Executive MBA edge - UW Foster School of Business

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EXECUTIVE MBA CELEBRATING 35 YEARS OF

DEVELOPING LEADERS

edge EMBA

Edge Magazine University of Washington Michael G. Foster School of Business Executive MBA Program UW Foster School of Business Mission We are a learning community of faculty, staff, students, alumni, and business leaders dedicated to the creation, dissemination, and application of management knowledge.

In carrying out our mission, our programs place special emphasis on leadership, strategic thinking, and entrepreneurship. Our faculty are recognized thought leaders whose research contributes to the understanding of important management issues. Our students are capable of leading teams and, ultimately, organizations and can roll up their sleeves to solve complex, unstructured, real-world problems.

Executive MBA Program Mission We provide a rigorous, transformative learning environment for motivated, experienced professionals seeking to strengthen their business knowledge and leadership skills.

Louise Kapustka, Executive Director 206-616-6434 • louiseka@uw.edu Randell Hernandez, Director of Admissions 206-616-6483 • rlh8@uw.edu Belina Makonnen, Assistant Director 206-616-6435 • belinam@uw.edu Edge Magazine Created as a custom publication by Magazine MakeOver Publisher: Foster School of Business Executive MBA Program Editor: Janna Lopez, Magazine MakeOver Designer: Karen Gibson, Magazine MakeOver Thank you to all our contributors and apologies to those inadvertently missed.

Edge articles: Janna Lopez, Charles Hill, Rocky Higgins, Elizabeth Umphress, Bob Bowen, Vern Buck Foster Magazine articles: Steve Bangs; Ed Kromer Photos: Paul Gibson; Matt Hagen; Robert Harris; Suresh Kotha Page 12, Boeing Photographer Marian Lockhart and page 14, Boeing Photographer Gail Hanusa Edge Magazine Executive MBA Program Michael G. Foster School of Business University of Washington BAEC 228C, Box 353220 Seattle, WA 98195 www.foster.washington.edu/emba emba@uw.edu 206-685-1333 or 888-622-3932

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Connect f y k l v Printed By Publication Printers Corp.

Printed with recycled papers and soy based inks.

TABLE of CONTENTS ALUMNI

10

BRAD TILDEN

12

CHRISTINE WALSH

16 24

(’97)

& BILL AYER

Investing in Leadership

LINDSAY PULSIFER

(’07)

A Career Crafted by Strong Hands and a Big Heart

26

JOE SNIEZEK

30

CONNIE GLOWNEY

36

48

KATHLEEN CARROLL

54

MICHAEL DEANGELO

58

HANNAH SU

61

JOE PAKOOTAS

64

BEV WYSE

70

JENNA JOHNSON

(’10)

Business Success Through Bubbles & Joy

(’16)

The Business of Healing (’13)

Courage & Confidence Lead to the Road of Success

AARON FAIRCHILD

(’07)

Building Better Homes for People, Community and the Planet

MASON (’85) & JENNIFER (’11) SIZEMORE The Business of Media Is All in the Family

(’09)

Believing in Dreams Through the Test of Time

BRYAN MALETIS

46

(’17)

A Life of Service, Humility & Leadership (’05)

Blazing New Trails in Bureaucracy (’04)

An American Dream Comes True (’06)

Connecting Culture & Community to the Corporate World (’05)

Family, Focus & Flying (’10)

A Force of Nature

FA C U LT Y

04

PROFESSOR CHARLES HILL

22

PROFESSOR ROCKY HIGGINS

28

EMBA Faculty Director reflects on the EMBA education

Program Designed for Executives

PROFESSOR ELIZABETH UMPHRESS Learning Through Teaching

42

PROFESSOR BOB BOWEN

56

PROFESSOR DEBRA GLASSMAN

68

NOTES

02

EXECUTIVE DIRECTOR LETTER

06

IN MEMORY OF

Teaching at the Top of One’s Game

Educational Relevance & Reward

PROFESSOR VERN BUCK Teaching & Teamwork for Success

44

EMBA Edge introduction from Louise Kapustka

Professors Dick Cooley & Karma Hadjimichalakis

IMMERSED IN THE WAYS OF THE WORLD EMBA International Immersion Program

Hello, University of Washington Foster Executive MBA program alumni!

When you think back on your Executive MBA experience, what comes to mind?

Sleep deprivation, exhaustion? Incredible classmates? Challenging classroom discussions? World-class faculty? Impossible workloads? Personal and/or professional sacrifi ces? New business insights to apply? A sense of accomplishment? How about humorous incidents that became class lore?

I can assure you, all those things and more are still very much a part of the EMBA experience. While study teams continue to be a key tenet of the program (as are case studies, dense textbooks and individual grades), I thought I would briefly highlight the program’s history and some of what it has become today.

GRATEFUL FOR OUR LEGACY From the beginning, the Foster School’s Executive MBA program was envisioned as a rigorous, lockstep MBA curriculum, taught by the best business school faculty, to a select, accomplished cohort, representing iconic Pacifi c Northwest organizations. The program was conceived by Dean Nancy Jacobs in the early 1980s, designed by a faculty committee led by Rocky Higgins and launched by Kasi Ramanathan, faculty director, and Jan Monti, program director, in the fall of 1983. The charter class assembled for their opening residential program at Rosario Resort. Taught for a full day once each week on Friday or Saturday, the program was originally referred to as the Puget Sound program and was subsequently renamed the Regional program. In 1997, the program moved into the Seafi rst Executive Center, later renamed the Bank of America Executive Center. Responding to interested voices outside the Puget Sound region, in 1999 a monthly format was created, originally called the Northwest and Beyond program, later renamed the North America program.

Many alumni fondly recall their classroom maestros — the EMBA faculty who expertly challenged and encouraged them, required countless hours of reading, calculations, discussions and ultimately insights into the language of business, and translated those lessons into courses in accounting, economics, marketing, statistics, management and operations. These were classes that provided so many opportunities to be both humbled and amazed!

A RICH STUDENT EXPERIENCE Today, incoming students prepare academically for their EMBA experience for six weeks in the summer, participating in math, Excel and accounting sessions. Classes offi cially begin in September at an immersive, one-week, offsite residential program. Here, away from the demands of colleagues, family and friends, students get to know each other and begin to understand what their journey will be. A second-year international immersion program takes students out of the country for a week to experience fi rsthand how history, politics and culture impact business globally.

Originally offered as an optional trip beginning in 2001, the international immersion program became the second-year September residential experience in 2013. EMBA students, faculty and staff have traveled to Asia (China, Hong Kong, Japan, Malaysia, Singapore, South Korea, Vietnam); Europe (Czech Republic, France, Germany, Poland, Spain, Switzerland); South America (Argentina, Brazil, Chile, Peru); India and the United Arab Emirates. In the fall of 2017, EMBA travelers journeyed to Greece and Germany, Thailand and Hong Kong, Malaysia and Taiwan. A capstone entrepreneurship class was added to the curriculum in 2004, culminating in a full-day business plan competition, from which many companies have emerged!

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DIVERSE, COMMITTED CLASSROOM PARTICIPANTS While the average age of entering students today (approximately 38 years old) is the same as it was for the charter class, EMBA students reflect the diversifi cation of the Puget Sound region’s organizations.

Cohorts typically include representatives of the not-for-profi t industry; entrepreneurs; active duty, reserve and retired military; healthcare; engineering; manufacturing; the public and private sectors; and family-owned businesses. We are delighted to see increases in the number of women students and those born and/or educated in other countries.

Demanding work schedules, promotions and new opportunities are a way of life for busy EMBA students. About half our students have children. We have EMBA bibs and newborn tee-shirts for babies born to student families during the program, and give out quite a few each year! Program fees ($103,000 for students entering in fall 2017) reflect the market perception of the program’s strong competitive value and expected ROI. I should note that the commitment of most EMBA students includes fi nancing much of their education via loans and personal funds.

A dedicated behind-the-scenes staff manages myriad program details, from necessary course technology and materials, to catered meals and registration, to the second-year international immersion program. Speaking of dedicated staff, for over 30 years, the incomparable North Star of the program, Belina Makonnen, has made so many meaningful contributions to the UW Foster EMBA student experience! Thank you, Belina!

This fall, welcoming two milestone cohorts — Regional 35 and North America 20 — to the EMBA family provided a wonderful opportunity for a celebration! To supplement the party, we present this special EMBA Edge publication, which we hope conveys some of the magical essence of the program, by telling the stories of the people of the UW Foster EMBA.

EMBA EDGE IS: • reflections of current and former faculty (Bob Bowen, Vern Buck, Debra Glassman, Charles Hill, Rocky Higgins and Elizabeth Umphress), describing the EMBA experience from the other side of the podium; • interesting earlier business (the Foster School magazine) articles about program alumni; and • stories written from interviews of a wide-ranging cross-section of program alumni, representing a variety of industries, personal and professional backgrounds and career development since graduation.

By design, and given the nature of the participants, so much of the Executive MBA experience is about the deeply personal relationships and trust forged during the all-too-fleeting 21 months of the program. The shared experience creates lifelong bonds which are easily rekindled despite time and distance.

Please keep in touch with us and each other! Take advantage of our alumni audit classes. Refer a colleague or friend to us!

Mostly, enjoy remembering your EMBA experience.

Perpetually on the edge,

Louise Louise A. Kapustka, EMBA, Regional Class 11 Executive Director, Executive MBA program P.S. Sincerest thanks to Janna Lopez (Magazine Makeover) and her team for telling our story, and for the many hours of interviews, writing, editing, designing and ultimately producing EMBA Edge.

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F A C U L T Y

CHARLES

HILL

Professor of Management and Organization

I find teaching EMBA students to be very reward-

ing. They are smart, experienced and motivated. They are invested in getting the most out of their education, and are prepared to work very hard, holding down full-time jobs while navigating the demands of a challenging program. To succeed with this student body, you need to be in command of your material.

The students push faculty to demonstrate the real-world relevance of the material, so it’s important to be able to make the connection between the academic and the practical. The students ask smart questions, which keeps you on your toes. They also often offer insights from their own work experience that can help a faculty member improve his or her content.

I have probably learned something valuable from EMBA students in every class I have taught over the years. For those of us who love teaching, there is nothing more satisfying than having a student body that is deeply engaged in the material you are presenting and has a strong desire to learn and improve themselves. Students like these push faculty members to raise their game, and that is good for everyone.

As EMBA faculty director, it is my job to make sure that we have the right curriculum, and the right people teaching that curriculum. It’s important for the faculty in this program to teach material that is relevant to the day-to-day challenges that EMBA students face in their jobs. The faculty needs to connect with the students.

To do this, they need to recognize that an EMBA student is typically older and quite a bit more experienced than the typical MBA student. EMBA students push faculty harder to demonstrate the value of what they are teaching, and because of the students’ experience level, they can ask more challenging questions. The faculty must be prepared for this, and be able to respond appropriately.

Probably the biggest change over the last 25 years has been the addition of more material on strategy and leadership. For example, in addition to the core strategy offering, we added a new class on marketing strategy, and strategy has become an important part of our operations, microeconomic and international business offerings. At the same time, we still teach the foundation material that is necessary for business executives, which includes accounting, finance and management.

Over the years, my EMBA students have provided me with lots of great examples and stories that I often include in my materials. They have pushed me to raise my game. They have focused my attention on content areas that I was not covering sufficiently, and brought to my attention material that they did not find valuable. The content of my offerings has evolved over the years as a result of this constant feedback, and I think I am a much better educator as a result.

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“

The conversations and insight Dick shared while I was a student were and are invaluable. I still carry his book with me and reference it regularly to ground myself.

Dick Cooley

Though he is no longer with us, his extraordinary impact lives on . . .

“

He was such an inspirational figure for so many years. What a gift for us that we had the pleasure of listening to him and his leadership experiences and stories. I was in his class a long time ago, yet I remember him and his time with our class very clearly. That’s amazing, as was his impact on all of us that were fortunate enough to hear him speak and share important life lessons and experiences.

“

Dick had a large influence; I respected and liked him. He struck me with his strength of spirit and perseverance. I wonder if current events would be different under his leadership.

“

He was an amazing man and I will always fondly remember his passion for teaching others about the virtues of leadership.

“

Dick was an extraordinary man and an exemplary leader.

“

Through Dick, I’m reminded that the greatest generation gave to their nation, their companies, and their communities.

“

I feel very blessed to have met him through the University of Washington program. It is a testament to the program that it exposes us to such wonderful people. Dick was certainly at the top of the list.

“

He will be missed greatly for his wisdom, ability to mentor, leadership abilities and his generosity.

“

Dick was a tour de force when it came to leadership. I thoroughly enjoyed his class and his insights about what it means and does not mean to lead.

“

I truly enjoyed and was honored by having Dick Cooley and Bill Ayers lead my ‘CEO and the Board’ class a few years ago, and spoke of and thought of Dick Cooley frequently. He will certainly be missed.

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“

Seven years after graduation, and I still carry his pocket guide in my briefcase.

“

Dick was a gentle person who was a passionate educator and a humble leader. His presence will be sorely missed in the EMBA program. I still remember the advice he gave me when I was considering switching employers right after graduation: ‘Be ready to take risks in life, don’t be afraid of failure and keep learning wherever you go.’

“

It is a loss for the program, but he has left an indelible mark on many of us.

“

Dick was a great leader. His teachings and insight will be missed by not only the fortunate many who learned from him, but also by the many future students who would have.

I N

M E M O R Y

O F

“

He was inspirational. He is one of the few high-impact mentor/teachers one has the privilege to interact with in this linear existence.

I was impressed with his openness, candor and wisdom. Future generations of executives will be the lesser for not having the privilege of the Dick Cooley experience.

“

He was an amazing human being and I loved what he contributed to my education.

“

Dick was a tremendous lifeline whenever I found myself in a difficult situation.

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Karma

Though she is no longer with us, her extraordinary impact lives on . . .

“

The ageless, ongoing Keynesian/Friedman economic debate has been joined by a rare woman with a huge heart and extraordinary capacity to impact students and colleagues years after their all-too-short time with her.

We will miss her dearly.

“

Karma’s gift for connecting with students is evidenced by the way she translated complex concepts and data into comprehendible mental images, and also by her patient, encouraging approach with individual students to reach an ‘aha!’ breakthrough. Her stories and insights from personal experiences in the Federal Reserve and global economic forums complemented the academic side of class discussions. Outside of the classroom, it was easy to see the sincerity of interest she took in students by joining us socially, and sharing her warm personality and sense of humor. My prayers of thanks for her being part of my UW experience, with the knowledge and self-confidence she instilled in me.

“

I always loved that she seemed to enjoy hearing about my life as a new mother. I see the world differently after having taken her class. She contributed more to my knowledge of the world and how we are all connected — for good and for bad. There’s not a day that goes by that I don’t think of her as I read the WSJ. I appreciated that she cared that we learned and that she invested so much energy in her lectures. She impacted so many of us in such a positive way. I am truly appreciative of her dedication and passion.

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“

Our fi nal class review was a masterpiece, a culmination of two quarters of trying to explain the densest information to students who struggled to keep their heads above the tide. But it was only at the end that I realized it was also a triumph of endurance for Karma herself. She had used the fi nancial crisis as a living classroom for her syllabus, updating sometimes on the day of class what she would present. She used day-to-day movements to demonstrate teaching points. She reached back to her experience working with the Fed to show how that organization works and can (or cannot) influence current market turbulence. She explained how the different markets work, how they are intertwined, and on the last day, how they all fi nally came through the fi nancial market; how all markets are inextricably linked through their fi nancing. And at that point, she looked up and said simply, ‘That’s it. That’s all I have.’ She was exhausted. She had given us everything. And because of her, we got it.

I N

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With 43 years in the business school, I can’t think of anyone who had more of a lasting impact on our students than Karma. When I was acting faculty director of the EMBA program for two quarters, I always told our students in advance that they were in for a class act and that they should plan to digest and enjoy Karma’s brilliance. I personally introduced her to both classes when she taught — something I did for no other. Karma was the holder of innumerable awards and prizes. My award was to call her friend.

M E M O R Y

O F

“

Karma was without a doubt the best teacher I ever had.

