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SAUDI ARAe>IA &AHRAIN QAl"AR 2 Risk vs. Reward For multinational companies operating in the Middle East, risk management has special significance. Alumni working in Iraq share their thoughts on the opportunities and risks associated with doing business in one of the world's most controversial regions. On the Cover: Businesses operating in the Middle East have to consider the trade-offs - the balance between risk and reward. Just how much risk is worth the potential pay-off? Left: Crowds and cars compete for space in a street market near the Central Bank of Iraq in Downtown Baghdad on May 29, two months after the Iraq war was initiated. Photo by Thomas Hartwell, USAID. Competitive Edge More than 80 percent of alumni who participated in an online language and culture survey said that foreign language skills provided them with a competitive career advantage. 12 5-Year Roadmap Thunderbird's strategic plan draws upon the School's international heritage, emphasizing global expansion, diverse programs and a growing emphasis on working professionals. 15 Flying High F-16 fighter pilot Luis Villanueva '02 soars to new heights in his position with Florida-based Marsh Inc. 16 An Ounce of Prevention Tony Young '03 learned the value of having overseas medical and travel assistance coverage and urges traveling T-birds to do the same. 18 Relishing the Rewards T-birds share their passion as corporate citizens, leaving lasting imprints on the communities and initiatives they touch. 20 Creative THINCing Student-led think tank provides out-of-the-box solutions to corporations worldwide and organizes an event to crown the most innovative MBA team in the world. 26 Emerging Global Leaders Thunderbird's Executive Education programs prepare working executives for the rigors of international management. Center spread • Report to Investors 28 T-bird News 34 Network News 41 Cl ass Updates THUNDERBIRD MAGAZINE Volume 56, Number 1, 2003 A publication of the Marketing and Communica tion Department ofTIlllllderbird, TIle American Graduate School of International Management, 15249 N. 59lh Avenue, Glendale, AZ 85306-6000 INTERIM DIRECTOR, MARKETING AND COMMUNICATION DEPARTMENT Susan Coffrolh ACTING EDITOR Melissa Crytzer Fry CONTRIBUTORS Bealrice Bernescut '90, Silvia Cannagnani, Susan Coffrolh, Nelda Crowell, Melissa Crytzer Fly, Kristen Jarchow, Terrie LoCicero, Jessica McCann, Steven Misshu la '99, Merry Montgomery, John Staczek, Cheryl Sweel DESIGN Pat Kenny Graphic Design VICE PRESIDENT FOR INSTITUTIONAL ADVANCEMENT AND DIRECTOR OF DEVELOPMENT Richard Tollefson, Jr. '83 ASSISTANT VICE PRESIDENT OF ALUMNI RELATIONS Anne-Marie Nelson '95 (EM IM) Submissions may be emai led to Susan Coffrolh at email@example.com; or sent by fax to (602) 978-7626. Thunderbird is the oldest graduate management school in the United States focused solely on preparing international business leaders. Ranlled among the best in the world by U.S. News and World Report, Wall Street Journal and Business Week tile School offers a unique curriculum t.hat emphasizes cross-cultural communication, language and world business sliills to compete in today's global economy. More tlwn 33,000 men and women in .139 different countries have graduCl ted from Thunderbird since 1946. Thunderbird is accredited by AACSBInternational Association for Management Education, the North Centl"lll Association for Colleges and Schools lind the European Quality Improvement System (EQlIIS). VISIT THUNDERBIRD AT www,thunderbird.edu PRESIDENT'S MESSAGE I f- ~ ::; z 'o" I Z Z ~ Stepping up to the Challenge The ability of people and their organizations to react responsibly in the midst of difficult situations is a topic that has fascinated scholars for hundreds of years. The global society we live in continues to deliver challenges to all of us at an increasing rate. The Thunderbird community has shown a tenacity and spirit of strength characteristic of the School's rich history. In the midst of a challenged economy, the SARS epidemic, global political unrest and shifting demographic trends, we have had to deal with the effects on enrollment, our alumni and our general business situation. Such challenges have energized the Thunderbird community, creating an almost palpable excitement in the air. Students have revived campus clubs, sponsoring national and global events that are attracting international corporations, alumni and guests to campus by the hundreds. Faculty and staff have devoted countless hours to their work, resulting in top rankings in U.S. News & World Report and The Financial Times. A new Center for the Cultures and Languages ofInternational Management will begin operations in the fall, thanks to the generosity of Sam Garvin '88 and his wife, Rita. The School also accepted its largest enrollments in the Global MBA for Latin American Managers and Executive MBA in International Management programs in history. These accomplishments parallel the School's strategic direction and 5-year plan, which Board members approved in April and I share in this issue. And, finally; Thunderbird's generous volunteer and financial supporters - alumni, friends, corporations, foundations and government - have raised the bar, even during these troubled financial times. New financial commitments to the School during 2002-2003 totaled more than $11 million - a 180 percent increase. In appreciation, we recognize your contributions in our Annual Report to Investors. As we ride this wave of optimism during challenging times, I look to the future with excitement and promise, knowing that our constituents rise to the occasion under high-pressure situations. SAUD' ARAe>t A ~AHRAIN QA'fAR .M ID D :E BY JESSICA M CCANN • REWARD Contemplating the Trade-Offs of Conducting Business in the Middle East dentifying known hazards, anticipating unforeseen disasters and safeguarding your company and your employees against all of them. It's the . definition of risk management, and it's an integral part of any business. For those businesses operating in the Middle East, however, risk management has special significance. That's because you also have to consider the trade-offs, the balance between risk and reward. Just how much risk is worth the potential pay-off? There are two distinct types of risk management. One deals with financials - credit risk, market risk, operational risk. These variables can be calculated, measured, analyzed. The other type of risk management deals with unexpected or accidental losses. It's more a matter of safety and security, and that is measured in a somewhat different way. "Even after seeking the opinions of experts and attempting to quantify the threats facing a business, the decision to enter any particular geographic area depends greatly on the managds own gut feelings," said John O'Connell, a Thunderbird professor of international insurance . and the c.v. Starr Chair in International Risk Management. "How much risk, how much responsibility, do you want to take on?" What sort of gut feeling does the average global executive get when contemplating business risk and the geopolitical turmoil in the Middle East? Queasiness, it would seem. According to a survey released by the World Economic Forum in June, business confi-dence continues to be deeply affected by the global geopolitical situation. The survey found that of the one-third of businesses that had put investment plans on hold since the Iraq war, 75 percent still had not restarted investment; and 30 percent overall are pessimistic about the future business outlook. Many T-birds, on the other hand, appear to have iron stomachs. In an informal alumni opinion poll conducted on My Thunderbird (MTB) in July, slight- o ~ Iy more than 80 percent of ..i respondents believed the poten- ~ tial rewards for multinationals ~ z operating in the region are u:l I- greater than the potential risks in ~ at least a few, if not most, Middle - East countries. (See Risky Business? sidebar on page 5 for more results of the opinion poll.) Take Iraq. Some T-b irds believe so strongly in Iraq's potential that they're working in the country as expatriates, despite the potential risks involved. Lewis Lucke '77 is the United States Agency for International Development (USAlD) mission director in Iraq. "We're getting people mobilized and into Far left: A U.S. Army sergeant guards the entrance of a computer center at Iraq's Ministry of Finance to prevent possible looting (May 30). This page (left): As life regains a sense of normalcy, an Iraqi man sells watermelons at a roadside stand in central Baghdad. Above: Iraqi children at Basra International Airport water treatment facility. FALL 2003 THUNDERBIRD MAGAZINE Clockwise from top: Lewis Lucke '77 outside the Coalition Provisional Authority headquarters in the former Iraqi Republican Guard Palace in Baghdad. As vice president of crisis management for AIG, Diane Borden '92 traveled throughout the world, including many countries in the Middle East. Here, she visits a Syrian mosque wearing a traditional burka and scarf, demonstrating her respect for the local customs of the community. Randy Jackson '97 (wearing a white hardhat) is pictured on location at Baghdad International Airport. He is on assignment with the Bechtel Corp. working on USAID projects to reconstruct Iraqi infrastructure. Opposite: Pictured in South Kalimantan, Indonesia, Steven Moore '00, a program officer with the International Republican Institute (IRI), spent the last year and a half working there to help foster democracy. Moore and IRI co-workers are now helping to bring democracy to Iraq. the country as quickly as we can," said Lucke, who has been working on reconstruction plans with his team since October 2002, when the conflict in Iraq began to appear imminent. The USAID Iraq program began operations in Washington, D.C., then moved to Kuwait in January. Today, about 50 staff members are headquartered in Baghdad, with smaller hubs operating in Mosul in northern Iraq and Basra south of Baghdad. Roughly 350 contractors and grantees are also in the country working to provide humanitarian and reconstruction assistance to the people of Iraq - to encourage growth, support democracy, and restore health and education systems. "It has been challenging, but we are getting a lot done and we have an awful lot of cooperation from the Iraqis," stressed Lucke, whose 24- year career with USAID has taken him to Tunisia, Mali, Haiti and Jordan, among other countries. "The success of our program really depends on being able to make it an Iraqi program," he said. "We want Iraq, with all its advantages, to be able to take its place in the world as a peaceful and productive neighbor in the Middle East," he said. "It's a group of talented, smart people who are striving for something better for themselves and their kids. I know that sounds sort of 'pie-in-the-sky; but it is the truth." Steven Moore '00, a program officer with the International Republican Institute (IRI), agrees. COUNTRY SNAPSHOTS 4 UNITED ARAB EMIRATES (UAE) The UAE's per capita GOP is not far below those of leading West European nations. Its generoSity with oil revenues and its moderate foreign policy stance have allowed the UAE to playa vital role in the affairs of the region. Populat ion: 2.5 million Literacy rate: 79 % Per capita GDP: $21.100 Key industries: petroleum, fishing, petrochemicals, construction materials Export partners: Japan 30%, India 7%, Singapore 6%, South Korea 4% THUNDERBIRD MAGAZINE FALL 2003 "I think that Iraq is one of the countries with the most promise in the Middle East," he said. "This is a time of great opportunity for Iraq. The international community is focused on helping them develop, and they have tremendous natural resources. It will be interesting to see what they do with this time as a people." The IRI is a nonprofit, nonpartisan organization dedicated to advancing democracy, freedom, self-government and the rule of law worldwide. It has active programs in more than 50 countries. Moore spent the last year and a half working with the IRI in Indonesia to help bring democracy to the country. After his successes there, he has turned his sights to Iraq. Moore is based at IRI's Washington, D.C., offices and took his first data-gathering trip to Iraq in August. He is eager to set up shop in Baghdad and begin working with the local community. The short-term business opportunity in Iraq is significant. The USAID reconstruction budget is expected to total more than US$2.4 billion, with total reconstruction estimates ranging from US$20 billion to $85 billion. According to federal law, USAID contracts must be awarded to American firms, but the subcontracts are open to bids from companies around the world. And the need is diverse. A request for proposal (RFP) in June sought to foster economic rehabilitation and reform. Among the top contenders are companies such as Booz Allen Hamilton, a global leader in strategy and technology consulting; Deloitte & Touche, one of the nation's leading professional services IRAQ The country's future is dependent upon the pace of reconstruction, the lasting commitment of the international community and the fortitude of the Iraqi people. Humanitarian need and damage to infrastructure as a result of the conflict have been far less than originally feared. Yet, significant political, economic, humanitarian and security challenges certainly exist and will remain for some time. Population: 25 million Literacy rate: 40 % Per capita GDP: $2,400 Key industries: petroleum, chemicals, textiles, construction materials, food processing Export partners: Un ited States 60%, France 8%, Netherlands 7%, Italy 6% firms; and IBM Global Services, an information technologies pioneer. Other RFPs seek programs to expand agricultural productivity; to improve the primary, secondary and higher education systems; and to provide medical supplies and health services and training. Other bright spots are on the horizon in the Middle East, as well. Jordan's membership in the World Trade Organization (WTO) in 1999 and its subsequent free trade agreements with the United States and the European Union (EU) have helped boost trade by hundreds of millions of dollars and created thousands of new jobs in the country. Negotiations are under way between Morocco and the United States for a similar free trade agreement, and talks with Bahrain are likely to begin next year. In addition, Saudi Arabia, Lebanon and Yemen are negotiating at the WTO for membership. It all adds up to increased trade and increased opportunity - for local and multinational companies alike. Despite the promising economic and political reforms that have begun to take shape in the Middle East, however, the region is sti ll riddled with risk. "It's a tough neighborhood, no matter what you do," said Lucke. "You can have policies and perfect approaches, which really don't exist yet in very many places here, and you're still going to have some of the problems that are rooted in the religious conflict and the territorial disputes." It is certain that violence and conflict have a negative influence on trade and foreign investment; and that influence extends far beyond the conflict-ridden countries themselves, spilling over to all of their neighbors. Continued on page G I / . QATAR In 2001, Qatar resolved its langstanding border disputes with bath Bahrain and Saudi Arabia. Oil and natural gas revenues enable Qatar to