Prospectus - Fall 2009

Raisbeck Endowed Dean . . . . . . . . . . . . . . . . . . . . . . . Labh Hira

Editor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Dan Ryan

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ContactCollege of BusinessRobert H. Cox Dean’s Suite2200 Gerdin Business BuildingAmes, Iowa 50011-1350515 [email protected]

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PROSPECTUSV O L U M E 2 5 N U M B E R 2 � F A L L 2 0 0 9

The College of Business at Iowa State University is accred-ited by AACSB International—The Association to Advance Collegiate Schools of Business. The AACSB is the premier accrediting and service agency and service organization for business schools.

Dean Labh Hira

Alumni News

Faculty and Staff News

Departments2

2729

Development

Dr. Charles Handy

3136

ON THE COVERTHE COLLEGE OF BUSINESS

COMMEMORATES ITS

TWENTY-FIFTH ANNIVERSARY

AS A COLLEGE IN 2009-2010.

� � � � � ��

Features

25Remembering Dale Voorhees Accomplished faculty

member passes away.

19The Timeline

A look back at the

college’s history.

22PhD Program

Launches Meet the

inaugural class.

2034As the college celebrates its

anniversary, Prospectus analyzes

the trends that will shape the next

25 years of business education.

3710

1316

IntroductionGlobalization and the Global Economy

Technology and Innovation

Energy and the Environment Policy and Regulation

Gerdin Citizenship

Program, now entering

its third year, has

proven so successful

that a new program,

Leadership in Action,

is underway to further

develop graduates of

the Gerdin Citizenship

Program as tomorrow’s

business leaders.

At the graduate level,

our MBA ranking is

higher than ever, and

we are making curriculum changes to enhance that

program as well. And having fulfilled our mission

of creating a doctoral program, we are now focused

on recruiting and developing outstanding business

researchers and educators.

We are at last a truly comprehensive business

college, and that is a credit to our faculty, staff,

and alumni and friends who have been dedicated

to getting us here.

In this issue, we are taking a unique perspective

on our anniversary. We wanted to think about what

the next 25 years in business education will look like.

Imagine the year 2034. What are the emerging

realities of the business world? How will external

events shape what happens inside our classrooms?

What kinds of skills and attributes will be neces-

sary to thrive in this environment? We asked

those questions, and emerged with what I think

are some fascinating perspectives and ideas.

Regardless of events in the broader business

world, I know that we will continue our ascent as

one of the nation’s best business schools. I hope

that you are as proud of your college as I am. ■

As you can tell from our cover, this is a milestone year for the

College of Business. And we

feel like celebrating. The 2009-2010 academic year is our twenty-

fifth as a college at Iowa State University. Although

business education at Iowa State actually dates

back to the 1920s, it wasn’t until 1983 when

we were finally granted college status—and

on July 1, 1984, it became official.

In this anniversary year, we welcome many

new faces to the college, including 10 new faculty

members and a number of new staff members,

which you can read about on page 29.

There are also eight new faces that I am espe-

cially proud to welcome: the inaugural class of

our PhD program. We are very excited to have

this class in the college to launch the doctoral

program. An update on this new program and

profiles of its first class of students is on page 22.

This is at once the most exciting and the most

challenging time in the college’s history. We

celebrate our twenty-fifth anniversary in the most

difficult budget environment we have ever experi-

enced. The College of Business, like every other

unit at Iowa State, absorbed significant budget

reductions in 2008-2009. I expect upcoming years

to be similarly challenging. I have urged all of our

faculty and staff to seek out ideas for more efficient

ways to deploy our resources, and their persever-

ance will be critical to our continued success.

Despite these challenges, I have an over-

whelming confidence that our future is brighter

than ever. We have significant achievements to

celebrate throughout our college.

Our undergraduate program continues to thrive.

We have made significant curriculum changes to

enhance the experience of our undergraduates. Our

The Next 25 YearsME

SS

AG

E F

RO

M T

HE

DE

AN

Imagine the year

2034. What are

the emerging

realities of the

business world?

Labh S. Hira, Raisbeck Endowed Dean

IOWA STATE UNIVERSITY ■ COLLEGE OF BUSINESS ■ PROSPECTUS 32 VOLUME 25 NUMBER 2 ■ FALL 2009 ■ WWW.BUSINESS.IASTATE.EDU


ecological disaster, as the material resources on which

business depends become scarcer in a world burdened

by climate change and the demands of the growing

human family.

THE CORE MISSION REMAINS Clearly, the business student of 2009 is not the student

of 1984. And, as the world has changed, so must the

College of Business in order to prepare its graduates

for a world that in the next 25 years will undoubtedly

change at least as much as it has in the past 25.

Some things, however, will not change.

“Our core mission will remain the same,” says Labh

Hira, the Raisbeck Endowed Dean at the College of

Business. “We’re in the business of transforming lives.

We get kids from small-town Iowa, they come here with

a deer-in-the-headlights look—many are the first in their

families to go to college.


T H E C O L L E G E A T 2 5

Still, since the founding of the College of Business in 1984, Iowa, the nation, and the world have changed profoundly.

Global Communism has collapsed and free markets have

risen from the ruins of state-controlled economies, even

in China, a “communist” state, yet still the 21st-century’s

economic colossus.

This capitalist ascendancy, moreover, has been driven

by a technological revolution the likes of which the world

has never seen. The result is a global economy that

reaches every corner of the Earth, and upon which the

fortunes of nations rise and fall together.

That those fortunes have fallen so far so fast in the

past year is testament to the powerful forces sweeping

the globe, with increasing calls to more strictly regulate

business at both the national and international levels.

At least as compelling are the warnings of impending

Boundless Challenge

BoundlessYouthAs institutions go, 25 years is not a long time. Iowa State celebrated its 150th birthday last year. Harvard is a mature 373, and Britain’s Oxford University dates to 1188.

sustainability generally, with the possibility that the

college’s MBA in sustainable agriculture may one day

evolve into the kind of credential that qualifies its holder

to serve as a corporate “CGO,” or chief green officer.

Yet, because the world can’t wait for the machinery of

academic committees and accreditation processes, neither

is the college waiting to realign its focus on the needs of

the business community over the next 25 years.

“How do we incorporate sustainable business practices

and social responsibility more formally across our curric-

ulum?” asks Associate Dean Kay Palan. “How do we work

with parts of the world that are not as developed as we

are? There’s a whole range of things there we need to be

doing more about.”

‘ENVIRONMENTAL AWARENESS’ KEY Addressing those issues in the curriculum, Palan,

acknowledges, can be difficult, given the pace of change

and the continual emergence of new challenges. “We

could prepare students to graduate in December,” she

says, “and by June, who knows? There could be an

entirely new set of regulations in place.”

Increasingly, Palan stresses, the responsibility of the

college to its students lies not so much in preparing them

to tackle specific business challenges, but instead

in more rigorously cultivating what she

calls a broader “environmental aware-

ness” with regard to economics, reg-

ulation, and technology, as well as

environmental concerns as conven-

tionally understood.

That’s a focus Palan shares with

her colleague, Mike Crum, associ-

ate dean and John and Ruth DeVries

Endowed Chair in Business. Citing

the “triple bottom line,” Crum places

responsibility for remediating the

global economic and environmental

crises squarely on the shoulders of

the business community.

“People, the planet, and profits: they can work

together,” Crum insists, “and business is the most

efficient mechanism for achieving this.

“We want our students, as they get into leadership

positions, to promote these values and practices,”

Crum continues. “We’ve always had a focus on social

responsibility, but we’ve never made that explicit as the

“But they’re well-grounded human beings,” Hira

continues. “Our goal is to mold them into professionals

over the four, five, or six years they are with us.”

Though stressing a core mission, those flexible time

frames acknowledge the greater demands of a business

education in the 21st century. The successful business

graduate can no longer assume a four-years-and-out

education, or even five years. In fact, Hira says, as the

marketplace becomes more sophisticated, the master’s

degree and the MBA will be as important as the under-

graduate degree was at the college’s founding.

“Over time,” Hira offers, “you’ll be seeing more of our

students coming back, pursuing a master’s degree on a

part-time basis while they’re working.”

A CALL TO DO MORE What form those master’s degrees take

will be responsive to the needs of business.

However, notes Mark Peterson, director

of Graduate Career Services, the college

is particularly well positioned to

address those needs. The college’s

partnerships with several engineering

departments in joint BS-MBA

programs, he notes, give Iowa State

a distinct advantage in today’s market-

place over schools emphasizing finance,

marketing and management in the

MBA. Equally fortuitous is another

of the college’s historical strengths.

“One of the biggest things for

the future is companies’ drives

to optimize their supply chains,”

Peterson says. “Companies tell me there’s no end in sight,

so MBAs with a supply chain focus are going to be in

huge demand. And we’re in a really good place for that.”

In an era of diminishing resources, supply chain issues

focus on sustainability in both the economic and environ-

mental senses. However, Peterson says, in the 2010 entering

class for MBAs there will be a much greater focus on


Since the founding of the College of Business in 1984, Iowa, the nation, and the world have changed profoundly.


thread through our curriculum. So, after the most recent

set of scandals, we decided to be more out front with it.

We feel that will resonate with the kind of student

we want to attract.”

A CHALLENGE TO THE YOUNG In a globalizing economy, one kind of student the col-

lege is increasingly attracting comes from overseas: in the

last two years alone, notes Director of Undergraduate

Programs Ann Coppernoll, the number of international

students enrolling in the college has risen dramatically. For

last year’s spring orientation alone, she says, the college

welcomed 101 foreign freshmen—mostly from China.

“Language becomes an issue for us for a number of

reasons,” Coppernoll observes. And since these students

are largely 17- and 18-year-olds, she adds, on top of the

language barrier are the same socialization issues any

young person has when away from home and family for

the first time, aggravated by adjustment to a radically dif-

ferent culture.

Challenges exist for native undergraduates as well. In

addition to negotiating foreign cultures themselves,

today’s students must grapple with a dizzying array of

online technologies for seeking and securing employment

in the global competition for jobs.

That’s a two-edged sword, observes Kathy Wieland,

director of Business Career Services. “The market seems

to want to consume more technical talent,” she concedes.

Yet with the explosion of social networking sites and an

online application process, she fears job seekers may

lose sight of the skills needed to succeed in the market.

“In the next 25 years, I’d really like to find the sweet

spot between technology and the face-to-face,” Wieland

says, “the melding of high-touch and high-tech where

employers and candidates can meet. We definitely have

gaps between what students do online and what they do

face-to-face that make the process difficult right now.”

THE COLLEGE MATURES Perhaps the most significant change over the next

25 years will be heralded by the college’s first class of

PhD candidates this fall. Not only does the PhD program

signal the maturity of business studies at Iowa State, it

benefits everyone associated with the college, from

entering freshmen to senior faculty members.

“Just like any other faculty, our dream was to have a

PhD program to train and mentor students at that level,”

says Hira. “And the PhD program has an ‘echo’ effect on

our undergraduates: you get a better faculty, you attract

better students.”

And, adds Crum, the benefits aren’t limited to students,

but extend to college alumni as well. “As the reputation

of your institution improves,” he notes, “your degree is

perceived as more valuable.”

Those dividends will be paid over the next 25 years,

as Iowa State business PhDs conduct research, publish

scholarly articles, and assume faculty positions at other

institutions, disseminating the Iowa State business brand

nationally. In the meantime, college faculty and students

at all levels are preparing to meet the challenges of the

next 25 years today. In the following pages, we lay down

those challenges in four distinct yet intimately connected

areas: innovation and technology, globalization and the

global economy, energy and the environment, and policy

and regulation.

The challenges are formidable, but so are the opportu-

nities. The College of Business may be barely older than

its youngest graduates, but it shares with them energy,

idealism, openness to new ideas—and every other advan-

tage of youth. ■

How do we incorporate sustainable business practices and social responsibility more formally across our curriculum?”

“

Kay Palan

The PhD program has an ‘echo’ effect on our undergraduates: you get a better faculty, you attract better students.”

“

Labh Hira

In the next 25 years, I’d really like to find the sweet spot between technology and the face-to-face.”

“

Kathy Wieland


From a common classroom in 1979, a teacher and her student take their places on the international stage of business.

International business your calling? Today, you can run your global

operations stateside from your

iPhone. For others, though, there’s

nothing quite like being “on the

ground,” especially if you’re seeking

a career with a large multinational

concern.

Either way, today’s students will

necessarily be tomorrow’s interna-

tional businessmen and women. And

in a global economy that is more

interconnected by the day, the

College of Business must give those

students the tools they’ll need to

compete on a global stage.

