The Innovation and Entrepreneurship Institute‘s 20th annual Be Your Own Boss Bowl®, where Temple University students and recent alumni live pitch their bold business ideas, happens Thursday, April 19, at Alter Hall, home of the Fox School of Business.
The 12 finalists will compete for $200,000 in prizes, which will help launch their businesses and take them to the next level. For more information, and to RSVP to the live pitch contest, click here.
In preparation for BYOBB® 2018, we spoke with several past winners and finalists to learn more about the state of their businesses back when they competed, where they are now, and what their next big move will be.
AFFINITY CONFECTIONS
Founder: Joe Green, BBA ’12
Major: Entrepreneurship
About Affinity Confections: “Affinity Confections creates pastries and desserts featuring premium natural ingredients without any artificial flavors or colors. All of our confections are created to be portion controlled and seasonally inspired to highlight seasonal flavors.”
BYOBB® 2015 prize: Third place, upper track ($5,000)
Then: “We were in the growth stage of the business, framing out additional revenue streams, but we were already profitable as a company during the pitch. We wanted the prize money to build out operations.”
Now: “We are currently in another growth phase, expanding our baking operations and creating more packaged products for retail sale. We’ve also gotten several contracts in Philadelphia, with institutions such as University Of Pennsylvania and CHOP.”
What’s next: “We’re working on building production and retail space.”
COCKTAIL CULTURE CO.
Founder: Jung Park, BBA ’16
Major: Marketing
About Cocktail Culture: “Cocktail Culture Co. offers a booking platform for immersive experience-based activities such as cocktail classes and whiskey tastings. We teach the art & craft of mixology with freshly squeezed juices, homemade syrups, and premium ingredients. Our interactive classes offer a promotional channel for liquor brands to market their products for consumer purchase and usage.”
BYOBB® 2016 prize: Third place, undergraduate track ($5,000)
Then: “We were going through the formation/ideation phase. I was still brainstorming the concept, sizing the target market, figuring out how to create value for the consumer, and how to make the idea scalable.”
Now: “We are in the middle of the validation stage. Last year, 2017, was our first real year in business! The first six months were kind of scary, but we saw all our hard work pay off after August. After August was still scary, but a different type of scary, because we were getting flooded with sales and it was definitely overwhelming for our small staff. Some other big changes and growths we had since we were in the BYOBB® ? Well, our website isn’t on GoDaddy Website Builder anymore, so that’s good! That was definitely an ugly time for us. In the beginning, when you don’t have money, resources or help in general, you’re forced to do everything yourself, even when you’re not good at it). We also got a real logo and we’re building traction on corporate sales. We’ve served major names, like Viacom, Microsoft, and ATKearney; and we’re doing an event with the National Air Traffic Controllers Association, so that’s exciting. We’ve been chasing bachelorette parties for a whole year (and some change), so we’re happy to see our hard work pay off. We have bachelorette parties all the time now and they’re almost always $500 to $1200 sales.”
What’s next: “The next step for Cocktail Culture Co. is more sales! We’re trying to figure out the maximum market potential in Philadelphia right now. Last year was proof that it’s a profitable concept. We’re getting our numbers up at our current location and figuring out if it’s a good idea to open a second location in the Philly suburbs. We’ve been talking a lot about Atlantic City in the past two months, so I’m hoping that works out by the end of this year or beginning of next year.”
HABITAT
Founder: Andrew Nakkache, BS ’16
Major: Economics
About Habitat: “Founded in 2013, while at Temple University, Habitat is a Philadelphia-based company passionate about helping local businesses and committed to accelerating new ways to live and work within the ‘convenience economy.’ Today, Habitat helps restaurants by providing them a single delivery fleet for all of their orders. We do this through aggregating orders from various ordering sources (Grubhub, Eat24, Phone-ins, etc.).”
BYOBB® 2015 prize: First place, undergraduate track ($21,000)
Then: “We were trying to do too many things then. Our app was a hyperlocal marketplace that looked like Instagram, and functioned like Craigslist, but only for college students and local businesses.”
Now: “We pivoted twice since the BYOBB®. Our first pivot was to focus on food delivery on college campuses: think Caviar for campuses. This pivot gave us focus and insight into the market, which ultimately led to our more recent and successful pivot. We realized that restaurants had a much bigger pain around managing online orders rather than receiving more of them. We’re now B2B, working behind the scenes, and the best part is, as Grubhub gets bigger, so do we!”
What’s next: “This year is all about distribution partnerships that give us scale. We recently signed two partnerships with online ordering companies that have over 50,000 restaurants combined!”
STRADOS LABS
Founder: Nick Delmonico, GMBA ’17
MBA concentration: Health Sector Management
About Strados Labs: “For clinicians seeking critical respiratory data, Strados utilizes proprietary technology to collect and transmit data in a simple, non-invasive manner, improving outcomes and saving money.”
BYOBB® 2017 prize: Grand prize; First place in the Urban Health Innovation track ($60,000)
Then: “Strados Labs had designed a proof of concept prototype and conducted several customer journey maps and studies. As an early start-up, we focused heavily on understanding the pain points of our stakeholders, both patients and caregivers in managing and monitoring exacerbations and complications due to airway compromise. We found that there was a major data gap between what patients knew about their own signs and symptoms and what care teams know about patients in advance of a hospitalization event. We competed in BYOBB® to raise the necessary funding to further the development of our product, and to refine our value proposition to health organizations.”
Now: “Since 2017, Strados has raised more than $200,000 through a combination of business competitions, grants, and early investors. We have finalized our minimum viable product (MVP) and are in the process of conducting a clinical study at a major health system in New York. We have also participated in three globally ranked accelerator programs including NextFab RAPID, Brinc.io Global IoT, and Texas Medical Center Accelerator (TMCx) Cohort 6. The programs not only provided access to capital, but enabled our company to create collaborative partnerships with leading health institutions and care platforms across the country. Strados expanded its management team to include a highly experienced medical device CTO with successful exits and a clinical advisory team that includes physician leaders in pulmonary medicine and respiratory therapies with multiple successful medical devices and drug launches.”
What’s next: “Strados will be launching pilot studies with clinical partners over the course of the summer and will be moving the Strados product further through a full commercial launch. We have some additional partnerships in the pipeline that we are excited to announce in the near future.”
TOOTHSHOWER
Founder: Lisa Guenst, BA ’13
Major: Community and Regional Planning
About ToothShower: “ToothShower is an oral home care suite for the shower.”
