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THUNDERBIRD, THE AMERICAN GRADUATE SCHOOL OF INTERNATIONAL MANAGEMENT • VOLUME S2, NUMBER 3, 1999 C 0 \ . E H S T () HIE S 2 BomtoRisk Global entrepreneurism presents increasing opportunities, and risks, and T-birds can't wait to tackle them. 7 COVER STORY Class Assigrnnent Yields Millions Sam Garvin '88 will gross $400 million this year with a company whose business plan he wrote in an entrepreneurship class at Thunderbird. 8 Entrepreneurship Chilean Style A dynamic duo smoothes market entry for companies expanding into Chile, Argentina, and Brazil. On the cover: Sam Garvin '88 turned an entrepreneurship class project into a $400 million company. FE .\TI · HES 9 HOT PIZZA AND AN ICY COKE How pub nights and hard work prepared Lance McInnes '80 for an international marketing manager spot with Coca-Cola 10 IT'S THE REAL THING A Coca-Colatrhunderbird partnership is a refreshing passport to the world. 12 INTERNSHIPS: THE ULTIMATE WIN-WIN What U.S. labor shortage? Alumni are tapping T-bird interns to help with threeto nine-month corporate projects. 14 SURVIVING A HURRICANE Jason Green '96 had the perfect job until Hurricane Mitch raged through. Then swvival became a top priority. 26 T-BIRD ON THE SPOT How niche programs in Exec. Ed. can enhance your career. 40 GLOBAL BUSINESS FORUMS Re-establishing relationships and strengthening the T-bird brand go handin- hand in Latin America-and beyond. D E P.\ H T ~I E \ T S 16 EYES AROUND THE WORLD Bringing Peace to Colombia: For Colombian Ambassador Luis Moreno '77, international incidents are just part of the challenge. 22 LETTER FROM ELSEWHERE BuryingKingHussein:~wis Lucke '77 shows how Jordan and world leaders grieve for a beloved late president. 18 CAMPUS NEWS 28 NETWORK NEWS 29 HOMECOMING 30 UPDATES Real World 101 Winterim programs provide important value-add One group met with the President of Paraguay. Another saw Fidel Castro. Still others witnessed vast riches or stark poverty. All got a firsthand look at real world issues while participating in Thunderbird's three-week Wmterim program. Wmterim was strategically designed to provide a short introduction to specific topics or regions that students might wish to pursue. This year's program included 32 courses, ranging from the Automobile Industry to Environmental Management, and attracted 460----0r approximately one-third-of the School's students. Some courses met on-site at one of Thunderbird's Arizona, French Geneva or Japan facilities. Others took students to Washington D.C. or one of more than 18 other countries, where they met with prominent business or political leaders, and sometimes got job or internship offers. "Each year our students have the opportunity to visit with CEOs, organizations, and various business leaders through Winterim," says Dr. Olufemi Babarinde, a professor of International Studies who led last winter's South Africa trip. POWER BROKERS with several other Chileans, studied under economist Milton Friedman at the University of Chicago. The group, known as the Chicago Boys, then returned to Chile in the 70s to help revive its slumping economy. He openly discussed that group's control over the country's economic affairs at a time when former Chilean leader Pinochet was in power. TIME WARP Students from this year's Cuba program saw Fidel Castro and Colombia's President Andres Pastrana while leaving a presentation at the University of Havana. "It was interesting to hear the stark contradictions between what people said to us in private and what we were told at the university about the government," said Iqdia Antippas '99. She saw the impact of Cuba's economic and political policies firsthand while roaming Havana's time warped streets, which were filled with 1940s and 50s cars and long food lines. In South Africa, that meant receiving a red carpet reception at the world's largest platinum mine, being escorted through the high security mine, and seeing the entire mineral extraction process. On the Paraguay, Uruguay, and Argentina trip, it meant Bernard Olsen '47 poses with his sons and Winterim class members he chanced upon at While deprivation was what struck Cuba's Wmterim students, Wall Street trip goers were awestruck by the sight of $90 billion worth of gold bullion at New York's Federal Reserve Bank. "Standing in a room filled with that much money and actually holding a 24-pound gold brick is quite amazing," said Dr. Phil Drake, a professor of World Business at Thunderbird. But, he added, discussing economic strategies with Eva Peron's grave in Argentina. "We were on a the real excitement came later, when students got stock scoops from investment consultant Vince Farrell before he appeared on the NASDAQ television screen to share them with the world. COMMUNITY DEVELOPMENT Paraguay's President Raul Cubas Grau- memory trip after the death of my wife, and it and being featured on the evening news. was a welcome surprise to see someone from That program also included a trip to Acon- Thunderbird. Meeting them was a kind of cagua, the highest point in the Western Homecoming for me, one that brought back Hemisphere, as well as a visit to Eva many great memories." Olsen was a member Kenya trip students got tips of another type. They looked at local business and finance programs, but also took time to explore community development and Peron's grave-where students happened of the first class to graduate from Thunderbird. upon pioneer T-bird, Bernard Olsen, '47, and his family. In Washington D.C., it meant a private one-hour meeting with former secretary of state Lawrence Eagleberger. In Lebanon, the Beirut-Riyadh Bank so valued the T-bird visit that it underwrote costs for the entire Lebanon portion of the trip, which was organized by Dr. Issa Peters. Peters was interviewed on local television. His group met with His Excellency Anwar E I-Khalil , Lebanese Minister of Information and Displaced Persons. EI-Khalil is the father of current T-bird student Naji EI-Khalil. The EI-Khalil family helped obtain the Beirut-Riyadh Bank sponsorship. Although this Wmterim's ChilelPeru program didn't include a visit with Peru's President FtUimori, as past ones have, students did meet former Finance Minister Dr. Ralf Luders. Luders, along environmental work. "Community development is an important dimension of the seminar which includes visits to the Undugu SOciety, an organization which works with community projects in local Nairobi slums," said Dr. John Conklin, a professor of International Political Economy and an avid environmentalist. "Students learn that community development issues also extend to the national parks where a major concern is that local villagers benefit from the presence of the parks. Without local benefit the future of the parks is problematic." Thunderbird's Wmterim program is an optional, three-credithour, value-added experience that in many ways epitomizes the true value of Thunderbird. Courses have been actively expanded and enhanced in recent years. - Tina Ashamalla Hdng through the sleepy back roads of Bali, Indonesia, Rob Prescott '94 looks like any student tourist. He wears a bulging backpack, seems drawn to local markets, and stops frequently to chat with passers-by. But Prescott is not a tourist; he is a businessman exploring production opportunities. Rob and his wife Donna own YoungColors, an upscale children's clothing business whose unique materials and clothing are Bali-made. The couple discovered Bali while working for another family's eight store, 54-employee toy and clothing business on Guam. Post-employment, they commenced a year-long Asian backpack trip, and found themselves drawn back to both the Balinese people and Indonesia's ancient Batik cloth design process. That process involves handstamping custom-made designs onto cloth with hot wax, then dipping that cloth in dye, followed by hot water to remove the wax, then sun drying. Bob Courtney keeps smiling despite a 50 percent Russian ruble devaluation. THUNDERBIRD 52 I 3 I 1999 Eventually, the couple realized that they could bring truly unique colors and material designs to the U. S. children's clothing marketbut that doing so would mean frequent trips to Bali. "Out of sight is out of mind in Kong and helped us make lots of contacts. It also taught us a great deal about letters of credit, importing, and marketing." Prescott added that he makes it a point to meet with other T-birds and attend First Tuesdays everywhere he goes. Still, contacts alone can't guarantee success. Prescott suggests that entrepreneurial T-birds take Professor "Out of sight is out of mind in Asia, so to be successful there you have to really get to know the people and build relationships." Prescott credits his firm's early success to two factors: Asia, so to be successful there you have to really get to know the people and build relationships. " First, he and Donna spent six months in Asia last year, ROB PREscon and second, they employ an Asian-style, highly-personal approach to business when in the United States. Their one-year-old company sells in 17 states and is already in the black. "When you're an entrepreneur, you're an entrepreneur. It doesn't matter what country you pursue," Prescott explained. "What does matter is having vision and knowing the skill set of languages and how to deal with people from other cultures, plus having contacts," That, he said, was the true value of Thunderbird. "In fact, I got my Guam job because of a friend in T-bird's Entrepreneur Club, and that job sent us on buying trips to Hong Johnson's entrepreneurship classes, lots of finance and Professor Gottlieb's ImporUExport class that teaches the A to Zs of things like insurance, buying agents, and documentation for every country. "And, if there is any class at Thunderbird that would have prepared us for the sudden currency fluctuation we faced early on in Indonesia, where we were literally on the computer checking exchange rates hourly and agonizing over exactly when to write contracts so they wouldn't be worthless, I wish I'd taken it!" Prescott exclaimed. Today, YoungColors protects itself by writing contracts in U.S. dollars. The company also chooses to write those contracts so that they protect its manufacturer and buying agents in case the local currency devalues. Entrepreneurial T-birds Tackle Worldwide Challenges Learning the Hard Way Robert Courtney '88 can personally relate to currency devaluation nightmares. Both he and his Moscow-based U.S. Dental Care business went in to bigtime crisis mode last August 17. That's when the Russian ruble devalued by more than 50 percent-and kept falling. "Our revenues dropped almost 50 percent over night; then because of continuing devaluation, we literally lost money every hour we operated. It became virtually impossible to exchange rubles for dollars to buy imported dental supplies. The banking system froze and we could barely receive or make bank transfers, Rob and Donna which are the main Prescott manufacture form of payment in Indonesia using an ancient Batik cloth here. There was no playbook in which to look up what to do and it scared me to death." So, Courtney summoned his best crosscultural communication skills, lessons learned in entrepreneurship class at Thunderbird, and his 18 years of experience in law, international business, and running a business. "We had to take extreme measures to cut costs and begin recapturing business. » He laid off staff, convinced the rest to take voluntary pay cuts of up to 25 percent, renegotiated rent and security contracts, and established an American business consortium that worked together to survive. By December, life had returned to relative normal with one key exception: 30 percent of the expatriate community had left Moscow during the crisis, and Russia's high income ranks had been drastically reduced. Four-year-old U.S. Dental Care had catered almost exclusively to those two groups. "I can tell you there's no better motivator than FEAR, regardless of which country you're in: Fear of failing, fear of losing money, fear offalling behind, fear of competition, fear of being wrong, fear of bankruptcy. Fear is the best motivation to innovate.» And innovation, unfortunately, is Courtney's biggest cultural challenge as an entrepreneur in Russia "Innovation is a skill we're having to THUNDERBIRD 52 131 1999 teach our Russian staff," he said, "since most Russians of working age were brought up in a time when they were taught not to innovate, not to be proactive, not to think for themselves, and not to take responsibility for their actions." So far, he added, the results have been encouraging. Courtney is also exploring expansion opportunities in Budapest, Hungary, and Baku, Azerbaijan. Very New Concepts Innovation and entrepreneurship are also issues in other cultures where they are new concepts. Perhaps the toughest challenges occur when both the country and the budding entrepreneur are new to such concepts. That's the dual challenge facing Mikako Inamasu '91 in Japan and Arif Sablan '97 in Turkey. "We have very, very few successful entrepreneurs in Japan," Inamasu explained. "We still don't have the right supporting environment for them, culturally, mentally, and financially. 4 Mikako Inamasu (right. with Dr. Herberger) helps prepare the growing number of Japanese companies and people shifting toward free enterprise. THUNDERBIRD 52 I 3 I 1999 In fact, our society still relies primarily on big, long-established companies in many ways." The daughter of a well-positioned bureaucrat in the telecommunications ministry, Inamasu believes that a latent entrepreneurial spirit is what brought her to Thunderbird. "I never liked bureaucracy with its 'don't see, don't hear, don't speak' philosophy where Arif Sahlan (right) wants to expand his family's business in Turkey. Here he helps current student Humberto Faraco who was in Turkey researching an InterAd project. to compete. "I think 'Intrapreneur' is the first step for Japan's business society to gradually appreciate entrepreneurs," she explained. She said large companies, like F't\jitsu, Ricoh, and NTT data, have begun introducing 'venture systems,' where company employees with new ideas are set up in skunk-works type groups to develop them. "These people will have change is avoided at all costs. I realized I needed management consulting skills." Luckily, a classmate at the University of Hawaii clued her in to Thunderbird. "I think more initial opportunities than entrepreneurs here in Japan." 