EYES WIDE SHUT That wasn’t the case 25 years ago,

when Jan Van Ekeren (’81 Industrial

Administration) sat in the accounting

classroom of Cyndie Jeffrey, a young

teaching assistant in the industrial

administration program.

Van Ekeren hadn’t studied a

foreign language at the New Monroe

Community School nor at Iowa State,

which dropped the language require-

ment before she matriculated. But

that was OK—Van Ekeren didn’t

plan to leave Iowa. Landing a job

in Des Moines after graduating, she

was well on her way toward a modest

career in a state known for its modesty.

Yet by 1983, Van Ekeren had been

lured to Chicago by a corporate

headhunter who convinced her that

the Chicago suburb of Rolling

Meadows, home of manufacturer

McGraw-Edison, was “Iowa-like” in

its culture and pastoral setting. After

all, company founder Max McGraw

was himself a native Iowan—but

that’s where the similarity ended.

“It was a big leap for me,” Van

Ekeren recalls. “But I just closed my

eyes and jumped—and ended up in

Paris for six months. It was a whole

other world, very different from Iowa.”

Since making that leap, Van Ekeren

has opened her eyes to the world. She’s

directed foreign operations for global

banking concerns across Europe from

her London-based headquarters. She’s

been posted to Singapore, Hong Kong,

and now Bangkok, where she is CFO

and executive director of the Bank of

Out of Iowa

T H E C O L L E G E A T 2 5 : G L O B A L I Z AT I O N A N D T H E G L O B A L E C O N O M Y

Into theWorld


Ayudhya, managing $22 billion in

assets and driving growth across

582 branches of the GE Money

joint venture.

A POLYGLOT BUSINESS EDUCATION A generation later, the pace of

economic globalization has only

accelerated. Van Ekeren’s former

accounting teacher, now an associate

professor and the Bandle Faculty

Fellow in Accounting, reflects

in her Gerdin Business

Building office on 25 years

of dramatic change in inter-

national business—and

foresees an even

more dramatically

different future.

“Accounting’s been

around for over 500 years,”

Cyndie Jeffrey observes, “and

the business model has changed

more in the last 30 years than

in the prior 470. Because of

technology, communications,

and globalization, business has

become much more complex

very, very quickly.”

Jeffrey believes students should

have a rigorous preparation to

deal with this complexity, and that

means things Van Ekeren scarcely

imagined 30 years ago—travel abroad,

overseas internships, the study of

foreign languages and culture. Today,

though, Jeffrey contemplates another

form of linguistics: the looming

“translation” from Generally Accepted

Accounting Principles (GAAP) to

International Financial Reporting

Standards (IFRS).

In a globalized economy, she says,

the move is both necessary and inev-

itable. “A single language worldwide

to talk about what businesses have

done,” Jeffrey notes, “will facilitate

the efficient allocation of capital

and resources, because we would

be talking a common language and,

hopefully, have easier comparability.”

In order to succeed in the

globalized economy, then, students

must become not just bilingual or

even trilingual, but multilingual—

conversant not only in, say, English

and Mandarin, but also in both

GAAP and IFRS in order to help

their companies “translate” to IFRS.

It’s an added educational burden,

Jeffrey concedes, but one that is not

without its rewards. “That opens up

tremendous career opportunities,

because all of a sudden you’re a global

rather than just a local player. You’re

an auditor; you can go anywhere.”

BORN TO GO GLOBAL Virginia Roberson, a senior in

accounting and international business

and president of ISU’s International

Business Club, experienced that

mobility firsthand this summer

when she served an internship with

Landesbank Baden-Württemberg in

Mannheim, Germany.

If anyone was born to be Jeffrey’s

“global player,” Roberson’s that

person, with advantages Van Ekeren

never dreamed of in the ’60s and ’70s:

her mother is a native German

and a professional accountant,

and she enjoyed extended

stays with her German rela-

tives growing up. In fact,

she lived in Germany six

years, becoming fluent in

the language—and disposed

to learning others.

“I chose accounting in par-

ticular because it’s the language

of business,” Roberson says. “That

allows you to have some versatility.”

While language study and the

new international standards will

play critical roles in educating stu-

dents in years to come, Roberson

feels equally strongly about other

“languages” in which Americans

must become fluent in order to com-

pete in global markets. These include

a better understanding of geopolitics

and international relations, as well as

But I just closed my eyes and jumped— and ended up in Paris for six months. It was a whole other world, very different from Iowa.”

“

Jan Van Ekeren

Accounting’s been around for over 500 years, and the business model has changed more in the last 30 years than in the prior 470.”

“

Cyndie Jeffrey


the cultures of people who have not

always seen eye-to-eye with the

United States.

“At the bank in Germany where I

did my internship,” Roberson says,

“the U.S. relationship with certain

countries in the Middle East had to

be taken into consideration, and the

business the bank did was limited as

conflict between those countries and

the United States escalated.

“Another challenge is cultural or

legal differences,” she continues.

“The differences in business prac-

tices and expectations play a huge

role in the business relationship.”

BRIDGING THE CULTURAL GAP Nowhere is sensitivity to cultural

differences more critical than in the

audit relationship—particularly, Van

Ekeren notes, in traditional cultures

where social and political hierarchies

more rigidly define status than in the

United States.

“Asian culture is very different: it

starts with the family, and the young

are not quick to challenge,” Van

Ekeren observes. “So there’s a great

deal of deference to senior leader-

ship. But if you look at the typical

audit relationship, you have young

teams coming in to audit senior,

much more experienced business

teams, and it’s not in their nature

to challenge and question.”

That’s a situation, Jeffrey notes,

fraught with even more risk for young

Americans sent overseas to audit for-

eign operations. “If I’m an auditor, and

I come into an Asian company,” she

asks, “do I feel comfortable challeng-

ing management as to whether they’re

giving me the honest truth?

“In the United States, that can be

hard too,” she continues. ”But we have

a culture where that is acceptable—

I can challenge the president of the

United States, if I want to. But that is

not necessarily acceptable in other cul-

tures. So, does that affect the audit?”

That question informs Jeffrey’s

scholarship, and she believes its

importance will only grow in the

future. Indeed, while she feels the

college eventually may no longer

teach “international accounting”

due to the eventual convergence

of GAAP and IFRS, the increasing

presence of American accounting

practices—not to mention American

accounting practitioners—will

require continuing attention in

b-school curriculums in order to

navigate potential cultural pitfalls.

PARLEZ-VOUS ‘BUSINESS’? While these questions have some

immediacy for a more cosmopolitan

student, most entering the college in

the next 25 years will likely still

resemble Jan Van Ekeren in 1979

than Virginia Roberson 30 years

later. However, unlike Van Ekeren,

tomorrow’s students will begin their

international careers not with a leap

into the unknown, but instead

a leg up through knowledge.

And those students will have

international careers—even if they

never leave Iowa.

“In 1994, when I started offering

the international accounting course,”

Jeffrey recalls, “I asked a partner at

one of the major firms in Des Moines,

‘Which would you prefer, if we offered

a master of tax here or tried to inter-

nationalize our program?’ He told

me, ‘master of tax.’

“About four years later,” Jeffrey

continues, “he came to me and said,

‘Do you know anybody who speaks

French?’ He had a client he couldn’t

talk to—in Des Moines, Iowa. And

he needed a translator who knew

both business and French. If he

couldn’t deal with the international

subsidiaries of his clients, he was

going to lose them.”

For a former small-town girl from

Iowa, though, the challenge transcends

business itself to touch upon questions

of core identity—and an individual’s

relationship to a much larger world.

The role of the college, she suggests,

can be transformative.

“The challenge for Iowa State

is to position people for this,” Van

Ekeren says. “How do you open

their minds, help them think of

things in a new way?

“It’s challenging,” she adds.

“You’re dealing with many more

dimensions than you would staying

in a more homogeneous environ-

ment. But it’s very rewarding.” ■

“I chose accounting in particular because it’s the language of business. That allows you to have some versatility.”Virginia Roberson

The challenge for Iowa State is to position people for this. How do you open their minds, help them think of things in a new way?”

“

Jan Van Ekeren


On a midsummer afternoon, Tim Hackbarth (’07 Marketing) sits in a coffee shop across the street from Drake

University in Des Moines. The 24-year-old is dressed

for success: t-shirt, jeans, iPhone—and a laptop with

a sweet network card.

Hackbarth is at work. Conducting business. Internationally.

“My office is in my bag. I have files on my laptop, but

most of my work is online,” says the online ad consultant

and broker of Web design services. He takes a quick sip

of his drink.

“Stop me if I go too long, but you’ve touched on

my passion.”

You might dismiss Hackbarth as a dreamer, another

twenty-something laptop jockey who eventually will drop

the act, pick up a nice suit for interviews, and channel

some of that passion toward getting a “real” job.

First, though, consider touching as well the passion of

Dale Renner. A 1978 grad, Renner bought the interview

suit—and promptly turned down a $35,000 salary from

International Harvester to work instead for Arthur

Andersen at $14,800 a year. “I took that job because I

thought it would give me the best first experience,” Renner

says, “lots of exposure to lots of different situations.”

Renner went to work building Andersen’s customer

relations management operation (CRM) from the ground

up. By the time Andersen Consulting split from its parent

company in 1989, Renner had become a partner, growing

his office into the top CRM operation in the world.

Challenge met, in 1999 Renner hung up the “suit”

and walked out the door. “I wanted to run a company,”

he says.

It was the end of the dot.com boom, so Renner

picked up an operation with 110 people and no revenue,

at a fire sale price, and rebranded it as Seisint, Inc.

He strung together clusters of in-memory computers,

built a database of 20 billion records of Americans,

T H E C O L L E G E A T 2 5 : T E C H N O L O G Y A N D I N N O VAT I O N

Hands on the Keyboard

Heads inthe CloudsGenerations of college graduates—past and to come—will master business by mastering technology.

“WE MAKE MAGIC”


and added proprietary linking logic to create profiles

of individuals comprised of virtually all their public and

financial information.

Renner then allowed subscribers to run instant credit and

criminal checks at a quarter a click with a $3.75 maximum,

making standard credit bureau inquiries instantly obsolete.

After 9/11, his team created a set of “terrorist factor scores”

that turned up six of the 9/11 hijackers. The feds were

impressed, and so was Nexis-Lexis, which bought Seisint

in 2004 for a tidy $775 million.

Next, Renner bought part of a British firm that was

doing analytical CRM, relocated it to the United States,

built it up and, in early 2006, flipped it to global credit

giant Experian for $160 million. Always restless, Renner

went back to work and started RedPoint, a new data

management enterprise—at his dining room table.

“We make magic out of data,” Renner says of his

concept-driven, software-as-service database model.

“We’ve created our own cloud environment aimed at

compiling and managing data for our clients in both

the structured and unstructured data worlds.”

WHAT IS ENTREPRENEURSHIP? Renner could be Tim Hackbarth’s father. Despite being

a generation apart, though, the men are spiritual brothers,

fiercely independent and using their entrepreneurial

energy to ride an ever-accelerating wave of technological

innovation that not only has changed how business is

done, but increasingly informs the very essence of

business itself in the 21st century.

Nowhere is this wave more evident than at the

Pappajohn Center for Entrepreneurship, whose director,

Steve Carter, is also president of the ISU Research Park, a

self-described “technology community and incubator of

new and expanding businesses.” Carter helps innovators

and entrepreneurs—the titles are increasingly interchange-

able—ride the wave every day.

That wasn’t the case as recently as the early 1990s.

Entrepreneurship was, at best, a quasi-exotic subspecies

of a business curriculum still designed primarily to pro-

duce workers for the nation’s mainline industries.

And, Carter notes, it wasn’t even on the radar of the

non-business community.

“When we first talked with faculty, it was like,

‘Entrepreneurship? What the hell is that?’” Carter chuckles.

“That’s not the case now. Faculty are interested.”

And not just faculty. That interest in entrepreneurship

has risen steeply with the explosion in information tech-

nology since the college’s founding in 1984 is hardly a

coincidence. The Internet is a profoundly democratic

means of communication, and its commercial side in the

World Wide Web has significantly expanded the value

of intellectual capital, not just for the well-heeled and

established, but for the young and creative as well.

“The Internet continues to have a significant impact

on our economy and way of life,” Carter observes. “I see

a compressing of the waves of innovation, and a recogni-

tion that real opportunity for future growth and quality

jobs is being generated by the entrepreneurial sector, not

the large corporate sector as it was 15 years ago.”

E Y E S O P E N T O T H E W O R L D It should be no surprise, then, that college leaders should

stress the importance of entrepreneurship and technological

innovation—especially information technology—to a quality

business education over the next 25 years.