BYOBB® 2017 prize: First place, upper track ($20,000)
Then: “It was our first business plan ever written and there was no revenue. We were in the prototype stage.”
Now: “We have our tooling completed from money we raised on crowdfunding—we raised more than $325,000 through Kickstarter and Indiegogo. And our first run sample has been tested and we are waiting for our second sample to test.”
What’s next: “Once we deliver the product to our crowdfunding backers, we will move into ecommerce sales.”
VIRAL IDEAS MARKETING
Founder: David Feinman, BBA ’15
Major: Entrepreneurship, Marketing
About Viral Ideas Marketing: “At Viral Ideas, we create to inspire. We work with companies as their dedicated video partner. We are a modern video production company built for new media. We believe in the power of defining companies why and sharing their why through video and modern media production.”
BYOBB® 2017 prize: Second place, upper track ($10,000)
Then: “Two and a half years ago, while still in college, Zach Medina and I started Viral Ideas with $250 of our own money and just one client. At the time of BYOBB, we had 42 clients and were working out of our office space in Southampton, Pennsylvania. Other than BYOBB® winnings and our original $250, we are proud of the fact that we’re entirely self-funded while sustaining 2x year over year growth.”
Now: “Growing the business hasn’t been easy. It’s meant putting our heads down to focus only on work, overcoming the challenges that most startups face, giving up a social life and making significant sacrifices along the way. Now, less than three years into the business, we were voted Best in Bucks for Media production by Bucks Happening and have more than 120 clients while also working with some of the most significant brands in the world. In 2018, we’re on track to double our revenue again and fully launch our technology platform.”
What’s next: “We’re working to simplify the process of creating a video. After building more than 700 videos for some of the most significant companies in the world, we’ve learned that the process can be drawn out, time-consuming, and complicated. We intend to solve this problem by creating a technology which reduces the amount of time required to develop a video through a technical solution.”
WHOSE YOUR LANDLORD
Founder: Ofo Ezeugwu, BBA ’13
Major: Entrepreneurship
About Whose Your Landlord: “WYL is a web platform empowering and informing the rental community by providing landlord reviews, neighborhood and community-driven content, and access to more than 500,000 listings across the U.S.”
BYOBB® 2014 prize: First place, upper track; Best plan by a minority entrepreneur ($20,500)
Then: “We had just launched, with maybe 10,000 or 20,000 users.”
Now: “750,000 users, people looking for reviews/rentals (25% MOM growth). 70,000 blog readers/mo (43% MOM growth). More than 500,000 active listings nationwide. Renter search queries, 230% MOM growth. 10,000 landlord reviews in the Northeast. Corporate partnerships with American Express, Allstate, Roadway Moving, Dominion, etc. Recent coverage in Forbes, New York Post, NowThis, The Philadelphia Inquirer, Blavity, Curbed, Newsweek, TechCrunch, etc.”
What’s next: “We are raising capital at republic.co/whoseyourlandlord (go invest!) and working with Univision on a podcast focusing on the following: ‘WhoseYourLandlord (founded in 2013) is a web platform empowering and informing the rental community through landlord reviews, neighborhood-focused content, and by providing access to quality listings across the United States. Their brand has become synonymous with realness, community, and growth. In a time where multicultural communities are under attack in many places across the world, The Take Ownership podcast highlights insightful stories and people who are really doing the work to enlighten folks on mentally and economically taking ownership of the spaces they live in.'”
For more information about Be Your Own Boss Bowl 2018, and to RSVP, click here.
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Anthony M. DiJulio, 33, wanted to be a scientist. After earning a BA in chemistry from Muhlenberg College, in 2006, he immediately landed a job as an associate scientist at Novartis Pharmaceuticals, a Swiss multinational company and a major player in the pharmaceutical world.
“They were a big, bad pharma company and I was this 22-year-old kid who didn’t come out of Harvard or MIT,” recalls DiJulio. “I didn’t have that kind of pedigree, but they took a chance on me and I delivered. I was so happy because I loved chemistry—it’s like cooking on steroids! You can take compounds and materials, do the reaction, prove the reaction, and ultimately create a substance that goes into toxicity trials and eventually becomes a drug. I thought that was so cool.”
New career doors open
DiJulio’s goal was to earn a PhD in chemistry. In 2009, while still working at Novartis, he completed an MS in chemistry at Seton Hall. Then something happened that altered his career path forever, and spun his love of chemistry in a completely new, exciting direction.
“A huge opportunity arrived—Novartis gave me a couple million dollars to set up a new lab,” DiJulio says. “Suddenly, I was handling budgets, planning, negotiating, and I loved it. This changed my whole trajectory and made me realize I wanted to do business. I knew that, in order to move up to a leadership position, I needed an MBA.”
Choosing an MBA program
DiJulio was living in New Jersey and traveling regularly to Switzerland for Novartis. He needed a flexible MBA program to accommodate his hectic professional life. And he found the perfect match in the Fox Online MBA program.
“The Fox MBA program allowed me to immediately use what I learned in business situations and it made the finance and the accounting and the economics courses more real to me,” he says. “At that stage, I’d already been through grad school and was more mature as a student, so it was my most enjoyable piece of education, by far.”
DiJulio had great success at Novartis. He climbed the ranks to become a senior scientist, and then a financial controller. However, after completing his MBA in 2012, he decided to take a bold step and move more firmly into the business world.
Finding the perfect job
DiJulio worked for a couple years as a commercial development and strategy associate with Air Products and Chemicals, and then for a few more as a pharmaceutical business development manager for Ashland Inc.
Then, in 2017, DiJulio was offered a job as a business development manager for Lonza, a Swiss chemical and biotechnology company. The new job offer uniquely synthesized his passions for chemistry and business.
“Now I do business and chemistry every day,” he says. “I have to hit numbers, I’m held accountable, and sites are dependent on me to bring in work. I interact with major pharmaceutical companies to develop their products; I work with virtual companies and startups, too. I’m engaged on a business basis and as a chemist, covering everything from finance to formulation and synthesis. It’s a two-pronged approach that links up perfectly with my background.”
Globetrotting
One perk DiJulio discovered along his professional path is travel. In addition to traveling to Switzerland and across the U.S, he has been to Mexico, Brazil, Argentina, China, Ireland, France, and Belgium, among other countries.
“I’ve improved myself as a person by becoming more well-traveled,” he says. “I’m really happy about that.”