'Intrapreneur' is the first step for Japan's business Entrepreneurship opportunities may be even more limited in Turkey, where interest rates and inflation are well over 100 percent, unemployment is over 12 percent, and imports outnumber exports almost two to one. Arif SaWan wants to try. SaWan's family has run a wholesale furniture company in Turkey since 1968, "First of all, Business Ethics at Thunderbird was a very eye-opening class for me; we didn't have that type of program in Japanese schools at the time. Second, I learned how to society to gradually appreciate entrepreneurs. " MIKAKO INAMASU self-analyze, to do a strategic analysis for myself. Most of all, I got to know and communicate with people from around the world-and that is one of the strengths I bring to my business." Inamasu's business is Human Resources Institute eHRI) , a Tokyo-based partnership that has been doing equal parts strategic management and marketing as well as training and education for the last six years. A third sideline, systematic selfeducation via technology, is in development. Inamasu sees Japan edging ever closer to a real free market economy, especially as the baby-boomer generation starts to retire. Her company helps train workers selling primarily to office furniture retailers, construction companies, banks, hospitals, and government. Sahlan is now considering branching out; he's looking to start a furniture-manufacturing sideline. "Here in Turkey, the production system is the key to successfully distributing your products. My challenge will be to set up the production system which will enable us to offer more models and colors than the competition, lower delivery times, and of course, provide a higher quality product and service." Since SaWan didn't take Thunderbird's entrepreneurship class that teaches students how to research and write a thorough business plan, he's now faced with making an important business decision with very real-life consequences, without any prior experience. For T-bird alumni with relevant expertise who want to share their insights, here are some of the project's major pros and cons. Pros: Connections are very important in Turkey and Sahlan's family is wellknown in business circles. Mierzwa obeyed, joining a group that established Central Europe Trust, the first management consulting company in that region. Six years later, he left to co-found Concordia, his own investment bank. "Paul Johnson showed me how to organize a business, get my ideas in order, check out the competition, and make cer-tain that I am on budget," The company has more than 30 years of experience. It has a well-established client base. The company would be expanding into a related line of business, one step back in the supply chain. Turkey has significant raw wood materials. Unemployment is almost 13 percent, so craftsmen should be avail- "I can tell you there's no better motivator than FEAR, regardless of which country you're in., .Fear is the best motiva-able. Sahlan feels that his tl' on to fin' ovate," family offers hon~sty, qual- Mierzwa explained. Those skills are critical in his investment banking work; they also help him run his own business. "Basically, it's not the form the business takes that's most important, it is the idea itself. If you have a product or service you think clients will buy, you must make certain that you have all it takes to succeed. It might be a ity, and good prices in a ROBERT COURTNEY foreign partner with country that is hungry for all of those. If successful with this new venture, Sahlan feels that he would eventually improve both profit margins and customer service. Cons: Establishing a manufacturing facility would require a significant, longterm investment at a time when Turkey's inflation and interest rates are over 100 percent per year. Turkey has a substantial trade deficit. Sahlan has had difficulty locating good marketing and competitive data on the Turkish home and office furniture market, so he's not entirely sure how much market share and margin he could gain, given the high interest and unemployment rates. Although Sahlan feels that Thunderbird gave him solid marketing, finance, and culture skills, neither he know how, access to capital, or more people like yourself." According to Mierzwa, entrepreneurship takes the same form the world over. "First you have to convince everybody around you that you are right. Then you have to motivate them to do the job. So they become part of the idea themselves. Finally, you have to manage their expectations and not let them get carried away." He adds that you must also offer clients your undivided attention, dare to discuss and counter their ideas, and stay up-todate about competition, new products, and major trends. Information, he says, is the ultimate business edge. "Information used to be limited to the privileged few," he says. But thanks to the nor his family members have much Annette Cazenave says importJ export experience should local friends are critical the company decide to sell some of when doing due diligence internet, cellular phones and other new technolo-its manufactured furniture in other lands. in countries that don't have SEC-type reporting Thus, Sahlan faces a dilemma standards. that's shared by many small busi- ......................... . ness owners and entrepreneurs. Leveraging Your Resources A native of pre-open-market Poland, Andrzej Mierzwa '87 began creating businesses in grammar school, so he understands Sahlan's desire and dilemma "When Poland opened up to the world, my boss at Booz.Allen told me that I had to take my business skills and knowledge back to help others in my home country." Guiding Risk Takers tunderbird entrepreneurship professor Paul Johnson insists that entrepreneurship can't be taught, just nurtured, adding that Thunderbird just seems to attract more than its fair share of risk takers . • A very high percentage of T-bird students fit the entrepreneur profile, • he said. "After all, how many other people would leave family, friends, and often, their countries, to attend a small school in the Glendale desert? These aren't people who play it safe. They're entrepreneurs-not just in the sense that they own a business--but because they tend to be natural leaders, more self-confident, and have tenacity and drive.· Johnson is Thunderbird's acknowledged entrepreneur guru, having developed and taught a series of hands-on and extremely demanding entrepreneurship classes that students love to hate. Heavy on case studiesand workload-those classes teach students how to do everything from evaluating and valuing existing businesses, to writing businesses plans that detail things down to the profit margin level, to structuring legal and managerial formats, to filing for bankruptcy, if necessary. "Some of the business plans done here are better than any I ever got as a bank CEO," Johnson said. "People from outside the school who have us write plans for them would pay up to $20,000 for the quality work these students do." Johnson says he mainly teaches enterprising students how to establish businesses and identify pitfalls so that they will have already done everything they'll need to start and run their own business when that latent entrepreneurial bug hits them at age 30 to 35. Paul Johnson may be reached at (602) 978-7607 or email@example.com THUNDERBIRD 52 13 1 1999 gies, Mierzwa can sit in his Paris apartment, hooked in to his Warsaw office LAN, receive a phone calion his Polish number-which he has rerouted to France, do a conference call with colleagues in Warsaw and London, and print out a document at his Warsaw office for speedy client delivery. While information and technology may be the secret of a successful European investment banking business, Annette Cazenave '79 says that long-term relationships, trust and service are the most important success factors in Latin America. In her case, they were critical in helping her attract some of her former firm's key clients when she started her own business. That business, six-year-old Skylark Partners, Inc., provides financial consulting, international marketing, and investment services to institutional clients. "I was managing a British firm's North and South American operations when the company decided to increase its bureaucracy. Suddenly we were writing reports instead of meeting with clients and doing work." The daughter of a U.S. State Department Foreign Service Officer, Caze- THUNDERBIRD 52 131 1999 Andrzej Mierzwa's investment bank helps companies in his native Poland compete in the free market economy. nave said she grew up in Latin America and she has been doing business there for 20 years. "Unlike the U.S., which has the Security and Exchange Commission, Latin America doesn't have any such regu-lation," she said. "So, outside companies seeking references or needing due diligence work done may run in to Latin Americans who don't respond or who don't want to get involved." Cazenave, by contrast, said she can call on long-term, backdoor contacts to get a full background. "I felt as if somebody had set up Thunderbird just for me," she said. "It taught me the culture and skill set I needed to dive in a whole lot faster than anyone else who just showed up down here." Breaking into Latin America, she said, is often difficult. Relationships take a very long time to build. "There's a market perception that 'bigger is better,' so it's often tough going for a small entrepreneur. But once you've earned that trust, people are very, very loyal." The current Thunderbird Alumni Association (TAA) Board President, Cazenave remains very involved in Thunderbird. As such, she offers some heartfelt final advice for budding T-bird entrepreneurs. "Pick a business you've really known, loved and worked in, then still read everything you can fmd on capital flows and competitors. Figure out your start-up cash, then double it! And, don't ever think you'll get to a point in your career where you stop making mistakes. When they happen, learn from them so that your mistakes become less frequent, less costly, and easier to fix. " Her final advice? "No matter how many times life knocks you down, have the tenacity to get back up. That's a whole lot easier to do if you surround yourself with the supportive and knowledgeable friends you already have in Thunderbird's 31,000- strong alumni network. " • Class Assignment Yields Millions Classy Alumnus Gives $1 Million-plus Back to Thunderbird e'll gross $400 million this year in a company whose business plan he wrote for a class at Thunderbird. Now he has given $1 million-plus back, as a tribute to both the School and his cherished father-who had initially challenged his choice of attending Thunderbird instead of Wharton, where both that father and grandfather had gone. "I wrote the business plan for my company, Continental Promotion Group, in Paul Johnson's entrepreneurship class," explained Sam Garvin '88. "I think I had named it something different, but everything else I did with this company came directly from that plan." Today, Garvin is committed to helping other enterprising Thunderbirds. "Thunderbird just naturally attracts a disproportionately large number of risk takers. Then, it helps to mold them, using 'real world' experiences and providing the background, analysis skills and street smarts they need for success," Garvin said. The tripartite business, language, and culture curriculum complete the skills package. I "In my opinion, analysis skills were one of the most important things I learned at Thunderbird. As a business leader, you always have 100 needs. You need to know how to figure out what to do flrst, then second." Garvin said that many of the 20 to 30 graduates and interns who join his company each year need better 'where the rubber meets the road' skills in analysis. He hopes his investment helps improve that labor pool. "I credit Paul Johnson with teaching me how to analyze effectively. He has both great practical experience and an infectious enthusiasm for his field that rubs off on his students. " That is why Garvin asked that Johnson be appointed to the first distinguished professorship in global entrepreneurship. "Sam Garvin is more driven then most. He's also takes extremely good care of customers and believes that you have to spend money to make it," Johnson said. "He doesn't just want to expand Thunderbird's entrepreneurship curriculum. He wants to make Thunderbird the established leader in the field of global entrepreneurial studies. " Johnson said Garvin's gift will help Thunderbird attract new entrepreneurship support staff and faculty. He plans to bring in major speakers, build a special section in the library for entrepreneurs, and also hopes to eventually establish both a busi- Sam Garvin (center) and his wife Rita are honored at a donor recognition dinner by Dr. Herberger, Board of Trustees Chair Cyrus F. Freidheim Jr. and Professor Paul Johnson. he learned padcaged martetlng from the ground up. He graduated from Thunderbird in 1988, having specialized in marketing, then did a short stint at a promotion fulfillment firm before starting Continental Promotions Group out of the trunk of his car. Sam Garvin may be reached at email@example.com ness incubator for new businesses and a Thunderbird venture capital program. "My investment was only seed money; it's not enough to do nearly everything we plan. That's why we've also recruited alumni and business advisors for the initiative," Garvin said. "We're going to have to actively go after sizable donations from other people and companies in order to reach our final goal within ten years." Garvin admitted that his biggest professional challenge has been a lack of strategic planning time. "The old forest for the tree thing," he said. "I mean, at first it was just me working out of my trunk and trying to survive, then we just sort of doubled revenue every year to become this $400 million company that's in 20 countries." Garvin credits his T-birdhoned analysis skills, and German language and culture training with helping him foresee just how much the advent of the European Union (EU) and euro would benefit his business. That business processes rebates, coupons and other mail-in promotions for major manufacturers. "Before the EU, global companies like, say Microsoft, faced the cumbersome challenge of launching 15 different promotional campaigns in 15 different languages and with 20 different banks and currencies. Soon, 11 of every 15 rebate checks I write will be in euros. That makes everything much more cost effective and just plain easier." According to Garvin, Continental Promotion is one of the top two companies in its industry, and yet it only has about three percent of market share. Which means, he said, that growth potential is almost unlimited since most major manufacturers are just beginning to outsource. Continental Promotion is preparing for those opportunities by expanding into Asia and looking at acquiring an Australian company. "Then, with one phone call from a corporate product manager," he said. "We can pretty much launch a promotion program globally." • THUNDERBIRD 52 / 3 / 1999 PHOFILES ENTREPRENEURSHIP CHILEAN STYLE U Puente Sur Ltda helps companies bridge into Latin America nlike in the movies, the road to ideas for the domestic economy, which is said, when you're struggling fmancially riches isn't always paved in gold. In fact, what we've spent most of our time trying and your friends have more and bigger for most entrepreneurs, it's not paved at to do," according to Walker. "For instance, toys, or you're using your best problem all. Not to mention the fact that the road we have about a dozen U.S.-based compa- solving skills simply figuring out how to less traveled can have pot holes that make nies that we represent in Chile," Sickler meet payroll. "Then you make some small jumbo jets look small. added. "These well-known companies advance, like being able to hire another So say James (Tripp) Sickler '95 and import millions of dollars of product each employee, start actually having money in Nick Walker '98, owners of Puente Sur year, rent warehouse space, sell to clients the bank, or land a big client who had Ltda. "Southern Bridge" in Chile. Their throughout the country, promote their used a major firm. And you realize that five-year-old company provides market products, produce monthly financial you could actually sleep in on Monday if research, sales and business develop- statements and sales analyses, and are you wanted to." ment, company formation, product repre- growing rapidly-all with no employees!" "So many people say that if only they'd sentation, franchise development, and That's because Puente Sur legally estab- invested in Chile 10 years ago, they accounting and administrative services. lished these companies, which it then wouldn't be eating this cheap lunch with Puente Sur has already helped more than administers on behalf of a U.S.