Executive Advisory Council Sept 2016 Handouts

SEPTEMBER 30, 2016

EXECUTIVE ADVISORY COUNCIL

USF MUMA COLLEGE OF BUSINESS

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DISCUSSION: TEAm Grant Performance Guest presentation: CareerSource Tampa Bay Lunch/Networking: Bulls Business Community second-year students (BSN 225) Meeting Wrap-up

General Updates Plus‌.

Student presentation: London Study Abroad Trip Alumnae presentation: Forward Thinking for Women Scholarship Discussion: Potential CEO/CHRO Event in 2017 Research presentation: The Influence of Political Bias in State Pension Funds Looking forward/discussion: Building a state-of-the art CFA/CFP program

State of the College

Executive Committee introductions of new members and guests

Opening remarks

Welcome!

In 2006, Allaster was hired as president of the WTA. She served as chairman and CEO from 2009-2015. During her tenure at the there, Allaster generated an estimated $1 billion in diversified contracted revenues; built and grew the brand globally; transformed the WTA Finals into a 10-day sports and entertainment extravaganza; and secured a 10-year media agreement, the largest live media rights and production venture in women’s sports history.

Allaster has a long history in tennis. Her first job, at age 12, was cleaning red clay courts at a local club. She was active in the sport in high school and college. After a postcollege stint at Ontario Tennis, she joined Tennis Canada and served as director of the Canadian Open in Toronto, now the Rogers Cup.

Allaster will split her time between the USTA’s national headquarters in White Plains, N.Y., and the USTA National Campus under construction in Orlando, Fla. The USTA National Campus will be home to USTA Player Development and USTA Pro Circuit staff.

Stacey Allaster is the chief executive for the United States Tennis Association. Allaster is tasked with setting the strategic vision for the USTA’s pro tennis division – including oversight of the U.S. Open, Emirates Airline U.S. Open Series, Davis Cup, and Fed Cup.

New Member: Stacey Allaster

He earned two degrees from the University of South Florida College of Business: a Bachelor of Science (’93) and a Master of Accountancy (’97).

Alvarez has more than 20 years’ experience in health care. He began his career as an auditor in Ernst and Young’s healthcare practice and served in senior financial roles with two large hospital systems in the Tampa Bay area before joining Florida Medical Clinic.

Chris Alvarez is the chief financial officer of Florida Medial Clinic, PA. The independent, multi-specialty physician practice has more than 300 physicians in approximately 55 locations across Tampa and Eastern Pasco County.

New Member: Chris Alvarez

Segura holds both a bachelor’s degree and a master’s degree in business administration. In addition, she attained the CPCU and CCLA designations. She has held board of director positions with non-profit organizations in every city in which she has lived.

She previously served as vice president of claims service operations in USAA’s San Antonio home office. There, she was responsible for 2,800 domestic claims employees as well as USAA’s international offices in Frankfurt and London. Segura returned to Tampa to serve as vice president and general manager in 2015. She is the on-site senior officer responsible for shaping workplace culture, with particular focus on alignment with USAA's mission, core values and sales and service philosophy.

Segura has worked in the insurance industry since 1984 and has been with USAA since 1989. At USAA, she has held a variety of leadership positions in cities across America, including San Antonio, Tx., Atlanta, Ga., and Colorado Springs, Co.

Yvette Segura is vice president and general manager of USAA's Southeast Regional Office in Tampa. Segura is the senior USAA officer in Florida and provides leadership to 2,600 Tampa USAA employees. She serves as the primary USAA representative to regional civic, industry and military organizations. She is also the senior on-site integrator/coordinator for its Community Affairs, Corporate Communications, Facilities, Information Technology, Business Continuation and People Services departments.

New Member: Yvette Segura

Ross earned a Bachelor of Arts degree in accounting from the University of South Florida and became a certified public accountant after graduation. She serves on the board of directors and the audit committee of Chubb Limited (formerly ACE Limited).

Before joining Avon, Ross served as executive vice president and CFO of Royal Ahold N.V., working for the Dutch international retailer based in Zaandam, The Netherlands from 2001 to 2011. She held various finance positions at Royal Ahold before taking on the CFO role in 2007.

Kimberly Ross is senior vice president and chief financial officer of Baker Hughes Inc., a century-old, top-tier oilfield service firm with 36,000 employees in more than 80 countries. Ross joined Baker Hughes in 2014, coming from Avon Products, Inc. She served as executive vice president and CFO for Avon from 2011 to 2014.

Guest: Kimberly Ross

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Executive Advisory Council - Member List Terry Aidman 4925 St. Croix Dr. Tampa, FL 33629 Phone: (813) 215-6257 Email: terryaidman@icloud.com

Marc Blumenthal President – Human Capital Management Tribridge 4617 W. Lowell Ave. Tampa, FL 33629 Cell: 813-789-5655 Email: marc@mblumenthal.com

Chris Alvarez Chief Financial Officer Florida Medical Clinic 38135 Market Square Zephyrhills, FL 33542 Phone: 813-780-8774 Email: calvarez@floridamedicalclinic.com

Sandy Callahan 1901 Hawaii Avenue NE St. Petersburg, FL 33703 Phone: 813-334-6553 Email: san27cal55@aol.com

Stacey Allaster Chief Executive, Professional Tennis United States Tennis Association 4143 Bayshore Blvd NE St. Petersburg, FL 33703 Phone: 914-696-7020 Cell: 727-403-4382 Email: Stacey.Allaster@usta.com Assistant: Dara Gittelman, dara.gittelman@usta.com

Craig Cuffe President Kabelink Communications 5510 W. Hesperides Tampa, FL 33614 Phone: 813-874-1500 Email: ccuffe@kablelink.com Jim Dean Park President Busch Gardens and Adventure Island 3605 E. Bougainvillea Ave. Tampa, FL 33612 Phone: 813-987-5300 Email: Jim.dean@buschgardens.com Assistant: Colleen Roop, colleen.roop@buschgardens.com

Barry M. Alpert Senior Vice President, Investments Raymond James 2401 West Bay Drive Largo, FL 33770 Phone: 727-584-8615 Cell: 727-588-2619 Email: barry.alpert@raymondjames.com Assistant: Christine Hagerson, christine.hagerson@raymondjames.com

Robert Dutkowsky CEO Tech Data Corporation 5350 Tech Data Drive Clearwater, FL 33760 Phone: 727-532-8040 Email: bob.dutkowsky@techdata.com Assistant: Franki McCracken, franki.mccracken@techdata.com

Brad Baker Chief Financial Officer GTE Financial 711 E Henderson Ave Tampa, FL 33602 Email: Brad.Baker@gtefinancial.org Phone: 813.414.6500 Cell: 813.404.4960

Scott Fink CEO CEO/Hyundai of New Port Richey, Hyundai, Mazda, Chevrolet of Wesley Chapel, Hyundai of DeLand 3936 U.S. Highway 19 New Port Richey, FL 34652 Phone: 727-331-8664 Cell: 727-224-2462 Email: ceo@hyundaiofnewportrichey.com

Brad Bernstein Partner SE Capital, LLC 155 N. Wacker Drive, #4660 Chicago, IL 60606 Phone: 312-425-2787 Cell: 847-778-4145 Email: bernstein@secapital.com

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Robert Fisher President & CEO Grow Financial Federal Credit Union PO Box 89909 Tampa, Fl. 33619 Phone: (813) 837-2451, ext. 2502 Email: bob.fisher@growfinancial.org Assistant: Sharon Knauer, Sharon.knauer@growfinancial.org

Linda Marcelli Lucky’s Real Tomatoes 5200 31st Avenue S. Gulfport, FL 33707-5624 Cell: 727-639-3333 Email: bezippy@gmail.com Fred A. Meyer P. O. Box 338 Lutz, FL 33548 Phone: 813-949-4777 Cell: 813-267-9441 Email: fred_meyer@me.com

Ron Floto Director of Strategic Development Fintech 6019 Beach Shores St. Tampa, FL 33616 Phone: 813-287-2236 Cell: 813-528-0330 Email: rfloto@verizon.net

Roxann W. Moore Executive Vice President/Commercial Executive SunTrust Bank 4412 48th Ave. S. St. Petersburg, FL 33711 Phone: 407-237-4846 Cell: 727-641-4412 Email:Roxann.moore@suntrust.com Assistant: Bonnie Singletary, Bonnie.singletary@suntrust.com

Steven D. Freedman President Freedman’s Office Furniture & Supplies 5035 West Hillsborough Avenue Tampa, FL 33614 Phone: 813-875-7775 Cell: 813-245-2479 Email: sfreedman@freedmansonline.com

George Morgan 12447 Highfield Circle Lakewood Ranch, FL 34202 Preferred Phone: 941-907-0162 Cell: 941-320-0630 Email: gdmorgan.gobulls@gmail.com

Brian Fuhrer SVP, National & Cross-Platform TV Audience Measurement Nielsen 501 Brooker Creek Blvd.

Oldsmar, FL 34677 Phone: 813.366.4023 Alternate Phone: 727.235.2086 Email: Brian.Fuhrer@nielsen.com Assistant: Linnea Kaplan, 813-366-5137, Linnea.Kaplan@nielsen.com

Gregg Morton Site President Tampa Citigroup 3800 Citigroup Center Drive (A3/05) Tampa, FL - Florida 33610 Email: gregg.morton@citi.com Phone: 813-604-3523 Assistant: Angelique Bracetty or Susan Torge (angelique.bracetty@citi.com or susan.torge@citi.com)

Henry Gonzalez Florida Market President Mutual of Omaha Bank 302 N. Dale Mabry Highway Tampa, Florida 33609-1239 Phone: 813-341-4345 Cell: 813-784-8070 Email: Henry.Gonzalez@mutualofomahabank.com OR hg3gator@verizon.net

Frank L. Morsani President Automotive Investments 16007 N. Florida Avenue Lutz, FL 33549 Phone: 813-963-6757 Email: ainvestm@tampabay.rr.com Assistant: Terri Suit

Steve Griggs President Tampa Bay Sports & Entertainment 401 Channelside Drive Tampa, FL 33602 Phone: 813-301-6680 Cell: 813-440-8513 Email: SGriggs@amaliearena.com Assistant: Lisa Clemons, lclemons@amaliearena.com

Leslie M. “Les” Muma 100 Palmetto Road Bellaire, FL 33756-1428 Phone: 727-584-7877 Cell: 727-483-3188 Email: lesmuma@tampabay.rr.com

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Chip Newton 501 Brightwaters Blvd. NE St. Petersburg, FL 33704 Phone: 917-856-0118 Email: chip@rnewton3.com

Yvette Segura Vice President and General Manager USAA Southeast Regional Office 17200 Commerce Park Blvd., Tampa, 33646 Phone: 813-615-5702 Email: yvette.segura@usaa.com Assistant: Sharon McMinn,m sharon.mcminn@usaa.com, 813-615-5702

Steven S. “Steve” Oscher Owner and President Oscher Consulting 201 N. Franklin Street, #3150 Tampa, FL 33602 Phone: 813-229-8250 Email: soscher@oscherconsulting.com Assistant: Tara Puigdomenech, tpuigdom@oscherconsulting.com

David G. “Dave” Shell 828 S. Bayside Drive Tampa, FL 33609 Phone: 813-928-8089 Email: davidgshell@gmail.com

Scott I."Skipper" Peek, Jr. Vice President, Commercial Sales & Development Lake Nona Development 9801 Lake Nona Road Orlando, FL 32827 Phone: 407-851-9091 Email: speek@lakenona.com Assistant: Rosetta Johnson, 407-816-6678, rkjohnson@tavistock.com

Lisa Simington President – Florida West Region BNY Mellow Wealth Management 4488 Boy Scout Blvd., #350 Tampa, Florida 33607 Phone: 813-405-1239 Email: Lisa.Simington@BNYMellon.com Assistant: Diane Nygaard, diane.nygaard@bnymellon.com, 239-919-5524

David Pizzo Market President Florida Blue 4350 W. Cypress St., #400 Tampa, FL 33607 Phone: 813-882-7992 Email: david.pizzo@floridablue.com Assistant: Betty Ann Borchardt, 813-882-7967, betty.borchardt@floridablue.com

Joseph P. “Joe” Teague Northwestern Mutual Financial Network/ The Teague Financial Group 17002 Abastros De Avila Tampa, FL 33613-5214 Phone: 813-837-3440 Email: joe.teague@nmfn.com John Townsend Vice President T. Rowe Price Services 4211 W. Boy Scout Blvd. TA-0806 Tampa, FL 33607 Phone: 813-554-4040 Email: john_townsend@troweprice.com Assistant: Juanita Sanchez, Juanita_Sanchez@troweprice.com

Jeff Reynolds Senior Vice President The Reynolds Group at Morgan Stanley Smith Barney 18302 Highwoods Preserve Parkway, #100 Tampa, FL 33647 Phone: 813-903-3032 Email: Jeffrey.Reynolds@mssb.com Assistant: Lindsey Alexander lindsey.alexander@mssb.com

Nick Vojnovic CEO Little Greek Restaurants 3424 Cypress Landing Drive Valrico, FL 33596-9223 Phone: (813) 245-3934 Email: nick@mylittlegreek.com or nick.vojnovic@gmail.com

Susie Levin Rice President RMC Property Group 8902 N. Dale Mabry Highway, #200 Tampa, FL 33614 Phone: 813-960-8154, x 227 Email: srice@rmcpg.com Assistant: Kim Johnson, kjohnson@rmcpg.com

Bill West President & CEO The Bank of Tampa PO Box 1 Tampa, FL 33601 Phone: 813-872-1202 Cell: 813-870-3275 Email: BWest@bankoftampa.com Assistant: Lynn Grant, lgrant@bankoftampa.com

Scott Riley Chief Executive Officer FinTech 3109 W. Dr. Martin Luther King Jr. Blvd., #200 Tampa, FL 33607 Phone: 813-288-1980 Email: rileysp@fintech.net Assistant: mrogers@fintech.net x 3833

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Frequent Guest:

Dick Corbett CEO Corbett Office 509 Guisando de Avila-Suite 201 Tampa FL 33613 Email: rcorbett@RACFL.com Phone: 813-264-6128 Assistant: Jennifer Kent, jkent@RACFL.com

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USF Muma College of Business Executive Advisory Council Meeting Minutes – June 10, 2016

EAC members present: Terry Aidman, Brad Baker, Brad Bernstein, Marc Blumenthal, Craig Cuffe, Jim Dean, Robert Fisher, Ron Floto, Steve Freedman, Gene Lunger, Linda Marcelli, Roxann Moore, George Morgan, Gregg Morton, Les Muma, Steve Oscher, Jeff Reynolds, Lisa Simington, John Townsend, Bill West.

USF Participants: Andy Artis, Lorie Briggs, Mike Bowen, Dan Bradley, Kaushal Chari, Ian Cherry, Gigi Hawn, Irene Hurst, Anand Kumar, Moez Limayem, Doreen MacAulay, Mike Mondello, Uday Murthy, Jackie Nelson, Jack Rader, Jackie Reck, Cyndy Sanberg, Jill Solomon, Bill Sutton.

Guests: Richard Corbett, Eric Esteban, Carlton Martin, Pam Muma, Joy Taylor.

Student Guests: Dylan Kesterson, Zoe Knapke, Joseph Maury, Belecia Montgomery, Brandon Moore, James Swanson, Jordan Waters. A few 25 Under 25 honorees (Robyn Oliveri, Andres Kofman, Nicole DeNicole, Isabella Castrillon, Shelby Povtak, Quan Nguyen, and Duane Driskell) and DBA students joined the EAC for lunch.

Handouts: Full handouts can be found here.

I.