Newly appointed chair of logistics, operations, and

management information systems Qing Hu embodies the

transformative power of technological awareness. Trained

When we first talked with faculty, it was like, ‘Entrepreneurship? What the hell is that?’”

“

Steve Carter


originally as a mechanical engineer in heavy equipment

manufacturing, Hu’s life changed dramatically when he

left China to visit Europe on a tech transfer tour in 1986.

“That opened my eyes to the world,” Hu acknowledges.

“It seemed to me the world and technology was changing,

and what I had learned was actually very little.”

By 1989 Hu found himself in a PhD program in com-

puter information systems at the University of Miami,

where he studied artificial intelligence as a prelude to

specializing in management information systems and

IT security issues. Today, the former heavy equipment

engineer is a rising figure in MIS, and a vigorous advocate

for the mastery of information technology by students in

any field of study in the college.

“IT has merged with every business function,” Hu

stresses. “It’s the backbone of every organization. And IT

is going to continue to lead innovation in business, with

new uses we never imagined.”

Hu points to the so-called “Web 2.0”—including the

“cloud” entrepreneurs such as Renner and Hackbarth

exploit—as one means over the next 10 to 15 years by

which the Internet will organize society, including the

business sector. Web 2.0 emerged not as a top-down

movement, Hu reminds, but from the grassroots: MySpace

and Facebook expanded almost overnight, and in a couple

of years changed from a college social network into a

global social network.

With the rise of the Internet, the application of

information technology in business has become less a tech-

nical than a managerial tool, Hu says. So whether they strike

out on their own like Renner and Hackbarth, or sign on

with a giant multinational, he believes that students who

leave Iowa State without a solid grounding in IT will be no

better prepared for success in business than he was as an

engineer of heavy equipment in the 1980s.

“We’re a business school, and we’re supposed to

educate our students to have more managerial skills and

knowledge,” Hu reminds. “So we want our students to

be technically competent, but at the same time more

managerially savvy.”

As an innovator who has successfully worked both

sides of the entrepreneurial-corporate divide, Dale Renner

supports Hu’s distinction between a technical and a

managerial understanding of the surging waves of techno-

logical innovation—and its importance to an Iowa State

business education over the college’s next 25 years.

“It isn’t about a given technology,” Renner says. “It’s

about understanding the technologies—how to use them,

how to apply them, how to make them work for you.

Everybody may not be a technologist, but, at least in the

business world, you’ve got to understand how to use

technology to make yourself efficient.”

Tim Hackbarth understands. In 25 years, he says, he’ll

still be totally virtual and working his global network of

clients and freelancers.

“The interactivity we’ll have will be stronger, and our

collaboration will be better than it is now in an office

sitting right next to someone,” he insists as he scrolls

through messages on his iPhone.

Payments from clients, invoices from vendors,

project files from freelancers in Venezuela, India, and

the Philippines—all wait to be downloaded. It may be

a sunny day in July, but Hackbarth’s head is in that

worldwide business “cloud.”

And why not? Like Renner before him, the man is a

born rainmaker. ■

IT is the backbone of every organization. And IT is going to continue to lead innovation in business, with new uses we never imagined.”

“

Qing Hu

The interactivity we’ll have will be stronger, and our collaboration will be better than it is now in an office sitting right next to someone.”

“

Jan Van Ekeren

“ IT ’S ABOUT UNDERSTANDING THE TECHNOLOGIES”

America was emerging from recession

in 1984 when the College of Business

was born. The shocks to the economy

from the energy crisis of the ’70s and

double-digit “stagflation” were fading.

It was “morning in America.”

Business was booming. Conspicuous

consumption was back. Gas was

cheap and plentiful, with elephantine

SUVs lumbering off production lines.

The environmental movement? An

afterthought, relegated to academics,

the “radical” fringe, and Earth Day

programs for schoolchildren.

No longer.

NEW CURES FOR ENERGY HANGOVERS When our current recession ends,

things will look much different. The

nation has been on a financial and

environmental bender the past quarter

century, and is now waking up to the

hangover. Grim resolutions are made:

things will be different this time.

However, this time it will take

more than grim resolution. It will

take vision and creativity, not only

on the parts of individuals, but

institutions as well. It will take

dedication and follow-through.

Merry Rankin, Iowa State’s

director of sustainability and a 1987

College of Business graduate, knows

something about the vision and

creativity needed to get society on the

wagon, so to speak, toward a more

sustainable future. So does MBA can-

didate Nicholas McCann. Both came

to Iowa State not to follow any tried-

and-true career path, but instead to

realize unique visions for themselves

and the world in devising programs

of graduate study for the 21st century,

new career tracks that may soon

enter the curricular mainstream in

the College of Business.

And there’s nothing “grim” about

their resolve.

“I think there’s a great need in

education for understanding our

energy sources, our energy uses, our

energy conservation, and the envi-

ronmental arena,” says Rankin. “It’s


From a common classroom in 1979, a teacher and her student take their places on the international stage of business.

The College as the

T H E C O L L E G E A T 2 5 : E N E R G Y A N D T H E E N V I R O N M E N T

Cradle of CGOs

the journey that has led us to where

we are today, and where we must go

in the next 25 years.”

A CAREER AT A CROSSROADS Twenty-five years ago, Rankin was

a new graduate who had studied

marketing, trans-log and manage-

ment. After several positions in

retail, by 1990 she found herself laid

off and “at a crossroads” in her

young professional life.

Raised on a family farm in southern

Iowa, and steeped in the environmental

principles that come with stewardship

of the land, Rankin instinctively knew

which road a young businesswoman

should take at this juncture in her

career: she would go back to Iowa

State for her master’s degree—in

wildlife management.

“I was interested in how people

who had a lot of influence in natural

resources interacted with the environ-

ment, and how they made decisions

that impacted the environment,”

Rankin says.

In other words, Rankin found

management at least as compelling

as the wildlife aspect of her studies,

a double focus that led her to craft

a novel master’s program and write a

thesis on the environmental activities

and actions of Iowa businesses and

industry. In the course of her studies

and after, she pursued a number of

foreign opportunities, working on

wildlife and environmental projects in

Australia, India, Costa Rica and South

Africa before landing with Iowa’s

Department of Natural Resources.

SPEAKING TWO LANGUAGES Like Rankin, Nicholas McCann, a

Miami-Ohio graduate with a double

major in business and German,

wanted to bridge the divide between

business and the environment. And,

like her, his environmental instincts

were galvanized overseas—in his

case, working on sustainable irriga-

tion and soil erosion projects for

subsistence farmers in Haiti.

Today, McCann is working toward

his MBA with an emphasis on sus-

tainable agriculture. And, befitting

the double major he pursued as an

undergraduate, he views his work

through the lens of “linguistics.”

“I think there’s a big disconnect

between the environmental world and

the business world,” McCann offers.

“People don’t speak the same language.

“One of the great opportunities in

my program,” he continues, “is that

I get to learn two languages: sustain-

able ag, so I understand the ecological

principles people are talking about;

and, on the economic plane, why

people say they can’t do this, that

or the other.”

Not only are people like McCann

and Rankin transitional in the business

world, then, they’re “translational”

as well, serving to mediate the divide

between business and the environ-

ment, while exposing that divide

as illusory when viewed from a

broader perspective.

“To say that our economic systems

are separate from ecological systems

violates some law of thermodynamics,”

McCann jokes. “When you look at

it from a systems perspective, they

can’t be divorced.”

That’s a perspective shared by

Frank Montabon, associate professor

of operations and supply chain man-

agement and McCann’s adviser. “The

environment is not an imposition,”

he insists. “If you’re making windows

out of wood, it’s in your interest that

there’s a sustainable supply of wood.

If you’re making beer, it’s in your

interest that there’s a reliable supply

of clean water.”

RISE OF THE CGO Given the heightened environmen-

tal awareness of consumers, beyond

ensuring a business’s supply chain,

“going green” can also support a com-

pany’s customer relationships. That’s a

central tenet of the marketing strategy

of Minnesota-based utility Xcel Energy,

according to 1984 grad Mark Stoering.

“One thing driving our renewable

energy strategy,” notes Stoering,

“is driving customer interest in

being green companies, sustainable

companies not only promoting

energy efficiency with their own

employees, but representing to

customers that they’re taking

initiatives in that direction.”


I think there’s a great need in education for understanding our energy sources, our energy uses, our energy conservation, and the environmen-tal arena.”

“

Merry Rankin

I think there’s a big disconnect between the environmental world and the business world. People don’t speak the same language.”

“

Nicholas McCann


And, Stoering insists, it’s not

just “greenwashing” otherwise

environmentally suspect operations—

customers, he says, will wise up to

that quickly in today’s information

environment.

As vice president of portfolio

strategy and business development

for Xcel, Stoering works with many

of the Fortune 500 companies based

in the Twin Cities to elevate both their

green profiles and practices. In nurtur-

ing these corporate relationships, he’s

noted a growing phenomenon.

“We continue to see the emergence

of ‘chief green officers’ or ‘sustainability

officers’ in companies, beyond what

has traditionally been an energy

manager,” Stoering says. “So there

are those emerging professional

tracks that make those jobs not

only broader but more enriching,

particularly for companies with

energy demands that go beyond

compliance and are actually

interested in promoting environ-

mental stewardship.”

MORE THAN A BUZZWORD As at Xcel, sustainable business

practices must be championed at the

top of an organization. In this regard,

there is perhaps no better example of

the emerging “CGO” than Merry

Rankin herself, who oversees Iowa

State’s Live Green! program, the

signature initiative of Iowa State

President Gregory Geoffroy.

As the university’s “CGO,” Rankin

manages a $3 million renewable loan

fund that helps campus facilities

implement conservation programs

and other sustainable practices, with

cost savings directed toward repay-

ing the loans. Equally important,

Rankin sits in the highest councils of

the university, meeting regularly with

top officials to review sustainable

policies and practices at Iowa State.

“Yes, there are a number of

institutions where ‘being green’ is

a buzzword,” Rankin acknowledges.

“But I have a voice. I wasn’t hired just

to sit in an office, write press releases,

and ride in the VEISHEA parade.

“There is a new sense of urgency

with regard to sustainability at insti-

tutions,” she continues, “including

the way they do business and inter-

act with their communities. I’ve been

hearing of many more plans to hire

directors of sustainability, both in

education and business.”

STUDY AT THE EPICENTER OF GREEN But will that sense of urgency

translate into new programs of study

at Iowa State’s College of Business?

Or will tomorrow’s CGOs be mostly

academic “entrepreneurs” such as

Rankin and McCann, self-starters

who see a need—and an opportu-

nity—and customize a program to

their vision?

Montabon notes that, like ethics,

“sustainability” is not a concept to

be developed, polished, and then rel-

egated to an academic sideline, but

instead must inform every aspect of

a business curriculum. In that

regard, the college is constantly

adjusting its curriculum to accom-

modate emerging concerns faculty

believe they’ll be dealing with years

down the line.

Yet, Montabon says, the kinds

of programs crafted individually

by McCann and Rankin will, in

time, achieve mainstream status.

“We can absolutely envision new

majors, new minors, new degree

programs in business and the envi-

ronment,” he says. ”Other schools

have already implemented them.”

Still, notes McCann, “other

schools” don’t have all of the

advantages of Iowa State in cross-

disciplinary studies, resources that

can make “green” degrees from

Iowa State stand out among the

crowd over the next 25 years.

“There are great opportunities

for students to do this,” McCann

remarks, “especially here, with all the

things going on in renewable energy.

“Iowa State is the epicenter

for all that,” he smiles. “It’s why

I came here.” ■

The environment is not an imposition. If you’re making windows out of wood, it’s in your inter-est that there’s a sustainable supply of wood.”

“

Frank Montabon


Jim Staiert should be just the kind of guy who could get along with people like associate professor of accounting

Jim Kurtenbach and Jim Heckmann, director of Iowa’s

Small Business Development Centers.

An Iowa State alum in finance and agricultural business,

as well as a master’s in economics, Staiert has, on paper, the

kind of credentials that would appeal to a couple of business

types. But it’s not that simple, and, “on paper,” there’s argu-

ably at least as much basis for conflict as for common cause.

You see, Jim Staiert is a government bureaucrat.

TIME FOR A TRUCE The perennial battle between government regulators

and champions of free markets is hardly front-page news.

But with the rapid globalization of commerce, breathtak-

ing advances in technology, and urgent concerns for the

natural environment, the regulatory “heat” of government

has become only more intense.

Maybe it’s time to call a truce, if not a declaration of

peace. Heckmann offers an olive branch:

“There are some great regulations out there,” he

concedes. “A lot of the health and safety stuff is great.

The FDA is a regulatory agency that truly benefits

Americans, and USDA has a lot of fine regulations.