have a per capita income not far below the leading industrial countries of Western Europe. Population: 800,000 Literacy rate: 80 % Per capita GOP: $21,200 Key industries: crude oil production/ refining, fertilizers, petrochemicals, steel reinforcing bars, cement Export partners: Japan 43%, Singapore 8%, South Korea 6%, United States 4%, UAE 2% Unemployment rate: 2.7% Editorial note: "Snapshot" statistical data obtained from 2002 World Factbook. Same unemployment information was not available. RISKY BUSINESS? T-birds Don't Think So Many T-birds are optimistic about the rewards of conducting business in the Middle East, according to an informal alumni opinion poll conducted on My Thunderbird (MTB) in July. Slightly more than 80 percent consider the potential rewards to be greater than the potential risks in at least a few, if not most, Middle East countries. Furthermore, nearly 80 percent of respondents believe that, compared to doing business in other regions of the world, the level of risk for multinational companies operating in the Middle East is either "about the same" or "somewhat higher." About 17 percent deem the level of risk to be "much higher" in the region. What countries hold the most potential? Iraq, Turkey, Jordan, Qatar and United Arab Emirates (UAE) were among those noted most frequently. Angelina Sarah '02, a citizen of the United States who was born in Syria, wrote, "My general opinion is that Syria and other Middle Eastern countries are an untouched market by most U.S. businesses. The Europeans have been taking advantage of that for A .. d fi d many years." maJonty ... i enti 'e A majority of respon-resolution of the Israeli- dents (68 percent) I identified resolution of Pa estinian conflict as the the Israeli-Palestinian most critical issue in bringing stability to the region, far outweighing terrorism, expanding free trade and rebuilding Iraq. conflict as the most critical issue in bringing stability to the region, far outweighing the issues of fighting terrorism, expanding free trade and rebuilding Iraq. Several respondents also added democracy to the mix, citing the need for transparent governments and fair legal systems in bringing stability to the Middle East. Mark Fritz '02, a trade marketing analyst working for Philip Morris International in Tokyo, believes opportunity in the Middle East is greater than the risk. Yet, regarding stability in the region, he wrote, "It won't be for at least a generation until those in power move away from Islamic conservatism and begin to integrate Western culture. Then change can occur." More than 60 alumni responded to the online poll during a two-week timeframe. Almost three-fourths had some personal or corporate interest in the Middle East, including past work experience or a desire to work there in the future. Respondents' countries of origin included China, Ecuador, France, Germany, India, Japan, Jordan, Mexico, Morocco, Russia, South Korea, Syria and Turkey; about 60 percent ofrespondents were born in the United States. -1M JORDAN Aggressive economic ref arm efforts since 1999, including memo bership in the WTO and free trade agreements with the United States and EU, have helped improve productivity and put jordan on the foreign investment map. Population: 5.3 million Literacy rate: 87 % Per capita GOP: $4,300 Key industries: pharmaceuticals, petroleum refining, cement, potash/ phosphates, light manufacturing, tourism Export partners: India 11%, United States 10%, Saudi Arabia 6%, Israel 4% Unemployment rate: 16% FALL 2003 THUNDERBIRD MAGAZINE "The continuing frustration in Jordan is Left: Iraqi children stand outside the National standard precautions - he varies his daily schedule, rotates with his co-workers the cars he takes to work, and carries extra cash with him when things heat up, in case he needs to pay exorbitant amounts to leave the country. More importantly, though, he stays in tune with the local community. that when something goes boom in any part of the Middle East, investors stay away and tourists stay away," said Lucke, who served as USAID mission director in Jordan from 1996 to 2000, a pivotal time for economic reform Examination grading center in Baghdad that is occupied by u.s. fo rces. Right: An Iraqi telecommunications building that suffered and growth in the country. damage during the war lies in ruins in central Baghdad. Forces are working to restore telephone service to the city of 5 million. When it comes to international risk management in general, there are many factors and variables to take into account - from natural and environmental hazards to crime and endemic disease. However, when it comes to the Middle East, political instability and terrorism concerns top the list, especially for American and other Western interests. In many respects, risk management can be characterized as risk avoidance. It's a process of identifying potential risks and then taking steps to avoid them. When risk is unavoidable, a number of management tools can help mitigate or reduce its potential impact on a companyand its employees. Insurance is one important tool, according to Diane Borden '92, vice president of AlG's Private Client Group. AlG is the world's leading international insurance and financial services organization, with operations in approximately 130 countries. Before her current position, Borden was vice president responsible for worldwide crisis management operations. AlG's crisis management products and services include kidnap and ransom insurance, terrorism insurance, political evacuations, child abduction negotiations and crisis containment. While such insurance provides an important safety net for companies and individuals, Borden stressed that the consulting and education aspects of AlG's services are just as important, if not more. "When you're in a high-risk environment, often if you just do one simple thing, such as taking a different route to work everyday, you can reduce your risk by as much as 75 percent," she said. That has certainly been Moore's experience working in Indonesia, and he expects the same to be true in Iraq. IRI provides its employees with a whole range of coverage, including evacuation insurance. That's all well and good, Moore said, but he still focuses more on ways to avoid needing it. ''I'm glad we have it, but ifI have to use it, then things have gone too far. " To keep safe in volatile environments, Moore exercises what he calls 6 THUNDERBIRD MAGAZINE FALL 2003 "Talking to people on the ground is always the best source of information," he said. "If you base your decisions on what the media says, you often have things skewed in the most hyste. rical sense. I learned early that the media's assessment of Indonesia is extreme. It was actually a ve.ry peaceful place for the most part." That highlights another important risk management tool - information . Multicultural communication classes, defensive-driving courses and site security surveys all playa vital role in mitigating risk. In addition, Borden encourages clients to be good corporate citizens. "Be culturally aware, promote economic growth in the host country, " she said. "Invest in local projects, local schools. If you're known as being a part of the community, you're less likely to be a target." O'Connell, who has more than 30 years experience working, teaching and consulting in inte.rnational insurance risk management, agreed. "When you go into a particular country, the best risk management you can do is to become a part of the local scene of that country." A multinational company with operations in the Middle East also must properly train and fu lly inform its employees and their families. Those individuals must understand and respect the local laws, traditions and culture of their host country - and they must understand the potential risk they will encounter if they do not. "A Western woman, who has full freedoms in the United States, needs to know that if she's going to Saudi Arabia, she's riding in the back seat of the car," said Borden. "If she doesn't, she is going to get arrested ." The risks to multinationals conducting business in the Middle East are indeed real - from terrorism and political instability to religious conflict and the continued threat of war. Yet, with cultural awareness, informed employees and effective risk management, the potential rewards can be just as real- from the satisfaction of bringing hope to a long-oppressed people, to the financial reward of provid ing products and services in new, la rgely untapped markets. • Top to bottom: Street scene in Dyarbakir, Turkey, March 2003. Street vendor Cengiz Budus (left) with friend. Kurdish political activist Mehmet Ates at the Kurdish Cultural Center in Dyarbakir. On March 21, 2003 - three days after the start of the Iraqi conflict - I set off for the remote Turkish city, Dyarbakir, which lies in the southeastern region that borders Iraq, Iran and Syria. A close friend of mine is the bureau chief for a small but influential newspaper, and she thought it would be a great opportunity for me as a photojournalist. We were, after all, heading into the control center for the Turkish military, and tensions were high. I spent most of my time interacting with the local Kurdish population. But, in a few cases, I was able to go along on some interviews with local Kurdish leaders. One such interview was with Mustafa Karahan, the local chairman of DEHAP, a Kurdish political party that a Turkish state court moved to abolish this past spring. One evening, Karahan described to us the challenges of being Kurdish in Turkey. His organization wants Kurdish concerns to be addressed in Turkish parliament - such as recognition of the Kurdish language, which, until recently, had been outlawed. There was no bitterness in his description, but his frustration was clear. I couldn't help but ask Karahan if he was nervous about being arrested. This elicited a round of clluckles - apparently, I was showing my naivete. He explained that being a Kurd in Turkish politics normally meant having been arrested - especially if one was part of the older generation of PHOTOS AND TEXT BY STEVEN MISSHULA '99 political activists. Karahan had been arrested numerous times and jailed for more than 10 years for his political activity. His assistant, who was about my age (early 30s), also had been incarcerated for a few years. Other Kurds generally expressed the feeling that, although war is regrettable, they admired American bravado. They were relatively grateful, because they felt that their Kurdish brothers in Iraq would be better off with a deposed Ba'athist regime. Many local villagers also expressed their concerns about the economic impact of the war. Turkey had lost billions of dollars worth oflegal (and illegal) petroleum trade after the 1990 Persian Gulf War. There had been an enormous illicit trade of petroleum across the border, they explained, which afforded them an unrecognized income. During the months leading up to the war, the border had been closed to all trucking without a special license. In one village, trucks and their tanks were strewn about like relics at a junkyard. Thus, the local economy ground to a halt, imposing a hardship on the local population and rousing resentment against the United States. A Kurdish street vendor from Dyarbakir, Cengiz Budus, responded to that resentment by saying he thought it was entirely too myopic. He understood the economic hardship that villagers are suffering (and insisted he was suffering economically, as well), but was happy for the American-led action in Iraq. He believed that a democratic influence in the area would be helpful to the entire region. The Kurdish region of Turkey still has significant hurdles to overcome. In July, the U.S. military detained 11 Turkish soldiers in Iraq for purportedly conspiring to kill a Kurdish leader there. This has raised tensions between the two NATO allies, whose relationship has diminished since Turkish parliament failed to grant the U.S. military the right to use Turkey as a launch pad for action in Iraq. Yet, southeastern Turkey seemed to me to be ripe with bright, enthusiastic individuals who are full of ideas and energy for improving their region's political and economic situation. Years of struggle and insurgency have made the people eager for normalcy - both politically and economically. I hope I will soon return to the region to witness their progress. • An aspiring photojournalist, Steven Misshula '99 first traveled to Turkey in january to photograph a story about a Turkish documentary addressing the plight of the country's homeless children. Misshula, who earned a bachelor of fine arts degree in photography from New York University's Institute of Film and Television in 79 92, eagerly accepted an invitation to return to the country several months later to cover events of the Coalition-led conflict in Iraq. Above: Pictured is Mustafa Karahan, chairman of the political party, DEHAp, an offshoot of another political party that had been closed by the Turkish government. FALL 2003 THUNDERBIRD MAGAZINE Alumni Language Survey Affirms Thunderbird Experience I , Engli'h the only \,ngu'ge you need in international business today? T-birds answer with a resounding no, according to a recent Internet survey on language and culture. Of the 581 alumni who responded, 82 percent said they gained a competitive advantage in their careers from their foreign language skills, while 89 percent benefited from their cultural knowledge. Those responses shouldn't surprise anyone familiar with Thunderbird's curriculum. But the catalyst for the study might, said Christine Uber Grosse, Ph.D., Thunderbird professor of business communication and developer of the language survey. "I overheard someone at Thunderbird remark that English is the language of international business today, so foreign languages aren't really necessary. I was astounded," recalled Grosse, who speaks Portuguese, Spanish and French, along with some German and Arabic. "The monolingual view has always been accepted in part of the American business community, but I was surprised to hear it at Thunderbird." emeritus of applied linguistics and TESL (Teaching English as a Second Language), organized the conference of 10 researchers, sponsored by CIBER (Center for International Business Education Research, funded by Title VI of the U.S. Department of Education). Grosse posed the question: Do foreign language skills and cultural knowledge give business executives a competitive advantage in their careers? The positive feedback she received spurred her to submit a proposal to the Thunderbird Research Center, which awarded her a grant in March 2002. "No previous empirical study had investigated this question," said Grosse, author and co-author of several studies focusing on business language. THE PERFECT SAMPLE The survey was developed in winter 2002 and piloted in January 2003 through Thunderbird's North America and Europe/Middle East/Africa alumni councils. Anne Stringfe llow, Ph.D., assistant professor of global business, recommended Surveypro.com, THE RESULTS BY TERRIE J. LOCICERO Internet-based sofrware for survey development, delivery and data reports. After some discussion with colleagues, Grosse decided that the best pool of respondents would be alumni. After all, they had chosen Thunderbird for its pioneering tripartite curriculum. And who would know better than Tbirds whether their language skills had helped