intouch - Ivey Business School

Strong LeadershipUnder Larry Tapp, the Ivey name has become world renowned Page 26

Building Dreams 6 Publication Sales Agreement 40015801Publication Sales Agreement 40015801

Strong LeadershipUnder Larry Tapp, the Ivey name has become world renowned Page 26

Building Dreams Page 16

A magazine for alumni and friends of the Richard Ivey School of Business /Spring 2003

intouchintouchA magazine for alumni and friends of the Richard Ivey School of Business /

Spring 2003

F E AT U R E S16 Building Dreams Under theleadership of Eric Morse and withguidance from the EntrepreneurshipCouncil, Ivey’s Institute of Entrepre-neurship is moving forward withenergy. Meanwhile, some of theSchool’s many entrepreneurial gradsreflect on the roots of their success.

30 Class of ’03 An annual tradition, InTouch brings you a sampler of the bright and capableminds prepared for business leaders at Ivey.

16

INSIDEINTOUCHS P R I N G 2 0 0 3

CCoovveerr PPhhoottoo:: Dean Larry Tapp, flanked by Beryl and Dick IveyEEddiittoorr iinn CChhiieeff:: Glenn Yonemitsu, MBA ’89 EEddiittoorriiaall BBooaarrdd:: Bob Beauregard, MBA ’62, alumnus, StephanieBrooks, HBA ’93, Executive Development, Angela Chapman, Exec’00, Advancement, Michael Needham, MBA ’68, Advisory Board,Ed Pearce, Marketing and Communications, Rob Way, Marketingand Communications, David Weiner, MBA ’85, IAA Board, GlennYonemitsu, MBA ’89, Advancement.MMaannaaggiinngg EEddiittoorr:: Pat Morden DDeessiiggnn//PPrroodduuccttiioonn:: Karin Culliton/Thomas GiannousopoulosPPrroodduuccttiioonn CCoo--oorrddiinnaattoorr:: Eva Takacs CCoonnttrr iibbuuttiinngg WWrr iitteerrss:: Pat Morden, Max Morden, Susie MacDonnell, James Low, Trevor Hunter and Lauren Downe RReesseeaarrcchh:: Peter McKinley

intouch is published by the Department of Institutional Advancement at the Richard Ivey School of Business,The University of Western Ontario, London, Ontario, Canada, N6A 3K7.Publications Agreement Number 40015801intouch welcomes input from all alumni for letters to the editor, articles or ideas on themes. Please send all addresschanges to Institutional Advancement, Richard Ivey School ofBusiness, The University of Western Ontario, London, ON,Canada N6A 3K7, via e-mail to [email protected] or over the World Wide Web at www.ivey.uwo.ca/alumninet.Copyright 2003 – Richard Ivey School of Business.Reproduction in whole or in part without permission is prohibited.CCoovveerr PPhhoottoo:: Shaun SimpsonAAddvveerr ttiissiinngg SSaalleess:: Eva Takacs, Ivey Institutional Advancement(519) 661-4145

26 A man of vision Did LarryTapp know what he was gettinghimself into when he became Dean eight years ago? Probablynot. But he has certainly left hismark on the School and the Canadian business community.

34 Homegrown talentThe PhD program is growing,and providing a steady stream of highly-qualified business professors and generous Ivey alumni are playing a key role.

D E PA RTM E N TS4 Doing Business The new Dean,the warm spirit of Ivey, LEADER,new exec ed courses and more.

9 Alumni News and EventsCheck out what Ivey grads aroundthe world have been doing whenthey get together.

37 Notes from Near and FarNew baby? New job? New location?An update on what your classmateshave been up to.

52 Alumni Speak Trevor Hunterpays tribute to Larry Tapp, the master teacher.

30

4

Doing BusinessThe School in the World

ment of Canada to re-develop two ofJA’s core secondary school programs –the extracurricular “Company Pro-gram,” and the In-class “Student Ven-ture Program.” Both provide studentswith an opportunity to gain practicalbusiness experience by organizingand operating a business enterprise.

“We’re excited about the re-de-signed programs,” says Eric Morse,Executive Director, Institute for En-trepreneurship, “and believe thatthe new material will provide thestudents with a positive entrepre-neurial experience. This is a greatfirst step for students in taking con-trol of their economic futures.”

L a s t y e a r, 1 2 ,0 0 0 vo l u n t e e r shelped deliver JA programs to morethan 200,000 students across Cana-d a . T h e o r g a n i z a t i o n p l a n s t olaunch the revitalized programs infall 2003.

Partnership with JAA F T E R Y E A R S O F P R E PA R I N G U N I V E R-s ity level students for businessleadership, Ivey is now lending its ex-pertise to programs for secondaryschool students.

The Institute of Entrepreneurshiphas teamed up with Junior Achieve-

Alum Wins Sports Exec of the YearSTACEY ALLASTER, EMBA ’01, WAS NAMED“Best Female Sports Executive of theYear” as part of the 1st Annual Womenof Sports Awards. The awards hon-oured outstanding achievements byCanadian women in the sports com-munity from September 2001 to Sep-tember 2002.

Allaster attended the Universityof Western Ontario from 1982 to1987, where she was a four-yearm e m b e r o f t h e We s t e r n Te n n i sSquad and won a Doubles Champi-onship. She joined Tennis Canada in1991 and became VP Sales and Mar-keting in 1995. Over the past severalyears, Allaster has tripled sponsor-ship revenues for the CanadianOpen, and increased attendance by50 per cent. She is part of the teamplanning the new National Tennis

CAROL STEPHENSON WILL TAKE UP HERduties as the eighth Dean of theRichard Ivey School of Businesseffective July 1, 2003, followingthe retirement of Larry Tapp. Awidely respected leader in Cana-dian telecommunications, Ms.Stephenson was enthusiasticallywelcomed by the Ivey Communi-ty at a crowded ceremony in theatrium of the Lawrence NationalCentre on March 14.

Prior to becoming Dean of Ivey,Carol Stephenson was Presidentand CEO of Lucent TechnologiesCanada, from July 1999 to Febru-ary 2003. In this role, she led theLucent Canada team in growingLucent’s business across Canadaand expanding and developingthe company’s involvement in thecommunications industry.

A highly esteemed CEO andleader in the Canadian telecom-munications arena, CarolStephenson’s expertise spansmarketing, operations, strategicplanning, technology develop-

ment and financial management.Carol Stephenson has won many

awards and recognition for herwork and industry involvement, in-cluding 1995 Woman of the Year bythe Canadian Women in Telecom-munications and the 2001 Womanof Distinction in Science and Tech-nology by the YWCA.

Ms. Stephenson is a graduate ofthe University of Toronto and hassuccessfully completed the Execu-

tive Program at the GraduateSchool of Business Administra-tion, University of California atBerkley, as well as the AdvancedManagement Program at HarvardUniversity. On June 8, 2000 shereceived an honorary doctorate inengineering from Ryerson Poly-technic University.

NEW DEAN WELCOMED

UWO PRESIDENT PAUL DAVENPORTAND IVEY PROFESSOR JANE HOWELL (R)WELCOME CAROL STEPHENSON.

I v e y I n T o u c h M a g a z i n e | S p r i n g 2 0 0 3

cheque for $500 and his sectionraised another $1,000 in 20 min-utes. Sec tion Head Niraj Dawararranged for a bargain basementrate at a London hotel, so that thefamily could be comfortable whilethey set up another apartment .Contributions of clothing, furni-ture, food and equipment pouredin from fellow students, staff andfaculty. Expressions of sympathyand support were equally gener-ous. “Lots of people sent me emailsto say they cared about me and toask what kind of help they could

Centre, expected to be complete bythe summer of 2004.

“Stacey sets high standards forherself and others,” said Bob Moffat,President and CEO of Tennis Canada.“She always makes the extra effortto deliver more than she promisesfor the client, sponsor or event.”

A helping handON JANUARY 17, MICHAEL GU, MBA ’04 ,was just coming out of his morningclass for a break, when he was ap-proached by MBA Program DirectorJoanne Shoveller, VEMBA ’00. “Shetold me something unfortunate hadhappened and that my wife and sonwere okay but in hospital.”

The “something unfortunate”was a fire in the apartment wherehe lived with his wife and five-year-old son Sam – a fire that destroyedvirtually all their personal posses-sions, brought from China a fewmonths earlier. His wife had triedto put out the fire and save someof their possessions, and as a resultinhaled some smoke, but she andSam were released from hospitallater in the day.

Meanwhile, Ivey went into highgear to help Gu and his family re-cover from the disaster. The MBAProgram immediately gave him a

offer me,” says Gu. “Every day I re-ceived more than 100 e-mails. Itwas really touching.”

Within two weeks, the Gu familywas settled in a fully furnished andequipped apartment in the samebuilding and everything was back tonormal. As a recent landed immi-grant, Gu says it meant a lot to re-ceive such overwhelming supportfrom his new community. “My wifesaid, ‘Okay, we have chosen the rightschool – this is an amazing place.’”

Winning in IndiaTHREE MBA STUDENTS CONTINUED THESchool’s tradition of success in in-ternational case competitions bycapturing top place among 12 in-ternational business schools at acompetition held at the Indian In-stitute of Management in Novem-ber 2002. Alok Mohindra, ChrisG o w a l d t a n d S p e n c e r L o w t r i -umphed over a field that includedteams from Wharton, Tuck, Cornelland London Business School.

More helping handsO N M A R C H 2 6 , 2 2 0 H B A S T U D E N T Sfanned out across London to workwith community agencies as partof Ivey’s first ever Community Ac-tion Day, organized by the student

TOPS IN INTERNATIONAL RESEARCHThe School has once again been ranked as the top producer in the world ofinternational strategic management research, according to apaper in the Journal of International Management.

Professor Jane Lu of the National University of Singa-pore reviewed leading international business and strategic management journals from 1991 to 2000. Ofthe 238 institutions represented, Ivey was thetop producer. Of the 517 authors, Ivey’s PaulBeamish, HBA ’76, PhD ’85 had the third-high-est number of appearances. Lu’s paper updat-ed an earlier assessment that ranked Ivey topsin the 1986 to 1995 period.

Over the entire 15-year period, Beamish wasfirst in the world in terms of overall publica-tions and citations.

STACEY ALLASTER, EMBA ’01,WITH PLANS FOR THE NEW NATIONAL TENNIS CENTRE

Sonia Kandola, MBA ’03, and J.P.Eskander, MBA ’03, were hired lastsummer with a grant from Richardand Beryl Ivey through the LondonCommunity Foundation. “Manystudents are involved with com-munity organizations before theycome to Ivey,” says Kandola, “butthe program is so intense thatcommunity work is one of thethings that falls off the plate. Thisis a way of helping students con-tinue that tradition, as well as link-ing it to their responsibilities asbusiness leaders.”

In addition to the CommunityAction Day, Ivey Connects organizeda variety of pro bono consultingprojects with local agencies. SaysKandola: “The organizations werejust astounded by the quality ofwork.” She also co-authored an arti-cle for Ivey Business Journal withProfessor Tima Bansal , entitled,“Corporate Social Irreponsibility:Why good people behave badly in organizations.” www.iveybusi-nessjournal.com)

At least one Ivey student didn’tneed Ivey Connects to remind her of

organization Ivey Connects.The Day started with a thought-

provoking address from Bill Stew-art, a former partner in a majoraccounting firm who is now CEO ofGoodwill London. Then the studentswent to work. Many spent the daytalking to Grade Eight studentsabout the importance of staying inschool as part of a Junior Achieve-ment program. Others deliveredmeals for Meals on Wheels andhelped the Nature Conservancywith a natural rehabilitation pro-ject. Two students began develop-ing their own not-for-profit, LondonBlind Swim, to offer swimminglessons to blind children.

The following day, Ivey strategyprofs led a de-brief session atwhich students discussed theexperience and its meaning forthem as future business leaders.More than 80 per cent of the stu-dents said Community Action Daywas a valuable learning experi-ence. Discussions are now underway to make it an integral part ofthe HBA program.

Ivey Connect Executive Directors

her community responsibilities.Cindy Chan, HBA ’03, was selectedas London’s Young Woman of Dis-tinction in recognition of her volun-teer work with the United Way andother local agencies. Among manyother contributions, Chan helpedwith two projects to provide socialactivities for children living in sub-sidized housing complexes.

Joining the European family IN DECEMBER 2002, IVEY WAS WELCOMEDas an associate academic memberof the Community of EuropeanManagement Schools (CEMS) at ameeting in Budapest, Hungary.CEMS is a strategic alliance ofleading business schools and cor-porate partners whose centralfocus is the CEMS Master’s degreein Management. The alliance willgive Ivey students the opportunityto apply to the CEMS program.“Apart from being a great experi-ence,” says Professor David Sharp,“I am told that CEMS grads arehighly sought after.”

rently looking at strategies to helpcompanies encourage employees tofocus more of their attention onglobal issues.

“It is indeed an honour to be thefirst recipient of this Chair,” he said.“Because of Canada’s dependenceon trade, globalization has and willcontinue to be one of the most im-portant issues we face.”

BOMBARDIER CHAIR ESTABLISHEDThe first holder of the Chair is

Professor Allen Morrison, MBA ’85.Morrison caught what he callswhat he calls the “internationalbug” when he left Ottawa as a 21-year-old to work in France for a cou-ple of years. After learning to speakFrench fluently, he went on to do anundergraduate degree in interna-tional relations at Brigham YoungUniversity, an MBA at Ivey, and thena PhD in International BusinessStrategy at the University of SouthCarolina. His research and teachinginterests center on multinationalstrategy, global leadership and in-ternational alliances. In the book,Global Explorers: The Next Genera-tion of Leaders, he identified anumber of competencies of suc-cessful global leaders. He is cur-

THANKS TO A $625,000 CONTRIBUTIONfrom the J. Armand BombardierFoundation, Ivey now has a Chair inGlobal Management.The Chair willallow the School to expand its exper-tise in this field through research,annual symposiums, case studiesand PhD scholarships.

“In our world of globalization,”said Philippe Montel, Executive Di-rector of the Foundation in makingthe announcement,“the greatestbenefits of the J. Armand Bom-bardier Chair will be received byCanadian business through the de-velopment of a broad base of intel-lectual capital on the issues aroundglobal management and throughthe develoment of highly qualifiedstudents who will emerge to leadCanada’s business in the future.”

ALLEN MORRISON


EXECUTIVE OFFERINGS EXPANDED

A L R E A DY R E CO G N I Z E D A S T H Etop executive developmentprovider in Canada, Ivey hasnow broadened its offerings to meet the evolving needs of senior managers. Three new programs have beenlaunched: the Ivey AdvancedStrategy Program, the IveySales Management Programand the Ivey Negotiat ion Program.