-based par- me today," Walker added. "I think in Chile, 100 companies, mostly U.S.-based, estab- ent company. and in many other markets in South lish Argentinean, Chilean and/or Brazilian Despite their successful track record, America for that matter, they'll still be say-presences. It also targets local firms that Sickler and Walker warn that being entre- ing the same thing 10 years from I}OW. " want help in exporting. preneurial isn't always easy. Walker, who actually left Thunderbird "The good news about Chile is that the "Sometimes being the owner of a small to help found Puente Sur, returned last country's legal framework is well-estab- business is like being that student who summer to take the Competitive Intelli-lished, foreign investors receive the same studies weekends preparing for a big test gence and International Marketing Man-treatment as local ones, inflation is low, while your friends are out having fun," agement classes he needed to better the economy is growing-albeit more Sickler began. "You sometimes question position Puente Sur and finish his degree. slowly this year than last, privatization is the benefit of your sacrifices." Like, he He sees especially strong opportunities for continuing, telecommunications are environmentally based businesses excellent, and foreign companies are that specialize in air quality control, continuing to invest," Sickler said. recycling, alternative energy, natural "The bad news is that people tend to gas, sewage control, and say yes when they mean no, corre- water treatment. spondence must be delivered in per- Prior to attending Thun-son, payment terms are rarely derbird, Walker earned a adhered to, and Chileans tend to BA in economics from the move less quickly and have less fol- University of Chicago. He low through than Americans expect." had worked as an editor "Chile is a very entrepreneurial for Morningstar, as an country, filled with small businesses equity and macroeconomic and lots of people having to do silly analyst for Citicorp Chile, things to keep pace with GDP and as a legal assistant at a growth," Walker explained. For law firm. Sickler holds a instance, the Chilean 'loro' who BA and MBA from the stand on street corners, clipboards in University of Arizona He has worked hand, note the exact time each bus for DirecTV Latin America, Chiquita passes by. (There are more than Brands Chile, and the U.S. Depart- 10,000 private buses in Santiago.) ment of Commerce in Santiago. Loros sell that competitive data to Both men attended and helped bus drivers, who must then decide organize the recent Thunderbird whether they'd get more money by Global Business Forum in Latin slowing down to wait for passengers America. They caution, "We love or racing to pass the bus ahead. Chile and doing business here-but "The export economy is based on good service and good pizza are natural resources where the big play- almost impossible to find. " • ers have the clear advantage. Nevertheless, internal demand has been high enough to create plenty of opportunity for developing new THUNDERBIRD 52 131 1999 Sickler and Walker may be reached at 56-2-365-1848 or email@example.com. PnOFILES HOT PIZZA AND AN ICY COKE Lance McInnes '90 makes the most of every job and of his Thlffiderbird connections One of the most """ortant business skills Lance Mcinnes '90 ever learned, he learned working at Roundtable Pizza in junior high school. Starting out as a bus boy at age 15 and working his way up the pizza ladder to cook, the young McInnes learned critical people skills in those formative years. "When you're in junior high and high school and you're the cook at a pizza restaurant you're pretty popular," jokes McInnes, who's now an international marketing manager with The Coca-Cola Company. More seriously, he explains, "You're working in a minimum wage environment where you have 16-year-old kids and people who are 30 or 35 years old making relatively the same amount of money. I think that first job probably taught me more about people-how people work and what motivates them-more than any other job I've had." After Roundtable, McInnes continued his education, earning a bachelor's degree in business administration from the University of Texas in 1988. He also took on several internships during that time, including one for lloyd's Bank in London and another as a research assistant for a member of the European Parliament. "I found out early in my college career that, if you are going to be successful in business, you have to have an understanding of the global marketplace," he says. McInnes choose Thunderbird to broaden his education of the business world, and earned his master's in international management in 1990. He was young, motivated and talented, and fortunate enough to receive several job offers following graduation. After careful consideration, McInnes accepted an account executive position with what he considered to be the most international corporation in the world-The Coca-Cola Company. Today, McInnes is an international marketing manager for Coca-Cola and works primarily with ARAMARK, one of the company's largest on-site food service customers. He's responsible for ARAMARK's business outside of the United States. A typical day takes McInnes around the world (whether he leaves his Atlanta office or not), and he organizes his tasks by time zones. Early in the morning and late at night he trades e-mails with associates in the Far East. Correspondence with those in Europe also takes place in the morning, and, at the end of the day, McInnes is usually on the phone with associates in Canada and Mexico. "When I'm not here, which is most of the time, I'm overseas quite a bit," he says. "Last week, I was in four countries, five time zones, seven cities, and two continents. A week before that I was in five cities and three countries in one day. My day might include a meeting with our marketing people in Germany discussing opportunities there, then a business planning session in Brussels in the afternoon, and a dinner meeting in London that evening. When I asked for international, I got it!" So far, McInnes' career has been everything he has asked for; but it hasn't been without challenges. When you're conducting business in three countries in one day, culture shock can take on a whole new meaning. Fortunately, McInnes says, that is just the sort of thing for which a Thunderbird education prepares you. "I think one of the biggest challenges I face in my position is jumping cultures so quickly, whether it's via e-mail from my office or physically being in three different countries in one day," says McInnes. "Thunderbird really taught me how to understand the different nuances within cultures, especially in the business environment, so I'm better suited to work within that culture and understand how to get things accomplished no matter what country I may be in. " A true appreciation for Thunderbird has kept McInnes close to the school since graduation. In his work at CocaCola, McInnes has utilized the School's corporate consulting program on several occasions to generate valuable market research. On a personal level, he was recently elected to the Thunderbird Alunmi Association board and is a strong advocate of the School. His father Allen is on the Board of Trustees at Thunderbird. "I think my best advice to other T-birds is to make sure you utilize the Thunderbird network on a personal and a business level, because it is so vast," he says. "As I'm in all these different countries, you'd be amazed, I'm amazed, at how many Thunderbirds I talk to. Whether it's golfing with a friend while I'm in Paris, or having a business meeting with someone in Zurich, I literally see a Thunderbird every day. You walk through the halls of Coca-Cola and there are Thunderbirds all over the place. It's sort of weird, and it's fantastic. You don't really think about that when you're going to the school; you don't really think you'll have those kinds of relationships. But it really is a great connection and you shouldn't be shy about utilizing it." -Jessica McCann - Lance Mcinnes may be reached at email@example.com. THUNDERBIRD 52 131 1999 It's The Real Coca-Cola, Thunderbird share global business philosophy ''A Coca-Cola sells for pocket change around the world. It doesn't take much to get together a few cents, a few yen, a few pesos, in order to be able to afford a Coca-Cola Company product," remarked Douglas Ivester, chairman and CEO of The Coca-Cola Company, to an audience of securities analysts and portfolio managers last year. The Coca-Cola Company sells more than a billion drinks a day. That's a lot of pocket change. It is the world's largest soft-drink company and the world's most recognized trademark One of the Atlanta-based company's greatest strengths lies in its ability to conduct business on a global scale while maintaining a local approach. Sounds a lot like the global business doctrine preached at Thunderbird. There are other similarities between the two institutions, as well. Coca-Cola is known the world over as a leader in global business-its 160 beverage brands are sold in nearly 200 countries. Likewise, Thunderbird is regarded as the leader in international business education-its 31,000-plus alumni hold positions in leading companies around the globe. Perhaps these commonalties have nurtured the strong relationship developing between The Coca-Cola Company and Thunderbird. 10 THUNDERBIRD 52 131 1999 COHPOH .\TE P.\HT\EHS TALENT POOL. Coca-Cola's single biggest source of talent for finance executives is actually an internal source, its own domestic and international audit staffs, according to Tom McGuire, director of global staffing for The Coca-Cola Company. It has historically sought finance and accounting majors with three to five years experience to fill these positions. "That's kind of our seed bed. It's an entry level into the finance organization, where we bring in a lot of people and end up moving them around the company," explains McGuire, who served as division finance manager of Coca-Cola's Germany operations in the early '90s. "The people that come into the international audit staff travel around the globe for three years on average and really build up a lot of knowledge about the company. The profile for that job is one of high mobility and a sensitivity to international cultures. It's a similar type of person that I've found coming out of Thunderbird, and that's why I believe Thunderbirds have had a lot of success here. Several of them have actually worked on the audit staff in their initial years with us." The latest data shows 55 T-birds employed by Coca-Cola headquarters and its subsidiaries. Many were hired into departments other than audit. (top) In China, school girls line up for a Coke. The company promotes via outdoor signs, sports sponsorships, and television advertising as it works to make the Coca-Cola brand part of China's changing lifestyle. Old word charm meets new world marketing. Some of Coca-Cola's 160 beverage products are delivered in Poland. The company claims 51 percent of the international beverage market share and has products in nearly 200 countries. "I like to be able to hire the right people continuously, as opposed to binge hiring. To do that, you have to manage contacts and build up relationships, and that's hard to do," McGuire continues. "If there is a good example, it might actually be Thunderbird. We have been able to get a continuous flow of good talent pretty reliably over the years. So Thunderbird fits nicely into our hiring strategy in that respect. " SEED MONEY. Beyond recruiting, CocaCola has been a generous financial supporter of Thunderbird. From 1990 to 1995, the Coca-Cola Foundation contributed $115,000 to the domestic diversity scholarship program. This year, the foundation committed another $300,000 to the School to be divided between scholarship programs and a global branding program currently being developed. Thunderbird trustee Paul Oreffice played an integral role in soliciting this recent gift. manager with The Coca-Cola Company. "We consult with them on a variety of issues. What does the marketplace look like? What's the business environment? What are the international, opportunities to grow our businesses together?" In several cases, Coca-Cola has teamed with Thunderbird in these efforts. The company has utilized the School's Corporate Consulting program for several projects, including conducting consumer research for a key client, ARAMARK, that focused on Germany, Canada, the United Kingdom, Belgium, Spain, and Mexico. In Russia, Thunderbird's American Business Center (ABC) and Center for Business Skills Development (CBSD) provided Coca-Cola with assistance in locating facilities for bottling plants, as well as in hiring and training local employees. When Coca-Cola was looking to expand "I've always believed that INCORPORATING OLD AND NEW. into Malaysia and Vietnam a few years ago, it turned to Thunderbird's InterAd program for top-quality, current marketing research and planning. Coca-Cola executives have also been key corporations should support those schools that, in great part, supply them the raw mate- Three Ethiopians. dressed traditionally. enjoy a product Coca-Cola hopes will rial, the talent, the people. So become another tradition when the capital campaign started, I approached Cocain that country. Cola Foundation," says Oreffice, retired chairman and CEO of the Dow Chemical Company and long-time Coca-Cola board member. "The response was very positive from the beginning. It was actually much easier than you'd think. I could tell you I had to twist some arms, but the truth is that it was a fairly easy sell because I had a good product-Thunderbird." Trustee Samir Toubassy, who is president of Oloyan Development Corporation, a company which is affiliated with Coca-Cola throughout the Middle East, also advocated the Coke-Thunderbird partnership. GLOBAL LEADERS. Maybe it has been so easy for Coca-Cola to support Thunderbird, because the two institutions also share their knowledge and expertise with others in the global business arena. Many of Coca-Cola's customers themselves are growing internationally and developing international businesses. Because of the extent to which Coca-Cola has developed and grown its own international business, it can and does serve as a consultant to its customers in their efforts. "Coca-Cola often acts as a consultant to our customers as they go into new parts of the world and grow their business, since we're already established throughout most of the world," says Lance Mcinnes '90, an international marketing speakers at Thunderbird events, including Hector Gorosabel '83, deputy president of Coke Argentina, who just addressed the Thunderbird Global Forum in Argentina. "The Coca-Cola Company's relationship with Thunderbird affords each party some great benefits," says McInnes. "Coca-Cola gains access to well-rounded, highly educated students who have been exposed to a realistic view of how global business operates. Thunderbird gets access to a company that is at the forefront of how global business can and should operate." -Jessica McCann - Refreshing the World Atlanta pharmacist John Pemberton invented Coke in 1886. By 1891 druggist Asa Chandler bought the company and within four years the soda fountain drink was available in all U.S. states; it was in Canada and Mexico by 1898. Chandler sold bottling rights the next year to Benjamin Thomas and John Whitehead for $1. With additional financial backing, these men developed the regional franchise bottling system, creating more than 1,000 bottlers within 20 years. Coke went public in 1919 and soon after began major efforts in advertising and overseas expansion. In the 40s, company president Robert Woodruff decreed that every soldier would have access to a 5-cent bottle of Coke during wwn, and the company received government assistance to build 64 overseas bott.Iing plants during that time. 