I remember her warmth, her exceptional knowledge and her ability to communicate her subject matter in such an engaging way. To this day, whenever I hear or read various economic reports, I wonder, ‘What would Karma think about this?’ I will never forget Karma’s smile, the way that she lit up when she would lecture. Karma took a special interest in those of us who were struggling with concepts and went out of her way to make herself available. Karma is one of my best memories of the EMBA program. She will be desperately missed. Karma, we love you.

“

I can’t begin to share how much Karma meant to me. I remember the last day of class during my first year. I was center in the classroom, two rows up, struggling to stay awake. I had just about had all I could take, and wanted nothing more than to run from the UW campus. With about 30 minutes to go until summer freedom, Karma stopped the lecture and said, ‘I have never done this in my years of teaching, but I realize that in order to deliver a message, one has to have a captive audience. If that audience is asleep, the message will never be delivered. Class dismissed.’ I learned more in Karma’s class than any other course of instruction I have ever taken.

“

What impressed me the most about Karma was her humanity and generous spirit. When my mother died while I was taking her course, I was devastated. It was just before a major test and I knew that I was not going to have the mental wherewithal to prepare or take that test. She very sweetly told me not to worry about it, that I could take the next test and she’d average my grade. It was such a relief to me not to worry about studying when my grief was so strong. I wish I could express in words Karma’s soft tone of voice full of compassion for me.

Years later, I can still recall. Since then, when faced with a similar situation with another person, I always try to emulate Karma.

“

Karma taught with such wit, warmth and intelligence. She made a very dour and often boring topic accessible, interesting, relevant and — dare I say — fun! To this day, her words and teachings resonate every time I read an article or a report about economics or macro business issues.

I am such a better consumer of financial information because of Karma, and can make better strategic decisions because of her teaching. She had a knack for piquing the curiosity of adult learners who may have thought they knew everything, then giving them new insights and understanding in every lesson, through artful storytelling. She was able to make the drama of economics pertinent to our daily lives and the decisions we make about our personal finances, those of our businesses and those we entrust to our politicians.

“

I cannot express enough thanks and gratitude for the opportunity to have been taught by such a gifted professor. She changed my life and opened my eyes in a way that would have never been afforded to me had it not been for her expertise and the caring she had for her students.

Karma was able to teach as though we were each her only student — I am so grateful to have been one of those students; words cannot express justly the impact she had on my life.

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INVESTING IN LEADERSHIP Brad Tilden (’97) knew it

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was a long shot. As a young finance executive at Alaska Air Group in the mid-1990s, Tilden made the case to his CFO that sending him to the Foster School’s Executive MBA program would be a sound investment. “The company wasn’t flush in those days, and we had always taken a conservative view on costs,” he recalls. “So I didn’t expect the answer to be quick or positive.”

But after conferring briefly with CEO John Kelly, Tilden’s boss came back and simply wrote “OK” on his proposal.

“I was thrilled,” says Tilden, Alaska’s current chairman and CEO. So began a long and symbiotic partnership between Alaska and Foster that goes far beyond the company’s significant philanthropic investment in the school.

The EMBA program has become a de facto executive training academy for Alaska leadership.

To date, 16 of its most promising executives have graduated from the program. Many now serve in senior roles at the airline, including Tilden (’97); Ann Ardizzone (’08), vice president, strategic sourcing and supply chain; Alison Donway (’15); system chief pilot, managing director, Horizon Airlines; Karen Gruen (’10), vice president, Airport Affairs and Development; Kurt Kinder, (’14) vice president, Maintenance & Engineering; Andy Schneider (’09), vice president, People; Shane Tackett (’11), vice president, Revenue and E-commerce; Shannon Alberts (’05), corporate secretary; and Diana

Shaw (’13), vice president, customer service, Horizon Airlines.

And though former CEO Bill Ayer’s MBA came from Foster’s full-time program, he has brought his formidable expertise and insight to teaching the EMBA’s powerful “CEO and the Board” course for more than a decade.

Tilden says the impact of this cohort of Foster-educated leaders is evident throughout the firm: “Having a critical mass of people with a common education and disciplined approach helps us frame issues and execute solutions more quickly.”

“The EMBA program has played an important role in developing high-

performance leaders at Alaska,” adds Ayer. “The classes, the teamwork and the networking opportunities add up to a unique learning experience. In a business where people are the only sustainable competitive advantage, a Foster EMBA provides a critical edge.”

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BELIEVING IN DREAMS THROUGH THE TEST OF TIME Christine Walsh (’09) lives the life of a rock star. She has

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many adoring fans, literally jets around the globe, and in her own words, is “living an amazing dream.” In this superstar’s world, she might be speaking to an arena of 15,000 students from 500 Washington schools, having them on the edges of their seats with stories of setting aviation world records. Or, she could be grabbing high-fi ves on the tarmac from awestruck company

I AM A FREQUENT FLYER executives after completing the maiden flight of a 737 MAX 9. It’s all part of her job as Boeing deputy chief pilot for the 737/737 MAX. In rock star fashion, but without the ego or pretense, Captain Walsh is all about dreaming large, thinking large and doing large. From the time Walsh was a little girl and dreamed of being an astronaut, the moon and stars were only a heartbeat away. Walsh’s love for aviation sprouted wings during EDGE

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the time when the space program delivered men to walk on the moon. An innate fascination with flying has always been with her.

“As a child, I took introductory flight lessons. I was hooked.

When it was time to start college, I studied aerospace engineering because that’s what was required to become an astronaut, which was what I wanted to do one day,” says Walsh. “I was interested in how people and machines came together to create and accomplish incredible things.”

Walsh earned a Bachelor of Science degree in aerospace engineering from the University of Colorado. During her time at school, she blended engineering principles with human factors in relation to creating and building airplanes. Boeing interviewed her during a job fair and offered her a payload engineer position. Her fi rst assignment was to redesign the toilet bowl in an aircraft lavatory. Walsh shares, “The toilet wasn’t flushing properly. My introduction to test flying included proving a redesign by flushing dog food down the toilet.”

Flight lessons were expensive and Walsh couldn’t afford them as a student. Once she started her career at Boeing in 1990, though, she began her flight training at 23 years old.

She wanted to combine her love of engineering with her passion to fly. Boeing was known for being progressive with the promotion of women in pilot and engineering positions.

With sights set high on becoming a test pilot, she took one of Boeing’s chief test pilots to lunch. She expressed her aspirations and inquired about what she’d need to do to achieve her goal.

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“He told me it wasn’t possible, because I didn’t have the skills or military background,” she recalls. Walsh asked him, “What would I need to achieve?” The pilot made a long list of requirements. One of the most daunting was 1,500 hours of flying time.

Walsh found a mentor and began training for a pilot’s license. She says, “Every time one of the items on the list had been completed, I’d send my mentor an updated resume.

I asked a lot of questions along the way. It took me seven years to complete the training. I had to resign from my original job at Boeing so I could focus full time on fi nishing the flight hours. Once I had checked off all the items on the list, I got a call from the original test pilot I’d talked to, offering me a co-pilot position.”

Walsh shares that the job requires both technical skills and sharp instincts, and describes what a test pilot actually does.

“Test pilots are ultimately responsible for the safe conduct of the flight, but our responsibilities extend beyond that. We participate in the engineering teams’ designing of the aircraft and we work with customers to better understand how their aircraft will be used. This is in addition to flying the airplane to feel how it handles to better understand its characteristics.”

She adds, “We help answer questions such as, How slow can it fly? How does the plane handle? What are the plane’s performance limitations? What kinds of winds can the plane handle? What types of weather can the plane withstand? As engineering test pilots, one of our responsibilities after a test flight is to clearly explain to the airline mechanics and the

engineers what we felt and experienced during the flight. We need to translate the feel of the aircraft into language that makes sense.”

Sometime around 2008, Walsh was working with a chief pilot who was a Foster Executive MBA graduate. “He was using tools he’d learned from the classroom to lead our organization. He felt it was important for pilots working with experimental aircraft to have an understanding of Boeing’s business goals. We work closely with customers from around the world. We have to ensure our products meet their needs from comfort, safety and economic standpoints. Our industry is extremely competitive and it’s up to every Boeing employee to understand the full scope of our competitive environment.”

Walsh continues, “We have to be able to work with the sales team in promoting the product and be able to clearly explain the benefits of our product in meaningful terms they can use. Pilots may understand technical terms, but we as pilots, in support of our sales teams, have to translate to customers why our planes are such a good value.”

Based on the chief pilot’s encouragement, Walsh entered the EMBA program in 2007. “I went into the program unsure of how I was going to work on a team or with a team that wasn’t datacentric” she says. “I was one of a very few engineers and I was the only test pilot. I had to gain perspective on the different approaches to a problem, not just utilizing data. I had to extend beyond my knowledge and comfort.”

She says, “When I was in school before, I’d not turned in a paper without numbers or symbols, or one that asked for an opinion. Being out of my engineering world was challenging. I recall worrying how I’d ever make it through the program and constantly confided these worries to my professors. They were all supportive and guided me through, as I gained confidence and new perspectives by working with my peers.”

Walsh began to open up in class when she was able to share flight test perspectives on risk alleviation and mitigation. “Our class would talk about risk or aversion to risk, and I’d be able to come up with a straightforward answer.

A risk associated with planning a flight test versus a business situation with a different risk tolerance was a huge distinction for me, and perhaps my biggest takeaway from the program.

Risk tolerance is different depending upon the application.

This was the first time I recall feeling like I could be a leader in classroom discussions.”

The interpersonal closeness also expanded her understanding of herself and the dynamics of business. “When you get into the program, you study together and work together.

We shared a range of personal successes and failures. My program took place in the middle of the bank industry crash which personally impacted my team members. Several people lost jobs. There were real-world stresses impacting and shaping our experience.”

Walsh believes that this time of challenge provided invaluable wisdom. “I think all those difficulties made us stronger as a team. I started to understand that answers aren’t only black and white; differing answers to problems and questions are sometimes all correct. Stories behind the answers can be more important than the outcomes.”

Since pilots are required to be continually learning, getting her EMBA felt like a luxury. “It was validating to go back to school to study something new and different. It filled a need. It was a sacrifice, especially for my husband; he had to pick up the life work and housework.

It took us being a team on the home front.”

Walsh expresses humility and gratitude for a career she only dreamed of at one time.

Among other perks, it’s enabled her to be the test pilot for new planes such as the 737 MAX 9, and to fly around the world in 42 hours. “There’s nothing like seeing the entirety of Earth from the sky in a 42-hour period.”

She credits her success to the steady support of her family and Boeing.

She also acknowledges the Foster School of Business Executive MBA faculty for their encouragement. “The professors and staff prepared each and every student to become leaders. They did this by helping us discover our own expertise as leaders and to know when to rely on the team for support.”

“One of the most important things I learned was to listen for my own voice changing,” she concludes. “The tone of the changes may not be monumental, but are significant nonetheless. Hearing your own voice shift as you learn is when real change begins.”

Walsh offered the following encouragement to thousands of community service–focused teens at WE Day Seattle, summing up her personal grace and professional grit: “I am proof that if you have a dream, making it come true is 100 percent within your grasp. You need to make a plan, know and celebrate everything that makes you special and unique, and then find mentors who are eager to help you succeed.”

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I AM A CHEF DE

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BUSINESS SUCCESS THROUGH

Bubbles &Joy

Imagine if more businesses were built to share bubbles and joy with the world. It’s fun to contemplate how a chief executive offi cer of such a company might spend his or her days.

Bryan Maletis

CAVE

Meet (’10), owner and founder of Fat Cork. For Maletis, the bubbles and joy are grower-selected bottles of champagne delivered monthly to a customer’s doorstep.

And his days are spent sauntering through beautiful French vineyards talking with farmers about the latest grapes, or designing multimillion dollar strategies to improve an entire distribution model.

Maletis has a passion for making every day a celebration. Thanks to prior professional experience, personal interests and a well-rounded MBA education, Maletis has turned that passion into a successful international enterprise.

Fat Cork, founded in 2010, is an exclusive importer and retailer of extraordinary, undiscovered grower champagne. His company is the only importer allowed to bring “the very, very best of the best” champagne into the United States.

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“It’s referred to as ‘grower’ champagne, because it comes straight from the families who grow the grapes,” Maletis explains. “They own the land, tend the vines and make the bubbly.

Most have been at it for generations.

We sell the bubbles and deliver the joy directly to the consumer through our Fat Cork website and our Fantastic Champagne (FC) Club.”

Maletis and spirits distribution go way back. In 1935, his family started a company now known as Columbia Distributing. Columbia distributes craft beer, wine and sodas to over 20,000 retail customers in the Northwest.

“I grew up in a distribution family,” he shares. “As far back as I can remember, I worked in warehouses and on delivery trucks. Though we distributed many products, it was wine that always intrigued me. I spent time in the warehouse and would read family stories on wine labels while working.”

Through high school and during summer and winter college

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breaks, Maletis was employed at his family’s company. He worked hard and learned from the ground up the myriad aspects of the distribution business, including customer “It’s referred to as ‘grower’ champagne, relations, models because it comes straight from the for delivery and, importantly, how families who grow the grapes.” to connect consumers with unique options. During those impressionable years, he grew more fond of the wines.

Maletis went to Loyola Marymount University to pursue an undergraduate degree. To better understand the business of wine, he took part in a study abroad program in Italy. “That was such a wonderful couple of months. I spent time with a family, on their farm, and picked grapes. It was incredibly eye-opening in terms of the family’s history and connection to the land and the traditions of what they produce.”

“Going to school wasn’t easy, but as an entrepreneur, I knew it would take me to where I needed to be.”

The experience stayed with him.

“When I was done with college, I moved to New York and worked at a wine retail shop. I was 24 at the time, enjoying success on my own, not because I was tied to a family business. I loved how the retail environment directly connected me with customers and selling people bubbles: prosecco and champagne.

I’d sell them a bottle and tell them not to wait for a special occasion to open it, but rather to open it to create an occasion. After enjoying a bottle, people came back to the store to thank me.”

Retail experience and extensive wine knowledge eventually led to a job as a brand manager for Champagne Laurent-Perrier. Capitalizing on how unaware Americans were about champagne, Maletis expanded insights about champagne production and distribution and took advantage of both challenges and opportunities. He admits that although he thrived in brand sales, made great contacts and liked his job, after several years of East Coast living, he wanted to be closer to home.

Maletis settled in Seattle and went back to work at his family’s business with regenerated sales and marketing skills. He focused on cultivating relationships with hotels and restaurants. He was happy being able to offer clients something unique, via champagne. He became known for his propensity for bubbles, and jokes,

“I was a champagne advocate. All my clients tried it.”

Not long after moving to Seattle, Maletis met Abby Richardson, who eventually became his wife. During early dating days, their shared love of wine inspired them to plan a trip to France. This was their first vacation together and the first time either had been to the famous Champagne region of the country. The beautiful countryside, intimate farms and deliciously crafted bubbly all proved to be life changing.

While visiting the headquarters of Champagne Laurent-Perrier, Maletis met with a former colleague, the vice president of “My goal was to connect the amazing worldwide sales, champagne crafted by truly localized Jean-Pierre Willemsen. They hit producers directly to the customer.” it off immediately over a bottle of rosé, as Maletis shared his views about the enthusiastic United States market for champagne.

Willemsen agreed about the potential and they strategized possibilities for collaboration. They promised to continue the conversation after Maletis returned to Seattle.

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Abby sensed Maletis had entrepreneurial aspirations and encouraged him to go back to school to get his MBA. “Abby knew I had business ambitions. I was working for Columbia but wanted to get business experience to concentrate on working with some of the smaller boutique brands. My goal was to connect the amazing champagne crafted by truly localized producers directly to the customer. I wanted to do this by utilizing internet sales, which was a completely different approach from the business I grew up in.”

Maletis recognized an MBA was the link to realize the dream. He enrolled in the Executive MBA program in 2008.

“I had the most incredible support,” he says. “Going to school wasn’t easy, but as an entrepreneur, I knew it would take me to where I needed to be.