State of the College a. John Townsend opened the meeting by presenting two new members: o Gene Lunger, the executive vice president – retail operations for Ashley Homestores o Stacey Allaster, the chief executive – tennis at the United State Tennis Association b. Townsend also announced that Roxann Moore has accepted the position of vice chair. Moez Limayem announced that Steve Griggs accepted the role of nominating chair. Their three-year terms begin with the fall meeting and may be renewed for an additional year. c. Townsend also announced that the EAC Executive Committee has been formed. o Per the by-laws, the committee includes the EAC chair, vice chair, nominating chair, dean, and staff member Liz Sismilich, serving as senior director of development. o Up to two special appointees may serve on the committee; Bob Fisher and Les Muma accepted those appointments. d. Townsend briefly discussed EAC composition: o The EAC by-laws require 35-50 members; there are 36 current members (1-2 have indicated that they may resign). o He asked EAC members to consider diversity (gender, ethnicity, age, industry) when considering nominees. o He noted that the new nominating chair (Griggs) will be tasked with reviewing applications for new members and asked EAC members to use the form provided in the handouts to nominate senior-level executives for the council. o He thanked Craig Cuffe for being the first EAC member to submit a nomination form. e. Moez Limayem reviewed a number of activities that took place after the last EAC meeting. These include: • GRADUATION: We had a strong graduating class at the Tampa campus in May. In June, Limayem joined Judy Genshaft and Ralph Wilcox to preside over commencement ceremonies for students in Lima, Peru, as part of the USF-USIL partnership.

• STUDY ABROAD: Students in the Executive MBA program just returned from Singapore and Malaysia; students in the Business Honors Program are currently studying in Italy at the Florence University of the Arts. Additionally, students taking a management course recently travelled to Panama for a hybrid online-onsite course with sessions stateside and in Panama. Study abroad groups will also visit other countries in Europe this summer.

• USF ACCOUNTING CIRCLE: The Lynn Pippenger School of Accountancy celebrated 25 years of the Accounting Circle - an organization created to enhance student professional development and promote student and faculty success through engagement with the regional business community. The Accounting Circle hosted its annual CPE Conference a few weeks ago.

• ALUMNA HONOR: Recent alumna Bei Ye was one of 75 people (out of 93,742) who passed all four sections of the CPA exam on the first try with a score of 95.5% or better. Ye is now a tax associate for PricewaterhouseCoopers in Phoenix, Az. • AWARDS: The American Marketing Association named marketing faculty member Jill Solomon “Educator of the Year” in the spring; Uday Murthy and Jackie Reck were ranked No. 4 and No. 6 (respectively) nationally in terms of the number of citations to their accounting information systems research articles. Grandon Gill received USF’s Outstanding Faculty Award in March.

• CASE COMPETITIONS: The college hosts four case competitions per year, including the Florida Intercollegiate Case Competition. Doreen MacAulay gave a brief overview of a typical competition and, with Mike Bowen, recognized former case subject companies. She asked EAC members to consider offering their own firms as a case subject company or to consider financially supporting the competitions through sponsorships. Four EAC members (Steve Freedman, Lisa Simington, Marc Blumenthal, Fisher) and a guest (Eric Esteban) indicated that they would be willing to do either/both options. Several EAC members expressed interest in serving as a judge for the competitions. Gene Lunger shared his experiences with the competition as Ashley Homestores was a recent case subject company. He said that student recommendations aligned with corporate recommendations. He indicated that, perhaps, the most important parts of the day were the kick-off and the individual team feedback sessions. Linda Marcelli asked about corporate disclosures and information sharing that is required of case subject companies. MacAulay and Bowen replied that the amount of information shared is related to the case questions and the company’s willingness to reveal financials or other information, noting that participants may be asked to sign non-disclosure agreements. Pam Muma and Simington suggested that non-profits be considered. Bowen noted that non-profits have participated in the past, namely the Florida Aquarium and the Hillsborough Education Foundation. Bowen closed the discussion 13

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II.

by recognizing that former EAC member and Citi executive George Seegers (who died in April) played a huge role in these competitions for many years.

OTHER RECENT EVENTS: Limayem highlighted several recent events. He thanked particular EAC members for their support or involvement and referenced stories about some events that were included in the handouts: o Florida Blue Healthcare Innovations Pitch (Dave Pizzo) o Grow Financial/Bulls Business Community Networking Event (Bob Fisher) o Fintech Business Plan Competition (Scott Riley) o Muma Trading Challenge o 25 Under 25 (John Townsend, Brad Bernstein, Marc Blumenthal, Chip Newton)

f.

Limayem noted that the inaugural “Conversations with a CEO” event was held in March, featuring Jabil’s CEO. The event was well attended and well received. Invitations were distributed for the next two events: o A Conversation with Kenneth Feld (Feld Entertainment), Sept. 28, 8:30 a.m., CAMLS o A Conversation with Bob Dutkowsky (Tech Data), Nov. 17, 8:30 a.m., Centre Club

g.

The dean highlighted several new activities: • MUMA INSIGHTS: the inaugural edition of Muma Insights, a series of short white papers on topics relevant to business leaders, was sent out last week. Limayem shared the first paper, which focused on big data, with EAC members and revealed that the next edition will focus on forensic accounting and the third issue will emphasize creativity. Limayem asked EAC members to share topics of interest to them for future issues. Responses included: o Social media and its role in today’s marketing plans and departments o Predictive analytics or predictive machine learning o Navigating the shift/digital disruption in industries such as financial services and wealth management o Cutting the cord and the shift to streaming o Integrating digital technology beyond marketing: how does the shift to digital impact strategy, structure, etc.

• EXECUTIVE EDUCATION / DIGITAL MARKETING CERTIFICATE: Limayem reported that he initiated a partnership with EEI to bring a digital marketing certificate offering to USF. This executive education program would allow business leaders to participate in a hybrid online/face-to-face program taught by external experts in digital. He aims to have the program live in the fall.

• FACULTY EXTERNSHIPS: Limayem announced that the first Muma Faculty Extern is Mike Mondello, a faculty member in the Sport & Entertainment Management program. A new option for USF faculty, thanks to the Muma naming gift, faculty externs spend an entire semester as a loaned faculty member to an area corporation, working on a project that not only helps bring faculty expertise to the company but also helps bring contemporary challenges into the classroom and helps boost USF Muma College of Business visibility in targeted sectors. Mondello shared that he is working with the Tampa Bay Rays on its stadium project. Citing confidentiality, Mondello declined to reveal any specific stadium discussions but gave an overview of how the organization is approaching the project. The dean said that this opportunity is a win-win-win citing the industry contacts it helps USF make, the placement opportunities it brings to students, the learning opportunities it brings to faculty, and how the Muma gift allows USF to bring targeted adjuncts into the classroom while faculty serve as one-semester externs. Limayem said he hopes to have at least one or two faculty serve as externs each semester. He asked EAC members interested in hosting an extern to connect with him personally as each externship will be specific to the company, the issue, and faculty available.

Student Presentation: Student Managed Investment Fund a. Jack Rader, the founding professor (who has also served as an adjunct for this past semester) gave a brief overview of the twosemester Applied Securities Analysis course and the Student Managed Investment Fund, pointing out some of its unique features. b. Students/recent grads from the 2015-2016 class pitched a stock (Cal-Maine Foods, Inc.) and shared their thoughts on the program as an educational experience. Zoe Knapke, Dylan Kesterson, and Brandon Moore pointed out that the course is rigorous, at times overwhelming, and stressful. They also pointed out that it prepared them for job offers before graduation and, thanks to the highly engaged advisory board, helped them glean valuable insight from senior executives in the industry. c. Rader pointed out that the graduates are landing jobs at firms that did not recruit from USF in the past and are earning salaries about 50 percent higher than other USF finance graduates. d. Rader shared the three- and five-year fund results, pointing out that it has outperformed most of its benchmarks. e. ASA advisory board member Carlton Martin discussed the board’s involvement and reasons most of the executives involved give so much time to students. He and Rader both urged USF to invest significantly in the program, pointing out similar funds at aspirant universities are often two or three times as large as USF’s. They pointed out that having a significantly larger fund not only puts USF on par with prestigious institutions but also “spins off” enough interest to support the specialized faculty hires required. f. EAC members asked about adding more students to the program, questioning the program’s capacity at current staffing levels and if additional faculty were hired. Rader replied that this would vary based on the fund’s performance and the college’s commitment to the program and its uniqueness. g. Jeff Reynolds emphasized the need for USF to invest in industry-specific essentials – such as Bloomberg terminals – that are becoming commonplace at top business schools. He suggested EAC support hosting terminals at a costs that are nominal for the industry (citing rough figures of $5,000 per year for three years) but cost prohibitive for USF. h. Limayem closed the presentation by presenting both Rader and Martin with a small gift. He also introduced new faculty member Ian Cherry, who has been hired to lead the program starting in the fall semester.

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III.

Discussion Item: EMBA Recruitment, Tuition Reimbursement Programs, Corporate Succession Planning Andy Artis led a discussion on graduate business enrollment, pointing out that, nationally, enrollment in MBA programs is flat and at USF, the Executive MBA enrollment has been inconsistent. Artis discussed two areas where USF could potentially find more students: a. TUITION REIMBURSEMENT: He shared a list an intern has begun to develop related to large employers in Tampa Bay and their tuition reimbursement programs. He said that USF needs to do a better job of connecting with these companies and exploring ways to remind employees of this benefit and, of course, that USF is an option for graduate business education. Artis asked EAC members to indicate if the information on the spreadsheet is accurate or if their firms needed to be added to it. He also shared an email that SunTrust had sent to its employers and asked EAC members to indicate if they would be willing to send such an email to their employees. Four EAC members (Simington, Townsend, Gregg Morton, Freedman – and guest Eric Esteban) said that they would be willing to send out such an email. b. SUCCESSION PLANNING: He said that many times companies will indicate that they have succession plans in place but that the people who might be included in those plans are not aware of this. He asked EAC members to jot down the names of three rising stars at their company who might be good MBA candidates, pointing out that if members struggled to come up with names it might indicate that their succession planning isn’t especially strong. Artis asked EAC members to connect him with their colleagues who handle succession planning and eight EAC members said that they would be willing to facilitate that introduction (Ron Floto, Blumenthal, Morton, Brad Baker, Reynolds, Lunger, Dean, and Townsend). c. Several EAC members shared commentary or questions to consider related to the Executive MBA: • Reynolds said that USF has a marketing awareness problem, particularly for its Executive MBA, and opined that going after companies offering tuition reimbursement programs is smart as USF has an opportunity to remind people of EMBA’s ROI. • Fisher questioned the specialty of USF’s Executive MBA, pointing out that his firm really doesn’t seek people with the broad MBA as they are fairly easy to find. He said that he needs people with the graduated degrees offering analytics skills/ knowledge over the traditional MBA. Les Muma agreed, adding that risk and risk analysis are similar specialties that are in demand; they want employees with the broad MBA knowledge as well as the specialized knowledge in these areas.

• Fisher said that, at least for the credit union industry, many senior executives are nearing retirement and this is a big issue.

• John Townsend wondered if the Executive MBA could be positioned as the “next level MBA” since the market is flooded with MBAs who earn the degree early in their careers. He questioned if there is a degree option between the MBA and the doctoral degree and wondered if USF could fill that likely void.

IV.

Development Update b. Gigi Hawn reported that the college has raised $16,295,432 toward its $15 million July 1-July 30 FY goal, 108.64 percent of goal. c. A few significant gifts received since the last meeting were announced: • Dick Corbett has made a gift of $500,000 to create a video wall for the atrium.

• Frank and Ellen Daveler made a gift of $2.9 million to create a statewide entrepreneurship program housed at USF’s Center for Entrepreneurship in the college.

• Mohamad Ali Hasbini made a gift of $300,000 to support the DBA program. d. The Celebration of Free Enterprise honoring Jeff Vinik was held in October, netting $89,500 for scholarships and student success initiatives. The 2017 event will honor Sheila Johnson, a well-respected business leader who is active in aviation services, finances films, and oversees a portfolio of luxury properties as CEO of Salamander Hotels and Resorts and vice chair of Monumental Sports & Entertainment. Calling her a “woman of firsts,” Limayem pointed out that the BET co-founder – which became the first AfricanAmerican controlled company listed on the NYSE, is also the first woman to be owner or partner in three professional sports teams: the NBA’s Washington Wizards, the NHL’s Washington Capitals, and the WNBA’s Washington Mystics. Limayem said that sponsorship materials will soon be available. He encouraged EAC members to become significant sponsors for the event.

V.

Student Presentation: Fox Sports U A team of students gave a presentation on the Fox Sports U project which gave USF Sport MBA students a chance to create a marketing campaign for the Fox Sports Go app. Students shared the scope of the project and detailed the creative elements of their campaign. They shared their student-filmed commercial proposals, pointing out that as the winning team, Fox will begin shooting a version of their commercial on Monday – and will use it in its advertising campaign.

VI.

Guest Speaker Townsend introduced USF alumna Joy Taylor, a consultant he met through T. Rowe Price. Pointing out that he was impressed with her expertise in change management and leadership, Townsend said he asked her about speaking to the EAC and later discovered that she had earned her MBA from USF – but hadn’t visited campus since. EAC members joined DBA students and some of the 25 Under 25 honorees for lunch; Taylor talked about her career immediately following.

She shared advice on leading change in corporations and participated in a Q&A at the conclusion of the talk.

VII. Dates to Remember:  EAC meetings: 09/30/16 and 01/27/17, 8:45 a.m.

Additional calendar items:  6/22, 6 p.m., Marriott East Side (NYC), New York USF Alumni Reception  8/26, 11:45 a.m., USF Marshall Center, Scholarship Luncheon  9/28, 7:30 a.m., CAMLS, Conversations with a CEO (Ken Feld)  10/7, 4 p.m., Homecoming lecture/parade watch party  11/4, 8:30 a.m., USF BSN, “Back to School Day”  11/17, 7:30 a.m., Conversations with a CEO (Bob Dutkowsky)  3/8, 6:00 p.m., Celebration of Free Enterprise 15

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Marketing Department Advances in Research Rankings The Muma College of Business’ Marketing Department at the University of South Florida is making great strides toward becoming one of the best in the world, and over the past three years, it has moved much closer toward that goal.

According to the University of Texas-Dallas Top 100 Business School Research Rankings, from 2014- 2016, the USF Muma College of Business Marketing Department is ranked among the top 60 departments worldwide in terms of research productivity. These rankings are based on publications in the top three premier marketing journals in the world and put USF’s Marketing Department well above its peers in prestigious universities such as Massachusetts Institute of Technology, the University of California - Berkeley, the University of Virginia Darden School of Business, and Dartmouth College.

“The Muma College of Business Marketing Department has long been focused on excellence in research, teaching, and business engagement. This accomplishment in the area of research is a welcome recognition of the talent and hard work of our faculty,” said Department Chair Donna Davis.

“We want to put our marketing department on the map as a strong program, and I think we are beginning to achieve that goal.”

The rankings are compiled by the UT Dallas’ Naveen Jindal School of Management through an online database which tracks 24 major business journals from around the world. The database collects all publications dating back to 1990 and produces annual rankings for universities globally.

Several marketing professors in the Muma College of Business have had their recent research published in highly regarded academic journals. Dipayan Biswas, along with doctoral student Marisabel Romero, had a joint research project on food placement and consumption published in the Journal of Consumer Research. Biswas and Romero found that putting healthier foods on the left side of a plate made the eater more likely to consume those foods, a potentially important finding for the fight against obesity. Tim Heath and his co-authors’ examination of consumer responses to innovation was published in the Journal of Marketing. This work can help companies better understand how to sequence innovations in their product offerings.

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Longtime USF professor receives Fulbright award to teach in Belarus USF Muma College of Business Professor Jerry Koehler will be teaching executives in the former Soviet Union about business next year, thanks to a Fulbright award to Belarus.

Koehler will teach at the School of Business at Belarus State University in the Executive MBA Program there, starting Feb. 1, 2017, and continuing through the end of May. He will also consult with the faculty at the university on MBA issues, provide consultation to business executives and offer seminars to the business community.

“It’s an honor to receive the Fulbright,” Koehler said. “I’m excited about going to Belarus and teaching in the Executive MBA in a former Soviet country. I’m excited about what I’m going to learn.”

Koehler has been with USF since 1976, and has also served as a consultant to leading national and international companies and governmental organizations, including Honeywell Space Systems, and Florida’s Departments of Revenue, Labor, and the Office of the Governor.

