opportunity to apply all my theoretical knowledge into practical use and understand the various facets of regulatory affairs.

PATEL: I was working in an internship rotation for Sun Pharmaceuticals, one of the leading pharmaceutical companies in India, as a part of my undergraduate curriculum. My experience moved me to find a regulatory affairs pro- gram to advance my career. A friend studied pharmacy at Northeastern, which spurred me to consider Northeastern’s regulatory affairs degree. I was impressed by the course curriculum. I feel it’s one of the best in the country. The program gives us a chance to practice in the real world— an important part of any regulatory affairs program. ENCORE: Can you describe some highlights of your experi-

ence in the program? PATEL: The MS program has an extensive curriculum providing knowledge on regulations in U.S. and global regulatory bodies with an understanding of the intricacies of clinical trials, intellectual property, and regulatory compliance. Further, it’s a flexible program that allows one to select electives. You can choose the area where you want to gain expertise. For me, it has laid a strong foundation for regulatory affairs. 18 Manufacturing manufacturing in New England

ENCORE: How do you plan to use your degree in regulatory

affairs? PATEL: I have accepted a full-time position with Stryker, in Kalamazoo, Michigan, where I’ll be an RA/QA (regulatory affairs/quality assurance) representative. I plan to use this degree to advance my career in the field of regulatory affairs and contribute toward successful outcomes for the healthcare field. ENCORE: What impact has the professional experience of your

professors and your classmates had on your education? PATEL: Regulatory affairs is largely about practical learning. It is not something that can be completely learned in school or by reading the FDA website. The professional experience of our professors and our classmates helped us generate a healthy discussion. This sharpened our critical analysis abilities and helped us think from a broader perspective so that we can successfully tackle issues in our work environment.

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KNOWLEDGE AND KNOW-HOW The technical knowledge and skills that are critical to succeeding in manufacturing are deeply rooted not only in the academic offerings at the College of Professional Studies (CPS), but also in the programs and departments that preceded CPS in educating generations of leaders.

University College Established in the fall of 1960, University College began as a parttime undergraduate division of Northeastern University. In its first year, 4,000 students enrolled. With an open admissions policy, University College’s threefold mandate was to educate adult students with previous work experience, part-time students working toward an undergraduate degree, and full-time students who had varied scheduling requirements. Lowell Institute School The Lowell Institute School was founded in 1903 at the Massachusetts Institute of Technology. Originally named the School for Industrial Foremen, it provided continuing education to industrial workers seeking to enhance their professional skills. In 1903, the School began to expand its curriculum, offering two-year programs in mechanical and electrical engineering. During the 1960s, courses also were offered in structural and civil engineering, computer technology, high-speed strobe photography, machine tool fundamentals, scientific glass blowing, house building, technical writing, and microprocessor systems.

Engineering Technology In the fall of 1996, the Lowell Institute School was transferred to Northeastern University and became a division of the School of Engineering Technology, which also encompassed the evening engineering programs of Northeastern’s Lincoln College. In 2006, the School of Engineering Technology and its programs grounded in the Lowell Institute and Lincoln College became part of the School of Professional and Continuing Studies, a predecessor to CPS. Today, with the support of the Lowell Institute, our Engineering Technology programs prepare CPS students for dynamic careers as scientists, engineers, and technologists. Taught by accomplished industry practitioners, every full-time and part-time program leads to a bachelor’s degree, an associate’s degree, or a certificate in the growing field of engineering technology. manufacturing in New England 19 Manufacturing

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College of Professional Studies School of Education:

Preparing Educators to Lead “The School of Education is committed to preparing educators and organizational leaders to solve problems in education. Having the ability to think critically, analyze and apply research, and develop innovative solutions is the hallmark of the learning experience.�

20 School of education

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Letter from the Associate Dean In the last nine months since I joined the College of Professional Studies (CPS), I have closely followed an area of great debate and concern among people across the country—the multiple challenges facing education, from financing to curriculum to quality. During that time, I have been fortunate to have been deeply engaged in shaping academic programs that prepare leaders to address those issues and provide critical answers. I would like to share some information with you on how the School of Education (SOE) has grown and evolved—and ask for your input as that process continues. As the SOE undergraduate and graduate programs have experienced tremendous growth, the School of Education has become a leader in innovative teaching and learning. In addition to undergraduate minors in education, we now offer a doctorate in education (EdD), a Master’s of Arts in Teaching (MAT), and a Master’s of Education (MEd). With the awarding of the School’s first doctoral degrees in Education at this fall’s CPS graduation on September 17, 2011, we will be addressing a critical need for scholar practitioners in education. We also will be contributing to Northeastern University’s overall production of scholars at the doctoral level who are generating new knowledge. Access to Quality Higher Education

The School of Education continues to provide access to quality higher education by offering affordable and flexible programs that meet the needs of today’s working students. Courses are offered in a variety of formats, including face-to-face, hybrid, and online. The EdD program is designed for adult professionals with demanding schedules. Students in the EdD program, for example, can complete their doctorate in three years without interrupting their careers.

Associate Dean Caron

Preparing Educational Leaders for the 21st Century

The School of Education (SOE) is committed to preparing educators and organizational leaders to solve problems in education. Having the ability to think critically, analyze and apply research, and develop innovative solutions is the hallmark of the SOE learning experience. Students in our graduate education programs are taught to think like scholar-practitioners. Upon completion of the program, our students will use their skills to transform their schools, districts, universities, and organizations. Our alumni can play an important role in helping our graduates to deliver the innovative solutions they develop in our programs to their own schools and beyond. This past winter and spring, I have been inspired by our doctoral students’ thesis defenses as they presented their scholarly work. Their research addresses critical topics, including the impact of after-school programs on the reading achievement of at-risk students, the success of experiential learning for special needs students, and an assessment of middle school students’ participation in online versus face- to-face learning environments. (See sidebar on page 22.) We look forward to the mark that our newest doctorates will make in their fields and to the changes they will make in the world at large. Faculty: Scholar-Practitioners

We have launched a strategic plan to expand the CPS faculty through doubling the size of the EdD faculty by winter 2012. The hiring plan includes several important strategic goals: (1) increase the diversity of the faculty; (2) recruit faculty with content expertise in emerging K–12 areas such as special education and English language learners; (3) create opportunities for faculty interaction across the master’s degrees and doctoral programs; and (4) build a faculty that is not geographically bound to Boston. School of education 21

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Leader in Online Education

It is no secret that the demand for online courses has been increasing at a fast pace. The College of Professional Studies is a leader in blended and online instruction and learning. All SOE faculty members who teach online are certified instructors. Our team of instructional designers provides excellent support to faculty, while our blended and online courses integrate cutting-edge technology to engage students and achieve better learning outcomes. International Immersive Residencies

A task force composed of faculty and staff in the College of Professional Studies is working on developing opportunities for students to do short-term residencies abroad. For example, we are cultivating a partnership with the School of Education at Bahçesehir University to offer a 2012 summer residency in Istanbul, Turkey. Let Your Voice Be Heard

These are just some of the exciting initiatives we are working on in the School of Education. To involve more voices in the strategic planning process, we aim to expand our outreach to School of Education alumni. We welcome your feedback and participation—watch for more information in the coming weeks and months. Sincerely,

John V. Caron, EdD Associate Dean for Education Programs

Scholarly Work of Educators Doctoral theses provide EdD students with an opportunity to apply their knowledge and insights, as well as their skills in analysis, synthesis, problem solving, and teamwork. The theme of each thesis is a significant curricular, policy, or management problem confronting public or higher education in the United States and other countries. This past winter and spring, the following EdD candidates successfully defended their theses. Doctoral thesis: An Exploration of the Central Factors Influencing Teachers’ Stress Management in Urban Classrooms Author: Kristen Lee Costa Faculty advisor: Jane Lohmann, EdD

Doctoral thesis: Increase Time, Increase Learning: The Impact of an After-School Program on the Reading Achievement of At-Risk Students Author: Cheryl McWilliams Faculty advisor: Lynda Beltz, PhD

Doctoral thesis: Nature, Nurture, Knowledge: The Promise of Experiential Learning for Students with Special Needs Author: Kara Peterson Faculty advisor: Lynda Beltz, PhD

Doctoral thesis: Utilizing Peer Observation as a Professional Development Tool for Learning in Context Author: Linda Hirsch Faculty advisor: Chris Unger, EdD