their careers? Grosse teamed up with Anne-Marie Nelson '95, assistant vice president of Alumni Relations, who helped refine the survey questions and provided access to 2,500 randomly selected alumni from the classes of 1970 to 2002. In February 2003, T-birds were contacted via e-mail, and asked to complete a web-based survey; 581 responded, with participation from every class year. Respondents ranged in age from 25 to 64 years, with 71 percent male and 29 percent female. (See The Results sidebars for additional survey results.) More than one-third said they use their skills daily, and 13 percent said they use them frequently. For the almost 50 percent who said they occasionally, seldom or never use their language skills, they unanimously stressed that such skills add value - even when they don't have many occasions to use them. One respondent said, "Although [ don't frequently use my Spanish language skills, the knowledge of another language greatly enhances my credibility with all foreign counterparts and clients." Another stated, "At senior international business levels, English is spoken by everyone, but the knowledge of a The School has offered language instruction for more than 50 years, in a variety of settings, from its on-campus MBA-related language programs and its overseas immersion and exchange programs to its Executive Education offerings. Until recently, when a non-language degree track was introduced, Thunderbird was one of the few MBA programs to require a foreign language. The majority of respondents work in the United States (66 percent) and Europe (17 percent). and are employed in second language - especially by an American - adds credibility when working at an international level." Grosse wondered whether the speak-er's statement was true. Would monolingual or marginally bilingual people know what they were missing by not knowing a foreign language? As a researcher, Grosse felt that someone should either prove or disprove this assertion. And in February 2002, she got the opportunity, at a small UCLA-sponsored seminar on research priorities in business language education. Russ Campbell, recently deceased professor B THUNDERBIRD MAGAZINE FALL 2003 the banking/financial services; technology; consulting; and industrial products/manufacturing fields. These mult ilingual graduates reported speaking the follOWing languages: PORTUGUESE 14% JAPANESE 11% CHINESE 9% RUSSIAN 2% ARABIC 2% Grosse's research was presented at the GIBER Conference on Business Languages and Communication in Miami, Fla., on April 4, 2003. It also is scheduled for publication in The Modern Language Journal. COMPETITIVE EDGE GAINED FROM FOREIGN LANGUAGE AND CULTURES Significantly, 89 percent of alumni said that they studied a language while they earned their master's degree at Thunderbird. The rest waived the language requirement because of prior knowledge or study. More than half said the edge they gained from foreign languages was significant, while 28 percent said they received some advantage in their present job, or at some time in their career. Only 18 percent reported no gain from their foreign language Continued on page 10 abilities. Grosse said the study also indicated that proficiency in a language and degree of familiarity with culture were related to a perceived competitive advantage. Some respondents felt a disconnect because the language they had learned was not the one they used later on in their career, but a number of respondents said that fluency in any second language was valuable. Commented one, "I only hire people who have a good command of a language even if we will not use that particular language skill in the immediate future. It is the mental discipline and cultural enlightenment that sets the Thunderbird graduate apart." Of the 89 percent of alumni who reported gaining a greater advantage from cultural knowledge rather than from foreign languages, almost half (48 percent) reported gaining a significant edge, while 41 percent acknowledged some competitive edge Curt Gruber '90 learned Spanish as a foreign exchange student in Uruguay and honed his skills at Thunderbird. He first worked with a promotional design agency, but kept searching for a position that was international in scope. He responded to an international marketing ad for a Caribbean/Latin America salesman for a scuba equipment manufacturer. Although the ad was in English, Gruber submitted his cover letter and resume in Spanish. "I delivered the resume in person, but had to leave it with the receptionist," he said. "Luckily, the director of international marketing, who was Cuban, liked the cover letter/resume and called the next day. Without knowing Spanish, and without taking the risk, my resume might have remained in the pile destined for the garbage can." Gruber used his Spanish daily in sales, until he was promoted to marketing manager and new from their cultural understanding. Just 11 percent said they received no advantages from cultural skills on the job. THE RESULTS Many alumni said that their cultural knowledge had helped them at work to: product development manager in Asia. He is currently vice president of marketing for the Chicago Rush Arena Football Team. Alumni reported similar opportunities because of their language and/or cultural skills - citing travel opportunities, overseas assignments, written or oral recognition, promotions and raises. A few, however, remarked upon the tendency of U.S. companies to overlook the advantages of these skills. One said, "I believe American firms continue to disregard the value of foreign language study and cultural studies, and I believe American firms will continue to do so at their peril and loss." Another commented, "". My experience in the U.S. corporate world is that language skills are a benefit at the time of hire, but play very little part in decisions regarding promotions and surprisingly little in obtaining foreign assignments. Of the 50 or so expats working in European headquarters, none spoke any European language (except English) at a functional level." Of the sample, 281 responded with additional comments, defining the competitive edge still further. They felt the advantages of foreign languages and cultures benefited them for a variety of reasons, such as being a critical factor in getting a job, helping to gain trust of others, increasing their effectiveness on the job and creating more job opportunities. FEEL COMFORTABLE WITH PEOPLE AND CULTURE 86 % "The findings dearly indicate that businesspeople do benefit professionally from knowing another language and culture," Grosse said. "Given the tightness of the job market and the state of the global economy, the competitive advantage of foreign languages and culture could help MBA students and others in their careers. Maybe it's time for other business programs to follow Thunderbird's lead." • UNDERSTAND THE BUSINESS ENVIRONMENT 77% GAIN RESPECT AND CREDIBILITY 65% FUNCTION BETTER IN COUNTRY 66% REDUCE CHANCE FOR MISUNDERSTANDING 68% WORK ON MULTINATIONAL TEAMS ENHANCE NEGOTIATION SUCCESS 56% 53% Executive Language Programs Flourish Twelve years ago, SK Group, a South Korean conglomerate, realized its executives needed superb business English and global management skills to compete more effectively worldwide. To meet this need, the company sent senior employees to Thunderbird's Executive Education Language and Culture Center (TLCC) for four months of business English training and global management skills. The relationship continues to thrive today. TLCC, one of the fastest-growing programs on campus, provides culture and language training for both pre-MBA students and executives who need to conduct business in countries and cultures different from their own. It offers more than 50 programs a year, induding preMBA intensive language programs, GMAT and TOEFL preparation, industry-specific language courses and cross-cultural training and negotiations. The format ranges from one-on-one and small group training to on-site, company-customized training of one day or more. Beth Stoops, TLCC senior director, said participants' needs have changed somewhat since she designed the pre-MBA program in the early '90s. "At that time, students enrolled because they were required 10 THUNDERBIRD MAGAZINE FALL 2003 to increase their English overall before going to Thunderbird or other MBA programs. Now, one-third of Thunderbird students voluntarily attend before starting the MBA program." A similar trend is developing with Executive Education participants as high-profile Japanese companies such as Fujisawa, Asahi Glass, Itochu and Nomura Research flock to the School's English as a Second Language (ESL) programs. "The Center also does a lot of expatriate and repatriation training," said Stoops. "Often, they are executives with more than 10 years experience. They may be up for a promotion or they're doing a lot more business abroad and need to get this ski ll." And it's Thunderbird's reputation that attracts them. Stoops cited the example of an executive from a major oil corporation who had taken a four-week Spanish course at TLCC four years ago. He had the opportunity to work in Cameroon, but didn't speak French. His boss was stunned when he turned down an offer to learn the language in France and instead chose TLCC, saying, "I want the Thunderbird expe-rience. I want the faculty and the service TLCC provides." - TIL Language students such as Yun-Ching "Allan" Lin '03 and Svetla Novoselska '03, who assisted with Professor Grosse's study, will benefit from services offered by the new Garvin Center. New Garvin Center Supports School's Roots L t. Gen. Batton Kyle Yount's dream is alive and well, thanks to Samuel S. Garvin '88, and his wife Rita, whose recent $5 million gift has helped establish the new Garvin Center for the Cultures and Languages of International Management. "Our vision is for the Garvin Center to be the premier institute for the study and teaching of intemationallanguages and cultures as they relate to business," said Garvin. A resource for students, scholars, faculty and executives, the Center will serve as a clearinghouse for research on topics such as language instruction and its role in business; instruments for assessing global language competence; and the impact of language competence and cross-cultural management styles on business success. Expected to attract additional best-in-class facuity, the Center will be housed in the former International Studies Building when it formally begins start-up operations in fall 2003. "The Center will sponsor activities that reinforce Thunderbird's heritage of integrating business, language and culture within a tripartite curriculum, helping to further differentiate us from other MBA programs," said David Bowen, Ph.D., dean of faculty and programs. Bowen heads the faculty steering committee that is developing the business plan for the Center's operation. "We are particularly interested in research that is relevant to the practice of management," he said. "We want the Center to be strong in scholarly credentials, but we also want to have information that will help managers do their cross-cultural job better. Sam and Rita's gift allows us to do that. We're lucky to have people who truly believe in Thunderbird's mission behind us." The donation positions the Garvins as Thunderbird's most generous cumulative donors to date. Garvin is the founder, chairman and CEO of Continental Promotion Group Inc., a multimillion dollar commercial fulfillment business with clients in 26 countries. Garvin credits the analysis, German language and culture skills learned at Thunderbird in helping him foresee how the European Union and the euro would benefit his business. A member of the Thunderbird Board of Trustees, Garvin, along with wife Rita, previously donated $1 million to endow the first distinguished professorship in global entrepreneurship in honor of faculty member Paul Johnson, who advised Garvin as he developed Continental's business plan. "Sam and Rita target causes that will have maximum impact on Thunderbird and on the community," said Richard Tollefson '83, vice president for Institutional Advancement and director of Development. "This gift exemplifies Sam's talent for language and business, as well as his commitment to the Thunderbird mission and experience. The Garvins believe that the original mission of Thunderbird, as stated by its founders, distinguishes the School from its competitors and is the key to its success." "What differentiates the Thunderbird MBA in International Management from a regular MBA is the focus on languages and cultures in addition to the qualitative business skills of a regular MBA," Garvin explained. "These skills were instrumental in my success. I hope to help give the same skills to future Thunderbird students for many years to come." The Garvins plan to play an active role in the creation of the Center. - TIL 25% of alumni responding to Grosse's SU71ley said that the next language they would study - if they had time - is Chinese. Philanthropists Sam '88 and Rita Garvin will playa key role in the new Center's development. FALL 2003 THUNDERBIRD MAGAZINE 11 BY SUSAN COFFROTH Strategic Plan Calls for Shift in Programs, Resources Welcome to 2002, when the educational landscape is characterized by uncertainty. Student demographics are changing. Enrollment pressures are increasing. and job opportunities for graduates are waning. Technological changes in pedagogy and distribution demand attention in order for institutions to remain competitive. Global competitors are emerging but so are alliances. The part-time graduate management field is blossoming. The relevance of "international business" focus is changing. The only thing that is certain is continued political, social and economic uncertainty. Following page, top: At a special dinner gathering in April, Thunderbird Board of Trustees members met with students to discuss School programs and future direction. "Educating Executives for a Tumultuous Global Environment: Risks and Opportunities" (A white paper presented at the Thunderbird Global Business Forum and Archamps Campus Expansion Dedication Summer 2002) It is August 2002 and against this backdrop, Thunderbird is embarking on a yearlong strategic planning process that will shape the School's future for the next five years. It's a comprehensive process that involves all of the School's stakeholders. It begins with strategy sessions with the Thunderbird Board of Trustees, the Thunderbird Global Council, the Thunderbird Alumni Association Global Board, the Thunderbird Europe Board and students. Along the way, it involves faculty and staff and alumni councils around the world. Months of meetings with stakeholders and numerous rewrites and revisions later, the Strategic Plan 2003-2008 chans). "A picture was emerging that would shape the School's future," said CFO/Chief Administrative Officer Tim Propp. "Our forecast pretty well laid out our challenges, including a homogenization of international management education that threatens Thunderbird's niche; minimal growth in the full-time MBA market; a shifting MBA customer base toward working professionals; a need for flexible educational delivery methods." Each of these challenges was factored into the four strategy statements that comprise the core of the plan. • Brand Thunderbird as the industry standard worldwide for international management education. "This statement