From 1992 to 1995, he served as deputy secretary of Florida’s Department of Labor and Employment Security, and in 1998, he received the “Florida’s Finest” award from then-Governor Lawton Chiles. Koehler has taught courses and has lectured to audiences throughout the world and has traveled to more than 60 countries.

Koehler planned to visit the area that is now Belarus in 1986, back when it was still the Soviet Union. He could not complete his planned travel to Minsk because of the Chernobyl disaster, and he and his wife went to Sochi instead. He said he is eager to teach executive MBA students and to see what their perceptions are regarding business in today’s environment.

“I want to go back and find out how much it’s changed,” he said.

USF Muma College of Business Dean Moez Limayem said the Fulbright award is yet another addition to Koehler’s impressive list of accomplishments.

“Our own Executive MBA students always gain so much from Professor Koehler’s courses, and we are glad he can impart his decades of business experience to business students worldwide as a result of the Fulbright,” Limayem said. “We look forward to the insights he will bring back to USF from his time in Belarus. Our students will be even more prepared to be leaders in a global marketplace as a result of his experiences abroad.”

Koehler is the third USF Muma College of Business professor to receive a Fulbright award since 2015. ISDS Professor Grandon Gill received a core Fulbright award in 2015 to help faculty in South Africa learn how to write case studies and use cases in their classes. Marketing Professor James Stock was awarded the prestigious Fulbright-Hanken Distinguished Chair in Business and Economics at the Hanken School of Economics in Helsinki, Finland and is teaching there this fall.

The Fulbright Program facilitates educational exchanges between nations all over the world. Sponsored by the United States government, Fulbright exchanges are designed to increase understanding between people of the U.S. and other nations, and more than 360,000 people have participated in the program since its founding in 1946.

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20

Muma College of Business partners with Jabil to offer Citizen Data Science program to employees While every company is interested in harnessing the power of analytics and data science to improve its business, employees with a deep understanding of how to interpret those mountains of data are few and far between.

St. Petersburg’s Jabil, an electronic product solutions company providing global electronics design, production and product management services to electronics and technology companies that reported nearly $18 billion in revenues in 2015, and the USF Muma College of Business, known internationally for its faculty expertise in analytics and big data, teamed up to address that skill gap with a new, non-degree-seeking “citizen data science” program that began in March and finished at the end of July.

The flagship initiative sent nine USF faculty members from the Information Systems & Decision Sciences Department to Jabil for 16 Fridays spread out over a five-month period. The first cohort was comprised of 16 mid- to senior-level Jabil employees, who came equipped with a business problem from their own job to solve using data science.

Muma College of Business faculty taught and advised Jabil participants as they worked on their projects, using advanced data management techniques, statistics and statistical programming, predictive modeling, artificial intelligence, big data systems, and business and economic principles.

The program, one of very few of its kind, fits well with the college’s strategic emphasis on analytics and creativity and its goal of business engagement, taking academic research and knowledge and translating it directly to the business world.

The course was the equivalent of a compressed version of a few graduate-level courses but customized in a highly relevant manner for the company – imparting a significant amount of information in just a few months. These citizen data scientists are now well-versed in data analytics, advanced database management, big data, statistics, predictive modeling and economics and business principles and are going to be applying all this to a range of internal projects for Jabil with potentially high impact.

Jabil Enterprise Architect Kenty Adams said that the success of this program has resulted in a long waiting list of people who want to get into the next cohort of the program, which begins in September. It also may lead to similar programs with Jabil in Malaysia and China.

“Having employees well versed in the capture, analysis and use of data will serve Jabil well as we continue to underscore ourselves as an innovative industry leader in the supply chain space,” said Adams. “The projects our citizen data scientists are working on hold the promise of valuable return on investment by allowing us to innovate in our operations and in the services we can offer our customers. The participants and I are very grateful for the quality of the teaching, hands-on approach and excellent professors.”

USF Professor Balaji Padmanabhan, who launched this program along with Adams and faculty members Matthew Mullarkey and Kaushik Dutta, said that these kinds of programs represent the future of collaboration between business and academic researchers.

“Data science is now a must-know not just for the geeks in an organization but for every up-and-coming executive who has the opportunity to drive efficiencies and margins through data-driven thinking and automation,” Padmanabhan said. “It was truly a delight to work with the team to create a unique non-degree executive program at the level of depth and intensity needed to create citizen data scientists.”

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Inaugural conversation was with Jabil CEO Mark Mondello Wednesday: second in the series with Feld Entertainment CEO Kenneth Feld Next in series: November 17, Tech Data CEO Bob Dutkowsky Future commitment: April 13, Coca-Cola Florida CEO Troy Taylor Anticipated commitment: Chico’s CEO Shelley Broader

Conversations with a CEO

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When Seeing Is Believing

Student escapes war, gains second chance at education

By Abby Rinaldi, NEWS EDITOROn September 5, 2016

eventually forcing them into an internment camp. They were moved to the camp twelve days before the war ended.

When the schools in Arben Kabashi’s native Kosovo were shut down before he could finish, he thought his chances for education were over.

Later, NATO forces would come through to liberate Kosovo and the International Organization for Migration gave refugees assistance in either rebuilding their homes and lives in Kosovo or leaving to start a new life elsewhere.

Now, at 37 years old, he is finishing his bachelor’s in finance at USF’s Muma College of Business, an opportunity he said he feels can’t quite be put into words.

Kabashi’s family chose to go to the U.S. Lutheran Social Services provided help finding housing, English-learning services and other resources like water and medicine to resist the Florida heat when they first arrived. They settled in Jacksonville. Among them was his then-74-year-old grandmother, who pass away from cancer not long after.

At the Muma College of Business Scholarship luncheon, Kabashi received the SunTrust Bank scholarship and the Arthur Ringness scholarship, which will help him on his way to completing his degree. He expects to graduate in spring of 2017.

“... Just imagine (a) 70-year-old woman who comes here and sees all the opportunities,” he said. “When you (asked) her ‘Do you like this place?’ her answer was ‘I wish I was young to enjoy all these opportunities.

During the Yugoslav Wars, schools were shut down and people were displaced as part of ethnic cleansing. Kabashi and his family later fled the area to the U.S. to escape the conflict.

“She didn’t have a driver’s license or know how to drive a car, but she was sure she could’ve done it.”

That was 17 years ago.

Kabashi worked as a plumber and in other manual labor jobs. He got married and now has three children: a daughter and two sons. He became a citizen.

“It wasn’t easy,” he said. “You come into a new country, you left everything (back in Kosovo). I mean we didn’t have much.

Things were going well, he said, until he got into an accident and injured his back. He was 32 at the time, and his wife was pregnant with their first child. No longer able to perform manual labor and without a high school diploma, Kabashi had to search for other options.

“We lost all that we had but … (Kosovo) was a place where you learned everything. You learn there to cry, to laugh, to talk, but then after I came here, and it’s different.”

His family was not wealthy in Kosovo. Kabashi said in a speech at the 2016 Muma College of Business Scholarship Luncheon that he and a few of his five siblings would collect wild mushrooms to sell for things like clothing and school supplies.

“That’s the only thing I (knew) how to do,” he said.

The option to continue his education came along while he was helping translate for his brother-in-law, who had moved to Tampa to get a Ph.D. in physics from USF. While his brother-in-law took a course at a local high

Then the war began, taking away the family’s income and 25

school to learn English, Kabashi began talking to the teacher there, who introduced him to the GED. He also toured USF with his brother-in-law.

When he realized that he could go back to school, things changed.

“It all comes down to the system,” he said. “The people who work hard in this country, it’s like they think for everybody.

They always have the answer, even for those like me (who) dropped the school and never thought of going back. They somehow find a way to leave the door open for people and it’s just amazing.”

Kabashi returned to school and got his GED. Later, he got his associate’s from a community college. After that, he enrolled at USF to get his degree in finance. He said he chose finance because it is a degree with versatility, so he’ll have more options for employment after he graduates. He hopes to stay in the Bay area and in Florida.

“Here, it just makes me feel like I’m really home,” he said.

Years ago, during the liberation, Kabashi said he asked a U.N. official why people called the U.S. a place of freedom and opportunity.

“He said that ‘I cannot explain,’” he said. “‘You’ll have to see for yourself.’

Now he understands.

“Nothing compares to what this country has to offer,” he said.

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Match This: Young Alumnae Establish Scholarship to Pay it Forward In 2012 Fadwa Hilili, an undergraduate student at the USF Muma College of Business, had a serious problem: The next semester was rapidly approaching and she still owed a balance on her tuition. Although she usually took 15 to 18 credit hours a semester, an accelerated schedule that would enable her to graduate in less than three years, she was now considering dropping a class in order to afford her books and tuition.

own scholarship at USF – the Forward Scholarship for Women of Excellence.

“I love this story because this is really the proof that our donors are inspiring our younger graduates to give back,” said Moez Limayem, dean of the Muma College of Business.

“These four women were grateful for the support that was provided to them, and like the donors that provided the scholarships that they received as students, these alumnae were determined to leave a legacy.”

“But then I got an email that changed everything,” said Hilili.

“I had been selected as a Barron Collier first-generation scholarship recipient! It was a rush of relief, knowing that I could pay for my classes and focus on my studies.”

The scholarship specifically benefits women studying accounting with a financial need and proven academic merit.

Recipients of the scholarship are encouraged to contribute back – once able – to the college and help another woman break into the field.

It was also the inspiration that sparked her desire to return to USF after graduation and do the same for another student.

Later that year, while participating in the Corporate Mentor Program, Hilili became fast friends with three fellow accounting students as they bonded over their shared class assignments, interest in professional development and self-improvement and strong desire to give back to USF.

“Our vision for this scholarship is to continue the advancement of USF alumnae in business,” said Lara. “We want to help grow a culture of giving at USF and hope that recipients of the award will pay it forward to other female Bulls in business one day. Given the challenges women face entering the business world, we feel it is especially important for successful women to reach back and empower the next generation.”

“While students, we were each very fortunate to receive scholarship assistance from the university and the Muma College of Business in one way or another,” said Giselle Lara. “I remember attending a scholarship luncheon as a student and feeling so honored and privileged that through the graces of a donor, I was able to pay for my books and take out one less student loan. That day I set a goal to return to USF one day as a donor and pass the gift on to the next generation of business women.”

Accounting major Rebecca Hatz, who will graduate in 2017, is the inaugural recipient of the scholarship. The four donors met Hatz in August at the college’s annual scholarship luncheon. It reminded Hilili of the luncheon she attended as a student and the gratitude she felt when meeting her donor.

“Personally, if it weren’t for the help of generous donors and mentors,” said Hilili, “it would have taken me a lot longer to graduate and I wouldn’t have been able to make the best decisions for my career.”

Fast-forward to 2016, Hilili (’13, ’15) and Lara (’11, ’13), now twotime alumnae of the USF Lynn Pippenger School of Accountancy, and their friends and former classmates Anna Morra (’14) and Puja Patel (’12, ’14), are returning to the annual scholarship luncheon as donors!

Each woman personally pledged to contribute $1,250 to the scholarship and some were able to take advantage of their employers’ corporate matching programs, reducing their out-of-pocket donation to $625, and raising $5,000 for the scholarship overall.

“They are working together to reach back and give a gift to the next student in line,” said Limayem. “That is impactful giving. That is what makes USF Unstoppable!”

After Hilili graduated with a master’s degree in accounting, the group of friends decided to team up and establish their 27

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STUDY ABROAD PRESENTATION

Carol Osborne Instructor cpo@usf.edu Room: BSN 3222 Phone: 974-6184 Carol Osborne teaches basic marketing and promotion management as an instructor in the Marketing Department.

She has taught marketing classes at both USF and its campus in Lakeland (now Florida Polytechnic University). Osborne has more than 30 years of experience in the professional marketing sector, including 11 years at Cox Media Group, where she rose to the position of vice president for marketing.

Osborne received a bachelor’s degree from State University of New York at Albany and an MBA from the University of South Florida. She is a recipient of numerous awards and recognition: she was named the best chapter adviser for Delta Sigma Pi in the southern province in 2011, received the Apple Polishing Award from USF for impacting students in 2004 and 2005, was the recipient of several outstanding faculty awards, and was named among five favorite professors of graduating seniors by USF Academic Affairs in 2004. In 2000, she was named one of Advertising Age’s “Women to Watch.”

Teaching MAR 3023 - Basic Marketing MAR 3823 - Marketing Management MAR 4333 - Promotion Management MAR 4933 - Social Media Applications (Digital Marketing) Service Osborne is a member of the American Advertising Federation and Tampa Bay Advertising Federation, and serves on numerous service committees.

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USF Muma in London: Summer 2016 Wieden + Kennedy London    

Background: Portland HQ. Clients: Nike UK, Stride Gum, TK Maxx, Finish, Honda UK, Three, Lurpak Butter, Chambord, Southern Comfort UK, Tesco Wisdom: Insights, strategy, response to client brief.

Experience: review of work, connecting dots to strategy

Mindshare      

Background: Global HQ. Exploits space where data, content and technology collide to create memorable experiences for people and brands.

Clients: Chanel, Unilever, Jaguar, Bodum, Cisco, IBM, Hertz, Dyson, Campari.

Wisdom: It’s about marketing analytics.

Experience. CEO Helen McCrae one-on-one. Response to client brief.

Not just KPIs but KHIs (key human indicators).

Advertising needs to be less annoying. Agencies need to create advertising that’s useful.

SapientNitro    

Background: Boston HQ. Storyscaping.

Clients: British Airways, McDonald’s UK, M&S, Royal Bank of Scotland, Ferrari, NatWest.

Wisdom. Modern brands must learn to create worlds not just ads, sites, apps. Connect promise to experience for continuous innovation.

Experience: CSO Magnus Fitchett one-on-one. Chapman’s interactive VR projects.

J. Walter Thompson     

Background: 1st ad agency in 1864, London, 1899.

Clients: HSBC, Kenco Coffee, Listerine EU, Shell, Bepanthen (10th mo), Kit Kat Wisdom: Courage, curiosity, capability, collaboration.

Experience: Rafa Freitas, Board Account Dir, Florence Wong, Account Mgt Dir. Know propositions, markets, messages, trade channels, how advertising works.

amvBBDO    

Background: Abbott Mead Vickers merger with BBDO, 288 offices in 80 countries.

Clients: Mercedes-Benz, Smirnoff, Guinness, Curry’s PC World, Pimm’s, Sainsbury’s, BT. Wisdom: Whatever the challenge, shape the solution accordingly; collision of two thoughts.

Experience: Olivia Wick, account management, planning, the brief process, and ad critique.

CP+B London   



Background: Boulder, Col. HQ. Clients: Turkish Airlines, Capt. Obvious (Hotels.com), XBOX, Ubisoft, BK UK. Wisdom: Enjoy the hustle. Stick to being yourself--what you believe in.

Experience: CEO Dave Buonaguidi one-on-one from brassworks to Brexit.

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DA Contact Info: (813)-503-0052 dantipova@mail.usf.edu behance.net/dantipova

Skills: InDesign Illustrator Photoshop

After Effects Premier Pro Final Cut X

Hobbies: Dancing Origami Biking

Languages: English Russian

Daria Antipova 301-B, 3622 Jefferson Commons Drive, Tampa, FL 33613

Education: University of South Florida, Tampa, FL Bachelor of Science in Business, Advertising Zimmerman Advertising Program Bulls Business Network

Dec ‘18 GPA: 3.94

Experiences: Jan ‘16 - Present Multimedia Production Assistant @ USF Housing & Residential Education

Scripted, filmed, and edited promotional and

informational videos

Created original animations including a 3-part

cartoon promotional series

Served as a technical director at the USF Housing LIVE!