“The MBA got me where I am and where I want to go in the future,” he continues. “The opportunities I’ve had in business development would be very rare without an MBA. And I’m definitely more of a resource to a company with an MBA. It was a big investment, for sure, but now I am reaping the benefits of it.”
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Since its founding a century ago, the Fox School of Business has produced outstanding thinkers, innovative doers, and formidable trailblazers.
Distinguished research has been at the forefront of Temple University’s initiatives since the 1940s. Following World War II, the federal government had a vested interest in funding research centers all across the country.
Harry A. Cochran, then dean of Temple’s School of Business and Public Administration, predicted that this movement towards research would steer this university to great heights.
“Harry Cochran was smart enough to figure out how to take advantage of this,” said Dr. William Aaronson, PhD ’86, former director of the Fox PhD program, and current associate professor at the College of Public Health. “He had a vision of a research enterprise with the business school that is very much still alive today.”
In the mid-1940s, Dean Cochran led the Fox School’s research agenda, creating a Bureau of Economic and Business Research and establishing the school’s first journal, The Economics and Business Bulletin, to disseminate its findings. It was over a decade later that a watershed report from the Ford Foundation highlighted the trend of business schools changing from trade schools to research institutions. The Fox School was ahead of its time, already a large and prestigious business school as others began to recognize the importance of a research agenda.
While Dean Cochran retired in 1960, his legacy grew. His successors recognized the need for a doctoral program to support the mission of leadership in high-quality research, so in the early 1960s, the Fox School established its PhD program, which awarded its first doctoral degree in 1969 to Lacy H. Hunt.
The doctoral programs at the Fox School grew to encompass PhD programs in Statistics, Decision Neuroscience, and Business Administration. In 2014, the school once again blazed a trail, instituting an Executive Doctorate in Business Administration (EDBA) program, a unique opportunity for industry executives and business leaders that few schools offer today. “The DBA focuses on applied research,” said Paul A. Pavlou, senior associate dean of research at the Fox School. “It plays a very important role in creating the next generation of seasoned high-level executives who can inform their organizations through rigorous research.” And Dean M. Moshe Porat constantly offers strong support for the doctoral programs at the Fox School.
Cochran’s vision became a virtuous cycle. Research would not be something we merely did, but who we were. By creating an environment that would house brilliant minds, past and present deans of the Fox School have demonstrated their commitment to support leaders in both academia and industry. From its roots in 1918 to its continued success in 2018, the Fox School continues its tradition of distinction through work ethic, innovation, and research impact.
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A $2 million gift from Temple University graduates Stanley and Franny Wang will support a fully endowed chair professorship at the Fox School of Business.
The couple’s philanthropic support allows the Fox School to create an endowed fund for the Stanley and Franny Wang Chair in Business and Management. This fully endowed chair will be held by a leading scholar in a department soon to be chosen, said Dr. M. Moshe Porat, the Fox School’s dean.
The Wangs’ gift to the Fox School, which was founded in 1918, ranks among the largest in the School’s history for the purposes of academic leadership.
“I am continually humbled by the generosity of our school’s graduates, and Stanley and Franny Wang serve as shining examples of this philanthropy,” said Porat. “The Fox School has a proud tradition of providing leading and cutting-edge business education. Stanley and Franny’s transformative gift will significantly enhance our efforts to attract the world’s top professors and most-renowned researchers—both now in our centennial year and throughout the school’s next 100 years.”
Stanley Wang is the founder, president, and chief executive officer of the Pantronix Corporation. Based in Fremont, Calif., Pantronix is a national leader in advanced packing, testing, and microelectronics assembly for industries ranging from semiconductor and automotive, to medical, computer, and military.
The Wangs earned MBAs from the Fox School of Business in 1972, with Stanley’s concentration in management, and Franny’s in accounting.
The Wangs have long supported the development and growth of the Fox School of Business. The school’s home in Alter Hall, which opened in 2009, houses the Stanley Wang MBA Business Center. The couple’s philanthropy has supported the building of schools and scholarship programs in rural China and California.
“Franny and I are lifelong advocates for the importance and value of education,” Stanley Wang said. “It is our hope that supporting the Fox School of Business in this way will launch bright futures for dynamic students and create a better world through education.”
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What was it like to be a woman earning a doctorate degree forty years ago? Dr. Gloria Thomas, PhD ’80, has firsthand experience.
Today, Dr. Thomas is an accomplished researcher, a dedicated professor, and an esteemed administrator at Baruch College.
But in 1980, she was a trendsetter for women at the Fox School of Business.
As the first woman to obtain a doctorate from the Fox School, Thomas received her PhD in marketing, a field that is now predominantly women, but was all men during her tenure at Temple. “Women were very uncommon in business PhDs, even marketing, when I was in school,” she recalled. “And I rarely saw women at conferences.”
Dr. Thomas is currently a professor of marketing and the Director of the Zicklin Undergraduate Honors Program at the Zicklin School of Business at Baruch College, City University of New York. Thomas praises her experience at Temple University for the appreciation she has developed towards public institutions.
“Temple has taught me to believe in public education,” Thomas professed. “I went to Baruch right from Temple and we have really smart students from all over the world with parents who don’t speak English or have any money.” After years of private schools, Thomas’ experience at the Fox School helped her appreciate the value of diversity in education. “Cultural exposure makes public institutions more valuable and it gives students opportunities they normally wouldn’t have,” she said.
With undergraduate degrees in math and art history, Thomas pursued a doctorate in marketing. Following graduation, she went straight to Baruch, where her roles included professor, associate dean, and director of the doctoral program. She currently serves as director of the business honors program.
“My current role is my most favorite,” Thomas said. “Many students at large public schools don’t get the attention they would at a private school, but I make sure to give that attention in my honors program.”
Thomas credits her mother, a graduate of the University of Pennsylvania’s law school in the 1940s, for her then unconventional educational choices. “I grew up thinking everyone was equal. I never thought that [by going to business school] I was going into a man’s profession,” Thomas said.
That ‘man’s profession’ has changed. Today, 50-percent of PhD students are women at the Fox School, compared to 45-percent for all business-focused doctoral programs in the United States, according to the Council of Graduates Schools’ 2017 report.
Thomas did not let any obstacles get in her way of her goals. “It never occurred to me that women couldn’t do whatever they wanted to,” she recounted. “In reality, many women [at that time] didn’t even know they had options.”
“It never occurred to me that I didn’t.”
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8 Tips for Improving Your Sales Performance
February 19, 2018 //
Lisa Peskin, MBA ’86, never thought she’d work in sales.