I was working a full-time job and had many study group meetings, and time with my then-fiancee was scarce. But it was wonderful. The students and professors worked closely together. We shared stories and hopes, ideas and challenges. We all had in common the crazy struggle for balance and were there for each other.

Midway through the program, I got married.”

Despite his overloaded schedule, things began to fall into place. “In terms of business, school couldn’t have been more serendipitous,” Maletis recalls. “I was literally in the middle of taking an exam for Professor Bob Bowen’s class. My phone rang and I saw a French number. I’d been bugging

20 / EDGE

Laurent-Perrier for a West Coast job and thought it was them.

Instead, it was Jean-Pierre saying he’d started his own company exporting small producer champagne to Italy, and asking if I wanted to partner with him as the exclusive United States importer. My jaw dropped. I was so excited.

“I called him back later and asked if he could wait a year so I could finish school and focus on learning how to structure a business. I wanted to go into this venture fully equipped, ready to disrupt the market.

It was interesting because at the time, I was taking courses on international relations.

These proved to be critical. The French way of doing business is different. For example, I’d thought about proposing exclusive agreements, but JohnPierre said, ‘No, the French don’t do business that way.’

He offered insights into more effective ways of approaching them, other ideas that were more culturally relevant. My international relations classes showed me the importance of recognizing that there are differences.”

Maletis chuckles at how differences also showed up with the choice of Fat Cork as the company name. “After graduation, my cohort knew I was pursuing a champagne import business. I asked my team to vote on the name.

Because of its silliness, Fat Cork was never taken seriously.

“I put suggestions up on a bulletin board and although other names were voted on, Fat Cork made the cut. When it came

down to the top five, I checked website availability, and Fat Cork was the only one not taken. I knew it was the one.

I shared the name with Jean-Pierre and he was aghast.

He said, ‘You don’t understand; champagne is high quality.’

Jean-Pierre couldn’t get past the name. Now we laugh about it. The name is, of course, very American.”

Aside from understanding international differences, another aspect of the MBA experience that ensured business success was studying financials. Maletis says, “Time spent understanding managerial accounting was invaluable. I studied it closely and that helped tremendously.

We’re in our seventh year and as a result of my MBA, Fat Cork became profitable after only a few years. My background lessened the growing pains of owning my own business.

“I also use lessons from the negotiations course, especially ‘BATNA’, which is the mantra of ‘Best Alternative To Negotiated Agreement.’ In other words, if you’re going into negotiations with someone, what is your best outcome if you can’t agree on something? Always know the fallback position. This has resulted in creating win-win relationships—and with distribution, those are essential for long-term success.”

Maletis feels grateful that despite the demands, he was able to obtain his MBA. He also recognizes and appreciates the depth of instruction he received. “We had hard times, but my wife was supportive and the rewards have been really great. I silently thank all my professors every day for their insights; Louise, Randell, Belina—the whole crew helped me make it. The teachers’ assistants were always available to answer questions.”

“Everyone involved with the Foster Executive MBA program makes investments in the students,” he observes. “They still invest today. They’re customers of mine, they buy our champagne, they invite us to speaking forums, they tell our story. I encourage people to go through the program. I didn’t feel ready to go back to school but the truth is, you never feel ready. You just have to do it.”

He concludes by sharing, “Life is never in perfect order. Like having a baby or even opening a bottle of champagne, don’t wait for the perfect moments. Create them.”

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ROCKY

HIGGINS Professor Emeritus of Finance

I chaired the faculty committee

that considered, proposed and designed the EMBA program. I believe the dean chose me for this assignment because I have always had a serious professional interest in teaching executives and by that time had accumulated considerable experience working with them. I had long been frustrated by the executive offerings at University of Washington because they reflected the state school, open-access, low-cost philosophy permeating all our efforts at the time.

My goal in designing the EMBA program was to separate it from our other efforts by creating a blue ribbon, competitive, demanding program.

As I recall, the committee reflected this perspective by proposing a private school model for the program, in which we would not rely on state money beyond an initial start-up period, would have control over pricing, would charge tuition that was close to market rates, would be allowed to retain excess revenues within the school and would accept the fi rst incoming class in 18 months.

I expected the terms of our proposal would be unacceptable to the university, and that would be the end of it. Instead, the response was, “Can you begin the program in 6 months?”

22 / EDGE

I had taught for a long time in an “executive program lite” offering at the school called the Monday Night program. Its implicit goals in my mind appeared to be to help participants get more out of the perusal of Time magazine. There were few serious assignments, no grades and nothing to hand in. My goal in designing the EMBA program was to create a sharp distinction between it and the Monday Night program. I wanted the EMBA to be demanding, rigorous and certainly graded. It would be possible to fail.

To be double-certain students understood the nature of the program, I remember I stuck my head in the classroom at the end of the term preceding my class to emphasize that on the fi rst day of my class, I would be calling on someone to present his analysis and I expected them all to be prepared. When the fateful day arrived, I called on a student to begin, and before he could open his mouth, another student popped up to hand him some $45, which constituted the student pool of $1 each that had been collected to reward the lucky individual to be called on fi rst. I also remember the student who dropped out after the fi rst residency week when he realized the program was going to require a lot of work on his part.

F A C U L T Y

I recall the director expressing concern to the faculty early in the fi rst year that she was hearing many complaints about the demanding, time-consuming nature of the program.

The faculty determined that as there appeared to have been no divorces or suicides, no changes were necessary.

Over the years, I have often been asked how teaching EMBAs compared to teaching MBAs. My answer varied over time. During the fi rst decade,

the esprit created by the EMBA study groups and their natural intellectual curiosity made working with the EMBAs considerably more stimulating and rewarding than working with MBAs. Then, I can’t recall the precise date, work life suddenly became much more stressful and demanding for EMBA students. They had no time for intellectual curiosity, and all they wanted were the takeaways. A sense of “Don’t confuse me with ambiguity, just give me

the takeaways.” Teaching EMBAs during this period was much less enjoyable.

In the last 15 years, the pendulum has swung yet again. Executives appear to have relaxed a bit and adjusted to their work environment, while MBAs have become so wrapped up in nonacademic activities such as business plan competitions, resume preparation, case competitions, mentoring nights, you name it, that teaching EMBAs again has become the more enjoyable task.

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A CAREER CRAFTED

BY STRONG HANDS AND A HEART

BIG

Lindsay Pulsifer (’07), managing director of the maritime division for the Port of Seattle, admits that she had no clue what she was getting into when she entered the EMBA program at 55 years old. She describes her career path toward her current executive role as unusual. “I’ve been with the Port for 32 years. I started as a crane mechanic and had always worked with my hands. That was what I knew.”

Before considering an MBA path, Pulsifer had been working on a Port project that once completed, would put her “out of business.” At that juncture she began to worry about her job skills and the uncertainty of what would come next. Her daughter was about six years old. Pulsifer was 36.

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Fortunately, her boss recognized that Pulsifer understood more than how to work with her hands. “There was work related to my craft, regarding equipment safety and preventive procedures, which I knew a lot about,” she says. “My work overlapped with a lot of trades. My boss asked me to come indoors. He had some projects he thought I could help with.”

Pulsifer enthusiastically describes the transition. “I learned how to type and use a computer. This was a huge change.

Though I wanted to work with my hands, I could see I’d be faced with the choice of leaving the union. It was diffi cult but also nice, because for the fi rst time, I had a regular work schedule and could actually take a bus to work.”

She managed contracts, monitored work safety and did budgeting work for the safety department, moving up in various supervisory roles. Ultimately, Pulsifer ran the maintenance department for 17 years. She had a good relationship with the CEO at the time, with whom Pulsifer says she had

“chest bumped” when she was the union representative. He had gone through the EMBA program and suggested it to Pulsifer, telling her to let him know when she was ready.

“He once told me, ‘If you have an MBA, no one asks about your BA,’” she shares.

“I chuckled and told him I had an MRW — Master’s in Real Work. When I entered the EMBA program, I had a high school diploma, a driver’s license and a journeyman card. I had not one minute of prior college, and I had no clue as to what I was getting myself into. I’d always worked with my hands and learned while I earned. It was a very different perspective than writing papers and studying.”

At age 55, Pulsifer found that school was a diffi cult, unusual challenge. She says she couldn’t have imagined how much time or attention it would require.

But even as she was overwhelmed, she approached it the way she approached her work. “I just dug in and did what needed to be done.”

Pulsifer spent a year studying for the GMAT and got herself some tutors.

She attended the summer workshops prior to the start of the EMBA program, though she recalls the time as humiliating. “That summer program focused on algebra and calculus, and I

I AM A MENTOR knew math was going to be a huge challenge. I was completely out of my element,” she says. “But it was also interesting to see how differently minds work. I genuinely could not understand what they — other students and professors — were talking about.

Calculus? My brain wouldn’t go there.

What I did know was operations management and how some of those financial concepts worked in the real world. That’s where I had something really different to offer the class. The kind of experience I already had was eye opening. I was the only laborer and operations manager. I actually understood the full equation.”

Although the finance area of her MBA education was a challenge, it was also a blessing. “I learned that numbers really matter. Not that I didn’t get that before, but I learned how to pay a different kind of attention to them,” she explains. “Bob Bowen brought some life to the topic of numbers and also helped us see the stories that financial information can tell. His love of and commitment to teaching accounting helped me get past only thinking of ‘budget’ like a checkbook.”

There was one other challenge that turned into an advantage. Having had a substantial career as a union member and representing union members, she knew there were vastly differing opinions and misperceptions about union workers. “I had to challenge many, including professors, about their ideas of labor being bad,” she says plainly. “A lot of the companies represented by the students were anti-union. Those biases were pretty clear.”

She adds, “They were all challenged by models of what they knew. When research about businesses had been provided, none of the examples ever included any from a union. They saw a particular perspective. I got to offer the insight that being a bureaucrat can be an honorable, welcome thing. It can bring stability to instability. Unions can draw people who really want to make a difference. In my class, there were only one or two other public workers.”

In this regard, Pulsifer says that a key asset of the EMBA program was professors and students who were willing to learn from differing viewpoints. “The program reinforced the value of diversity of thought in decision making. As we all worked on the required projects and got more comfortable with each other, our different perspectives emerged and we had excellent discussions. We helped each other learn.”

The capacity to understand a broad range of viewpoints through a business lens added to Pulsifer’s career success.

After 20 years in management, and with her MBA completed, another big opportunity arrived. Her predecessor quit and Pulsifer was tapped to step in as interim director. She says that without her MBA, she never would have been considered for or been able to take on the job.

“Having the job I have now would have been impossible. There were 200 people to manage and multiple lines of business to understand. After I came in as interim director, they made me a direct appointee, which never happens.

Without my MBA, I wouldn’t have under-

stood the concept of ‘Where is the sweet spot?’ Now I can analyze moorage rates, rent rates, how much we’re paying people, what level of service we want to offer, strategic planning for what kinds of businesses we want to be in. These are the ways my education shows up in my experience.”

Pulsifer says that because of her longer, harder journey, she makes sure to mentor both inside and outside her chain of command. “We’re a large, complex organization. The Port of Seattle brings together a lot of business activity. I teach those I work with to be better business managers. I teach them about strategic long-term planning and perspectives to build and ensure they’re solidly running their businesses. I ask them to ask more of themselves, so that collectively we can move ahead.”

From a unionized port crane mechanic to a managing director, Pulsifer acknowledges that her career path was unusual — and takes immense pride in her labor background. She feels honored that she’s been able to fully participate in both aspects of business.

She also recognizes that her MBA was instrumental. ”I recommend the program to many people. I tell them the truth, for me anyway: that getting an MBA is a hard thing to do, but that it’s totally worth it.”

She concludes with the advice of someone who has been there. “You have to get things real with your family, because it can be hard on them. But most important, you will get out of it all you put into it.”

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THE BUSINESS OF HEALING It’s not the first time

Joe

Sniezek (’16) has heard the question. What was a successful, dedicated head and neck surgeon doing in a place like the Foster School of Business? The answer is simple.

Healthcare, for him, was becoming more than medical. He had begun rising to leadership roles of progressive responsibility long before he became director of endocrine surgery at Swedish Medical Center in 2013.

“Why did I get a Foster MBA? I found myself feeling anxiety in meetings with administrators and business professionals and not understanding fully what they were talking about,” Sniezek says. “My goal was just to learn the language of business. But I didn’t know what I didn’t know. I learned so much more.”

Sniezek always wanted to be a doctor, or at least for as long as he can remember. He grew up in Tennessee, graduated in the top two percent of his class at West Point, and earned his MD at Vanderbilt Medical School. From his first day in a gross anatomy class, he was sold on surgery. It was immediate, tactile. Healthcare in action. “The logic and order of surgery appealed to me,” he says. “You define the problem, come up with a solution, execute your solution and see the outcome immediately.”

After his surgical residency, Sniezek took his practice in head and neck cancer surgery to Tripler Army Medical Center in Hawaii, where he served the bulk of his active duty commitment (and where he learned to surf, not surprisingly). A few years after his arrival, Sniezek was directing the residency program. “I was pretty young to be given that responsibility,” he says.

“But the military tends to give you more

26 / EDGE

opportunities to lead earlier than you get in the civilian world.”

Six years later, Sniezek was named chief of Tripler’s Department of Otolaryngology (ear, nose and throat surgery), and finally, consultant to the Surgeon General of the Army. Beyond his leadership at Tripler and throughout the Army, Sniezek led humanitarian surgical missions throughout the Asia-Pacific region, supporting the U.S. Department of State’s diplomatic efforts by serving patients and training local physicians through “Sight, Sound and Smile” pop-up clinics.

He also served an unforgettable seven-month deployment to Bagram Air Base in Afghanistan, directing the Joint Combat Casualty Research team, which continues the military’s long tradition of turning war-time trauma into medical advancements. During his time in Afghanistan and Iraq, the team discovered a breakthrough in the treatment of bleeding wounds, learning that IV fluids actually impede the body’s natural measures of self-protection.

But the experience was more emotional than cerebral for Sniezek. “It was such a pure opportunity to provide healthcare with no distractions,” he says.

“To see the humanity, humor, dedication and camaraderie among the deployed physicians — it’s incredibly uplifting to see the human spirit work like that.

I’ve never been happier or prouder to be a physician than I was when I was deployed.”

After retiring from active duty at the rank of colonel, Sniezek jumped at the opportunity to join the Swedish Cancer Institute as medical director of otolaryngology — especially when it came with a chance to study in the Foster School’s Executive MBA program.

Sniezek says the degree opened immediate doors. Upon graduation, he was asked to join the Operative Executive Committee at Swedish. “I love medicine and my goal is to continue practicing high-quality surgery,” he says.

“But with the MBA, I feel empowered to affect healthcare around me, too.”

He believes this will be a critical factor in the brave new world of medicine, where quality of care must be balanced with cost containment. “It’s the challenge of our time,” he adds. “And that’s why more doctors need to be trained in business. We were taught in medical school to avoid letting financial issues cloud our medical decisionmaking. But now we have to address both sides of the equation, and there is no one better positioned than physicians to do it right.”

“I’ve never been happier or prouder to be a physician than I was when I was deployed.”

I AM A HEALER

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Associate Professor of Management

ELIZABETH

UMPHRESS

28 / EDGE

F A C U L T Y

I absolutely love

teaching in the EMBA program. Typically, students have greater work experience than other MBA groups. They are extremely accomplished within their professions.

Students have a good idea why they are pursuing an MBA, and have specific goals. It is my pleasure to help them achieve those goals. The EMBA classroom is diverse with respect to professions and industries. We have people who have had a variety of experiences. I encourage students to share these experiences (both positive and negative) so we can all learn from them. EMBA students challenge me as a professor. I so appreciate students attempting to better understand how the concepts I share in class fit with their own experiences and world view.

This questioning leads to a better understanding of course concepts.

It’s a challenge, fitting in all the material that I think students want.

Because students have such a variety of experiences and goals, I have a hard time squeezing all the content into my sessions.