Doctoral thesis: Making Maps: Teacher Inquiry and the Assessment of English as a Second Language (ESL) Writers Author: Matt Noonan Faculty advisor: Angela Bermudez, EdD

Doctoral thesis: Designing E-Portfolios for Learning: A Case Study Author: Laurie Poklop Faculty advisor: Angela Bermudez, EdD

Doctoral thesis: In Country, On Campus: A Study of Combat Veteran Integration into Higher Education Author: Bryan Lackaye Faculty advisor: John G. LaBrie, EdD

Doctoral thesis: Assessing Middle School Participation in Online versus Face-to-Face Environments Author: Cathy Oravetz Faculty advisor: Chris Unger, EdD

22 School school of education

ef fectiv e July



Have you been thinking about a charitable gift annuity? Now is the time to take another look because payout rates for the new gift annuities changed July 1, 2011. If you’re single and 75 or older, your rates will go up for an annuity created after July 1. Sample rates for a one-life $25,000 gift annuity: 70





Annuity rate before 7/1/11






Annuity rate after 7/1/11







Annual payment before 7/1/11

$1,425 $1,575 $1,775 $2,025 $2,375

Annual payment after 7/1/11

$1,450 $1,625 $1,875 $2,100 $2,450

NOTE: Examples are for illustrative purposes and will differ depending on the date of your gift. No matter what your age, the benefits of a charitable gift annuity remain certain: • Achieve the satisfaction of making a meaningful difference at Northeastern University. • Enjoy the security of guaranteed income payments for life. • Obtain relief from taxes. You receive a charitable deduction, and each payment may be partly tax-free for your life expectancy. For more information on how a Northeastern Charitable Gift Annuity will work for you, please contact Carla Kindt at 617.373.2724 or Or mail your request for additional information in the attached envelope.

“Over the years, I have made four charitable gift annuities with the University, and it has turned out to be a rewarding experience. I have been able to make gifts that will support scholarships and know that future students will be helped. At the same time, I am receiving a guaranteed income for life.” Bob Carter, ’50

Encore | FALL2011

recentevents On May 21, 2011, at the Spring Initiation, Larry Hayward, ’75, a longtime member of Sigma Epsilon Rho Honor Society, spoke to new initiates about his career and the societal goals of scholarship, ethics, and research.

Bill Zammer, ’76, ’77, with global leadership students at a Conversation event on July 15, 2010, at the Coonamessett Inn.

On April 7, 2011, regulatory affairs students enjoyed listening to a presentation by Iris Sherman, ’87, on regulatory affairs careers.

On September 11, 2010, alumni and students gathered at Franklin Park Zoo to celebrate the 50th anniversary of the College of Professional Studies.

24 Recent recent Events events

Scholarship recipient, Loriann Hawkins, spoke at the College of Professional Studies scholarship reception, which was held on September 1, 2010.

Encore | FALL2011

On October 16, 2010, Northeastern University’s College of Professional Studies celebrated Fall 2010 Graduation, with over 300 graduates. On December 4, 2010, the Sigma Epsilon Rho Honor Society leaders and members welcomed new initiates into the society.

On April 30, 2011, Northeastern University’s College of Professional Studies celebrated Spring 2011 Graduation, conferring 739 degrees.

On September 1, 2010, the College of Professional Studies celebrated the awarding of 240 scholarships with scholarship recipients, donors, and alumni in attendance.

Each year, the College of Professional Studies hosts its Career Series, which focuses on career growth and opportunities.

On May 21, 2011, the leaders and members of the Sigma Epsilon Rho Honor Society welcomed new initiates into the society.

recent Events Recent events 25

The gift of education “The scholarship is making a huge difference in enabling me to complete my degree. Equally important is the encouragement I am receiving from this grant. Your faith in me—and in the importance you are placing in my education—means the world to me.” — Lisa Lauterbach

Please pass along the gift of education Since 1898, Northeastern University has made it possible for working men and women to secure a brighter future by making a college education accessible. Today, a college education is more important than ever. The great challenge facing many of our students is finding the funds to pay for tuition, while working to support their families. Please pass along the gift of education by making a gift to the Spirit Scholarship Fund. Gifts to this fund are used to provide grants to students facing severe financial hardship. Thanks to the generosity


of alumni, faculty, and friends, we will be able to provide over $120,000 in grants this year to more than 60 students. For more information or to make a donation, please contact Carla Kindt, Director of Development, at 617.373.2724 or Or visit to make a gift on our secure website.