“I had the same negative connotations most people do of the pushy, obnoxious car salesman,” says Peskin, whose focus in the Fox School of Business MBA program was marketing. “But my opinion of sales certainly changed; now I’ve been doing it for 31 years.”
Peskin started her own sales training and management company in 2003. In 2010, it evolved into Business Development University.
“BDU works with salespeople, and if they’re underperforming, we help them get their numbers,” explains Peskin. “If they’re average, we figure out how to get them good. If they’re good, we get them great. And if they’re great, we figure out how to turn them into superstars. We maximize the performance potential of the people we work with; we help each person and each team drive the numbers.”
Peskin, in addition to being the CEO of BDU, is presently writing a book. The topic? Sales!
“The focus of the book,” she says, “is what I wish people told me back in 1986 when I started in sales. I had to make so many mistakes, and I wish someone had taught me the fundamentals so I didn’t have to figure it out on my own.”
With her upcoming book in mind, we asked Peskin, who in the past has worked with Temple University Innovation and Entrepreneurship Institute to create workshops for students on similar topics, to share some of her sales secrets.
1. Have a well-defined game plan
“Most salespeople wing it every day; there’s no rhyme or reason to what they’re doing. How many coaches come into a game without a game plan? Doug Pederson, the Eagles’ coach, clearly had a well-defined game plan in their game against the Vikings. Salespeople need that, too. They need activity goals and result goals.”
2. Build strong networks
“In 1986, when I started in sales, it was dialing for dollars. There was no such thing as the Internet, or email, and it was all about knocking on doors and picking up the phone. The best way to fill your pipeline with good prospects is building a strong network of centers of influence who will be able to refer business on a consistent basis. The close ratios will be much higher if they come through networking.”
3. Leverage your existing customer base
“I have a concept called ‘squeeze the lemon.’ It’s not making lemonade out of lemons, it’s making the most out of every opportunity, every meeting, every day. Everything we do should be purposeful. A lot of times salespeople aren’t purposeful when it comes to their existing client base. The best way to get referrals is from happy customers.”
4. Uncover key information
“You must uncover the prospects needs and what they need to know. They need to know qualifying information, decision-making process and criteria, timelines, budget, and so on. Most salespeople are good at uncovering what the prospect needs, but not what they need to know to make the sale. They need to take a consultative approach.”
5. Prepare a customized presentation
“Most salespeople do what I call ‘showing up and throwing up.’ They go into presentation mode before they find out what the prospect cares about. When you walk into a physician’s office, they hand you a clipboard. Then you go into another office and they ask you the same questions and they take your vitals. Then the doctor does a full examination and they send you to get more tests and then they offer a diagnosis. Salespeople need to act more like doctors and not offer a diagnosis before they’ve done proper discovery.”
6. Handle objections effectively
“Most salespeople don’t try to handle objections, and the ability to properly and effectively handle them at the beginning and end of the sales process is critical. Objections aren’t a bad thing; salespeople have to stop thinking about it like that. Instead, they need to examine specifically why the prospect is objecting. There are six different objection handling techniques that we use to train people.”
7. Formulate a solid closing strategy
“Closing begins at the very beginning of the sales process. If you don’t set it up properly, you’re going to sound like a pushy, obnoxious car salesman trying to close at the end. There are about nine closing techniques. My favorite is the assumptive close, where if you’ve done everything right, you should be able to assume the sale.”
8. Maintain a positive attitude and stay motivated
“This is the most important thing. Are you willing to do what it takes to be successful and are you committed to it? The fact is you’re going to get way more ‘Nos’ than ‘Yesses,’ so you need a strong attitude, work ethic, and to stay motivated. In sales, you never get to take a breather because you’re only as good as your last month, last week, and last quarter. Attitude and motivation trump everything.”
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From the Warehouse to the C-Suite: A Fox School MBA’s Journey
February 13, 2018 //
“I started at the bottom, literally at the lowest position in the company,” says Scott Grady about the job he landed in 1996, the year after he graduated from high school. It was with J.W. Pepper & Son, the 142-year-old Pennsylvania company that’s now the world’s largest sheet music retailer.
“I walked around the warehouse pulling customer orders all day,” Grady continues. “The way the orders were organized—and we’re talking about a thousand orders a day—was illogical to me. So I devised a system to help the order flow be smoother. That was noticed by upper management and it sent me on my way.”
That was 22 years ago. Grady still works at J.W. Pepper & Son, but now he’s in a C-suite position. In 2017, the same year Grady earned his MBA from the Fox School, he was promoted to chief strategy officer (CSO).
Upward bound
Grady began climbing the ladder at J.W. Pepper & Son soon after devising that new order system back in his warehouse days. In 2001, he was relocated to the San Francisco Bay Area and tasked with opening a new sales and marketing office. In his nine years out west, he earned a business degree and rose from being operations manager to vice president and regional marketing manager.
He returned to the Philadelphia area in 2010, this time as J.W. Pepper & Son’s vice president of brand strategy.
“It was a defining moment for me,” recalls Grady. “I had worked in many different roles, from operations and management to marketing, but this was a senior leadership role working closely with the core brand and new brands. I had to learn how to be entrepreneurial inside of a company that was 140-years-old—that’s when I decided I needed to get an MBA.”
The Fox Online MBA experience
Grady entered the Fox School’s Online MBA program in 2015. As a working professional with a hectic schedule and senior level responsibilities, he was drawn to the flexibility of the online format. He was also skeptical, namely about the lack of direct interaction with fellow students. But the program’s in-person residency, held at the Fox School’s Alter Hall at the beginning of the first semester, was a major perk.
“I was afraid that, since it was an online program, I’d be too far removed from people,” he says. “But the residency brought us together and it was a defining experience. I learned so much and I’m still friends with many of the other students. It was great to work and network with professionals who were already in the field doing great things.”
“Every day,” he says about his two years in the program, “there was so much practical work application for what I was learning. Balancing the work load wasn’t the biggest challenge, it was figuring out how to apply everything. What I learned from the entrepreneurship class, about business models, is something I apply in almost every business meeting now.”
The C-suite demands confidence
Grady, in his current role as CSO, is responsible for managing a portfolio of projects and initiatives, a team of developers and business analysts, and new mergers and acquisitions. One of Grady’s main focuses with J.W. Pepper & Son, whose biggest client in the sheet music game is public school music programs, is bringing new technology initiatives to music classrooms. He recently helped launch Cut Time, a group management tool for music educators. And last year, he oversaw his first acquisition.