'l'o<hw, AtJanta-based Coca-Cola Company and its subsidiaries employ about 30,000 people around the world Worldwide, it has two of the three top-selling soft drinks (No. 1 Coca-Cola classic and No.3 diet Coke) and a growing 51 percent of the international market share. The company is also number one in juice products (Minute Maid). Minute Maid represents nearly 10 percent of the worldwide share of juice beverages. Its more thaD 160 brands of beverages are sold ill nearly 200 countries; approximately THUNDERBIRD 52 / 3 / 1999 11 12 THUNDERBIRD 52 131 1999 The Ultimate Win-Win Ingrid Nelson '95 interviews Steve Siao for an internship position at Ernst & Young. She said that being an alumna gives her an understanding that proves invaluable when hiring. I t's a recruiters m-emn during the C"'~ rent labor shortage. More than 80 highlyqualified and eager candidates apply for your position. You screen, then "hire" the absolute best of the best, but you still get to "test-drive" him or her on a real project for three to nine full months before you actually commit. Oh, and forget that pesky 20 percent or so of salary that fringe benefits cost your bottom line. You need not pay benefits during your test drive. Plus, your candidate can start in spring, summer or fall. Welcome to the win-win world of internships. Fifteen Thunderbird alumni recently took advantage of the campus talent pool, recruiting for summer interns as part of the internship event. They joined 21 other hiring managers from 18 companies who screened more than 200 students for 30 types of summer positions during a late February event hosted by Thunderbird's Career Management Center (CMC). The truly interesting thing was that CMC received an amazing 2,433 applications for those positions. Students also showed up en masse for two-hour presentations given by each company. Clearly Thunderbird students are excited about internships-which can now be taken for credit or no credit, paid or, occasionally, unpaid. In fact, they're begging the school and its alumni for more! "I applied for five internships and was selected to interview for one," said Steve Siao, a Taiwanese student who speaks Mandarin, English and Japanese and had worked as a database systems manager for Mazda in Japan before coming to Thunderbird. "I'm changing careers, majoring in finance, and 1 wanted a more solid understanding of the practical aspects of working in the finance field before 1 graduate." Darren Sandberg, who just spent six months with Chiquita in Honduras, offers a veteran's insight. "I think that if more students could really talk to alumni about their experiences on internships, those alumni would actively encourage their CEOs to establish internship programs," he said. "The internship for me and, 1 believe, for the company, was a great mutual exchange. We each had the opportunity to evaluate the other-all while 1 was honing my skills." Despite facing Hurricane Mitch and being shot, Sandberg enthusiastically accepted a permanent position with Chiquita Brands. menced on-campus internship recruitment efforts. Nearly all of those new companies include Thunderbird alumni on their "Forty percent of the sturecruiting teams. dents who take internships are offered permanent jobs by their companies," explained Rana EI-Khatib, director of internship education for CMC. That statistic, plus the fact that internships pay an average of $3,000 per month, may explain why the competition for internships is so keen at Thunderbird. Darren Sandberg spent six "This is the first time Ernst & Young has been here in this capacity, hiring interns instead of grads, and we're looking for as many good candidates as we can get," explained Ingrid Nelson '95 who was one of four Ernst & Young recruiters on campus. "Being a T-bird graduate gives me a unique perspective. I know what months on an internship with Chiquita, then was offered a permanent position three EI-Khatib encourages stu- months before graduation. dents to start early, thor-oughly research the companies and industries they want to intern with, then actively market themselves-just as they would market that company's product. "I encourage people to pursue internships for two reasons," said EI-Khatib. "First, an internship offers an easy, nonthreatening way to get your foot in the skill sets and wealth of talents lie within this school. I also understand what the students are looking for, so I'm serving as a liaison between the two." "T-bird students are a good fit for Ford Sales and Marketing," added John Schuldt '85 of Ford. "They have a different and better perspective than typical door of a company that interests you, then lets you prove what you can do while you're already there. Second, internships let people who are changing fields, say, from marketing to finance , gain some really valuable experience." "Forty percent oj the students who take intern- MBA students on ways to look internally at our own processes and externally at our customers." Schuldt, who had recruited permanent employees on campus for five years, said he now recruits interns as well. Last year, 425 Thunderbird students landed internships. This year, the School is actively encouraging more student-corporate partnerships. ships are offered permanent jobs by their Companies participating in the fair included Dell, Compaq, Eli Lilly, Enron, BASF, Lehman Brothers, Baxter, Hallmark, The Associates, companies. " Rana EI-Khatib "Important employers are becoming more and more aware of the benefits of developing internship programs and then offering T-bird students the opportunity to gain valuable marketplace experience within their companies," explained David Martin, Director of Employer Relations at the CMC. "And, often, it's because our alumni within those companies have helped us encourage them." Those efforts persuaded several permanent position employers to recruit interns at the fair. Three other companies, Abbott Labs, UPS, and Sony/Tokyo, have also com- Applied Materials, Bausch & Lomb, Chiquita, Ford, Platinum Technology, Powertrusion 2000, Honda, Ernst & Young, and Sabre Group. Of those companies, Dell, Compaq, and Eli Lilly each received more than 200 applications for interviews. Representatives from all 18 companies also held general information sessions while on campus to help students better prepare for future internship and full-time position interviews. Thunderbird's intranet site currently shows 91 summer internships and more than 400 job postings. New jobs are automatically posted on-line as they arrive. - illlel'lISl1 ij)s AI 0 Ufo 1I('r> • Internships range between 14 weeks and nine months in dura· tion and may commence during the spring, summer or autumn trimesters. Internships must be project·oriented in nature. • During 1998, 425 T-birds worked internships, more than half during the summer months. • More than 60 percent of 1998 internships were based in the United States. The majority, approximately 40 percent, were in marketing related fields . • Internship options include o credit, 1.5 credit, and 3.0 credits programs, and may be either part time or full time in nature. • Students must complete all 3000- level courses and have at least 12 hours of credit at Thunderbird before becoming eligible for internships. • The average internship pays nearly $3,000 per month. • Forty percent of T-bird interns are offered permanent positions with the company they intern with . • Students may NOT take intern ships AFTER completing 42 credit hours at Thunderbird. • Employers may interview via videoconference, by telephone, or in person. • Employers seeking interns should initiate the process at least one semester prior to the internship. Begin by obtaining the Graduate Management Internship brochure from David Martin at CMC, phone at (602) 9787814; email at martind(Q't· bi rd.edu . THUNDERBIRD 52 131 1999 13 Hurricane Mitch totally destroyed thousands of acres of banana plants like these on a Chiquita Brands-owned Honduran farm. Jason Green '96 had to use SCUBA gear to reach trapped workers on the farm he manages. It will probably take three years to produce enough seed to totally replant " I magine a 200 square mile valley filling up with water. First the water fully completed Chiquita's two-year, fourrotation training course. He had spent those months rebuilding labor relations and improving packaging procedures. He'd also introduced new cultivation practices and limited the use of herbicides. Production was up dramatically. Life was everything he'd dreamed of. Then, everything was gone. "We began re-employing as many work-ers as possible, as guards and cleaning crews, which got paychecks flowing. Chiquita also donated all surviving fruit for local sale." Green used that fruit and his T-bird expertise to help employees set up an entrepreneurial fruit selling operation that earned his people more than $75,000 during the next two months. Chiquita added two cash gifts, sent T-bird intern Darren Sandberg from Honduras to corporises above the plants, then above the roofs, then above the trees. Then everyone and everything-dead and alive-is simply floating on a lake." That's how Jason Green '96 described the experience of having Hurricane Mitch devastate his 1,750 acre Chiquita banana farm and endanger the lives of his 700 employees and their families. "I got three years of experience in three months without aging." Jason Green '96 (left) interviews an internship candidate during rate headquarters to organize a massive emergency outreach effort, Green, who managed a multi-million dollar farm, said Chiquita hired five rescue helicopters from neighboring Guatemala to do emergency rescues and food drops. Although people were trapped on rooftops for days without food or water, Chiquita suffered no human loss of life. Its total Honduras banana farming operation, however, was destroyed. "For the first three weeks, I was totally focused on rescue efforts and survival," Green explained. "Then, complete and utter depression set in. I was concerned about my workers, the local economy, and Chiquita's stunning loss." Green had just earned his farm manager position six months before the hurricane, having success- 14 THUNDERBIRD 52 131 1999 an on-site event Just two years after graduating, Green was managing a 1,750 acre, multimillion Honduran farm with 700 employees, their 3000 dependents, and 450 company homes when Hurricane Mitch struck. Once rebuilt, his state-of-the-art farm will be the most modem in Chiquita's fleet provided loans, and also allowed its farm employees to retain medical and housing benefits while the company rebuilds. Green estimates that rebuilding his farm will take one full year, and that it will take another two years for Chiquita to rebuild all of its Honduran farms. "I probably used more of my Thunderbird coursework and fortitude during the relief effort than I did managing the farm," Green said. "But most of all, it was that deep respect for people and the culture that I learned at Thunderbird which proved absolutely critical in my efforts at keeping the peace during a really explosive time. " • Jason Green may be reached at firstname.lastname@example.com EYE S A H 0 (" :\ J) T /I E \V () I{ L J) T-bird: Mr. Ambassador. how do you handle a major incident like this and what is the latest? Moreno: You tell the truth, explain things, as new facts become known. I have spent a lot of time up on the [Capitol] Hill talking and answering questions. It looks like someone in the guerrilla movement made a very bad choice or that there was confusion in the ranks. Normally when there is a kidnapping, it is for ransom and that is bad Don't call him just a T-bird, call him Mr. Ambassador. He is Luis Alberto Moreno '77, Ambassador of Colombia to the United States since September 1998. Ambassador Moreno was doing a telephone interview for this article on March 5 when he was told that three kidnapped Americans had just been found brutally murdered near the Colombian "Peaceis worth three points of GOP growth in Colombia. border. Faced with a major international incident, Ambassador Moreno politely asked if he could call right back. His staff dutifully followed up, making, then postponing, several interviews as the Ambassador was besieged by the State Department, the Congress, enough. On this occasion, these people were killed which is very, very bad. This was not very bright, especially since President Pastrana had just opened peace talks with the guerrillas. Those talks were the first ever held officially between the Colombian government and the guerrillas in more than three and the news media in search of the latestfacts. Ambassador Moreno personally called to finish this interview on March 12. His graciousness was truly a lesson in diplomacy. 16 THUNDERBIRD 52 /3/ 1999 That means US$3 billion per year." decades of fighting. These killings were also quite harmful in the context in which the United States, through a State Department official, had met with the FARC guerrillas-an avenue now closed to them. Regardless, such an atrocity would have a grave impact on the peace process. The really important thing though is that this is the first time that FARC has taken responsibility for its wrongdoings. Now, justice must be served to allow the peace process to move forward. T-bird: Why is peace so important and how is it connected to economic development? Moreno: Peace is worth three points of GDP growth in Colombia. That means US$3 billion per year. Peace is very critical in that it can free our country from a lot of investor concerns. T-bird: What role do U.S.