articulates how important it is for all is presented at the April 10, 2003, Board of Trustees meeting in Glendale, Ariz., where it is approved. To aggressively consolidate and confirm of us in the Thunderbird com-munity - Board members, administration, faculty, staff, alumni and students - to assume the role of being a brand owner," said Herberger. "Success in branding depends upon all of us working together, with consistent, targeted "In April 2002, the Board reviewed and renewed its commitment to Thunderbird's international focus, " said Board of Trustees Chairman our position as the world's premier graduate school of international man-agement and a leading source of talent and information for global managers. Barbara Barrett. "The strategic THE THUNDERBIRD VISION messages." plan sustains and enhances the Thunderbird Experience: That is what makes this strategic plan so important." That the process was a collective effort is evident. "The beauty of this plan is that there is no single author," said President Roy A. Herberger, Jr. "We took this plan to Hong Kong. to London, to Monterrey, to France and back to the United States, and it reflects our stakeholder groups - all of them." The foundation of the plan is the Shared Beliefs (see Shared Beliefs sidebar) . "These statements were like a mantra that we repeated to ourselves along the way," said Herberger. "They were our starting point. n While the Shared Beliefs served as a starting point, the research drove the resulting strategy statements. "This particular plan has more data driving the strategies than any plan I've been involved with in my 20-year career," Herberger said. The data looked at competitors, enrollment projections, product mix and revenue opportunities (see • Enhance the perceived quality, value and differentiation of the full-time MBA in International Management program in the eyes of students, employers and other stakeholders. According to Dean of Faculty and Programs David Bowen, enhancing the full-time MBA program requires an across-the-organization effort. "We want a program that delivers valuable, unique and tough-to-copy benefits to students and employers. Our real edge on uniqueness is the international piece, so we're trying to emphasize that in the course content and competencies of the facul ty we hire." For Kay Keck, vice president for Student Services and Program Support, whose oversight includes Admissions and the Career Management Center, this statement has broad impact. "On the operational side, this is a shared responsibility with my organization in concert with the faculty because the academic curriculum and classroom delivery are really the heart of the program. Every one of 12 THUNDERBIRD MAGAZINE FALL 2003 our areas is a brand touch point that can either reinforce or erode the program in the mind of the students." • Diversify programs and delivery methods with growing emphasis on the worldwide working professional management education market. Jerome Couturier, who recently joined Thunderbird as senior vice president of Executive Education, sees opportunity and challenge in this strategy statement. "Together with custom programs, the Executive MBA market is predicted to be the fastest growing market segment over the next few years, with annual growth rates between 15 and 20 percent. (See chart at right.) Within this segment, the custom EMBA sub-segment arguably shows even more potential. Entrepreneurship and flexibility will be key factors for any school wanting to ride on this wave, and Thunderbird exhibits both." • Focus global expansion from three strategic hubs/ regions - Glendale (Americas), Archamps (Europe, Middle East, Africa), Asia location (to be determined). "One could argue that the most successful partnership Thunderbird has ever had is with the French Haute Savoie Region, with the establishment of our Thunderbird Europe Campus at Archamps," said John Seybolt, senior vice president for Institutional Advancement and Alliances, who oversees more than a dozen alliances between Thunderbird and other educational institutions and organizations throughout the world. "This is certainly a model partnership, and one that is instructive as we focus our global expansion from the three hubs we have targeted," said Seybolt. Another successful program partnership he notes is the Global MBA for Latin American Managers, which includes collaboration with ITESM (Instituto Tecnol6gico y de Estudios Superiores de Monterrey). "This is a partnership with arguably the finest business school in Latin America," Seybolt said. "The success of the program builds on the reputations of both institutions." For him, alliances must be developed with care, depending upon the program and the region of the world. "Looking at business schools that have been relatively successful or unsuccessful in global expansion, it has exclusively been through a strategic partnership that the successful schools have realized their successes. The failures have consistently been where schools have 'gone it alone: The situations are too complex as well as constantly changing to allow a school (or any organization for that matter) to go it alone." While the plan recognizes sig- ENROll MENT TRENDS IN IJ S MBA pROGRAMS Headcount 400,000 300,000 200,000 100,000 a 1995 2000 2005 (est) 2010 (est) MBA Full-time • MBA Distance • MBA Part-time EMBA Source: National Center for Educational Statistics, "Projections of Education Statistics to 2012." The National Center for Educational Statistics projects flat full-time MBA enrollment and growing part-time, distance and EMBA enrollments over the next 10 years. IJ 5 MBA MARKET PRODlJCT MIX Percentage 100 75 50 25 a T-bird Benchmark Target All MBAs • MBA Full-time • MBA Distance • MBA Part-time EMBA Benchmark: USC, Babson, S.Cal., Georgetown Target: Duke, NYU, LBS, lnsead Thunderbird's product mix has been heavily reliant on the full-time MBA program, while benchmark and target schools such as USC, Babson, Southern California and Georgetown have increased their part-time MBA offerings. nificant challenges, it also recognizes Thunderbird's key opportunities. Among them is the Archamps campus, a stateof- the-art, strategic alternative to the Glendale campus, and the School's success in recruiting faculty and staff. Add to that We develop high-potential individuals to serve the advanced management needs of international enterprises, THUNDERBIRD'S MISSION FALL 2003 THUNDERBIRD MAGAZINE 13 The strategic plan calls for building upon and growing the School's competencies in the working pro fessional markets. Thunderbird's pOSltlon as the only major graduate school with operations on four continents working in pannership with schools, governments and corporations. The plan identifies other key opportunities, induding Thunderbird's history of success with working professionals as evidenced by the highly ranked Executive Education offerings; a No. 1 ranking that can be leveraged across multiple markets; and a capital campaign that can be focused on requirements of the plan. That last opportuniry will help mold and drive the School's fund-raising priorities, said Richard Tollefson '83, vice president for Institutional Advancement and director of Development. "The strategic plan is a key component in defining the vision for Thunderbird's future. To fully implement this plan will require tens of millions of dollars over the next five to 10 years. The Development Office is aggressively working to secure the financial resources needed to make this plan a success." A number of cross-organizational groups are working on putting the plan into action. One of those groups is focused on operational effectiveness. "Our charge is to get in front of problems that stand in the way of the program being satisfying to students, employers and faculry:' said Bowen. The plan calls for immediate actions. Among those taking place are finalizing strategies and business plans for Thunderbird Europe and Asia; implementing a marketing plan to attract more applicants to the full -time degree program; developing and putting in place full time program qualiry initiatives; enhancing faculry development in delivery methods and market segments; continuing market studies to assist in the design of blended programs; and developing an institutional marketing plan. "This is a flexible plan," Herberger said. "The result will be a new Thunderbird. I think the key is that we're trying to do for our current students what we've always tried to do for them - provide the best international management education. It's a cherished heritage and we want to be reminded of it." • STRATEGIC PLAN EMBODIES THUNDERBIRD'S SHARED BELIEFS We believe in the virtues of a global economy and the rewards that globalization brings by serving a global, open society. We believe that valuing cultural diversity fosters open, peaceful, and mutually beneficial relations among the world's people. We believe course content with a global context is core to our curriculum, and that the School should promote and support unique content creation in everything we teach. We believe that global diversification - sites, programs, alumni networks, and learning experiences globally - is important to our unique "global context." We believe that our students and clients join a worldwide network where people take care of each other in a quality way with a shared sense of purpose. We believe our "global context" offers a unique value added experience to our students and clients and is a means for differentiating and securing our brand image among a growing set of competitors. THUNDERBIRD PRODUCT REYENUE MIX· 2002 THUNDERBIRD PRODUCT REYENUE MIX· 2008 Full-t ime Oegree Working Professionol Non-degree Working Professional Oegree 14 THUNDERBIRD MAGAZINE FALL 2003 BY MELISSA CRYTZER FRY Luis Villanueva '02 Trades the Cockpit for the Board Room 5 om,tim" thin" jn" f,li into p'''' For Luis Villanueva '02, a string of events unfolded that put him in the right place at the right time - seated in a Thunderbird Executive MBA dassroom every other weekend - just minutes from his new workplace in the Arizona skies surrounding Luke Air Force Base. When Villanueva, an F-16 instructor pilot, was transferred to Luke Air Force Base in Phoenix, he knew it was time to consider a career change. After 12 years stationed in five countries, he had hoped to transition out of the military and into a civilian role. "If I didn't make a change, I saw myself in the military for 10 to 12 more years with four or five moves all over the world," said Villanueva, who admits he has always been drawn to things international. Born in the United States, but raised in his mother's native Spain since age 8, the father of two decided it was time to take the leap. What he didn't know was that an international business school, with Air Force roots and a founding mission based on training officers in international business, was located only 20 minutes from his new Villanueva, pictured assignment. The EMBA program also offered during the EMBA trip to a flexible Friday-Saturday schedule that didn't China is no stranger to interfere with flying and complemented the overseas experiences. master's degree in international relations that After military training in Villanueva had earned from Boston Uniaeronautical engineering at the Air Force Academy and pilot training in Texas, he served as a cadet in France, a personnel management officer in Germany, an F-16 pilot in the Republic of Korea, and a mission commander in 1999 during Operation Allied Force in Italy. versity's European Campus in 1996. "( thought, this was just meant to be," said Villanueva. But the uncanny coincidences didn't end there. In his Thunderbird dasses, he met Brian DeBruin '02, a dassmate with whom he had an instant connection; DeBruin had graduated from the Naval Academy in 1991 - the same year Villanueva graduated from the Air Force Academy. Today, both work for Marsh Inc., a Fortune 200 global risk management consulting firm. "We worked on a project together throughout the EMBA program, and in the interim, 1 got exposed to Brian's employer, Marsh," said Villanueva. "I knew I wanted to work with a professional services firm with a global presence." As luck - or fate - would have it, Villanueva deftly landed his first position with Marsh and earned the corporate title, ACE, an acronym that, coincidentally, has military connotations. According to Webster's, an ace is a combat pilot who has destroyed enemy planes. Although Villanueva has lived the military definition - flying in combat with night vision goggles and teaching students to command laser guided bombs - his current position stands for Associate Client Executive. ACEs are high-potential MBAs, fast-tracked within Marsh and mentored by senior management. Villanueva's mentor is T-bird Greg Martin '84. "Luis brings a unique combination of life experiences and skills to the firm, induding the leadership experience, team focus and global perspective that are so important in helping our dients navigate the new realities of risk worldwide," said Martin. Villanueva credits high-caliber professors, coursework and curriculum for making the transition less difficult. "I needed exposure to people with business experience," he said. "The ability to interact with executives with up to 10 years of professional experience in various fields really contributed to the EMBA learning experience." Class case studies also taught relevant lessons that Villanueva uses in his current role as he analyzes, quantifies and solves company risks from a financial, operational and strategic perspective. And, of course, Villanueva says that military training also prepared him for the business world. "If you are faced with a challenge in the military, you develop a structured plan to resolve it," he said. 'These skills are very transferable to the business world." Villanueva will apply these skills to another personal challenge he faces: a yearning to soar through the skies - one that began when he was a young boy. "I definitely plan to do some civilian flying," he said. "This time it will be for pleasure - not part of work." • FALL 2003 THUNDERBIRD MAGAZINE 1S Travel Assistance Services Save Lives and Corporate Dollars March 20, 2003, is a date Tony Young '03 won't soon forget. His trip to Beijing, China, as one of 33 EMBA students attending a tour of the area's businesses and cultural sights quickly turned into a seven-day blur - ftIled with glimpses of hospital personnel, IVs and doctor-accompanied private jets. A routine, preventative colonoscopy 10 days before departure had resulted in uncontrollable internal bleeding, leaving Young and his wife Barbara, who had accompanied him on the trip, with a handful of additional considerations. They were in a foreign country where medical insurance was accepted,. but cash upfront and reimbursement later were the norms; credit cards weren't accepted for med- MedAire's Global Response Center is the prime point of contact for business travelers who experience medical and security emergencies. Clients with medical emergencies have direct access to u.s. -based board-certified emergency room physicians who provide immediate consultation through telemedicine technology. Greg Eaton '93 conducts a client orientation session at a MedAire-owned Global Doctor facility in Chongqing, China. Global Doctor has medical clinics in China, Thailand and Indonesia. 