Grady regularly applies what he learned from his MBA at J.W. Pepper & Son. He says the most important skill he acquired was how to be a confident decision maker.
“At this level,” says Grady, “you have to be a confident decision maker. You have to earn people’s trust and you have to be decisive. You have to look at all the angles and to make sense of all the incoming information, and then make decisions that will effect the entire business. Being able to make these big decisions is the number one thing the MBA gave me.”
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The PhD Project Is Creating a Pipeline to Success
February 12, 2018 //
Decades after the implementation of affirmative action, African-American and Hispanic-American students are more underrepresented within colleges and universities than they were 35 years ago, according to The New York Times.
This gap extends into business as well. Only one quarter of senior executives in Fortune 500 companies are minorities, with Hispanic and African-American executives underrepresented by 9 and 13 percentage points, respectively.
Alumnus Bernie Milano, BS ’61, saw an opportunity to break this cycle. In 1994, he founded The PhD Project, a nonprofit dedicated to increasing workplace diversity, to address this racial disparity in workplaces and academia—starting with business schools’ doctorate programs.
It began with a question, Milano recalled to the Chronicle for Higher Education in 2015. Frustrated at the lack of diversity while recruiting for KPMG, Milano wanted to know what could encourage students of color to study business: “Would diverse faculty attract diverse students? And with a diverse faculty and diverse students, would the diverse students then perform up to their potential?”
An absence of faculty of color at the front of classroom can inherently limit ideas of higher education for minority students. The PhD Project guides and encourages African-American, Hispanic-American, and Native-American students to pursue doctorate degrees, in order to widen the pool of underrepresented faculty, administrators, and leaders throughout the nation’s schools and workplaces.
The Fox School recognizes the crucial role that business schools play in this cycle. “By supporting the students of today, we are strengthening the next generation of faculty and leaders,” says Lisa Fitch, senior associate director of PhD programs at the Fox School.
Together, The PhD Project and the Fox School help doctoral students and alumni faculty members become anchors of proof that young students need. The alumni then become role models, demonstrating that a doctorate is achievable and necessary for a representative career cycle.
“As a minority in higher education, you are likely to be the only one in your cohort,” says Jamie Weathers, PhD ’16, an alumna of the Fox School and graduate of The PhD Project. “Having access to a network of people that look like you, that face the same challenges as you, is beyond helpful.”
According to a study from the TIAA Institute, university faculties have become slightly more diverse in the last two decades. Since 1994, The PhD Project has been successful in guiding 1,000 African-American, Hispanic-American, and Native-American students in completing their doctorate degrees.
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On February 2, Temple University’s Liacouras Center was buzzing with excitement for the Fox School of Business and School of Sport, Tourism and Hospitality Management winter graduation ceremony, where over 500 undergraduate and graduate degrees were conferred.
The keynote speaker was Lori Bush, MBA ’85. Following her position as the president of Nu Skin, the personal care brand, Bush served as the CEO and president of skin care company Rodan + Fields until her retirement in 2016.
In her speech, Bush, the author of a best-selling wellness book titled Write Your Skin a Prescription for Change, detailed how she achieved great things in her career by being scrappy, leveraging her strategic training, and pushing the limits of business with limited resources. She advised the new graduates to look at the small moments of everyday life through a business lens, as this can lead to meaningful, career-changing insights.
“Everything is business,” said Bush. “You have to take inspiration from everyday life—then just add business principles and stir.”
The student speaker was Beatrice Raccanello Esq., MBA ’17. Raccanello, a native of Italy, earned her law degree from Bocconi University in Milan, and then relocated to Philadelphia to earn her Master of Laws from Temple University’s James E. Beasley School of Law. While working full-time for the Beasley School, as the assistant director of the Office of Graduate and International Programs, Raccanello enrolled in the Fox School’s Part-Time MBA program.
Raccannello spoke about how she was initially afraid to move to an unfamiliar country, but that her experiences as an international student ultimately molded her into a bolder leader. She found strength and inspiration by working with other exceptional students in the Part-Time MBA program who, like her, had full-time jobs, family responsibilities, and other life commitments.
“We became better leaders,” she said, noting how beneficial it was to work with students who brought diverse backgrounds and professional perspectives to the classroom. “We were able to collaborate to pursue our dreams.”
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The Wonder Years’ Dan Campbell to Play Concert at Temple University
January 30, 2018 //
There’s a first time for everything—that includes playing a live show at your alma mater.
Dan Campbell, EDU ’11, has made a name for himself as the lead singer of The Wonder Years. He and his band have toured extensively throughout the U.S. and around the world. For all of the concerts Campbell has played, none has taken place on Temple University’s Main Campus.
That changes next month.
Campbell will visit Main Campus as the Fox School of Business presents his side project, Aaron West and The Roaring Twenties, for a students-only concert.
The Friday, Feb. 16 event at the Temple Performing Arts Center begins at 5 p.m. It is part of the Fox School’s ongoing 100th anniversary celebration throughout 2018. The exclusive acoustic set will feature a question-and-answer session with Campbell, who will share personal lessons on the business of managing and marketing a band, “from garages and basements to international tours,” he said.
“I’ve never played music on Temple’s campus before this,” Campbell said. “Coming back to campus is a somewhat rare occurrence, but it’s always marked with a trip to the Bagel Hut and a lot of gawking at all the new buildings and expanded pieces of campus. The growth at Temple in the last seven or eight years has been unbelievable.”
The Fox School spoke with Campbell recently, for details about his upcoming show and his connection to the business school:
Most music fans know you from The Wonder Years, so what can students expect when they come to an Aaron West and the Roaring Twenties show?
“Generally, the biggest change with an Aaron West show is that I do them in character. For those unaware, Aaron West and the Roaring Twenties is a work of fiction told through music. It follows the story of a man named Aaron through a tumultuous time in his life and, to do the story justice, I play the shows as Aaron, totally through including between-song banter. This isn’t really an Aaron West show, though. This is more of a Q+A panel with an acoustic set mixed in. So, in this instance, I won’t be in character. Instead, I’ll be appearing as myself, playing mostly Aaron West songs and answering questions from the audience, collected before the show begins.”
This show is part of the Fox School’s 100-year anniversary. What’s your connection to Fox?
“My main connection to Fox is that my step-mom (Debbie Campbell) is the school’s senior vice dean. She asked me to come and be a part of the celebration and I was happy to oblige. Otherwise, the connection goes only as far as Alter Hall providing me a warm building to eat lunch in during the winter months when I was a student.”