“But,” he counters, “there’s a whole host of regulations

out there that are just a pain to deal with, and that aren’t

really necessary.”

Truce over. Before we jump back into the trenches,

though, a couple of points.

T H E C O L L E G E A T 2 5 : P O L I C Y A N D R E G U L AT I O N

A Guide for the Ride Through the

Regulatory Jungle

As the impulse to regulate business gathers momentum at all levels of government, the college looks for a clearing in the distance.

It’s a question of which regula-tions are needed, and how they are implemented, enforced, and justified over constantly changing social, economic and environ-mental conditions.


As a program analyst with the U.S. Department of

Agriculture, Staiert, in Heckmann’s view, is at the least

a noncombatant. In fact, Staiert started out with USDA’s

Agricultural Cooperative Service, where he helped farmers

(a.k.a. small businessmen and women) establish purchasing

and marketing co-ops. In that regard, he could be viewed

as a natural ally of Heckmann, a man whose pre-SBDC

career was dedicated to helping businesses navigate the

regulatory minefields.

Next, no one short of a bomb-throwing anarchist

argues that regulation should be dispensed with alto-

gether. It’s simply a question of which regulations are

needed, and how they are implemented, enforced, and

justified over constantly changing social, economic and

environmental conditions. And, finally, what does this

mean for business education at Iowa State for the next

25 years and beyond?

MONEY EQUALS RULES If Jim Kurtenbach looks to be conflicted in his alter-

nating roles as an educator, a former Iowa state represen-

tative and policymaker, and a vigorous advocate

for deregulation—look again.

“Onerous,” he calls a proposal

to mandate health coverage for the

employees of businesses with pay-

rolls as small as $250,000 annually.

And he doesn’t stop there.

“Small business has always been

Iowa’s strong suit,” Kurtenbach

observes. “A lot of small companies

starting up prefer to use stock

options, and the tax treatment that

triggers is huge, even if they have a

future and not a current value. So

your reporting and compliance and

the associated risk are so complex,

it increases your cost of business.”

“Anytime you layer on another

regulation,” Heckmann agrees, “you layer on another

complexity to doing business. That distracts the business

owner’s attention from serving customers, improving

product, improving margins, and creating jobs.”

Heckmann knows whereof he speaks: in 1984, after

two years with a St. Louis law firm, he went into business

for himself, first as a litigator, and then as an adviser on

regulatory and compliance issues to businesses small and

large. Yet though he made his living from the regulatory

zeal of state and national policymakers, he does not

hesitate to express his frustration with the regulatory

regime—especially as an advocate for small businesses

in his role as director of the Iowa SBDC.

“Whenever there’s money involved, somebody’s going

to write rules,” Heckmann acknowledges. “And any time

you see a failure somewhere in the markets or the regula-

tory scheme, new regulations get imposed.

“But the problem with regulations,” he continues,

“is that they get imposed to solve a problem, and often

they’re not finely tuned to solve

the problem. Then the doctrine

of unintended consequences

kicks in, and all of a sudden

businesses of all kinds have to

react to that.”

SUNSET OVER THE JUNGLE Despite Heckmann’s concerns,

Staiert counters, the trend over

the past quarter century has been

toward deregulation across adminis-

trations, whether Republican or

Democratic. However, given the

young century’s various financial

debacles, combined with the social,

economic, and environmental forces discussed

elsewhere in this issue, that trend is inarguably ending.

Still, Staiert would agree, care must be taken, not only

in justifying the imposition of new regulations on busi-

ness, but in coordinating their implementation with other

agencies and policymakers that may have an interest in

the matters being regulated.

“Right now we have kind of a disjointed policy with

respect to renewable energy,” Staiert offers as an example

The biggest challenge right now is trying to keep those regulatory policies consistent, and to make sure we’re not doing anything out of line with what the other groups are doing.”

“

Jim Staiert

of particular interest to Iowans. “There are certain

things that are being implemented and regulated by

USDA, then there are others the Department of Energy

is involved in.

“From our standpoint,” he continues, “the biggest

challenge right now is trying to keep those regulatory

policies consistent, and to make sure we’re not doing any-

thing out of line with what the other groups are doing.”

Heckmann lauds that level of self-examination. Beyond

that, though, he feels passionately that, once imple-

mented, government regulations should be regularly

reviewed under the scrutiny of sunset provisions, in

which those formulating and implementing policy must

regularly revisit their handiwork and justify its continued

existence to those most affected.

“Every set of regulations should have a sunset period

on it,” Heckmann insists. ”Their supporters should have

to come back and justify them. And if you can’t get agree-

ment, they end.”

TOWARD A SOPHISTICATED STUDENT That may be a blue-sky scenario: once implemented,

policies and regulations seldom are reviewed, let alone

rescinded. More likely, as Heckmann points out, they’re

simply ignored by increasing numbers of the regulated as

their relevance and utility wanes.

Ignorance, however, is not a strategy businesses can

afford to adopt. And, as the regulatory juggernaut acceler-

ates under today’s demands, the college in its next 25

years must consider its responsibility to the students it

will send out into the regulatory jungle.

“The study of policy and regulation should be an integral

part of a business curriculum,” Heckmann asserts, “because

that’s the universe in which business operates. Looking at

policy—the cost of policy, the effects of policy good and

bad—should be part of a business education. You’d better

understand it or you’re going to get run over by it.”

Moreover, adds Kurtenbach, while it may have been

peripheral to a business education in the past, a focus

on compliance, policy, and regulation will increasingly

be integral to the curriculum as the college moves into

its next 25 years. The layering of policies between various

levels of government, he says, together with the globaliza-

tion of virtually every business activity above the level

of a lemonade stand, will place added burdens on both

students and their instructors.

“We have courses on forensic accounting, entrepre-

neurship, and international management and relationships

that we didn’t have 20 years ago,” Kurtenbach notes.

“The regulatory environment as the United States responds

to other countries, and Iowa responds to the United States

and neighboring states, is going to drive a much more

sophisticated and educated student. So students may

well go from a fourth to a fifth year just so we can focus

on international reporting.”

Key to an enhanced focus on these topics, Kurtenbach

says, will be the need to represent the broad spectrum of

perspectives—from the passionate defenders of rigorous

regulation as critical for the public good to the most

unfettered libertarians and free-marketeers—in a balanced

and respectful manner. That’s a challenge hardly lost on

Kurtenbach, whose own proclivities in this regard are

well known, but who nonetheless manages the balancing

act in his own classroom.

“As faculty,” he says, “we need to determine how we

can bring public policy, how we can bring the regulatory

elements in a neutral fashion, where we’re simply exposing

students to the discussion but not driving an agenda.” ■

Looking at policy—the cost of policy, the effects of policy good and bad—should be part of a business education. You’d better understand it or you’re going to get run over by it.”

“

Jim Heckmann

We need to bring public policy and the regulatory elements in a neutral fashion, where we’re simply exposing students to the discussion but not driving an agenda.”

“

Jim Kurtenbach


251930s

Name changed from Business Engineering to Engineering Economics, and eventually to Industrial Economics.

1953

The accounting program qualifies as a major for the CPA examination.

1955

Department of Industrial Administration is established. William Schrampfer is named department head.

1959

Department becomes a part of the new College of Science and Humanities.

R E T R O S P E C T I V E

thAnniversary

1968

William Thompson named department chair.

1975

Lynn Loudenback named department chair.

1978

Charles Handy named head of business programs.

Department of Industrial Administration is established. William Schrampfer is named department head.

1930s 1950s 1960s 1970s

Department moves into Carver Hall.

Although this twenty-fifth anniversary issue of Prospectus is about looking forward, it’s only appropriate that we pause to look back on the milestones that we passed along the way. The College of Business is forever grateful for the many people responsible for this impressive list of accomplishments.


1955

1955

1920s

1920s

Business courses offered in the Department of Economics.

IOWA STATE UNIVERSITY

1983

Board of Regents approves the formation of the College of Business Administration.

1984

Pioneer Hi-Bred International Agribusiness Chair established.

Career Development and Placement Office established.

1985

MBA Program approved by Board of Regents; first students admitted.

Student-run Business Day inaugurated; later expands to Business Week.

1986

College assumes oversight of the Iowa Small Business Development Centers.

1987

First transportation conference held. Keynote speaker is Elizabeth Dole, U.S. Secretary of Transportation.

1988

Union Pacific/Charles B. Handy Professorship established.

1989

Principal Computer Laboratory opened.

Dean Charles B. Handy retires; David Shrock named dean.

1990

College’s first develop-ment director named.

1991

College receives initial American Assembly of Collegiate Schools of Business (AACSB) accreditation.

Name shortened to College of Business.

1993

R. Dale Voorhees Lecture Series inaugu-rated; later expands to become the Voorhees Supply Chain Conference.

Murray G. Bacon Center for Ethics in Business dedicated.

1994

Dean David Shrock leaves Iowa State; Benjamin Allen named interim dean. The interim tag is removed the following year.

1998

College of Business initiative launched with $10 million gift from Russell and Ann Gerdin.

1980s 1990s

College of Business Administration officially formed on July 1.

Arthur Andersen Computer Laboratory opened.

ISU Pappajohn Center for Entrepreneurship estab-lished with a gift from John and Mary Pappajohn.

School of Business Administration formed.

Board of Regents approves creation of a part-time MBA program in Des Moines.


1980 1988

1996

1984

1999

COLLEGE OF BUSINESS

IOWA STATE UNIVERSITY

2000

College of Business ranks third in enroll-ment among Iowa State’s colleges.Re-accreditation awarded by AACSB.

Board of Regents approves construction of the Gerdin Business Building and the master’s of accounting program.

2008

David and Ellen Raisbeck pledge $3 million to create ISU’s second endowed deanship in the College of Business.

2003

New interdisciplinary program for a master of science and PhD in human computer interaction announced.

Entrepreneurial Learning Community announced.

2004

New engineering BS/MBA concurrent degree offered jointly with the College of Engineering.

2006

Communications Center established.

2007

Campaign Iowa State: With Pride and Purpose launched, with a $42 million goal for the College of Business

Gerdin Citizenship Program launched.

2009

PhD program welcomes its inaugural class of eight students.

Differential tuition for junior and senior busi-ness majors charged for the first time; revenue funds additional faculty positions to reduce core course sizes.

Russell and Ann Gerdin announce $1.1 million gift to support the college’s new PhD program

and other initiatives. ■

2001

Benjamin Allen chosen as ISU’s interim external affairs vice president. Labh Hira is named interim dean; the interim tag is removed the following year.

2000s

Gerdin Business Building dedicated.

Groundbreaking for the Gerdin Business Building takes place.


2001

2004

co-majors in sustainable

agriculture and biorenewable

resources and technologies.

Correll will specialize in

supply chain management

and has an interest in using

operations research method-

ologies to envision integrated

farm and industry plans for

our state that preserve its

natural integrity, profitability

and communities.

Jing Dai earned her bachelor

of science in economics

from Shanghai Maritime

University, China. She also

completed two master of

science degrees, one in

2005 in transportation

planning and management

David Correll earned his

bachelor of science in

international relations

from George Washington

University in 2001, where

he focused on international

economics and the countries

of the former Soviet Union.

After college, Correll worked

for two years as an oil and

gas economist at the U.S.

Department of Energy in

Washington, D.C., and one

year as an analyst at a

Russia-focused oil and

gas consultancy based

in New York City.

In 2005, David arrived at

Iowa State to earn his master

of science in economics

under Dr. Mike Duffy, with

from Shanghai Maritime

University and another in

logistics from Nanyang

Technological University

in Singapore in 2007.

After graduating from

Nanyang, Dai was offered

a job with Nanyang’s

Maritime Research Centre

(MRC). She joined a research

team that was studying the

Development of an Optimum

Liner Service Network

Planning System, jointly

sponsored by the Maritime

and Port Authority of

Singapore (MPA), Pacific

International Lines (PIL) and

the MRC. Her research inter-

ests include a wide range of

quantitative and conceptual

transportation management

issues. Jing’s main focus is

on management of and

modeling for supply chains,

shipping, ports and other

The inaugural class in the College of Business’ PhD in Business and Technology pro-gram is diverse in its work experi-ence, educational background, and nationality.

DavidCorrell

Jing Dai

PhDProgram Welcomes

Inaugural Class


related areas. Jing already

has a number of publications

in logistics-related journals.

Jing will specialize in supply

chain management.

Youngsu Lee received

his bachelor of business

administration from Yonsei

University in Korea in 1999.