16 THUNDERBIRD MAGAZINE FAll 2003 ical emergencies; they didn't speak Mandarin Chinese; and most frighteningly - the SARS epidemic was in its infancy, making the possibility of a blood transfusion questionable. Fortunately, Young was covered through travel assistance insurance provided to all EMBA students as part of their tuition. After a quick call to travel assistance provider International SOS and insurance carrier AIG, he found himself in a Beijing ER and later transported by a medically staffed private jet to a hospital in Hong Kong, then finally evacuated to the United States where he recovered fully. Not all travelers are as fortunate - or prepared - as Young, though . Nor do they always have thousands of dollars in available cash for medical emergencies, or the proper travel tools. "International terrorism, crime and SARS have put different demands on companies, but also on individual travelers," said Beijingbased Greg Eaton '93, MedAire Inc. general manager for Asia. His employer, like International SOS, provides corporate travelers with travel assistance services that run the gamut - from medical evacuations similar to Young's to overseas physician referrals and pre-travel security advice. "I travel frequently to Jakarta," said Eaton, who uses assistance services himself. "Prior to going, I access the latest security data and speak to security specialists who can advise me on the level of threat in a region." Recent terrorist attacks such as 9/11 and the Bali and Bogota bombings have, indeed, changed the way expatriates and business travelers conduct business. Travel assistance companies - which emerged in response to widespread corporate globalization and the inability of embassies to meet the influx of traveler needs - deliver peace of mind by providing a single emergency phone number that can be used anywhere in the world. "As companies globalize, larger bases of expatriates reside in foreign cities and capitals," said Robert F. Valente, MedAire vice president, security and global operations. Travel assistance companies, he explained, are meeting those needs by providing 24-hour emergency hotlines, as well as legal support for travelers who might find themselves unjustly arrested. · Over the past 15 years, other issues have come into play - like international terrorism - creating a need for security setvices," Valente said. 'These events have created a demand for information regarding a destination's safety, which has also led to emergency response and crisis planning for companies." "You put a plan in place and then you stick to the plan," said James "Dusty" Scott '96, assistant vice president for Academic Operations and risk management consultant. In May 1998, he assisted in the evacuation of Indonesian citizens and employees of multinational corporations when civil unrest erupted in Jakarta. Like Scott, risk management compan ies and consultants often focus on crisis planning and frequently have firs t-hand experience or live within a particular regio n. Often, they are called upon by travel assistance companies to share their local expertise. Scott, retired military with a master's degree in national security affairs, was assigned to the U.S. Embassy in Jakarta as a foreign area officer from 1992 to 1994. "In Jakarta, many didn't fo llow the established plan - which became extremely costly," he explained. Some employees attempted to book themselves on several aircraft with the intent of taking the first available flight. What resulted was chaos - overbooked flights, schedule changes and hastily scheduled private chartered jets that cost companies mill ions. Emergency evacuation and crisis plans vary from company to company, but they consistently provide preventative strategies and a roadmap for employees to follow in the event of a crisis. Scott explains, if an evacuation is necessary, employees must know if they should go directly to the local airport or a predetermined meeting space - or whether a helicopter will come to them. What will they do if they see rioting in the streets? If expatriates abandon their homes, who will protect their properties from possible looting? Such questions are addressed with effective risk planning. Employees also often experience trauma after an evacuation, and the plan '" Dusty ''lames'' Scott '96 assisted in the evacuation of corporate employees from Jakarta, Indonesia, in May 1998, where demonstrations resulted in clashes with security forces. should include support for emotional problems. Some consultants will take planning a step further to include mock evacuation sessions that ensu re employees are prepared. "As T-birds, we travel all the time," said Scott, ~ who continues to work as a consultant out- ~ side of Thunderbird. "No matter where you (9j go, something can happen - civil unrest, a ~ natural disaster. It's best to be prepared." ~ "MedAire's focus is on prevention and ~ preparation," said Eaton, who continues to explore medical facility expansion in Europe and Asia based on client needs. "We enable the business traveler or expatriate to take personal control of his health and safety." Corporate travelers have access to online country reports that include health and security alerts, emergency and travel p lanning tips, approved medical clinic contact information and direct access to medical and security advice from U.S.-based physicians and security special ists. "Better informed and prepared travelers can minimize major incidents and hopefully avoid evacuations," said Eaton. "That equates to corporate savings." So - if you've lost your passport, find yourself in the middle of terrorist activity or experience a medical emergency and don't understand the local medical system or speak the language - travel assistance companies can provide a tremendous setvice. But perhaps the best illustration of the assistance company's value-add is Young's experience. "If you do any type of travel abroad." he said, "or if you are anywhere out of the country, you need to have this type of protection for the peace of mind it provides." A small price to pay, in his opinion. • - 1n/I<mItII!I1II - =SOS ""AfA C"''''''' 1_ __TL .lRu..A~Y. .E... .L ... . ...A ~S""S.LI1S ","T.uA~NUl.C. .E -...:aCo.llQ""'"""-1M~P"""A~Nl..ly~",Q"PI-T.&..\,,;IQI ~NI..-S,--_· IIDI A/Q / . .. , .. " • • • / s ... /, I\IC~ ~. O)SIIBSGMOOO 0311112OOJ.04I1711003 Sc ..... S«vkeMctabrt AXA INTERNATIONAL 33 1 55 92 40 24 www.axa-assistance.com firstname.lastname@example.com MEDAIRE, INC. - GLOBALIFELINE (480) 333-3700 or (800) 890-8209 www.medaire.com firstname.lastname@example.com AIRCARE INTERNATIONAL, LTD. MEDEX (360) 754-9805 (410) 453-6300 firstname.lastname@example.com www.facts-aircare.com www.medexassist.com email@example.com INTERNATIONAL 50S (215) 244-1500 or (800) 523-8930 www.internationalsos.com firstname.lastname@example.com FALL '2003 THUNDERBIRD MAGAZINE 17 T-bird Corporate Citizens Get More than They Give "Corporate citizenship should be just as emphasized as any other profit-making piece of the business. If viewed in this manner, corporations will be able to get past the belief that philanthropy is strictly to do good." - FREDERICK BOLLERER '67 Pursuing profits is no longer Fred Bollerer's top priority. "My primary role today is to prove that you can take an investment approach to putting money into nonprofits and receive a social return," said the former president and CEO of Riggs National Bank in Washington, D.C. With a 30-year banking career under his belt, Bollerer '67 joined 3-year-old Venture Philanthropy Partners (VPP) in 2002 as senior investment director. The company provides funding for programs that improve the Lives of low-income children in the Washington, D.C., area; it also has developed an innovative grant-giving philosophy. This growing trend of corporations integrating social values into daily business practice is something that Bollerer takes seriously. Its official term is corporate citizenship, but, unofficially, it's a concept that is second nature to many T-birds. Perhaps the Thunderbird experience - living among people of so many cultures and varied social experiences - ingrains such sensitivities in alumni. "There are so many ways of collaborating at Thunderbird that, if taken with deep commitment, it can become almost a part-time job," said Karen Centeno '03, citing her leadership role with student philanthropy initiatives and the sense of responsibility that the campus environment naturally encourages. "It is a highly rewarding feeling to help somebody else." A good corporate citizen is one who shares Centeno's thoughts, taking into account his company's impact on all stakeholders, including employees, customers, suppliers, communities and the environment. Bollerer fits this description - making a positive impact not only in children's lives, but also in the way companies consider philanthropic support. "Our idea is that nonprofits should be viewed unconventionally - the way a private equity investor would look at a potential investment," said Bollerer. "One of our goals is to influence other philanthropists and companies to change the way they provide money to nonprofit organizations - to do it as though it were an investment, rather than a donation or contribution." According to Bollerer, corporations and 18 THUNDERBIRD MAGAZINE FALL 2003 foundations haven't historically spent much time researching the best organizations to fund. As well, he explained, they often don't allocate significant amounts of money, resulting in funcLing below a basic-needs level and a lose-lose for the recipient and the benefactor. The good news is that VPP's philanthropy model is gaining ground. "We are contacted frequently by foundations and even nationally publicly traded corporations who tell us they' re following us closely, and they're beginning to rethink and reshape some of their programs around our philosophy." This philosophy of support makes perfect sense to Will Warne '99, who, as a student, chaired a student philanthropy initiative to promote student financial and volunteer support for the School - now called Philanthropy @ Thunderbird (P@T). "This opportunity exposed me to the lack of awareness about philanthropy and to the intangible emotional and intellectual benefits that come from participating with your community," said Warne, global account cLirector for Nike at APL Logistics, a leading global logistics and supply chain management company. BY CHERYL A. SWEET The Kearny Alliance, founded by Merle Hinrichs '65, supports sustainable development programs in Cambodia and other parts of the world. The foundation's belief: If you want to feed and educate a child, give his/her parents a job. Pictured above and next page are two female entrepreneurs. Opposite page (left): The creation of this school -as well as data entry training and resulting employment opportunities- are the result of the Kearny Alliance's commitment to sustainable development in Cambodia. "P@T is an example of how we work with our students to teach them the concept of global leadership," said Richard Tollefson '83, vice president for institutional advancement and director of development. "At Thunderbird, we teach students to be the best business leaders and to be citizens and leaders of the world. Out of that comes a perspective and responsibility to be a good citizen and community servant in whatever you define as your community - whether it be your hometown, the town in which you do business or the T-bird community." Another successful businessman and notable steward of the global community is Merle Hinrichs '65, CEO of Global Sources and founder of The Keamy Alliance Foundation. "The Kearny Alliance," he explained, "has the mission to advance sustainable global prosperity with the result of creating lasting jobs, increased efficiencies in business and greater cross-cultural understanding." With sustainable development initiatives in seven countries, The Kearny Alliance is focusing on an export development program in Indonesia that will engage low-income entrepreneurs to compete in the global economy through skills development, market linkages and technology. "We are helping to overcome the barriers to export for those communities that would not otherwise have the opportunity to participate in global trade," said Hinrichs. "Study after study suggests companies that are good corporate citizens also do well in the marketplace," echoed Masood Jabbar '74, former executive vice president of global sales at Sun Microsystems. "You really don't have to see it as a trade-off. Employees like working for companies with good values, companies that display social responsibility and companies that have a good image," he said. "Customers like buying from companies that are good corporate citizens - assuming they're competitive. Above all, when people feel good about working someplace, only then does the magic start. You can never get customer satisfaction without employee satisfaction." A more engaged, loyal and productive workforce is another result of good corporate citizenship, noted Warne. "And don't forget the fun factor," said Bollerer. 'Tve never worked harder or had a more challenging position. But I also never felt as rewarded as I do now." Hinrichs echoed similar sentiments. "I enjoy helping others, and it's very satisfying to see those we have assisted become self-sufficient and successful. There is little question that we live in a global community. We are dependent upon each other's resources, energy, technology and security, and we share the same environment. To therefore sustain our global economy, we must join forces, establish common practices and opportunities and respect one another." "I believe the single most important responsibility that young global business leaders have is to constantly seek ways to improve the dramatic disparity of resource distribution both within companies and on a global level, " said Warne. His prediction: ") think that corporate citizenship roles will elevated to executive levels wi progressive companies. It will also become a leading factor in product marketing and contract negotiations." • Above: Students contribute to the Thunderbird community each year, donating their time and efforts to Philanthropy at Thunderbird Week (P@T). A student car wash, bake sale and auction (pictured) raised approximately $6,000. NET IMPACT TO HOST GLOBAL CITIZENSHIP FORUM Student clubs also actively advance the message of corporate responsibility. Net Impact, whose mission is to create a better world through business, is hosting a Global Citizenship Forum Dec. 5, along with the Lincoln Center for Ethics in International Management and the Career Management Center. Students, as well as local and corporate communities, are invited to attend this day of meaningful dialogue that will highlight the need for and benefit of socially responsible business practice. Speakers from companies such as Merck, Starbucks and The United Nations Global Compact will participate as keynote speakers and panelists, leading the afternoon workshop. For more information about this and other Net Impact initiatives, e-mail the Thunderbird chapter at netimpact@ global.thunderbird. edu or visit the national Web site at MAGAZINE 19 Student-led Think Tank Attracts Corporate Clients Brightly colored Legos, Etch-A-Sketches, bottled bubbles and Crayolas spill onto the 6-foot tables that form an inner-facing rectangle in room 28 of the Tower Build-ing. Previously the Music Room, this