“The new Executive Development Programs are per fect for executives and managers who are interested in sharpening their ability to design and execute winningbusiness strategies and who are ready to become more dynamic leaders,” said Professor Jeffrey Gandz ,Managing Director, ProgramDesign.

The three new programs join an array that includes Financial Analysis for Non-Financial Executives,Strategic Management of Investor Relat ions, and the famed Ivey Executive program, launched more than50 years ago.

LEADER 2003: A REPORT FROM SUSIE MACDONNELL, MBA ’03This is my second year in the LEADER Project and it has seen a number ofchanges over that time – most notably the expansion to Cuba and theaddition of an entrepreneurship program.

I was fortunate to be a member ofthe pilot project to Cuba last May, andhad the opportunity to visit three cities– Bayamo, Holguin, and Tunas. As it wasour first year in Cuba, we taught profes-sors and PhD students in order for themto learn more about what LEADER hadto offer. They were very knowledgeablein the subjects we taught, which includ-ed operations, finance, marketing, andgeneral management, and were mostinterested in learning more about thecase method and teaching with cases.They teach with cases in their respective schools in Cuba, but their casesare not based on “real-world” situations, and are used to illustrate lecturepoints, rather than foster discussion.

The students are not interested inimplementing western business prac-tices per se, but they acknowledge theimportance of studying other methodsin order to implement ideas that fitwith their chosen socialist model. Theywere also interested in learning moreabout Canada, discussing Cuban politicsand economics, and were eager to dis-cuss their areas of specialty in order toget our impressions on their research.

In May 2003, LEADER sent four peo-ple to each of the three cities to teach three-week courses. I returned toCuba and was happy to have had the opportunity to stay in Tunas for thefull three weeks, giving me the com-plete LEADER experience.

LEADER is excited by one of ournewest projects this year – an inten-sive entrepreneurial program. FourIvey students taught 26 Ukrainianentrepreneurs in the former SovietUnion’s industrial heartland.LEADERites worked to help entrepre-neurs become better at assessing andmanaging their operations. LEADERpromotes entrepreneurial activity asessential to economic advancementand will keep in touch with the participants to see how their busi-nesses are doing. We hope to be a part of many new and successfulUkrainian initiatives! In addition, LEADER continued its activities inEastern Europe and had 38 students travelling to eight different siteswithin Russia, Ukraine, Belarus, and Moldova.

A REGULAR FEATURE INTRODUCING MEMBERS OF THE IVEY ALUMNI ASSOCIATION BOARD OF DIRECTORS

Boardfile

Tim Hockey, EMBA ’97, started out as a part-time teller withCanada Trust 20 years ago. Since then, he’s taken a senior rolein every major part of the business, completed his Ivey Exec-utive MBA, was named one of Canada’s top 40 under 40, andhelped run a very successful merger with TD bank.

Hockey, who now lives in Mississauga, finds it ironic thathe took his EMBA when he was living with his family inLondon, requiring a four-hour drive every weekend to theWettlaufer Centre. But it was exactly the experience he waslooking for. “I don’t miss the extra work,” he says, “but Idearly miss the intense interaction – 55 type A personalitiesin a room arguing about an issue – in a politically risk-freesetting. It was wonderful.”

As Executive Vice President for TD Canada Trust’s Retail Dis-tribution, Hockey oversees 1,154 retail branches across thecountry. It’s a job that allows him to pursue his passion forleadership development. “When you’ve got 22,000 staff and

90 executives tow o r k w i t h , y o uhave a great oppor-tunity to help peo-ple with their ca-reers,” he says. “I’vebeen the beneficiaryof some wonderfulmentors, so I love the fact that I can do that for others.”

When Hockey was asked to join the Ivey Alumni Boardabout two years ago, he agreed to serve because of his strongbelief in the value of lifelong learning, and also to restore theclose connection that once existed between Ivey and the bank.

There was a time when TD was one of the largest employ-ers of Ivey grads, he says. In fact, Ivey’s 1963 MBA class hadthree graduates who eventually became Vice Chairs of theBank. “I want to bring TD’s name back into the School by get-ting the Bank more involved again. That means supportingthe recruitment effort and helping out on the alumni board.”

in Los Angeles where the majority ofalumni resided, Don Anderson, MBA’70 and Bruce Gall, MBA ’69 orga-nized the first alumni event in LosAngeles in March 1999. Local alumnigathered at the prestigious JonathanClub to meet with Dean Larry Tappfor an update on the School and toinvestigate whether there was inter-est in organizing Ivey alumni in L.A.on a formal basis. About 30 of thearea’s 90 alumni turned up to askquestions and to hear the Dean talkabout the strategy of the School. Af-ter the event, it was clear that thepopulation would need to be seg-mented, so Larry Bunka continued asPresident for the Northern CaliforniaChapter and Don Anderson gracious-ly accepted the role as Southern Cali-fornia Chapter President.

Since 1999, Don has formalizedtwo committees that are responsiblefor organizing social and cultur-al events for Ivey alumni in the areas of Los Angeles and NewportBeach/Irvine region. Over the pastyear, six social and networking eventshave been successfully organized in-

IN JULY 1998 LARRY BUNKA, MBA ’89 WASapproached to lead the alumni chap-ter in California after increasing in-terest from Ivey graduates to form-alize an organization there. Thechallenge was to organize eventsand programs from the Silicon Valleyarea where Bunka lived that wouldbring together the almost 200 alum-ni spread through the state.

Appreciating this challenge and inan effort to respond to alumni needs

cluding a gathering in Santa Monicato watch the Men’s Gold Medal Hock-ey Game, a truly Canadian tradition!

Recently, Don organized a sub-committee to coordinate inquiriesfrom graduating classes or alumniregarding career and immigration is-sues. The chapter has been invalu-able to the School as it continues toincrease the profile of its MBA pro-gram and international reputation inthe United States.

Don continues to work closelywith the Northern California Chap-ter President, now Brent Remai, MBA’93, to ensure that the alumni remainconnected with each other and theSchool all over California.

The chapter always welcomes youri nvo l ve m e nt a n d n e w i d e a s fo revents and gatherings. For more in-formation or to get involved, pleasecontact Don Anderson, MBA ’70,Managing Director, Harvard CapitalCo m p a ny, ( 8 0 5 ) 9 6 9 - 9 3 3 9 o r [email protected] You can also visit the Ivey website atwww.ivey.uwo.ca/alumni for a list-ing of upcoming events.

A REGULAR FEATURE INTRODUCING IVEY ALUMNI ASSOCIATION CLUBS

Clubfile

Southern California


Alumni News & EventsAcross Canada and around the world, Ivey alumni are getting together and having a great time.

Upcoming eventsVisit www.ivey.uwo.ca/Alumni/CURRENTEVENTS.htm for details on all upcoming alumni eventsJune 9 IAA/Calgary Fourth Annual GolfTournament at the Silvertip Course inCanmoreJune 12 IAA/BC hosts its 7th AnnualFather’s Day Golf Tourney at the Uni-versity Golf CourseJune 17 IAA/Toronto Breakfast Eventwith Richard Rooney, MBA ’81, Presi-dent of Burgundy Asset Management,“Investment Counselling for individu-als, charities and pensions”June 18 IAA/Calgary holds their month-ly “Cocktail Connections” after-work

get together for local alumni andfriends of the SchoolJuly 2, August 6, Sept 3 IAA/Edmontonmonthly networking eventJuly 3, August 7, Sept 4 IAA/BC month-ly pub nightJuly 16, August 20, Sept 17 IAA/CalgaryCocktail ConnectionsJuly 16 IAA/Toronto Breakfast Eventwith Russ Payson, MBA ’70, Presidentof Skyservice AirlinesSept 18 IAA/BC A Comical Alumni BoatCruiseSept 19-21 Ivey Celebrates Homecom-ing 2003! (see ad this issue)October 26 Annual EMBA Forum at theWettlaufer Centre in Toronto

The straight goods ondisruptive technologies:Clayton Christensen ANDY GROVE, THE CHAIRMAN OF INTEL Corp.called Clayton Christensen’s book, TheInnovator’s Dilemma, “lucid, analyticaland scary.” George Gilder of the GilderTechnology Report said it was “the mostprofound and useful business book everwritten about innovation.” It won theGlobal Business Book Award for the bestbusiness book of 1997. Christensen, aHarvard Business School Professor, is in

high demand around the world as aspeaker and consultant.

Ivey students and alumni had achance to judge for themselves on March18, when Christensen presented a livewebcast from the Ivey Business School,available to alumni around the world.Thepresentation was arranged by Ivey profes-sor Rod White, HBA ’74, and adjunct pro-fessor Michael Raynor, MBA ’94, whoworked with Christensen while complet-ing his doctorate at Harvard and is nowcollaborating with him on his next book,The Innovator’s Solution. “I absolutelylove Christensen’s stuff,” says White. “Ihad seen him present before and knew hewas a very good presenter. He has a greatstyle, and the message is very powerfultoo.” The presentation was sponsored byDeloitte Consulting (soon to be Braxton),and the Ivey Alumni Association.

Christensen outlined his theory of dis-ruptive technologies – technologies thatproduce a low-quality, low-margin prod-uct but can grow to meet mainstreamneeds and pose a serious threat to estab-lished companies. White had hoped hewould also preview of some of his ideasfor solving the dilemma, but says Chris-tensen ran out of time.

Nearly 600 alumni registered for thewebcast, more than for any previous

FEB 10 LEADERSHIP ROUNDTABLES, HBA ’78AND MBA ’78 GATHERED IN TORONTO AT THEWETTLAUFER CENTRE TO KICK-OFF THEIR 25YEAR REUNION. CLAUDE LANFRANCONI FACILI-TATED A CASE IN THE AFTERNOON AND CUR-RENT IVEY STUDENTS JOINED IN ON THE FUN ATA DINNER AND RECEPTION

FEB 12 IAA/CALGARY HOSTED A LUNCHEONWITH CHUCK WINOGRAD, MBA ’71, CEO OFRBC CAPITAL MARKETS WHO PRESENTED ON“A VIEW FROM BAY STREET: ISSUES AFFECTINGCAPITAL MARKETS TODAY”

FEB 13 IAA/NEW YORK MONTHLY SOCIALWAS HELD AT THE PENN CLUB FOR LOCALALUMNI AND FRIENDS

FEB 19 IAA/CALGARY HOSTED THEIR MONTH-LY “COCKTAIL CONNECTIONS” AFTER-WORK GETTOGETHER FOR LOCAL ALUMNI AND FRIENDS

FEB 19 IAA/CALGARY, TOGETHER WITH IVEY’SCAREER MANAGEMENT, HOSTED A “RECRUITAT IVEY” INFORMATION SESSION AT THE FAIR-MONT PALLISER

FEB 20 IAA/BC, TOGETHER WITH IVEY’SCAREER MANAGEMENT, HOSTED A “RECRUIT

AT IVEY” INFORMATION SESSION AT THE FAIR-MONT HOTEL, VANCOUVER

FEB 25 IAA/TORONTO BREAKFAST WITH VICBERNARDINI, PRESIDENT OF PRESTIGE AUTO-MOBILE GROUP WHICH INCLUDES ASTONMARTIN JAGUAR LAND ROVER AND SPOKE ON“THE CHALLENGE OF LEADERSHIP IN A BRUTALENVIRONMENT”

FEB 25 IAA/LONDON, ONTARIO GATHEREDFOR A MOCK CLASSROOM COMMERCIAL VIDEOAT SPENCER HALL FOLLOWED BY A RECEPTION

FEB 25 IAA/BC HOSTED THEIR SIGNATURE“DINE AND WINE EVENT" FROM BLUEMOUNTAIN VINEYARD, WITH SPECIAL GUESTSIAN MAVETY AND ROB CHRISTIE

FEB 27 IAA/HONG KONG HELD THEIRMONTHLY HAPPY HOUR AT THE KEE CLUB

MARCH 5 IAA/EDMONTON HELD THEIRMONTHLY NETWORKING EVENT FOR LOCALALUMNI AND FRIENDS

MARCH 6 A WINE AND CHEESE EVENT WASHELD WELCOMING THE CLASS OF 2003 TO THEIVEY ALUMNI ASSOCIATION. KEVIN YOUSIE,

HBA ’77, MBA ’80, CHAIR OF THE IAABOARD CONGRATULATED STUDENTS AND DAVIDWRIGHT, HBA ’83 WAS THE KEYNOTE SPEAKER

MARCH 6 IAA/BC HELD THEIR MONTHLY IVEYNIGHT AT STEAMWORKS BREW PUB

MARCH 6 IAA/TOKYO GATHERED FOR THEIRMONTHLY PUB NIGHT

MARCH 6 IAA/TORONTO NEW ALUMNI NET-WORKING KICK-OFF AT FEZ BATIK WITH OVER200 RECENT ALUMNI JOINING IN

MARCH 8 IAA/S. CALIFORNIA WATCHED THEL.A. KINGS PLAY THE MONTREAL CANADIENSAT O’BRIENS IRISH PUB IN SANTA MONICA

MARCH 11 IAA/MONTREAL HOSTED A RECEP-TION FEATURING PAUL LAMONTAGNE, PRESI-DENT AND CEO OF LOOK COMMUNICATIONS

MARCH 18 THE IVEY ALUMNI ASSOCIATIONWAS PROUD TO HOST THE FOURTH ANNUALIVEY GLOBAL WEBCAST WITH HARVARD PRO-FESSOR CLAY CHRISTENSEN WHO DELIVERED APRESENTATION TO IVEY STUDENTS AND ALUMNI

CONTINUED ON NEXT PAGE

PAST EVENTS

AROUND THE WORLD ENTITLED “CAPTURINGTHE UPSIDE WHILE AVOIDING THE DOWNSIDE”

MARCH 18 IAA/TORONTO BREAKFAST WITHFRANK MERSCH, DIRECTOR AND VP, FRONTSTREET PARTNERS SPEAKING ON NICHEINVESTING (HEDGE FUNDS) IN THE CANADIANECONOMY

MARCH 19 IAA/CALGARY HELD THEIRMONTHLY “COCKTAIL CONNECTIONS” AFTER-WORK GET TOGETHER FOR LOCAL IVEY ALUMNIAND FRIENDS

MARCH 20 IAA/LONDON UK SOCIAL EVENTAT CORNEY & BARROW

MARCH 25 IAA/OTTAWA 10TH ANNUALBUSINESS NETWORKING LUNCHEON WITHGUEST SPEAKER JIM WATSON, BROADCASTEROF THE NEW RO AT NOON