The show supports Symphony for a Broken Orchestra. What can you tell us about that charitable cause?
“My dad actually brought the charity to my attention. It’s a Temple Contemporary program attempting to repair the thousands of broken instruments owned by the School District of Philadelphia. The idea is to put functioning instruments back into the hands of Philadelphia public school students and encourage expression through music.”
Have you found applications for your English literature degree in your lyric writing?
“This is a difficult thing to quantify because my time spent studying literature has obviously had a major impact on the way that I communicate, in general. By exposing me to new voices and ideas, my time at Temple helped me hone and refine my voice. If I had to pin down one thing that most altered my course as a writer, it would be an independent study I took with Stan McDonald, (associate professor at Temple’s College of Liberal Arts), who critiqued my poetry and helped me shape my style with a specific audience in mind.”
At your show, you’ll also be discussing the business side of managing and promoting a band. What’s the No. 1 lesson you’ve learned from your experiences?
“I’ve learned to never stop trying to find ways to do ‘it’ better, no matter what ‘it’ is. Is there a better option for getting our equipment to overseas shows? Is there a better t-shirt blank we should consider printing on? Is it more beneficial to bring a photographer on tour to create content or another stage tech to help the show run more smoothly? Should we consider playing two nights in a smaller room over one night in a bigger one? We’ve never been afraid to question the way we do anything to find an option that offers us more upside.”
While Dan Campbell’s Feb. 16 concert is free of charge, donations in any $5 increment to Symphony for a Broken Orchestra are required to secure tickets. Here’s how to donate:
- In-person. Visit Alter Hall either Jan. 30 or Feb. 15, from 10 a.m. to 12 p.m., and make a donation at the table near the first-floor security desk.
- Online. Donate at Symphony for a Broken Orchestra’s website and email your receipt to dcampbell@temple.edu.
- Social media. Tickets also will be available through the Fox School’s social media channels.
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How honeygrow Uses Virtual Reality to Train New Employees
January 29, 2018 //
I’m sitting in the middle of the dining area at the Temple University Main Campus location of honeygrow—the health-forward, fast-casual, customizable salad and stir-fry restaurant—strapped into a Google Daydream VR headset. In reality, I’m swiveling wildly and waving my arms like a lunatic. In virtual reality, I’m moving ingredients around—a cartoon chicken, an oinking pig, and a cheese wheel—to various shelves inside a walk-in refrigerator. It’s fun. I’m also learning quite a bit about food safety regulations.
This is one of the scenes in the VR experience honeygrow uses to onboard new employees. Created in collaboration with the Philadelphia-based experiential art shop Klip Collective, it’s the latest tech-savvy move from the company founded by CEO Justin Rosenberg, MBA ’09. When Rosenberg developed the business plan for honeygrow while studying at the Fox School, tech was an essential component, namely the automated kiosks that simplify the ordering process while creating a uniquely interactive experience for customers.
Honeygrow opened in 2012 and now has 23 locations in nine cities, including New York, Chicago, and Boston. Since honeygrow is constantly onboarding new employees, it wanted to develop an innovative, efficient way to teach newbies the ropes. Kyle Brown, honeygrow’s director of operations, estimates that about 100 people will take the VR training each year. He claims turnover has already dropped and employees are earning required training certifications at a significantly higher rate.
“Technology is not a silver bullet to stand out, but rather an operational enhancement to better streamline the experience for both guests and team members.” – Justin Rosenberg, founder and CEO of honeygrow
The first thing I see once jacked into the VR experience is Rosenberg welcoming me to honeygrow. Next I observe employees as they prepare menu items on the salad and noodle line. Then I’m thrown into the interactive walk-in exercise. I learn all about how raw pork and raw beef should not be stored together. I also witness an employee providing fantastic service to customers in a virtually crowded honeygrow dining room.
Virtual reality is a buzzing topic in the news, so using this technology in an inventive way has earned honeygrow attention from publications like Wired, The Washington Post, and Entrepreneur. In addition to optimizing new employee training and relations, it elevates the honeygrow brand by showing how much they value experimenting with new technology. And honeygrow’s success in virtual reality is raising the real bar—months after announcing its VR strategy, major companies like Kentucky Fried Chicken have jumped onboard to do the same.
“Technology is not a silver bullet to stand out, but rather an operational enhancement to better streamline the experience for both guests and team members,” explains Rosenberg. “It’s critical to be constantly searching for ways to thoughtfully and purposefully be better than our competition. And we love to figure out ways to be better than we were yesterday.”
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Early Career Honors for Fox School Alumnus
January 24, 2018 //
It started as a casual conversation with a friend.
That is how Dr. Gordon Burtch, PHD ’13, says he decided to obtain his PhD in management information systems (MIS) at Temple University’s Fox School of Business. He was already working as a consultant with an undergraduate degree in software engineering. A doctoral degree, he thought, would help him harness the experiences he had in the business industry and explore research in an entrepreneurial way.
Today, he has received two of the top honors available to young scholars.
At the end of 2017, Burtch received both the Early-Career Award from the Association of Information Systems and the Sandra A. Slaughter Early Career Award from the INFORMS Information Systems Society. Both awards recognize individuals in the early stages of their careers who have already greatly contributed to the field of information systems through research, teaching, or service.
As an assistant professor at the University of Minnesota’s Carlson School of Management, Burtch focuses on understanding what drives people to contribute online—such as supporting a crowdfunding campaign or donating to a charity. He analyzes website data to model and predict consumer behavior, explores social factors like the influence of peer groups, and designs interventions that aim to encourage people to get involved in online campaigns.
While Burtch says these awards are quite the honor, he credits his experience at the Fox School with much of his success today.
“I was given the freedom to explore collaborations with whomever I wanted,” Burtch explains. After multiple collaborative research efforts, including with senior associate dean of research Paul Pavlou, Burtch found his niche working with Dr. Sunil Wattal, associate professor in the MIS department.
In working with Wattal, Burtch discovered an interest in econometrics and was able to expand his research expertise under the guidance of his mentor. Being at the Fox School, he says, gave him resources and ability to experiment until he found his forte.
Now, Burtch is seen as an emerging leader in his field. Not only is he dedicated to his research efforts, but he also takes time to mentor students. “I always tell my students,” he says, “to start from the business problem first and work backwards.”
While the awards are an honor, Burtch is not complacent. His research direction is constantly evolving, but Burtch hopes to expand his research to support the public good. He plans to apply his insights to stimulate positive social behaviors, such as encouraging people to volunteer or donate money to charities.