Assisted in generation of 300-1000 views on the

USF Housing YouTube Channel Feb ‘16 - Present Director of Marketing (called Historian until May ‘16) @ International Student Association at USF

Designed promotional materials (posters, flyers,

digital advertising, animations) with as many as

1,400 impressions on Facebook

Reached 100 Instagram Followers within 3 weeks and

1,200 likes on Facebook by Sep 20

Created and executed marketing plans for various

international events June ‘16 - Present Student Director @ International Buddy Program (iBuddy)

Planned and coordinated events with over 150 participants

Led the executive board operations and weekly meetings

Created an online community through a Facebook

group generating a 36% engagement (based on polls)

and comments on 68% of the posts

Photographed and videographed the events

Graphic Designer @ Ad Club

Designed posters, flyers and digital materials Study Abroad @ London

Prepared and presented marketing briefs at J. Walter

Thompson and Mindshare 32

Engaged in commercials critique at amvBBDO

Sep ‘16 - Present

June - July ‘16

Drake Goebelbecker 327 Seminola Blvd. Casselberry, FL 32707 407-443-3470 w drakeg@mail.usf.edu w linkedin.com/in/drakegoebelbecker

Education University of South Florida, Tampa, FL Expected Graduation May 2019 Advertising Major – GPA: 3.97/4.00 Member and Mentor of the Zimmerman Advertising Program Seminole High School, Sanford, FL International Baccalaureate Diploma Recipient Summa Cum Laude National Honor Society Member

Graduated May 2015

Graphic Arts Experience Adobe Certified Associate As of June 2015 ● Certified in Adobe InDesign, Photoshop, and Illustrator Co-Chair of Advertising, USF Honors College Student Council Aug 2015 to Present ● Created flyers to promote events for the Honors College ● Coordinated different forms of advertising and designated responsibilities to committee members Studied Abroad, London, England Summer 2016 ● Analyzed the differences between global advertising and American advertising ● Winner of Advertising Brief Competition at Mindshare UK ● Networked with professionals at Wieden+Kennedy, Mindshare, J. Walter Thompson, Sapient Nitro, AMV/BBDO, CP+B, and Mother London Creative Assistant, Altamira Advertising Agency, Tampa, FL Sept 2015 to May 2016 ● Adapted to the specific needs of clients ● Planned and managed clients’ social media accounts ● Designed company logos and flyers Editor, Salmagundi Yearbook Staff, Sanford, FL 2013 to May 2015 ● Designed entire People Section of yearbook

Job Experience Paid Intern, Pershing LLC, a BNY Mellon company, Lake Mary, FL Oct 2014 to June 2015 ● 20 hours/week ● Tracked the weekly progress of clients’ investments by compiling weekly spreadsheets ● Adapted to each client’s specific needs Resident Assistant, University of South Florida, Tampa, FL Aug 2016 to Present ● Communicated with residents about questions, issues, and general inquiries ● Tracked residents’ integration into college through intentional conversations, floor meetings, and weekly traditions ● Established a welcoming environment to help residents assimilate into college

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Ilana E. Loory Longwood, Fl 32779 (407) 920-9371 ieloory@mail.usf.edu Linkedin.com/in/IlanaLoory EDUCATION: University of South Florida, Tampa, FL Zimmerman Advertising Program

Expected: April 2020

EXPERIENCE: STARS Gymnastics, Tampa, FL January 2016- Current Gymnastics Coach • Choreograph recreational routines for children in five different levels • Train pre-team and team level gymnasts for competition STARS Gymnastics, Tampa, FL January 2016- May 2016 Spring Fling Director • Coordinated Spring Fling exhibition for 60+ kids to participate • Designed shirts and medals for participants in the Spring Fling exhibition ACE Gymnastics, Longwood, FL September 2013-August 2015 Recreational Coach • Coached 60 kids per week from beginners to advanced • Helped gymnasts develop basic motor skills and improved strength and flexibility North Florida Region BBYO, Orlando, FL April 2014-June 2015 Regional President of North Florida Region • Won the Anita Pearlman Spirit Cup at International Convention 2015 • Recruited new members, led business meetings, and planned 3-day regional events for 100+ teens • Ensured chapters within the boarders from Ft. Myers to Jacksonville followed regional guidelines • Collaborated with counterparts at executive conferences from around the world

ACTIVITIES: Sorority T-Shirt Chair May 2016 –Current Sigma Delta Tau, Tampa, FL • Design creative shirt designs for Sigma Delta Tau at the University of South Florida • Collaborate with print companies to put together orders of 140+ shirts • Experience with Adobe Creative Cloud to develop shirt designs

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OBJECTIVE:

An organized creative student with certified skills in Microsoft applications and a desire to learn more, particularly in information systems, where I can utilize my existing skills and gain experience along the way.

EDUCATION: University of South Florida, Tampa, Florida Bachelor of Science: Business Analytics and Information Systems (BAIS) Expected graduation date: December 2016 Valencia Community College, Orlando, Florida Associate in Arts Degree: General Studies Graduation date: April 2014 RELEVANT COURSEWORK: • • • • •

Database Management Systems Bus & Economic Statistics Operations & Supply Chain Business Calculus Financial and Managerial Accounting

EXPERIENCE: Convergys • • • •

Workforce Management Analyst Intern

Tracked, analyzed and reported call center and agent performance Managed proactive approval and denial of discretionary activities; such as vacations, trainings, meetings Created proper contingency plans to ensure that staffing remains as constant as possible in the event of an emergency Made recommendations and helped set priorities when planning and scheduling off phone activities

Convergys • • • • •

Team Lead Intern

Sep 2015 – Jan 2016

Attended and completed all training and developmental programs for certification.

Participated in activities designed to improve customer satisfaction and business performance.

Maintained consistent high quartile scores across all program metrics during the internship period.

Coached and developed a team of 15 - 20 Customer Service Representatives.

Maintained QA standards for staff, ensured calls were compliant with firm standards, escalated issues as needed, and maintained communication with customers and management teams.

Sunoco • • • •

Jan 2016 – April 2016

Shift Manager

Nov 2012 – Feb 2015

Prepared daily reports of fuel, oil, and accessory sales.

Responsible for the overall shift operations, sales performance and execution of brand excellence in a store.

Performed all cash handling requirements of a manager in charge including closeouts, safe accountability and cash drops Provided exceptional customer service to patrons and ensured satisfaction.

AWARDS AND RECOGNITIONS: • •

Microsoft Office Specialist (MOS) Master Valencia College President’s List

Certified

SKILLS: • • •

Trilingual: Fluent in English, Urdu, and Hindi.

Computer Software: MS Office, MS Visio, MS Access, SQL, And Visual C#.

Computer Hardware/OS: OSX, Windows Professional.

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June 1, 2011 Spring 2013 – Spring 2014

Francis J. Millan Telephone: 813-220-1625 Email:millanf@mail.usf.edu LinkedIn: www.linkedin.com/in/francismillan

Education − University of South Florida, Tampa, FL (Expected Graduation 2020) Bachelor of Science in Business Administration with a focus in Advertising Member of the Zimmerman Advertising Program − Member of the Muma College of Business and Zimmerman School of Mass Communications − Study Abroad: London, England Summer 2016

Languages − Spanish (Native) − English (Fluent) − French (Beginner)

Experience − Zimmerman Advertising Program Mentor, 2016 to present • Mentor program created specifically to aid a small group of 4-5 incoming first year students (per mentor) who are part of the Zimmerman Advertising Program in the Fall of 2016 and Spring of 2017. − Zimmerman Advertising Program Ambassador, 2016 to present • Ambassador program created specifically for the students of the Zimmerman Advertising program to act as recruiters, go to special events, and create content (social media, flyers, etc.) that will promote the program.

Extracurricular Activities − USF International Student Association, 2015 to present • Member of association

Volunteer Experience − Zimmerman Advertising Program Open House, 2016 • Provided information and answered questions about the Zimmerman Advertising Program and the Living Learning Community to 5-6 prospective students. − USF Stampede of Service, 2016 • Played sports and other activities with teenagers between ages 11-17 at the Child Protective Services in Hillsborough County − Ad 2 Tampa Bay: Internship Speed Dating Event, 2015 • Directed 10-20 special guests upon arrival to event location

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Javier Ortega Permanent Address: 10430 Windermere Chase Blvd. Gotha FL, 34734 Temporary Address: 4202 E Fowler Ave, 7406 Poplar Hall, Tampa FL, 33620 407-373-5249 – javierortega@mail.usf.edu

Objective: To become more efficient in the field of advertising and to create connections to create further resources for the future. Contributing to the organization in any way possible and help create a positive work area for those around me.

EDUCATION University of South Florida, Tampa, FL Major: Advertising (Member of Zimmerman Advertising Program)

Expected May 2019

EXPERIENCE Pepsi, Orlando, FL Seasonal Sales Help  Found varying businesses in the Orlando area to acquire as Pepsi business partners  Spoke to over 15 different locations a day  Was primary member for Spanish businesses, acquiring 4 for the Orlando market

June 2016- August 2016

Yearbook Staff, Windermere, FL Sports Reporting September 2014- June 2015  Led the sports portion of the yearbook including multiple sports related articles in the schools newspaper  Used Adobe InDesign to create the layouts of the pages used in the yearbook and Photoshop to alter the pictures  Was in charge of 7 different pages in the yearbook Surf Warehouse, Orlando, FL Sales Associate/Cashier July 2014- January 2015  Talked to hundreds of international customers a shift to make sure they had the best shopping experience possible  Was in charge of running the cash register and the handling of money for over 500 transactions a day  Primary sales associate for Spanish and Portuguese speaking customers

ACTIVITIES Varsity Lacrosse, Olympia High School   

February 2012- June 2015

Played all four years of high school (3 years on varsity) Was placed on varsity after playing for a year and a half and changing positions Ran multiple fundraising events for the boosters program to help pay for equipment for teammates who couldn’t afford to

SKILLS   

Microsoft Office including Word, PowerPoint, Excel, and Access proficient Adobe Photoshop, Premiere, and InDesign proficient Fluent in Spanish

AWARDS & ACHIEVEMENTS National Honor Society Mu Alpha Theta (Math Honor Society) Quill and Scroll (Journalism Honor Society) Accepted to FSU (Major in Marketing)

September 2013- June 2015 September 2013- June 2015 September 2014- June 2015 37

Amanda Ortiz

7158 Cypress Maple Tampa, Fl 33620 | (772) 475-0927 | amandamortiz01@gmail.com

Education

UNIVERSITY OF SOUTH FLORIDA | TAMPA, FL | DEGREE ANTICIPATED 2019 · Major: Marketing B.S. · Minor: Psychology

· GPA: 3.6

JOHN CARROLL HIGH SCHOOL | FORT PIERCE, FL | CLASS OF 2015 · GPA: 4.98

Skills & Abilities INVOLVEMENT · USF Leadership LLC

· USF Global Citizens Project · USF Education Abroad

· Delta Gamma Fraternity

· Hugh O’Brian Youth Leadership Conference LEADERSHIP

· USF Leadership LLC

· USF Global Citizens Project Peer Mentor

· Hugh O’Brian Youth Leadership Facilitator AWARDS

· USF Education Abroad Scholarship Recipient

· USF Global Citizens Project Scholarship Recipient SKILLS

· Bilingual

· Organized

· Superior communication skills

Experience SALE’S ASSOCIATE & SOCIAL MEDIA MANAGER | PLATO’S CLOSET | MAY 2014-PRESENT · Operates Instagram and Snapchat accounts to advertise inventory to customers

· Assists in training new sales associates

· Engages in daily interactions with customers

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Alec Raulin 561-886-8546 – araulin26@gmail.com – https://www.linkedin.com/in/alecraulin

Objective: Seeking an entry-level position in account management that will allow me to benefit the agency through my knowledge of client-based communication.

EDUCATION •

• • •

University of South Florida- Tampa Campus - Major: Business Advertising - B.S. in Advertising expected in 2019 - M.A. in Strategic Communication expected in 2020 Studied abroad in London, United Kingdom - Included trips to 7 world-class advertising and marketing agencies.

Zimmerman Advertising Program LLC Living-Learning Community for high-achieving advertising students Bulls Business Network

2015-present

2016 2015-2016 2015-present

AWARDS & ACHIEVMENTS • • •

One of 23 students to be selected for the Zimmerman Advertising Program West Boca Raton Key Club District Convention Representative Most Key Club (West Boca) service hours in the 2014 school year

2015 2012-2014 2014

EXPERIENCE J. Walter Thompson London •

Developed a creative brief for Kenwood, and presented it to several J. Walter Thompson employees including the creative and account directors.

2016

Mindshare UK •

Developed a creative brief for Marks and Spencer, and presented it to several Mindshare employees including the Mindshare UK CEO

2016

American Marketing Association Current Member • •

Worked with many other students on marketing strategies, solutions, etc.

Demonstrated teamwork with fellow marketers

ACTIVITIES & VOLUNTEERING • • •

Stampede of Service West Boca Raton Key Club Future Business Leaders of America

2016 2015 2015

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Sarah Rodhouse

1635 Woodridge Court Lutz, Florida 33559 (813) 997-4291 srodhouse@mail.usf.edu https://www.linkedin.com/in/sarahrodhouse

Education University of South Florida- Tampa, Florida Expected Graduation 2019 •

Major: Advertising, GPA: 4.00

•

Member of the Honors College, student in Zimmerman Advertising Program, Zimmerman Advertising Mentor to first year students, Dean’s List 2015-2016

Advertising and Marketing Experience USF Zimmerman Advertising Program Brand Ambassador Aug. 2016- Present •

Promoted the Zimmerman Advertising Program (ZAP) brand at USF

•

Hosted campus tours for prospective ZAP students and assisted in the interview process to recruit new members

USF Honors College Student Council Advertising Committee Aug. 2015- Present •

Created flyers, videos and other advertisements for Honors College events

Marketing Brief Competition Winner at Mindshare UK- London, England July 2016 •

Worked to prepare a advertising pitch for client Marks & Spencer

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Presented our pitch to a panel of professional judges from Mindshare

Photographer: USF in London Marketing Class- London, England July 2016 •

Took and edited photographs as our class visited agencies and tourist destinations on a USF Study Abroad trip in London, England

Chief Editor: Sunlake High School Yearbook- Land O Lakes, FL Aug. 2014- May 2015 •

Supervised class of 20 students to ensure yearbook deadlines were met

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Edited and assisted in photography, design, and writing for all sections of the yearbook as well as promoted yearbook sales

Work Experience Teaching Assistant: Discovery Point- Land O Lakes, FL Jan. 2015- June 2016 •

Cared for and managed groups of 4-20 children from ages 6 weeks-5 years old

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Worked with lead teachers to provide a stable environment for children to learn, play and grow, and assessed the child’s progress to their parents

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LOOKING AHEAD

USF Sports Lecture Series to Feature Executives from NFL, MLS Executives from the National Football League and Major League Soccer will have a “no holds” conversation about the business of professional sports

TAMPA, Fla. (Sept. 29, 2016) – Two national influential leaders in the professional sports industry - the chief operating officer of the National Football League and the commissioner of Major League Soccer – will discuss their experiences in the business of sports as part of a lecture series hosted by USF’s Sport & Entertainment Management Program on Oct. 26.

Presented by Fox Sports Florida, the speaker series, which is free and open to the public, takes place in the USF Sun Dome with lectures from Tod Leiweke, the COO of the National Football League, at 5:30 p.m. and Don Garber, the commissioner of Major League Soccer, at 8:00 p.m. The lecture series, now in its third year, brings sports industry leaders to USF to discuss current sports issues, relationship management and global impact within the industry. Leiweke and Garber will will have a “no holds barred” conversation with Abe Madkour, the editor of the SportsBusiness Journal. The lessons shared by Leiweke and Garber will be widely applicable across disciplines well beyond sports and family entertainment.

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Tod Leiweke, 5:30 p.m., Oct. 26, USF Sun Dome: Before being named COO of the National Football League last year, Leiweke served as CEO of Tampa Bay Sports and Entertainment at Lightning Hockey LP from 2010 to 2015. He has worked for more than 28 seasons in professional sports. Leiweke previously served as CEO of the Seattle Seahawks and Vulcan Sports & Entertainment. For his consistent successes as CEO of Trail Blazers, Inc, and the heralded launch of Sounders FC in 2009, he was named a finalist by Street & Smith’s Sports Business Journal as the 2009 Sports Executive of Year. Additionally, Leiweke was named CEO of the Year by the Puget Sound Business Journal and CEO of the Year by the Seattle Sports Commission.