I learn each time I teach an EMBA class. These are professionals who have a great deal of knowledge, and I appreciate the opportunity to interact with them. My biggest success is when students who thought they could not negotiate display confidence in their negotiation ability. I remember one specific student whom I had to coax to negotiate in class; she was incredibly nervous negotiating over even hypothetical outcomes. At the end of class, this student told me that she was now a “negotiating professional.� Her employees or significant other used to handle all salient negotiations for her, but now she was empowered to negotiate for herself. I appreciate it when students who regularly negotiate as a part of their jobs learn new skills to enhance their negotiation ability. My goal is to help illustrate research-based tools that my students can use to improve themselves, their families and their organizations.

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COURAGE & CONFIDENCE LEAD TO THE ROAD OF SUCCESS 30 / EDGE

CONNIE GLOWNEY’S path toward School became

I AM A COLLEGE GRADUATE

freedom, self-discovery and confidence.

It was a curvy road, it was a bumpy road, but in the end, by the time she had completed her EMBA, and even well before then, she could claim the road as her own.

Glowney (’13) has much to be proud of, as she looks back on her days as a young, single mom, to when she was hired at Starbucks as a barista in 1995, to her current role as a director of Starbucks’ Asia Pacific Operations.

She’s responsible for a team of people who consult on, develop and implement programs that ensure Starbucks delivers their strategic and annual operating plans, while providing an enhanced customer experience to over 3,100 locations in 14 countries across Asia.

Much of her story is personal, and she hopes her experiences will encourage others who doubt their own strengths or possibilities.

Similar to many children born in the 1960s, Glowney was brought up in a home where the belief was that men worked and women stayed home to raise children. Social mores about

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working women hadn’t begun to shift.

Glowney’s mother never had a job outside the home and while college, or the notion of school, wasn’t considered a bad thing, Glowney believed that going to college was an expectation of her brother, but not of her.

“My mom was from West Virginia and had 10 brothers and sisters. This was a different time and different place. She married my dad young. He had gotten a job at Boeing, so they moved to Mountlake Terrace. My mother worked hard; she just never saw a possibility outside the home. She never even had a driver’s license. This view on life defi nitely influenced me. In some ways, I saw the same life for myself. I thought that path was what I was supposed to do.”

Glowney got married at 20 and had two children by the time she was 23 years old. At 17, she had found a job in customer service at JCPenney and over the next few years, while a young mother, she had worked her way into the accounting department. After nearly 13 years at JCPenney, and at 29 years old, Glowney recalls with clarity being in the offi ce one day, looking around and seeing with eyes wide open, for the fi rst time, what was to be her future.

32 / EDGE

“It was incredibly depressing. These women around me were all in their 60s, had been sitting at the same desks doing their same jobs for 30 years. It was an epiphany moment. I realized that would be me. I knew right then and there I had to do something different to save myself and I knew that in order to do that I needed to go to school. I decided I’d enroll in community college and pursue hospitality. I was drawn to customer service as a transferable skill, and I could work anywhere in the world.”

She shares, “Sad thing was, I didn’t even know how to apply for college. I had no idea what was involved.

I didn’t think I was smart enough, and that if I did apply, I’d be rejected. A few days went by and it kept gnawing at me. I knew it was something I had to do. I approached my husband and told him I wanted to go to school and get a degree. His reply was, ‘Why would you want to do that when you have a good job?’

That was when I had my second epiphany: he was not going to be in my life.”

Within a month, Glowney had moved out, quit her job at JCPenney and enrolled in community college. Her children were 10 and eight years old and she was living on the edge, day to day. Glowney knew if she was ever going to give her kids a better life, she needed a plan. She applied for a parttime job at Starbucks because they offered medical and dental insurance to part-time employees. Her plan was to be a barista part-time while going to school full-time. Glowney says this was a tough period.

“I had a one-bedroom apartment and I gave my kids the bedroom. I was the fi rst in my family to get divorced and this didn’t fi t the norm of what I grew up with. It was scary yet also empowering because for the fi rst time in my life I was making my own decisions.”

Because of Glowney’s accounting background and her ability to read profi t-loss statements, she was promoted to manager. Her schedule shifted; she worked full-time at Starbucks and went to school part-time. After seven years of perseverance, Glowney earned her associate’s degree.

Glowney’s focused efforts at Starbucks were also paying off; her responsibilities within the company grew.

During this time of going to school, raising her kids and working at Starbucks, Glowney met John — a man who eventually became her husband. Three and a half years into their courtship, John was diagnosed with cancer. Though not yet married, Starbucks allowed Glowney to utilize the family

the desire as a mother to be there leave benefi t to stay home “I realized how smart I was, how much I for her baby, and the opportunity and care for him. Because of intrinsically knew and how much business as a salaried employee to remain this company culture of experience I had, after getting educated.” viable in the business game compassion and values, at Starbucks.

Glowney knew that Starbucks In the same way she had at earlier pivotal points in her life, was the right place for her.

Glowney got scrappy and resourceful. She did substantial “I was 38 and he was 48. That was a scary time. A few research about the benefi ts and risks of having salaried months after John received his diagnosis, we were married, employees with flexible and part-time work schedules based and a few months after that — one year after the cancer on the employer’s perspective. She prepared an extensive diagnosis — surprisingly to both of us, I discovered I was proposal for her vice president that requested a salaried pregnant. Our kids were almost grown and out of the house. part-time role and illustrated that the advantages outweighed My kids were 19 and 17, and John’s son was almost 14. I’d the risks. Knowing she’d likely quit if they said no, she put her already done that chapter. I know for certain, though, that our cards on the table. big surprise was exactly the right thing to help us remember Impressed with Glowney’s well-researched argument, they what is important in life, and that gave us purpose.” agreed to her proposal. “This was in the early 2000s,” she After the birth of their daughter, Glowney went on maternity says. “The arrangement was unprecedented. I was one of only leave. She’d been so used to throwing herself into work that a few women in the entire company working part-time with the time away was discomforting, though it provided an a salary. I got to stay home with my daughter and Starbucks opportunity to reflect on the balance of motherhood and renegotiated their expectations of me every year. By the time career choices. our daughter was in second grade, I went back to a full-time She wanted to advance within the ranks at Starbucks schedule. I was continuing to grow in my skills at that point, but she’d never gotten her and knowledge, but my job didn’t grow four-year degree. She also with me.” recognized that, as with Glowney began to wonder any large company, career about the keys needed to options for those withadvance in her career. “I out college degrees wanted to close the at Starbucks gap between the job were limited.

I was doing and my Glowney capabilities. In the felt torn work sphere, I between

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Through an innovative alliance with Tata, Starbucks brings a unique cafe experience to India.

had been successful — yet I was ashamed that without a degree all those years, I had never measured up. That gnawing feeling came back and I started thinking about going back to school. I wanted to tell my husband, but felt cautious and nervous about his reaction given my previous experience. I eventually brought up the topic up with John, and he was supportive and in total agreement.”

Glowney began researching where to enroll.

Her confidence was low about her ability to belong in an educational setting. “I felt old. At 47 years old, there were many things going through my mind. It all seemed impossible. I mentioned the idea of going back to school to a neighbor, Greg Bigley, who was a professor at the Foster School of Business. I told him I didn’t feel confident enough to do it.

He was familiar with my professional path and told me I was underestimating myself. He asked if I had looked into or considered the Executive MBA program at Foster.”

Glowney couldn’t envision an EMBA program when she hadn’t even finished her bachelor’s degree. Several months passed and the thought of school hung around. Glowney learned that several colleagues from Starbucks had gone through the program, so she met with them to discuss their experiences and began investigating the possibility.

Trepidatious and expecting a rejection, Glowney took a giant leap forward in the spring of 2011 and applied to Foster’s EMBA program. Not long after, Glowney got a phone call from Randell Hernandez from the admissions office with the good news that she’d been accepted. She says, “I was shocked. In disbelief. Me? Really? He told me about the mandatory prep class I’d have to take in the summer. Everything moved quickly after that. ”

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Unknown to her, Starbucks had been negotiating a deal with multinational conglomerate Tata Group about opening operations in India. As she was all set to start school in the fall, Glowney received the other huge news that she’d been assigned the operations track lead for the opening of India’s first Starbucks.

“Suddenly I had to figure out how I was going to manage opening Starbucks in India and the travel involved, and go to school,” she remembers. “I talked to my husband and kids about the disruptions school and work were going to cause.

Everyone was supportive. Both commenced that fall.

“Here’s how I made it work: Every month, from that October through June, I went to India for two weeks, came home, went to school for a week, and then went into the office for a week.

I was able to make this work because each aspect was isolated. I treated each project, each day, each week, as a single, manageable chunk.”

As for school, it took Glowney a while to adjust. Not because the subjects being taught were outside her professional knowledge, but because socially, Glowney felt out of place. “There were many incredibly talented and highly educated people. I felt like a fraud and that I didn’t belong there. I didn’t feel smart enough and was worried that everyone around me would eventually find out. I didn’t raise my hand, I didn’t ask questions; I was so afraid that would people would find out.”

Glowney reflects that eventually her confidence caught up to her knowledge. “There were three aspects of my journey that really stood out. First, there was the education. This entailed the book smarts and learning new terminology and new things not yet experienced already on the job. The second piece was the personal aspect. This meant finding my own strength in what internally drove me. The third element was the leadership piece and the part that took me the longest to understand. I had to learn to feel confident about having a point of view. I went into the program believing I wasn’t smart enough.”

Glowney says, “I realized how smart I was, how much I intrinsically knew and how much business experience I had, after getting educated. I had a language to coincide with thoughts I already had. At last, external conversations caught up with internal ideas. A degree is much more than a piece of paper. I got this education in my late 40s. Until then, even though I had been successful in business, it had been an uphill battle to convince people how smart I was. The degree opens pathways, and

the smarts you have that go along with the formal education make it easier to demonstrate to other people all the things you know.”

Glowney adds, “I have such a feeling of pride, of validation.

I have a level of confidence that is different now, especially when it comes to things I don’t know. I have confidence in who I am in my abilities, who I’m not, and what I can’t do. This is one of the few things in life that I can call my own. The satisfaction I feel for having graduated is amplified because of my journey, and because of coming from a place where there was no expectation to go to college.”

“I’ve always challenged myself to learn more, do more, be more.”

Glowney concludes by saying, “I’ve always challenged myself to learn more, do more, be more. The gifts from actually completing school allowed me to trust that as a partner at Starbucks, as a leader, as a manager, as a wife or mother, my ideas are my ideas and it’s okay to own them, or even change them. Owning them in confidence, and letting them go through true leadership, is a powerful discovery.

“There are many roads that fork; every day, every week there are choices to be made. Some of those choices will be easy and obvious, others will be difficult or seem dark. When we show courage for ourselves, we don’t always know where the road goes, only that it’s got to be taken.”

The Red Team

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I AM A BUILDER

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UILDING BETTER HOMES FOR PEOPLE, THE COMMUNITY AND THE PLANET Crafting a life that integrates passion and business skills to make a positive impact on the world exemplifies true leadership— and by those standards,

Aaron Fairchild (’07),

founder of Green Canopy, Inc., is leading by example. He’s harnessed determination to measurably care for and improve the environment, through his mission of “inspiring resource efficiency in residential markets.”

Green Canopy, based in Seattle, builds and sells highly resource-efficient homes in urban Northwest cities. These homes are exceptional in both construction quality and design, and Green Canopy is one of the first urban infill companies in the region to programmatically build net-zero energy, four- and five-star, built-green and LEED-certified homes. Houses by Fairchild’s company are crafted with sustainable methods and materials, and are equipped with features such as electric vehicle stations, solar panels, ductless heat pumps, added insulation and heat recovery ventilators.

Making housing efficiencies central to development planning, Fairchild has become a leader in addressing pressing

challenges to the Northwest residential market. By engaging various layers of community, he and Green Canopy are reconstituting the real estate ecosystem. They responsibly increase density by deconstructing, recycling and constructing homes. Working with state agencies such as the Washington State Housing Finance Commission, the company is able to utilize sustainable development and construction methods, which in turn decreases both the industry’s and consumer’s environmental footprint.

In 2010, a few years after “becoming dangerously armed with an MBA,” Fairchild founded Green Canopy with a conviction that each completed home moved the whole community forward, one step closer toward collective carbon neutrality. Fairchild calls this his “theory of change.”

“Imagine an entire market responding to net-zero homes,” he posits. “If we construct highly sustainable homes that are 150 to 300 percent more efficient per square foot than the average home, and that’s comparable in a marketplace, we will transform the market.”

He continues, “We’re the only for-profit homebuilder we’re aware of in America

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“Getting my MBA was a watershed moment in my life.”

that was intentionally and deliberately started to combat and lessen negative impacts of climate change and resource scarcity via in-city homebuilding. We’re pivoting an entire market by engaging the real estate ecosystem continuum: from investors to builders, suppliers to banks, mortgage lenders to appraisers, agents to homebuyers. They’re all part of the process.”

Fairchild’s upbringing in a home with a father in banking and an entrepreneurial mother planted early seeds for career interests. He jokes, “I’d been reading profi t and loss statements since I was

A career side-trip intervened. “I then joined the Peace Corps in Central Africa for two and a half years. We built schools and teachers’ homes in the Central African rainforest. I learned much from my time there, including how to be building-resourceful out of necessity, doing more with less, and I loved living in and helping small communities in need. But I also discovered something critical. I learned what an amazing opportunity I was blessed “I had no idea how powerful obtaining the MBA with, to be American and would be; how much of a personal paradigm shift be born into a family of I would go through by the time I was done with entrepreneurs who made the program.” their way because of our country’s opportunities.”

11 years old.” He started building homes Fairchild was inspired when he in 1988 right out of high school. “I began returned home. For nearly a decade, he as a general laborer. I loved it so much worked in his father’s banking business and was good at it, so my boss kept and gained invaluable experience with giving me more and bigger projects. He the savings, escrow and mortgage and I ended up building several homes divisions. By 2006, both real estate and together, including my father’s house.” banking were in turbulent times. He’d

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been looking to expand his professional life, but with the sale of his father’s company, growth opportunities there were no longer available. While Fairchild took inventory of his life, he had two successive jobs that led him closer to his calling in resource-effi cient housing.

The fi rst influential job was as a consultant at a nonprofi t bank, where Fairchild dealt in consumer loans for an energy-effi ciency retrofi tting program.

He says, “There I learned about energy auditing, and building-science performance in homes, and how to create a label or MPG equivalent for the home. I was impressed with being able to label and score a home based on effi ciencies. I saw how a market can actually be moved with an MPG-like sticker for a home.”

The next job was for Puget Sound Energy. “I was hired by another Foster EMBA graduate. During this time, I discovered all the savings you can get just by being thoughtful in your home. If

all those efforts for energy reduction are bundled, you can feasibly reduce the annual consumption in a home more than emissions from a car’s annual production, and the efficiency measures in the homes continue generating savings year after year after year.”

Knowing he wanted to own his own business and supplied with an energy efficiency perspective, Fairchild sought to intertwine philanthropic values and a desire for environmental advocacy with his professional skills in real estate, home-building and banking.

It was at this juncture that Fairchild recognized in order to make a big

impact—on his career, earning capacity and the world—an MBA would be the definitive difference in connecting values with skills. Fairchild reflects, “Having an MBA says something. I needed to ride the next wave of my career on my own merit, not my family’s. I had no idea how powerful obtaining the MBA would be; how much of a personal paradigm shift I would go through by the time I was done with the program. Getting my MBA was a watershed moment in my life.”

Fairchild says, “I went to an EMBA exploratory session with my wife. When we left, I knew the Foster program was it. Much had to do with how incredible EDGE

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“I have come to understand that, while there are limits to everything, there’s very little that I can’t accomplish.”

Louise Kapustka was, the quality of faculty like Bob Bowen, Rocky Higgins, Charles Hill and Dick Cooley. They were top-notch faculty and world-class professors. These instructors held their own against high-powered executives.

They got you to think outside your own box. Though students come from widely differing businesses, the professors seamlessly “People are fond of saying there are natural-born calibrated instruction to each leaders. What does it mean to be a good leader?” of those sectors.”