MARCH 27 IAA/HONG KONG HELD THEIRMONTHLY HAPPY HOUR

APRIL 2 IAA/EDMONTON HELD THEIR MONTH-LY NETWORKING EVENT FOR LOCAL IVEY ALUM-NI AND FRIENDS

APRIL 3 IAA/TOKYO MONTHLY PUB NIGHT

APRIL 3 IAA/BC HELD THEIR MONTHLY IVEYNIGHT AT STEAMWORKS BREW PUB FOR LOCALIVEY ALUMNI AND FRIENDS

APRIL 3 IAA/N. CALIFORNIA HOSTED A CELE-BRATION AT THE BUBBLE LOUNGE EVENT

APRIL 5 IAA/BC HELD THEIR ANNUAL EXECU-TIVE PLANNING RETREAT

APRIL 6 ALUMNI GATHERING/RETIREMENTPARTY FOR IVEY PROFESSOR SANDY HURST ATTHE BARKING FROG IN LONDON, ONTARIO

APRIL 10 IAA/TORONTO HELD THEIR SECONDWINE TASTING AT CRUSH WINE BAR IN TORONTO

APRIL 15 IAA/TORONTO BREAKFAST EVENTWITH DR. HARVEY SCHIPPER, INTERNATIONALMEDICAL CONSULTANT, SPEAKING ON CANADI-AN OPPORTUNITIES IN THE CHANGING INTER-NATIONAL MEDICAL BUSINESS

APRIL 16 IAA/CALGARY HELD THEIR MONTHLY“COCKTAIL CONNECTIONS” AFTER-WORK GETTOGETHER FOR LOCAL IVEY ALUMNI ANDFRIENDS

APRIL 16 IAA/LONDON, ONTARIO HELD ANOPEN HOUSE AT SPENCER CONFERENCE CENTRE

APRIL 22 IAA/ BC HOSTED AN EVENING CASESTUDY WITH GEORGE COPE, HBA ’84. PRESI-DENT & CEO OF TELUS MOBILITY, AN IVEYHBA AND PAST RECIPIENT OF CANADA’S 40UNDER 40 AWARD

APRIL 24 IAA/HONG KONG HELD THEIRMONTHLY HAPPY HOUR AT THE KEE CLUB

APRIL 28 IAA TORONTO MALT SCOTCH TASTING

APRIL 29 AND 30 REUNION KICKOFFS

APRIL 24/25 DEAN TAPP’S FINAL IVEY ADVI-SORY BOARD MEETING WAS HELD IN LONDONAND THE BOARD HONOURED HIS ACCOMPLISH-MENTS DURING HIS TENURE AT THE SCHOOL

APRIL 24 IAA/OTTAWA PROUDLY HOSTED ITSNINTH ANNUAL HIGH TECHNOLOGY DINNER

MAY 1 IAA/TOKYO MONTHLY PUB NIGHT

MAY 1 IAA/ATLANTA HELD AN ALUMNI RECEP-TION WITH A SCHOOL UPDATE FROM PROFES-SOR JEFFERY GANDZ

MAY 1 IAA/BC HELD THEIR MONTHLY IVEYNIGHT AT STEAMWORKS BREW PUB FOR LOCALALUMNI AND FRIENDS OF THE SCHOOL

MAY 7 IAA/EDMONTON HELD THEIR MONTH-LY NETWORKING EVENT FOR LOCAL ALUMNIAND FRIENDS OF THE SCHOOL

MAY 10 IAA/BC AN EVENING OF CULINARYDELIGHT AT THE PACIFIC CULINARY INSTITUTE

MAY 17 IAA/S.CALIFORNIA, SOCIAL GATHER-ING/WINE TASTING IN SANTA BARBARA WITHA LIVELY UPDATE ON THE SCHOOL BY BOBNOURSE AND A PRESENTATION ON START-UPS

MAY 20 IAA/TORONTO SECOND ANNUALIVEY GOLF TOURNAMENT AT THE GLEN ABBEYGOLF COURSE

MAY 21 IAA/CALGARY SPRING SOCIAL ANDAGM

MAY 24/25 IAA BOARD OF DIRECTOR’SMEETING HELD IN TORONTO

MAY 27 IAA/LONDON ONTARIO HOSTEDTHEIR THIRD ANNUAL CONFERENCE, “LEADINGTHROUGH CHALLENGING TIMES” FOR LOCALALUMNI AND FRIENDS OF THE SCHOOL

MAY 27 IAA/TORONTO BREAKFAST EVENTWITH DAVID WEINER, MBA ’85, SENIORPARTNER AT NATIONAL PUBLIC RELATIONS

MAY 29 THE IVEY ALUMNI ASSOCIATION WASPROUD TO HONOUR DEAN TAPP AT A FAREWELLLUNCHEON IN HIS HONOUR FOR ALUMNI ANDFRIENDS OF THE SCHOOL

MAY 29 IAA/HONG KONG HELD THEIRMONTHLY HAPPY HOUR

JUNE 4 IAA/EDMONTON HELD THEIR MONTH-LY NETWORKING EVENT

JUNE 5 IAA/TOKYO MONTHLY GATHERING

JUNE 5 IAA/UK FIRST ANNUAL IVEY IN LON-DON SUMMER BARBECUE

JUNE 5 IAA/BC HELD THEIR MONTHLY IVEYNIGHT AT STEAMWORKS BREW PUB

on the future of the wine-tasting dinner launchedlast year by the IAA/B.C.chapter and held again thisyear on February 25.Phillips sees it as an annualevent that will help to raisemoney for a B.C. Chapterscholarship fund at Ivey.

This year, the dinnerfeatured the wines of Blue MountainVineyard, described by the VancouverSun as “one of B.C.’s most celebratedwineries.” Blue Mountain produces a rel-atively small amount of wine, sold main-ly to fine restaurants or sold directlyfrom the winery. The dinner, held at theSutton Place Hotel, was an opportunityfor Ivey alumni to taste several of these

event, and 30 questions were receivedby e-mail during the presentation.Whitewas especially pleased that there wereno technical glitches and the transmis-sion went off seamlessly. “The reactionfrom our students was very positive,” hesays. “This was an extremely successfulendeavour and Clayton certainly livedup to our expectations.”

Wine not? BC Alumni Gather For a GalaWine-Tasting Dinner“WE’VE GOT SOME GREAT B.C. WINES TO HIGH-light, and I think we can go for many,many years without having the samewinery twice.”

Brian Phillips, MBA ’75, is reflecting

wines, perfectly pairedwith five courses of ele-gant and innovative food.Blue Mountain owner IanMavety was on hand toshare his knowledge andstories of wine-making.

A highlight of theevening, Phillips says, wasthe humour of Rob Christie

of KISS-FM, a popular Vancouver radiohost who served as M.C.The event attract-ed 80 alumni and guests and raisedapproximately $8,000. Now that a modelhas been established Phillips believes itcan grow.“The event was created by alum-ni for alumni,” he says.“It’s a great way tostrengthen our network in B.C.and to raisemoney in support of the School.”

PAST EVENTS CONTINUED FROM PREVIOUS PAGE

MICHELLE LAVIOLLETTE ANDJODY ANDERSON, MBA ’00

10


in the area of strategicmarketing for compa-nies in technology-intensive businesses.This year, the event wasco-hosted by the Indo-Canada Chamber ofCommerce, and for thesecond year Telus Mobil-ity was a sponsor.

“With the speakerswe’ve had over the years, everyonehas walked away with a nugget ofgold in terms of lessons learned,” saysdinner organizer Howard Mains, MBA’91. “This year’s event was no excep-tion – Roger’s presentation was sim-ply outstanding.”

Mains says when the first event

Ottawa High Tech Dinner scores another success THINK OTTAWA, AND YOU AUTOMATICALLYthink of grand public buildings andthe overwhelming presence of thefederal government . But today,Ottawa is just as well known as thehome to many of Canada’s leadinghigh-tech companies. It’s this aspectof the city that the Ivey Alumni Asso-ciation/Ottawa celebrates each yearwith its High Technology Dinner.

The 9th annual event, held April24 at the Chateau Laurier, attracted130 alumni and friends. It featured alively and practical presentation byIvey professor Roger More, MBA ’70,PhD ’74 a world-renowned researcher

was planned more thannine years ago, organiz-ers made a consciousdecision to focus theirenergies on one out-standing event, with aview to raising theSchool’s profile in thenational capital. “As thisyear’s event proves, itdoes provide a focal

point for alumni to connect back toIvey,” says Mains. “This is the oneopportunity every year to do that inOttawa and people really appreciateit. I don’t know if we’ve had some-one who’s made it to all nine din-ners, but there are certainly peoplewho make it a priority.”

97

1

4

8

2 3

1. THE CLASS OF MBA ’78 WITH THEIR PROFESSORS, AT THE 2003LEADERSHIP ROUNDTABLE EVENT HELD IN MISSISSAUGA ONFEBRUARY 10. 2. THE CLASS OF HBA ’78 AT THE 2003 LEADERSHIPROUNDTABLE 3. IVEY PROFESSOR CLAUDE LANFRANCONI LEADS THEAFTERNOON CASE DISCUSSION 4. (FROM LEFT TO RIGHT) SASCHAKAESER, HBA ’02, JEFF BARYSHNIK, HBA ’02, TOMAS KOKKO, HBA ’02,SCOTT ZACK, HBA ’00, CHRIS KALNIN, HBA ’00, BRUCE FAGEN, MBA’00, AND LAURA ERSKINE, MBA ’97, AT THE IAA/SOUTHERNCALIFORNIA HOCKEY NIGHT IN SANTA MONICA, MARCH 8. 5. THEWINNING TEAM CELEBRATES AT THE IAA/HONG KONG FIRST ANNUALIVEY GOLF DAY, HELD JANUARY 20 AT THE PALM ISLAND GOLF CLUB.(FROM LEFT TO RIGHT) MILES AU YEUNG, MBA ’95, ELIZABETHTHOMSON (WIFE OF KISHORE SAKHRANI, MBA ’83), JEFF CHAN, MBA’75, AND Y.Y. LEE 6. ANN PARKIN, MBA ’01, JENUS FIOUZI, MBA ’01,RICHARD NOLAN, MBA ’00, AND BRAD CHENG, HBA ’00 JOIN AGROUP OF IVEY ALUMNI IN LONDON, U.K. AT CORNEY & BARROW INFLEET PLACE ON MARCH 20 7. A GATHERING OF IVEY ALUMNI FROMACROSS NORTHERN CALIFORNIA CONVENE AT THE FAMOUS BUBBLELOUNGE CHAMPAGNE BAR IN SAN FRANCISCO ON APRIL 3. 8. CHUCKWINOGRAD, MBA ’71, ADDRESSES AN IAA/CALGARY LUNCHEON ONFEBRUARY 12. 9. (FROM LEFT TO RIGHT) RANDY JANG, MBA ’77,LAUREN DOWNE, DIRECTOR, ALUMNI RELATIONS, ERIC LEE, MBA ’85,AT THE IAA/B.C. CHAPTER ANNUAL GENERAL MEETING, APRIL 5.

IVEY ALUMNI GET TOGETHER AROUND THE WORLD

6

5

DARREL KENT, LLB/MBA ’91,THANKING ROGER MOREAT OTTAWA DINNER

12

Iarocci contacted 10other Ivey graduates atCanadian Tire and onFebruary 7th the compa-ny hosted a total of 20HBA students. Theyattended presentationsabout the company,spent time one-on-onewith their alumni men-tors and toured “RetailCity,” a Canadian Tireprototype store used totry out new merchandis-ing ideas.

Iarocci says the daygave Canadian Tire achance to strut its stuffin front of potentialrecruits. For the stu-dents, it was a way toexperience the compa-ny’s culture first hand.“It was a very worth-while day,” says JohnMillman, HBA ’04, whowas matched with Iaroc-

ci. “I knew a bit about being a cate-gory analyst, but Anne went intomore detail. It made me want to goto work for Canadian Tire!”

For Iarocci, it was an opportunityto give back. “It’s not that long agothat I was in the same position,” shesays. “I know how difficult it is tomake that decision about your firstjob. The chance to help them outmade me happy.”

HBA Contact is the inspirationbehind another Ivey program thatalso builds on the strength of thealumni network. With the Ivey Alum-ni Partnership Program, alumni agreeto respond to e-mails initiated by amaximum of two current students.

IN 2000, WHEN ANNE IAROCCI, HBA ’00,WAS VICE President Academic in theHBA Association, she had an idea fora new student service. “We had awealth of alumni doing amazingthings at amazing companies,” shesays, “so we looked for a way to con-nect students and alumni.” Workingwith the alumni department, shedeveloped HBA Contact, a one-dayjob-shadowing program.

Three years later, Iarocci, who isnow working at Canadian Tire, wasdelighted to receive a letter asking herto participate in the 2003 HBA Con-tact. The program has become an Iveyfixture – a simple but effective way tobegin a lifelong habit of networking.

Bryce Munro, MBA ’03 was fortu-nate to select Beverly Behan, HBA ’81,a New York-based consultant whohas written a book on career man-agement, as his electronic mentor.Behan offered to speak to him bytelephone. “We talked about mybackground and how I could packagesome of my experience and make itattractive to future employers, andshe coached me on how to approachthe r ight people.” Behan alsoarranged for him to speak to two ofher contacts working in areas relatedto his interests.

Behan says the Alumni Partner-ship Program is an important way tointroduce students to the valuableskill of networking. “It’s probablythe most important career develop-ment skill you can have,” she says.“You’re going to be doing it for therest of your life.”

Rich Nolan, MBA ’00, is currentlyworking in London, England, wherehe was contacted by Eric Lazer, anMBA student interested in breakinginto the European market. “I’ve hadgood experiences when I’ve contact-ed Ivey alumni in the past,” Nolansays, “ and I wanted to carry on thetradition.” He talked to Lazer, thenarranged for him to meet with sever-al other alumni in British companies.

Nolan says the Alumni Partner-ship Program, like HBA Contact, pro-vides alumni and their companieswith an opportunity to assess thecaliber of students coming out ofIvey. Students get an inside look at acompany or industry, and for theSchool as a whole, it’s a powerfuldemonstration of the power of theIvey network.

By helping graduating studentssucceed, the Ivey Alumni PartnershipProgram builds the Ivey brand, saysBryce Munro. “When alumni networkwith graduating students, they areimproving Ivey’s position in the mar-ket. And that helps everybody.” ■

For more information or to participate in the Ivey Alumni Partnership Program, visitwww.ivey.uwo.ca/alumni/AlumniPartnership.htm

Is your networking?HBA CONTACT AND THE IVEY ALUMNI PARTNERSHIP PROGRAMHELP STUDENTS LEARN THE POWER OF NETWORKING

13


tion Board now consists of 42 mem-bers, who are divided into five stand-ing committees, and two ad hoc committees.

Now that the Board has redefinedits vision, one of its first tasks is to buildin accountability. The newly formedBoard Metrics Committee is develop-ing metrics to measure success. “Thiswill combine internal measures withbenchmarking against other top tierbusiness schools,” says Yousie.