He continued graduate

study at Yonsei, focusing

on information systems and

e-commerce. After finishing

his master of business admin-

istration in 2001, he worked for

one year as a researcher for a

global electronics company,

and then seven years as a

telecom industry analyst for

an economic research and

Andy Luse earned his PhD in

human computer interaction

and computer engineering

with a minor in computer

science at Iowa State

University in spring of

2009. He is also pursuing

his MBA with a concentration

in information systems.

Luse’s research interests

are in computer and network

systems security and design,

visualization tools for com-

puter and network security

system and interface design

and usability.

Luse has worked with

faculty members Brian

Mennecke, Kevin Scheibe,

and Anthony Townsend in

the College of Business’

consulting firm in Seoul, South

Korea. As an analyst and con-

sultant, he has worked on a

number of topics, including

market and industry forecast-

ing, market analysis and

strategy, competitive

benchmarking, market

entry models, and mergers

and acquisitions. He also

has experience with the

traditional form of customer

and marketing research.

Lee will specialize in

management of information

technology and has research

interests in roles of IT

in management and

commonly IT-enabled

systems such as e-commerce

and telecom systems.

management information

systems department on

research and grants. He

has been involved with

radio frequency identification

technology, user interface

design, as well as novel

teaching methods.

Kelly Moore is a native of

Ankeny, Iowa, and attended

the University of Iowa, earning

dual undergraduate degrees,

a bachelor of business

administration in finance and

bachelor of arts in journalism

and mass communication.

She worked for the Iowa

Sports Marketing Department

during her undergraduate

tenure. Upon graduation,

The spring 2008 Prospectus described in great detail

the process involved to gain approval for the program, the

meaning of such a program to a business college, and how

the administration of a PhD program works. Since then,

It is a milestone, years in the making. This fall the College of Business finally welcomed its inaugural class of eight students into its new PhD in Business and Technology program. The PhD program is a landmark event that makes the College of Business a truly comprehensive business school.

YoungsuLee

Andy Luse

KellyMoore

PhDProgram College of Business faculty and staff have been recruiting

relentlessly in search of some of tomorrow’s finest researchers

and educators to comprise the inaugural class.

Although the new PhD program emphasizes technology,

the initial groundwork of the student recruitment process

was decidedly low-tech. PhD Program Director Sridhar

Ramaswami and assistant Deborah Martinez made contacts

with universities throughout the globe—often through phone

calls at odd hours to accommodate time differences—all with

the goal of raising awareness of the program and making contact

with prospective PhD candidates.

They also connected with many other academic departments

in other colleges at Iowa State, meeting with deans, faculty, and

staff to raise awareness of the program on campus.


she moved to Houston,

Texas, where she worked

as an intern for the Houston

Astros Baseball Club.

Moore began her profes-

sional career with Principal

Financial Group in 2002. She

worked there for more than

three years in marketing and

group underwriting. During

this time, she earned a mas-

ter in business administration

with a sales and marketing

emphasis from Drake

University in Des Moines.

For the past year, Moore

worked as a measurement

analyst for the performance

marketing company, ITA

Group in West Des Moines.

ITA Group operates sales

incentive and employee

recognition programs, as well

as group travel events and

meetings. Her duties included

defining performance metrics

and managing financial data

for its accounts and prospec-

tive clients. She was also

responsible for managing and

executing ITA’s assessment

process, including promo-

tional and training materials.

She will specialize in

customer management.

Bhavana Padakala is from

Hyderabad, India, where she

completed her bachelor’s in

industrial engineering. She

went on to earn a master in

industrial engineering from

Iowa State University.

Padakala is interested in

research issues related to the

management of operations

and supply chain in both

manufacturing and service

environments. She would like

to do research in optimization

and inventory management,

scheduling and controlling

productions and process

operations. She has worked

for Monsanto in logistics

and supply chain positions.

Padakala enjoys participating

in the activities of various

student organizations with an

emphasis on event planning.

She will be specializing in

supply chain management.

Lishan Su earned her

bachelor of science degree in

mechanical engineering from

Fuzhou University in China

and her master of science in

Ramaswami and John Wong, associate professor of marketing,

also made international visits to universities in Asia, making

presentations about the program to faculty and students.

The program’s Web site (www.business.iastate.edu/phd) gives

prospective students thorough details about the curriculum,

journalism and mass commu-

nications from Iowa State

University. While earning her

master’s, she also completed

a minor in statistics in 2008.

Su will specialize in customer

management and is interested

in consumer research. She

has completed a study on the

impact of mass media cover-

age on consumer sentiment

using time series analysis.

Su is also interested in

the usage of new communi-

cation technologies by firms

for managing their custom-

ers. As a former business

journalist from Shanghai, she

has a passion for the media

industry and is interested in

researching issues related

to media management. ■

application process, and financial aid. Once students apply,

their applications and GMAT or GRE scores are reviewed,

and qualified candidates are invited to campus or, if the

distance prohibits a visit, Ramaswami arranges a phone

interview. He aims to find students who are the right fit

for the program and who would match up well with a

current faculty member, who would serve as a mentor.

Once the College of Business PhD committee approves

a student’s application, and the student accepts the offer,

the college works with the student to make any necessary

arrangements, which may include housing, travel, and

working through visa issues.

From there, the journey to a PhD in Business and

Technology begins. ■

BhavanaPadakala

LishanSu

The College of Business made contacts with universities throughout the globe to raise awareness of the program and make contact with prospective PhD candidates.


Minds

In their home on a tree-lined

street near the Iowa State Center,

Mary Voorhees pages through her late

husband’s memoir, written not for pub-

lication but, in his words, “to set down

some memories that might be of interest

to our family and reflect information

that otherwise could die with me.”

The memoir reflects the man:

straightforward and utterly lacking

affectation, the life of an ordinary man

who, like so many of his generation,

did extraordinary things, despite his

desire to live simply as an Iowa farmer.

Mary Voorhees turns from the volume

An Appreciation of Dale Voorhees&Hearts

He piloted 55 missions in World War II without losing a man to injury or death, so he never won the Purple Heart.

He mentored hundreds of students, published dozens of papers, and became a full professor at a leading university— but he never earned a PhD.

to share something her husband would

probably have kept to himself.

“No one ever got the Purple Heart

on a mission with him,” she reminds.

“So every time a colonel or general

came to do their mandatory run, they

wanted to fly with Voorhees.”

A S E A R I N G M E M O RY

Roy Dale Voorhees was born near

his parents’ southeastern Iowa farm on

March 21, 1921. His father raised corn

and oats, as well as hogs, cattle and

chickens, which afforded the family

a modest but secure living.

All that ended 11 years later when,

in the depths of the Great Depression,

the family lost the farm. Loading their

worldly goods onto a horse-drawn wagon

for the eight-mile journey to a rented

farmstead, the experience was burned

into the young boy’s memory.

“I looked back up that road and swore

that I’d come back and buy that farm if it

was the last thing I ever did,” Voorhees

wrote. “I felt humiliated, and I don’t

think I have ever gotten over that feeling

and have never forgotten that day.”

Voorhees’ parents struggled through

the Depression, moving several times

from one place to another. But by 1939,

they got back on their feet enough to

send their son to the University of

Iowa. On a visit home, though, he fell

in love with Mary Peck, and enrolled in

the local community college to be near

his future wife.

Yet the war would enforce a greater

separation. On December 8, 1941—

one day after Pearl Harbor—Voorhees

reported for his preinduction physical,

and soon began basic training, followed

by flight school. Married in September


1942, the young couple would enjoy

life together as he trained pilots until

May 1943, when Voorhees left for

England and the war.

A S E L F - M A D E S C H O L A R

After the war, Voorhees finished

his bachelor’s degree at Georgetown

University, then earned an MBA from

George Washington University while

assigned to the Department of

Defense in the late 1960s. The military,

however, would provide Dale Voorhees’

“PhD” program.

“Dale had no PhD,” notes Raisbeck

Endowed Dean Labh Hira. “But one thing

our military knows is logistics, and he

brought that experience to the college.”

Indeed, it was just that expertise that

in 1971 inspired Dr. William

Thompson, chair of the industrial

administration department, to turn to

the Pentagon for someone to take Iowa

State’s fledgling program to a higher

level. That a military candidate was

unlikely to have a PhD seemed, at the

time, a reasonable trade-off.

“A master’s degree allowed them to

teach back then, but they couldn’t

advance very far,” Thompson recalls,

adding: “Of course, he was an excep-

tion to that.”

Thompson’s remark is an exercise in

understatement: this unassuming, aca-

demically “uncredentialed” farmer-

turned-war hero would become a leader

in transportation and logistics, trans-

forming an academic backwater into

one of the nation’s premier programs.

By his 1991 retirement, Voorhees had

accomplished in 20 years more than

most academics could achieve in 40.

“In my military days, an enlisted per-

son who rose through the ranks to officer

was called a ‘mustang’,” recalls Charles

Handy, the college’s founding dean. “Dale

achieved much of his academic training

through ‘the college of hard knocks’ as

opposed to graduate study. I thought of

him as an academic ‘mustang’.”

T H E P L E A S U R E

O F H I S C O M PA N Y

Yet despite his professional accom-

plishments, it is for his personal gener-

osity as a teacher and colleague that

Voorhees will best be remembered. “He

was beloved by many,” Associate Dean

Kay Palan states simply.

“A true gentleman, a true scholar,

and a true friend,” adds Associate Dean

Mike Crum. “He’s already missed, and

will be missed only more in the future.”

Former dean Ben Allen, now presi-

dent of the University of Northern Iowa,

acknowledges Voorhees’ professional

accomplishments, recognized today

by the annual Voorhees Supply Chain

Conference. But the simpler pleasures

of having Voorhees as a friend and col-

league, he says, were equally important.

“We often traveled together to St.

Paul to meet with people in the barge

industry,” Allen remembers. “Dale

always arranged for us to take a

break in our travels and stop by

the Mississippi, enjoy the view of

the barges, discuss our goals for the

meetings, and enjoy some cheese,

bread freshly baked by Mary, and a

glass of good wine.

“We enjoyed each other’s company

tremendously,” he adds.

A N E N D U R I N G L E G A C Y

Dale Voorhees departed on his final

mission May 24, 2009.

A man who simply wanted to farm,

he was true to his word as a boy, and in

later years bought the farm his family

lost in the Depression. And though he

never worked the land himself, the

work he put his hand to—from fighting

for the freedom of millions to educating

a new generation—will endure as the

land endures.

He was a scholar who never earned

the PhD, yet whose learning made a last-

ing mark on the minds of his students;

an airman who never won the Purple

Heart, but whose life touched the hearts

of his family, friends, and colleagues.

Not just colonels and generals, Mary

would remind you, but these as well—

they all “wanted to fly with Voorhees.”

They all did. ■

“ Every time a colonel or general came to do their mandatory run, they wanted to fly with Voorhees.” M A RY V O O R H E E S

“ In my military days, an enlisted person who rose through the ranks to officer was called a ‘mustang.’ I thought of him as an academic ‘mustang’.” C H A R L E S H A N D Y


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Denise Essman (‘73 Industrial

Administration) is the president and CEO of Essman/Associates and Essman/Research. For the ninth consecutive year, Essman/Research has been recognized as a top-rated research focus facility by Impulse Research Corporation, an interna-tional research firm.

Bruce Hamilton (‘73 Industrial

Administration) is celebrating twenty successful years of his firm, Hamilton CPA, LLC, serving clients in Janesville, Wisconsin. Hamilton is a past director of the Iowa State University Alumni Association.

Jeanne (Payton) Eibes (’76 Industrial

Administration) is director of billing operations for CSG Systems, Inc., in Omaha, Nebraska. Eibes is also presi-dent of the Carter Lake Preservation Society, a nonprofit organization she helped establish for the purpose of preserving and restoring the Oxbow Lake, located just north of downtown Omaha. The all-volunteer organization was recognized this April by Earth Day Omaha as a “Friend of the Environment” for its five years of effort in attracting attention and government funding to improve the watershed and make the lake a better place to play.

1980s

Corey Bard (’86 Management) gradu-ated from Dominican University in River Forest, Illinois, in May 2008 with a mas-ter in library and information science. He had worked since 2000 for the

Theosophical Society in America as assistant operations manager for its publishing house, Quest Books, and then as library assistant and librarian for the Henry S. Olcott Memorial Library, also at the Theosophical Society. Prior to his master’s, he also completed a library technical assistant certificate from College of DuPage in Glen Ellyn, Illinois. He was named director of Curry Public Library in Gold Beach, Oregon, in November 2008.

Kevin Grieve (’86 Finance) is the CEO of venture-funded company Mocapay, a mobile commerce platform that pro-vides mobile marketing and payments for issuers of merchant-branded gift and loyalty cards.

1990s

Scott Brugh (‘99 Marketing) operates his own business, Arizona Elevator Solutions in Scottsdale, Arizona. He had spent eight years working for KONE, Inc., an elevator company based in the Quad Cities.