space is now the Idea Room - and also the birthplace of innovative product, service and strategy concepts developed for companies such as The Dial Corp., U-Haul, Suntel, Cybird and a host of others. The main gathering place of the Thunderbird Innovators Circle - a student club known as THINC - is much more than the play space it appears at first glance. Founded in fall 2001 by Anil Rathi '02, Vikram Mangharam '03 and Adeleke Adegbenro '02, the club was formed to expose students to major corporations while providing hands-on, creative, out-of-the-box problem-solving experience. Now boasting a membership of more than 300 individuals from 52 countries, THINC conducts regular, structured brainstorming meetings - ideation sessions - and focus group research for major corporations and smaller, entrepreneurial companies. For a fixed fee of $2,500 a session, companies purchase the creativity and talent of T-bird students from various cultures and industries who solve product, service and marketing problems ailing corporations worldwide. "The diversity of the student body translates into a diversity of ideas," said Srini Vasan '95, director of U-Haul's eMove division, whose company participated in two ideation sessions. The new eMove division was searching for ways to partner with independent moving companies in an effort to provide a one-stop solution for customers faced with relocating. "The session helped us understand our marketBY MELISSA CRYTZER FRY we sell ourselves as a global think tank of more than 300 people from over 50 countries," said Rathi. The ideation sessions, open to all T-bird students, use various stimuli - squirt guns, Jenga sets and Nerfballs - to engage participants to think imaginatively about problems. According to Mangharam, the ideal candidate for an ideation session isn't necessarily one who has experience in the industry that will be discussed. "When people work in a specific region or field, their minds tend to think in a certain way, " he said. "You are supposed to not know anything. It inspires creativity." "We developed an iterative BOUNCE'" process that helps us bounce ideas into the product development cycle, " explained Rathi. The six stages of BOUNCE™ - Briefing, Observation, Understanding, NaITo wing, Concepting and Execution - allow clients to interact throughout the process. Many clients attend the Observation phase - the first ideation session - designed to promote divergent thinkplace better and gave us some high-level viewing where wild, crazy and seemingly illogical points and perspectives of our business model from a diverse group of highly intelligent business students." "The diversity of the Thunderbird ideas are fair game. "Everything's possible," said Robert Lipton '03, spring 2003 president ofTHINC. "That's how we get at the innovative Before a session is scheduled, THINC memsolutions. " bers must actively sell the concept to potential clients. To date, they have conducted more than 25 sessions with 15 different companies. "Utilizing THINC-generated pitch templates, USING ITS UNIQUE BOUNCE PROCESS, THINC HAS PROVIDED SERVICES TO THE FOllOWING COMPANIES: 20 THUNDERBIRD MAGAZINE FALL 2003 student body provides a natural cross-pollination of ideas during ideation sessions. " - ANIL RATHI, CO-FOUNDER, THINC & IDEA CROSSING LLC During the third phase - Understanding - the THINC team presents an initial report from which the client selects the most promising ideas for use in a second ideation session. At EXXON.~ HEARTLAND SOUI' • ... 08/t. :s the Narrowing phase, products are developed in more detail and the services and strategies are determined for implementation. And finally, at the Execution phase, clients receive a final report with an implementation strategy, as well as a resume book of all participants involved in the process. Erik Sebusch '01 was instrumental in helping the group structure its ideation sessions. In fall 2001, he organized an ideation session with members of the UPS New Product Concepts Group, whose brainstorming techniques influenced THINe's emphasis on the front-end of the product development cycle. Since then, THINC leaders have spent hours poring over innovation literature and speaking with experts in the industry as they plan creative sessions. 'We spent 10 hours alone planning the U-Haul session,' said Lipton. Student groups used actual tool boxes, filled with tools, to create sales tool metaphors such as hammering home the point and measuring the difference. The end result was a series of inventive ideas about how to sell the eMove service to HR departments of large companies. THINe's planning paid off with The Dial Corp. as well. The group's challenge was to improve upon the personal cleansing body wash experience, concentrating on the storing, dispensing and applying of THINC members put their body wash in the shower. During two innovative minds to work ideation sessions, THINC delivered more while promoting a session than 15 marketable concepts in only 17 with U-Haul. Parked in the business days, some of which are being middle of campus near developed by Dial. the Thunderbird Pavilion and posted with THINC meeting notices, the truck helped students visualize the moving experience and clarified to foreign students what U-Haul is. NEED HELP THINC-ING through company problems? Contact Adam Hunter, THINC president, at AdamHunter @global. thunderbird.edu, or Jeff Mathers, vice president, at firstname.lastname@example.com. edu, to schedule a creative session. _ FROM THINC ... TO IDEA CROSSING ... TO THE WORLD'S MOST INNOVATIVE MBA TEAM THINe's success has led to the formation of a commercial enterprise, Idea Crossing LLC, the business development arm of the student-led group that aims to build a global, online network of professional innovators. Founded by THINC members Anil Rathi '02 and Robert Lipton '03, Idea Crossing will help global corporations generate new product ideas, conduct flash focus groups and feed the innovation pipeline of companies worldwide. The company's current focus is working with THINC to organize the first-ever Innovation Challenge to crown the World's Most Innovative MBA Team Nov. 20-22 at Thunderbird. MBA candidates from the top 50 graduate business programs will generate new product plans for sponsoring corporations as they compete for a $20,000 grand prize. Bronze through platinum sponsorships will give companies the opportunity to acquire from one to 30 new product plans from top MBA teams during the competition. To date, $35,000 has been raised from in-kind donations and sponsorships, including silver sponsorships from The Dial Corp. and Pinnacle West Energy Corp. A $15,000 donation from Ignify Solutions based in Pune, India, and Los Angeles, Calif., is funding an automated web site that provides registration tools and allows participants to complete a portion of the competition online. 'We hope that the Innovation Challenge accelerates the message that More than a dozen students participated in an ideation session in June that focused on developing a name, phrase and preferred flavor for a Thunderbird chocolate bar. Groups were first blindfolded for a chocolate taste test during which they described the taste and textures they experienced. After developing names from the previous group's adjectives, they rotated a final time and developed various taglines and additional names, including M.B.A.R (MBA bar) and Blending Business innovation is a key driver with Pleasure. Pictured is Vikram for sustaining long-term Mangharam '03. growth for corporations, ' said Rathi. "Thunderbird fosters an atmosphere that breeds innovative people.' INTERESTED IN LEARNING MORE about Idea Crossing or participating in the Innovation Challenge? Contact Rathi at email@example.com or visit www.ideacrossing.com. For information about the Innovation Challenge, www.innovationchallenge.net or send an e-mail to firstname.lastname@example.com. FALL 2003 THUNDERBIRD MAGAZINE 21 When Dan Bartal '03 graduated in August, he didn't put on a suit and tie. Instead, he joined classmate Zak Wood '03 in the kitchen of their new fastfood restaurant in San Francisco - with healthy, fresh ingredients in one hand and a prize-winning business plan in the other. Healthy fast food? That's the inspiration behind the duo's idea, Fresh Press, a concept they presented at the Thunderbird Entrepreneurship Club's first-ever business plan competition April 18. Their panini-style sandwiches, mini-focaccia bread breakfast items and Argentine spiced chimichurri dinner specials - along with a well-researched business plan - won them the $5,000 grand prize. With it, they have narrowed their focus, adjusted menu items and considered a name change - Maia's. Bartal and Wood were among 12 finalists who presented business plans, and more than 85 students overall who initially submitted 31 executive summaries to professor and venture capitalist pairs who evaluated each plan. Ten-minute student presentations 22 THUNDERBIRD MAGAZINE FALL 2003 allowed a panel of judges - including local and international business professionals and alumni Michael Zuieback '91 of Discount Tire Company and Rich Baron '89 of the Northern Arizona Technology and Business Incubator - to whittle down three winning teams among six that competed for $5,000, $2,000 and $1,000 prizes. The second-place winner, Algae of the South 7Tading Company, focused on the manufacture of Peruvian algae for consumer products. The third-place award was presented to David "Our menu is an international fusion - based on our experience here at Thunderbird. It's how we live. You learn snippets of 55 different languages and the food that comes with them." -DAN BARTAL, FRESH PRESS BUSIN ESS PLAN WINNER Ptak '03 and Sandi Kochhar '03, for Solid Professor, a training program for CAD software. The goal of the competition, according to Thunderbird Entrepreneurship Club president Kristof Dossche '03, is to help students refine their business plans, present them to potential investors and raise further capital. "We want to help students get their plans off the ground, H he said. "The Fresh Press win definitely gave us the motivation to make the plan a reality, H said Barta!, adding that the team's first step was to incorporate their business venture. Wood, who has been in California since graduating in May, is viewing commercial properties and meeting with kitchen designers; the pair hopes to meet with investors in September and open in spring 2004. Funding for the competition was provided by the Thunderbird Student Government, as well as various campus departments. A portion of the $8,000 prize came from Chris Fussner '82, an entrepreneur himself. "I supported this event to help instill entrepreneurial spirit in T-birds," said Fussner, the Pictured at left are B-plan participants and TEC members: Bottom row (le ft to right): Mo Mohamed '04, Kristof Dossche '03, Mia Dand '04, George Nemeth '03, Ladd Watts '04. Top row (left to right): Steven Lukens '04, Tim Kelley '03, Akhil Kishore '03, Dan Bartal '03, Thomas Whitaker '04, Bob Panknin '04. Top: Business Plan Competition winners and judges celebrate after the results are announced. Pictured (standing, left to right) are second-place winners for Algae of the South Trading Company, Andreas Makarewicz '03 and Carlos Lazarte '03; judge Carlo Rathe of Comptoir Gourmand; TEC president Kristof Dossche '03; firs t-place winners Zak Wood '03 and Dan Bartal '03; and TEC adviser and clinical professor for Thunderbird's Global Entrepreneurship Center, Steven Stralser, Ph.D. Kneeling is TEC co-founder George Nemeth '03. Bottom: Zak Wood '03 (left) and Dan Bartal '03 (podium) present their "Fresh Press" business plan. founder ofTranstec, a Singapo re-based company with offices th roughout Asia that distributes electronics manu facturing mach ines. Fussner also owns Certain Cellars, a department of fi ne wi nes. Motivated by the success of the first competi tion - with more than 150 spectators in attendan ce - organizers raised the stakes for the upcoming fall competitio n, which will culminate on Dec. 5 at Thunderbird. The second global business plan competition will offer more than $30,000 in cash p rizes and will include participants from top business schools around the world. "The increased scope and participation will require the Thunderbird Entrepreneurship Club to raise additional sponsorship do llars for the event," said Thomas Whitaker '04, marketing chair for the event. "But spo nsors will receive a great deal of exposure and have the oppo rtunity to participate as judges, speak at the club's entrepreneurship workshop and access the School's resume d atabase." Hundred s of spectato rs are expected to attend the event, which will award a $25,000 BY MELISSA CRYTZER FRY first-place prize, a $5,000 second-place prize and a $2,000 thi rd -place award . The Entrepreneurship Club hopes to attract at least 40 teams and accept between 50 and 100 business plans from students at globally recognized internatio nal business schools. "To come to business school and just go to class, go home and study is ridiculo us," said George Nemeth '03, club co-founder and vice president. "The rea l benefit is getting involved in clubs, o rganizing events like this, and completing projects that will prepare you for work in the real world ." Whitaker couldn't agree more. "I find it difficult to focus on my classes," he said. "It's really fascinating to organ ize this event and to realize that people are donating real money to our project. As someone who's writte n a business plan, ) know how much learn ing can take place - and ) know that a $25,000 award is a good mo tivato r for students." "What we also want to do is improve the whole atmosphere of what makes Thunderbird a great B-schoo!," said Nemeth . ") think we're achieving that goal. " • A CHANCE TO GET INVOLVED, ENTREPRENEURIAL ALUMNI The Thunderbird Entrepreneurship Club is looking for alumni to judge student business plans in early November for the upcoming Global Business Plan Competition and to identify Thunderbird's Top 100 Entrepreneurs. Contact us today with your name, company name and the founding year of your entrepreneurial venture. For more information, or to learn about business plan competition sponsorship opportunities, contact Whitaker at ThomasWhitaker@ global.thunderbird.edu. For more information about Fresh Press (Maia's), contact Wood at ZakWood @global.thunderbird. edu. FALL 2003 THUNDERBIRD MAGAZINE 23 BY TERRIE J. LOCICERO Alumna Ensures that CitigroupThunderbird Partnership Remains Strong Thunderbird South Florida Alumni chapter, has helped to maintain that relationlie ship, said Richard TolJef- itigroup is the leading financial institution in the world, so we have a lot of responsibility," said Frances Sevilla-Sacasa '78. As the Latin America and Europe region head of The Citigroup Private Bank, and head of the private bank's global wealth structuring business, Sevilla-Sacasa understands firsthand the leadership role that corporations must play. "Corporate leadership is about helping to improve the communities that we do business in and that we serve - not only providing financial services," she said, Mbut helping philanthropically and with cultural, social and other initiatives. Citigroup does that really well." One community that Citigroup has maintained a commitment to is Thunderbird. In fact, the Citigroup-Thunderbird partnership has been one of the longest-standing