All committees have recently beenrestructured. The New Alumni Com-mittee focuses on the needs and con-cerns of “student” alumni from thetime they’re accepted at Ivey, as well

as new alumni who have graduatedwithin the last five years. The ChapterDevelopment Committee helps Chap-ters leverage their opportunities andbuild a greater dialogue with alumni.The Career Initiatives Committeehelps Ivey graduates obtain effectivecareer advice and placement assis-tance. The Nomination and Recogni-tion Committee identifies alumni whodeserve recognition for their contribu-tions and coordinates succession plan-ning. The Ivey Traditions Committeepreserves important Ivey traditionsand identifies new ones. The ExecutiveCommittee provides leadership anddirection to the overall Board.

The new structure helps build onthe grassroots character of the Associ-ation and its Chapters. “We’re reallyquite externally focused,” says Yousie.“We’re not working in isolation; wewant to get continually closer to the17,000 plus people we represent, findout what they have to say and whattheir suggestions are, and emphasizethe opportunities that exist in thelocal organizations.” ■

THE IVEY ALUMNI ASSOCIATION HAS A NEWvision: To be recognized as one of themost strongly connected, active, andsuccessful business school alumniorganizations in the world within thenext five years.

The rationale behind the newvision statement is simple, saysAlumni Board Chair Kevin Yousie,HBA ’77, MBA ’80, President of Cross-water Partners. “Ivey is on a missionto become one of the best businessschools in the world. So we want tohave a world class alumni associa-tion to support and provide value toour grads.”

Certain key words in the visionstatement define its goals, saysYousie. Connected connotes a closerelationship between alumni andeach other, and alumni and theSchool. Actively requires a high levelof value-added events and services.Success must be measured againstestablished benchmarks. In the worldaligns the Association with Ivey’sglobal mission. Five years is an ambi-tious but achievable time frame.

Before the formation of the IveyAlumni Association Board in 1998,alumni activity was organizedthrough a loose network of Chapterslocated in cities around the world.Although Chapters looked to theSchool and each other for assistancefrom time to time, they were largelyautonomous. When the Alumni Asso-ciation Board was created, the Chap-ter Presidents became members alongwith other committed and highlymotivated alumni volunteers. Underthis formalized structure, the Associa-tion broadened its mandate andbegan to look more closely at ways tobenefit alumni. The Alumni Associa-

The Richard Ivey School of Business is delighted to announce the new leadership appointments of the followingpeople in the Ivey Alumni Association Board of Directors.

Kevin Yousie, HBA ’77, MBA ’80,ChairDavid Tait, MBA ’89, Vice ChairLise Casgrain, MBA ’77, Chair,Career Initiatives CommitteePatrick Crowley, HBA ’74, Chair,Board Metrics CommitteePamela Jeffery, HBA ’84, MBA ’88,Chair*, Nomination and Recognition CommitteeBrian Phillips, MBA ’75, Chair,Chapter Development CommitteePaul F. Smith, HBA ’75, Chair,Ivey Traditions CommitteeJason Thacker, HBA ’02, Chair, NewAlumni CommitteeLauren Downe, Director*effective November 2003

ANNOUNCING

Connected,Active, SuccessfulIVEY’S ALUMNI ASSOCIATION HAS REDEFINED ITS VISION AND RECRUITED AN OUTSTANDING EXECUTIVE

(CLOCKWISE FROM TOP LEFT) KEVIN YOUSIE,DAVID TAIT, PAUL F. SMITH, JASON THACKER,

PATRICK CROWLEY, BRIAN PHILLIPS,LISE CASGRAIN, PAMELA JEFFERY.

14

H O N G K O N GJoe Attrux, EMBA ’00General Manager, Interasian Resources(Hong Kong) [email protected]/alumni/hongkong.htm

L O N D O N , U . K .Paul Heydon, HBA ’90, MBA ’99Media Team, Capital Markets and Advisory, Commerzbank [email protected]/alumni/londonuk.htm

L O N D O N , O N T A R I OJohn Millar, LLB/MBA ’92President, Attaché Group Inc.519-652-6898 [email protected]/alumni/londonon.htm

I V E Y A L U M N I A S S O C I A T I O NL O N D O N , O N T A R I O C H A P T E RPO Box 1461, Stn. B,London, ON N6A 5M2

M O N T R E A L , P QRichard Quesnel, MBA ’00Investment Advisor, Private ClientDivision, BMO Nesbitt [email protected]/alumni/montreal.htm

N E W Y O R K , N YClare Cheng, MBA ’94Account Supervisor, Medicus New [email protected]/alumni/newyork.htm

O T T A W A , O NLauren DowneDirector, Alumni Relations, Richard IveySchool of Business519-661-4100 [email protected]/alumni/ottawa.htm

S I N G A P O R EChet Choon Woon, MBA ’94Business Development, [email protected]/alumni/singapore.htm

T O R O N T O , O NJeffrey Chaplin, HBA ’67President, Jeffrey Allan & Associates [email protected]

Barbara Wilkes, HBA ’74, MBA ’76President, Management Initiatives [email protected]

ChaptersAlumni Chapters develop meaningfulprograms and activities that provideopportunities for alumni in their areato network with one another and tostay in touch with the School.B R I T I S H C O L U M B I ABrian Phillips, MBA ’75Vice President, Phllips, Hager & [email protected]

I V E Y A L U M N I A S S O C I A T I O N B . C . C H A P T E [email protected]

C A L G A R Y, A BJim Wahl, MBA ’82Principal, Wahl & [email protected]/alumni/calgary.htm

N O R T H E R N C A L I F O R N I ABrent Remai, MBA ’93Strategic Planning Manager,Enterprise Systems Group,Hewlett-Packard [email protected]/alumni/ncalifornia.htm

S O U T H E R N C A L I F O R N I ADon Anderson, MBA ’70Managing Director, Harvard CapitalCompany805-969-9339danderson.MBA1970@ivey.cawww.ivey.uwo.ca/alumni/scalifornia.htm

E D M O N T O N , A BBob Treidler, MBA ’96Senior Manager, [email protected]/alumni/edmonton.htm

I V E Y A L U M N I A S S O C I A T I O NT O R O N T O C H A P T E R2121 Argentia Road, Suite 404,Mississauga, Ontario L5N [email protected]/alumni/toronto.htm

W A T E R L O O R E G I O NMichael Deane, HBA ’79Barrister, Casselli, Levesque & [email protected]/alumni/waterloo.htm

I V E Y A L U M N I A S S O C I A T I O NW A T E R L O O R E G I O NPO Box 2592, Postal Station B,Kitchener, ON N2H 6N2

Ambassador ProgramThe Ivey Ambassador Program consistsof enthusiastic and committed alumniand friends of the School who havedemonstrated leadership in geograph-ic regions with smaller concentrationsof Ivey alumni.A F R I C AMavis MacCarthy, MBA ’[email protected]

A R I Z O N APaul Hawkins, MBA ’94480-585-5523 [email protected]

A T L A N T A , G ABill Robertson, MBA ’[email protected]

A T L A N T I C C A N A D AJim White, HBA ’74, MBA ’75902-798-5997 [email protected]

A U S T R A L I ADonna Bozowsky, MBA ’[email protected]

B A H A M A SAlec Wright, MBA ’[email protected]

B E I J I N G , C H I N ASteven Zuo, MBA ’978610-8179-6129 [email protected]

B E L G I U MDave Holowack, EMBA ’[email protected]

Alumni ContactsFor general information,please contact Lauren Downe,Director, Alumni [email protected]/ivey_alumni

15


M E X I C ORobert Shaw-Wood, MBA ’[email protected]

M I A M I , F LJuan Deshon, HBA ’99305-231-6566 [email protected]

M I S S O U R IDennis Ayden, MBA ’[email protected]

M O S C O W , R U S S I APaul Burton, MBA ’797-095-787-1111 [email protected]

T H E N E T H E R L A N D SBrenda Fischer-Campbell, MBA ’[email protected]

N E W O R L E A N S , L ALiz Yager, HBA ’85504-891-2298 [email protected]

N I A G A R A R E G I O N , O NBill De Wolf, EMBA ’95905-937-1552 [email protected]

T H E P H I L I P P I N E SSameer Raina, MBA ’03632-8126695 [email protected]

P I T T S B U R G H , P AAnoop Sinha, EMBA ’[email protected]

P R A G U E , C Z E C H R E P U B L I CPaul Boucek, HBA ’[email protected]

R E G I N A , S KTracey Bakkeli, MBA ’[email protected]

R E P U B L I C O F Y E M E NNeil McCormick, HBA ’[email protected]

S E A T T L E , W AMarkus Foerster, MBA ’[email protected]

S H A N G H A I , C H I N AMark Brown, MBA ’[email protected]

S O U T H C A R O L I N ATove Rasmussen, MBA ’[email protected]

B E R M U D AAly Lalani, MBA ’82441-293-5718 [email protected]

B O S T O N , M AAndrew Fortier, HBA ’99617-859-1559 [email protected]

Jennifer von Briesen, MBA ’94781-861-7700 [email protected]

B R A Z I LCarlos Barbosa, MBA ’7355-11-5579-8805 [email protected]

B U E N O S A I R E S , A R G E N T I N ASean Twomey, MBA ’[email protected]

B U F F A L O , N YRene Krist, MBA ’[email protected]

C H I C A G O , I LPerry Lea, EMBA ’00630-922-8606 [email protected]

C O L O R A D ORonald Singh, MBA ’75719-576-7064 [email protected]

G E R M A N YSteven Otto, HBA ’9249-30-4403-1622 [email protected]

G O L D C O A S T, F LGregory Korneluk, HBA ’75561-997-5528 [email protected]

I N D I A‘G.K.’ Krishnamurthy, MBA ’[email protected]

I N D O N E S I ABerry Marttin, MBA ’0162-21-252-0876 [email protected]

I S R A E LMark Fischer, HBA ’99972-3-684-2520 [email protected]

J A P A NGage Tanabe, MBA ’[email protected]

K O R E ADaniel Lee, MBA ’[email protected]

M A L AY S I A‘G.K.’ Krishnamurthy, MBA ’[email protected]

S P A I NMike Lazarovits, HBA ’[email protected]

S T . L U C I ADouglas Rapier, MBA ’78758-457-7777 [email protected]

S U D B U R Y, O NColleen Gordon-Boyce, MBA ’91705-561-0932 [email protected]

S W E D E NPetra Borg, HBA ’0046-8-672-7913 [email protected]

S W I T Z E R L A N DNorman Karrer, MBA ’9741-1-825-1080 [email protected]

T A I W A NNick Teo, MBA ’96886-2-2734-7523 [email protected]

T E X A SArnie Kuchinsky, MBA ’76972-465-4371 [email protected]

T H U N D E R B AY, O NRob Vanderwees, HBA ’85807-346-1785 [email protected]

T R I N I D A DJeffrey Chung, MBA ’98868-657-7135 [email protected]

U N I T E D A R A B E M I R A T E SAly Alidina, HBA ’01971-50-499-2134 [email protected]

V I C T O R I A , B CChris Graham, MBA ’80250-370-4130 [email protected]

V I R G I N I AMarc and Lena Trudeau, MBA ’00804-364-3529 [email protected]

W A S H I N G T O N , D . C .Marcelo Lessa, MBA ’94301-365-4657 [email protected]

W H I S T L E R , B CRandy Jang, MBA ’77604-932-1105 [email protected]

W I N D S O R , O N A N D D E T R O I T, M I R E G I O NSebastian De Meel, MBA ’01248-761-8465 [email protected]

W I N N I P E G , M BRichard Kennedy, MBA ’00204-940-1078 [email protected]

Y E L L O W K N I F E , N TLarry Adamson, HBA ’70867-920-3179 [email protected]

FOR YEARS, IVEY GRADUATES HAVEBEEN DREAMING UP NEW IDEAS ANDPRODUCTS ANDCREATING SUCCESS-FUL COMPANIES.NOW THE SCHOOL’SINSTITUTE FORENTREPRENEURSHIPIS GEARING UP TO DEVELOP ANDSUPPORT A NEW GENERATION OF ENTREPRENEURS

JOAN

NA S

ZACH

OWSK

A

BUILDINGDREAMS

18

the market average. More alum-ni and students have startedtheir own businesses.

The Ivey Business School rec-ognized the opportunity to takethe lead in this growing areawhen it formed the Institute ofEntrepreneurship in 1995. Itsfirst Directors were Dave Shawand Ken Hardy, HBA ’63, Iveyprofessors who were well knownto grads. When Hardy took a

sabbatical last year, the Schoolrecruited a new champion forentrepreneurship, Eric Morse.

Morse’s passion for entrepre-neurship runs deep. He grew upin California, where most of hisfriends came from families whoowned their own businesses. Asan engineer, he began his careerat the Los Alamos National Lab-oratory in the area of technolo-gy transfer. He then completed

“Here is Edward Bear, comingdownstairs now, bump, bump,bump, on the back of his head, be-hind Christopher Robin. It is, as faras he knows, the only way of com-ing downstairs, but sometimes hefeels that there really is anotherway, if only he could stop bump-ing for a moment and think of it.”

-A.A. Milne

ENTREPRENEURSHIP HAS BEEN DEFINEDin many ways, but for Eric Morse,Executive Director of Ivey’s Insti-tute of Entrepreneurship, A.A.M i l n e ’s q u o t e c a p t u r e s i t sessence. If Edward Bear were atrue entrepreneur, he would finda better way to come downstairs,probably in the midst of thebumping . Entrepreneurship,Morse believes, is all about recog-nizing, creating, and exploitingopportunities.

Like other forms of discovery,entrepreneurship has oftenbeen seen as a mystery. Tradi-tionally, Ivey and other businessschools tended to focus on thebasics of business, like financeand marketing, assuming thatentrepreneurship was some-thing you were born with orcould only acquire through theschool of hard knocks.

Now they’re taking anotherlook, and there are compellingreasons why. In the past twodecades, entrepreneurial firmshave created all the job growthin the economy, and have ledmost of the innovation. Largefirms with an entrepreneurialapproach have outperformed

OPPORTUNITYKNOCKS

an MBA at Texas Tech University,and went to work for AndersenConsulting, where he focusedon entrepreneurial projects. Af-ter completing his PhD at TexasTech and running the Universi-ty’s Small Business Institute, hemoved to the Faculty of Busi-ness at the University of Victo-ria. Here he won two presti-gious international awards inentrepreneurship for the Uni-versity’s innovative undergrad-uate programs.