2000s

Stephanie DeVore Cruzen (‘02 LOMIS)

lives in West Des Moines, Iowa, and works for Pioneer. Prior to that, she spent six years at TMC Transportation after graduation. She married Chad Cruzen (’02 Transportation and Logistics) in 2008.

Katherine Hallenbeck (‘02 Finance and

Management Information Systems)

completed her MBA from DePaul University in Chicago, Illinois, in fall 2008.

Her coursework was focused on finance and leadership/change management.

Orion Bashkiroff (‘03 Management) has recently been hired by URS Corporation as a renewable energy project manager.

Noel Friedl (‘05 Finance) is currently living in Fremont, California, working as a banking analyst for Wells Fargo in fraud prevention.

Nick Dell (‘06 Finance) joined MetLife in West Des Moines, Iowa, and is currently an accountant and has obtained several industry designa-tions. In addition, he continues his part-time seasonal employment with Seven Oaks in Boone, Iowa, as a snowboard instructor and working with management for special events. Dell also started his own business organizing ski and snowboard events such as the Des Moines Rail Jam.

Michael Goellner (‘06 Management

Information Systems) works for UPS as a contractor through a company called TekSystems in Louisville, Kentucky. After graduation, he worked for Hy-Vee’s corporate office as a programmer analyst. In October 2008 he was married to Jeniece (Bergman) Goellner (’08 Dairy Science).

Ashlee Kvidera Ellis (‘07 Marketing) is working at the University of Minnesota Carlson School of Business as the assistant director of annual giving. In May 2009, she married Matthew Ellis (‘06 Electrical Engineering).

Abdulaziz Alsaffar (‘08 Management

Information Systems) is a business analyst at the National Bank of Kuwait. He is a member of the team that manages the largest consumer credit portfolio in Kuwait, representing

over 50 percent of its market share. ■

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CLASS NOTES

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The College of Business will honor four Iowa State alumni at

this fall’s Homecoming Awards

on October 16. Two will receivethe Citation of Achievement Award, which honors

distinguished alumni who have demonstrated

outstanding achievement in life beyond the campus.

One will receive the John D. DeVries Service Award,

recognizing an individual who has demonstrated

outstanding service to the college.

This year, the College of Business established

the Russ and Ann Gerdin Award, given to valuable

corporate partners or successful individuals who

are not College of Business graduates. The Gerdins,

neither of which attended Iowa State, made a

$10 million lead gift in 1998 that helped build

the Gerdin Business Building.

C I TAT I O N O F A C H I E V E M E N T H O N O R E E S

Donna Johnson Fuller, CPA (‘68 Industrial Administration) is the retired

chief financial officer at Pacific

Gas & Electric Co. in San Francisco,

California. She was the only female

accounting student in her class at Iowa State,

and in 1980 became the first woman ever to be

promoted to manager at Pacific. Fuller retired

in 1993 and is also a longtime exhibitor, breeder,

and judge of pedigreed cats. She has taken home

numerous awards and served as a judge of cat

shows around the world.

Craig E. Hansen (‘80 Industrial Administration) is a senior vice

president and treasurer with Holmes

Murphy & Associates, an independent

risk management and insurance

brokerage firm in West Des Moines, Iowa, insuring

major construction clients. Hansen works with fac-

ulty in the College of Engineering and visits campus

annually to speak to freshmen engineering students.

He and his wife, Judith Ralston-Hansen (’80

Sociology), are also philanthropic supporters, includ-

ing a recent estate gift to endow two scholarships.

R U S S A N D A N N G E R D I N A W A R D H O N O R E E

William A. Goodwin (‘59 Industrial Engineering) is president of Cerro

Gordo Land Co. in Des Moines, Iowa.

He is a longtime member of the Dean’s

Advisory Council and with his wife,

Elizabeth, provided philanthropic support to create

two faculty fellowships. Both are impressive

commitments for someone who graduated from

a different college at Iowa State. Goodwin also

earned an MBA from Stanford University in 1965

and spent many years as a U.S. Naval officer.

J O H N D . D E V R I E S S E R V I C E A W A R D H O N O R E E

James Frein (’67 Industrial Administration) is the retired vice

chairman of the board of Hutchinson,

Shockey, Erley, and Co., a law firm in

Vail, Colorado. He is a member of the

Dean’s Advisory Council, and he and his wife Ann

(’66 Mathematics) serve on the College of Business

Campaign Iowa State Development Committee.

They are also the benefactors of the Harry L. Shadle

Endowed Scholarship and the Harry L. Shadle

Faculty Development Fund, named for a faculty

member who impacted Frein. He also earned an

MBA from Loyola University Chicago in 1971. ■

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Andrew Hensen (’96 Marketing) and his wife Kari (’96 Sociology, ’98 MS Higher Ed, ’05 PhD Ed Leadership and Pol Studs) are recipients of the 2009 Outstanding Young Alumni Award, given by the ISU Alumni Association to recognize alumni age 40 and under who have excelled in their professions and provided service to their communities. Hensen is an asso-ciate vice president and financial consultant with RBC Wealth Management in Clive, Iowa.



New Faculty and StaffJames Brown,

assistant professor of finance. Brown earned his PhD in economics from Washington

University in St. Louis, Missouri, and was formerly an assistant professor at Montana State University in Bozeman, Montana.

David Cantor, assistant professor of supply chain management and information sys-tems. He received his

PhD from the University of Maryland at College Park. Cantor’s research interests are focused on supply chain management and information systems.

Terry Childers, Dean’s Chair in Marketing and professor of market-ing. Childers was previously the Gatton

Endowed Chair in Electronic Marketing in the Gatton College of Business and Economics at the University of Kentucky. He was also the director of Gatton’s Von Allmen Center for E Commerce and director of the Advertising and Interactive Marketing (AIM) Research Laboratory. Prior to the University of Kentucky, Childers was a professor of marketing at the University of Minnesota. Childers has a PhD in marketing from the University of Wisconsin-Madison.

Samantha Cross,

assistant professor of management. Cross earned her PhD in management from the

University of California. Her research interests include the impact of diver-sity on decision-making, consumption and innovation, with a focus on cultur-ally diverse households and immigrant consumer behavior.

Jessica Haskins,

undergraduate aca-demic adviser. She is a first-year master of science student in the

educational leadership and policy stu-dents program in the College of Human Sciences, focusing on student affairs. Haskins earned her bachelor of science from Florida State University.

Qing Hu, department chair of logistics, operations, and man-agement information systems and professor

of management information systems. Hu was previously the chair of the department of information technology and operations management and a professor of information systems at Florida Atlantic University in Boca Raton, Florida. He earned his PhD in computer information systems from the University of Miami, Florida.

Brandon Kennedy,

undergraduate aca-demic adviser. He is earning a concurrent degree with a BS in

mechanical engineering and an MBA. Kennedy interned in supply chain management at John Deere Power Systems in summer 2009.

Jon Perkins, assistant professor of account-ing. He previously taught at Florida State University and the

University of Illinois Urbana-Champaign. Perkins earned his JD from the University of Missouri in 1995 and his PhD in accountancy from the University of Illinois at Urbana-Champaign in 2003.

Nate Pettitt, under-graduate academic adviser. He is a full-time MBA student at Iowa State. He earned

his bachelor’s degree with a double major in accounting and finance at Colorado State University.

Katie Raymon, (’07 Art and Design), graphic designer. Katie was previously employed with Yellowbook as its

e-learning specialist.

Valentina Salotti,

assistant professor of finance. Salotti earned her PhD in finance from the University of

Bologna, Italy. She started as a visiting scholar and lecturer in finance in the College of Business.

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Sarah Van Vark,

career coordinator. Van Vark was previ-ously employed with ING as a staffing con-

sultant. She earned her BA in busi-ness management and human resources from Central College in Pella, Iowa, in 2002.

Qian Wang, assistant professor of account-ing. Wang received her PhD in accounting at University of Kansas

in 2009, where she received the Best Doctoral Dissertation Award. She

earned her bachelor’s and master’s degrees from Wuhan University.

Kevin Watson, assis-tant professor of oper-ations management. He earned his PhD in operations manage-

ment from the University of Georgia. Watson has published a number of articles in leading academic journals and has worked on research projects sponsored by the U.S. Navy, NASA, and the Veterans Administration.

Robert White, assistant professor of management. White earned his PhD

from the W.P. Carey School of Business at Arizona State University. He is a member of the

Academy of Management and the Strategic Management Society.

Sarah Wilson (‘04 Family and Consumer Sciences Education, ‘06 M.Ed) classification officer. Wilson was

previously an academic professional adviser at South Central Community

College in Mankato, Minnesota. ■

The Iowa Small Business Development

Centers were presented with the District Director’s Award for Outstanding Contributions to Disaster Recovery in Iowa by the Des Moines district of the U.S. Small Business Administration at a conference in May. The centers’ efforts, chronicled in the spring 2009 Prospectus, helped hundreds of businesses through the recovery process from the 2008 tornadoes and floods that struck Iowa.

Scott Elston was selected to serve as the full-time coordinator for a new introduction to business course,

which is the first course that pre- business students take in the College of Business. The revised course will be launched in spring 2010. Elston will be responsible for the content and teaching of the course.

Diane Janvrin received promotion to associate professor with tenure in the department of accounting.

Kay Palan, associate dean for undergraduate programs and associ-ate professor of market-ing, was awarded the

Louis Thompson Distinguished Undergraduate Teacher Award at the 2008-2009 University Awards.

Mark Peterson has been elected to a two-year term on the board of directors of MBA Career Services

Council, the global professional associ-ation for MBA career services and cor-porate recruitment professionals. The organization also manages the employ-ment statistics reporting standards used by the major MBA program rank-ing organizations and media.

Kevin Scheibe

received promotion to associate professor with tenure in the department of logis-

tics, operations and management information systems.

Howard Van Auken, Bob and Kay Smith Fellow in Entrepreneurship was named a University

Professor of management. He was also awarded the Louis Thompson Distinguished Undergraduate Teacher Award at the 2008-2009 University Awards.

The 2009 Annual College of Business

Faculty and Staff Awards Ceremony

was held in April. Honorees included:

Ann Coppernoll, director of under-graduate programs. P&S Student Impact Award.

Stephen Kim, Dean’s Faculty Fellowship in Marketing and associate professor of marketing. Senior Faculty Research Award.

Russ Laczniak, Heggen Faculty Fellow in Marketing and professor of marketing. Senior Faculty Teaching Award.

Burt Porter, assistant professor of finance. Junior Faculty Teaching Award.

Tammy Stegman, career coordinator. P&S Superior Service Award.

Amrit Tiwana, Union Pacific Professorship in Information Systems and associate professor of manage-ment information systems. Junior Faculty Research Award.

Pat Wagaman, secretary, department of accounting. Merit Superior

Service Award. ■

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F A C U LT Y A N D S TA F F H O N O R S


As I travel the country visiting with our donors, it goes with-

out saying that the uncertain

economy is a major concern for everyone. But through this uncertainty, there is

one constant: their unwavering commitment

and passion for Iowa State University.

Donors contributed over $127 million to

Iowa State in the 2008-2009 academic year,

which represents the third best fundraising

year in the university’s history. The College of

Business raised more than $7 million in donor

contributions. It truly is humbling to see the

dedication of our donors, ensuring that the

educational opportunities for our students

are not sacrificed to a tough economy.

In the last Prospectus, I provided information

on charitable gift annuities, an increasingly

popular way donors are supporting charities

while receiving personal income over a lifetime.

In the third of a four-part series, I am going to

discuss how donors are supporting the College

of Business through gifts of real estate.

Through the Iowa State University

Foundation, the College of Business can benefit

when a donor wishes to make a gift of real estate:

a primary home, vacation home, farm, a building

which once housed a business, or other property.

The ISU Foundation generally sells the real estate

as quickly as possible so that our students and

faculty can benefit immediately from this gift.

Some donors have used real estate to fund a

Charitable Remainder Unitrust at the ISU

Foundation with a remainder beneficiary

designation to support the College of Business.

For information on making a gift of real estate,

I recommend a brochure titled, “Gifts of Real

Estate: Unlocking the Financial Benefits.” To

receive your complimentary copy

from the ISU Foundation, please call

800 621-8515 or simply return the

reply card on the inside back cover

of this magazine.

John (’56 Industrial admin-

istration) and Ruth (’56 Family

and Consumer Sciences) Sherman of Onalaska,

Wisconsin, recently made a provision in their

estate plans to support the university with a

retained real estate gift. As part of the gift, the

Shermans will maintain ownership of their winter

home in Arizona, and upon their passing it will

then be sold by the ISU Foundation to support

student scholarships in the College of Business.