-Colombia relations play in promoting economic development. especially when incidents like this occur? Moreno: A large percentage of our trade is with the United States and with oil, flowers, and coffee, so a most favored nation status, which President Clinton just recommended to Congress, is quite important. Colombia has not had that endorsement in the last four years. T-bird: How do you deal with foreign companies? Moreno: As for attracting foreign companies, it is rather difficult. American companies will do almost anything for profit except expose their expatriates to danger. I tell them that foreigners are at the lowest risk for danger, since 99 percent of those kidnapped are Colombians, and done in rural areas for ransom in order to fund the insurgency. If you stay in the major cities you are safe. I also remind them that there are 40 million people in Colombia Also, the business climate itself is stable. Colombia has never had a year of negative growth in over 60 years. And, there are major opportunities in telecommunication and, especially, energy since 90 percent of Colombia's energy potential remains unexplored. T-bird: What is the major issue causing unrest and how likely is peace? Moreno: This conflict has been going on for 35 years. Basically, at the time it started, a small group of farmers in Colombia's remotest regions asked the government for assistance in certain areas that the government did not deliver. Now, it has become a very complex situation, and very difficult, like all peace processes. It is a long and winding road that will take patience. However, President Pastrana, has gotten everyone to the table for the first time. Now, they must move forward, establish credibility, and trust. The next phase will be to explore tasks and negotiate. I can't say peace will happen quickly. There is a standoff and people must be able to put all their animosities aside. But Profile CAREER HIGHLIGHTS: • Named Ambassador of Colombia to the United States of America • Partner WESTSPHERE ANDEAN ADVISORS, a US$230 million fund investing in private equity in South America • Chief Campaign Manager for Andres Pastrana, Colombia's president EDUCATION: . 1OOl-Neiman Fellow at Harvard University . 1977 -MIM, Thunderbird, The American Graduate School of International • President of Instituto de Fomento Industrial, the main financial corporation in Colombia, owner of some of the largest state enterprises in the country Management • 1975 - Bachelor in Business Administration and Economics, Florida Atlanta University • Executive producer of "T.V. Hoy," a nationwide nightly news program • Division manager of Praco, a nuijor Colombian importer of agricultural and industrial machinery I believe we have created lasting groundwork for peace to eventually be achieved. T-bird: What is the latest on the earthquake Colombia suffered on January 25? Moreno: The earthquake was devastating and I understand that relief efforts are moving forward. There were more than 1,000 deaths, 4,000 injured and 250,000 left homeless. The earthquake struck a region where 50 percent of the nation's coffee comes from. Seventy percent of that city, Armenia, was destroyed, especially the roads and infrastructure. But, gratefully, most of the coffee crop itself was not destroyed. T-bird: How did you get your current position and what are your main duties? Colombian Ambassador Luis Moreno '77 confers with President Clinton and Colombian President Andres Pastrana at a black tie reception. Moreno and Pastrana were high school buddies. Moreno: I am what you call a political appointee. The new President of Colombia is a friend of mine from high school and I ran his first campaign. I also have his trust and understand what he wants to accomplish during his presidency. Colombia's relationship with the United States has been at an all time low these last four years, so most of my job involves broadening and rebuilding the agenda between our two countries. About 70 percent of my time is spent on drug-related issues. The rest is spent on economic issues and encouraging business partnerships and capital flow into Colombia T-bird: Besides attending Thunderbird, what other U.S. ties do you have? Moreno: I was born in Philadelphia while my father was in this country studying medicine. Unfortunately, I had to give up my U.S. citizenship when I was appointed Ambassador, something about diplomatic immunity. I got my undergraduate degree in business and economics in Florida and wanted to study international studies at either Thunderbird or INSEAD in France, but my French was not too good. So, I studied French and marketing at Thunderbird and, later, was a Nieman Fellow at Harvard. T-bird: Do you still keep in touch with friends from Thunderbird? Moreno: Two especially. One is Brian O'Neill of Chase Manhattan Bank, who was in my class. The other is Victor Echeverria, myoid roommate. • Ambassador Moreno may be reached by telephone at (202) 387-8338 or bye-mail at email@example.com. THUNDERBIRD 52 1 31 1999 17 '. 18 US. News and World Report: Thunderbird #1 for International Business in U.S. For the fourth consecutive year, Thunderbird was named the number one graduate school for International Business by U.S. News and World Report. The March 29, 1999 issue listed Thunderbird in the number one spot followed by South Carolina, Wharton, Columbia, New York University, Harvard, UCLA, Michigan-Ann Arbor, Stanford, and UC-Berkeley. The international business specialty ranking is part of the magazine's annual survey of graduate schools. It is especially noteworthy that the School was rated #20 in reputation by corporate recruiters. Aside from the #1 ranking in International Business, this is the highest national ranking ever achieved by Thunderbird! Thunderbird was also listed in the top THUNDER81RD 52 131 1999 \\. \\. \Y . T - B I H J) . E J) r 50 MBA schools, with a 36th overall ranking. The rankings are based on several criteria, including admissions and placement statistics as well as surveys of institutional reputation among corporate recruiters and business school deans. French Geneva Center Hosts Europe Strategy Conference As a part of the Thunderbird Global Business Forum series, T-bird's French Geneva Center in Archamps hosted the Business Strategies Conference in March. More than 180 business leaders from the banking, finance, and consulting industry were invited, along with all local alumni. John Muse, founding partner of Hicks, Muse, Tate & Furst, one of the largest private equity funds with over $29 billion of leveraged transactions, was a presenter at the conference. James Downing, Managing Director, Head of Mergers and Acquisitions for Europe, Africa and the Middle East at Chase Manhattan pic in London, also spoke. Topics included "Buy and Build in Europe: An Investment Strategy for 2000 and Beyond," "Future Mergers & Acquisitions Opportunities in Europe," and "European Business Strategies and Outlook. " NCA Evaluation Team Impressed The North Central Association of Colleges (NCA) three-person Focused Evaluation Team visited Thunderbird in mid.January. The NC.Ns last comprehensive evaluation, which took place in 1995- 1996, was one of a ten-year cycle of evaluations during which NCA people reviewed all of the School's programs to determine if accreditation was still warranted. John Seybolt, senior vice presi-dent for academic affairs, announced that "the NCA team was very impressed with our School, [and] its programs and progress since the Comprehensive Evaluation visit over two years ago." Passport Ad to Boost Awareness Thunderbird placed a full-page advertisement in the heavily-read March 29, 1999 school rankings issue of U.S. News and World Report. The ad was designed to enhance the School's brand image, and boost awareness among potential MIM applicants. President Roy A. Herberger, Jr. said, "As T-birds, our most valuable asset is our reputation-the world's view of what we are-and what we stand for. To maintain and enhance our reputation ... we've developed this full-page ad ... We wanted to make a statement." The School has also begun a complete brand awareness/marketing campaign. "I hope you like our new ad," Herberger said. "After all, it's your brand." GLOBAL BUSINESS CAREER P T Thunderbird's MulCt orlnlcmatlonal Managemml De1Jft Is the AltemaIiW 10 • Tndltiona! MBA. T-birds Work with Chinese Students Via the Internet Thirty-five Thunderbird World Business students used the Internet to solve statistical problems with students from Wyui University in Guangdong province, People's Republic of China. Professor Richard D. Shortridge taught the Wmterim class, during which, students learned how to solve problems and communicate cross culturally. Desktop video conferencing (DVC) was attempted, but due to still unresolved real time communications problems between the U.S. and China, video success was limited. Textbased sessions worked better, and the class ended with increased awareness on many levels. Alunmi Want Web Contact with School and Peers Approximately 2,000 alumni responded to a recent survey regarding features that should be included in a new, state-of-the-art Web-based Alumni communications system. Responses came from 69 countries, and many respondents agreed that the most useful feature would be an alumni search engine that would allow geographical, class year, industry, and other searches. Respondents also said that they wanted to keep in touch with other alumni through e-mail, discussion groups, and message boards. The majority of respondents felt it was important for them to stay in touch with Thunderbird, particularly through the alumni network. They also see their alma mater as a valuable networking, job search, and professional resource. The School expects to introduce expanded web access in October 1999. Event Brings Asia to Glendale This year's Asia week event was successful thanks to many hardworking students and organizations. The week ran from March 1 to March 5, 1999 and events and speakers spanned the Asian continent. Political dignitaries, business leaders and political scientists participated in specialized discussions that focused on doing business in Asia and global markets. Speakers included The Honorable Qin Hanchang, Chinese Economic and Commercial Consul to the U.S., Ambassador Rajendra Madhukar Abhyankar, Indian Consul General to the U.S., Dr. Norman Neureiter, President of Geneva Students Visit AT&T the Semiconductor Manufacturers France Association, and Yung-Hsiang Chen '74 Director, Commercial Students studyDivision, Taipei Economic and ing at the French Cultural Office in Los Angeles. The week ended with a gala Geneva Center party in the Thunderbird Activity in Archamps, Center which included live cul- France visited tural demonstrations and an AT&T France in Asian food buffet. February. The Corporate Relationships Emphasized Over the past 18 months, Thunderbird has been focusing on a corporate relationship management program to coordinate the relationships between the School's various entities and the corporations that are their key clients. At a recent meeting the following initiatives were listed as being a primary focus for discussion: • Public Policy and Global Warming; • Global Business Ethics; • Global Entrepreneurship; and • Global Brand Development. The activities are in various stages of exploration by corporate representatives, potential donors, administrators, and academic representatives. visit was one of several corporate interactions planned over the trimester for the 59 students. Three AT&T speakers, including two T-bird alumni, covered both Global and European strategies facing AT&T. THUNDERBIRD 52 1 3 1 1999 19 Scholarship Donations on the Rise Last semester, Thunderbird awarded more than $1 million dollars in scholarships to 250 students. Of those students receiving financial aid, approximately 77 percent have loans, 34 percent are on scholarship or grants, 30 percent are involved in work-study programs, and 2 percent are on fellowships. Thunderbird is committed to assisting quality students whenever possible. World Festival Highlights Culture Thunderbird and the City of Glendale co-hosted the third annual WorldPort and Interfest event in March. The event helps break down social barriers by providing a personal view of other peoples and cultures. WorldPort was held on campus and included booths, food areas, and cultural demonstrations designed to give visitors the flavor of distant lands. People could wander from Latin Jazz, to Scottish Pipes, to South African Drums, to a Canterbury Tales reenactment by 16th century Pike men from Glendale's sister city, Memmingen, Germany. Interfest was a separate but conjoined event sponsored by several Thunderbird student organizations. The event provided children with realistic passports and access to booths representing many lands, where native language speakers, often in native dress, stamped passports, and provided geographic and cultural insights. Children also received foreign coins and stamps, and other items that helped the world come alive for them. 20 THUNDERBIRD 52 131 1999 Organizational Changes Armounced The office of Academic Affairs has announced a major reorganization. As a result, John Staczek and Mary Teagarden have assumed two vice president positions. John Staczek, chair and professor of Modern Languages, has become Vice President for Faculty. His duties include facilitating all aspects of the faculty experience at Thunderbird. Especially critical is guiding the development program to focus on such critical issues as school-wide faculty recruiting strategy, faculty performance review, recognition, reward, and incentive systems. The Vice President for Faculty serves as ex officio member of the Thunderbird Academic Programs Committee to help ensure coordination between the various areas of the Academic Affairs area. Two faculty task forces were also established to help the department meet its goals. Olufemi Bararinde, Associate Professor of International Studies, was appointed Chair for the DAS TOR PHOTOS Teaching Excellence Task Force. David Bowen, Professor of World Business, was appointed Chair of the Intellectual Contributions and Scholarship Excellence Task Force. These task forces help the School institute school-wide programs to foster excellence and irmovation in its core activities of teaching and research. Mary Teagarden, Professor of World Business, has become the Vice President for Academic Programs. Her duties include oversight of all aspects of the student's academic experience at Thunderbird, from the initial marketing and recruitment process to the ultimate transition to alumnus status. Critical to this process is establishing oversight for the Office of Recruiting, Admissions and Financial Aid, Academic Advising, Student Activities, Registrar, Career Management Center, and IBIC. The Vice President of Academic Programs serves as ex officio member of the Thunderbird Academic Programs Committee to help ensure coordination between the various areas of the Academic Affairs area. One Third of EMIM Alumni Return Thirty percent of T-bird's total Executive MIM alumni population returned to campus recently for a three-day, life-long learning seminar. That seminar featured a specially-designed global sourcing case study, a multi-faceted technology use update, and country updates provided by alumni who physically work in those locales. Seminar content was selected by an EMIM committee, in conjunction with Barbara Carpenter, who directs that Executive Education program. Carpenter said the Third Annual EMIM Alumni Learning Weekend increased to three days this year, at alumni request, and focused on technology. Participants spent the first day reconnecting with Thun-derbird and learning about key getting up-to-the minute regional busiSchool initiatives, the second day ness updates from peers. hearing about technologyincluding supply chain management software and global sourcing issues, and the third day Executive Education also offers a full range of short- and long-term open enrollment programs for non-EMIM participants. SPEAKERS ON CAMPUS The past few months have seen the Thunderbird campus host several renowned business and political leaders for