New statistics show a real op-portunity for Ivey to build on itsreputation for entrepreneurshipand add value for its studentsand alumni. A recent study of10,000 Ivey alumni showed that10 to 20 percent are currently en-gaged as entrepreneurs. TheSchool estimates that up to 25percent of its recent graduateshave started their own ventures.To meet the growing demandfrom students and alumni, the In-stitute has articulated a clear vi-sion for entrepreneurship, con-sisting of three pillars: outreach,teaching, and research.

Key to the implementation ofthis vision is the Entrepreneur-ship Council, made up of 22 suc-cessful entrepreneurs. The Coun-cil provides the Institute withguidance, contacts, and direct fi-nancial support. “Much of what Ihope to do will only happent h r o u g h t h e Co u n c i l , ” s ay sMorse. “They really are going tobe facilitators of the success ofthe Institute.”

Lisa Colnett, HBA ’81, president

IVEY IS BUILDING A CULTURE THAT EMBRACES THE ENTREPRENEUR

ERIC MORSE

19

of the Entrepreneur-ship Council and seniorvice president of Ce-lestica, sees entrepre-neurship in a broad contextthat she describes as “Big E, littlee.” “It’s important to give peoplewho start entrepreneurial ven-tures the skills to improve theirsuccess rate,” she says. “But wethink entrepreneurship is morethan starting businesses. It’s a phi-losophy of management - beingcreative and innovative, managingwith few resources, and manag-ing risk. These are skills that areimportant in a large corporationor a small one.”

Now that seed money from theBank of Montreal and Ernst &Young has run out, fundraising isan important challenge for the In-stitute, which is beginning afundraising effort with the goal of a$12 million endowment or operat-ing equivalent. The Entrepreneur-ship Council is actively seeking newfinancial partners, as well as raisingfinancial support through its ownmembers. The Institute recently re-ceived a commitment from theJohn Dobson Foundation and sig-nificant commitments from severalCouncil members.

The Institute is also undertak-ing new initiatives to build aware-ness. Recently it teamed up withJunior Achievement of Canada toredevelop the content of its pro-grams. The Institute is also lookingto form l inks to communitygroups with an interest in entre-preneurship, such as the Chamberof Commerce and Tech Alliance.Other initiatives include the re-design of its website, and an up-grade of its newsletter Entrepre-neur to provide more content andboost circulation. The Institute isalso planning more offerings likeThriving and Surviving, a 2001 con-ference that provided an opportu-nity for entrepreneurs to learnfrom other entrepreneurs.

Creating a culture of entrepre-neurship at Ivey requires a strong

teaching program. TheSchool has just approved

a Certificate in Entrepre-neurship for students who

have completed a prescribednumber of courses in this area.The Certificate program willmean the introduction of newcourses, as well as the infusingof existing courses with more en-trepreneurial content.

An integral part of the Certifi-

cate of Entrepreneurship will bethe completion of a summer in-ternship between first and secondyear. “The internship program willhave two options,” says Morse.“One is to intern with an entre-preneurial firm and the other is tostart a business over the summerbreak.” The Institute is now look-ing for partners to provide sum-mer internship opportunities.

With so many entrepreneuriallyinclined students, it’s not surpris-ing that Ivey has a number of stu-dent-run initiatives in this area,such as the CIBC World MarketsBusiness Plan competition, LEADER,and the Entrepreneurs at Ivey Club.“We want to support these groupsas much as we can to help stu-dents raise the level of their pro-grams and encourage widespreadparticipation,” says Morse.

The third pillar of the visionfor entrepreneurship at Ivey is

research, which is key to attract-ing the best faculty and stu-dents. Morse, who has recentlybeen named the J.R. Shaw Pro-fessorship in Entrepreneurshipin Family Owned Business, ishoping to develop what he callsa “critical mass” of research inthis area. Professors CharleneNicholls-Nixon , recently ap-pointed the ERA Fellowship inE n t r e p r e n e u r s h i p , S t e w a r tThornhill, and Charlene Zietsmaare already doing important di-rect research in this area.

Morse believes that the re-search and case writing of manyprofessors can be linked to entre-preneurship, and he is hopingthat this focus will grow as thearea gains greater academic le-gitimacy. To attract PhD studentshe is hoping to set up four PhDscholarships. He is also planninga major international researchconference for 2004.

When Morse talks to studentsabout entrepreneurship, he saysthat traditional managers tendto focus on “sink the boat” riskand ignore “miss the boat” risk.“We don’t have nearly as good anunderstanding of ‘miss the boatrisk,’” says Morse. “Yet this shouldbe treated as real risk.”

With a new certificate pro-gram, and a strong Institutebacked by a Council of seasonedentrepreneurs, there is no dangerthat Ivey will miss the boat onentrepreneurship.

“I think the opportunity here isfantastic,” says Morse. “We haveso much going for us to reallymake a difference in this area.That’s why I’m here and I’m reallyexcited about it.”

LISA COLNETT

If you or your entrepreneurialcompany can offer an Iveystudent a summer internship,or help in any way, please callEric Morse or Carol Hooper at(519) 661-4236.


MICHAEL NEEDHAM,MBA ’68BORN AND RAISED IN MANCHESTER,England, Needham graduatedfrom the University of Leeds witha degree in geography. After work-ing for a multinational companyin England and Australia, he wastransferred to Canada. Here hemet Jeremy Kendall, MBA ’64, abudding entrepreneur who be-came a lifelong friend. Kendall, anIvey grad, encouraged Needhamto do his MBA. After graduationNeedham and the legendaryCanadian venture capitalist BenWebster created Helix Invest-ments, which quickly becameCanada’s largest venture capi-t a l co m p a ny. I n 1 9 9 2 ,Needham acquired Inter-active Entertainment,an ailing Helix invest-ment, restructured itand renamed it SimEx

Inc. SimEx designs and builds spe-cial attractions that combine largescreen films with motion simula-tion and other special effects. To-day, there are more than 250SimEx installations around theworld, with a client list that in-cludes Disney Entertainment,Busch Entertainment, Six Flags,Universal Studios, and the EmpireState Building.

How did you identify the opportu-nity at SimEx? I had the luxury, ifyou call it that, of looking at SimExas an investor for several years. Itwas a bumpy ride from an invest-ment point of view, but at least Ihad a sense of where the businesswas. I thought there was a germ –a very solid germ – of an idea thatwe could take the technology usedin large-scale flight simulators anduse it to create entertainment ex-periences that would take peoplewhere they couldn’t otherwise go.

What makes a successful entrepre-neur? Entrepreneurs are dream-ers, but you’ve got to be able tosell your dream to attract compe-tent people to work for you andbe loyal. They sense something

and you sense something andyou’re able to put together

a team. You’ll find mostentrepreneurs have thisability. Even if they fail,w i t h i n s i x m o n t h sthey’ve found an idea

20

and another group of people andthey’re weaving their magic again.There aren’t many businesses thatcan be successful without a teameffort. But they all need somebodywho pushes open the door andsays, ‘Let’s go get ‘em.’

I don’t think entrepreneurs seerisk the same way other peopledo. At age 35, with three kids, awife and a mortgage, I was bor-rowing a couple of million dollarsat interest rates of 20 per cent andI went to sleep soundly everynight. It’s a personality thing. Youcan’t be an entrepreneur and goaround worrying about risk – it’sjust part of you.

Did your Ivey training help you asan entrepreneur? I’d had a classiceducation in the UK and didn’t

DREAM-WEAVERSTWELVE IVEY GRADS WHO HAD THE VISION,COURAGE AND DETERMINATION TO CREATE NEW ENTERPRISES AND MAKE THEM A SUCCESS

MICHAEL NEEDHAM

“Luck is a big part of entrepre-neurial success – being with theright people,having the right op-portunities brought to you.Thenthe key is staying focused.Youhave to say,‘this is what I’m goingto give my customers,’and stick toit.A lot of entrepreneurs try to dotoo much with too little resources,and they either run out of moneyor run out of steam and every-thing falls apart.With MAC,westayed focused on the ideas thatwe knew we could deliver well.

“The most fun I had in my ex-perience as an entrepreneur wasin the early years when we didn’tknow if we were going to surviveor not.We had to be on our toes,clever, thrifty – we had to basical-ly outsmart the competitionwith very little.

“It isn’t about the money – thereal reward is the love that goesinto the building of a successfulbusiness,and knowing that to-day it is still loved by the peoplewho work there.”

VIC CASALE, EMBA ’01,CO-FOUNDER AND FORMER MANAGING DIRECTOR, MAC

COSMETICS, CEO, INTERACT MANAGEMENT INC.

know what a balance sheet lookedlike. For me, Ivey was almost a tech-nical training. I was intrigued by theentrepreneurial life but I didn’t havethe tools, and I knew I didn’t havethe tools. So I got the tools I neededat Ivey, and I met a whole bunch ofpeople who had their own brightideas and connections, and weregoing into other roles. There’s ab-solutely no question that helped.

What are the rewards of entrepre-neurship? As an entrepreneur, youare really engaged with what’s go-ing on. There’s no distance be-tween you and the staff and themarketplace – it’s belly to belly. It’sa stressful and constant environ-ment – 24 hours a day, 365 days ayear. You do it because you thinkyou can put a group of people to-gether and create something thatwill continue after you’re gone.There’s always the hope of greatwealth, but it’s not long before yourealize that wealth is a sideshowto what really drives you.

BOB BERIAULT, MBA ’78A CHARTERED ACCOUNTANT WHEN HEcame to Ivey, Beriault seemed des-tined for a traditional career inbanking, taking a job with the Mer-cantile Bank of Canada when hegraduated. But when the Bank wassold in 1986, Beriault, then work-ing in the U.S., accepted a positionwith the failing Lincoln Trust Com-pany in Denver. He turned the com-pany around, then bought it outand built it into the largest private-ly held trust company in the coun-

try. In 1995, he sold to Fis-erv, a multinational pub-licly-traded bank process-ing company. At Fiserv,Beriault’s entrepreneurialinstincts led to the establish-ment of a Securities Division. To-day, he leads the Fiserv Securitiesand Trust Services Group.

Did you always intend to be an en-trepreneur? No, when I left Ivey andjoined the Mercantile Bank, I hadevery intention of becoming thepresident of that bank and didn’t re-ally think much past it. But lifethrows you the occasional curve.When the bank was sold, I had a lotof feelers out to go back to Canada.Then the Lincoln Trust opportunitycame up and I weighed the risks anddecided they were worth taking.

What makes for a successful en-trepreneur? You’ve got to have anability to see down the road a bit -- you really have to have vision.

You also have to besomewhat fluid abouthow you’re going to

take your organizationfrom A to B – you can’t

have all the steps mappedout. You’re going to stumblesometimes, and you have to havethe ability to go back and fixthings, and keep the people whoare with you feeling confident. Atthe same time, you have to do asmuch planning as possible, andput systems in place to hold peo-ple accountable. If you can getthat formula right you’re halfwaythere – and luck takes you the restof the way.

One of my big successes at Lin-coln, I think, was in getting goodpeople to help me – people whoweren’t like me! I’m fluid and Imove pretty quickly, so I love tobring in people who are reallygood process managers, peoplewho are uncomfortable withchange. There’s a push-pull ten-sion when we work together thatis very positive.

My style is very direct. I try toshortcut politics in the organiza-tion and lead by example. If thereare people on my team that justaren’t doing the job, I deal withthat very quickly.

What are the rewards of entrepre-neurship? There’s a sense of ac-complishment and pride that youalways come back to – a sensethat you sized up the situation,took the risks and made it work.

PAM JEFFERY,HBA ’84, MBA ’88WHEN PAM JEFFERY GRADUATED WITHHER HBA, she followed her firstlove, politics, becoming SpecialAssistant to the Ontario Ministryof Industry. When she returned todo her MBA, her faculty supervi-sor was Gordon Osbaldeston, for-merly Clerk of the Privy Council,Canada’s top civil servant. Withhis encouragement, she joinedS.A. Murray Consulting, a top lob-

BOB BERIAULT

“Starting a business is anamazing roller-coaster ride; it’snot for the faint at heart.Thelows are never as low as youthink,and the highs are beyondwhat you imagine.

“Having a world-class team isessential in any start-up. I’m talk-ing business partners and em-ployees -- a group of people whounderstand the vision,buy into itand see the road map to getfrom here to there.

“The wonderful thing aboutthe high tech world is that any-thing you can dream of,you cancreate.The only limitation is, isthere a market for it? With Abatisand now with OctigaBay,our ap-proach is ‘what do you want theworld to be like in the future andhow can we bring that realityabout?’Our philosophy is dreambig,go big and deliver big.”

ADAM LORANT, MBA ’92, CO-FOUNDER ABATIS SYSTEMS CORPORATION,

CO-FOUNDER OCTIGABAY SYSTEMS CORPORATION.


22

E x e c u t i v eN e t w o r k( W X N ) ,which offersa national se-ries of speakerand networking break-fasts, corporate boardworkshops and a learnto play golf program. Afew months ago, shelaunched her latestventure, JefferySearch,an executive search

firm dedicated to placing highlyqualified women in the board-rooms of corporate Canada.

How did your businesses comeabout? I started the consultingpractice six months after our sec-ond son was born. He became veryill and made a wonderful recoveryover those months. We needed tomake a change in order that I couldspend more time with him, so Istarted working a four-day week.If he hadn’t got sick, I might nothave had the guts to start my ownbusiness. But when you’ve had achild in critical care at Sick Kids,starting a business seems extraor-dinarily risk-free.

With WXN, it was something Iwas interested in – an opportunityto meet other women executives.Three years before, we had a clientwho was looking for an audienceof women opinion leaders for itsfemale CEO. I decided to createthe audience. You always have tobe ready to see an opportunityand seize it.

Did it seem risky at the time? Ofcourse, you always think, ‘what it Ifa l l f l at o n m y fa c e ? ’ A n d Ithought, ‘well, I’ll just get up, dustmyself off and do something else.’

Apart from your risk tolerance,what makes you a successful en-trepreneur? A really clear focuson client service is very important,and then you have to have theright people to carry that through.

I have a great team herewho provide outstand-ing service to our clients.

What are the rewards ofentrepreneurship? There’s

definitely a sense of accomplish-ment – it’s very satisfying to walkin every day to a company thatyou’ve built. There’s also the abilityto chart your own course. For ex-ample, I’ve maintained a four-daywork week, and that’s really im-portant for me and my family.Now we offer a four-day workweek to our employees. That’s an-other benefit – the ability to createan environment that’s really goodfor people. Certainly the financialrewards are there as well, but no-one’s an overnight success. It takeshard work, but it does come.