The Shermans are very proud of their ISU experi-

ences and look forward to one day supporting

business students who may have career interests

in manufacturing management and are succeeding

academically at Iowa State.

“Iowa State University means so much to Ruth

and I, and this gift is the least that we can do to

say thank you,” John said. “We hope that this gift

will allow future business students to receive an

outstanding business education at Iowa State.”

A real estate gift is a wonderful way to support the

college during Campaign Iowa State. I hope that you

consider this type of asset or other

gifting opportunities as you fulfill

your philanthropic dreams. Thank

you to the Shermans and the hun-

dreds of other donors who have

supported the campaign to date. ■

Jeremy Galvin is the senior director

of development for the College of

Business. He can be reached toll free

at 866 419-6768 or by e-mail at

[email protected].

Making a Gift Through Real Estate

John and Ruth

Sherman recently

made a provi-

sion in their

estate plans for

a retained real

estate gift.

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Annual Support for the College of BusinessThe College of Business would like to thank our treasured alumni, friends,

and corporate and foundation partners

for their cash contributions during the academic year beginning July 1, 2008, and ending June 30,

2009. Their contributions demonstrate a commitment to

ensuring that our students and faculty have the resources

to grow in an increasingly competitive marketplace.

Many additional donors have supported the College of

Business during 2008-2009 and requested confidentiality for

their gifts. Those gifts are not listed here. If you prefer your

name not be published, please contact the ISU Foundation

Alumni Records department at 515 294-4656 or

[email protected].

For more information on how you or your company

can support the College of Business, contact Jeremy Galvin,

senior director of development, at 866 419-6768 or

[email protected].

$ 1 , 0 0 0 , 0 0 0 A N D A B O V EDavid and Ellen Raisbeck

$ 2 5 0 , 0 0 0 - $ 9 9 9 , 9 9 9Russell and Ann GerdinJohn and Mary Pappajohn

$ 1 0 0 , 0 0 0 - $ 2 4 9 , 9 9 9Kelley and Joan Bergstrom C. Dean and Sandra Carlson Mark and Terri Walker

$ 5 0 , 0 0 0 - $ 9 9 , 9 9 9Robert CoxWilliam and Elizabeth Goodwin Richard and Carol Jurgens John and Connie Stafford

$ 2 5 , 0 0 0 - $ 4 9 , 9 9 9David and Margaret Drury David and Deb Kingland Gerald and Margaret Pint

Stephen and Rebecca Smith William Varner

$ 1 0 , 0 0 0 - $ 2 4 , 9 9 9Miles and Catherine BarkerJerald and Cindy Dittmer Ralph and Jean Eucher Mark and Pamela Fisher William Kalm and Raedene Keeton-Kalm Timothy and Karen O’Donovan Smith Family Foundation Robert and Virginia StaffordJill Wagner

$ 5 , 0 0 0 - $ 9 , 9 9 9Gregory and Terri Churchill G. Steven and Phyllis Dapper B. Michael and Marcia Doran Joseph and Diana Elwell James and Ann Frein Dan and Joan Houston

John and Rebecca Hsu J. Scott Johnson and Julia Lawler-Johnson Madolyn Johnson Roger Murphy Suku and Mary Radia Susan and Al Ravenscroft Tom and Ann Rice Randal Richardson Steven and Rose Ann Schuler Troy Senter Karen Terpstra James Victor Donald and Patricia Wolfe

$ 2 , 5 0 0 - $ 4 , 9 9 9James Auen Keith and Sheri Bandle Mark and Julie Blake Michael Bootsma Marvin and Vicki Bouillon Jamie Constantine Nancy Dittmer John and Wendy Duston Denise Essman William and Gloria Galloway Charles Handy Cara and Kurt Heiden Lorene Hoover James and Virginia Owens Christopher and Sondra Paskach Robert Probasco Frank and Juliane Ross Duane and Alpha Sandage

$ 1 0 0 0 - $ 2 , 4 9 9Gail and Janeen Boliver Winton and Gail Boyd Mary Butkus Frederick and Veronica Dark John and Ruth DeVries David and Kathleen Ecklund Jan Feller David and Cynthia Finch Beth Ford Peter and Luann Gilman George and Pauline Grovert David and Nancy Halfpap John and Joanna Hamilton

Dermot and Caroline Hayes Thomas and Ellen Howe Michael and Deanna Hummel Daniel and Sharon Krieger Gregory and Joyce Kveton Bruce and Julie Lambert Eugene and Janet Larson Craig and Beth Marrs Robert and Judith McLaughlin John Mertes Mark and Laurie Miller Thomas Mueller and Sheryl Sunderman Thomas and Janet Nugent Craig and Virginia Petermeier Brian and Patti Plath Joanne Reeves Brenda Richmann Larry Scott Javier Seymore Daniel and Jill Stevenson Mark Stoering and Deanna Elliott-Stoering Gary and Susan Streit John and Jennifer Streit Robert and Jane Sturgeon Scott Taylor Kenneth and Janet Thome Scott and Judith Wilgenbusch Kimberlee Wright Eric Zarnikow

$ 5 0 0 - $ 9 9 9William and Susan Adams Eric Almquist Lynn and Diane Anderson Scott and Kathryn Anderson Roger and Janet Arnold Belinda Bathie Keith and Amy Bruening Edwin and Diane Bruere Douglas and Joan Carlson Michael and Mary Ann Carlson Richard Carlson Frank and Kathy Comito John and Katie Culliton Ajay and Priya Desai Antonio and Lisa Dias

S U P P O R T F R O M A L U M N I A N D F R I E N D S

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Howard and Dee Dicke David and Jane Dirks Paul and Joyce Dostart Joel and Kristie Elmquist Don and Linabelle Finnegan Alexandra Goddard Winifred Guthrie Craig and Cheryl Hart Bob and Janet Jennings Brian and Lynette Jennings Calvin and Christine Johnson Sheryl Johnson Lawrence and Carole Kerr Hubert and Judith Lattan Jon and Sharyl Leinen Joel and Karen Longtin Randal Miller Michael and Beverly Moeller Thomas Mumford Gloria Ohlendorf Erik and Deborah Oiler Gary and Trudy Peterson Dave and Robyn Reuter David Safris Raymond and Mary Scheve Cameron and Cassie Schmitt Allen Schrad Neil Schraeder and Ruth Ward-Schraeder Michael Shepherd Mark and Rachel Siegel Bruce and Dana Snethen Kevin and Gabrielle Steffensmeier Brian and Marcy Streich Valerie Vasquez Jonathan and Gail Ware William and Melinda Watt Greg and Amy Whittemore

$ 2 5 0 - $ 4 9 9David and Susan Bolte Keith and Larabeth Bader Gary Brandt Jeffrey and Judith Brower Thomas and Jill Catus John and Lori Chesser James and Jane Corkery Jeffrey and Elizabeth Cosner Christina Davis Robert Donahue

Nancy Dop Michael Drake Jeffrey and Jane Eagan Geoffrey and Maureen Eastburn Kenneth and Laurie Eastman Louis and Lois Glover Marvin and Crystal Gordon Christine Grisham Loren and Linda Gustafson John and Nancy Halleland Patrick and Debra Hammes Jay and Kim Hardeman Gregory Harper Chris and Lori Harvey Jeffrey and Cynthia Heemstra G. Stephen Holaday Blake Howard Douglas Irwin Carol Jensen Gregory and Sharon Kaczmarek Constance Krelle Venkat Krishnan Russ and Kathleen Laczniak Chris and Teresa Lapinskie Jeffery and Sheila Lara Paul and M. Ann Larson Michael and Connie Maloney Marsha McCall Edward Meissner Barbara Miller Michael and Beth Mohar John and Mindy Nelson Michael Nickey Robert Nurre Eric and Pamela Olson Richard and Marilyn Patterson Paul Pence and Gaye Gipson Gregory and Haydee Penn Janet Quick John and Kathleen Ransom Bruce and Luann Rickert Shawn and Christine Rourick Naomi Sage James and Julie Schnoebelen Warren and Jennifer Schultz Carol Scott Ralph Scott James and Julie Snyder Larry Sporrer

$ 1 0 0 - $ 2 4 9Steven AhlersClinton Allen Linda Armbruster James and Gwendolyn Arndorfer Rick and Sonia Arnold Keith and Denise Axtell George Ayres Jerald Ball Rick Barnes and Pamela Kopriva-Barnes James and Betty Barney Walter and Heidi Baskin Russell and Paula Beecher Wayne and Merita Bergstrom Joel and Kyla Berkland Matthew Berry Peggy Bieber Nicholas and Krisha Birdsall Lee and Deborah Boege Karen Boriskey Roger Bower Allan and F. Joy Boyken James Breitenkamp Branigha Brewer Barbara Brooks Larry and Marcia Brown Matthew and Melinda Brown Richard and Mildred Brown Alan Brown Richard Brus Jeffrey Bunkofske Brian and Susan Carstens Keith Carter Richard and Elizabeth Carter Barry and Daria Chesnut Charles Clayton Sherri Coffelt Evron Colhoun Ronald and Pam Collison Gregory and Jeanette Corum Darrin and Margaret Coy Bryan and Lisa Cusworth John and Barbara Dalhoff Charles and Betty Dalton Duane Dawson David and Amy De Jong Michael and Jill DeLio Chad and Andrea Diaz Joseph Dillavou

Joel Dodgen Stephen and Laura Doerfler Marsha Dorhout Joseph and Angela DuBois Michael Egan Allen and Julie Eilers Todd and Kelly Elliott Jim and Lisa Engstrom David Evans Craig and Deborah Fear Dustin and Elizabeth Ferreira Larry and Jackie Fie Christopher and Angela Fisher Dennis and Kristen Flieder Laura Fredrickson Thomas and Jenny Gallagher Jennifer Garrels Samara Garton Peter and Marian Gehrls Michael and Eden Gens Tracy Gerlach Elizabeth Gildea David and Nancy Gion Vincent and Lynn Gitch Ryan Glanzer Michael and Angela Glasgow Patrick and Jennifer Glover Gary and Sharon Godbersen Rhonda Golden Larry and Mary Grant Paul and Gina Greene William and Lisa Gregerson Jeffery and Tracy Hadden Richard Hansen Robert Hanser Scott and Karole Hanson Ryan Harnack David and Kay Harpole Jeff and Kristan Hartsook Christopher Hassebroek Jeff Hawkins Owen Hayes Richard and Karyl Hayes Tamara Hegel Thomas and Lisa Hemesath Jay and Kathleen Hempe Randall and Annette Hendrickson Terry and Gwen Henricksen Steven and Melinda Heutinck Stephanie Hilbert



Annual Support for the College of Business/continuedQuinn and Katy Hildman David and Barbara Hiserodt John Hofmeyer Ted and Eleanor Hollander Chris and Beth Homeister Allen Horn Douglas and Angela Houlahan Gayle Huck Richard and Denise Hucka Paul and Nancy Jacobsen Elwood and Susan Johnson Neil and Judith Johnson David and Meghan Jones Ryan and Pamela Jones James Jorgensen Kevin and Mary Jo Judd Korlin Kazimour Karen Kesl Susan Kesting Gary and Maurene Kleven

Barry and Nancy Knudsen James Koopman Robert Kossow Douglas and Cynthia Krage Michael and Suzette Kragenbrink Michael and Angela Krieger John and Christina Kronkaitis Mark Kuchel Curtis and Patricia Lack Scott and Theresa Lage Louis Lam and Daisy Tang William and Mary Lanphere Perry and Mary Laures Robert Lavender Jon and Shirley Leinen Valdean and Lois Lembke Ann Leonard Tracy Lewis Robert and Mildred Long Chris Lonowski

Kit-Weng Loo and Li Soo Brad Lorenger Tom and Nancy Macklin Walter Maehr F. Dennis and Jeannie Malatesta John Manternach Dale and Linda Martin James and Jean Martin John Martinez Richard and Mary Masching Latoya Massonburg Todd May Gary and Peggy McConnell Stephen McElhiney Douglas McKechnie Matt and Sherri McKenna Brent McVay John and Romona Meneough Jeffery and Lisa Merry Brian and Diane Messer

Theodore Meyers Michael and Barb Mickelson Amy Miller Robert Millett David and Angela Moench Diane Moore Jeffrey Moyers Marc and Angela Nabbefeldt Brian Nelson Christopher and Wendy Nelson Mark and Catherine Nelson Robert and Sheila Nelson Scott and Brenda Niblo Matthew Nimmer Thomas and Judith Noden Robert Ogg Joseph Ogrin Nancy O’Hallen David Olson Jim Olson

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On April 24, 2009, the College of Business dedicated the David

and Deb Kingland Logistics,

Operations, and Management Information Systems Suite in the Gerdin Business

Building, in honor of the Kinglands’ naming gift.