As for the students, Fairchild shares, “They were state senators, CEOs, rocket scientists, Boeing test pilots ... the cohort was amazing. I felt humbled and intimidated. You’re paying to not be the smartest in the room. Yet I thought, ‘I

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get to swim in these waters? Am I out of my league?’ The experience is incredibly rewarding and certainly not for the faint of heart.”

Fairchild expresses that he takes his leadership role seriously. “People are fond of saying there are natural-born leaders. What does it mean to be a good leader? I came out of the program humbled. As a leader, you have to be broad, not necessarily specialized.

Profi ciency in marketing, fi nance and operations requires speaking the languages with those I work with at their level of fluency. They may have a greater depth of understanding, but if I can’t hang in conversations and provide guidance, I won’t command respect.”

“Leadership requires humility and authentic communication. Confi dence minus the ego equals getting to the right answer fast,” he continues. “This is one of the biggest lessons I gained from the EMBA program. Dick Cooley taught us you will not always get it right. He

He adds, “The EMBA experience showed me how much of a load I can really carry. I was able to see my own capacities in new ways and they began to flow more efficiently. I could see how immature in business I previously was, once my eyes opened up in challenging ways I never could have imagined.

I saw that I can Green Canopy is one of the first urban infill companies in the build a business approach region to programmatically build net-zero energy, four- and and model that five-star, built-green and LEED-certified homes. serves investors, and their social, environmental and financial values as percent, you’re basing outcomes on much as mine, while we collectively what is equivalent to a coin toss. That 10 percent difference means, ‘I better listen. I need to be able to synthesize information and not fool myself into thinking I hold the corner on the market of correct thinking. To do this, you have to embrace humility, be emotionally self-aware.” said, ‘A good manager makes the right decision 50 percent of the time; a great manager makes the right decision 60 percent of the time.’”

Fairchild says, “That 10 percent difference between good and great is enormous! This highlights the amount of times you’ll be wrong. At 50

move a market and create positive and meaningful impact for the planet for future generations. Through harnessing the collective knowledge of the people I have met along the way and work with today, and coupling that with the education I received through the EMBA, I have come to understand that, while there are limits to everything, there’s very little that I can’t accomplish.”

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BOB

BOWEN

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Professor Emeritus of Accounting

F A C U L T Y

The early days of the EMBA program were a bit

intense and somewhat experimental. We were feeling our way as to how to deliver a great business education to experienced executives, some of whom were CEOs and CFOs. We had to set expectations that this was a real MBA program — not a corporate training program or “MBA lite.” Apparently, many students in the charter class showed up to the first fall residence week with golf clubs — they didn’t get to use them.

We had some faculty turnover, as it was a big transition from our then-typical undergraduate and MBA teaching to the Executive MBA program. With traditional programs, the instructor is clearly the expert. With a classroom of experienced executives, the instructor was unlikely to know more than everyone in the room on a particular subject. The challenge was to bring out this impressive wealth of knowledge and experience while not getting too diverted by war stories.

Our students have always been fun and interesting to teach. They have always added a lot of value to the experience. One of the most common statements you hear from graduating students is (and this bothered me in the early years), “I learned as much from my fellow students as I did from the faculty.”

We fine-tuned the curriculum over time to reflect the backgrounds of our executive students and changes in the business environment. Very few cases I taught in the early years survived intact to the later years.

The biggest change, arguably, was designing and implementing the North America program. It was also our biggest challenge. Karma Hadjimichalakis and I were on the two-person team to help design the program’s curriculum.

We had to decide on issues. Should the program be the equivalent of the on-campus version – or not? (We decided it should be equivalent.) Should we mandate similar teaching approaches, or allow the faculty complete freedom of choice in their approaches?

(We decided on freedom of choice.) How should the faculty be chosen, by targeting certain prospects or by allowing department chairs to decide? (We ended up with a blended approach, in which the director typically asks for certain faculty.)

We also decided on a model of two-thirds on campus, one-third off campus. Design of the off-campus portion was especially challenging, as we debated two approaches, synchronous (learning together at the same time)

versus asynchronous (everyone goes at their somewhat independent pace). Obviously, on-campus education is synchronous because we believe people learn from each other in the classroom. However, the program could not mandate that students attend real-time (synchronous) off-campus classes, so we decided that each instructor should take the approach he or she felt was best for their subject.

I took the synchronous approach — we had 5 p.m.

Monday evening classes live online (which I recorded for those who could not attend live), and Karma took an asynchronous approach — she had video lectures and assignments. Both approaches worked. I studied grades and student satisfaction between my North America and Regional sections and was frankly amazed at how similar they were.

I totally loved teaching — and I miss it. It was the best and most challenging teaching assignment in the Foster School.

One had to be on top of one’s game. This energized me to create or find materials that would make the subject come alive and hopefully deliver the curriculum in ways that would help students learn.

We tried to use current examples to address questions such as, What were the causes of the 2008 financial crisis? Why did Apple and Microsoft report much lower revenue than they could have? Why did ExxonMobil purposefully choose an accounting method that sometimes dramatically understated its earnings relative to, say, British Petroleum? Why did my U.S. executives generally oppose the use of fair value accounting, while the British company we were studying chose to adopt it wholeheartedly? Generally, I always tried to emphasize how understanding a firm’s financial statements can help unravel the sometimes-hidden economics of that firm.

In turn, I learned a tremendous amount from my students, for which I will be eternally grateful. I tried to take what I learned and apply it the next year. For example, I assigned students to study the financial statements of their own company (or those of one of their study group members). As a result, I got a much better understanding of the strategies and economics of our regional businesses.

In my view, the EMBA program helped transform the school.

Starting a high-quality MBA program targeted at executives led to many positive impacts on our other programs.

Expectations were raised. Materials and pedagogy were improved. Our EMBA students became speakers in other classes and at our graduations. I am proud to have been a small part of this wonderful program. Congratulations on the 35th and 20th anniversaries, respectively!

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Immersed in the Ways of the World EMBA students share the broad spectrum of learning experienced during international immersion trips.

As a required component of the EMBA program’s second-year curriculum, students travel internationally for seven to ten days. The trip is designed to provide an on-the-ground understanding of how to conduct business globally, including the influence and impact of history, culture, politics and economics.

The international immersion program includes meetings with leaders representing the full spectrum of local to multinational organizations and industries important to the specifi c country, as well as visits to manufacturing and cultural organizations.

Overarching goals of the immersion program for students include fi rsthand experience in analyzing and understanding the business environment in the visited countries; insights into potential opportunities and challenges

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of operating in a global context, especially as it pertains to the countries visited; confi dence in applying the knowledge gained on the trip to better understand other countries and situations that one might encounter; and an additional perspective on U.S. business practices, and of the student’s own organization’s role in the global context.

Locations visited by the EMBA program include Asia (China, Hong Kong, Japan, Malaysia, Singapore, South Korea, Vietnam); Europe (Czech Republic, France, Germany, Poland, Spain, Switzerland); South America (Argentina, Brazil, Chile, Peru); India and the United Arab Emirates.

PHOTOS Taj Mahal, Hyderabad, New Delhi trip, 2009; Girl’s orphanage, Hyderabad, India 2009; The Great Wall, Beijing & Shanghai trip, 2005; The Winter Palace, Beijing, 2005.

“

There were several business ideas which I was not aware of. Each and every company visit gave me great information on innovation, economy and history. The professor’s in-depth knowledge of and explanations of the world economy added value. The comparisons made between the world economy and the U.S. economy were extremely useful.

“

Brazil is a land of contrasts. The vibrant culture, fast-paced environment and economic growth are contrasted with extreme poverty and rampant crime.

Looking back on my week in Sao Paulo and Curitiba, I saw the true Brazil. I was exposed to the culture in theform of the food (delicious), drink (sneakily dangerous), artwork (vibrant) and people (optimistic and friendly). Spending time with Regional 31 teammates was a highlight of the trip. I came away with new connections, friendships and lifelong memories.

“

We observed people of every caste and occupation over the course of our time in India. Living for a week within a vibrant and infinitely faceted culture brought many rewarding moments and a few challenges.

“

This trip to Brazil helped gain insight into a culturally and economically diverse country. What struck me most is that Brazil holds tremendous promise. The people are diverse, driven and excited about their future. When we visited the Casa de Cultura, I saw how a local NGO was able to transform the lives of young children in high-risk, low-income communities. The experience was highly fulfilling. It was also an opportunity to engage with EMBA staff, faculty and students. I’m very thankful to the EMBA program for arranging such a tremendous visit.

“

The lecture by Professor Vivian Leite (Business School Sao Paulo) about cultural diversity was a good introduction to the thinking and behavior that constitutes the social culture of Brazilians. The lecture by Professor Odair Abate about Brazil’s economic and political environment was much appreciated in order to put my observations of Sao Paulo and Curitiba into context. The visit to Casa de Cultura was the most personally impactful experience. The energy, the investment in teaching and sharing, and the business reason for funding the program were examples that business and communities can align their interests to make society better.

“

This immersion trip to Brazil provided a truly unique perspective that contrasts Asian and European business. There’s a clear melting pot ambiance to Brazil. The valuable insights into both international companies and Brazilian-born corporations will forever have an impact on my professional growth.

“

At the end of the week, it was interesting to look back.

Each tour had something different to offer, an interesting perspective as to how politics affect businesses large and small, public and private. The organized chaos on the Vietnam roads; the overthe-top, attention-to-detail-driven customer service; and the way I felt like an object with all the constant pitching on the streets made Vietnam an unmatched experience — unlike any other I have ever had.

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THE BUSINESS OF MEDIA IS

ALL IN THE FAMILY Jennifer Sizemore

When she read who had referred — (’11) vice president and editor-in-chief of MSNBC.com and an executive producer at NBC*—to the Foster School’s Executive MBA (EMBA) program, director Louise Kapustka had to smile.

Not only was the person who told Jennifer about the program a former longtime newspaper executive at The Seattle Times Company and a member of the fi rst EMBA class to graduate from Foster 25 years ago, that person was also Jennifer’s father.

“When Jennifer fi rst approached the program two years ago, she didn’t make a big deal of who her father was or his connection to the school,” Kapustka says. “But there was a line on the application asking, ‘How did you hear about the program?’ and she simply wrote

‘Mason Sizemore’.”

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Mason (’85) joined The Seattle Times as a copy editor in 1965, and after rising through the ranks, became president and chief operating offi cer of the nationally revered and Pulitzer Prize–winning newspaper in 1985, the year he earned his MBA. He held that executive position until his retirement in 2001.

Jennifer started at the long-time competitor of The Times, the Seattle Post-Intelligencer. She left the P-I in 2004 as assistant managing editor to become deputy managing editor for news at the Houston Chronicle, then joined MSNBC.com in 2005 as deputy editor for news. She quickly rose to the top news executive position.

“The Sizemores’ story has special signifi cance for us because it demonstrates how the program has built on its track record and constantly evolved,” says Kapustka. “It was relevant to the challenges Mason faced as a news media leader

WE ARE STORY TELLERS

in the 1980s, and it remains relevant to the challenges Jennifer faces today, even as the industry is going through dramatic changes.”

To share the family’s unique multigenerational story, Foster Business conducted a brief Q & A with Jennifer and Mason.

FOSTER: Where do you see the news industry heading?

JENNIFER: There has never been a more interesting time to be in the news business. We’re all trying to fi gure out where it’s heading, and the speed of the changes insists that we make more than one bet at a time and hope we’re headed in the right direction. We have to fi gure out not only the news-gathering and delivery challenges, we have to fi nd and create whole new business models. It’s frightening and exhilarating at the same time.

FOSTER: How is what you’re learning in the EMBA program helping you as an executive?

JENNIFER: As a member of my company’s executive team, I am one of six votes making the fi nal decision on everything from strategy to acquisitions, and I’d like to bring as much fi repower to that as possible.

I have my journalism and management experience to draw on, and now this program is giving me the grounding in business principles and strategies that I need to more fully analyze the challenges we face.

FOSTER: Mason, what impact did the EMBA have on your career?

MASON: It opened new vistas for me professionally and personally and paved the way for me to move from a journalism career to becoming president and chief operating offi cer at The Seattle Times. And it gave me the opportunity to form lifelong friendships with some very smart and

amazing people who were my classmates. The program changed my life.

FOSTER: What are your thoughts on challenges facing journalism today?

MASON: Journalism principles of 25 years ago haven’t changed, but the delivery of news and how it is gathered today is an entirely different proposition. No one, not even the best minds in the EMBA program, could have predicted the rapid upheaval in the business side of journalism.

In my day, newspapers were a mature, stable, profi table business. Today the web has captured much of the revenue base for newspapers and local television stations, and the future of traditional journalism businesses is uncertain.

However, I have no doubt that the thinking processes embedded in today’s EMBA program could fi nd new business models to ensure the continued success of journalism enterprises. *Jennifer’s professional role has changed since the time of this story’s writing: She’s currently vice president and editor-in-chief at Starbucks.

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I AM A VETERAN

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A LIFE of SERVICE, HUMILITY & LEADERSHIP Kathleen Carroll’s life has been guided by three principles: service, humility and leadership.

Although these words are overused in everyday vernacular, for Carroll (’17), “service,” “humility” and “leadership” are organic, living, breathing guideposts open for exploration, expansion and evolution. She’s always questioned and evaluated how to serve and how to lead.

Today, Carroll is the director of talent acquisition for North America Operations & Customer Service at Amazon, and currently leads an organization of 250+ people responsible for hiring at all levels of the company’s leadership: Customer Fulfillment, AmazonFresh, Amazon Pantry, Amazon Transportation, Amazon Campus, Amazon Logistics, Prime Now, Amazon

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“What drives me to love music, art, travel, people, Amazon and the Marine Corps is a strong curiosity and passion for learning.”

a big family around, aunts and uncles who were doing interesting things, to be inspired by, defi nes a huge part of who I am.”

Carroll was born and raised in Chicago, and as a daughter of both a journalist and a newspaper “It was a ‘pinch me’ moment. It was history in the publisher, spent her childmaking. I couldn’t believe I was there.” hood traveling and seeing different parts of the world.

She was fascinated by interconnecHer leadership journey began in the tions between cultures, languages and Midwest and remains grounded in her systems. To better understand how the roots of family, friendships and systems of the world create better ways community. Carroll says, “For me, family is the foundation. My parents and of life for people, she studied literature, languages and foreign policy at Miami brother and sister have always been a University in Ohio and American big part of my life. My mom was one University in Washington, DC. She also of seven kids, so growing up, we had spent time studying abroad in Germany. cousins on every corner. Always having Air, Amazon Sortation Centers and related support and corporate functions.

She also leads Internal Mobility, Executive, University and Military Recruiting for North America Operations & Customer Service.

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“Foreign policy offered insight into how systems operated, but I was drawn to and curious about how to grow global ecosystems, and the people behind them,” she shares. “I wondered how I could build a path and grow as a leader to explore these ecosystems.”

She adds, “My grandfather held various political positions in Illinois and I was raised in a large family who were all very inspirational and deeply embedded in our community. I studied about amazing leaders who had built epic careers and wondered how they started.

I asked myself, ‘What creates opportunity and access for people?’ I asked others I respected, who had done amazing things for the world, how they started. One of those people was my

dad’s friend, Major General Drew Davis, and he suggested the military as one path for both leadership and service.

His ideas made sense. In 2001, I was commissioned a second lieutenant in the United States Marine Corps after successfully completing Officer Candidates School.”

The military proved formidable and truly enforced the meaning of humility.

She felt serving her country was an honor, and marveled at the sacrifice so many gave toward common goals of protecting our country and democracy.

“Every day, sometimes through chaos, we worked together to become stronger.

This was crucial. We all had superpowers, and it was critical that everyone locked arms and succeeded together.”

Kathleen served nearly 10 years as a Marine Corps logistics officer. While on active duty, she was a platoon and company commander as well as a regimental operations officer. She deployed in 2003 as part of the initial invasion into Iraq, and led over 225 missions in support of combat operations. Through these experiences, Carroll grew as a leader. “People have specific ranks, roles and responsibilities in the military, and I respect that. I also think smart leaders recognize that great ideas and leadership exist at all levels, and work hard to surface strengths and confidence in others.”