LOUIS LAGASSÉ, MBA ’73 LOUIS LAGASSÉ FOLLOWED IN HIS FA-ther’s footsteps first by becominga lawyer in the family firm, andthen by getting involved in start-up businesses. Lagassé was admit-ted to the practice of law in Que-bec in 1971, then completed hisMBA. After practicing and teach-ing law for more than a decade, hewas asked to join a group of in-vestors planning to create a high-tech manufacturing facility inSherbrooke. C-MAC Industries,which specializes in manufactur-ing micro-electronic components,was born in 1985. Lagassé steppeddown from active involvement inthe company in 1996, and C-MAC

bying firm. Six years later, whenher second son was born, shestarted her own consulting busi-ness. In 1998, she created Women’s

LOUIS LAGASSÉ

“External factors like economicenvironment and access to capitalare key to entrepreneurial success,of course.Then I think there’sprobably a set of internal factors –classic entrepreneurial traits.Oneis an increasing tolerance for risk,mistakes and failure,and usuallythat’s a result of personal experi-ences – being without a paycheque at some point in your lifeand believing in your ability tomake money and pay the rent.

“The ability to move quicklyand to execute is also critical.Many times a company’sprogress is stalled by inertia andthe inability to make a decision.But in a small business that’s justgetting off the ground,the nameof the game is momentum.

“The third factor for success isalso the Achilles heel for manyentrepreneurs. It’s what I call the“control freak”personality,or thewillingness to do anything andeverything it takes to make thebusiness successful.The good sideof that is that you get thingsdone.The bad thing is that youmay not find it easy to let go andtrust others,so that they developthe same passion for the businessthat you have.”

SUKHINDER SINGH, HBA ’92,VICE PRESIDENT, BUSINESS

DEVELOPMENT AND CO-FOUNDER, YODLEE INC.

PAM JEFFERY

23


sustain losses before we brokeeven. None of the people involvedwere prepared to commit them-selves, but we found a companyin Montreal to work with and gotsome support from the federaland provincial governments. Wegathered about $10 million andstarted up. Fifteen months later,we had a nice plant with 75 em-ployees, but no more cash – wewere close to bankruptcy. We re-structured the company and gotback into business with a moresober plan to attack the market.Within three years C-MAC wasmaking profits of more than $1mi l l ion , and began to growthrough acquisition. By 2000, wehad 11,000 employees and 57plants in seven countries.

What makes a successful entrepre-neur? You’ve got to have lots ofimagination. There isn’t just oneway to do things – there are 2,000different ways. You need to be alittle ruthless, and be willing to dothings that others – especiallylarge companies – wouldn’t daredoing. I remember talking to thePresident of Northern Telecom afe w ye a r s a ft e r C - M AC wa slaunched, and he said, ‘we wouldnever have dared to start up agreenfield operation like this.’ Youneed staying power, imaginativepeople on the technology and fi-nancial side, and access to hardworking and skillful employees.You also need the ability to workat the international level – to be inEurope tomorrow and Asia the dayafter tomorrow, if need be. Compe-tition is truly international today.

GRANT BURTON, MBA ’68TRAINED AS AN ENGINEER, GRANT BUR-ton worked with I BM in the1960s, then came to Ivey forhis MBA. After four years asa management consul-tant, he and a partnerlaunched Starcan Corpo-ration. Between 1973 and1989, Starcan acquired 16

was sold to Solectron Corp. for$2.6 billion in 2001. Lagassé con-tinues to be active in several pri-vate companies, including Media-tr ix Telecom, Inc . and GexelTelecom International Inc.

What role have you played in thecompanies you’ve helped tolaunch? In every case, I’ve ralliedpeople around concepts, ideas,goals and objectives, then raisedcapital around those people, tak-ing an active role in building upthe plan and getting it acceptedby the financing group. The diffi-culty with starting a greenfieldmanufacturing business is thatyou’d like to have all the key ele-ments of management right fromthe start, but you have to beginvery frugally and add functionsand talent as the business grows.

How did C-MAC happen? Whenthe business plan was developed,it said that we would need $10million in capital to build the facil-ity and a further $10 million to

separate companies in the areasof metal stamping, industrial rub-ber and hydraulic hose and tubeassemblies, with combined salesat acquisition of about $30 mil-lion. Consolidating them into nineprofit centers in Canada and theU.S., Burton eventually sold fiveof the groups with sales of $70million in the mid 1990s to satisfysome lender requirements. Theremaining four operations are ex-pected to have sales of more than$150 million in 2003.

What has made you a successfulentrepreneur? The training in fi-nance I received from ProfessorJim Taylor at Ivey was very impor-tant, and that was very much en-hanced by four years in the con-sulting field, dealing with mergersand acquisitions, turnaround sit-uations and business valuations.

Patience is a key quality – theability to deal with detail, much ofwhich is really quite mundane. Itwas also important to gain andmaintain the confidence of ourlenders. We didn’t start with anyequity, which made the lender re-lationship rather critical, particu-larly going through two recessions.

I have also been able to developstrengths within our internal man-

agement team, although I’vehad less success in finding

new managers from out-side. I’m a strong believ-er in a broad-based ap-proach to profit sharing– not just bonuses to

“How do you succeed as anentrepreneur? By sticking to it,never quitting. By finding greatpeople and getting them work-ing.You get nowhere withoutcustomers. Unless you’ve gotgreat people, you’re not going tohave great customers. If youdon’t have great customers topay the bills, then you’ve gotnothing. So fundamentallyyou’d better deliver an outstand-ing service and keep your cus-tomers happy.

“One of the great rewards forme is controlling my own sched-ule – being home for breakfastand home for dinner.There’s asense of pride in seeing wheresome of the people at Eco-Shredhave started from and wherethey are now. I just can’t see my-self doing anything else at thispoint.”

SHELDON GREENSPAN, HBA ’90,FOUNDER AND PRESIDENT,

ECO-SHRED LTD.

GRANT BURTON

24

a certain amount of networth, it would havemade sense to have sold

one or more of the busi-nesses and realized on the

value prior to the recession-induced lender pressure – which

was far from pleasant!

Any advice for someone interest-ed in taking a similar route? Ifyou’re going to grow by acquisi-tion, look for related activities –ones that offer the opportunityfor synergy. If you’re buying a busi-ness it should relate to what youalready have, and you should beable to see some immediate im-pact on your bottom line, becauseyou can be sure there’ll be somenegative aspects, too.

Tie in key people — somethingI’ve done through bonus planswithout any upper limit and, occa-sionally, minority ownership posi-tions. Encourage ideas from yourpeople, and don’t penalize failure.Work with people, rather than is-suing directives. Keep lenders wellinformed, preferably in writing.Separate working capital borrow-ing from your term lenders. Andnever over-pay for a business.There will be another day!

GREIG CLARK, HBA ’74GREIG CLARK STARTED PAINTING HOUS-ES in the summers as a way topay for his university tuition. InBusiness 257, he and his friendsdeveloped a plan for franchisingthe concept nationally, and Col-lege Pro Painters was born. Bythe time Clark sold the businessin 1989 it had grown to 500 fran-chises across North America andwas generating $40 million inrevenue. After a year in Europe,Clark launched the Horatio Fund,a venture capital firm that offersyoung companies both fundsand management experience.When a Horatio investment,Arxx Building Products, ran intodifficulties, Clark stepped in asCEO in 2002.

managers, but truly tak-ing a measurable part ofthe pre-tax profits of thebusiness and sharing thatamong all employees.

What are the rewards? Entrepre-neurship can be financially re-warding, but clearly there are alsorisks. There’s the interest in deal-ing with a broad range of man-agement issues – being involvedin virtually everything. And I enjoygiving people opportunities andseeing them develop.

Anything you’d do differently? Ithink I could have managed thebalance sheet part of the businessbetter. Given that we had built up

What makes a successful entre-preneur? An entrepreneur hasto have vision – what I define assome picture of the future thatis somehow preferable to thepresent. The picture may not bea neatly drawn blueprint, but it’ssomething the entrepreneur ispassionate about bringing to re-ality. It takes an absolutely pas-sionate commitment to succeed.But vision and passion won’ttake you anywhere unless youhave the business skills and astrong team to pull it off.

“The true importance of teamis something I'm learning withArxx. I was not mature enoughas a business leader in my Col-lege Pro days to truly tap intothis. It requires truly sharing au-thority and decision making. Ibelieve this makes the decisionsbetter and the whole processmuch more enjoyable.”

C a n e n t r e p r e n e u r s h i p b etaught? Absolutely. Wayne Gret-zky is a naturally talented hock-ey player, but practice, disciplineand good coaching made himbetter. Could you make a WayneGretzky out of me? No. So it’s acombination of the two, but dis-cipline and training in any cho-sen field helps.

For me, Ivey laid out what theskills are – policy, planning, mar-keting, information systems,production. When I went to doCollege Pro, I knew all the littleboxes I had to deal with. And myexperience at General Foods

“What makes an entrepreneursuccessful is a real desire for inde-pendence,an ability to be innov-ative and see market opportuni-ties,and obviously, the ability totake a risk and manage it.An en-trepreneur is constantly pushingthe envelope, looking for the nextchallenge,and never satisfiedwith where he or she is.A true en-trepreneur just doesn’t knowhow to quit.

“The first question I ask some-body with a start-up is ‘howmuch did you mortgage yourhouse for?’And often they say,‘why should I do that? Why don’tyou just invest and pay me?’That’s an employee attitude.Whatever you do,unless there’srisk in it,you’re not really an en-trepreneur.

“What entrepreneurs do is cre-ate things – make something outof nothing,or take somethingthat’s been very small and exploitits maximum value.Entrepre-neurs are able to find that lever-age point that large corporationsmay miss or lack the speed andagility to react to quickly.”

TED DZIALOWSKI, HBA ’75,FOUNDING PARTNER,

CATALYST PARTNERSHIP, DIRECTOR,ANGEL INVESTORS CANADA

GREIG CLARK

© N

ADIA

MOL

INAR

I,200

3


took all my theoretical educa-tion at Ivey and very quicklymade it real-world.

What are the rewards? Years ago Iread a study by a Harvard professorthat said two things drive entre-preneurs – the desire for autonomy,and the desire for achievement andcreation. The desire for achieve-ment comes from the questions‘Could it be done a better way?What else is out there? What arethe possibilities?’ I’m always at-tracted by what could be.

For most entrepreneurs I know,money is absolutely secondary. It’sjust a scorecard that proves you’recreating value. What I enjoy istalking to customers, finding outwhat they value and figuring outhow I can provide that value bet-ter than anyone else. You have toabsolutely love playing the game,or you shouldn’t be in it. ■

“Hard work and integri-ty are two essential quali-ties for a successful entre-preneur. Some peoplewould argue that I’m aworkaholic, but I enjoywork. People want to dealwith people they can trust,who keep their word anddo what they say they’lldo. You also need a certainamount of luck. In my case,the industry in which I hadsome background justwent through a bubblethat you’ll never see again.Now the bubble has ended;fortunately I satdown before themusic stopped, soI got a chair.

“If there was abig chunk of goldjust sitting there,

ANTARCTICA“ANTARCTICA is a triumph,the conservation-naturebook of the century!”Mr. And Mrs. Donal O’Brien, National Audubon Society

“ANTARCTICA is so perfectand so much more thanbeautiful, that it has to beseen to be believed.”Dr. Carl Safina, Vice President for Marine Conservation,Audubon Living Oceans

ANTARCTICA: EXPLORER SERIES, Volume 1featuring the imagery of Rosemarie Keough, HBA ’81 and Pat Keough

Winner of several awards including the coveted Benjamin Franklin Award for beingthe WORLD’S BEST BOOK at the 2002 Premier Print Award competition

Experience 330 full-colour images of life on the coldest continent in the world.Only 950 copies of this leather-bound masterpiece are available at US $2,900.

To find out more about this exclusive offer, please contact theIvey Trading Company at 1-877-BUY-IVEY, or visit theWeb site at http://iveytrading.ivey.uwo.ca

A N E X T R A O R D I N A T O R Y W O R K O F A R T H A N D - C R A F T E D T O L A S T F O R C E N T U R I E S T O C O M E .

somebody else would havefound it. The gold is buriedjust below the surface, andyou have to have an instinctabout where it’s likely to be.The interesting thing is, themotivation isn’t that youwant the gold, but that youwant to do something that’srelated to gold. In my case, Ilove working with peopleand building businesses. Ifyou’re pursuing what youenjoy and it has relevance toa larger group of people,there’ll be a substantial

amount of gold dustaround in the end.”

ANDREW WAITMAN,MBA ’92,

MANAGING PARTNEROF CELTIC HOUSE,

A PRIVATE VENTURE CAPITAL FIRM

A Man of VISION

LARRY TAPP SAW WHATIVEY COULD BE AND SPENTEIGHT YEARS WORKING TOMAKE IT HAPPEN PE

TER

SIBB

ALD

27


W H AT D I D Y O U W A N T T OACHIEVE AT IVEY? I had justcome out of the corporate world,where I’d had a lot of exposureoutside Canada. I was becomingconcerned about Canada’s abilityto compete internationally, andit seemed to me that we had tohave at least one outstandingbusiness school in Canada toprepare students for the globalenvironment of business. We hada lot of good people leaving thecountry to get educated at Har-vard or Wharton or Kellogg, andthey weren’t coming back. Iwanted to build a world-classbusiness school at Ivey.

A FEW DAYS AFTER YOU ARRIVEDAT IVEY, THE SCHOOL’S GOVERN-M E N T O P E R AT I N G G R A N TDROPPED BY 25 PER CENT. HOWDID THAT AFFECT YOUR PLANS?It became very clear that if wecontinued to be dependent ongovernment grants, we weren’tin a very good position to drivethe School to be among the bestin the world. There was just toomuch uncertainty. We quickly re-alized that we had to put in mo-tion a very significant fundrais-ing campaign, and at the sametime, generate more revenuefrom all our product lines. We’vesucceeded in taking our rev-enues from $20 million in 1995to $60 million today.

IN THE MIDST OF THOSE CHAL-LENGES, WHY DID YOU DECIDETO EXPAND INTO ASIA? To be aninternational school, you have tobe seen as international. We hada number of professors who wereinterested in Hong Kong and Chi-na, so it made sense to see if wecould do something in that partof the world. We soon found thatwe had very strong alumni sup-port there. We started by writingcases and working on our rela-tionships in China, and then wegot to the point of establishing afacility in Hong Kong.

A NATIVE OF THUNDER BAY, ONTARIO,and a graduate of McMasterUniversity, Larry Tapp made hismark in the corporate world in1985, when he led a $552-millionleveraged buyout of the LawsonMardon Group. As President andCEO, he raised $260 mil l ionthrough a public sharing offer-ing, and transformed a disparategroup of stand-alone companiesinto one of the world’s mostsuccessful global packaging en-terprises. When he retired fromthe company in 1992, Tapp wasi nv i t e d t o j o i n t h e Ro t m a nSchool of Management at theUniversity of Toronto as execu-tive in residence. He advised onthe future of the MBA programand other strategic issues, thenb e g a n t e a c h i n g a s t r a t e g ycourse. It was Earl Orser andRichard Ivey who encouragedhim to consider the role of Deanat Ivey. He took up the challengein July 1995.