David is a 1980 industrial administration

graduate and the president and chief executive

officer of Kingland Systems, a technology ser-

vices and outsourcing firm based in Clear Lake,

Iowa, with facilities in Ames and Lake Mills.

He founded the firm in 1992 to help national

banks enter the retail brokerage business by

providing compliance and trading systems to

support geographically dispersed operations.

His career began in the brokerage business with

Edward Jones and Company. Eventually he

founded Kingland Capital, which pioneered

the bank-based full service retail brokerage

business model.

“As an alumnus of our program, we are

very proud of David’s success,” said Labh Hira,

Raisbeck Endowed Dean. Kingland Systems has

been a great friend to Iowa State and likewise, the

Kinglands have been great friends of our college.”

Kingland is a longtime supporter of Iowa State

University and is heavily involved with the

College of Business and ISU Pappajohn Center

for Entrepreneurship.

Deb is also a 1980 graduate with a degree

in child development. She works at Kingland

Systems as an administrative assistant. The

Kinglands live in Clear Lake. ■

Kinglands Name LOMIS Suite

DAVID KINGLAND

S U P P O R T F R O M C O R P O R AT I O N S A N D F O U N D AT I O N S


Mark Olthoff Jeff and Debra Oltmann Karen Otto Renee Otto Jeffrey and Cynthia Pattison Curtis Peerenboom Scott Pfeifer James and Renee Phelps Alice Pollard Carolyn PortnerRobert and Christine Prell Nathaniel and Aminta Price Phillip and Andrea Price Anthony and Wanda Przymus Al and Janet Quattrocchi Douglas and Tina Ragaller Paul and Janet Rath Matt and Andrea Reynolds Robert and Elisabeth Reynoldson R. Michael Riddle Davin Roberts Allan and Diane Roderick Jeffrey and Bonnie Roe Margot Rogers Jeffrey Roskam Carl Russell Jennifer Santelli George and Marcia Schaller Jeffery and Malinda Schirm Joseph and Maggie Schnepf William and Darlene Schwickerath Gerald and Rosemary Sewick Larry and Dorothy Shima Karen Shimp Tim and Kimberly Sieck Warren and Susan Simons Robert and Shawn Simonsen Daniel and Rose Marie Smith Ross and Lisa Smith Tongtong Song and Liangping Yu Michael and Julia Sorden Mark Sorenson Scott Soth Thomas Stahl Ernest and Pauline Stark Steve and Pamela Stark Neal Steffenson Lon and Jodi Steger William and Marcia Steil Mark Steward

$ 5 0 0 , 0 0 0 A N D A B O V EAEGON

$ 5 0 , 0 0 0 - $ 9 9 , 9 9 9Caterpillar FoundationGeneral Mills FoundationTransamerica Life Insurance Union Pacific Wells Fargo

$ 1 0 , 0 0 0 - $ 2 4 , 9 9 9BoeingJacobson CompaniesPioneer Hi-BredPrincipal Financial Group FoundationJohn Deere Foundation

$ 5 , 0 0 0 - $ 9 , 9 9 9Deloitte FoundationRockwell CollinsTyco Electronics

$ 2 , 5 0 0 - $ 4 , 9 9 9CargillKPMG FoundationNorthwestern Mutual Foundation

$ 1 , 0 0 0 - $ 2 , 4 9 9Accenture Foundation Auto-Owners CorporationBarr-Nunn TransportationCerner CorporationExxonMobil FoundationFederated Insurance CompanyFirst National Bank AmesH & R Block FoundationHSBC North AmericaInternational Flavors & Fragrances Maverick Software ConsultingSevde Self StorageWachovia FoundationXcel Energy

$ 5 0 0 - $ 9 9 9Capital Group Companies Charitable FoundationCDS GlobalMeredith Corp FoundationMerrill Lynch Oklahoma Gas & Electric CompanyTCF FoundationWellmark Blue Cross & Blue Shield

$ 2 5 0 - $ 4 9 9A & B FoundationAlcoa FoundationAon CorporationGraingerLadue Family DentalPepsico Foundation SC Johnson Fund VerizonWalt Disney Company Foundation

$ 1 0 0 - $ 2 4 9Anheuser Busch FoundationAviva Charitable FoundationColhoun & Thompson Agency Eli Lilly and Company FoundationFBL Financial Group General Electric FundIBM CorporationMidAmerican Energy FoundationNRG EnergyOracle CorporationRick Barnes Insurance AgencyRaytheon CompanySprint FoundationU.S. Bancorp FoundationWhirlpool Foundation ■

Samuel and Margaret Strotman Cristina Strudthoff Jeffrey Symons Martin and Susan Tendler Joel and Adrienne Tetreault William and Carol Thatcher Brian Thelen Lawrence Thompson Virginia Thompson James Thoreen Steven and Susan Tollefson Edward and Marcia Trainor Jason and Danielle Trumbauer Richard Van Allen Drew and Jean Vogel Jason and Jill Vote Suzanne Waller Daniel and Janice Walter Matthew and Jennifer Weber Russell Weeden Connie Weems-Scott Richard and Sandy Wellman Daniel and Carol Werner Michael and Shara Wessel Richard West Robert and Cynthia Wetherbee Thomas and Lisa Whitten David Willis Darren Wilson and Cheryl McNeill Steven Wilson Tom Wilson Larry and Christy Wirth Charles and Patricia Wise James and Sarah Woerdeman Michael Woods Darrell and Lianne Wright Lynn Yates

step in developing a quality, high-demand

undergraduate program.

At the graduate level, the school inherited

an MS in business administrative sciences. As

a means of further development, the framework

of a master of business administration was

structured in 1983. After approval by the

Board of Regents, the program became a

reality in 1985.

In addition to curriculum growth, the school

brought about an increase in both student body

size and the number of tenure-track faculty. In

1982 an outside consultant, Dean Clifford

Larson of the University of Wisconsin-Oshkosh,

conducted a review of the school’s movement

toward improved education status. His report

read, “It appears to this reviewer that the under-

graduate program of Iowa State University School

of Business Administration is in an advanced

stage of readiness for accreditation.”

Of course, to achieve that goal the school

had to be a freestanding academic unit. At that

time we were part of the College of Sciences

and Humanities.

Associate Director August Ralston was

assigned the task of writing a report requesting

elevation of the school to a freestanding college.

Submission of the completed report took place

during the later part of 1983. It was approved by

the Board of Regents on August 19, 1983, with

an effective change date of July 1, 1984.

To gain growth and maturity our business

program needed the experiences of 1978 to

1984. As I look back, I’m very appreciative of

my ’78 meeting with Dean Russell. Inspired by

a line from Shakespeare’s Hamlet, I’ll close with

the following thought: “The school is the route

wherein our college came about.” ■

From the Desk of Founding Dean Charles HandyDR

. C

HA

RL

ES

HA

ND

Y

“ Such an institu-

tion was my goal

and that of many

others on the

school faculty.”

Assuming you have read

the previous pages of this

Prospectus, you are now aware

of the college’s 25th anniversary.I am proud to have been a part of our birthday

in 1984. I am also proud of our program’s

accomplishments during the six years prior.

They might well be called the conception and

gestation period of the college.

During the 1978-79 academic year the

Department of Industrial Administration’s five

area coordinators and I developed a 45-page

document entitled “Report of the Industrial

Administration Long-Range Planning Committee.”

Included was a recommendation to convert the

department to a professionally recognized school.

The idea was the result of a conversation I had

with our dean, Dr. Wallace Russell of the College

of Sciences and Humanities (Liberal Arts and

Sciences). On September 1, 1980, the school

was established.

On the evening of March 28, 1981, we

gathered to celebrate our movement to school

status. The evening featured presentations by

Dr. Bill Thompson, President Robert Parks and me.

Our discussions concerned the past, present,

and future of business education at Iowa State.

The evening did have the hint of a future college,

one accredited by the American Assembly of the

Collegiate Schools of Business, but the subject

was not brought to the forefront. However, such

an institution was my goal and that of many

others on the school faculty.

Coinciding with the establishment of

the school, the undergraduate program was

restructured in 1980 by defining five majors:

accounting, finance, management, marketing,

and transportation/logistics. This was the initial

36 VOLUME 25 NUMBER 2 ■ FALL 2009 ■ WWW.BUSINESS.IASTATE.EDU

Craig A. Petermeier ’78, ChairPresident, CEOJacobson Companies

Ronald D. Banse ‘75Assistant General AuditorUnion Pacific Corporation

Kelley A. Bergstrom ‘65PresidentBergstrom Investment Management, LLC

Steve W. Bergstrom ‘79ChairmanArclight Energy Marketing

G. Steven Dapper ‘69Founder and Chairmanhawkeye | GROUP

John D. DeVries ‘59CEO, RetiredColorfx

Jerald K. Dittmer ‘80President and Executive Vice PresidentThe HON Company and HNI Corporation

David J. Drury ‘66Chairman and CEO, RetiredThe Principal Financial Group

David K. Ecklund ‘72Director, Global Supply Chain Management Executive MBA ProgramUniversity of Tennessee, Knoxville

Denise I. Essman ‘73President and CEOEssman/Associates and Essman/Research

Mark Fisher ‘76President and CEOUnited Community Bank

Beth E. Ford ‘86Executive Vice President, Head of Supply ChainInternational Flavors and Fragrances, Inc.

James F. Frein ‘67President, RetiredHutchinson, Shockey, Erley & Co

Russell GerdinChairman and CEOHeartland Express, Inc.

Peter Gilman ‘86President and Chief Executive OfficerAEGON Extraordinary Markets

Isaiah Harris, Jr. ‘74ConsultantPalm Coast, FL

Cara K. Heiden ‘78Co-PresidentWells Fargo Home Mortgage

Daniel J. Houston ‘84President, Retirement & Investor ServicesPrincipal Financial Group

Richard N. Jurgens ‘71Chairman, Chief Executive Officer, PresidentHy-Vee, Inc.

David J. Kingland ‘80President and CEOKingland Systems

Daniel L. Krieger ‘59ChairmanAmes National Corporation

Cheryl G. Krongard ‘77Partner, RetiredApollo Management, LP

Robert E. McLaughlin ‘60Senior PartnerSteptoe and Johnson, LLP

Timothy J. O’Donovan ‘68Chairman of the Board Wolverine World Wide, Inc.

David W. Raisbeck ‘71Vice Chairman, RetiredCargill, Inc.

Ann Madden RiceChief Executive OfficerUniversity of California, Davis Medical Center

Frank Ross ‘84Vice President—North America OperationsPioneer Hi-Bred International, Inc.

Steven T. Schuler ‘73Executive Vice President and Chief Financial OfficerFederal Home Loan Bank of Des Moines

Walter W. Smith ‘69CEOITWC Polyurethane

John H. Stafford ‘76Vice President, Financial Shared ServicesGeneral Mills, Inc.

Jane Sturgeon ‘85Chief Executive OfficerBarr-Nunn Transportation, Inc.

Jill A. Wagner ‘76Regional Vice PresidentFrontier Communications Solutions

Mark Walker ‘79Senior Vice PresidentC.H. Robinson Worldwide, Inc.

AdministrationLabh S. HiraRaisbeck Endowed Dean

Michael R. CrumAssociate Dean, Graduate Programs

Kay M. PalanAssociate Dean, Undergraduate Programs

Marvin L. BouillonChair, Department of AccountingChair, Department of Finance

Thomas I. ChackoChair, Department of ManagementChair, Department of Marketing

Qing HuChair, Department of Logistics, Operations, and Management Information Systems

Ronald J. AckermanDirector, Graduate Admissions

Steven T. CarterDirector, Pappajohn Center for Entrepreneurship

Ann J. Coppernoll Director, Undergraduate Programs

Mary F. EvansonDirector of Development

Jeremy D. GalvinSenior Director of Development

James M. HeckmannDirector, Small Business Development Center

Soma MitraAcademic Fiscal Officer

Mark S. PetersonDirector, Graduate Career Services

Sridhar RamaswamiDirector, PhD Program

Jennifer D. ReitanoDirector, MBA Recruitment and Marketing

Daniel J. RyanDirector, Marketing and Alumni Relations

Kathryn K. WielandDirector, Business Career Services

Dean’s Advisory Council

COLLEGE OF BUSINESS

2200 Gerdin Business Building

Ames, IA 50011-1350

NONPROFIT ORG.

U.S. POSTAGE PAID

AMES, IA

PERMIT NO. 200

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Prospectus - Fall 2009

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