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Look Out Millennials, Here Comes Generation Z
January 22, 2018 //
Millennials have been one of the most talked about and studied generations ever, particularly when it comes to their behavior in the workplace. This year, as members of Generation Z (generally defined as those born after 2001) graduate college and begin to enter the job market, employers must consider the impact of a whole new generation.
Aaron Mitchell, BBA ’04, following his time at the Fox School, earned his MBA at Harvard Business School and is currently the head of talent at a major financial services firm. With more than 10 years of experience in talent acquisition and HR strategy, we asked Mitchell to share his thoughts on how employers can prepare for Gen Z.
What’s unique about recruiting and attracting Gen Z?
Gen Z grew up getting information from a search bar. Their level of digital engagement is putting HR on the forefront in a similar way to how marketing is on the forefront. This year, Gen Z really became part of our target population. They show up to events in larger numbers than millennials did, and they come prepared with lots of information. They know what our employee value proposition is; that means we have to make sure our message is clear and consistent. Gen Z puts a greater responsibility on organizations to deliver on their promises.
What should companies take into consideration when hiring them?
You see a lot of companies refining their messaging on platforms like Facebook and Twitter, or even SnapChat. You even see companies like Airbnb having a “head of employee experience” instead of a head of HR. Gen Z is coming into the workforce significantly more diverse in America than generations prior. Their diversity may be a natural forcing mechanism to help organizations truly learn to integrate difference.
What kind of organizations do you think are best prepared for Gen Z?
Organizations need to be consistently thinking about how to be nimble and succeed with difference—that’s the focus. The organizations that are able to work well with Gen Z are probably the same ones that do a good job of integrating women, people of color, veterans, individuals with disabilities, and LGBTQ people. Many organizations have grown more agile over the last 10 years as they considered how to work with millennials, so hopefully working with Gen Z won’t feel like nearly as much of a shock.
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When Ariell Johnson, BBA ’05, was a kid growing up in Baltimore in the 1980s she cut comics out of newspapers, glued them to construction paper, and tried to sell them.
Back then, there was no way of knowing she’d one day open a comic book shop, Amalgam Comics & Coffeehouse, in Philadelphia. Or that Ira Glass would interview her there for an episode of “This American Life.” Or that MacArthur Fellow Ta-Nehisi Coates and Civil Rights Movement icon and Congressman John Lewis—both of whom have recently been involved in comics, with the Black Panther series and March, respectively—would visit and stroll Amalgam’s shelves. But even as a kid, Johnson was a gifted entrepreneur and her family knew she was destined for something amazing.
“I always marched to my own drum and I was always business-minded,” recalls Johnson. “My mom would joke that she’d never have to worry about me being broke because I’m a hustler. I had a very crafty grandma who taught me how to knit and crochet and embroider. And anything I learned how to do, I’d try to make money from it. I would even make things out of Play-Doh and sell them. I’ve always been entrepreneurial.”
When Johnson moved to Philadelphia to attend Temple University, she initially wanted to study dance. But her sister, an actuary, convinced her to major in accounting at the Fox School. After graduating in 2005, she briefly worked in retail and as a bookkeeper for a nonprofit and a local community newspaper. She considered becoming a certified public accountant, but the thrill was gone.
“I enjoy accounting,” she explains, “but I couldn’t do it all day, everyday. There’s a part of me that loves sitting and staring at spreadsheets, but I need a creative aspect to my work.”
Johnson, while a student at the Fox School, had the idea of opening a comic book shop. She’d fallen in love with comics after watching the X-Men cartoon in her youth—especially the character Storm—and she dove headfirst into Philly’s comic book scene. She became a regular at Fat Jacks Comicrypt. After scoring new books, she’d read them over hot chocolate at the nearby coffee shop, Crimson Moon.
“I loved nerding out in public,” she says, “and being at a coffee shop thumbing through a comic was really cool. When Crimson Moon closed, I had the idea for Amalgam. I didn’t have a place to go, so I thought it would be great if the comic book store were a coffee shop and a community space, too. That was the rough idea, but I was still in school then and not thinking about it too seriously. It was my pipedream.”
It took a terrible tragedy to push Johnson’s plan forward. When her mother died, it caused her to re-evaluate her life goals. She decided she needed to do something daring, something that would make her happy, and so she grabbed her dream and ran with it.
In December of 2015, Amalgam Comics & Coffeeshop opened its doors along the Frankford Arts Corridor in the Kensington neighborhood. The space is hip and fun, with exposed brick walls, high ceilings, industrial flourishes, colorful furniture, and thousands of comics. She knew it was wise to diversify, and so Amalgam includes a coffee shop where people can read and sip hot chocolate, just like Johnson did back in the day.
Amalgam is much more than just comics and a café. There are nightly events, including readings, workshops, signings, open mics, comedy shows, and book clubs. The program calendar at the store is already jam packed, and business is about to get even busier. Earlier this year, Amalgam was one of 33 projects chosen to win a prestigious Knight Foundation grant. The project? Creating Amalgam University.
“It’ll allow us to have dedicated, enhanced space for programming,” Johnson says about the grant. “Our hope is to create a multipurpose room and to provide affordable comic book education, including writing, penciling, coloring, and professional development, such as how to pitch comics and put together a portfolio. We’ll especially be targeting underrepresented groups, including people of color, women, and people from the LGTBQ community.”
It’s been an exceptionally busy first two years. Johnson has juggled running the shop, managing nine employees, expanding the business and programming, and fulfilling dozens of interview requests from the press. In addition to being interviewed by Glass, she has been featured in articles by NPR, The Philadelphia Inquirer, CNN, and The New York Times. One question everyone asks her is when she’s opening another store.
“I’m making sure this one’s sustainable before I think about opening a new one,” she laughs. “We’re still a very small business, so I’m watching everything that’s going out and coming in, and if I know the store’s going to be quiet, I’ll work a shift by myself. We’re expanding so fast, but when I first saw this building, I knew immediately I wanted to turn it into an educational space. I had all these ideas, but I never dreamed we’d be able to do them so quickly.”
“And now it’s all happening.”
What Ariell’s Reading
Godshaper, by Simon Spurrier and Jonas Goonface
“It takes place in a world where the rules that govern science and technology stop working, so there are no modern conveniences. Instead, everyone has their own personal god that fulfills what technology used to. The class of people capable of shaping gods are godless themselves, and live as vagabonds, so there are interesting parallels with current events, mainly discussions about immigrant workers.”