Carroll acknowledges there are stereotypes of how people in the military lead. She observes, “There’s a time and a place for ‘command and control’ hierarchal forms of leadership. To also be fully effective, you have to balance when it makes sense to lead from the front or lead from behind. One of the critical lessons I learned in the Marines

is to trust the people to the left and right of you; you are always stronger together.”

She adds, “Pulling others in and up ensured a job got done. Everyone has different skills; a wise leader quickly identifies those superpowers and accelerates them. You have a lot of responsibility as an officer, and part of that means recognizing your own shortcomings to create a stronger ecosystem.”

Aside from leadership, another of Carroll’s superpowers worth honoring is her role as a wife, to Chris, and mother to three children, Sofia (13), Gus (10), and Hank (8). Although she and her husband were from the same area, had friends in common and went to the same college, their paths didn’t cross until they met in the military. She chuckles when she reflects, “It’s surprising we hadn’t met before. Our paths were destined to connect.”

They both served in the Marine Corps for 10 years and both Carroll and her husband had multiple deployments. She says, “The first two years of marriage we only spent 52 days together. It wasn’t until five years into our marriage that we really started spending enough time together to learn about each other. We just celebrated our 15th anniversary.”

Carroll credits her husband for his unrelenting support of her, their kids and their joint decision for her to go back to school for her EMBA. She says, “When I left the Marine Corps, I wondered what my next chapter would be. I’m wired to have a sense of purpose and make an impact at home and in the community.

I’d been thinking about going back to school. I was an English Literature

major, but I fell into logistics in the Marine Corps. When I transitioned to Amazon, I wanted to have a more rounded business acumen.”

“I started thinking about school four years ago and wondered when the right time would be, knowing there’d never be a good time,” she explains. “I’d been at Amazon for several years. I was concerned school would interfere with work. Would I have energy left for class?

Plus, with my husband and me always being apart, and at last being in one place at one time, I considered the focus school would require. My husband got his MBA when he was in the service and it really lifted his ability to transition into the financial sector when he got out.”

She adds, “Chris was working for a woman named Phyllis Campbell (chairman, Pacific Northwest, JPMorgan & Co., and EMBA alumna!). She was an amazing role model and fantastic leader.

I had mentioned my idea about going back to school to her and she shared that she’d been through the Foster EMBA program. She told me about her wonderful experience and that sealed the deal for us. Chris really stepped up.

He had a busy big job and he knew this would take a toll.

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“Instead of feeling stressed, he welcomed our situation as an opportunity to use the time I’d be away or studying to cement his relationship with our kids. It was amazing. All those weekends I was in class, he took them skiing or did fun things with them.

Seeing him as such a dedicated father to our kids and truly embracing this as an opportunity for himself in such a positive way really made me appreciate what an incredible person he is.”

Carroll shares that going back to school took a village. “I wasn’t surprised that my team at Amazon was beyond supportive. They gave me encouragement and allowed me to show up to my classes and didn’t pull me into work.

Although it wasn’t perfect, everyone rallied to give me space: my family rallied, my work rallied, my friends rallied. I’m also blessed to be

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surrounded by a fierce group of women that helped with laughter, family and perspective when I needed it. Everyone showed up.”

Carroll’s experience in the EMBA program solidified her desire to find meaningful ways to create and support community. “I had friendships in my cohort with people who had demanding jobs, demanding deadlines, huge lives — and I wondered how they did it. How did they continually show up? I had a community of classmates available for me to offer honest support. I could be real and be vulnerable because there were times when I couldn’t be anything else. Our vulnerabilities and hardships strengthen us; locking arms with friends and colleagues reinforced the role I need to play for others. This humbled and strengthened me as a team member at work and at school.

Carroll states that her EMBA tied together her professional experience at a tactical and strategic level. “I have a new baseline for business acumen, but also can scale my career with a broadened lens as I support my teams.”

In 2016, her career efforts toward the employment of military veterans and spouses took an exciting turn, as Amazon partnered with the White House in the national Joining Forces initiative.

Amazon, along with 50 other companies, pledged to hire 110,000 veterans and military spouses over the next five years in the fields of aerospace, telecommunications and technology.

Amazon’s commitment was to hire 25,000. Both Amazon founder and CEO Jeff Bezos and Carroll were invited to the White House to make Amazon’s veteran and military spouse hiring pledge.

There was Carroll, in the State Dining Room of the White House, sitting next to First Lady Michelle Obama, Jeff Bezos and Second Lady Dr. Jill Biden, promising to help better the lives of 25,000 military service men and women and their spouses, something she wholeheartedly understood and believed in. She says, “It was a ‘pinch me’ moment. It was history in the making. I couldn’t believe I was there.

Jeff, the First Lady and Dr. Biden were all so gracious, warm and accessible.”

Carroll says that many people don’t realize the path of transitioning military veterans or the impact on family. “Both my husband and I had our own transitions. Relearning how to live a normal life of everyday activities, without constant adrenaline, can be a challenge. We had to reset who we were in the world. This process is incredibly humbling.”

She shares, “Military life is difficult for families. We had back-to-back deployments in the midst of having kids.

It’s hard to create and balance norms when someone is always leaving at a moment’s notice. We had to do tag-team parenting one day, one week, one month,

the Marine Corps is a strong curiosity one deployment at a time. We tried to hold onto our humility and gratitude and and passion for learning. In the professional world, manage your expose these ideals to our kids. Grit and perseverance were values established in outcome, drive your own destiny, kick down doors, break glass, embrace the military that have been a foundation challenges, stay active in learning to help.” spaces, honor people and create access For Carroll, to have these challenges for others. heard, understood and supported by “As for my family and my life as a both her company and the country she mother, this is my time for them. It’s served was a shining “power of been fun to just be home, celebrate possibility moment” she’ll always treasure. “This is where I “Everyone has superpowers; a wise leader quickly see being a leader means making it count for identifies those superpowers and accelerates them.” individuals as well my children’s different personalities, the whole. To be an ambassador of and discover what fills their individual something, whether it was my MBA, buckets. My hope is for them to explore the Marine Corps or Amazon, gives me their ideas and passions, because they something to strive for.”

Carroll says that giving her children an definitely have them. My most inspired opportunity, to give back and give established sense of family and comforward, is to help my little humans munity to encourage their qualities of become awesome big humans, just humility, gratitude and service are what as they are, and in whatever spaces or inspire her. She’s looking forward to a places work for them.” hard-earned post-graduate life of family-time weekends and fun travels. “Since I’ve graduated, it feels special to simply be home and be present.”

She reflects, “What drives me to love music, art, travel, people, Amazon and

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I AM AN INNOVATOR

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State government — that bastion of bureaucracy — might be the last place you’d expect to find a radical experiment in organizational structure. Yet it’s happening. Inside a division of WaTech, the State of Washington’s technology solutions

Michael DeAngelo

organization, (’05) is transforming the workplace into a self-managing system more fluid and agile than a hierarchy could ever hope to be.

DeAngelo is the state’s deputy chief information officer.

Within his division of “e-gov,” though, he has no title. Instead, he has roles, which change by the project, the same as every employee who used to report to him.

By ceding authority to the collective, DeAngelo is creating a culture of what you might call “extreme empowerment.” Without the conventional — even habitual — command-and-control structure, teams prioritize what to do on their own.

“Individuals, while filling a role, are completely empowered to do whatever they need to in order to achieve the purpose of that role,” he says. “They don’t have to ask permission.” Sound maybe a bit too laissez-faire? It did to DeAngelo, too.

With a background in computer science, he began his career managing technology at the U.S. Geological Survey and leading e-commerce and IT services at the Walt Disney Company. He enrolled in the Foster School’s Executive MBA program in 2003 to help him “bridge the gap between technology and business.”

It paid off quickly. After graduation, DeAngelo served as CIO at Health Care Authority and Washington’s Department of Fish and Wildlife, before being tapped by the state’s new CIO to develop a strategic vision for technology that spanned the reach of government.

Shortly after joining the office charged with driving innovation across state government, DeAngelo recognized an enormous challenge: attracting and retaining top tech talent in the land of Microsoft, Amazon and Google.

“Our value proposition — longevity and good benefits — just isn’t that compelling anymore,” he says. “What we do have is mission. But if purpose can draw people to state government, the environment here was not empowering them to achieve the difference they came here to make. We needed a culture that serves this sense of purpose.”

While searching for the solution, DeAngelo happened upon a provocative model of self-management called Holacracy.

He was dubious at first. But his research revealed that organizations such as Zappos, Valve, Spotify and ING were adopting similar self-managing operating systems. And he came to suspect that a model of distributed authority might just be his path to employee empowerment.

DeAngelo began beta testing this system in 2015 in the office of the CIO. By measures of decision making, empowerment and employee feedback, it was a quick success. Average time to identify, discuss and resolve operational issues was reduced from 20 to two minutes. Employee-reported empowerment scores jumped 50 percent.

“I thought I was a fairly

empowering leader,” DeAngelo says. “But turning my authority into the system is more empowering than I could ever be.”

Last April, the WaTech pilot project became a yearlong scientific experiment. The self-organization test group has

“Individuals, while filling a role, are completely empowered to do whatever they need to in order to achieve the purpose of that role.” expanded to 100 employees of DeAngelo’s innovative tech solutions division. A control group continues doing business as usual.

Preliminary results indicate that the advances in empowerment and decision-making from DeAngelo’s pilot program are extending to the larger application in e-gov. The project has even been honored by the National Association of State CIOs. As for the future? “I’m not trying to change all of state government,” DeAngelo says. “We’re approaching this as an experiment to test different organizational systems and potentially solve our problem of hiring and retaining top tech workers.”

But he does hope to address a larger challenge: the wide-scale opinion that government is anything but innovative and agile. “Our brand is bureaucracy,” he adds. “I want to begin changing this perception.

I’d love to have people say, in ten years, that you should look to government to see something innovative.”

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DEBRA

F A C U L T Y

GLASSMAN Senior Lecturer of Business Economics

Teaching EMBA program students is like talking with peers, which is different than addressing a younger audience. My classes mostly fall in the middle of the program, so by the time I see them, the students are pretty well bonded. This frees them to bring their personalities, as well as their experiences, into class. A big challenge in teaching EMBA students is not talking too much; I have to remember to make time for students to talk.

My job is to then weave their comments together. There is more pressure teaching in the EMBA program: if you don’t do well, you are not asked back!

Students expect immediate relevance of course material to their lives.

In fact, my EMBA students have pushed me to articulate how course concepts affect real-life business decisions. As a response to student requests, I wrote two mini-cases to illustrate how specific companies dealt with macroeconomic developments. I plan to write more in the future.

One of the successes of teaching, to me, is being invited to speak at alumni events and being asked to speak to current students outside regular class sessions. The best feedback is when someone comes up to me at graduation or at an alumni event and tells me that they are following the news because of my class. That is my reward.

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I AM A DREAMER

AN AMERICAN DREAM COMES TRUE HANNAH SU (’04) is the personification of the American Dream.

She, her brother and father came to this country as Vietnamese refugees when she was 18 years old. Their passage and expenses were sponsored by a family from Utah. She didn’t speak a word of English and she was in an unfamiliar country.

Today Su is the director of Global Retail Quality Assurance at Starbucks.

She leads a team consisting of regulators and operators to ensure food safety standards and store cleanliness are in compliance with the regulations and elevating the Starbucks experience at over 15,000 stores for the Americas region, including Canada, United States, Latin America and the Caribbean.

When Su first arrived in this country as a young girl, she wanted to go to school, but because she was 18, she was unable to enter high school in Utah.

After some research, she discovered that the state of Washington’s school districts allowed high school entry after the age of 18, so Hannah and her brother moved to Washington so she could go to high school, while her “I had the ability to network with fellow father moved to students and learned from their failures California. as well as their successes.”

Three months before she turned 21 years old, Hannah graduated from Roosevelt High School.

To survive, she and her brother worked several jobs. Hannah worked long hours in a restaurant and her brother worked

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two newspaper routes. They lived in a small apartment. Both siblings went on to college, doing whatever work they could find, struggling to make ends meet.

Hannah went to the University of Washington while she juggled several part-time jobs, earning a Bachelor of Science degree in chemical engineering.

She enjoyed both the technical aspects of engineering and finding new ways to apply these aspects to operations and customer service. Her goal was to become a voice for the technical people and bridge the communication gap with nontechnical audiences.

She began to consider the notion of an MBA to help further her capabilities and perhaps explore growth opportunities within Starbucks. Hannah went to community college for a year and took classes in business and accounting to see if the MBA path was for her and to familiarize herself with the language of business. By this point she was married to a supportive husband, Thomas, and

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had a son, Richard, Su worked hard over the years. Her who was seven years Starbucks roles and responsibilities old at the time. increased and through the completion of She loved the her EMBA, opportunities opened that led challenge of bringing her to where she is today. Su believes together the aspects of her role as a leader is to inspire other technical and business people who may have had operations and challenges or obstacles, since she communication, so she understands them so well. “I learn applied to the Foster EMBA about people’s goals, challenges and program and was accepted. aspirations, and help them get there.

Hannah shares how grateful Being a leader is different than being a she was that her path brought manager. I want to lead with passion, her education and career together accountability, responsibility and awarein a way that happily made sense ness of how to make a difference.” for her.

The EMBA program shaped her “Although there were some nights desire to find meaningful ways to give for 18 months that I only got a few back through leadership. “The staff and hours of sleep, when I look back, I ask, professors were there for me. I learned would I do it again? Yes, the program there are many different ways to provided me an environment where I felt address mistakes and turn them into safe to be vulnerable. I had the ability opportunities for success. This to network with fellow students and reshaped how I want to help others and learned from their failures as well as make a difference in whatever situation their successes.” comes up in work or in life.”

Su explains, “I wanted to appropriately Su concludes by saying, “Through my approach business situations in a way EMBA, I got technical skills and leaderthat a technical person doesn’t ship skills. Not a day goes by that I am necessarily know how to do, and make not thankful I got to come here, to this it easier for them to have success. country, and build a brighter future, not Working with customers and underonly for me, but also for many generstanding technical protocols are two ations to come. The opportunities I’ve separate things. I wanted to make it had have improved my life, my family, easier to bring those together at the my education, my career and the life store level to help partners arrive at I’m now able to give to my own son, strategies and solutions that provide Richard. He is now 22, and a recent a true Starbucks experience.” graduate of the University of “My EMBA team was called ‘Purple Washington, majoring in retail Reign.’ Our diverse and unique backmanagement and marketing. Through grounds helped us learn from each the incredible generosity of this country other and learn together,” she continues. and the people who are here, I have been “Our primary focus was on teamwork. able to make my dreams come true.”

Team dynamics were critical alongside the “Not a day goes by that I am not thankful I got to come support from other here, to this country, and build a brighter future.” cohorts, staff and professors. Without that support, I wouldn’t have been able to finish the program while holding a full-time job with international travel.”

I AM A CULTURAL BRIDGE-BUILDER

CONNECTING CULTURE & COMMUNITY TO THE CORPORATE WORLD Intentional communication is essential to successful business. Intentionality is even more crucial in business when the worlds being bridged intersect cultures. Negotiation nuances, performance expectations, fi scal approaches and internal structures may be vastly different.

Joe Pakootas

(’06), chief executive offi cer of Spokane Tribal Enterprises, recognizes the layers of complexity between how business is managed from the Indian perspective, and how business runs from the “outside” corporate viewpoint. Many of the differences are easily misunderstood.

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Pakootas feels passionately about the mission of connecting best practices from both worlds, so that together, his Indian communities and the greater communities at large may yield economic and social benefits through partnership. He shares, “I’ve seen many sides to both worlds.

Our accounting structures are different, our financial structures are different, our laws are different. I want to create understanding, so we can tie the outside corporate world together with the tribal corporate world. We can learn from one another about how the other operates and how they work together to accomplish greater things.”

“We’re a tribal government,” he explains. “Our reporting structures are different, we report to our own governments. We don’t sell stock. We operate more like a nonprofit.

We, as a government, can legally discriminate to hire Indians or vets, for instance; we can give preference for jobs. These aspects are unique to how we do business.”