Encore | FALL2011

OFNOTE Karen Anderson-Curry [UC ’99]

Karen graduated from University College in 1995 with an Associate of Science and in 1999 with a Bachelor of Science in Management Information Systems. She is a stay-at-home mom and loves to volunteer. Janet Camuso [UC ’00]

Janet graduated from University College in 2000 with a Bachelor of Science in Technical Communications. Since receiving her degree, she has worked at State Street. Janet feels that her degree provided her with the opportunity for a great future with a promising company. Richard Colvario [CBA ’76, MS ’76]

Richard graduated from the College of Business Administration in 1970 with a Bachelor of Science in Business Administration and from the Graduate School of Education in 1976 with a Master of Science in Education. Mary A. Frohn [UC ’82] Mary graduated from University College in 1979 with an Associate of Science in Business Administration and in 1982 with a Bachelor of Science in Management. She left teaching in higher education after 32 years to teach in a high school. Beverly Lach [MS ’07] Beverly graduated from the School of Professional and Continuing Studies in 2007 with a Master of Science in Regulatory Affairs for Drugs, Biologics, and Medical Devices. She has been an adjunct faculty member at the College of Professional Studies since 2008, and loves teaching regulatory classes through Blackboard. Deborah McKenney [UC ’79] Deborah graduated from University College in 1979 with a Bachelor of Science in Health Sciences. She has been retired for the last two years from the health sciences field. Deborah currently volunteers for various organi-

zations and nonprofits including: the Boston Red Sox Foundation, ABCD (Action for Boston Community Development), and Ethos. She is also on the Board of the Roslindale Community Center. Deborah is an avid fan of the Red Sox, Patriots, and Celtics. Natascha Saunders [MS ’09] Natascha graduated from the College of Professional Studies in 2009 with a Master of Science in Leadership. She is the founder and CEO of The Youth Career Coach, Inc., a program that works with youth to prepare them for the career search process. Topics of workshops offered through the program include: résumés, networking, image development, and goal setting. To read more about the program, visit Deena Gorin Segal [COE ’71] Deena graduated from the College of Education in 1971 with a Bachelor of Science in Education with a focus on Speech and Hearing. She was a speech, hearing, and language clinician in western Rhode Island and Pembroke, Massachusetts, but is now back in the world of business. Deena worked at Digital Equipment Corporation for 15 years, and is currently working at Partners HealthCare in the Human Research Office supporting the Institutional Review Board as a Senior Protocol Administrator.

CPSAuthors Ernie Anastos [UC ’78] Ernie graduated from University College in 1978 with a Bachelor of Science in Sociology/Anthropology. He is an award-winning TV anchor who has worked in the industry for over 25 years. This year, Ernie received two additional awards for his reporting work, The Governor’s Award from the National Academy of Television Arts & Sciences,

and the Lifetime Achievement Award at the Emmy ® Awards. Ernie is also the author of two books, Twixt: Teens Yesterday and Today, Franklin Watts, Incorporated (1983) with Jack Levin, about the history of teens’ influence on social and political attitudes through the years; and Ernie and the Big Newz, NK Publications (2007); a children’s book about a boy who dreams of becoming a news reporter. Alexander Bove [UC ’63] Alexander graduated from Lincoln College in 1961 with an Associate of Science in Engineering. He went on to graduate from University College in 1963 with a Bachelor of Science. Alexander is a trust and estate attorney and Partner at Bove & Langa, P.C. He has written a number of books and articles on estate planning, asset protection planning, taxes, trusts, and estates. His books include: The Complete Guide to Wills, Estates, and Trusts, Holt & Co., Third Edition, 2005; Nearly Free Tuition, Viking Press, 1985, 1988; The Medicaid Planning Handbook: A Guide to Protecting Your Family’s Assets from Catastrophic Nursing Home Costs, Ormond Sacker Press, 1996; The Medicaid Planning Handbook, National Edition, Little Brown Publishing Co., 1992, 1995, 1997; Joint Property, Simon & Schuster/Fireside, 1982; and A Professional Guide to Living Trusts, Boston Safe Deposit and Trust Co., 1978. Alexander also co-authored Estate Taxation in Massachusetts, Callaghan & Co., 1980. L. Paul Ouellette [UC ’70] Paul graduated from University College in 1970 with a Bachelor of Science. For over 24 years, Paul has worked in information technology (IT) in U.S. and international companies. He has written a number of books on developing customer-focused operations for IT departments. Paul’s books include: Of Note 27