As Dean, Tapp’s achievementsare legion. Under his leadership,the School expanded to HongKong, raised $90 million in pri-vate support, deregulated tu-ition fees in both its core degreeprograms, underwent a signifi-cant faculty renewal, increasedthe quality and quantity of re-search output, strengthened andexpanded its executive develop-ment offer ings, and earnedranking as one of the top 20business schools in the world.Tapp was recently recognized asone of Canada’s top businessleaders in a special feature inTime Magazine.

In 1995, as Tapp was preparingto take up his duties at Ivey, In-Touch spoke to him about hisplans. When asked why he ac-cepted the job, he replied, “If Iwas going to do anything otherthan go bone fishing in the Ba-hamas, I wanted to do some-thing really interesting.” Eight in-teresting years later, we spoke tohim again.

WAS IT A RISKY STRATEGY, GIV-EN THE SCHOOL’S FINANCIALCHALLENGES? It would havebeen risky if we hadn’t had thestrong support of the Chengfamily. Henry Cheng was very,very supportive, and a numberof other alumni in Hong Kongalso helped us enormously. Nowwe have a facility that’s well po-sit ioned in the market , andwe’re competing with the bestin the world.

SHOULD IVEY CONTINUE TO EX-PAND GEOGRAPHICALLY? We’veprobably got enough on ourplate right now. Ivey has to focusassets and be careful not tospread itself too thin. We maywant to take on some specificopportunities, but we’ve got tobe careful that we’re putting ourassets where we’re going to getthe right kind of return.

ONE OF YOUR MOST CONTRO-VERSIAL MOVES WAS DEREGU-LATING TUITION FEES FOR THEM BA A N D H BA P R O G R A M S,AN D LETTI NG TH EM RISE TOM A R K E T R AT E S . H A S T H I SSTRATEGY BEEN A SUCCESS?Deregulation was an absolutenecessity. We had to get our rev-enues up right across the board.There were some people whodidn’t agree – we live in a veryconservative environment. Buti n t h e f i r s t fe w ye a r s a ft e rderegulation, the quality of stu-dents improved and the num-ber of applications doubled. Ithink it’s worked out very well.

WHAT ABOUT FACULTY RENEW-AL? WHAT WER E TH E C HAL-LENGES AN D WH ERE DO WESTAND NOW? When I arrived,very little hiring had been doneat Ivey for about 10 years. Thefaculty was aging and it wasclear that there would be ac o n s i d e r a b l e a m o u n t o fturnover in the next few years.That was a real challenge, be-

28

come a long way. Our researchhas improved in quantity andquality, and that’s reflected inour success with SSHRC grantsin recent years. A lot of thecredit goes to Paul Beamish,who set the standard with hiso w n re s e a rc h p ro g ra m a n dcoached others . We’ ve a lsohired some very capable peo-ple. There’s no doubt in mym i n d t h a t a t o p b u s i n e s ss c h o o l m u s t h ave a s t ro n gplatform for developing intel-lectual capital. We’ve workedhard to bui ld the PhD pro-gram, too. Some of the moti-vation is self-interested, butit’s also important to Canadathat we are developing PhDsfor business education.

cause our senior professorsw e re o u t s t a n d i n g t e a c h e r swho had built the reputationof the School. They came fromgreat schools, but we werehaving trouble recruiting newf a c u l t y f r o m t h o s e s a m eschools – our salaries couldn’tcompete in a world market .That’s why we had to get rev-enues up. We’ve been fortu-nate to recruit many top quali-ty faculty members in the lastfew years, but we still have agap in our ability to competeinternationally. It’s somethingwe have to keep working on.

WHAT ABOUT THE RESEARCHF R O N T – H A V E W E M A D EPROGRESS? Absolutely – we’ve

WHAT ROLE DO ALUMNI PLAY ATIVEY? They’re the backbone ofthe School, the people who reallycare about the place. They seethe sweat equity they put intogetting their degrees and wantto make sure that investment isnurtured and enhanced overtime. When I first went out andvisited alumni in 1995, they said,‘where have you been for thepast 50 years?’ Now they’re veryaware of and involved in what’sgoing on in the School. We’vegot outstanding alumni involvedon our advisory boards and theIvey Alumni Association Board.InTouch magazine, Homecomingand a whole variety of other pro-grams have helped to buildbridges with alumni in a mean-ingful way. The U.S. schoolswe’re chasing all have strongsuppor t from their a lumni .We’ve come a long way, thanksin large part to the example setby the Ivey family. Without theirsupport, we simply wouldn’t bewhere we are today.

W H AT D O E S I T M E A N F O R IVEY TO ACHIEVE SUCH HIGHINTERNATIONAL RANKINGS INTHE LAST FEW YEARS? It meansthat Canadians now have a

choice—they have a businessschool in Canada where they canget a quality education that willserve them well in whatever en-deavour they choose, anywherein the world.

HOW MUCH HIGHER CAN WEAIM? I’ve always believed that wecan compete in the top 10 world-wide. But that’s something youhave to work at every day, withevery student in every program.The future for Ivey is whateverw e wa n t i t t o b e . W h at w eachieve depends on the drive andaspirations of our alumni, stu-dents, staff and faculty. We’re asgood as anybody else – it’s just amatter of how much we care andhow hard we want to work. ■ SH

AWN

SIM

PSON

CLASS2003of

Huaying Zhang,HK EMBA ’03 describes her Iveydegree as a win-dow. Here, Zhangand five of herfellow graduatestalk about thebuilding of thatwindow, and theview through it.

REBECCA OTTO (LEFT) ANDDAVID WRIGHT


ety. Her family has been touchedby cancer repeatedly and threeof her four grandparents havedied of the disease. “It’s a veryscary situation to be in,” shesays, “but by working with theCancer Society I learned so muchmore and had a support net-work around me.”

Otto begins work with MonitorConsulting in September, onceagain facing the challenge of find-ing her niche in a group of high-powered colleagues. “Every envi-ronment is unique, so the way youdifferentiate yourself isn’t goingto be the same. That’s where thechallenge begins.”

DAVID WRIGHT, HBA ’03David Wright was born in BatawaOntario, the town where ThomasBata, the Czech émigré, foundedhis first shoe factory. He was alsoborn on exactly the same day thatWarren Buffet turned 50. Mere co-incidences, perhaps, but theymight explain Wright’s boyhoodfascination for the stories of menwho created business empires.“I’ve always liked to think big,”says Wright.

When he wasn’t devouring busi-ness books, Wright spent a lot oftime at the local ski hill in Batawa.He became such a good skier thathe was accepted by the BanffMountain Ski Academy at age 17.After two years of racing at an in-ternational level, he found himselfin a dilemma: either carry on withthe goal of making the CanadianNational Ski Team, or accept a placein Ivey’s Academic Excellence Op-portunity (AEO) program. Wrightopted for Ivey.

The HBA program, based on thecase study method, was perfect forsomeone with an independentstreak who loved business stories.At the end of his first year, Wrightspent the summer with anotherHBA student, Kevin Saskiw, work-ing for an entrepreneurial compa-ny, Quinte MRI.

Wright and Saskiw found the

REBECCA OTTO, HBA ’03Rebecca Otto almost didn’t applyto Ivey.

Otto grew up in Calgary, thedaughter of an advertising execu-tive and respected school princi-pal. In her final year of high school,she applied to Queen’s and U of T,and then, because she neededthree choices on her Ontario ap-plication, added Western. Acciden-tally she checked off AEO, Ivey’searly admission program, insteadof ACS, Western’s undergraduatecommerce degree.

Otto joined the Western In-vestment Club in her first year,figuring that she should under-stand how to manage her ownretirement savings when thet i m e c a m e . S h e w a s s o o ncaught up in its activities, whichc e n t r e a r o u n d m a n a g i n g a$120,000 portfolio. Club mem-bers research stocks, and makepresentations, then vote on in-vestment decisions. “It’s a goodway t o b e co m e a c t i ve l y i n -volved,” says Otto, “and it’s easi-er to care about somethingthat’s real money rather than asimulated online portfolio.” Inher second year she served asVice President, and became co-President in her third.

At Ivey, Otto says she was chal-lenged to differentiate herselffrom dozens of other bright andtalented students. She found thatshe brought a “different perspec-tive” to discussions and oftenserved as the arbitrator in herlearning teams. Otto also made aspecial contribution as Career Ser-vices Coordinator for the HBA As-sociation. She served as a liaisonwith Ivey’s Career Managementdepartment and worked with sixHBA I representatives to provideeducation and information to firstyear students preparing for theirsummer jobs.

Somewhere along the way,she also made time to volunteeras an information volunteerwith the Canadian Cancer Soci-

summer both a valuable learningexperience and a business oppor-tunity. Many hospitals, especiallythose in rural areas, have CT orMRI equipment but lack the spe-cialists to interpret the images.For diagnosis, scans must be sentby courier to a radiologist in a ma-jor centre. Wright and Saskiw,along with two partners from theRobarts Research Institute in Lon-don, have developed a businessplan to link these hospitals withradiologists through the Internet,saving both time and expense.The group is now raising seedmoney, about $100,000, throughprivate investors.

Not satis-f i e d w i t hjust one bus-iness idea,Wright andSaskiw are al-so looking forpar tners tostart up a pri-vat e e q u i t yfirm that willinvest in com-panies that arepotential turn-around situa-tions.

Ivey is a greatplace for bud-ding entrepre-neurs who liket o t h i n k b i g ,s a y s W r i g h t .“The best formu-la for success is astrong mind thatt h i n k s quicklyand decisively,” hesays, “and Ivey re-ally develops thatcapacity.”

SUSIE MACDON-NELL, MBA ’03Susie MacDonnelladmits that com-ing into Ivey’s high-ly-touted MBA pro-gram with a degree

SUSIE MCDONNELL

32

in Spanish and experience incommunications was somewhatdaunting. “It definitely scaredme,” she says, “but I soon real-ized that I had just as muchto offer.”

MacDonnell grew up inToronto and attended RidleyCollege in St Catharines. AtQueen’s University, shestudied Spanish and LatinAmerican studies, spend-ing a summer in Spainand a month in Ar-gentina to improveher language skills.After completing acertificate in pub-lic relations atHumber College,s h e w o r k e dwith Base Con-sulting andM a n a g e -ment andM e r c e rH u m a nResourceC o n -sulting

before decid-ing to enter the MBA

program. The case method wasan important factor in her decisionto come to Ivey.“I learn best by do-ing and by example.”

MacDonnell says the casemethod pushed her and openedher eyes to new possibilities.With the “softer” skills downpat, she was able to focus onquantitative analysis. “I waschallenged by that, and that’swhat I l iked most about it .That’s probably why I’m goinginto finance now.” She has ac-cepted a position with RBC Cap-ital Markets, where she willspend the next 18 months ro-tating through several differentareas before choosing a focus.

At Ivey, MacDonnell was co-Director of the Ivey Experiencesurvey, a new initiative to col-lect data on the student expe-rience at the School, and co-

Chair of the Student Am- bas-s a d o r s C o m m i t t e e , w h i c hworks to increase the contactbetween applicants and stu-dents. She was also a mock in-terview coach with the CareerManagement office, a memberof the Wine-Tasting Club exec-utive, and an Ultimate Frisbeeteam member. During her finalyear, she spent Saturday morn-ings learning to play hockey, sothat she could join a team offriends in Toronto next year.

For the second year, MacDon-nell spent three weeks in May

as a teacher with the LEADERproject in Cuba. “When you’reimmersed in a culture like thatyou really get to know peopleand to understand their differ-ent viewpoints,” she says. “It’s agreat experience to help Cubanslearn through our case method,and also to learn from them. Itwas truly a sharing of ideas.”

SALMAN HIRANI, MBA ’03When Salman Hirani was grow-ing up in Toronto, he put upfloor plans of interesting build-ings on the walls of his bed-room. “My family found that abit peculiar,” he says, “but Iwanted to be an architect.”

He eventually decided on en-gineering at the University of

Toronto, but buildings were stillhis passion. As a civil engineerh e w o r ke d fo r a n u m b e r o fyears in Toronto on internation-al projects. After attending afriend’s wedding in Africa, hestopped off in Dubai in theUnited Arab Emirates, where hewas offered a job by U.K. con-sulting firm Mott MacDonald.

In Dubai, Hirani enjoyed atax-free salary and unique mixof Eastern culture with West-ern-style amenities. East Indi-ans form a large part of thepopulation in Dubai, giving Hi-rani the chance to practice Urdiand Hindi, languages he hadlearned at home.

Despite the lure of workingon large internat ional pro-jects, Hirani began to feel thath e wa s l i m i t e d i n w h at h ecould do. “As much as I lovedbuilding and designing build-ings, I came to realize I want-ed to be more a part of the de-cision-making,” he says.

At Ivey, Hirani was immedi-ately drawn to the opportuni-ties in entrepreneurship. As wellas taking a number of coursesin the area, he joined the Entre-preneurs at Ivey Club.

As president of the Club dur-i n g h i s s e co n d ye a r, H i ra n iworked to develop closer tieswith the Institute of Entrepre-neurship. In one project, execu-tives of the club provided theInstitute with important infor-mation on which to base basefuture strategy. From a list of10,000 Ivey alumni, they deter-mined that 10 to 20 percentwere engaged as entrepreneurs.

Hirani plans to learn every-thing he can about the finan-cial and development side ofthe building industry, and oneday start his own company. “Theidea of owning my own busi-ness is an empowering feeling,”he says. “I would rather be incharge of a project than part ofthe puzzle.”

“IT’S LIKE SOMEBODY

HAS OPENED A WINDOW

FOR ME,ALLOWING ME

TO SEE NEW THINGS”

SALMAN HIRANI

33

HUAYING ZHANG, HK EMBA ’03In the 1950s, Huaying Zhang’sparents both traveled from Chi-na to Moscow to study. “Theywere always on my case,” saysZhang, “about studying abroad.They said it was great to go toanother country and learn theirway of thinking.”

Zhang, a Beijing native, did-n’t give the idea much thoughtwhile she was completing herMD or starting her career in theFood Safety Control division ofthe Ministry of Health. But afterfour years, she began to thinkher parents had a point. Shemoved to Rutgers University tostart her PhD in public health.

After her first year at Rut-gers, she did a student intern-ship at Coca-Cola and was of-fered a permanent job with thecompany. She went back to Rut-gers for a year to finish a Mas-ters degree, then joined Coke in1994 as Assistant Manager forScientific and Regulatory Affairsfor Asia. “The job offered me agreat opportunity to learn moreabout the Western culture andwork environment,” she says.