Before Pakootas went to the Foster School of Business to get his EMBA (based on the “constant urging of a colleague from the University of Washington, Michael Verchot,” he says), he admits he didn’t have much knowledge about how the outside world of business worked. He’d served the government side of his tribe, the Colville Tribal Federal Corporation, and acquiring an EMBA wasn’t even in his thoughts. Pakootas had a lot of work experience within tribal government, but because he’d gotten married young, started a family, and was working to support them, he couldn’t afford college early in his career and therefore didn’t pursue an undergraduate degree.

Yet Verchot insisted that the skills Pakootas had, as well as his unique tribal perspective, could truly serve the greater cause of bringing the language of business to the Indian world. Pakootas concedes that pursuing the degree while doing his job seemed like a huge challenge — and that’s

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“A future that benefits everyone is about how we collectively utilize and share our resources.”

partially why he agreed to enroll. He jokes, “I love challenges. I think I only got two or three hours of sleep a night during that time.”

Pakootas also felt inspired that he could utilize his education to become a role model for others. With a more impactful job, he could affect his communities in more wide-reaching ways, helping them become more selfsustaining. Improving the outlook for his communities was fundamental to Pakootas. “I understood education could further my path. I had a lot of professional experience, but with a degree, I knew I had a larger range of jobs to pursue within the tribal communities.”

The first job he got after completing his EMBA was with the Kalispel Tribe. He became the executive director of the Camas Path human services and education departments. In this role, he helped build a health and wellness center and created programs to improve education. He witnessed the direct impact on the people and on the community, as a result of a broader business lens. Understanding and applying best practices from human resources, accounting and marketing made a difference in the set-up and success of both the businesses and social services of the tribe. When the businesses do well, the quality of the social services benefit.

After three years with the Kalispel Tribe, Pakootas went on to ensure several other tribes successfully built models and systems to better support their business infrastructures. His

commitment rested upon helping others to help themselves, with an aim toward improved and diversified economies. He saw that strengthening tribal capacities from the inside meant a positive ripple effect for the health and welfare of the people within those Indian communities, as well as the for the outlying communities nearby.

Pakootas says, “The EMBA taught me about the inner workings of corporate America. We, within our tribes, have to understand this. If we’re going to work with the outside world, and create partnerships, we’ve got to know how to do this successfully. We have sovereign Indian governments and Indian businesses. These run differently but work together.

Outside companies need to know more about us, and how we do business, and we need to know more about them.”

He adds, “Each tribe owns land, has their own government.

These are our resources. Our businesses — such as gaming, timber and construction — are created for the government to provide services. Whatever we do and the success of how we do it helps improve our lives and also the non-Indian communities we’re near.”

“We don’t have economies outside of what we create.”

Pakootas continues. “We generate $100 million dollars annually, and this money goes back to the people that are part of the tribe, as well as out into the neighboring communities.

We go outside of the reservation to buy our cars or furniture or shop for groceries. What we make spreads to support local economies around us. This is how we work together.”

In 2010, he became his own tribe’s chief executive officer. During his time as CEO, running Colville Tribal Federal Corporation, revenue grew 15 to 20 percent each year. Five new businesses were created, for a total of 13 different business interests. In 2015, a distribution of nearly $18 million dollars was disbursed to members of the Colville Tribe.

“What we make spreads to support local economies around us. This is how we work together.”

Through this standard business lens of revenue growth and profit sharing, his effort for making a difference makes sense. What challenges Pakootas and inspires him to push further and lead bolder is how to make these ideals happen. How can tribes utilize the assets they have to further grow their own internal capacities? What does economic self-sufficiency entail? What are the social needs of each unique tribe and each unique community? How can he educate companies and people outside the tribal world about the necessities, opportunities and challenges of Indian tribe partnerships?

In 2016, after five successful years with Colville Tribal Federation Corporation, Pakootas became the chief executive officer of Spokane Tribal Enterprises. He sees opportunities for cooperative prosperity on the horizon, and he’s invested in ensuring that the ideologies of the three worlds in which he deals — corporate, tribal and external communities — converge for the greater good of all.

“For the health of the future, we need to diversify our economies,” he observes. “We can’t only rely on timber and gaming. We need to examine the advantages we have as tribes and educate non-Indian communities and outside corporations about how they can benefit from those advantages. We have a lot of resources beyond our land, including our people. A future that benefits everyone is about how we collectively utilize and share our resources.”

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S U AND C FLY O F , I

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NG

FAMILY, FOCUS TOWARD & FLYING

DS SUCCESS

I AM A LIFELONG LEARNER

Beverly Wyse

(’05) acknowledges that she’s driven. In Wyse’s case, that drive manifests itself in a combination of innate motivations and highly developed leadership skills. Her job as president of Boeing Shared Services—a multibillion-dollar, nearly 6,000-person operating group providing common internal services across Boeing’s global enterprise—requires expansive ideas and a

tremendous range of operational perspectives. Her natural abilities, such as curiosity, boldness and adaptability, are powerful catalysts when combined with strategic thinking and tactical analysis. And yet, all these attributes only begin to describe Wyse. She’s also humble, astute and warm.

Boeing is the world’s largest aerospace company. Its commercial, defense and space products touch our lives and not only span the globe but reach far into the stars above.

Wyse has been with Boeing since 1985. When asked about her substantial tenure with the company, she modestly replies, “Boeing has provided a fabulous, challenging career for me and my family. It may sound cliché to say the people EDGE

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“All of us in school had to figure out how to make the pieces of our lives fit. So we did.”

are the best part, but it is those interactions that have taught me so much, helped me be successful and created the memories that make up a life,” she shares. “I have traveled the world, and made friends and contacts through our customers and global partners.”

Those memories began unfolding after receiving her mechanical engineering degree from the University of Washington. Her fi rst job out of college was at Boeing. During her early career, Wyse served as the director of strategy and business development for Connexion, the company’s previous in-flight internet connectivity service, and director of program management for the 757 aircraft program. Over the subsequent years, titles, roles and responsibilities grew as Wyse moved up, through and around several key Boeing programs, including the 767 and Boeing Commercial Airplanes divisions. In the 767 program, Wyse was the fi rst woman to run a wide-body aircraft program.

By 2010, Wyse had become vice president and general manager of the 737 program. Under her leadership, the team led design, development, certifi cation, production and delivery of the 737 airplane family and 737 MAX production integration. This job was larger in scope and required site operations, investment in customer relationships and over-

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sight of employee safety at the 737 production facility.

Wyse’s management skills navigating relationships and systems operations eventually landed her the role of vice president and general manager of Boeing South Carolina.

There, she was responsible for all of Boeing’s operations and facilities in North Charleston, including 787 aft-body and mid-body operations, 787 fi nal assembly and delivery operations, and oversight of the engineering design and IT centers.

In June 2016, Wyse moved into her current position as president of Boeing Shared Services. The department assists Boeing’s business units and corporate offi ces with 99 common internal services supporting the company’s global operations. Looking back over her 32 years with Boeing, Wyse says it was in 2004 that her professional life intersected with her personal life in ways she could never have imagined.

Scott Carson, her boss at the time, saw Wyse’s exceptional leadership potential. He encouraged her to get an EMBA. She recalls, “Scott saw my aspirations and knew the capabilities required. He knew that having this type of advanced degree was necessary for me to achieve what was ahead of me. This was important for me to realize. It wasn’t necessarily in my plan at the time, but I understood that an advanced degree in business was a potential life-changer for a career.”

“When the idea fi rst came up, I was hesitant,” Wyse admits.

“My boys Evan and Elliot were only 11 and 12 years old, I’d just gotten a big new job, and I was incredibly busy trying to balance that life. When I shared my hesitance with Scott, he smiled and replied, ‘Awesome! I signed you up!’ I had much

support from everyone, from Boeing and from my family, to actually make it happen. My husband Steve, who also worked at Boeing at the time, wanted me to pursue this and was on board from the beginning. Thanks to Boeing’s support, Steve took a two-year leave of absence to help take care of the boys.

He got to spend time with the kids, I got settled into the new job and took on going to school. It was challenging, but it ended up being a win-win for everyone.”

Wyse says she has tenacious dedication and laser focus.

“I throw myself into my work and my family 120 percent.

Working as much as I did and as focused as I was, I only had room in my life for those two things: excelling at my job and being there for my family. I had to create a separate space and make room for that third thing, which was school. It meant reworking my life in a way that all three pieces would fi t. I had to make the pieces overlap.”

Wyse chuckles as she looks back. “While I was in school, I engaged with my kids, too. They were part of every step. Every test. All my homework assignments. They learned about my MBA and how to deal with spreadsheets.” She adds, “All of us in school had to fi gure out how to make the pieces of our lives fi t. So we did. On my team, we knew each other’s kids. We knew about each other’s families. We felt like our own family.

We talked about challenges, and for me, to make space for that third thing, I brought in wonderful Boeing case studies for my group to work on. By integrating the two most important elements of my life, my work and my home, I learned how to make room for the third. This was an important lesson for me in making it work.”

Another important lesson Wyse learned in the process of getting her MBA relates to both leading and working within teams. She explains, “An EMBA program is not just an academic exercise. Through real life industry examples, practical application and working intensely within teams of fi ve or six people, you get exposure to partners with unique leadership approaches. Combined, these were very powerful.”

“I was in a group with an entrepreneur, someone from the banking industry and an airline executive,” she continues.

“Being in a class of all leaders was interesting. They all had different skills. To work collaboratively in that environment meant that we had to learn in new ways. When you aren’t the lead and are used to being a leader, it means time can be spent researching or observing, rather than being the one setting the tempo. There’s discomfort that can come with

not leading, and we spent a lot of time talking about those discomforts.”

Wyse says this intense group experience and the structure of the EMBA education helped her learn to look externally for benchmarks, tactics and strategies, which became critical to her career and promotions at Boeing.

As president of Boeing Shared Services, Wyse oversees a wide range of global services, including maintaining and protecting the company’s worldwide sites; managing the sale and acquisition of all leased and owned property; purchasing non-production equipment and supplies; delivering a variety of human resources–related services; and managing the company’s business travel, expense and other fi nancial services.

“It’s an exciting time to work in this aspect of the company,” she says. “There are huge opportunities with a CEO who’s very inspirational and focused on moving Boeing across many product components. Every day is exciting, being part of this constant change — being part of the future.”

Wyse believes her EMBA has contributed to her career in a meaningful way and helped her forge a path toward a level of professional success she couldn’t have achieved otherwise.

“I wouldn’t have had any of my post-EMBA jobs if not for that degree. It enabled me to succeed in every way, from understanding complex fi nancials, to developing skills around building teams, to always questioning the status quo and continuously setting appropriate strategies that evolve over time. It encouraged and reinforced the value of being a continuous learner; to develop methods for change management and to stretch and strive for those things have kept me successful.”

Wyse concludes by sharing, “The greatest gift I received was the people who shared this experience with me: the professors, the staff and my teammates. We were all close as we worked to support each other. Though I’m a lifelong learner, I miss how close the EMBA team was. The time was challenging, balancing work, family and school, but I can’t imagine that anyone has come out of the program close to regretting it. It’s one of those experiences that far exceeds expectations.”

“Every day is exciting, being part of this constant change — being part of the future.”

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VERN BUCK

Professor Emeritus

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F A C U L T Y

The design of the EMBA program bore a strong quantitative influence. Finance, accounting, operations research and statistics seemed highly prominent at the beginning. Marketing, management and business/government/society received less emphasis. I recall one “non-quant” student speaking about the fi rst retreat at Rosario: “I was so desperate to escape, I would have struck out for Anacortes—except I can’t swim!” I believe that fi rst week was six full days long.

For the initial few years, program amenities were rather sparse. Kasi Ramanathan was widely viewed as the faculty director who, along with director Jan Monti, got some major improvements: better food (but still dormitory food in a reserved dormitory dining room), and a renovated, dedicated and carpeted classroom was created in old Balmer Hall. Charter class students would have diffi culty recognizing the amenities of today.

The early students were exceptional, perhaps a little more mature because there had been a pent-up demand among individuals who desired EMBA training but couldn’t quite swing the expense or time away to attend an MIT. Boeing was an enthusiastic and early supporter, along with Seafi rst Bank. It would be many years before we saw our fi rst Microsoft candidate. It also took a few years to see a steady influx of female candidates into the program.

This curriculum change information isprobably best acquired by an examination of program and course outlines. For my part, I began offering material on personal and organizational stress. The program had a healthy emphasis on team building and teamwork—one of the fi rst to place so much emphasis on collaborating as teams and groups. Student feedback soon reported that major sources of stress for them were the issues of dealing with teams, as well as coping with all the changes that came from beginning such a demanding program. During the early years, there came to be a more generalized understanding of personal stress, so that a lateral shift to dealing with the specifi c stresses of the interpersonal team issues could be undertaken. Money always seemed to be tight in the early years. Activities like the overseas study tours would be launched in later years. I believe that students are paying more of their costs now; earlier, it was envisioned that the employing organizations would be paying the bulk of the costs.

It was considered prestigious to be an EMBA faculty member. Teaching one EMBA course was equivalent to teaching one and a half of another school offering. EMBA students were and are very interesting, and faculties always learn something from classroom discussions and private conversations with them. Challenges? Having

something new or important to relate in a way that kept their interest and justifi ed the non-trivial sacrifi ces they made to be enrolled. There was and still is pressure to supply “takeaways” from each class.

I have been extremely pleased to see how very nicely many of our students have developed in the years subsequent to completing the program.

The emergence of social media makes it possible to see how lives are turning out. Just within the last few days, I had contact with three former students who had gained national attention for their activities. I’m much too modest to think that I had any direct impact, but it was thrilling to see them so positive about their lives. A few years ago, during the very fi rst class meeting, I was reviewing the class enrollment when I discovered a name that harkened back to the very fi rst EMBA class. I asked this student to see me after class, and yes! this was the child of one of the fi rst EMBA students we ever enrolled. Continuity like this allows faculty the opportunity to catch up with former students, and I believe this is enriching for all concerned.

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I AM A CLIMBER

A FORCE OF NATURE

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JENNA JOHNSON (’10) lives on solid rock. But the foundation of her family, her passions and even her career is not some metaphorical terra firma underfoot.

It’s real rock, of the vertical variety: the towering granite slabs of Squamish and Yosemite, the ethereal limestone cliffs of Red Rocks and Ton Sai, the soaring sandstone pillars of Zion and Moab.

Johnson is a 5.12 climber, avid and accomplished. And climbing is what introduced her to her husband, her source of personal challenge and family recreation. It also provided that extra something on her resume, an advantage that helped her land her dream job as senior global director of the technical outdoor program at Patagonia, the iconic outdoor apparel company. “Climbing,” she says, “has been the foundation of the second half of my life.”

Johnson’s first act was defined by the discipline of competitive swimming and the opportunities of living around the globe (her father was in international sales for Caterpillar). After taking up rock climbing while an undergrad at the University of Arizona, she spent a year backpacking around the world—Nepal, Southeast Asia, Indonesia, Australia, New Zealand, Fiji, Hawaii and back again. While sport climbing in coastal Thailand, she met Dylan Johnson. They clicked. And after reuniting in California, the two lived in his van, working their way across the great crags of the western United States. Eventually, they settled in Seattle. Her itinerant lifestyle notwithstanding, Johnson was no vagabond. “I was always drawn to business,” she says. “I just had an innate aversion to the corporate 9 to 5.”

To avoid such constricts she went to work for local mountaineering outfitter Feathered Friends, then for a sales agency that represented the active brands Vasque, Keen and Arc’teryx. This led to a brand manager position at Cascade Designs, leading its Therm-a-Rest line of camp mattresses.

Johnson loved working with products she would actually use. Still, she wanted more. “I was intrigued by the idea of making a career in the outdoor industry,” she says. “But I was also quite ambitious and wasn’t sure that the industry was going to provide the challenges that I wanted.” She enrolled in the Foster Executive MBA program to add the skills and network that would allow her to play a more strategic—and satisfying—role in the industry.