discussions covering global and cultural topics. Some highlights have included: • Asia Week this year was a phenomenal explosion of expert speakers on the region. To just name a few: The Honorable Mr. Qin Hanchang, the Chinese Economic & Commercial Consul to the U.S., and Ambassador Rajendra Madhukar Abhyankar, the Indian Consul General to the U.S., spoke on "The Big Emerging Markets" on India and China Night. Rick Johannessen, the Managing Director of Greater China and VP for Business Development for AT Kearney Asia-Pacific, spoke on "Economic Projections." Dr. Norm Neureiter, Ph.D., an expert in the Japanese semiconductor industry, spoke on "Negotiating Treaties in Japan." • The Global Issue Forum hosted Rafael Sabat, Chief of Staff, Ministry of Foreign Affairs, Export Promotions Bureau, Chile. Sabat gave an in-depth talk on "ProChile: A Case Study of Export Promotion. " • Modern Languages hosted Dr. Josefa Gomez de Enterria, Professor University of Alcala de Henares, Spain, for an all Spanish talk on the "Importance of Spanish for Business Language Communication." The doctor spoke on two occasions. • The Entrepreneur Club offered an interesting technological speaker, Gary Alpert, Co-Founder and CEO of WetFeet.com Alpert spoke on "Entrepreneurship and the Internet: Starting an Internet Business and Maintaining a Competitive Advantage. " • Europe Week brought Bradley Birkenfeld, Senior Private Banker, Barclays Bank-Geneva, Switzerland, and Hans Ulrich Wegener, Chief Representative, Deutsche Bundesbank for U.S. in New York, for Finance and Banking speeches. • "The Role and Activities of the European Bank for Reconstruction and Development," was the topic Hungarian economist, Dr. Karoly Attila Soos chose for an ITFC hosted discussion. • The British Consul to the Western U.S., Paul Dimond, spoke on Britain's place in Europe and its relationship with the U.S., as well as the complex political and economic realities facing Britain today. • The Norton Lecture Series featured Retired U.S. Army Lt. Col. David Grossman who is one of the foremost experts in the field of human aggression and the roots of violence and violent crime. Grossman, who testified as an expert witness in the Timothy McVeigh Oklahoma City bombing trial, said that violent television shows and video games are desensitizing children to violence. His topic covered "The Ethics of Marketing Violence." Grossman was later featured on 60 Minutes after the Littleton, Colorado school shooting. Latin America Conference Held Thunderbird hosted the 10th annual Association of Academic Programs in Latin America and The Caribbean in February at Glendale. The conference, held in alternate years, attracts participants from the U.S., Latin America and the Caribbean. This year's event focused on experimental learning by placing students in an environment where theory and practice connected. Direct encounters in academic and non-academic settings within the target culture taught participants bicultural synthesis. Consultant Hired to Boost T-bird Brand Image Thunderbird President Roy A. Herberger, Jr. has announced the appointment of John H. Willie as Executive-in-Residence at Thunderbird. Willie is charged with helping the School maximize its institutional marketing efforts and Thunderbird brand name. He comes to the job with a strong background in consumer marketing, having held significant positions in large advertising agencies, and a position as CEO of a midsize agency. During his career Willie has provided marketing services for such corporations as S.C. Johnson, Disney, WIlson Golf, and Borden Snack Group. THUNDERBIRD 52 131 1999 21 22 LET T E H F H () ~I E L S E \V II E H E B _ • King Hussein As director of the U.S. Agency for International Development in Amman, Lewis Lucke '77 attended the February 8 funeral of Jordan's King Hussein. He also hosted visiting world leaders, including the four current and past U.S. presidents who paid tribute to the late king. At Thunderbird magazine's request, Lucke shared his thoughts and personal perspectives with fellow T-birds just days after the emotional event. Jrdan is a counby awash in a profound wave of grief. Today, two days after the funeral of their beloved King Hussein, Jordan's people are only beginning to adjust to and accept the fact that this most human and unique of rulers-the only ruler that most Jordanians had known-is indeed gone. King Hussein returned home last Friday from the Mayo Clinic to die, finally succumbing to his latest bout with cancer after a six month struggle. True to fashion, His Majesty interrupted his treatment in November to be at the Wye River talks between Israelis and Palestinians, speaking eloquently and persuasively for the parties to find a way out of the logjam of petty self-interest-Iending his enormous credibility and presence to the notion that this struggle for real peace was for the children growing up on both sides of this conflict. Inspired, Israelis and Palestinians went back to work. The King's death came only two weeks after his first return home from Mayo, supposedly cured of his lymphoma After riding through Amman to a tumultuous reception standing in a open car in the cold and rain, his fever returned and he was rushed back to the U.S. His next return, also in the rain, was far more somber. His Majesty had come home to die in his native country. It is difficult for people outside Jordan to understand the special relationship King Hussein had with the Jordanian people. He had ruled by instinct and by personality-and though he was more successful in politics than economics-his personal, innate qualities of courtesy, respect, humility, and humanity always shone through. This man connected: to the great and are indelible images in my mind Most of all, the images attest to the profound respect this man had forged with u.s. leadersPresident Clinton had a particularly warm relationship with the King-and the determination of the United States to stand with Jordan in its hour of grief and to provide visible and direct supsmall, world leaders and Jordan's Bedouin tribes, to most Palestinians who sought refuge in Jordan over the years, even to Israelis, and most of all to the regular people of Jordan. I attended His Majesty's funeral, not in my capacity as director of the U.S. Agency for International Development in Amman; rather, to be with and assist former President George Bush, who came for the funeral along with President Clinton, the First Lady, and former Presidents Ford and Carter. The sight of the four Presidents together at the ramp of Air Force One and the picture of them bowing their heads in respect simultaneously before the casket of King Hussein THUNDERBIRD 52 I 3 I 1999 This man cormected: to the great and small, world leaders and Jordan's Bedoum tribes, to most Palestinians who sought refuge in Jordan over the years, even to Israelis, and most of all to the regular people of Jordan. port to the new King Abdullah, 37 years old and the King's oldest son. King Abdullah, educated in the United States and Britain, comes from the military, and by all accounts had no desire to assume the throne until the King removed his uncle Prince Hassan as Crown Prince and replaced him with Abdullah only two weeks previously. Abdullah, personable, smart and with perfect English, has impressed everyone with his performance so far. His wife, Princess Rania, Palestinian by birth, impressive in her own right and a former Citibank employee, runs an NGO that cooperates closely with USAIDI Jordan running a successful microfinance program in southern Jordan. Abdullah, most agree, will be fine, though this is a difficult period economically for Jordan. Economic growth has been stagnant over the past three years, and sanctions against Iraq have deprived Jordan of its largest export market. With only eight percent of its land arable, a population growth rate of 2.8 percent, the direst water situation in the whole of the Middle East, and few natural resources, Jordan has its work cut out on the economic side. Jordan's main problems are, we say in USAID, that they have more people than jobs and are running out of water. Economic reform is needed, such as privatization, accession to the WTO, and a number of other measures to stimulate investment and private sector growth. The United States is working with Jordan on all of these points and more, a measure of Jordan's strategic position and role in the region, our interest in helping assure internal stability, and our desire to help Jordan address its people's economic development needs. The passing of the King and the accession of Abdullah bring focus and impetus to this effort. King Hussein's funeral brought together world leaders from over 70 countries, including presidents, prime ministers and royalty. In my role with ex-President Bush before the funeral began, I witnessed scenes of mind-boggling proportion: the King of Spain huddling with Prince Charles and Tony Blair; President Bush being warmly greeted by adoring Kuwaiti soldiers and the Crown Prince; the Japanese Crown Prince asking to meet with President Carter; Yasser Arafat slowly working his FOUR CURRENT AND way through the room; Jacques Chirac hugging Hosni Mubarak of FORMER U.S. PRESIDENTS Egypt; Prince Abdullah of Saudi JOIN LEADERS FROM OVER Arabia speaking of the need to sup- 70 COUNTRIES IN PAYING port Jordan. FINAL RESPEcrs TO KING Later at an adjacent palace where HUSSEIN, WHO WAS BURIED King Hussein's casket lay in state, for- FEBRUARY 8 IN HIS mer nemesis Syrian President Hafez BELOVED JORDAN. AI-Assad stood speaking with Presidents Bush and Carter while through an open hallway, I watched Israeli Prime Minister Netanyahu and President Ezer Weizmann slowly walk by on their way to view Hussein's casket. President Clinton, obviously grieving, was a major presence in the room. A procession followed King Hussein's fIag-draped coffin to the family cemetery on the palace grounds, following the sounds of bagpipes and drums. Jordanian soldiers lined the way, dressed in the red Hashemite kaffiyah, either holding floral arrangements or formally presenting their rifles. Many were in tears. At the cemetery, the body, wrapped only in a simple white shroud in the manner of Hussein's desert ancestors, was removed from the casket and laid in the ground. Following rifle S volleys from Bedouin soldiers and the boom of cannon, the sim- f. pIe ceremony was over. The leaders filed slowly through an area ~'" beside the cemetery, offering condolences to King Abdullah and "C his male family members lined up beside him. Other sons of ~ Hussein: Faisal, Ali, Hashem, and new Crown Prince Harnzeh ~ stood together. In a meeting with Abdullah, the President afflrmed that the United States would support the King and LEWIS LUCKE '77 GREETS PRINCESS stand by Jordan with tangible assistance on both the military and economic sides. BASMA,THE YOUNGER ffiSTER OF THE It will be a long time before Jordanians do LATE KING HUSSEIN. AS DIRECTOR the inevitable of picking themselves up emo- OF THE U.S. AGENCY FOR tionally and moving on. Support for his son INTERNATIONAL DEVELOPMENT IN is coming from all quarters as could be AMMAN, LUCKE HELPED HOST WORLD expected, and the prognosis for Abdullah is LEADERS WHO ATTENDED THE FUNERAL. a positive one. Jordan will continue to inhabit a volatile and sometimes dangerous neighborhood and must deal effectively with difficult economic challenges; true, its work is cut out. In the meantime, it is time for all of us who live in Jordan-Jordanian and foreigner alike-to contemplate the loss of this most human and special of men who happened to be King. - Lewis Lucke '77 • The views expressed in this article are solely those of the author arul not necessarily of the us. Agency for Internatimwl Development. Lucke can be reached bye-mail at email@example.com THUNDERBIRD 52 I 3 I 1999 23 NON WORKING u.s. Irmnigration Issues Andrew Sagartz '95 Tund.,bITds are lrained to be gIobetrotting business managers. As such, most have faced immigration issues, many as foreign students or workers. My first experience eight years ago with the Immigration & Naturalization Service (INS) was a disaster that resulted in the embarrassing cancellation of my wedding in Japan. Through lack of information, I inadvertently created a situation in which my bride, a Japanese national who first came to the U.S. to study on an F visa, would not be allowed re-entry until the INS approved our application. After our disaster, I vowed to confront the immigration demon, first with law school coursework and then in legal practice, so that I could help others avoid our nightmarish experience. This article focuses upon the most widely utilized non-immigrant visas, represented by the letters of the alphabet, which entrepreneurial Thunderbirds should know. Conditions: The B-1/B-2 (visitor for business/pleasure) visa is the most usedand perhaps the most abused-non-immigrant visa. B-1 business visitors may not engage in productive employment in the US. They are generally required to have an overseas employer and must continue 24 THUNDERBIRD 52 1 3 1 1999 to receive their salary from an overseas source during their temporary visit. Permissible business activities include negotiating contracts, consulting with business associates (this is not the same as engaging in general consulting work), or participating in trade shows, conferences and seminars. The most notable exceptions allowing employment incidental to a legitimate B-1 business activity include: (1) foreign nationals coming to the United States to install or service equipment within one year after the sale if the contract specifically requires such services; (2) visitors who will participate in a US. training program; and (3) members of a US. board of directors. For B-2 visitors for pleasure, employment is always forbidden. /-:-1 T/"{·;I1.