She started her job in Atlanta,but in 2000 she was assigned toHong Kong as Product IntegrityDirector for the Asian group. Itwas a job that broadened her re-sponsibilities. “When you’re in-volved in R&D, you’re very muchinto the operational side of thebusiness and you really have todeliver against immediate busi-ness goals,” she says. “Rightaway, I felt the pressure andknew I needed more under-standing of business.”

D e s p i t e t h e p r e s s u r e s o fstudy combined with a full-timejob and caring for a baby, Zhanghad a wonderful experience inthe Ivey EMBA. “I know I willmiss it once it’s finished,” shesays. “I wish it would keep go-ing. I enjoyed the stimulation,and the interaction with mylearning team.”

Zhang says the program hasprepared her to deal with rapidgrowth in her division. “I willfold every single piece of learn-ing into my day to day opera-tions, at work and at home. It’slike somebody has opened awindow for me, allowing meto see new things.”

NANCY WHITMORE,EMBA (MISSISSAUGA) ’03When Nancy Whitmore toldher three young daughtersthat she was going back toschool to do an MBA, theywere puzzled.

“But you’ve alreadydone a lot of school,”one of them said. “Whydo you have to go back– don’t you a l readyknow everything?”

It’s true that Whit-m o r e h a d a l r e a d ydone her share ofstudying. A Manitobanative, she completed her MD atthe age of 23, then moved toLondon to do four years of train-ing in obstetrics and gynecologyand a year of internship. Londonoffered a top program in her spe-cialty, but it was also a naturalchoice because her father Donand brother David both haveMBAs from Ivey.

Working as an intern at Vic-toria Hospital, she met fellowphysician Brian Hasegawa andthey were married a year later.W h e n t h e y f i n i s h e d t h e i rtraining, they moved to Strat-ford, where Hasegawa set upt h e c i t y ’s f i r s t eve r p l a s t i cs u rg e r y p ra c t i c e a n d W h i t -more joined a colleague in abusy ob/gyn practice.

Whitmore served as chief ofher department and Vice-Presi-dent of the Medical Staff atStratford General Hospital, play-ing a key role in the develop-ment of a new family birthingcentre for the hospital. But afternine years of practice, she was

ready to take on a new chal-lenge. Her father encouragedher, saying the Ivey MBA wouldteach her a new way of thinking.

For Whitmore, the programwas an opportunity to “step outof the box – to go from beinghighly specialized and knowl-edgeable in a very small area, tohaving a much broader expo-sure.” The program honed herteam, networking and interper-sonal skills, she says, and helpedher develop a global perspective.

Whitmore hopes that shealso created a model for herthree daughters. “It’s a positivething for them to see that younever stop learning. I know Inever will – I’ll always be tryingnew things.” ■

HUAYING ZHANG (TOP) AND NANCY WHITMORE

34

With low supply and highdemand, salaries for new pro-fessors have been driven up-wards, putting enormous stresson business school budgets.T h i s i s p a r t i c u l a r l y t r u e i nCanada, where endowmentshave been historically well be-low their US-counterparts.

To attract outstanding can-didates, and entice aspiringacademics away from the busi-ness world, Ivey is guarantee-ing each PhD student $20,500a year for four years. Thesefunds will come from varioussources, foremost among themprivate support and researchgrants to faculty.

Over the last several months,private support has created anumber of PhD scholarships.Supporters of the program rep-resent a wide array of alumniand friends of the School.

Finance is an area in whichthe School’s recruiting effortshave been most challenging.

IVEY’S SINGLE GREATEST CHALLENGE,for at least the last decade, hasbeen to attract and retain out-standing professors. In theclassic analysis of “make orbuy”, the School has moved toe x p a n d t h e P h D p r o g r a m .G ro w i n g i n s t a g e s, I vey i n -creased its PhD program to 52in 2002, and is expected to in-crease to 72 in 2003.

“There is a dearth of gradu-ating PhDs in business,” says Dr.P a u l B e a m i s h ,I v e y A s s o c i a t eDean, Research.“And most busi-ness schools havenumerous vacan-c i e s .” T h e r e i sa real crunch forP h D ’ s i n t h i sc o u n t r y a n dabroad as busi-ness schools aref a c e d w i t h t h eimpending retire-m e n t o f m a n yp ro fe s s o r s . T h econsequences ofn o t p r o d u c i n gqualified peopleto teach, Beamishsays, could resultin larger classestaught by profes-sors who may bequalified, but don o t h a v e t h ehighest possiblecredentials.

Mark Curry, MBA ’69, and Presi-dent and Chairman of RevmarInc., is helping with the cre-a t i o n o f a n e n d o w e d P h Ds c h o l a r s h i p i n i n v e s t m e n ts t r a t e g i e s a n d m o n e ymanagement. “I want to seeIvey students exposed to goodinvestment discipline and phi-losophy,” says Curry. “Researchof real-life strategies can help.”Curry sites Warren Buffett andCanadians Tony Arrel l (Bur-gundy Asset Management) andBob Krimble (Trimark) whose

Homegrown talent:

Development

Thanks to the generosity ofIvey alumni and friends, theSchool’s PhD program isgrowing rapidlyBy James Low, studentintern, Ivey Advancement

IVEY IS INVESTING IN KNOWLEDGE - PHD SCHOLARSHIPRECIPIENTS GATHER IN THE ATRIUM: CLOCKWISE FROMBACK LEFT: DR. MITCH ROTHSTEIN (DIRECTOR, PHDPROGRAM), HARI BAPUJI (ENDLA & JOHN GILMOURFOUNDATION PHD AWARD), NATALIE ZHAO (ENDLA &JOHN GILMOUR FOUNDATION PHD AWARD), DR. PAULBEAMISH (ASSOCIATE DEAN, RESEARCH), TERESAMARCON (THE BERDIE & IRVIN COHEN FUND FORDOCTORAL BUSINESS SCHOLARSHIPS), JACOB CHO (DR.AND MRS. GENO F. FRANCOLINI ONTARIO GRADUATESCHOLARSHIP IN BUSINESS), AND DEVKAMAL DUTTA(ENDLA & JOHN GILMOUR FOUNDATION PHD AWARD)

NOT SHOWN (ALPHABETICAL ORDER): LINYING DONG(JOHN F. RANKIN DOCTORAL SCHOLARSHIP), JANEGRAVILL (R.A. BARFORD ONTARIO GRADUATESCHOLARSHIP), AND MARGARET MACPHERSON (JOHN F.RANKIN DOCTORAL SCHOLARSHIP)

35


The MBA Class of ’62 echoesthis sentiment. “Canada needsmore knowledge producers inorder to stop knowledge froml e a v i n g t h e c o u n t r y, ” s a y sM i g u e l Fe r n a n d e z , h e a d o fMBA ’62. “Ensuring financialsupport benefits the universi-ty, the country, and more di-

rectly the students.” Discus-sion of where the money couldh a v e t h e m o s t i m p a c t l e dthem to the decision that ag i ft fo r a d o c t o ra l s t u d e ntwould be “the best cause theycould support.”

M o r e P h D s t u d e n t s c a ntranslate into greater researchcapacity at Ivey – a fact thatcan make Ivey very attractiveto junior faculty members. Re-search output is one criterionthat business school rankingsevaluate. The most influentialof these rankings is that ofthe Financial Times.

Rankings aside, Canada hasr e a s o n t o b e c o n c e r n e d .Knowledge production is par-t i c u l a r l y l o w a t b u s i n e s s

investment strategies are wor-thy of research focus. As a gradof the School, one of Curry’sobjectives in creating the PhDs c h o l a r s h i p i s t o h e l p t h eSchool’s endowment grow.

The John F. Rankin (HBA ’30)M BA a n d D o c t o ra l S c h o l a r -ships were created by a be-quest from Travers Fox, a long-time friend and colleague ofJohn Rankin. Mr. Fox’s ties toI v e y e x t e n d e d t h r o u g h h i sb ro t h e r Ed wa rd , a We s t e r nalum and former dean of theUniversity of Florida. Fox feltthe strong need to suppor tCanadians, like his brother, intheir pursuit of the highestlevels of business education.

Lloyd Cohen, MBA ’72, es-tablished the Berdie and IrvinCohen Fund for Doctoral Busi-ness Scholarships, in memoryof his parents. The scholar-ship is open to doctoral stu-dents in any field of study atIvey.

F o r m e r A d v i s o r y B o a r dChairman and member, RalphBarford and his family want tohelp Ivey climb in internation-al rankings through their sup-port of the PhD program. “Oneof Ivey’s ambitions is to bera n ke d a m o n g t h e l e a d i n gb u s i n e s s s c h o o l s o f t h eworld,” says Dr. Barford. “Re-search and teaching are vitalc o m p o n e n t s o f t h a t a m b i -tion.” The R.A. Barford Schol-arships support PhD studentsand the R.A. Barford Professor-ship in Marketing Communica-t i o n s s u p p o r t s a p r o fe s s o reach year. “An expanded PhDprogram can only enrich theSchool’s research program,” headds. “It trains teachers for fu-ture generations, not only atIvey, but throughout Canadaand the world.” The two en-dowments are named for Bar-ford’s father, who spent his ca-r e e r i n a d v e r t i s i n g a n dpublishing.

schools in Canada comparedto their more amply fundedU.S. counterparts. Support forCanada’s knowledge producersis needed to bridge the largecontinental gap. Despite theunfavourable landscape, Iveyhas been continuously ratedas the top school in Canadafor research.

“With a handful of excep-tions, the overall contributionof Canadian business schoolsto major business journals isl o w o r d e c l i n i n g , ” n o t e sB e a m i s h . “ F o r s t u d e n t s o rmanagers this should be dis-t u r b i n g b e c a u s e i t m e a n sone’s instructor is increasinglyonly retailing someone else’sthinking . Research talent ismobile. It will migrate (or emi-grate) to those places wheresupport can be found.” Cana-dian students who feel theneed to leave in order to pur-s u e d o c t o ra l t ra i n i n g e l s e -where more than l ikely willnot return.

The expansion of the PhDprogram at Ivey is a consciousstrategy to counteract theseenvironmental forces. The keychallenge now is Ivey’s abilityto sustain that growth. Sincep r o s p e c t i v e s t u d e n t s b a s etheir decision to come to Iveyon funding packages offered,endowments and scholarshipswill play a key role in provid-ing that support. Private sup-port from alumni, friends andcorporations will play a rolethat will allow the School toremain competitive in recruit-ing PhD students and faculty –recruitment that is essentialto Canadian knowledge, re-search, and business. ■

For further information on thePhD Program or how to fund aPhD scholarship, please contactAngela Chapman, Director ofDevelopment at (519)661-3850or [email protected].

“AN EXPANDED PHD PROGRAM

CAN ONLY ENRICHTHE SCHOOL’S

RESEARCH PROGRAM. IT

TRAINS TEACHERSFOR FUTURE

GENERATIONS,NOT ONLY AT IVEYBUT THROUGHOUT

CANADA AND THE WORLD.”

52

sumed when he became dean,you likely think of fundraising,change management or strat-egy development, but perhapsnot teaching. What few peoplerecognize is that being an edu-cator is perhaps the most im-portant responsibility he had,one that he fulfilled well andwas proud of. Dean Tapp’s en-t h u s i a s m fo r t e a c h i n g a n dgrasp of pedagogical issues areo ft e n ove r s h a d o w e d b y h i sother skills. However, at theheart of al l his accomplish-ments at Ivey has been thegoal of enhancing the educa-tional experience of Ivey stu-d e nt s s o t h ey c a n co m p e t ewith any business school grad-uate in the world. Dean Tapprecognized that the key to es-tablishing Ivey’s reputation layin providing the best educationto students, and the key to pro-viding the best education camefrom attracting top professorswho teach cutting edge mater-ial – and he did just that.

Dean Tapp’s effect on thestudents at Ivey is not as tangi-ble as fundraising dollars ornew facilities, but it is moreimportant. He affected us indi-rectly by creating the resourcesand processes to attract theb e s t t e a c h e r s t o t h eSchool. He supported re-search at the professori-al and doctoral level. Hisbusiness experience pro-vided him with insighti n t o w h at b u s i n e s s e sw a n t a n d n e e d f r o mMBA and HBA graduatesand he worked hard tod e ve l o p a c u r r i c u l u mthat is relevant.

For a lucky few, his ef-fect was more direct. Asa teacher he was com-prehensive in his prepa-ration and always mades u r e t h a t e v e r y o n ewalked out of class hav-ing learned something.

THE LAST SESSION OF “GOVERNINGthe Firm,” a course about cor-porate governance and boardsof directors, was held in Febru-ary 2003. At the end of thesession a student stood and on behalf of her classmatesthanked the professor for awonderful learning experience.This was followed by a stand-ing ovation that continued fornearly ten minutes.

As a former MBA student, Irelated to their gratitude be-cause I know what a great pro-fessor means to a graduatingstudent . As an academic-in-t r a i n i n g , I r e c o g n i z e d t h euniqueness of the lessons theyhad learned. As the teachingassistant, I felt a little sad thatmy time working for this pro-fessor was ending. The profes-sor was Larry Tapp.

Some alumni might be sur-prised to learn that Dean Tapptaught a course. However, histeaching is simply an extensionof his passion for business edu-cation. He is one of the bestt e a c h e r s I h ave s e e n i n myeight years at Ivey, and I thinkmost of his students wouldagree that there was no onebetter qualified to teach thecourse. Dean Tapp’s rigorousschedule made it difficult toarrange the class, but he al-ways made teaching a priority.

When you look at the re-sponsibilities Dean Tapp as-

Whether it was through thecases he supervised, the guestsonly he could bring in (like theSudanese Ambassador to Cana-da in 2001), or his thought-pro-voking orchestration of theclass, Dean Tapp taught his stu-dents lessons they would notlearn in any other class.

For those like me who hadthe opportunity to work closelywith him, the effect is evenmore pronounced. He taughtme a lot about navigating theacademic world and the impor-tance of “selecting your bat-tles,” and gave me a glimpseinto the upper echelons of cor-porate Canada.

When the student in his lastclass thanked him for a greatclass, she also thanked him forall the work he had undertak-en on our behalf. There aremany reasons to be thankfulthat Larry Tapp was our dean,but I don’t think any are moreimportant than his commit-ment to educating us. I thinkwe should all follow the leadof his students and thank himfor that. ■

Trevor Hunter completed his MBA at Ivey in 1997 and is currently working on his PhD

The School in the World

An Educator FirstLarry Tapp did a lot for Ivey, butthe most important thing was providing an outstanding learning experienceBy Trevor Hunter MBA ’97

Alumni Speak

intouch - Ivey Business School

Documents

Transcript of intouch - Ivey Business School