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Don Garber, 8:00 p.m., Oct. 26, USF Sun Dome: Major League Soccer’s commissioner since 1999, Garber led the MLS’s addition of 13 expansion teams, built 15 new stadiums, and renovated another two. Before working for MLS, Garber served in various parts of the NFL for 16 years. He is the creator of MLS WORKS, a community outreach initiative that is focused on philanthropic and community service issues. Garber was also inducted into the Athletic Hall of Fame at his undergraduate college, SUNY Oneonta. He has been listed among the most influential people in American sports by Time Magazine and BusinessWeek, and the SportBusiness Journal named him among the top 50 people in sports business every year since 2005.

Hundreds of students, faculty and staff are expected to attend the lecture, which is free and open to the public. Reservations are required for the first-come, first-served event. To reserve a seat visit http://bit.ly/LECTURESERIES16. The USF Sun Dome is located on USF’s Tampa campus, 4202 E. Fowler Avenue.

The University of South Florida is a high-impact, global research university dedicated to student success. USF is a Top 50 research university among both public and private institutions nationwide in total research expenditures, according to the National Science Foundation. Serving nearly 48,000 students, the USF System has an annual budget of $1.5 billion and an annual economic impact of $4.4 billion. USF is a member of the American Athletic Conference.

- USF42

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Join Us on 10/10!

A conversation with

s e L Pam & a m u M

Join Moez Limayem for a fun, interactive conversation with Pam and Les Muma on Monday, Oct. 10. You’ll get a chance to learn a little bit more about the Muma family as we celebrate the second anniversary of the college’s naming.

Conversation - 1:15 p.m. - Atrium

RSVPs Appreciated Click here to RSVP or email melodyhardy@usf.edu

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BUDGET DISCUSSION

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Muma College of Business 2016-2017 E&G Budget Source of Funds: Base budget Earned share of performance funding Earned share of incremental increase in tuition Total Funds

$24,019,653 95,547 477,877 24,593,077

Uses of Funds: Excess of Uses over Sources Cash carry forward Vacant faculty rate (salary) Net "Income"

24,917,369 -324,292 202,000 140,000 $17,708

Breakdown on Use of Funds: Out of the total Percentage going to full-time faculty and staff salaries Percentage going to student assistant, part-time and adjunct salaries Percentage available for travel, marketing, supplies and other costs

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$24,917,369 90% 8% 2%

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SUMMIT CONSULTING

CLIMATE ASSESSMENT

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Kelly Schuck, Ph.D. Summit Consulting Resources develops and provides strategic talent management services and organizational development to clients throughout the United States in industries such as oil and gas, energy, maritime, insurance, manufacturing, legal and real estate.

Schuck is the president and owner of Summit Consulting Resources. She is an organizational and consulting psychologist. Schuck’s expertise is in the areas of individual, team and organizational assessment as well as women’s leadership and team development. Schuck assesses job candidates, high potential leaders and individuals seeking career path planning by using personality assessment, emotional intelligence and behavioral interviewing. She is particularly skilled at assessing complex organizational issues and team dynamics. This includes helping CEOs understand individual team members and the overall dynamics of their team.

Schuck is a thought leader in the areas of leadership advancement, leading through ambiguity, prevention of leadership derailment, scenario planning, business war gaming, learning maps, and developing interpersonally effective leaders. This includes designing custom simulations, interactive learning activities and experiential training. Her expertise also includes developing competency models, selection methodology design and leadership and succession management program development. She is published in national peer reviewed journals. She has received national recognition in the areas of team development and organizational dynamics.

She obtained a Bachelor of Science in Business Administration from the University of Alabama. She received a master's degree in community counseling from the University of Alabama at Birmingham. She earned a PhD from Auburn University in Counseling Psychology and completed her Doctoral Residency at Vanderbilt University. She completed a Post Doctoral Residency at Corporate Psychology Resources in Atlanta.

Schuck joined TalentQuest in 2002 and started her own business, Summit Consulting Resource in 2015.

Her professional experience includes more than 15 years of counseling and consulting experience. Prior to specializing in organizational psychology, she worked at East Alabama Intensive Treatment, Vanderbilt’s Psychological and Counseling Center, The University of Alabama Counseling Center and the Jefferson County Crisis Center.

When not involved in helping others with their professional development, Kelly enjoys private aviation, artistic and creative activities, snow skiing, and the beach.

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Business strategy linked to people strategy.

Bring together a panel discussion with 2-3 pairs: CEOs and CHROs. Target audience(s): C-suite leaders, EMBA, DBA, seasoned students.

Spring timeframe Thoughts? Would you attend?

From HBR story shared: It’s time for HR to make the same leap that the finance function has made in recent decades and become a true partner to the CEO. Just as the CFO helps the CEO lead the business by raising and allocating financial resources, the CHRO should help the CEO by building and assigning talent, especially key people, and working to unleash the organization’s energy. Managing human capital must be accorded the same priority that managing financial capital came to have in the 1980s, when the era of the “super CFO” and serious competitive restructuring began.

It all started with a conversation with EAC member David Pizzo.

An Idea: CEO/CHRO Event

HARVARD BUSINESS REVIEW, FROM JULY-AUGUST 2015 ISSUE

People Before Strategy: A New Role for the CHRO CEOs know that they depend on their company’s human resources to achieve success. Businesses don’t create value; people do. But if you peel back the layers at the vast majority of companies, you find CEOs who are distanced from and often dissatisfied with their chief human resources officers (CHROs) and the HR function in general. Research by McKinsey and the Conference Board consistently finds that CEOs worldwide see human capital as a top challenge, and they rank HR as only the eighth or ninth most important function in a company. That has to change.

nications, and Marsh, all of which act on their commitment to the people side of their businesses.

The CEO’s New Contract with the CHRO

A CFO’s job is partly defined by the investment community, the board, outside auditors, and regulators. Not so for the CHRO role—that’s defined solely by the CEO. The chief executive must have a clear view of the tremendous contribution the CHRO could be making and spell out those expectations in clear, specific language. Putting things in writing ensures that the CEO and CHRO have a shared understanding of appropriate actions and desirable outputs.

It’s time for HR to make the same leap that the finance function has made in recent decades and become a true partner to the CEO. Just as the CFO helps the CEO lead the business by raising and allocating financial resources, the CHRO should help the CEO by building and assigning talent, especially key people, and working to unleash the organization’s energy.

Managing human capital must be accorded the same priority that managing financial capital came to have in the 1980s, when the era of the “super CFO” and serious competitive restructuring began.

To start redefining the job, the CEO should confer with his or her team and key board members, particularly the board’s compensation committee (more aptly called the talent and compensation committee), and ask what they expect in an ideal CHRO. Beyond handling the usual HR responsibilities— overseeing employee satisfaction, workforce engagement, benefits and compensation, diversity, and the like—what should an exemplary CHRO do?

CEOs might complain that their CHROs are too bogged down in administrative tasks or that they don’t understand the business. But let’s be clear: It is up to the CEO to elevate HR and to bridge any gaps that prevent the CHRO from becoming a strategic partner. After all, it was CEOs who boosted the finance function beyond simple accounting. They were also responsible for creating the marketing function from what had been strictly sales.

Here are three activities we think are critical: predicting outcomes, diagnosing problems, and prescribing actions on the people side that will add value to the business. Some of these things may seem like the usual charter for a CHRO, but they are largely missing in practice, to the disappointment of most CEOs.

Predicting outcomes.

CEOs and CFOs normally put together a three-year plan and a one-year budget. The CHRO should be able to assess the chances of meeting the business goals using his knowledge of the people side. How likely is it, for example, that a key group or leader will make timely changes in tune with rapid shifts in the external environment, or that team members will be able to coordinate their efforts? CHROs should raise such questions and offer their views.

Elevating HR requires totally redefining the work content of the chief human resources officer—in essence, forging a new contract with this leader—and adopting a new mechanism we call the G3—a core group comprising the CEO, the CFO, and the CHRO. The result will be a CHRO who is as much a value adder as the CFO. Rather than being seen as a supporting player brought in to implement decisions that have already been made, the CHRO will have a central part in corporate decision making and will be properly prepared for that role.

These changes will drive important shifts in career paths for HR executives—and for other leaders across the company.

Moreover, the business will benefit from better management of not just its financial resources but also its human ones.

We say this with confidence, based on our experience with companies such as General Electric, BlackRock, Tata Commu-

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Because a company’s performance depends largely on the fit between people and jobs, the CHRO can be of enormous help by crystallizing what a particular job requires and realistically assessing whether the assigned person meets those requirements. Jobs that are high leverage require extra attention.

Many HR processes tend to treat all employees the same way, but in our observation, 2%of the people in a business drive 98% of the impact. Although coaching can be helpful,

particularly when it focuses on one or two things that are preventing individuals from reaching their potential, it has its limits. Nothing overcomes a poor fit. A wide gap between a leader’s talents and the job requirements creates problems for the leader, her boss, her peers, and her reports. So before severe damage is done, the CHRO should take the initiative to identify gaps in behavior or skills, especially among those 2% and as job requirements change.

The CHRO, with the CFO, should also consider whether the key performance indicators, talent assignments, and budgets are the right ones to deliver desired outcomes. If necessary, the pair should develop new metrics. Financial information is the most common basis for incentivizing and assessing performance, because it is easy to measure, but the CHRO can propose alternatives. People should be paid according to how much value they contribute to the company—some combination of the importance of the job and how they handle it. Finance and HR should work together to define ahead of time the value that is expected, using qualitative as well as quantitative factors. Imagine the leaders of those functions discussing a business unit manager and triangulating with the CEO and the group executive to better understand what the manager needs to do to outperform the competition in the heat of battle. For example, to move faster into digitization, will he have to reconstitute the team or reallocate funds?

Predicting success means weighing how well-attuned the manager is to outside pressures and opportunities, how resilient he would be if the economy went south, and how quickly he could scale up into digitization.

As another example, a top marketing manager might have to build capability for using predictive data in advertising. The CFO and CHRO should recognize that if the manager fails to steep herself in the fundamentals of data analytics and is slow to hire people with that expertise, new competitors could come in and destroy value for the company. Metrics should reflect how quickly the marketing head acts to reorient her department. One set of metrics would focus on the recruiting plan: What steps must the marketing manager take by when? These become milestones to be met at particular points in time. Another set of metrics might focus on budget allocations: Once the new people are hired and assimilated, is the manager reallocating the marketing budget? And is that money in fact helping to increase revenue, margins, market share in selected segments, or brand recognition? Such improvements are measurable, though with a time lag.

the CHRO’s organization. Predictions should include the likely impact of any changes related to human resources at rival companies—such as modifications to their incentive systems, an increase in turnover, or new expertise they are hiring—and what those changes might signify about their market moves.

In 2014, for instance, Apple began to hire medical technology people—an early warning sign that it might make a heavy push to use its watch and perhaps other Apple devices for medical purposes. Such activity could have implications for a health care business, a medical device manufacturer, or a clinic. Similarly, a competitor’s organizational restructuring and reassignment of leaders might indicate a sharper focus on product lines that could give your company a tougher run.

Intelligence about competitors is often available through headhunters, the press, employees hired from other companies, suppliers, or customers’ customers. Even anecdotal information, such as “The marketing VP is a numbers guy, not a people guy,” or “She’s a cost cutter and can’t grow the business,” or “The head of their new division comes from a high-growth company,” can improve the power of prediction.

For example, Motorola might have been able to anticipate the iPhone if the company’s CHRO had alerted the CEO when Apple began trying to recruit Motorola’s technical people.

The CHRO should make comparisons unit by unit, team by team, and leader by leader, looking not only at established competitors but also at nontraditional ones that could enter the market. Is the person who was promoted to run hair care at X company more experienced and higher-energy than our new division head? Does the development team in charge of wireless sensors at Y company collaborate better than we do? The answers to such questions will help predict outcomes that will show up as numbers on a financial statement sometime in the future.

Diagnosing problems.

The CHRO is in a position to pinpoint precisely why an organization might not be performing well or meeting its goals.

CEOs must learn to seek such analysis from their CHROs instead of defaulting to consultants.

The CHRO should work with the CEO and CFO to examine the causes of misses, because most problems are people problems. The idea is to look beyond obvious external factors, such as falling interest rates or shifting currency valuations, and to link the numbers with insights into the company’s social system—how people work together. A correct diagnosis will suggest the right remedy and avoid any knee-jerk replacements of people who made good decisions but were dealt a bad hand.

The CHRO should also be able to make meaningful predictions about the competition. Just as every army general learns about his counterpart on the enemy side, the CHRO should be armed with information about competitors and how their If the economy slumped and performance lagged compared to key decision makers and executors stack up against those at 59

the previous year, the question should be, How did the leader react? Did he get caught like a deer in the headlights or go on the offensive? How fast did he move, relative to the competition and the external change? This is where the CHRO can help make the critical distinction between a leader’s misstep and any fundamental unsuitability for the job. Here too the CHRO will learn new things about the leader, such as how resilient he is—information that will be useful in considering future assignments.

But focusing on individual leaders is only half the equation.

The CHRO should also be expert at diagnosing how the various parts of the social system are working, systematically looking for activities that are causing bottlenecks or unnecessary friction. When one CEO was reviewing the numbers for an important product line, he saw a decline in market share and profits for the third year in a row. The medical diagnostic product that the group was counting on to reverse the trend was still not ready to launch. As he and his CHRO dug in, they discovered that the marketing team in Milwaukee and the R&D team in France had not agreed on the specifications. On the spot, they arranged a series of face-to-face meetings to resolve the disconnect.

There is great value in having the CHRO diagnose problems and put issues on the table, but such openness is often missing. Behaviors such as withholding information, failing to express disagreement but refusing to take action, and undermining peers often go unnoticed. Some CEOs look the other way rather than tackle conflicts among their direct reports, draining energy and making the whole organization indecisive.

Take, for example, problems that arise when collaboration across silos doesn’t happen. In such situations, no amount of cost cutting, budget shifting, or admonition will stem the deterioration. Thus CHROs who bring dysfunctional relationships to the surface are worth their weight in gold.

At the same time, the CHRO should watch for employees who are energy creators and develop them. Whether or not they are directly charged with producing results, these are the people who get to the heart of issues, reframe ideas, create informal bonds that encourage collaboration, and in general make the organization healthier and more productive. They may be the hidden power behind the group’s value creation.

Prescribing actions to add value.

that time—had 30% higher total shareholder returns than companies that shifted far less.

Companies should be similarly flexible with their human capital, and CHROs should be prepared to recommend actions that will unlock or create value. These might include recognizing someone’s hidden talent and adding that individual to the list of high potentials, moving someone from one position to another to ignite growth in a new market, or bringing in someone from the outside to develop capability in a new technology. Although capital reallocation is important, the reassignment of people along with capital reallocation is what really boosts companies.

Responding to the external environment today sometimes requires leaders with capabilities that weren’t previously cultivated, such as knowledge of algorithms, or psychological comfort with digitization and rapid change. The company might have such talent buried at low levels. To have impact, those individuals might need to be lifted three organizational levels at once rather than moved incrementally up existing career ladders. The CHRO should be searching for people who could be future value creators and then thinking imaginatively about how to release their talent. Judging people must be a special skill of the CHRO, just as the CFO has a knack for making inferences from numbers.

Dow Chemical found that aggressively hiring entrepreneurial millennials was the fastest way to create more “short-cycle innovation” alongside the company’s traditional long-cycle R&D processes. The share of employees under age 30 went from 9% in 2004 to 15% in 2014. To benefit from this new talent, the company also revamped its career paths to move the 20- and 30-somethings into bigger jobs relatively quickly, and it invited them to global leadership meetings relatively early.

Another way to unlock value is to recommend mechanisms to help an individual bridge a gap or enhance her capacity. These might include moving her to a different job, establishing a council to advise her, or assigning someone to help shore up a particular skill. For example, to build the technology expertise of the small start-ups he funded, the famed venture capitalist John Doerr used his huge relationship network to connect the people running those businesses with top scientists at Bell Labs. In the same vein, CHROs could make better use of their networks with other CHROs to connect people with others who could build their capacity.