institutional relationships in the School's history. Beginning with the influence of David Roberts '73, chairman of the Thunderbird Global Council, the financial giant has given more than $780,000 over the last 20 years, supporting orientation programs, scholarships and student dubs. Most recently, Citigroup awarded a leadership development grant to support curriculum, program and faculty development in global leadership over a 3-year period. The partnership also has resulted in career opportunities for Thunderbird students; more than 150 T-birds are employed by Citigroup. Sevilla-Sacasa, a member of the Thunderbird Global Council and a co-founder of the 24 THUNDERBIRD MAGAZINE FALL 2003 son '83, vice president for Institutional Advancement and director of Development. "Frances has been highly visible in both organizations, and she's been consistently involved as an alumna, hosting events on behalf of the School and contributing personally." As part of Homecoming weekend in November, Sevilla-Sacasa will be awarded the Thunderbird Distinguished Alumni Award in Banking and Finance. A lifelong resident of Miami, Fla., SevillaSacasa earned her B.A. degree from the University of Miami, where she had begun considering a career in international business. Intrigued by Thunderbird's reputation, she spoke with prominent graduates. "I didn't even visit the campus," she said. "I decided to attend based upon the School's reputation, my research and conversations with those alumni." Fluent in Spanish and French, and studying German when she applied to Thunderbird, Sevilla-Sacasa had already met the School's language requirement. But the forward-thinking student-to-be chose to study Portuguese because she envisioned a career in Latin America. Her first major assignment was managing a Brazilian loan portfolio for Southeast Bank. "I never would have gotten that job without speaking Portuguese, " she said. She joined Banker's Trust Private Bank in 1983 and later held positions as managing director of Deutsche Bank's Latin America Private Banking unit and as president of Bankers Trust International Private Banking Corp. Also a past senior vice president of Lehman Brothers Holdings Inc., she holds Series 7, 24, 63 and 65 securities licenses. Throughout her 25-year career, SevillaSacasa has remained involved in alumni causes - sponsoring events and recruiting alumni and her own employees for philanthropic events. "Thunderbird gave me the tools to get my foot in the door and helped me to develop my career," she said. Sevilla-Sacasa attributes her sense of responsibility in part to her mother, who was active in local charities. "I was always helping my mother with her causes, so I've always thought that everyone has a responsibility to give back," she said. "Corporations have an obligation to do so, too." • Frances Sevilla-Sacasa '78 002-2003 REPORT TO HUNDERBIRD s:a~il INVESTORS EMBRACE THE TRADITION. BUILD THE MOMENTUM. ENVISION THE FUTURE. Flag ceremonies. Cultural Nights. Global Sounds presentations. Pilot reunions. Das Tor. ~d"'bi'd h" .1_" fo<"'oo on ""dition. But th, S,hool .1'0 h" pmitionoo I ~:elf as a fOlWard-thinking leader in global management education, keeping pace with - and often leading the way for - innovative MBA programs and initiatives. THUNDERBIRD REPORT TO INVESTORS FAll 2003 During fiscal year 2002-2003, the School experienced additional pace-setting changes - a new classroom and conference facility at Thunderbird Europe, the addition of the new Lincoln Center for Ethics in International Management, and the creation of five key faculty positions in the areas of international management, international marketing, international supply chain management and ethics. With those changes also came affirmation of the School's long-held traditions. The Thunderbird Europe expansion parallels the School's exclusive focus on international management education, and The Lincoln Center for Ethics reflects Thunderbird's founding hope to provide students with " .. . a more intelligent and sympathetic attitude toward the peoples and civilizations of [other] countries," as written in the 1948 catalog. The addition of key faculty also supports the School's long-held belief that such instructors attract high-caliber students - strengthening the School's rep-utation each year. A myriad of technological changes occurred this fiscal year, including upgrades to the My Thunderbird online community, as well as the addition of three online cer- r MoMENTUM. ENVISioN THE FUTURE. tificate programs in Executive Education and six new faculty research databases in the Merle A. Hinrichs International Business Information Centre (IBIC). Another '02-'03 haJimark was the creation of almost 50 international business case studies written by Thunderbird faculty and used as teaching tools around the globe. TABLE OF CONTENTS Thunderbird Annual Fund Planned and Major Gifts 4 One of the School's top priorities during 2002-2003 was continued scholarship 8 support. With generous gifts from alumni, friends, corporations and foundations, Thunderbird was able to provide 585 scholarships worth almost $5.4 million - a 20.6 percent increase from the previous fiscal year. Corporate and Foundation Relations 10 In the midst of such momentum, it is easy for Thunderbird to envision a bright future - one filled with continued opportunity and growth - as well as expected changes and challenges. From the students, faculty and staff at Thunderbird - thank you for your continued support, which has made such success possible. As you embrace Thunderbird's traditions and envision the Alumni Giving by Class Other Contributors Volunteer Leadership future, we hope that you will In the midst of such momentum, find excitement in the momen-tum that has been gaining ground at Thunderbird. it is easy for Thunderbird to envision a bright future - one filled with continued opportunity and growth - as well as expected changes and challenges. 12 24 26 FALL 2003 THUNDERBIRD REPORT TO INVESTORS 4 Leadership Giving by Level • THUNDERBIRD IS GRATEFUL TO THE FOLLOWING DONORS AND VOLUNTEERS WHO SUPPORTED THE SCHOOL DURING THE ACADEMIC/FISCAL YEAR BETWEEN JULY 1, 2002 AND JUNE, 30, 2003. FOUNDER (Gifts of $100,000 and above) Po Chung and the Creative Foundation Harry Allyn Cockrell 73 and Creative Quest SDN BHD Samuel S. '88 and Rita Garvin William D. Hacker, Estate of Margaret L leigh, Estate of Joan and David C. Lincoln Guillermo Lubic Craig and Virginia Prieto de Lubic Cynthia Ploss Robinson, Estate of CHAIRMAN (Gifts of $50,000 to $99,999) Theodore J. 71 and Joan Fuller Farnham J. Johnson, Estate of Gary J. Matus 72 Mary Teagarden Bruce Grecory 'BO and Isabel Stainow '81 Wilcox AMBASSADOR (Gifts of $25,000 to $49,999) Craig R. and Barbara Barrett Merle A. '65 and Miriam Hinrichs J. Kenneth '57 and Jeannette Seward and the Seward Family Foundation Nicole A. Seward '96 and the Seward Family Foundation Boldface: Indicates a donor who has made consecutive contributions in 2001-2002 and 2002-2003 M: Provides corporate matching gifts THUNDERBIRD REPORT TO INVESTORS BENEFACTOR (Gifts of $10,000 to $24,999) John E. and Jean Berndt Donald V. Budincer and The Rodel Foundation James G. Coatsworth II '47 Tore and Turid Diskerud Robert e. Ellis, Estate of M Kenneth Ferris Aldo Fouati, Ph.D Charles A. Fribourg '80 and the Fribourg Family Foundation George Nels Fucelsang '63 Christopher John Fussner '82 M Thomas David '65 and Ellen Granger M Thomas Dudley Hobson III 79 Richard J. and Sally Lehmann Darin P. Narayana G. Kelly O'Dea '72 M Paul F. Oreffice LRoyPapp M J. Phillip Samper '61 Richard and Alice W. Snell Daryl G. and Louis A. III Weil and the Daryl G. and Louis A. Weilill Fund PARTNER (Gifts of $5,000 to $9,999) M David Bowen Erik Gunnar Braathen '81 W.L Lyons, Jr. '60 and Alice C. Brown and the W.L Lyons Brown, Jr. Charitable Fund Gary A. Brukardt '72 M Peter D. '60 and Mary Burgess Salman Saeed Chaudhry '88 Robert Max Frehse, Jr. 'SO M Cyrus F. Freidheim, Jr. Michael R. '97 and Sandra L Hecomovich M Roy A. Herberger, Jr. Richard A. Holt '71 Gerald H. and Gail Oppenheimer and the Oppenheimer Foundation Martin Eric '74 and Maribeth S. '74 Rahe David H. 73 and Sarah Roberts and the Roberts Family Charitable Fund Michael William Short '76 M Caren Siehl M Wendell Spence III '74 Christopher Francis Swanson '84 Samir I. Toubassy M William and Mavis Voris Amy E. Vorndran '95 Scott Barr Walker '81 H. Gene '60 and Shirley A. Wick Heather L '94 and Eric Wise Diane O. Wittenberg Robert l. Zorich '74 FALL 2003 INVESTOR (Gifts of $2,500 to $4,999) M John Gareth Andrews '86 Richard D. '95 and Grainne G. Bliss Edward e. Boyle '49 Robert Breau ' 62 Elizabeth Ann Burlincame '00 Carole EI-Dahdah '84 and Jean luc '83 Butel Phillip R. Cabrera '78 M Hugh K. and Connie Coble M Dale Lee Davison Robert A. Dilworth '60 Jack E. '60 and Renee Donnelly M John S. Donnelly '70 M James A. Emslie '77 David Feld '79 John P. '89 and Karla Florance Robert M. '79 and Melanie A. '80 Franko and the Franko Family Foundation M Douglas R. Gerber '79 Thomas F. Greer, Jr. '73 M Geraldine Gurley Lamonica '70 Thomas O. Harbison James Robinson Hedges IV '91 and the Hedges Family Charitable Foundation Ann Iverson Thomas Eugene Jones '64 M Kay L Keck Raymond Earl Kincsfield '97 and Christina Locher Steven L Klemme '85 John H. Latham '71 M John P. and Cindy Millikin Lisa Moore Brayer '83 F. Francis Najafi '77 Steven L '69 and Lucinda Novkov Toshiaki Ogasawara and the Ogasawara Foundation M Timothy and Kathie Propp John C. Qua '77 and Suzanne P. Schutte '77 Richard E. Ragsdale '67 and the Ragsdale Family Foundation M Bernard G. Rethore Pablo Schneider D. DauClas Segars '84 Donald R. Sellers '72 Douglas H. Short III '75 Fred M. Smoot '66 Allan H. Stefl M Steven Stralser M John David Trueblood '90 M William C. and Cynthia Turner Dieco Julio Veitia '66 and the Dieco Veitia Foundation Joseph P. Viviano Bary Scripps Wilkinson '92 and the Wilkinson Foundation Robert E. Withers III '68 and the Pastoral Care Fund LEADERSHIP CIRCLE (Gifts of $1,000 to $2,499) Leavitt B. Ahrens, Jr. '66 Ali Ibrahim AI-Hedaithy 78 Robert Ernest Anderson ' 47 H. Ray Atkison, Jr. '58 M Carl Lee Bach, Jr. '74 M Ali Mohammed Bahaj '79 Marian L Banning Ben Samuel Barnes '78 Thilo David Best '84 M Norman Harris Blanchard, Jr. '59 M David William Boggess '02 Pierre Thorsten Boldt '99 M Randall L Bollig '91 M Diane Elaine Borden '92 John J. Bouma Stephen R. Bova M George lewis Bradbury IV '99 Paul laVern Brassard '85 James K. Bruton, Jr. 76 M David D. Carpita '67 Chenta Chen '82 Daniel Junxia Chen '86 M Curtis w.e. Ching '97 Tsai Migi Wen Chuang '94 Judith K. Cole '79 John e. Cook 79 Frank J. 'SO and Deborah S. Corbishley William M. '71 and Cheryl Coulter Brian Anthony Crockett '82 Bret e. Dandoy '89 Gonzalo A. De la Melena '99 '00 Michelle Marie Denny '97 Mia Diekemper Maddoux '78 Richard Koebel Dukes '84 M John Edward Durbin 78 M Mark A. Emkes '76 J. Melville EnCle Knut Eriksen '81 Cornel is J.J. '90 and Keiko Sugimoto '91 Everaert Peter J. Fischler '83 David G. Fisher '67 Marc David Galligan '81 M Myra Garcia M Jonathan R. Giddincs '66 Mary Elizabeth Giese '65 John C. '69 and Michele A. Betette '69 Gillett Marquis Henry Gilmore '63 David B. Goldman '64 Daniel J. Goldsmith '65 M Paul G. Gomez '78 John F. and Siglinde R. Goodson and the John F. Goodson Family Trust George E. Grady '57 Gary leonard Greenberg '85 M Andrea L Grecory Schoen 74 Jacobus Groot '73 Michael H. Gross '66 Paulo A. Guilhon '78 Alejandro A. Gutierrez '83 Hiroshi Hamada '91 M Tracy K. Hastings '48 J. Robert '99 and Banu Hayes John J. Healy '92 Craig S. Heinxe '81 Patricia A. Herbig '85 Paul L Hertenstein Aleana L. Hiles '78 George L. Hiller '72 John M. Holliman III '77 George W. Howard III '71 M David A., Jr. and Joan Howell R. Bruce Hughes '49 and the Charles Delmar Foundation Mikako Inamasu '91 Julie Anne Jacobus Eiselt '84 Eric William Jillard '96 and Meaghan Lynly Black '95 M Catherine Johnson '96 Christopher Paul Johnson '86 Walter John Joyce '99 M Karen Elaine Keese '86 Deborah Marie Kielty '81 M Laurel H. and Bruce A. Kimball Marie Gerianne Kissel '85 Kim Marie Koeller '86 M James G. Kohl, Jr. 71 M Bart Kohnhorst '83 Masanori Kojima '93 Nobuyuki Kondo '83 and Yvette B. Morrill '83 Luke Edward Koons '95 M Dale G. Kramer 77 M William C. Kristy 72 Michael C. Kwee '70 Robert J. Lambrix '63 M Robert E. Laport '58 David R. '68 and Rosalie Lawrence Kris '91 and Anne D. Dellos '91 LeBoutillier Susan D. Libera Knust 77 George R. Undahl, Jr. '54 M Kathryn Dawn Undquist '84 Susan Hurd Loo Pattee '88 M Joy Crews Lubeck '86 M Theresa G. Luis '82 Richard K. Mallery Thomas Gerard Malone '80 REVENUE 2002-2003 its inception in 1947, Thunderbird Campus has _d.' ~ "'" from just 14 buildings two swimming pools to than 35 buildings. M Mary Lynn Manning '86 M Bruce A. Martin '90 M Barry J. Mason '58 Jimmy '87 and Lori A. Anderson '87 Masrin Kenneth N. 75 and Mary P. Besser 75 May James A. and Jean McClung Aaron Michael McKee '98 M Donald J. Mclane '74 james Marvin McNamara '77 Timothy H. Meyer '70 and the T&J Meyer Family Fund M Therese Mary Miller Khoury '80 Hideaki Mbuno '84 David Carter Moll '83 David B. Morehouse '70 Mark Christopher Mullen '92 Martin A. Murbach William Michael Murray '84 Victoria Neilson '82 M Anne-Marie Nelson '95 M Nona Patrice Niner '81 Michael Nissman 70 M john joseph O'Connell Eliubeth Ann Palermo '82 Marshall Waite Parke '77 William H. Parker '65 Sarah Parker '92 Meredith Peabody '96 john K. Pidcock '51 M John C. '69 and Mary K. Polhemus M Bruce B. Proctor '75 M Mark Paul Ramondt '93 M William J. Richoux 77 Michael F. Richter '88 M Carroll M. Rickard '56 M Barbara V. Rivera 77 M Clyde K. Rodkey, Jr. '48 Shannon E. Runyon '93 John Randall Rush 71 Jean-Claude Saada M Mike A. Santellanes, Sr. '60 Robert J. Saum '91 Susan Carla Scheller Arsht '87 Carol Ann Schuster '83 M Cindy Schwab '89 and Marc Salem James C. Schwam 70 Alexander I. Schwam '80 Gerard C. Scott '57 M John W. and Patricia Seybolt Sara K. Sheldon '85 Marcia A. Shelton '76 Edrie M. Shenuski '88 Alex Charles Smith '82 Harry F. Smith '53 David J. '93 and Heidi Ann Smith '92 Gordon A. Smith '96 William Floyd Snyder '99 Robert J. Solomon '64 Frederick Bond Stambaugh 79 M Richard W. Stephan 75 M Cassandra D. Stiles 76 Ziad M. Sultan '92 M Anant Sundaram Jack D. Taylor 71 M Richard Lee Tollefson, Jr. '83 John E. Tuberty '60 M Jutta M. Ulrich '98 Jorge H. and L. Teresa Valdivieso Theodorus C.M. Van der Loa '79 Puneet Vatsayan '96 Christiane D. Wade '97 Gregory C. Wallace '80 Christopher R.J. Watson '96 M Bethel Lorin Weiss '93 G. Lloyd and Colleen West Barlow M. II 76 and Nancy C. Vandenburg 76 Westcott Robin Wheeler Azqueta '94 and the Charlotte and Edward Wheeler Foundation Herman Allen White, Jr. '86 Kimberly Harper Wiehl '80 David Lowry Winter '02 Roger l. Wittlin '78 Barton Kyle Yount III '71 M Richard L Zbylut Daniel Leon Zigal '73 Alexander de Faria e Castro '90 Michele M. '88 and Rene Armin von Rautenkranx '88 EXPENSES 2002-2003 ASSOCIATE LEVEL (Gifts of $500 to $999 from graduates of the past S years) Richard 8yron Attridge, Jr. '98 M Callan Robert Doak '98 Christopher John Gowlland '00 M Karin Sue Hazelkorn '01 Stacey Wolff Howard '98 Sao Taek Hur '01 Alejandro Jaime Marti Bolanos Cacho '00 M Angela Sarah Quinn '98 and Michael Austi n '97 Roberts Ruston Alexander Spurlock '99 Genichi Tamatsuka '98 Tuition and Fees 53% ,------------ Instructional and Educational 41% Executive