\ T";lfll'l's;lIld E-~ Tn';ll,\ III\('sll11's (I': \ IS;I) Conditions: E visa holders are entitled to enter the U.S. pursuant to a treaty between the US. and the foreign national's country of nationality. Not all countries are eligible to confer E-1 and E-2 status on their nationals. For example, nationals of Japan are eligible for both classifications; nationals of Israel for only E-l classification; nationals of Egypt for only E-2 classification; and nationals of Brazil are not eligible for either. For E-l status, the US. enterprise must be engaged in substantial international trade (more than 50 percent) with the treaty country. This includes the direct exchange of goods for money as opposed to trade through an independent trading company or on a commission basis. Trade in services and technology is acceptable. "Substantial trade" is defined as a continuous flow of items, taking into account both the volume and monetary value of the trade conducted. Thus, proof of numerous transactions, although individually small in value, might suffice. Consular officers have vast discretion in determining substantiality and thresholds for developed countries are higher than those for less developed countries. E-2 status is available to foreign investors that have invested substantially in a US. enterprise. "Investment" means irrevocably committing personal funds and placing them at-risk with an expectation of generating a profit. The investment must be "active" as opposed to sitting uncommitted in a bank account. Although there is no minimum dollar amount as to what is "substantial," E-2 status is generally denied if the expected return on investment will only provide a living for the applicant. The type of enterprise and the amount normally needed to commence operations are considered in the determination. Based upon the nationality of the ultimate owners, the U.S. enterprise must be at least 50 percent owned by nationals or corporations having the nationality of the treaty country. The applicant must also have the nationality of the treaty country and qualify as an executive, supervisor or an individual possessing special qualifications which are essential to the U.S. operation. Knowledge of a foreign language, by itself, is not a special qualification. Time Limit: E visas are typically issued for up to five years and can be extended indefinitely as long as the holder and U.S. entity continue to qualify. Sp(I(·jall\ ()("("llP;llj()1\ \\ 'mk('/"s (H-l B \'iScl) Conditions: The H visa classification includes several sub-classifications designed to help employers meet temporary labor needs. The H-IB "specialty occupation" is most frequently utilized. H-lBs have a numerical limit which was recently raised to 115,000 visas but will return to its original 65,000 quota in fiscal year 2002 and thereafter. Some speculate that the current quota will be met prior to the end of the 1999 fiscal year. To qualify as a specialty occupation, the position offered must require a U.S. bachelor's degree or its equivalent. An H-lB applicant must have such a degree, or alternatively, foreign education or employment experience determined equivalent to the degree. Employers are required to complete the Labor Condition Application ("LCA") procedure with the U.S. Department of Labor ("DOL") prior to submission of the petition to the INS. They must also create and maintain documentation in support of the assertions made on the LCA. The documentation must support the assertions that: 1) wages to be paid are equal to or exceed the prevailing wage for that occupation; 2) the position's working conditions will not adversely affect similarly situated U.S. workers; 3) no labor dispute exists at the place of employment; and 4) a notice of the LCA, including a complaint notification, was conspicuously posted for ten days. Thunderbirds should carefully choose legal counsel to assist with the HI-B process. Pursuant to recent legislation, H-IB employers who are dependent must comply with additional displacement and recruitment attestations. A dependent employer is one with 1 to 25 full-time equivalent U.S. employees with more than 7 H-IB non-immigrants; 26 to 50 full-time equivalent U.S. employees with more than 12 H-lB non-immigrants; or more than 50 full-time equivalent U.S. employees with 15% or more H-IB non-immigrants. Both dependent and non-<iependent employers must also document that they are offering identical benefits to both H-lB employees and U.S. workers. Noncompliance with the LCA procedures can result in substantial civil penalties of up to $35,000 per violation, in addition to bars from submitting further applications for a period of up to three years. An additional $500 fee was imposed on petitioning employers at the time of filing an initial petition or extension of stay. Time Limit: H-IB visa holders may ultimately remain in the U.S. for up to six years. Once the maximum stay has been reached, the visa holder must depart the U.S. for at least one year prior to reapplying for H or L classification. T/"<ljl\(I(1 (JI-:j) Conditions: The H-3 trainee visa is used to obtain U.S. training unavailable in the applicant's country of nationality. This classification is most easily granted where a formal training program with classroom instruction and close supervision exists. The training, however, can be developed to accommodate a one-time need or even a "good will" situation. Productive employment must be limited and no U.S. workers may be displaced. TIme Limit: Additionally, foreign nationals who remain in the U.S. for the maximum period of two years must remain outside of the U.S. for at least six months before changing their classification. Illt/";l("(Jlllj l(lll~' Trillls{"(Ij'(I(1 (L-\'js,l) Conditions: L visas are intended to help multinational corporations facilitate international transfers. To qualify: (1) the applicant must be employed by a parent, subsidiary, branch office, affiliate or joint venture of the U.S. petitioner for at least one of the three years prior to the application; (2) such employment abroad must be as an executive, manager, or in a specialized knowledge capacity; and (3) the U.S. position must require an executive, manager, or specialized knowledge individual. The U.S. petitioner must be "doing business," that is, engaged in the regular continuous provision of goods or services. The mere presence of an agent or office in the U.S. is not enough. Time Limit: If the U.S. entity is in existence for less than one year, it is viewed as a "new office" and authorized stay is initially limited to one year, as opposed to a three-year limitation for established companies. Extensions of new office petitions can be problematical if the company has not been successful during its start up. The 1-1 visa for specialized knowledge individuals is valid for up to five years; while managers and executives may remain in the U.S. for a maximum period not to exceed seven years. ('elile\( liilllS & \ i('xicclJ IS ('1'\-1 ) Conditions: Pursuant to the North American Free Trade Agreement ("NAFTA"), citizens of Canada and Mexico engaged in "business activities at a professional level" are eligible for TN-l classification. Generally, the foreign national must possess at least a baccalaureate degree or other appropriate credentials to evidence status as a professional and engage in a limited list of occupations. The entry procedures vary for Canadians and Mexicans. Canadians may present the appropriate documents directly at a U.S. port of entry or a Canadian preflight inspection or clearance station. Documentation includes proof of Canadian citizenship, a letter from a U.S. employer evidencing employment in one of the listed professions/occupations, and evidence of their professional qualifications and/or license requirements. Conversely, applications for Mexican citizens are filed directly with the INS Service Center, requiring formal approval prior to admission. Time Limit: TN-l classification may be issued for one year at a time, but is renewable. The main disadvantage of TN-l classification is that acceptable professions! occupations are limited. Unless the position offered and the applicant's qualifications fit squarely into the acceptable categories, problems may occur. • Andrew Sagartz '95 practices immigration, employment and general corporate law at the firm of Masuda, Funai, Eifert & Mitchell, Ltd. with offices in Chicago and Rolling Meadows, Illinois and Cincinnati, Ohio. Sagartz can be reached by telephone at (312) 245-7500 and bye-mail at email@example.com. THUNDERBlRD 52 13 I 1999 25 Noel "Bud" Robyn has been named Senior Vice President for Executive Education at Thunderbird. Robyn was Director of Exec. Ed. at the University of Miami. He has 25 years of experience in the international divisions of Ralston Purina, ConAgra and Phone Merieux, and speaks four languages. 26 THUNDER BIRD 52 131 1999 ON THE SPOT: School Offers Niche Programs y", T-bird diploma hangs prorrtinendy on the wall of a plush, paneled office you're worked very hard to reach. Your company respects and rewards you. Your future seems secure. It's just that you want something different. Or perhaps, given certain market changes, you're just a little insecure. Or, your prized protege has that secret flaw. Don't worry, one of Thunderbird's executive niche programs can help. "When most people think of Executive Education at Thunderbird, they're thinking about our Executive Masters of International Management program," said Frank Uoyd, vice president, executive education. "The truth is that the EMIM program only serves about 100 executives each year. Our other programs, however, reach about 3,000 per year and account for fully 80 percent of the business we do in Exec. Ed." Thunderbird has somewhat quietly developed a comprehensive series of continuing education classes for busy executives. Those classes meet anywhere from one to 13 weeks and include everything from timely finance, marketing or strategy classes, to industry-specific or consortium programs, to com-n.~~ SdwI'" I---.J ""-_ .."-_".."..-'..".."."..". .'-. .'... ., .-1 _9.-1.6.. •-....•-.... ", .-.. _... ...........- *<>- 50 ,.... of ........... *Ac:clairMd international &why *30,000 alumni in 9.000 -'<oandl.lO......na *WorId-da, leami,. &dUlia *T"I'"....ud pIuuc ad CllleCUtM cducarion ptapaIft$ *0fT0n intipm.l """' ....... cu"aualobol~ *Eduao ...... 3.500-w... and ......... ncry,... Executive Education advertisements like this one are targeted at train· ing and development personnel. The dual purpose ads must recruit key executives by educating corporate leaders about the unique value offered by Thunderbird. By enhancing the perceived value of the Thunderbird brand, the ads also benefit the school's 31,000 alumni. pany-designed customized training packages. Cost is generally about $4,500 per week for standard programs and includes tuition, materials, accommodations, and meals. According to Lloyd, 50 percent of that business involves customized programs, 30 percent serves consortium groups of non-competing firms that jointly explore relevant issues, and 20 percent flows from open enrollment programs. To date, most standard programs are held at Thunderbird, with about 45 percent of executives flying in from other lands, but some 20 programs per year are held in 15 foreign countries. lloyd wants to actively expand those programs during the next five years. "Our programs fit several needs. One scenario is for the business person who changes assignments, going into a differentjob function or country," said Marty O'Toole '96, director, sales and marketing. "The programs are also great when an immediate need arises because of some internal change within a company or when companies lack sufficient in-house resources for international training. In either case, we provide a real-world, applicable solution to the global issues people face." Executives who take programs may also do individual and small group projects that are designed to develop immediately- transferable skill sets. They also gain valuable peer contacts and have the opportunity to discuss specific company problems one-on-one with the professor(s) who teach their course. O'Toole and staff actively market executive programs through direct mail, telephone, and advertisements aimed at training and development personnel, as well as those with global career paths. They also appreciate alumni word-ofmouth help. "Much of our marketing strategy involves educating key worldwide business leaders about the Thunderbird brand, as well as differentiating Thunderbird from other business schools that just happen to have an international program or two," he said. "As executives attend these programs and learn more about the school, they come to better understand the real value of a Thunderbird degree. Often, they return to their company and suggest hiring aT-bird. " • THUNDERBIRD MAGAZINE Volume 52, Number 3,1999 A publication of the Alumni Relations Office of Thunderbird, The American Graduate School of International Management, 15249 N. 59th Avenue, Glendale, AZ 85306-6006 (602) 978-7135, FAX (602) 978-6814 Assistant Vice President for Communication and Editor: Nelda S. Crowell Managing Editor: Lindsey Michaels Contributing Writers: Tina Ashamalla, Rainey C. Christofferson, Lewis Lucke '77, Jessica McCann, Tatiana Poliakova, Klaus Reinisch, Andrew Sagartz '95 Director of Alumni Communications: Lindsey Michaels Communication Secretary: Belinda Gleason Design: Pat Kenny Graphic Design Associate Vice President & Director of Development: Richard Tollefson, Jr. '83 Assistant Vice President of Alumni Relations: Joy C. Lubeck '86 Director of Alumni Events & Operations Michelle Olson Director of New Alumni and Development Initiatives: KirnDouwes Thunderbird Alumni Association 1998-1999 Board of Directors and Officers: Chairman of the Board: Christopher P. Johnson '86 President: Annette A Cazenave '79 Vice Presidents: Catalina E. Cisneros '97, Bruce B. Olson '82, Eileen Parisi '92, Michael L. Stitt '89, Frank D. Zanin '86 Board Members: Beatrice Cueto '87, Suzanne Duvall '95, Marcos R. Garay '79, Beatrice E. Haechler '90, Alexander Kramer '90, Barney Lehrer '89, W. Jeff Martin '90, A Lance McInnes '90, Eileen Parisi '92, Alban Schuele '70, Herman White '86, Micah Joel (TSG President) Secretary: Joy Lubeck '86 Thunderbird, The American Graduate School of International Management is com· mitted to creating a positive educational environment that includes the talent and diversity that exists globally. In compliance with Titles VI and VII of the Civil Rights Act of 1964, Title IX of the Educational Amendments Act of 1972, Section 504 of the Rehabilitation Act of 1973, the Americans with Disabilities Act of 1992, the Family and Medical Leave Act of 1993, and the Age Discrimination Act of 1975, the School does not discriminate on the basis of race, color, national origin, religion, sex, sexual orientation, handicap, or age in any of its poliCies, procedures or practices; nor does the School, in compliance with the Age Discrimination in Employment Act of 1967, amended in 1978 and 1986, and as amended with the older workers Benefit Protection Act of 1990, and the Vietnam Era Veterans Readjustment Act of 1974, discriminate against any employees or applicants for employment on the basis of their age or because they are disabled veterans or veterans of the Vietnam Era. DIRECTORY Alumni Relations (602) 978-7135 (phone) (602) 978-6814 (fax:) e-mail Admissions: johnsor\email@example.com Alunmi Giving: tollefsr®t-bird.edu Alunmi Relations: firstname.lastname@example.com Career Management Center: firstname.lastname@example.com Communication: firstname.lastname@example.com Submissions may be sent electronically to Lindsey Michaels through the Internet: email@example.com; or by fax: (602) 978-8238. Visit Thunderbird at http://www.t-bird.edu THUNDERBIRD 52 131 1999 27 San Francisco Chapter Lives Diversity Drawing from the diversity of cultures and the rich background of the Thunderbird Alumni Network, the San Francisco chapter holds monthly gatherings designed to be both a social activity and an informative evening. Evenings include speakers on such diverse topics as regional traditions, foods, customs, art, literature, music, etc .. . The first Cultural Night was held in the home of Mabtab Beheshti, who spoke on the subject of Iran. Since then topics have included TUrke~ Thailand, Ecuadorand "making of American food night. " Shelley and John Walker '78 (right) discovered Robert Stevens '70 and his family at the Tango Mar Beach Resort. Tambor, Costa Rica, last Christmas when John noticed the T-bird tee shirt Robert's son was wearing. C 11 .