The investment has paid off, with her current job suiting her like, well, a Patagonia Nano-Puff Hoody. It turns out that Johnson’s rare mix of strategic thinking and go-with-theflow spirit is conducive to both climbing and leading the next generation of innovation in outdoor apparel. At Patagonia, her eye is firmly on the future of technical outdoor sports such as climbing, skiing, snowboarding and trail running. “I spend a lot of time looking 5, 10, 15 years out to see what trends and opportunities are developing, and figuring out where it makes sense for Patagonia to build best-in-class products, where we can offer something to the market that nobody else does,” says Johnson.

To develop these innovative materials and technologies, Johnson works closely with Patagonia’s Advanced R & D, operating out of a historic facility known as “The Forge.” She’s led the introduction of Encapsil, a method of waterproofing down insulation by plasma injection. And Nano-Air, a synthetic insulation with unprecedented breathability and stretch. And Merino Air, a unique lofted yarn technology that offers exceptional warmth, stretch and breathability.

Really, Johnson works for a technology company with a conscience. “It’s one thing to build great products,” she says.

“It’s a whole other thing to compete with every other brand that’s trying to build great products, but do it in a way that’s rethinking the materials and components and supply chains in order to be as environmentally and socially sensitive as possible. It adds a great challenge to my life.”

Johnson and Patagonia are riding a boom in technical outdoor sports participation that’s being driven by factors as diverse as rising concern over concussions in team sports to the recent proliferation of climbing gyms around the world.

This means more skiers on the slopes, more runners on the trails, more climbers on the crags. But Johnson is happy to make room. It’s good for business and for the earth. “It’s so exciting,” she says. “Because when people become really passionate about a place they play in, they’re willing to protect it.”

That’s good news for a mother of two young kids who love to scale the local cliffs with their parents. And for that same woman who is always challenging herself to stretch beyond her personal best in climbing and in career.

“There are so many challenges and opportunities ahead for me at Patagonia,” Johnson says. “I believe in the mission of this company. It’s such a great fit for me.”

EDGE

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While by no means a comprehensive list, here is a subset of the breadth and depth of organizations providing student support, represented in classroom discussions and ultimately influenced by EMBA leaders.

Accenture ActiveGiver Adaptive Biotechnologies Corp.

Adobe Advanced Digital Information AEI Music Network, Inc. Aerojet Aetna, Inc. Afognak Native Corporation Airborne Express Alaska Air Group Alaska Distributors Co. Alaska Rainforest Sanctuary Aleutian Spray Fisheries Allen Institute for Brain Science Alyeska Pipeline Service Co. Amazon Amdocs Inc American Seafoods Company Amgen Amotek Aerospace Products, Inc AOL Inc Apple Computer Applied Materials Arctic Slope Regional Corp.

AT&T Atlas International Autodesk, Inc Avanade Inc. Avista Corporation B. F. Goodrich Company B/E Aerospace Bank of America Banner Bank Battelle Memorial Institute Bay Partners Bechtel Interational, Inc. BECU Berg Equipment and Scaffolding Berschauer Phillips Construction Big Canvas, Inc. Bill & Melinda Gates Foundation Black & Veatch Corporation Bloodworks Northwest Blue Origin Blue Rooster, Inc. Boeing Employees Credit Union Boise Locomotive Company BP BrandVerity C.R. Bard, Inc. Campbell Soup Company Cancer Center and Hospice Southwest Cascade Energy Cava CB Richard Ellis CCI Solutions Cello Bag Company Inc. Charter Bank Charter Realty LLC Chateau Ste. Michelle ChemPoint.com Children’s Hospital & Medical Ctr Chloe Wines LLC Chronus Corporation

Cigna Cisco Systems City of Renton Classmates ClearOne Communications Clearwire Corporation Cognizant Columbia Bank Comcast Community Psychiatric Clinic Comprehensive Sleep Medicine Concur Corbis Cornerstone Financial Strategies, LLC Costco Covelo Group Crane Electronics Cray Inc. Crowley Marine Services, Inc. Danaher Corporation Darigold Davis Wine Company DaVita Inc. Dell Inc. Deloitte Consulting LLP Delta Airlines DePuy/Mitek Diageo Guinness USA Digitalchemy LLC Direct Services Disney Internet Group Dreamclinic Drugstore.com E. & J. Gallo Winery E. J. Bartells Company Eagle Home Mortgage Eaton Corporation Eddie Bauer Energy Northwest Engineered Software, Inc. ENSTAR Natural Gas Entranco Enumclaw Insurance Group Envestnet Tamarac Envision Consulting Everett Clinic Everett School District Evergreen Medical Group, P.C. Exbiblio Expedia Expeditors International of WA Experian F5 Networks Facebook Fairfax Hospital Fat Cork Federal Reserve Bank of Chicago FedEX FenoLogica Biosciences Inc. Fidelity National Title First Bank First Choice Health Network, Inc. First Data First Interstate Bancorp

First Nations Bank Fisher Communications, Inc. Fluke Coporation Fluor Focus Brands Forest City Enterprises, Inc. Forest Pharmaceuticals Foss Redevelopment Company Foundation Health Federal Svcs Franciscan Health System Frank Russell Investments Fred Hutchinson Cancer Research Center Freezer Longline Coalition Frito-Lay Frontier Airlines, Inc Fugro Seafloor Surveys Gary Merlino Construction Co Gear Up Sports Genentech General Dynamic, Inc General Electric Co. Genesee Fuel & Heating Co. Genie Industries Georgia Pacific Corporation Getty Images Google Grant Thornton LLP Greater Spokane Incorporated Green Canopy Homes Greenpoint Technologies Group Health Coop Hamilton Beach / Proctor-Silex Harborview Medical Center Harper Incorporated Hart Crowser, Inc. Hasbro HBO Heatcon Composite Systems Heath Tecna Corporation Heinz World Headquarters Henry Ford Health System Heritage Financial Group Hewlett Packard Company Hilton Worldwide Holland America Line HomeStreet Bank Honeywell International, Inc. Housing Hope Huna Totem Corporation IBM Corporation ICOS Corporation Idaho Dept. of Health & Welfare Ignition Partners Illumina Immunex Corporation Impinj, Inc Indigo Ocean Strategies Inflection Point Infometrix, Inc. Infospace Infosys Limited Insitu, Inc. Intel Corporatioin Intellectual Ventures Intermec Technologies Corp.

International Paper Interpoint Corporation Interprise Networking Services Intuit iSoftStone, Inc. Jefferson Healthcare Johnson Sterling

Jones Stevedoring Co. Jorgensen Forge Corp.

JP Morgan Chase KAUST KD Consulting Keepe.com Kemper Development Key Bank Kibble & Prentice, Inc. Klukwan, Inc. Knoll Lumber & Hardware Kodiak Area Native Association Korn/Ferry International Korry Electronics Kyocera Industrial Ceramics L.W. Foote Co. Lamonts LampLight Enterprises, LLC Landau Associates Landry Consultants Lantern Press leftcoastlogic Legacy Commercial, LLC Liberty Mutual Group/ Safeco Insurance Life Alaska, Inc Lifecell Corporation Lindal Cedar Homes Lockheed Martin Lynden Incorporated Lynx Medical Systems, Inc. ManicNomads.com Mannesmann Rexboth Many Rivers Management Marine Resources Co., Int’l.

Market Leader MarketsandMarkets Martha & Mary Health Services Matson, Inc. McGee Air Services McHenry Medical Group McKinsey & Co MCP Computer Products, Inc. Media Index Publishing, Inc. MediaPro Medio Systems Medline Industries MedPhysicals Plus, LLC Medrad Memorial Hospital - Yakima Menon On-Line Mentor Graphics Corporation Mercer Advisors Mercer Ranches, Inc. Mercy Comm. Healthcare Sys. Meridian Medical Corp.

Meridian Realty Partners Merit Integrated Logistics Merrill and Ring Forest Products Metawave Communications Metro Metron Systems Microsoft Corporation Mid Columbia Engineering Midas Midisoft Corp.

Milliman & Robertson, Inc. Minds + Machines miPS Labs MITS Molina Healthcare Monsanto Company Morgan Stanley-Smith Barney

Motion Water Sports, Inc. Motorola, Inc. Mount Carmel Hospital Mountaineers Books MultiCare Health System Multnomah County Health Dept.

Municipality of Anchorage Mutual Materials Company MySpace Inc. NACCO Materials Handling Narrows Anesthesia Natchiq, Inc NBBJ NCR Corporation Neah Power Systems, Inc. NeoRX Corporation NetApp Neurosurgical Consultants of WA New Ventures Property Mgmt.

New York Life Foundation Nike, Inc. Nintendo of America Inc Nokia Siemens Networks Nordstrom, Inc. Normac, Inc. NorQuest Seafoods North County Bank North Pacific Paper Corporation North Star Consulting Group Northern Air Cargo, Inc Northland Services, Inc Northwest Biotherapeutics NorthWest CableNEWS Northwest Gas Association Northwest Hospital Northwest Lions Foundation for Sight & Hearing Northwest Physiatry Northwest Seaport Alliance Novalar Pharmaceuticals nuun hydration NW Face Oracle Corporation Orca Wave, LLC Oregon Freeze Dry, Inc. Oregon Health & Science Univ.

Ounalashka Corporation Outbound Americas Outdoor Recreation Board Outdoor Research Inc Overall Laundry Services Overlake Hospital Medical Ctr. PACCAR, Inc. Pacific Capital Consulting Inc Pacific Crest Securities Pacific Fishing Updates Pacific Gas & Electric Company Pacific Medical Centers Pacific Northwest National Lab Pacific NW Commmodities, Inc. Paizo Publishing LLC Panasonic/Siemens Panlabs Incorporated Patagonia PATH Patterson Buchanan Fobes Leitch & Kalzer, Inc. PeaceHealth PEMCO Mutual Insurance Pennant Healthcare Pepsi-Cola International Perteet, Inc. Petro-Canada, America

Petrotechnical Resources of Alaska (PRA) Pfizer Inc. Philips Healthcare Physio-Control Corporation PictureIQ Corp.

Piedmont Healthcare Inc. Piper Jaffray PitchBook Data Plexera LLC Plexus Plum Creek Timber Company Point B Polygon Northwest POP Port Blakely Companies Port of Everett Port of Seattle Portland General Electric Powell-Christensen, Inc Powells Books PPG Aerospace PPL Electric Utility Premera Blue Cross Premier Health Prezant Associates, Inc. Pricewaterhouse Coopers Advisory Services LLP Prime Rays Inc. Principal Properties, LLC Pro Builders Supply Ltd. Pro Refrigeration Inc. Pro.com Products Arts Progrexion ASG, Inc. Project Manager Consulting Projects N.W., Inc. Proliance Surgeons ProOrtho, division of Proliance Surgeons Pro-Seal Products, Inc Prosthetic Research Study Providence Health & Services Pryde Corp.

PTP Management Inc. Public Storage Puget Consumers Co-Op Puget Sound Energy Puget Sound Freight Lines Puget Sound Naval Shipyard Quarterdeck Company, LLC Quest Aircraft Company Quinault Logging Corporation Quintessent Communications Quinton Instrument Co. Qwest Communications, Inc Radia Medical Imaging Radisys Corporation Rainier Industries Ltd. Rainier Technology RealNetworks, Inc. Recology CleanScapes Red Canoe Credit Union Red Lion Hotels & Inns Reed Hein & Associates Regence Blue Shield Reischling Press, Inc. Resources Global Professional Restart Enterprises Retail Lockbox Revance Therapeutics Revel Consulting, Inc. Ripple Effects, Inc.

Robinson Construction Rosetta Inpharmatics LLC RTC Aerospace Rubicon Project RW Anderson Homes Safeco Corporation Safeway Samsung Mobile Sandia National Laboratories Sanskriti Lifestyle Satori Software, Inc. Schneider Electric Schnitzer Northwest, LLC Sea Mar Community Health Ctr. Sealaska Timber Corporation Sea-to-Ski Properties Seatronics, Inc Seattle Aquarium Society Seattle Cancer Care Alliance Seattle Children’s Hospital Seattle Fire Department Seattle Metropolitan Credit Union Seattle Pacific University Security Pacific Mortgage Sempra Generation Seneca Group Sensient Technologies Sensus Shurgard, Inc SIC Processing US Siemens Medical Systems Inc. Sightlife Silberg & Associates, LLC Siltronic Corporation Simpson Investment Company Six Robblees’, Inc. Skanska USA Building Slalom Consulting SLR International Corporation Smartek21 Smartsheet Snackdish Snelson Companies Sony Electronics Sound Community Bank Sound Real Estate Advisors South Sound Neurosurgery Southern Power Company SpaceX SpecialtyBottle SPEEA

SPIE St. Luke’s Rehabilitation Institute St. Mark’s Cathedral St. Thomas School Star Lumber Starbucks Coffee Company State Auto Insurance Company State Farm Insurance Cos. Sterling Savings Bank Stewart Title of the Kenai Peninsula StickyMobileApps Strategic Performance Systems StratuMed, LLC Stripe Media Inc. Sunstream Corporation Sutter Health Swedish Medical Group Symantec Symetra Synapse Syngenta Seeds, Inc Synopsys, Inc. Tableau Taco Time Northwest Tacoma Power Tacoma-Pierce County Tahoe Forest Health System Tahoma Consulting Group Tailwind Capital LLC TalentWise, Inc. TalkingRain Beverage Company Taphandles LLC TATA Consultancy Services Teague Technology Associates Telecommunication Systems Terra Surveys, LLC Texas Hospital Insurance The Atum Group The Blue Line Group The Boeing Company The Cleveland Clinic Found.

The Commerce Bank of WA The Polyclinic, Inc. The Shalom Institute The Washington Mutual Foundation Therapuetic Associates, Inc Thermo Fisher Scientific Tillakum

T-Mobile Tommy Bahama Toray Industries Inc Total Wine and More Totem Ocean Trailer Express Toyota Financial Services Triumph Aerospace Systems Tropico, Ltd/Pacific Intl Svcs Tyee Laird Norton Tyler Associates U.S. Department of State U.S. Merch Marine Alumni Assoc U.S. Trust U.S. West Communications, Inc. UBS Financial Services United Parcel Service United Rentals United States Navy United States Postal Service United Way of Anchorage UnitedHealth Group Univar University of Idaho University of Washington US Army US Bank US Marine US Navy USCG, FDCC (PAC) USDOL VA Puget Sound Health Care System Vending Solutions LLC Vennworks Inc. Venture Seafoods Corp Veris Group, LLC Verizon Business Versaly Games Vertex Business Services Vintage Hill Cellars Virginia Mason Medical Center VivaKi Nerve Center WA Air National Guard WA Newspaper Publishers Assoc.

WA State Health Benefits Exchange Walt Disney Parks and Resorts Technology Walter Dorwin Teague Associates

Wanzek Construction, Inc. Wartsila Washington Atheletic Club Washington Dental Service Washington Health Benefit Exchange Washington Mutual Bank Washington State Department of Commerce Washington State Investment Board Washington State Patrol Washington State University Washington Technology Solutions Washington Trust Bank Welco Lumber Company Wells Fargo Bank Welltok, Inc. Westcom Marketing Western Communications Western Front Development, Inc Western Washington Medical Group Western Wireless Corporation Westfarm Foods (Darigold) Westlake Eye Clinic Weyerhaeuser Company Wheelhouse Search White Wave Foods Whittall Management Group Whole Foods Market WildTangent Wink Communications WithinCompliance LLC Wizards of the Coast WizKids LLC Wooden Horse Investments, Inc. Woodworker-Custom Furniture Working Wounded World Vision World Wrapps Xerox Corporation Yakima Valley Memorial Hospital Yellow Iron Construction, Inc. Yellow Mountain Stoneworks ZONES, Inc. zulily.com

To pilot a FORTUNE 500 company, he went to the Foster School.

Is your career ready for takeoff?

BRad TildEN

foster.uw.edu

CEO, Alaska Airlines Executive MBA 1997

Executive MBA Program Michael G. Foster School of Business University of Washington BAEC 228C, Box 353220 Seattle, WA 98195 www.foster.washington.edu/emba emba@uw.edu 206-685-1333 or 888-622-3932