Education 27% Executive Education 23% Student Services 5% Auxiliary Enterprises 7% Other 1% Auxiliary Enterprises 5% General and Administrative 24% Cantribution and Investments 14% FALL 2003 THUNDERBIRD REPORT TO INVESTORS 6 Consistent Donors • WE ARE GRATEFUL TO THE FOLLOWING INDIVIDUALS WHO HAVE CONSISTENTLY PROVIDED GIFTS TO THUNDERBIRD OVER THE PAST 10 YEARS. SMALLER, CONSISTENT DONATIONS MAKE A GREAT IMPACT ON THE SCHOOL. NOT ONLY DO THEY INCREASE THUNDERBIRD'S ALUMNI PARTICIPATION RATE, WHICH POSITIVELY AFFECTS RANKINGS, BUT THEY ALSO CAN RESULT IN AN IMPRESSIVE CUMULATIVE TOTAL. Abbott Laboratories Fund American International Group, Inc. AT&T Foundation Frederick William Adams '81 Nancy Carol Adams '81 Raymond H. Aka 7 5 Hal R. Allen 73 Hilary Whitaker Allen, Jr. '92 David James Alltop '92 Curtis L. Anderson '85 Paul F. Anderson '55 William W. Anderson '69 Mark D. Appelbaum '91 Julie Alice Arnold Fitzgerald '85 Alton L. Ashley '50 Edward C. Auble 7 2 S. Robert August '75 Bank of America Foundation Bank of New York Robert G. Babson '80 Carl Lee Bach, Jr. '74 Ali Mohammed Bahaj '79 Kimberly Sue Barkdoll Mandel '82 William H. Barkell '72 Patricia W. Barnes Ricks '76 Barbara Barrett B. Wayne Battenfield '68 Christopher T. Batterman '89 Kristine Baumgart Grutzner '87 Gordon Chris Bell '89 Barbara Bell Fletcher '79 William D. Bennett '77 Tracy R. Berglund Curran '82 Julia A. Beringer '89 Valdis Berzins '77 Gail P. Beske '78 Thilo David Best '84 Robert M. Betette, Jr. '71 Melvin T. Bethke '61 George S. Bjerklie '50 George B. Blake '59 J. Bridget Blake Rodgers '89 D. Bruce Blankenship '72 Bruce R. Bleeker '64 Walter C. Boice '64 Frances L. Bonham '81 Randolph W. Boyer '79 Patrice Boyer '74 Mary Faith Boyle Johnson '59 John F. Brady 74 Ann Lawrence Breese '83 Richard J. Breit '73 Heidi Lynn Brelsford Barnes '86 Patricia L.H. Brem '77 Thomas J. Brennan '79 Rebecca Ann Brewer '74 Paul D. Briamonte '80 Philip R. Brisack '68 Stephen Ward Brock '86 David L. Brothers '78 Rosamond Sample Brown '84 William G. Brown 70 W.L Lyons Brown, Jr. '60 Bradley P. Bruggeman '70 James K. Bruton, Jr. '76 Mark S. Bubar '77 Thomas A. Bullis '78 Richard R. Bupp '50 John F. Burlingame Michael E. Burrichter '87 Gregory Paul Buschmann '84 Consular Corps of Arizona Joan Louise Caldwell '81 Philip F. Calkins '65 Joseph M. Callahan '80 Kenneth D. Campbell, Jr. '74 Robert W. Caragher '86 Jacqueline T. Carriker '90 Dennis A. Cattell '75 Julie A. Chaffin '85 Robert W. Chamberlin '64 Deborah Ann Chanen '91 David Drennon Chapman '80 Christopher Lee Chatten '86 Lynne Child Franceschi '89 Gary E. Christensen ' 63 James W. Clarke '50 Carol Ann Cline Aferiat '85 Garth D. Clizbe '69 James G. Coatsworth II '47 Gary C. Cochran '78 Dennis V. Coleman '91 William W. Cone '79 Carl M. Conney '72 Michelle Teresa Connors Jones '87 Michael M. Considine '69 Roger L.P. Coombs '57 William). Cooney 111 '79 Catherine W. Cooper '75 L. Steve Cornell '52 Michael Dennis Crotty '74 Adrienne Aphrodite Crowley '85 Richard Leroy Cummings '59 Robert B. Cummins '75 Caroline B. Curtis 7 9 Anthony Richard D'Antonio '78 Alfred DeGemmis '78 Ann Marie DelaHunt Burniston '91 Douglas Paul Deardorf '84 Gerald F. Dennig '86 Nicholas William Deppen '87 Paul Steven Derksen '92 Mia Diekemper Maddoux '78 Ellen Marie Dieringer '81 Constance C. Dillon '78 Michael T. Dillon 78 Robert A. Dilworth '60 linda Anne Dolgow Krull '82 Myron J. Domareck '74 Jack E. Donnelly '60 lisa M. Doty Osmon '85 Stephen Joseph Doyle '82 Kenton E. Draigh '59 William C. Drypolcher '71 Christopher John Duenow Esq. '88 Bruce J. Eberly '74 Murray F. Ehlers '57 Olga Eldek Turcotte '81 Maggie Jill Emerson '92 Mark A. Emkes '76 James A. Emslie '77 Robert Charles English '76 G. Scott Erickson '83 William E. Esch '74 Michael V. Evangelisti '82 William A. Evanow '92 Thomas Miles Evans '93 Brian T. Farmer '79 Lynn Elizabeth Fenton '86 Vadim Fischer '79 William S. Fishback '58 Paul S. Fitch '86 Vincent J. Fitzgerald, Jr. '85 Gary Forbes '85 Jean Fortriede Burns '53 Patricia Anne Foster '78 Barton A. Francour '72 Robert M. Franko '79 Lynn Freidheim '92 Christopher C. Gaebe '75 Jonathan R. Giddings '66 Roland William Gillis '74 Ellen Harrison Gilmore '90 Peggy Ann Gitt '80 Christopher Joseph Glasow '83 Malcolm F. Gleason '50 Gregory G. Goff '83 Walter R. Gonzales, Jr. '80 Alan P. Goode '75 Gary Jones Goodman '71 Sara Tancer Gordon '89 George E. Grady '57 Linda A. Grandstaff '76 Kenneth Michael Green '87 Richard Alexander Green '81 Jennifer Gregory '82 Andrea L. Gregory Schoen '74 D. Michael Griffin '66 Mark Forest Grimes '82 Joseph J. Gross, Jr. '77 Michael H. Gross '66 Jill Heaton Gross '81 Margaret Helen Gumerlock Thomas '81 Geraldine Gurley Lamonica 70 Household International Inc. Steven Dallavo Hall '86 William Renwick Halloran III '83 Barbara B. Hames '84 Herbert L. Harris '72 Barton L. Hartzell '59 Tracy K. Hastings '48 John C. Hay '57 Timothy B. Hays '79 Jack N. Hays '72 John G. Hazard '68 Gerald Peter Hees '83 Thunderbird offers a quality education and is truly A LIFE-ALTERING EXPERIENCE. By consistently contributing, you can make a permanent investment in a unique institution that touches lives and helps shape the future. And, in the words of Mahatma Gandhi, such participation may exponentially allow you to "BE THE CHANGE YOU WANT TO SEE IN THE WORLD." ALEANA HILES '78, THUNDERBIRD GLOBAL COUNCIL, LEADERSHIP DONOR THUNDERBIRD REPORT TO INVESTORS FALL 2003 Thomas L. Henderson '75 William E. Henley '48 John Denver Henson '48 James E. Hershey '84 Paul L. Hertenstein Edward D. Hill '66 George L. Hiller '72 Scott V. Hitchcock, Jr. '74 Thomas Dudley Hobson 111'79 Philip D. Hoffman '58 Sharon Ann Hoffman Corrigan '81 Carl N. Holmes '69 David Wheeler Holmes '85 Jeane Hoover Stetson '80 Arthur F. Humphrey III '79 James L. Hyek '60 Charles L. Irby '77 Susan P. Irick Hacker '83 Johnson & Johnson Company Daniel T. Jacobsen '59 Jahandar Jahanbani '83 Diane Berry Jakubowski '89 Alfred P. Jankus '47 James M. Janovsky '73 Bradley S. Jensen '85 William A. Jetter '66 Ashok H. Jham '78 James Fleming Johnson '85 Wallace L. Johnson '59 Farnham J. Johnson, Estate of '50 Timothy Robert Hunter Jones '69 Rebecca Judd '76 Michael F. Julian '69 Harold Kalmans '47 Kelly Anne Karbon '81 Richard G. Karrer '58 James B. Kelly III '64 Ralph R. Kelly, Estate of '52 James R. Kenley '80 Kathleen M. Kidder '69 Joseph I. Kimm '68 Edward K. Kimmel '76 Timothy King '47 Leonard Joseph Kistner '74 Joseph Mark Klein '47 Barbara j. Kleuskens Peterson '86 Curtiss Klus '61 Nicola Alexander Klutho '83 William A. Klutho '83 Kim Marie Koeller '86 James G. Kohl, Jr. '71 Jonathan E. Kranz '77 George D. Krempley '77 Thomas F. Krill '69 William C. Kristy '72 Elizabeth Grace Kuhlman 'SO Mihoko Kushida '92 Charles A. Lagergren '64 Peter Gregory Lamberton '79 Richard Lannin '70 Ashia Lee Derksen '92 Susan D. Libera Knust '77 David C. Lincoln George R. Lindahl.Jr. '54 Kathryn Dawn Lindquist '84 Darrell Y. Lininger '62 Gregory L. Linker '78 Jack E. Lockledge '55 C. Day Lohmann Breitag '85 Richard B. Loth '62 Nicholas R. Lubar '74 Kent E. Lupberger '80 L. Shippen Luquer, Jr. '57 Carol Anne MacDonald Rossidivito '91 John A. Macy '52 Martin Andrew Mahowald '83 Franklin H. Mann '75 Mary Lynn Manning '86 Jeffrey J. Marchant '67 Lowell K. Marcus '48 John F. Marshall '79 Lawrence Lee Martin '72 Theodore U. Martin '70 Jeannie Teresa Martin Harbottle '87 Phillip M. Martineau '77 Barry J. Mason '58 Robert H. Mason '78 Nancy Mathis Edwards '58 John R. Mattison '70 Pamela Sue Maurus '90 James A. McClung Ronald R. McDaniel '73 John P. McGill '58 Robert L. Mcintire '47 John Phillip McKay, Jr. '80 H. Parker Mclaren '57 Beatrice Elizabeth McMillan '90 Lynn E. McNeal '75 John William McRandal '84 Mary Katherine McTague '89 Michael P. McTigue '70 Mona M. Mejac Knutson '85 Kim Elaine Metli '84 Thomas Gordon Miller '86 Jeannette Lynn Miller '90 Alfred F. Miossi '48 Kim Harold Mitchell '83 Shahab E. Mofidi '82 George H. Moore '85 Michael Joseph Moretti '82 Thomas D. Morse '66 Duane D. Mowry 'SO Robert B. Moyer ' 48 John Pierre Moynier '67 John L. Muncy '70 The Northern Trust Company Alexander E. Naughton '70 Samuel A. Neblett '53 Dana A. Nelson '52 Gary W. Nelson '65 John F. Nielsen '47 Nona Patrice Niner '81 J. William Nishnick '79 Michael Nissman '70 Karen S. Norelli '80 William L. Nystrom '60 Carolyn O'Malley '71 Robert E. O'Neill '70 Oppenheimer Foundation Roland James Obey, Jr. '87 Bruce Bennett Olson '82 Gary R. Olson '73 Stephen P. Onuparik '70 John Lawrence Otto '82 Lise Margaret Ovregaard Hain '82 Philip Morris USA L. Roy Papp Eileen C. Parisi Walker '92 James H. Parker '61 William H. Parker '65 Jerome Kay Pascoe '65 Diana Kay Pecen '87 Julie Pennington Westendorf '86 Isabelle M. Peper '91 William Alan Perry '92 Diana Perry Doyle '78 Clarice Jane Peters '84 Amy Therese Petersen '83 The library periodicals collec:tiol"l which once focused on Latin afl,ew.spClpe'rs and magazines major country on any business topic. Gloria G. Peterson Shuman '55 Walter Brooks pfister '62 Luis C. Pi -Sunyer '64 Aldo Pia '72 Edmund o. Piehler, Jr. '68 Glenn William Pike '91 Vladimir A. Pizarev '82 Charles A. Platt '66 Henry R. Poertner '69 John C. Polhemus '69 Donna R. Pollack Hershkopf '75 Thomas M. Preston '65 Rita Esther Previtali '83 Richard E. Punnett '55 Mary-Louise QUinn '83 George R. Rainoff '55 Aymen Jamil Rajeh '91 Reed Charles Ramlow '88 Theodore Joseph Rectenwald, Jr. '78 Alan Lee Reese '72 Lance M. Renault '71 Pamela Reynolds Ryan '71 Edward Steven Riquelmy '88 Christopher Peter Ritten '87 Michel Henry Rittenberg '75 Donald B. Roberts '57 Alvin G. Robins 'SO James Arnold Rodgers '89 Clyde K. Rodkey, Jr. '48 8radley M. Roof '73 John J. Ross '60 David D. Rotchadl '75 Jeffrey P. Rudolph '69 Gary B. Ruedebusch '72 Linda Mary Russ Perlstein '76 John Francis Ryan '72 Seagate Technology Sprint Foundation Jaime Joaquin Saavedra '87 Mario G. Sabatini '74 J. Phillip Samper '61 John Rickey Sample '77 Cliff Joseph Samuelsen '81 Wallis R. Sanborn II '62 8rent j. Sanford '68 Norman H. SangUinetti '52 Mike A. Santellanes, Sr. '60 James J. Sarrail '92 Robert j. Saum '91 Debra S. Schatzman '83 Christof J. Scheiffele '62 Susan Carla Scheller Arsht '87 Thomas Freese Schields, Jr. '75 David Lowell Schisla '87 William Schlichter, Jr. '75 Joseph C. Schmieder '78 Denis W. Schreiber '79 Samuel Schulman '52 Judith Ann Schulz '88 James C. Schwartz '70 Alexander I. Schwartz '80 Gerard C. Scott '57 Andrew Martin Scott '90 Mary Ann Seabrook 8ashaw '82 James K. Secunda '76 R. Lee Selby, Jr. '74 Harold B. Shaeffer '63 Robert Leon Shanks, Jr. '76 William M. Shapiro '65 Dale L. Sheets '55 Edrie M. Shenuski '88 Susan Shively Anderson '79 Robert A. Shuman '56 Gerry o. Sibley '73 FALL 2003 Ronald Vernon Sigler '58 William B. Simmermon '90 Thomas C. Singleterry '76 Patrick j. Sinnott '78 Gary F. Smith '67 Fred M. Smoot '66 Richard Snell Sheldon L. Snook '85 John C. Solomon '72 George Anthony Sorenson '80 Mary Southworth Curran '82 Horace Speed III '62 Shirley A. Spiller '89 Robin Warren St. Charles '88 Frederick Bond Stambaugh '79 John D. Stanton '62 Joel A. Stead '85 Frank A. Steffey 73 Eric Von Steinwinder '92 Lloyd C. Stevens '92 Cassandra D. Stiles 76 James Moore Stothers '57 Phillip N. Strongin 71 Eugene C. Sullivan II '67 Thomas Franklin Surrency '62 Michael M. Sussman '64 Carl Allen Swedberg '92 Jay Harrison Tate '61 Martin Junius Taylor '61 Melissa R. Taylor '81 Constance L. Thatcher '76 Victoria Thomas Godfrey '86 Richard Lee Tollefson, Jr. '83 Barry M. Tonkin '77 Ricardo Juan Torres '81 John E. Tuberty '60 Harry Benjamin Turner '51 William C. Turner United Technologies Corp. U.s. Dept of Education Shigehiro Uchida '61 Martha S. Uhlhorn '78 Kenneth S. Vanosky '71 Martha R. Von Hillebrandt '80 Mavis Voris William Voris Pieter Arie Vos '58 Charles Michael Vrtis '82 Whirlpool Foundation Robert J. Walker '60 Kurtis Raymond Wallin '90 William T. Walsh '71 T. Michael Walsh '64 George H. Walters ' 47 Mary Elizabeth Ward '84 Clarence L. Wasson, Jr. '49 Catherine Mary Waterman '82 Anne Webster Hayden '69 George A. Wenz '70 Robert L. Westcott '58 Henry C. Whiting, Jr. '47 H. Gene Wick '60 Bruce Gregory Wilcox '80 W. David Wilson '77 Heidi Winkelman Hammel '78 Kenneth D. Winter '49 Lynn Eileen Wise Oliver '81 Gary Allan Withall '73 Charles T. Wood '53 Charles E. Workman '61 Susan Lynn Worsham '80 Joseph N. Wyble 'SO Ladimir Joseph Zvanovec '56 Rene Armin von Rautenkranz '88 THUNDER81RD REPORT TO INVESTORS Total Commitments for Gifts over $50,000 • THE FOLLOWING LIST HIGHLIGHTS INDIVIDUALS, CORPORATIONS AND FOUNDATIONS THAT HAVE MADE COMMITMENTS OF MORE THAN $50,000 DURING FISCAL/ACADEMIC YEAR 2002-2003. AmericaEconomia John F. Burlingame Citigroup Foundation The Coca-Cola Foundation Continental Promotion Group, Inc. Po Chung and the Creative Foundation Harry Allyn Cockrell '73 and Creative Quest SDN BHD John S. Cullison '72 and Diana Kissil Egon Zehnder International (Gary J. Matus '72) Theodore J. '72 and Joan Fuller and the Fuller Family Foundation The Goodyear TIre & Rubber Company Samuel S. '88 and Rita Garvin Hacker, William D., Estate of Institute for Supply Management Farnham J. Johnson, Estate of Margaret l. leigh, Estate of David C. and Joan lincoln Guillermo luksic Craig and Virginia Prieto de luksic Raul Pablo Masvidal '66 Cynthia Ploss Robinson, Estate of The Starr Foundation Mary Teagarden U.S. Department of Education W. Randolph Hearst Foundation Bruce Gregory '80 and Isabel Maria Stainow Wilcox '81 TOTAL COMMITMENTS CORPORATE, FOUNDATION, ORGANIZATION, INDIVIDUAL AND GOVERNMENT DONATIONS BY SOURCE 2001-2002 Total commitments include new pledges, planned gifts, in-kind donations and cash gifts. Non-Alumni $1,542,465 ---------, Alumni $1.187,659 --------, Corporate $618,658 ------, Government $313,883 Other Total $ 3,926,931 8 THUNDERBIRD REPORT TO INVESTORS FAll 2003 Legacy Society • THUNDERBIRD THANKS THE FOLLOWING INDIVIDUALS WHO HAVE PROVIDED PLANNED GIFTS BY INCLUDING THE SCHOOL IN THEIR ESTATE PLANS. John R. '59 and Joan Bogert laurie Staebler Brashier '88 Richard J. '73 and Toby Breit Frederick C. '56 and Mary E. Brenner John F. Burlingame Jean Fortriede '53 and Thomas Burns Nancy Rose Bushnell '76 John l. Campbell '67 Rosa J. Castiel '89 Neil M. Clark '49 Ward H. Clarke, Jr. '66 Bruce l. Crumley '76 John S. Cullison '72 and Diana Kissil Ellen Marie Dieringer '81 and Bruce D. Heilbrun Jack E. '60 and Renee Donnelly William C. III '67 and Betty Jo Dyer David H. Fichter '67 David G. Fisher '67 Victor C. Fontaine '67 James T. Grossmann '67 Eleanor Sheedy Hamric '76 Thomas O. Harbison Belmont Haydel, Jr. '57 Roy A. Herberger, Jr. Thomas B. '53 and Mary '53 Hitchcock John M. Holliman III '77 Julie Houk Goodrich '74 Frank l. Hubbard, Jr. '53 Farnham J. Johnson '50 '78 Harold '47 and Wilma Kalmans Allyn Wayne '73 and Anntoinette lucia Keiser Joseph Mark Klein '47 Daniel J. '80 and June Laraway John H. Latham '71 Toby R. Madison '52 Charles H. Mannel, Sr. Raul Pablo Masvidal '66 John F. Nielsen '47 Sherman J. Olson 'so William H. '65 and Mary Barmore Parker Roger D. Potdevin '87 leonard M. and Pauline Rickards Sheridan l. Risley '50 David H. Roberts 73 J. Kenneth '57 and Jeannette Seward lloyd A. '66 and Ruth Straits John E. '69 and Susan Sullivan Rodney A. Taylor '75 Phillip S. Tedesco '54 Constance l. Thatcher '76 Newell W., Jr. '56 and Barbara Todd Richard lee Tollefson, Jr. '83 William C. Turner William
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