Encore | FALL2011

OFNOTE How to Market the IT Department Internally: Gaining the Recognition and Strategic Position You Merit, AMACOM (1992); IT at Your Service: Knowing and Keeping Your Clients, Kendall/Hunt Publishing Company, second edition (2007); and IT in Crisis: A New Business Model, Author House (2009). The books are written for IT professionals and outline the necessary skill sets for IT departments to succeed in today’s customerfocused world. Michael J. Reilly [UC ’02] Michael graduated from University College in 2000 with an Associate of Science in Paramedic Technology and in 2002 with a Bachelor of Science in Health Sciences. He currently works as the Assistant Director of the Center for Disaster Medicine and as an Assistant Professor of Public Health Practice at the School of Public Health in New York. Michael was the co-author of Health Care Emergency Management, Jones & Bartlett Learning, LLC, 2011. The book focuses on disaster planning for hospital and healthcare staff, using case studies and practical examples. Karen White [UC ’84, MS ’97] Karen graduated from University College in 1984 with a Bachelor of Science in Management Information Systems and from the College of Engineering in 1997 with a Master of Science in Information Systems. Despite being diagnosed with a rare cancer, Karen has achieved several of her life goals, including: publishing a book in 2008 entitled, Agile Project Management: A Mandate for the 21st Century, and contributing to the AMA Handbook of Project Management. Karen and her husband recently established their own business, “Applied Agility,” which focuses on providing management advisory services to nonprofit organizations and small businesses. Karen was named a Fellow

28 Of of Note note


of the Project Management Alumni Authors. Eric Kupferberg, College of Professional Studies Senior Assistant Dean of Academic & Faculty Affairs, is the co-author of High Stakes: The Critical Role of Stakeholders in Health Care, Oxford University Press, 2011, with David A. Shore. In describing the book, Oxford University Press notes that, “High Stakes enters into the health care debates at a critical time, offering an analysis that hones in on factors that account for many of the inefficiencies and shortcomings of our unsystematic system, and putting forth recommendations that are ideologically blind. Using real-world examples to illustrate the fragile state of health care today, Drs. Shore and Kupferberg enlist a powerful analytic frame to bear on these conflicts: stakeholder management. That involves addressing the present system of conflicts, in which key groups in the field pursue their own interests at the risk of the system at large … . Drawing equally from both scholarly studies and realworld examples, High Stakes offers health care leaders the necessary tools to both map their current stakeholder relationships and fashion concrete steps to produce greater stakeholder engagement, collaboration, and cooperative competition.”

We want to hear from you! Send the latest news on the people and events in your life to We’ll include your update in the next issue of Encore.

You’re an important part of our history. Now, become an important part of our future. Interested in continuing your education? Your alumni status comes with many benefits, including the Double Husky Scholarship. We’re proud to offer you: • Double Husky Scholarship. Available to recent graduates with a Bachelor’s degree. ( • Master’s degrees in thriving industries such as digital media, hospitality, and project management. • Flexible learning formats. Take classes on campus, or online from anywhere. • Rolling admissions with multiple entry points per year. • Industry experienced faculty who integrate their real-world experiences into everyday class learning. • Extensive student support. A wide range of resources, backed by an institutional commitment, to help you reach your goals.

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Northeastern University College of Professional Studies 360 Huntington Ave. Boston, MA 02115-9959 Encore Magazine is published for the alumni of the College of Professional Studies, the School of Professional and Continuing Studies, the Boston Evening School, Lincoln College, the Lowell Institute School, and the School of Education.

Encore Magazine, Fall 2011  

Fall 2011 issue of Encore, the magazine for the College of Professional Studies alumni and friends.