Agile companies know they must move capital to where the opportunities are and not succumb to the all-too-typical imper- The CHRO might also recommend splitting a division into subatives of budgeting inertia (“You get the same funding as last groups to unleash growth and develop more P&L leaders. He year, plus or minus 5%”). When McKinsey looked at capital might suggest particular skills to look for when hiring a leader allocation patterns in more than 1,600 U.S. companies over 15 to run a country unit or big division. Other prescriptions might years, it found that aggressive reallocators—companies that focus on improving the social engine—the quality of relationshifted more than 56% of capital across businesses during 60 ships, the level of trust and collaboration, and decisiveness.

The CHRO could, for instance, work with business divisions to conduct reviews once a month rather than annually, because reducing the time lag between actions and feedback increases motivation and improves operations.

What not to do.

In addition to spelling out clearly what is expected in the way of making predictions, diagnosing problems, and prescribing beneficial actions, the CHRO’s new contract should define what she is not required to do. This helps provide focus and free time so that she can engage at a higher level. For example, the transactional and administrative work of HR, including managing benefits, could be cordoned off and reassigned, as some companies have begun to do. One option is to give those responsibilities to the CFO. At Netflix, traditional HR processes and routines are organized under the finance function, while HR serves only as a talent scout and coach (see the “Further Reading” list). Another model we see emerging is to create a shared service function that combines the back-office activities of HR, finance, and IT. This function may or may not report to the CFO. Compensation has traditionally been the purview of CHROs, but it may be hard for them to appreciate the specific issues business leaders face, just as it is hard for the CFO to understand the nuances of the social engine. Because compensation has such an enormous impact on behavior and on the speed and agility of the corporation, the best solution is for the CEO and CFO to also get involved. While the CHRO can be the lead dog, compensation decisions should be made jointly by the three—and, given the increasingly active role of institutional investors, with the board’s engagement.

The CHRO’s fit.

With a new contract in hand, the chief executive should assess how well the CHRO meets the job specifications now and where he needs to be in three years. Most CHROs have come up through the HR pipeline. While some have had line jobs, most have not; Korn Ferry research indicates that only 40 of the CHROs at Fortune 100 companies had significant work experience outside HR before they came to lead that function.

This might leave a gap in terms of predicting, diagnosing, and prescribing actions that will improve business performance.

However, inclusion in broader discussions will expand a CHRO’s understanding of the business. CEOs should give their CHRO a chance to grow into the newly defined role, and they should assess progress quarter by quarter.

not directly tied to value creation. In keeping with recasting HR as a value creator rather than a cost center, performance should be measured by outputs that are more closely linked to revenue, profit margin, brand recognition, or market share.

And the closer the linkage, the better.

A CHRO can add value by, for example, moving a key person from one boss to another and improving his performance; arranging for coaching that strengthens a crucial skill; bringing a person from the outside into a pivotal position; putting two or three people together to create a new business or initiative to grow the top or bottom line; reassigning a division manager because she will not be able to meet the challenge two years out; or discovering and smoothing friction where collaboration is required. Such actions are observable, verifiable, and closely related to the company’s performance and numbers.

Here’s a case in point: When a promising young leader was put in charge of three divisions of a large company, replacing an executive vice president with long tenure, the divisions took off. The new EVP, who was growth-oriented and digitally savvy, seized on commonalities among the three businesses in technology and production and nearly halved the product development cycle time. In three years the divisions overtook the competition to become number one.

Creating a G3

To make the CHRO a true partner, the CEO should create a triumvirate at the top of the corporation that includes both the CFO and the CHRO. Forming such a team is the single best way to link financial numbers with the people who produce them. It also signals to the organization that you are lifting HR into the inner sanctum and that the CHRO’s contribution will be analogous to the CFO’s. Although some companies may want the CHRO to be part of an expanded group that includes, say, a chief technology officer or chief risk officer, the G3, as we call it, is the core group that should steer the company, and it should meet apart from everyone else. The G3 will shape the destiny of the business by looking forward and at the big picture while others bury their heads in operations, and it will ensure that the company stays on the rails by homing in on any problems in execution. It is the G3 that makes the connection between the organization and business results.

At Marsh, a global leader in insurance brokerage and risk management, CEO Peter Zaffino often has one-on-one discussions with his CFO, Courtney Leimkuhler, and his CHRO, Mary Anne Elliott. In April 2015 he held a meeting with both Measuring the performance of the CHRO has long been probof them to assess the alignment of the organization with lematic. HR leaders are usually judged on accomplishments desired business outcomes. The G3 began this meeting by such as installing a new process under budget, recruiting a selecting a business in the portfolio and drawing a vertical targeted number of people from the right places, or improving retention or employee engagement. Yet such efforts are 61 line down the middle of a blank page on a flip chart. The

right side was for the business performance (Leimkuhler’s expertise); the left side for organizational design issues (Elliott’s expertise). A horizontal line created boxes for the answers to two simple questions: What is going well? What is not going well?

“Peter could have filled in the entire two-by-two chart on his own,” Elliott says, “but doing it together really added value.” Zaffino adds, “The whole meeting took about 15 minutes. We found the exercise to be very worthwhile.

We already run the business with disciplined processes.

We conduct deep dives into the organization’s financial performance through quarterly operational reviews, and we conduct quarterly talent reviews, where we focus on the human capital side. So you might not think we’d want to introduce another process to evaluate how we are managing the business.”

Working together to synthesize disparate data points into one flip chart helped the team identify items on the organizational side that would predict business performance in the next four to eight quarters. Significant value came from the dialogue as connections emerged naturally. Zaffino says, “We constantly drill down deep to understand why a business is performing the way it is. In those instances, we are drilling vertically, not horizontally, when there could be some items identified on the organizational side that are actually driving the performance.” Zaffino cited the implementation of a new sales plan, which HR was working on, as one example. His concern was making sure business results were aligned with remuneration “so we didn’t have sales compensation becoming disconnected from the overall financial result of the business,” he explains. “We also didn’t want to drive top-line growth without knowing how to invest back in the business and increase profitability.” The CHRO was thinking it through from her perspective: Is this sales plan motivating the right behaviors so that it moves business performance to the “going well” category?

Seeing the interconnections also helped the trio identify what mattered most. “It’s easy enough to list everything we want to do better,” Leimkuhler says, “but it’s hard to know where to start. When you understand which things on the organizational side are really advancing business performance, it makes it easier to prioritize.” For example, managing the transition of regional business leaders was a big issue for HR—one that, because of its difficulty, would have been easy to push off. Seeing the extent to which inaction could be holding back business performance created a greater sense of urgency.

“In the HR world, we talk about understanding and integrating with the business,” Elliott notes. “G3 meetings are

a pragmatic activity. When you’re sitting with the CEO and CFO, there’s no place for academic HR. It’s all about understanding what the organization needs to do to drive business performance and how to align those key variables.”

Vinod Kumar, CEO of Tata Communications, also uses an informal G3 mechanism. Kumar’s company supplies communication, computing, and collaboration infrastructure to large global companies, including many telephone and mobile operators. In 2012 there were price drops of 15%to 20%, and disruptive technologies were par for the course. To keep pace, Tata Communications had to transform its business very quickly, which meant building critical new capabilities by hiring from the outside, at least in the short term—an effort that would hardly help the company deal with rising costs. Something had to give, and Kumar enlisted then-CFO Sanjay Baweja and CHRO Aadesh Goyal to help chart a path forward while taking into account both financial and talent considerations.

Frequent discussions among the G3 led to a consensus: Tata Communications would restructure roles that had become redundant or were out of sync with the company’s new direction, and it would move jobs to the right geographical locations. These actions would reduce staffing costs by 7%.

The company would use the savings to build the necessary capabilities, mainly by making new hires, especially in sales, marketing, and technology.

The G3 next went to work on changes that would occur over a longer time. Tata Communications launched a company-wide program in late 2013 aimed at continuously improving productivity. The initial objective was to reduce the cost base by $100 million, but the overall intention was to seed a new culture. The G3 began by creating a cross-functional team that employees joined part-time. Ultimately more than 500 people participated, working on ideas in 50 categories and achieving even more cost reductions than originally targeted. In short, the project was a big success, and it continues to produce results.

Regular G3 Meetings

If a G3 is to be effective, the CEO has to ensure that the triumvirate meets on a regular basis.

Weekly temperature taking.

The CEO, CFO, and CHRO should get together once a week to discuss any early warning signals they are picking up internally or externally about the condition of the social engine. Each of them will see things through a different lens, and pooling their thoughts will yield a more accurate picture. The three don’t have to be together physically— 62 they can arrange a conference call or video chat—but

meeting frequently is important. After about six weeks, and with discipline, such sessions could be finished in 15 to 20 minutes.

The CEO has to set the tone for these reviews, ensuring that the discussion is balanced and that intellectual honesty and integrity are absolute. It’s a given that both the CFO and the CHRO must be politically neutral to build trust, and they must never sacrifice their integrity to be the CEO’s henchmen. They must be willing to speak up and tell it like it is.

Over time, each G3 member will have a better understanding of the others’ cognitive lenses, discussions will be more fluid, and all three will learn a lot about the intricacies of the business. They will also become more comfortable correcting one another’s biases, more skilled at reading people, and more likely to get the right people in the right jobs.

Looking forward monthly.

Companies do operational reviews, which are backward-looking, at least quarterly. The objective here is to be predictive and diagnostic, looking forward not just at the numbers but also at the people side, because most failures and missed opportunities are people-related. There may be organizational issues, energy drains, or conflicts among silos, particularly in the top two layers. Conflicts are inherent in matrix organizations; the G3 needs to know where they exist, whether they could affect progress on a new initiative, and how the leaders in charge are handling them.

Probing such matters is not micromanagement or a witch hunt. It’s a means of finding the real causes of both good and poor performance and taking corrective action promptly or preemptively.

New HR Leadership Channels

Some CEOs might be holding back on elevating their CHROs because they lack confidence in the HR leader’s business judgment and people acumen. There’s a fear that HR chiefs aren’t prepared to discuss issues beyond hiring, firing, payroll, benefits, and the like. That reservation must be met head-on by providing rich opportunities for CHROs to learn.

Give them more exposure to the business side through meetings of the G3, and provide some coaching. If knowledge or skills gaps persist, ask the CHRO how she might fill them. Some CHROs will rise to the occasion. Others won’t measure up, and the supply of suitable replacements might be scarce at first. (The same issue applied in the 1980s to finding the right CFO types from the ranks of accounting.)

An enduring solution is to create new career paths for HR leaders to cultivate business smarts and for business leaders to cultivate people smarts. Every entry-level leader, whether in HR or some other job, should get rigorous training in judging, recruiting, and coaching people. And those who begin their careers in HR leadership should go through rigorous training in business analysis, along the lines of what McKinsey requires for all its new recruits.

There should be no straight-line leadership promotions up the functional HR silo. Aspiring CHROs should have line jobs along the way, where they have to manage people and budgets.

The Transition to the New HR

Any CEO who is sold on the idea that people are the ultimate source of sustainable competitive differentiation must Planning three years out. take the rejuvenation and elevation of the HR function very It is common practice to plan where the company needs to seriously. Creating a mechanism that knits the CFO and the be in three years and to decide what new projects to fund CHRO together will improve the business and expand the and where to invest capital. Often missing from that process CEO’s personal capability. It won’t happen overnight—three is exploration of the people questions: Will we have emyears seems to us the minimum time required to achieve ployees with the right skills, training, and temperament to a shift of this magnitude. Stating the new expectations achieve the targets? Will our people have the flexibility to for the CHRO and the human resources function is a good adapt to changing circumstances? In most strategic planplace to begin. Creating ways to blend business and people ning, there is zero consideration of the critical players in the acumen should follow. And redesigning career tracks and organization—or those working for competitors. talent reviews will take the company further still. But none of this will happen unless the CEO personally embraces Discussion of people should come before discussion of 63 the challenge, makes a three-year commitment, and starts strategy. (This is a practice that General Electric is known

executing.

The G3 should spend a couple of hours every month looking four and eight quarters ahead with these questions in mind: What people issues would prevent us from meeting our goals? Is there a problem with an individual? With collaboration? Is a senior team member unable to see how the competition is moving? Is somebody likely to leave us?

for.) What are employees’ capabilities, what help might they need, and are they the very best? The CEO and the CHRO of one company decided that for every high-leverage position that opened, they should have five candidates—three from inside, two from outside. Talent should always be viewed in a broad context. Consider who is excelling, being let go, or being lured away, along with any other information that could affect your competitiveness or your rivals.

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RYAN SOSCIA, ALEC WAID

USF Student Government Financial Advising Initiative

Ryan J. Soscia (978) 590-1302 | ryansoscia@mail.usf.edu

EDUCATION Bachelor of Science Major: Accounting, Minor: Leadership Studies UNIVERSITY OF SOUTH FLORIDA, TAMPA, FL  GPA: Cumulative 3.8  Academic Honors: ▪ MUMA College of Business Deans List ▪ Lynn Pippenger School of Accountancy Director’s Advisory Council ▪ USF Library Student Advisory Council

May 2017

WORK EXPERIENCE Student Body Chief Financial Officer May 2016 – Present UNIVERSITY OF SOUTH FLORIDA  Advised in the allocation of $15.1MM in Activity and Service Fees to USF Departments  Controlled payroll, general ledger, compliance, and budgeting of USF Student Government’s $3MM budget  Designed and implemented accounting, financial, and operational procedures for 20-person staff August 2015 – Present Program Coordinator UNIVERSITY OF SOUTH FLORIDA – USF STUDENT FOUNDATION (BULLS FOREVER FUND)  Selected by Student Body President to lead development of the first Student Foundation at the University of South Florida    Established relationships with USF administration to garner support, lobbied and secured $6,000 budget allocation    Produced 5-year strategic plan, purposed a foundation fund, and presented high level startup proposals Summer Operations Analyst Development Program June 2016 – August 2016 JP MORGAN CHASE – CORPORATE INVESTMENT BANK  Consulted groups within the Corporate Investment Bank and found $8,000/quarter in process improvements  Developed procedure to conduct 752 monthly training sessions with corporate clients  Reduced client service reporting by 15% and increased automated reporting by 5%  Created repository and guide for 20 commonly used Excel Macros in Banking Operations reporting Management Development Program Intern June 2015 – August 2015 GEICO

 Collaborated with intern team and corporate officers to develop improved firm-wide client service policies   Identified solutions through Lean Six Sigma, process oriented skills to increase regional profitability by 1%-2%  Trimmed $10,000 of quarterly expenses in the Auto Damage department   Chosen as 1 of 12 in the county’s chartering class of GEICO Internship Ambassadors  Fiscal and Purchasing Business Assistant August 2014 – September 2015 USF ACTIVITY AND SERVICE FEE MANAGEMENT BUREAU  Processed $1MM of Activity and Service Fee-funded student organizations annually    Performed routine budget reports on Oracle, excel and other databases/programs    Managed 160 student organization ledgers, including receivables and payables  Marketing Team Intern May 2014 – September 2014 ARAMARK  Constructed and implemented sales plan to sell $6MM in undergraduate meal plans to incoming students   Acted as a liaison between Aramark and 10,000 incoming students   

LEADERSHIP POSITIONS Treasurer USF PI KAPPA ALPHA FRATERNITY  Managed accounts with gross receipts totaling $148,000/year   Supervised dues collection and budget allocation for 95-man chapter   Increased collection rate from 90% to 98%  President FUTURE BUSINESS LEADERS OF AMERICA  Coached 7 organization members to qualify for FBLA’s national competition  Increased membership by 15% during term  Peer Leader Business Calculus USF MUMA COLLEGE OF BUSINESS  Lectured a 40 student class for a semester.    Tutored 800 students in calculus, finite math, college algebra, 66 and pre-calculus concepts

March 2015 - Present

March 2014 – May 2015

January 2014 - May 2014

Alec Waid amwaid@mail.usf.edu - (941) 224-5705 14711 1st Ave E - Bradenton, FL 34212

Education University of South Florida Bachelor of Arts focus in Political Science Honors College Undergraduate Thesis Candidate

Tampa, FL

Expected May 2016

Professional Experience USF Student Government Tampa, FL 2013-present Student Body Vice President  Managed a 50 person staff with $2.5 million operating budget  Designed and implemented a campus-wide platform for the benefit of the 40,000 student constituency  Served in a number of speaking engagements and high-profile meetings throughout the term  Served on the USF Alumni Associate Board of Directors Senior Justice (Interim Chief Justice) – USF Supreme Court  Managed the Judicial Branch and its operations  Adjudicated cases regarding student conduct, parking citations as well as cases internal to Student Government  Delivered clarifications and written interpretations of Student Government documents Senator – Activities and Services Fee Recommendation Committee  Allocated $14.6 million across the campus to organizations and departments Senator– Judiciary and Ethics Committee  Investigated and ruled on student grievances based on university constitution and statutes.  Interviewed and confirmed all other hired Student Government (SG) positions and evaluated other SG agencies, branches and offices.