\ PTE H S You Are a Thunderbird Alumni Association (TAA) Member An Thunderbird MIM, EMIM, and MIMLA graduates become automatic members of the Thunderbird Alumni Association (TAA). They don't have to register. Because of these, T-birds don't seem to realize tllat they are part of the Thunderbird Alumni Association. Created in the mid-I980s, the TAA has become more organized and active in recent years. Elected leaders will represent four Regional Councils-Asia, Europe, Latin America, and North America 1\vo representatives from each council will also represent their region on the Global Board, which is over-seen by Joy Lubeek '86 Avp, alumni relations. The Thunderbird Alwnni Association is clwged primarily with creating more and higher quality linkages between the School and its 31,000 alumni throughout the world. It seeIcs to better spottight their accomplishments It also strives to keep School administrators inbmed about alumni needs. "In the pest, we've had. T-hiRIs netwodebtg "1''''' tbroUgbouttbe~ but we didn't 8e& tormal., b'ahBmdw-.. 28 THUNDERBIRD 52 131 1999 Salt Lake Building a Better Chapter The Salt Lake Chapter is working to build a better chapter by addressing the needs of its members. Vivian Jones '95 and Michel Benitez '96 are seeking the input of current Salt Lake Alumni to shape the future of the chapter. A questionnaire was sent out in the last newsletter asking such things as highlighting favorite events, initiating an annual dues plan to pay for chapter activities and leadership potential. The Salt Lake Chapter hopes to tailor its club for better participation and networking opportunities with survey results. Sami Jalai '79 and John Cook '79 reunite in Bahrain. Jalai talked Cook into studying Arabic when they first arrived at Thunderbird. Jalai is Director of his family's business, Mohammad Jalai & Sons, which represents international companies in Bahrain. Cook has his own investment business, W.J. Hopper & Co. ltd. in Switzerland. It was the first time the two had visited in 19 years. CTAA Website Links Chicago to the World All T-birds now have a quick and easy way to access events in the Chicago area. Thanks to the efforts of Mike Muth '86, the Chicago chapter and any T-birds visiting Chicago can network on-line as well as in person. The website located at http://www. bigfootcoml-cgotbird is now up and running and new infonnation is being added all the time. Currently visitors can access basic infonnation including contact infonnation for the chapter, 1999 board members and events for 1999. Latin America Chapter Key to Road Show's Success Bob Garrison '61, Ricardo Smith Estrada '93, Fernando Ferre '94 and Bea Cueto '87 in Argentina, Tripp Sickler '95 and Nick Walker '98 in Chile, and Russel Evans '95, Ricardo Mirando Silva '89 and Claudia Brun '95 in Brazil, helped make the March Latin American Road Show a resounding success by integrating "First Tuesday" and other aspects of the "T-bird network" to promote the event to local alunmi. The turnout in each country was great and the success overwhelming for Thunderbird's International Trade Finance Center's Global Forum event. T-birds from around Latin America had an outstanding opportunity to meet each other in an infonnative and thought provoking environment. European Alurrmi Hit Barcelona For Reunion June 3 to 6 will see the peaceful streets of Barcelona, Spain teeming with Thunderbird Alunmi from around Europe in this year's Gala Reunion. The event planned by alunmi Sharon de Alwis '87 and Yolanda Bassat '90 will coincide with the Global Forum presentation of "Global Brand Marketing," on June 4. The reunion will include a Gala Ball and door prizes donated by ClubMed and Delta Airlines. Eight T-bird alumni who work for the American Soybean Association gathered at a recent industry conference. They are from back row, left: Rick Row '79, Cyprus, John Lindblom '74, Singapore, Jim Echle 72, Toyko, Tom Brennan 79, Vienna, Jim Hershey '84, st. Louis, (front row from left) Craig Ratajczyk '9S, St. Louis, Chris Andrew '97, Instanbul, and Phil Laney '71, Beijing. Finland Has New Chapter Leader The Finland Chapter has been revitalized with the election of new chapter leader, Phillip Matthi '75. The group meets in Helsinki, and soon plans to incorporate more elaborate meetings with local T-birds to exchange thoughts, ideas and friendship. All Finland alunmi are encouraged to contact Matthi for updated infonnation at e-mail: firstname.lastname@example.com. Forum 2000 Takes on Phoenix Dr. Robert Conklin '91 is the founder of the Phoenix Chapter's Forum 2000, whereby speakers with topics concerning the new millennium. The first series took place on February 27 in Scottsdale where the Rev. C. John McCloskey discussed "Truth and Faith in the Marketplace in the Third Millennium. ' Ahmet Toygar '77, Assistant General Manager for TAT Conserve, a company that is among the five most recognized brands in Turkey, meets with current student Humberto Faraco, of Mexico, who was in Turkey doing research for Sunkist as part of an InterAd project. Erol Moran '63, Chairman of Ogilvy & Mather in Turkey also met with InterAd students. • Class NetwortciI'9 ~No""'" • Thunderbird Balloon 0assIc • Tee-Bird Masters golf tournament • 3rd Annual International Graduate Business School Rugby Invitational • T-bird Tennis Tourney • Campus Tour • Gala Reception and Dinner Dance Sunday, November 7 • Thunderbird Balloon Classic • 3rd Annual International Graduate Business School Rugby Invitational • Farewell Brunch THUNDERBIRD 52 /3/ 1999 29 '47·'59 Alfred G. Eriksson '47 started a business dealing with prints and maps. He lives in New York City. Wilbur Robert Marisa '47 translates for the North American Trentini Tyrolean Association, and advises H.&J. Export Co. of South Africa He lives in Ventnor, NJ. Henry C. Wbiting, Jr. '47 retired from Texaco and eJ\joys living in Daytona Beach, FL. Chester (Chet) Beaman '48 retired from 23 years in the U.s. diplomatic service and 22 years as a management consultant He lives with his wife, Mary, in Alexandria, VA and has 2 children and 7 grandchildren. Donald J. Lenertz '48 has retired after 57 years in business and the military. He and his wife, Dorothy, live on a 35 acre country site. Joseph Bender '50 is leisure manager with Travel Pros in Dallas, TX. James W. Clarke '50 retired ten years ago. He has visited over 20 countries and lives in Ocala, FL. Robert M. Frehse, Jr. '50 is executive director for the Hearst Foundation. He had been with Citibank overseas for 24 years. He lives in Bronxville, NY. Harry G. Hovey '50 has retired and lives in Montecito, CA. Barker D. Bates '51 celebrated his 88th birthday in October 1998. He and his wife, Marjorie, live in Longview, WA. Corinne (Hohn) Milton '51 works for the University of Arizona and as a real-estate investor. She lives in Tucson, AZ. Roy C. Strom '51 and his wife, Eva,live in Cloverdale, CA in the winter, and in Eugene, OR in the surruner where his 3 children and 7 grandchildren live. Richard Johnson '52 was featured in the NovemberDecember 1998 issue of Harvard Magazine. He is an associate in malacology at Harvard's Museum of Comparative Zoology. He resides in Chestnut Hill, MA. James Valentine Kauft'man '52 operated feed lots in Queretaro, MexiCO, but is now retired. He lives in Mexico, where his three children and nine grandchildren are. Clarence R. O'Neal '52 is retired and lives with his wife, Tamara, in the Vienna Woods in Austria Ray Voisard '52 is a professional artist in Northern California. He and his wife, Dorothy, live in Hopland, CA. Benson I. Hattem '53 has retired from the San Francisco Redevelopment Agency after more than 40 years of public service. He is known for his fight against discrimination. H. R. Harris '54 is retired from DuPont E.I. de Nemours and Co. as a manager, export sales. He resides in Jacksonville, FL. Dale L. Sheets '55 is retired and has traveled around the world. He lived in Brazil for seven years. He and his wife, Lourdes, live in Sunnyvale, CA. Robert (Bob) Milton Cottam '56 is brand marketing manager with River City Petroleum, Inc. He lives and works in West Sacramento, CA. Virgil F. t · PI>.\TES - - Carlson '57 retired from Coldwell Banker Richard Smith. He lives in Georgetown, TX. Jerome Firsty '57 owns Firbeck Inc, an office and school supplies company. He has no plans for retirement and lives with his wife, Ruth, in Santurce, Puerto Rico. Parker McLaren '57 has retired and lives in Brunswick, ME with his wife, Barbara Joaquin Gil del Real '58 is retired, but serves as director of Patronado Panama Viejo, trying to safeguard ruins of Panama Viejo. Juergen R. Goldhagen '58 has retired and lives in Sleepy Hollow, NY with his wife, Suzanne. David G. Hogan '58 retired from Mercy Hospital as manager/plant engineer and now lives in Houlton, ME. James A. Magoun ITI '58 is a certified public accountant in Maumee, OH. L.T. Osborne '59 has retired and lives in Southern California '60·'69 William S. Poston '59 retired as international sales manager of Daniel Products Company. He currently resides in New York City. Eugene (Gene) Miller '61 is chief of party for a USAlDlNicaragua project that assists associations and small farmers hit by Hurricane Mitch. Ralph G. Hanning '62 is broker/ owner of Prudential Hanning Realtors. He was just elected Tennessee Association of Realtors 1998 Realtor of the Year. He and his wife, Maureen, live rna. frtestYIe relay. in Hendersonville, TN. Theodore F. (Ted) Ryan '62 is president of Longevity Concepts Corporation in Dallas, TX. Lawrence W. Knapp '63 is self-employed and lives in Morro Agudo, Brazil. D.K. Lutz '64 is working in the Office of Ingpector General at the U.S. Department of State. Garry S. Moore '64 is self-employed, offering export marketing assistance to small companies in Sweden. He and his wife, Berit, reside in Harnoesand, Sweden. Joseph Nawrocki '64 retired and became an international courier, giving him the opportunity to travel the world for little or nothing. He also operates a consulting business. Douglas B. Cool '65 has retired and lives in Carpinteria, CA. George M. Dykes '65 is director for major donor and government relations with Mercy International USA, a non-profit organization. He lives in Alexandria, VA. Robert W. Gowland '65 is regional sales manager with Goodyear Tire & Rubber Co. He and his wife, Mary, reside in Chagrin Falls, OH. Lawrence Prager '65 is sales manager, Asia Pacific for GSI International in Fallbrook, CA. GSI supplies technology, mechanical devices, and steel structures for grain storage. Franco Michelato '66 is a research officer for Touring Club of Italy in Milano, Italy. George R. Mueller '66 owns Mueller and Mctntyre began swimming In high school and continued this pursuit as a student at DetroIt: IristItute of Technology. At the • of 35, he joined the US. Masters Swimming Assodation-a member of Federation Internatlonale de Natation Amateur, which is the International organization that governs aquatic sports. Mcintyre is a member of the Gold Coast Maters Swimming Team, and is currently planning to take part in the next U.S. National Championship this summer in Minneapolis, Minnesota. Mcintyre credits his education at Thunderbird as a major ingredient of his professional success, including his career as an International Marketing Director for Seven Up, Inc. He resides in Miami, Florida and now works in the field of commercial real estate. 30 THUNDERBIRD 52 I 3 I 1999 Associates in Boca Raton, FL. Mack B. Shaw '66 had his own restaurant business in the Canibean for the past 30 years. He retired in 1994 and resides in Tortola, British Virgin Islands. Ralph D. Ferguson '67 is a sales manager with British Telecom in Fullerton, CA. David G. Fisher '67 retired after teaching 28 years at the International Education Center in Tokyo, Japan. Gary J. Gwizdala '67 is general manager, customer support with Panasonic in Torrance, CA. Richard E. Ragsdale '67 retired as chairman of Community Health Systems, Inc., which he co-founded in 1985. He and his wife, Anne, live in Nashville, TN and became first-time grandparents in February. Richard R. Austin '68 is a strategy planning manager with EDS (Electronic Data Systems) Corp. He lives with his wife, Lisa Ann (Belsito) '83, who also works for EDS in Plano, TX. Ernest F. Koch '68 is a consultant with Nordberg Sales in Milwaukee, WI. Richard C. Krunun '68 has spent 30 years with Banque Nationale de Paris in New York City and s assistant vice president, operations - payment services. He plans to retire in January 2000 and return to his hometown of Missoula, MT. B. Allen Lundy '68 is president, ACM International in Muntinlupa City, Philippines. David R. Mcintyre '68 is a competitive swimmer with the U.S. Masters Swimming Association. He and his team recently set a new world record for the 200 meters free style relay and the 200 meters medley relay for men over age 50. He lives in Miami, FL. John W. Unruh '68 is director of sales and marketing with The Military Beat, a magazine for the Puget Sound region. He lives in Everett, W A. Brian GauIer '69 is program coordinator, export development program with the Outreach and Extension office of the University of Missouri and Lincoln University in Columbia, MO. Timothy R.H. Jones '69 is international marketing analyst with John Deere Consumer Products in Charlotte, NC. Thomas F. Krill '69 is international training manager with Clark Material Handling Co. He lives in Lexington, KY. Michael O. Murphy '69 is a consultant in Rio de Janeiro, Brazil. Sanford J. Stone '69 retired from the Department of Defense after 31 years of service. He is a consultant to the U.S. State Department in the Bureau of Latin American Affairs and lives in Alexandria, VA. James L. Wtlson '69 is senior vice president and chief operating officer with First Data Bank, Inc. He lives in Los Altos, CA. '70·'73 Christopher J. Barltrop '70 is senior program manager with Chemomics International. He resides in Oakton, VA. Lynne Towle Cumming '70 is marketing director with the Larson Group in Colorado Springs, CO. Oliver G. Jakob '70 is business manager for the Windsor Northwest Supervisory Union, a conglomeration of seven public school districts. He lives in Fairlee, VI'. Robert J. Kerner '70 is a labor relations/safety division manager with Caterpillar Inc. John Murphy '70 is CEO of Jennett Investment in Corona Del Mar, CA. Gus Nixon '70 is director, ocean imports with Circle International in Irving, TX. R. Mason Truluck '70 left Standard Communication Corp. in 1994 to start a satellite and cable TV equipment company named Digitrans, which supplys products to major broadcast networks and cable companies. He lives in Huntington Beach, CA. Oscar B. Cerallo '71 is president and founder of Tops and Bottoms Internacional, C.A., the exclusive licensee for Levi's jeans and related products in Venezuela He and his wife, Elizabeth Garcia, live in Caracas, Venezuela Dave C. Dreblow '71 obtained a real estate brokers license to combine a career of real estate, relocation, and mortgage banking all under one umbreUa Jon Dwinell '71 is director of international credit for Paccar Financial in BeUevue, W A. He spends much of his time working in Mexico. Dr. Stephen J. Johnson '71 is a clinical neuropsychologist and a clinical assistant professor of rehabilitation medicine at Emory University School of Medicine in Atlanta, GA. He and his wife, Marianne, live in Atlanta, GA and have two children in coUege. William H. Murphy '71 left HealthSouth Corp. to start his own company, Nationallmaging Affiliates. He and his wife, Renee, live in Dallas, TX with their four children. R.C. Russell '71 is an audit manager with the Federal Deposit Insurance Corporation in Dallas, TX. William L
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