2015-2016 Housing and Residential Education Tampa, FL Resident Assistant  Supervised and managed risk for 42 on campus residents  Fostered community through programming and one-on-one interactions  Worked on a staff of 8 team members for over 300 residents Make-A-Wish Foundation Tampa, FL 2014-2015 Board Member – Walk for Wishes Event Committee  Played a role in organizing the foundation’s largest and most profitable event of the year  Recruited runners and teams from the Greater Tampa Bay community.  Served as a University liaison for the foundation at the University of South Florida and the University of Tampa.

Loeys-Dietz Syndrome Foundation Baltimore, MD 2013-2014 Technical Director –Conference Management Team  Coordinated all technical services for the conference including development and distribution of the conference video to all participants following the conference.  Coordinated registration at the conference.  Assisted conference chairs with drafting documents and outreach to families prior to the conference.

USF Health Byrd Alzheimer’s Institute Tampa, FL 2013-2014 Research Assistant  Conducted experimental procedures, researched relevant literature and drafted documents for publication.

Extracurricular Activities Alpha Sigma Phi – Zeta Omicron Chapter 2015 - Present Brother and Sergeant-at-Arms  Chaired the Standards Board responsible for addressing conduct violations  Managed and altered the governing documents for the chapter  Served as a member of the Executive Board Residential Hall Association Tampa, FL 2013-2014 Governor – Magnolia Complex  Facilitated and led community development and service activities with members of the residential complex Wishmakers on Campus Tampa, FL Founder  Drafted the constitution  Developed and recruited the executive board and all other members 67

2013-2016

USF Student Financial Literacy Campaign USF Student Government & Muma College of Business

Problem: There are a myriad of considerations during the day to day life of a student, including grades, involvement, parttime employment, and finding a full-time job. The last thing students have on their minds is their finances. USF students are in need of a service to fill the financial education gap at the University to deal with budgeting, saving, and debt.

Proposal: USF Student Government, in cooperation with the USF Muma College of Business, will partner with financial advisory firms to provide USF students free, volunteer financial consultations.

This program will be housed and operated by USF Student Government and will be structured similarly to the existing Legal Aid program. Students will sign up for consultations, via the USF Student Government website, on a designated day and time frame provided by the volunteer financial advisor. The advisor will provide the consultation to the student, and provide information about other available university and third party resources.

Student Benefit: • • • •

Prepare to navigate short-term financial issues Learn to make informed investment decisions Reduce stress regarding long term student loan debt and repayment Develop confidence in their ability to make decisions regarding their personal financial well being

Firm Benefit: • • • •

Interact early with future clients Inspire students to learn more about the financial advising career path Give back to USF in a personal and innovative way Improve firm name recognition via a memorable experience

Additional Information:

USF Student Government complied the following information to assess the financial knowledge and needs of students: • 90% of USF students agree that they would benefit from professional advice about their finances (200 USF student random sample) .

• USF students who need help with their finances have agreed that loan management, investing, and long-term budgeting were their main areas of need (200 USF student random sample).

• Seven out of 10 students nationally feel stressed about their finances (Ohio State University, 2015).

• USF Student Government Legal Aid, a service that provides all students free 15-minute legal consultations, serves more than 20 students per month (appointments are made every other Thursday).

• Survey data suggests student volume will meet these numbers at a minimum.

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USF Student Financial Literacy Campaign USF Student Government & Muma College of Business

INTEREST FORM NAME: _____________________________________________________________ COMPANY: __________________________________________________________ If you would like to be contacted about participating in this program or have any additional questions, please fill out the information below and you will be contacted by a member of USF Student Government shortly. _________

My firm would be interested in participating in this project.

Please contact me directly at by phone: ___________________ or email: ______________________.

_________

My firm would be interested in participating in this project.

Please contact ________________________________ at my company to share details on the project and potentially recruit volunteers. The best way to connect is ________________________________.

Additional Notes / Proposal Feedback:

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a

University of South Florida b University of Massachusetts at Lowell

Journal of Financial Economics 119 (2016): 69–91 Daniel Bradleya, Christos Pantzalisa, Xiaojing Yuanb

CHRISTOS PANTZALIS

The Influence of Political Bias in State Pension Funds

RESEARCH SPOTLIGHT

Christos Pantzalis Professor cpantzal@usf.edu Room: BSN 3114 Phone: (813) 974-3262 Chris Pantzalis is a Professor of Finance and holds a Bank of America Professorship. He is teaching MBA courses and a PhD seminar on financial markets. The recipient of the 2003 University President’s Award for Faculty Excellence and the USF Outstanding Undergraduate Teaching Award in 2001, Pantzalis received the Muma College of Business Research Award in 2002, 2006, 2008, 2010, 2011, 2013 and 2016. Pantzalis also received the Muma College of Business Creativity and Analytics Award in 2015.

Pantzalis’ research interests are in the areas of market efficiency, international finance, corporate finance, and in the research area where finance overlaps with political science. His work has been published in prestigious academic journals, such as the Journal of Finance, the Journal of Financial Economics, the Journal of Financial and Quantitative Analysis, Financial Management, the Journal of International Business Studies, The Financial Analysts Journal, and the Journal of Banking and Finance, among others. He is the recipient of the prestigious Graham and Dodd Award for Excellence for the article “Divergent Opinions and the Performance of Value stocks”, published in the Financial Analysts Journal.

He earned a PhD from Baruch College of the City University of New York. Pantzalis joined the USF faculty in 1998. He serves on the editorial board of the Journal of Multinational Financial Management.

Teaching FIN 6605 - International Financial Management FIN 6406 - Financial Management FIN 7817 - Financial Markets Recent Research • Bradley, Daniel, Christos Pantzalis, and Xiaojing Yuan, 2016, “The Influence of Political bias in State Pension Funds”, Journal of Financial Economics119 (1), 69–91.

• Aabo, Tom, Christos Pantzalis, and Jung Chul Park, 2015, “Multinationality and Opaqueness”, Journal of Corporate Finance 30, 65-84.

• Pantzalis, Christos and Jung Chul Park, 2014, “Exuberance out of Left Field: Do Sports Results Cause Investors to Take Their Eyes off the Ball?,” Journal of Economic Behavior and Organization 107 (Part B), 760–780.

• Pantzalis, Christos and Erdem Ucar, 2014, “Religious Holidays, Investor Distraction, and Earnings Announcement Effects”, Journal of Banking and Finance 47, 102-117.

• Bradley, Daniel, Xi Liu, and Christos Pantzalis, 2014, “Bucking the Trend: The Informativeness of Analyst Contrarian Recommendations,” Financial Management 43, 391-414.

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USF researchers find political bias makes for riskier state pension funds Around the nation, state pension funds are a hot political issue. Many are underfunded, leading to tough questions. Should state employees be required to contribute a percentage of their own earnings? Should pension programs be offered at all?

It turns out that some of that underfunding might not be inevitable or due simply to the whims of the market. State-run pension funds across the country are only about 70 percent funded, with close to a trillion dollars of underfunded liabilities. Some of these state pension funds are internally managed by state employees instead of by outside corporations or consultants.

USF finance professors Christos Pantzalis and Dan Bradley, along with their former student Xiaojing (Aggie) Yuan –now an assistant professor of finance at the University of Massachusetts Lowell – discovered that for state pension funds that are internally managed, not only is there bias for holding local companies’ stocks in these funds - there is bias for politically connected companies, as well.

This results in these funds being riskier and lower performing than their externally managed counterparts – with a loss of about a quarter billion dollars per year for each fund that places undue weight on politically connected stocks. The researchers’ paper, “The influence of political bias in state pension funds,” was published recently in the Journal of Financial Economics.

“The retirement funds of a lot of voters are at stake,” Pantzalis said. “If these are internally managed, there could be strange things going on - and that is indeed what we found.”

From the previous research on state pension funds, it was already clear that there was bias for local funds, which could be due to the fund managers having either higher familiarity with the local funds or more information available about them. But the third option was that some of that local bias could be due to political pressures or bias.

That bias existed in the data, with the stocks of local firms that donated to politicians or spent money on lobbying appearing more frequently in the funds - and staying in the funds for longer periods of time than other stocks.

“These internal managers of state pension funds are overweighting these local stocks 20 to 30 percent more than they should,” Pantzalis said. “There’s a loss of about $225 million per year for each fund that does that.”

Pantzalis and Bradley found that for pension funds with trustee boards that were dominated by current or former politicians, the effect was magnified, with those funds tending to make even riskier investments. This effect appears to transcend political party.

Pantzalis said he doesn’t have any recommendations for how to fix the problem of political bias.

“The data tells us a very interesting story, and now it’s up to the policymakers and the accountants to take over,” he said.

Pantzalis did say one thing was clear from the research, though: externally managed funds are a safer bet for taxpayers.

“This is an excellent example of the type of research we advocate for as a college, which is research with impact,” said Moez Limayem, dean of the Muma College of Business. “When researchers uncover a difference of almost a quarter billion dollars per fund on average, it’s obvious that this research has implications beyond academia.”

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Creating a State-of-the-Art Finance Center

Opportunities exist all over the nation and the world.

(Pershing LLC).

Est. $30 trillion in wealth will transfer to the next generation of investors over 30 years

Statistics).

Openings for financial advisers are expected to jump 27%, (60,300 addt’l jobs) by 2022; much faster than the 10.8% average growth rate for all occupations (U.S. Bureau of Labor

Career paths at large firms, small- or mid-size branches and start-ups.

43% of financial advisers are 55+; average age of advisers is 51 (Cerulli Associates).

Industry Need:

A changing fiduciary standard rule from the Department of Labor that raises the bar on financial advising (advisors must act in the consumer’s best interest) likely means that well-trained advisors will be in even more demand in the future.

While there are appx. 120 similar programs in existence nationwide, there is not a strong pipeline of talent for this field nationwide; grads from those programs have 3-4 excellent job offers before they even graduate.

Increased market and product complexity has made it difficult for consumers to make optimum financial decisions.

Americans are living longer and are ill-equipped when it comes to retirement planning.

Some Background:

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Laura Mattia Financial Planning Program Director and Professor Office 813-974-6326 LauraMattia@usf.edu

Laura Mattia’s financial expertise is a unique combination of advanced financial degrees and certifications, and more than 28 years of financial leadership experience as a CFO/Controller for Fortune 500 companies and entrepreneurial Wall Street firms, as a wealth manager/business owner for individuals, and as finance professor. She worked in corporate finance for twenty years, holding CFO/controller positions at M&M/Mars in Hackettstown, NJ, Telcordia Technologies in Red Bank, NJ, Cendant Corp in Parsippany, NJ, Geller and Company in New York City, NY. She then served as a partner for eight years at Baron Financial Group in Fair Lawn, NJ where she advised individuals and entrepreneurial Wall Street businesses. Throughout her corporate finance tenure, she taught accounting, corporate finance, investment and financial planning classes as a full time instructor at Rutgers University and as an adjunct professor at several New Jersey universities.

Mattia is the internet radio show host of Women’s Money Empowerment Network with Laura Mattia and the author of WoMEN, a monthly finance column appearing on ABC News.com. Her workshops focus on teaching women how to make effective financial decisions. Her academic research on the financial literacy gender gap is designed to help professionals and educators prepare women for financial success. Mattia is nationally recognized as a women’s advocate and educator within the profession and was recognized as a Women of Influence by Sarasota-Manatee Biz (941), one of 50 Best Women in Business by NJBiz, a Five Star Wealth Manager and received the Women’s Choice Award for Financial Advisors, a premier recognition award for advisors who provide quality service to their female clients.

Active in the community, Mattia is the treasurer of the FPA of Florida and is on the board of the FPA Suncoast Chapter.

She is the host of the FPA Women’s Initiative and is an advocate on the CFP board women’s initiative. She is also the treasurer of the Pine View School, on the Sarasota Chamber and a volunteer at the Sarasota Safe Place and Rape Crisis Center. Mattia also provides leadership and pro-bono efforts to the Financial Planning Association and National Association of Personal Financial Advisors to promote financial literacy and encourage all financial advisors to adhere to a higher standard.

She earned a PhD in Personal Financial Planning from Texas Tech University, an MBA with a concentration in accounting/ finance from Montclair State University, and a bachelor’s degree in Ppychology from Montclair State University.

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A PROPOSAL TO ESTABLISH THE PERSONAL FINANCIAL PLANNING PROGRAM AT THE USF MUMA COLLEGE OF BUSINESS

Executive Summary An opportunity exists that will have a lasting impact on financial education, and the financial services industry. The USF Muma College of Business proposes to establish a new undergraduate-and-graduate degree program that will make it a nationwide destination of choice for people seeking indepth training, and successful careers in financial planning.

The Personal Financial Planning program will focus its resources on the looming nationwide shortage of financial advisors and financial planners. It will provide fundamental training in wealth management, financial & estate planning, portfolio analysis, sales, marketing, and interpersonal communications. The Muma College of Business will recruit students from across the country to participate in the program. This will provide a well-trained local talent base, as well as a qualified pool of t alent for career opportunities in financial services nationwide.

The Financial Advisor/Financial Planner “Gap” A confluence of circumstances and demographics is creating a need in the financial services industry to hire and train qualified financial advisors and planners over the next several decades. Adding urgency to this situation is the vast wealth transfer underway in America, as well as technological advances in the delivery of financial services. The challenge to build and maintain the infrastructure needed to provide value-added service and advice is one that every financial services firm faces. The statistics indicate: • Nearly 240,000 financial planners and advisors will be needed during the next 10 years, according to Cerulli Associates.

• The average age of U.S. financial advisors is 51 years old, with nearly 50 percent older than 55.

• Since peaking in 2008, the number of financial advisors in the U.S. has declined more than 12 percent. More than 10,000 advisors and planners are expected to retire annually in the coming years. Nearly one-third of planners and advisors now working will be retired in 10 years.

• At present, educational institutions and certification programs are not generating enough graduates to fill the gaps left by the retiring planners and advisors.

• Approximately 700 students completed bachelor’s degrees in financial planning in 2013, according to the U.S. Department of Education. In 2013, only 90 U.S. schools offered degrees in financial planning.

• Currently less than 5 percent of financial advisors and planners are under the age of 30, and only 20 percent are under age 40.

• The U.S. Bureau of Labor Statistics estimates that the growth in job openings in this area of financial services will be 2 ½ times the national average for other professions.

• The median salary for financial advisors/planners is three times the median U.S. salary, according to data from the U.S. Census Bureau.

PFP: A Vital Step On the Path to the Future The University of South Florida’s Muma College of Business is poised to help the financial services industry meet its staffing and training needs by providing qualified students with specific training and experience that prepares them to enter the financial services industry, whether as financial planners, or financial advisors, or to fill other vital roles in the industry.

In addition to a shortage of qualified new financial advisors and planners, the cost of multi-year in-house training programs can cost investment firms from $100,000 - $175,000

per trainee. The successful retention rate among newly trained advisors ranges from 30% to 75%, depending upon investment firm. Graduates of the Muma College of Business Personal Financial Planning Program will receive industry specific training developed in partnership with industry partners as part of their curriculum. That will reduce the training costs of the firms that hire them. It will also give our strategic partners the opportunity to work with these students as interns, and get to know them well, prior to graduation.

In 2010, the USF Muma College of Business started laying the foundation to meet this challenge through its Student Managed Investment Fund program. This course provides finance majors a real-time, hands-on experience in securities analysis, evaluation and making written and verbal financial presentations. Student analysts select public compa-nies, do research, and present their ideas to a panel of faculty and investment professionals. Ideas that win the endorse-ment of the panel, become investments in a designated portfolio at the USF Foundation, which students manage.

Our Innovative Approach

In 2014, the Student Managed Investment Fund Program introduced the Advanced Investments Course to expand student training to include portfolio analysis and portfolio management. In 2015 the course was expanded to include graduate students. Both courses rely heavily on engagement with financial industry professionals who help train students for the real world.

The USF Muma College of Business will develop new industry-specific courses that complement the college’s extensive business and finance curricula. This will create new pathways or tracks, to provide students with the training and experience that will serve as the foundation for successful careers in the financial services industry.

The college will also offer these courses to provide training for financial professionals and our industry partners. The goal is to substantially reduce in-house employee onboarding and training costs. This will leverage and complement the undergraduate and graduate degree programs already in place at the college.

We will expand the USF Muma College of Business’ strong track record of community engagement through the Corporate Mentor Program that will partner each Personal Financial Planning Program student with an industry professional for additional guidance and career preparation.

Financial Advisory Training Given the complexity of today’s financial markets, investment firms must have highly trained and skilled employees – people who can “hit the ground running,” being wellversed in the thought processes, technologies and strategies of finance and business planning.

These successful programs will serve as a foundation for expanding the curriculum to include the training required by professional financial advisors and wealth managers. In additional to providing education about markets and investment strategies, the personal financial planning program will emphasize interpersonal communications, sales and marketing, social media, and presentation skills training that are essential for a successful career as a financial advisor, financial planner, and asset manager.

Expanding the Horizons of Financial Education An outline of the curriculum is provided in the accompanying appendix. This new curriculum will allow students to earn both undergraduate and graduate degrees focused on financial advising and financial planning. Although there are several financial planning certificate programs, this will be the one of the first degree programs of its kind within a business college at any major Florida university. This underscores the University of South Florida’s commitment to providing highquality, career-focused financial education, that also addresses one of the major issues facing the financial services industry.

The USF Muma College of Business through the Personal Financial Planning Program will offer students: • A degree major in financial planning/financial advising, or

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• A concentration in financial planning/advising. Both offerings are registered with the Certified Financial Planning board, and are considered the standard of excellence in the financial planning/advising profession.

• Eligibility to sit for the CFP Certification Examination upon course completion and graduation. Students will also be in a position to successfully complete the exams/certifications that are needed to become registered financial advisors.

folio and asset management • Recruit students nationally for these innovative and differentiated programs • Use innovative experiential opportunities to market students and programs nationally to provide leadership in finance throughout the U.S. • Provide focused seminars to help current and future financial planners enhance their businesses • Expand the Corporate Mentor Program to serve Financial Advising and Financial Planning students to engage with mentors in their profession • Develop courses online and in modular format, that will facilitate professional licensing and certification training for our financial industry partners

The programs will differ from most other financial planning/advising programs because it provides undergraduate and graduate degrees in Financial Planning from a business college that is fully accredited by the Association to Advance Collegiate Schools of Business (AACSB).

An Unstoppable Opportunity This transformative approach combines the underlying strong undergraduate and graduate curriculum currently provided at the USF Muma College of Business with the unique innovative offerings to change finance education. This set of academic tools will be combined with our unique “Beyond the Classroom” approach covering skills like sales, negotiation, networking, ethics and trust building. The goal is to train well-rounded and trust-worthy graduates with a strong foundation in financial advising, planning and research upon graduation.

Due to the depth and breadth of the curriculum at the USF Muma College of Business, it has the resources and expertise to provide many of the courses required to prepare students for a successful career in financial planning/advising, and to become a CFP-Registered program.

We believe the Personal Financial Planning Program will become a destination of choice for students from throughout the country, seeking a career in the financial services industry. Nationwide recruiting will provide a diverse student base. Some graduates will remain in Florida. Others will return to their home states, providing a strong hiring pipeline for the financial services industry across the country.

To assure quality instruction, the additional faculty members who will be hired to teach specialized degree courses must be qualified to teach courses that contain financial planning subjects. The College has already hired its first staff member for the PFP Program, Laura Mattia, Ph.D., MBA, CFP®, CRPS®, CDFA ™.

This program will transform not only the lives and careers of students, but also the lives and well-being of the clients they will serve. It will create an enduring legacy of high quality financial planning and financial advisory education that distinguish the Tampa Bay area as an innovative financial hub that supplies personnel, training and thought leadership, not only for the southeast, but also for the entire United States.

The Personal Financial Planning Program will: • Deliver this new curriculum leveraging existing courses and the creation of new courses (noted by an asterisk in the accompanying course list) • Provide students with innovative opportunities in port-

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LIZ SISMILICH / SENIOR DIRECTOR OF DEVELOPMENT / USF MUMA COLLEGE OF BUSINESS t (813) 974-1164 e LSISMILICH@USF.EDU w UNSTOPPABLE.USF.EDU

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Moez

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Targeted Education Attainment (TEAm) Grant Story from newsletter announcing receipt of the grants (May 2014)

Grants allow ISDS Department, Lynn Pippenger School of Accountancy to expand undergraduate programs Two new grants from the State of Florida will help information systems and accounting students at USF take smaller classes, learn more, and, ideally, graduate in less time.

The schools of accountancy at USF, the University of Central Florida, and Florida International University all received money from the TEAm grant -- the Targeted Educational Attainment program, supporting Florida’s universities to educate students in high-demand employment areas -- with the accounting portion totaling $3.64 million. USF is the lead on the grant, having received $1.1 million in funds.

The same three institutions are also participating in a second TEAm grant, which will help increase the number of graduates trained in computer and information technology. USF’s piece of that grant is $705,000, and the ISDS department will implement it.

The “Aligning Workforce and Higher Education for Florida’s Future” report from the Florida Commission on Higher Education Access and Educational Attainment pointed out several “gaps” between accounting education and workforce needs in the state -- specifically, a shortfall of almost 1,000 workers between the demand and supply for accountants. In November, the State University System Board of Governors announced the availability of competitively awarded grants to address the problem.

The Lynn Pippenger School of Accountancy program will start in full this summer. Over the five-year time frame of the grant, the three universities expect to produce 500 additional accounting graduates, reducing the demand-supply shortfall in the state.

“We are very excited to receive this grant, as it will allow us to hire additional faculty and implement a number of initiatives that we believe will increase the number of quality accounting graduates,” said Uday Murthy, chair of the USF Lynn Pippenger School of Accountancy. He added that he is particularly thrilled about the plan to develop a series of short videos in the style of Khan Academy, a free non-profit website developed to educate students worldwide and make a wide variety of topics accessible, to help USF accounting students better understand complex upper-level accounting topics.

The grant money will be put toward boosting graduation rates by capping class sizes and increasing the number of class sections by hiring new faculty members, developing online tutorials and increasing tutors to help students understand the material, hiring internship coordinators to identify opportunities for students, providing scholarships, and other initiatives.

For the Information Systems & Decision Sciences grant, with computer-related degrees expected to increase by 67 percent over the next five years, this money will help these universities prepare for the increases.

“The grant funding will, most importantly, help us provide Florida employers with more high quality talent in the critical MIS field, which is at the intersection of business and technology,” said Balaji Padmanabhan, chair of the ISDS Department. “The grant support will help us recruit faculty and launch a student success center of teaching assistants and staff. We will need this additional capacity to handle the expected increase in the undergraduate population as well as to work closely with them to ensure their success as determined by succeeding in their courses, job placement and timely graduation.”

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ED PEACHEY

CAREER SOURCE TAMPA BAY

Federal Grant to Help USF Muma College of Business Train Tech Workers Faculty will design month-long boot camps to improve the skills of young adults and low-wage workers in the Tampa Bay area.

TAMPA, Fla. (July 18, 2016) - As part of a White House initiative to close a skills gap in the tech workforce, the University of South Florida’s Muma College of Business will partner with CareerSource Tampa Bay on a $3.8 million Department of Labor grant to train young adults in Tampa Bay to fill technology roles.

The TechHire Partnership Grant that Tampa Bay received in June was one of just 39 federal grants awarded nationwide to support community based public-private workforce partnerships. The goal of the grant program is to harness new training models to help prepare at-risk and non-traditional young adults, including recently transitioned veterans, to fill job openings in Information Technology fields in the healthcare, finance, information systems and advanced manufacturing sectors.

To fill a workforce need in Tampa Bay with jobs that typically pay 50 percent more than the average private-sector entry-level job according to the U.S. Department of Labor, the USF Muma College of Business will support the CareerSource Tampa Bay’s effort through creating and conducting several month-long IT boot camps each summer over the four-year period of the grant.

Each IT boot camp will train post-high school young adults in an innovative, accelerated program to code business enterprise applications.

“We are proud to be a part of this initiative to help train workers who have encountered barriers to their job training or employment,” said Moez Limayem, dean of the USF Muma College of Business. “When our local community wins through having a larger pool of skilled IT workers, we all win. USF Muma business students and graduates are already making a name for Tampa Bay as a place with a talented tech hiring pool and we hope that this TechHire initiative will foster that reputation at all levels of hiring.”

The TechHire IT boot camp training program will be led by Shivendu Shivendu, an assistant professor in the Information Systems & Decision Sciences Department and supported by the ISDS faculty including Matthew Mullarkey, a former executive in Fortune 500 and startup companies. The boot camps will cater to unemployed and underemployed 17-29 year olds who want to learn to code and fill jobs needed by Tampa Bay employers.

The student selection process will begin in the fall, and the boot camps are expected to begin next summer. In each boot camp, students will build actual enterprise applications with .net coding – including Java and Android software. At the end of the program, students will present their work in the course to their classmates and to local partner employers.

Over the four-year period, the college aims to train 160 participants in this non-degree technology program. The target audience for training is young people with barriers to education, training, and advancement who are unemployed or underemployed and are looking to obtain employment or advance to middle to high wage tech-skilled jobs in Tampa Bay. “Our approach to providing these programming skills to young adults is innovative in many ways,” Shivendu said. “In particular, these IT boot camps will follow a self-paced programming approach that allows each student to enter at a different capability level and build coding capabilities at their individual pace rather than a one-size-fits-all method.”

The TechHire Grant award to Tampa Bay was the result of a partnership between USF, CareerSource Tampa Bay, University Area Community Development Corporation, Hillsborough County, Tampa Bay Technology Forum and the Tampa Innovation Alliance.

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CareerSource Tampa Bay is a non-profit, 501 (C) 3 workforce development organization serving Hillsborough County businesses and residents with a wide range of employment and career development services. Over 10,000 businesses annually access the wide range of professional services to help recruit, train, and retain talent in the Tampa Bay area. Over 150,000 job seeker candidates annually access its five centers, making CareerSource Tampa Bay the single largest source of job candidates in the region.

Business Services CareerSource Tampa Bay provides businesses with a wide range of professional services, including:  Training for new and existing employees: o On-The-Job Training o Employed Worker Training o Paid Work Experience o Internships o Apprenticeships  Prescreening and Recruiting Services  Job Postings  Career Fairs and Recruitment Events  Labor market information and business seminars Job Seeker Services CareerSource Tampa Bay provides guidance, tools, and resources for entry through executive level job seekers to find a job and/or advance in their career. Services include:  Job Search Assistance  Online job search bank via employflorida.com  Professional Job Clubs  Training Services: o Employability Skills Training o Occupational Skills Training o Prevocational Training  Resource Rooms for must-have job search resources such as internet access, copier, and fax machine.

To find a center near you or to learn more, visit careersourcetampabay.com or contact: Employers Job Seekers Astrid Mosterd, Business Services - Lead Recruiter 813-930-7400 mosterda@careersourcetampabay.com

CareerSource Tampa Bay is an equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with disabilities.

All voice telephone numbers listed on this website may be reached by persons using TTY/TDD equipment via the Florida Relay Service at 711.

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TAMPA BAY The Tampa Bay TechHire program will provide FREE accelerated training and paid work experience opportunities to over 1,000 young adults in high-growth industries and occupations critical to the regional economy – healthcare and information technology. Training will include tuition, lab and certification fees.

IT certifications programs include:

Healthcare certifications programs include:

• • • • •

• Phlebotomy

CompTIA A+ Java Programming Mobile Applications Development Web Development Additional certification programs based on employer demand

Eligibility criteria: • Must be between the ages of 17 and 29; and • Unemployed or underemployed.

• Additional eligibility requirements apply.

Contact us TODAY to get started!

Dawn Hamilton (813) 397-2076 or hamiltond@careersourcetampabay.com

Visit www.careersourcetampabay.com and click on the Tampa Bay TechHire Program button for more information and to apply!

Training Partners:

This workforce product was funded by a grant awarded by the U.S. Department of Labor’s Employment and Training Administration. The product was created by the recipient and does not necessarily reflect the official position of the U.S. Department of Labor. The Department of Labor makes no guarantees, warranties, or assurances of any kind, express or implied, with respect to such information, including any information on linked sites and including, but not limited to, accuracy of the information or its completeness, timeliness, usefulness, adequacy, continued availability, or ownership. This product is copyrighted by the institution that created it.

92 CareerSource Tampa Bay and CareerSource Pinellas are equal opportunity employers/programs.

Auxiliary aids and services are available upon request to individuals with disabilities. All voice telephone numbers listed may be reached by persons using TTY/TDD equipment via the Florida Relay Service at 711.

BIOGRAPHY of Edward C. Peachey Edward Peachey currently serves as the President and CEO of two neighboring Workforce Investment Boards; WorkNet Pinellas in Pinellas County, and the Tampa Bay Workforce Alliance in Hillsborough County. These two counties include the cities of Tampa, St. Petersburg, and Clearwater. The combined regional population exceeds two million residents and has over one-million workers.

The local workforce boards are tasked with  

Shaping and assisting a clear local workforce development plan that is consistent with the community’s vision and goals.

Balancing the needs and objectives of both the workforce and the employers while being responsive to constantly changing market conditions.

Peachey has been the recipient of various awards and recognition - of particular note was his recognition by Workforce Florida, Inc. in being named the “Champion of the Workforce System”.

This award was for his work in advancing Florida’s workforce system. Peachey has earned a reputation among peers and state officials as a highly skilled troubleshooter and “turnaround artist”. He also received the Tampa Bay Business Journals’ “Ultimate CEO of the Year Award” in recognition of the “cool, calm turnaround” of an organization in turmoil.

Peachey currently serves as a board member of the National Association of Workforce Boards (NAWB) as well as various local boards such as Junior Achievement, Early Learning Coalitions, as well as Tampa Hillsborough and Pinellas County Economic Development Councils.

He earned a degree in business administration from Robert Morris University. As a CPA, his professional career started as a staff accountant/auditor for a public accounting firm in Tampa; his workforce development career began in 1994 as the fiscal officer for the Private Industry Council of Pasco County.

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LUNCH WITH BULLS BUSINESS COMMUNITY STUDENTS

The students’ task: to get to know you a little bit and then, after lunch, stand up and introduce you to the rest of the room, sharing either a little known fact about you or something that intrigued them about your career journey.

We also want to give you to get to know some them!

We want to give them a chance to practice their nascent networking skills.

Students joining us are second-year Bulls Business Community students.

Lunch Assignment

• Corrected • Copy!

• • • • • •

10/7, 3:45 p.m.

10/10, 1:15 p.m.

10/26 11/4, 8:30 a.m. – 2:00 p.m.

11/17, 7:30 a.m.

12/1, 6 p.m.

4/13, 7:30 a.m.

3/8, 6:00 p.m.

Additional calendar items:

Homecoming lecture followed by Parade Watch Party A Conversation with Les and Pam Muma Football & Futbol (Sport MBA Lecture Series) “Back to School Day” Conversations with a CEO (Bob Dutkowsky), at Centre Club Tarpon Springs Reception Conversations with a CEO (Troy Taylor), at CAMLS Celebration of Free Enterprise (honoree Sheila Johnson)

• January 27, 2017, 8:45 a.m. – 1:00 p.m.

• May 26, 2017, 8:45 a.m. – 1:00 p.m.

• September 22, 2017, 8:45 a.m. – 1:00 p.m.

Next EAC meetings:

Dates to Save!