Frostbite, by Joshua Williamson and Jason Shawn Alexander
“It’s a post-apocalyptic world where scientists were trying to fix global warming but they messed up and froze the world. The new currency’s heat, and frostbite is this highly contagious disease where people turn to ice. To reduce chances of spreading it, they have to burn entire cities down. It’s interesting because there are still people denying climate change today, and who knows where we’ll be in 20 years.”
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Imagine being thankful your husband allowed you to attend a business meeting. Many of you probably rolled your eyes, but this used to be a common occurrence. While we’ve come a long way, we still have far to go to achieve a diverse and inclusive workforce.
The good news is many women are creating their own paths through entrepreneurship.
According to the 2016 Kauffman Index of Startup Activity, women comprise 40 percent of new entrepreneurs in the U.S. At the Temple University League for Entrepreneurial Women Conference, hosted by the Fox School of Business at Alter Hall, we learned that many of today’s female executives are building diverse and inclusive organizations.
The League, which holds an annual conference, is an advocacy initiative that addresses the growing challenges and interests of entrepreneurial women in the Greater Philadelphia region. It was co-founded by Dr. Elizabeth Barber, associate dean of Temple University’s School of Sport, Tourism and Hospitality Management, and Betsy Leebron Tutelman, senior vice provost for strategic communications. The Innovation and Entrepreneurship Institute (IEI), under the leadership of Ellen Weber, executive director, co-hosts the event.
Fox Focus spoke to two of the conference speakers. Here is the advice Judith von Seldeneck, founder and chairman of Diversified Search, and Allison Francis Barksdale, EMBA ’00, CEO of RISE Leadership, have to offer women who want to start their own companies.
What advice do you have for women starting their own business?
Judith von Seldeneck: Have a good idea for your business. Something that fills a viable, current need. Take it slow, one step at a time. Stay in control of it. Be wary of partners or owners. There’s time for that down the road. Do the work yourself. No delegating early on; hire others to work for you when you can afford it. Have someone you trust who has no interest in the business but who is smart, good at things you aren’t, who you can learn from. You must learn it somehow early on if you don’t have it.
“I know that the inclusion of additional voices—diversity—will lead to better decision making in our global economy.” – Allison Francis Barksdale
Allison Francis Barksdale: I thought I had to do it all on my own. It is so much easier now that I am willing to seek help and follow the examples of others who are experts in areas where I am not. It isn’t always necessary to reinvent the wheel. You can find mentors and other resources. Take advantage of all that is available. You can learn from things on social media (such as LinkedIn), your alumni association (such as the Temple Women’s Network), and lots of other opportunities.
We’ve seen some inspiring stats about women in business. How do you feel the world has changed for women over the last few decades?
JVS: When I started, I was almost a unicorn, constantly dealing with men, competing with men, which I actually enjoyed being the only woman. Now I am surrounded by strong, successful, younger, executive women, and there is indeed encouraging news for women in business: over the last decade, the number of women-owned firms increased 45 percent, compared to just 9 percent for the national average. Female ownership of businesses is up almost 10 percent over the last decade. But there is also one big, troubling statistic to go with all of that cheery news: Women start 38 percent of new businesses, but still only receive between 2 and 6 percent of all venture capital funding. That’s an issue because it tells me that banks and venture capitalists still do not see women as solid leaders and their businesses as solid investments. There is more work to be done, especially on the VC side of the ledger.
However, I believe the momentum for women has turned a corner very recently and we are much more integrated, respected, capable, savvy, and confident as people, not just women, in our abilities to succeed in building and growing businesses! Today, we have great successful women role models like never before. Plus, women now want to generally help each other be successful.
“I can’t think of a better career path for women than owning your own business.” – Judith von Seldeneck
AFB: We have made great progress! The biggest change I see is that women are leading as they are. When I was coming into the workforce in the late 1980’s, women wore bowties and power suits and acted like men. Today, women are leading with feminine power. I am a big proponent of authenticity. My company, RISE Leadership, helps women build their impact and income through authentic leadership. To be the best speaker, leader, or anything, you have to be yourself. You can’t be anyone else better than you can be yourself. That’s what truly creates connection and power.
How should companies respond to this change to cultivate more diverse and inclusive staffs?
JVS: Any company that wants to develop a diverse and inclusive staff has to make that commitment from the top: at the board level, at the CEO level. If there are not clear and strong mandates from leadership to install mechanisms and performance metrics to produce a more inclusive workforce, particularly at the C-Suite level, it’s all lip service. It doesn’t happen organically. It happens when people in power make a conscious decision to open their doors wider, and implement policies and procedures that are fair and direct and will produce that result. How are you scouting for new talent—and where are you looking? You cannot tap new talent streams if you are only going to look in the same places you have been looking for the past 30 years. You should also hire Diversified Search to help find great talent!
At the conference, you said your path has been like the Game of Life. Can you translate your experience into advice for future generations of women in business?
AFB: My entrepreneurial journey was not a straight path to success. The first business I started failed. I opened a flower and tea shop in 2005, which could not weather the economic downturn in 2007. People were losing their homes, so they were not buying a lot of small luxuries. As in life, things don’t always go as planned. There is an element of chance. If you take a look at the board in the Game of Life, the roads have lots of curves, twists, and turns that you cannot always anticipate.
As for advice, I learned to never stop believing in myself. Above all else, you cannot give up on you! Deciding to take an entrepreneurial path will push you to grow in ways that you never anticipated. If you stay focused on success, there may come a time when you have to say to yourself, “Okay I am not letting this defeat me. Where’s the good in this, the lesson that I can learn and move on?”
You have to be willing to see your vision of success differently than how you planned it. Rather than going into business to do and make money, focus more on serving and solving problems that you are designed to solve best. Enjoy the day-to-day and not just the final outcome of your future success. Whatever happens along the way, good or bad, it’s an opportunity to learn and grow, personally and professionally.
What will the future hold for women in entrepreneurship and business?
JVS: I can’t think of a better career path for women than owning your own business. The future is bright and getting brighter. There are now 11.3 million women-owned businesses in the U.S., employing nearly 9 million people and generating over $1.6 trillion in revenues. Those kinds of statistics would have been an unthinkable pipedream 40 years ago. Time heals many misevents. Sometimes it takes longer than we would like. Technology is leveling and normalizing the playing field everywhere and disrupting long-established traditional practices in one fell swoop. I think there is a tremendous benefit for women in business in this explosive transformational environment that is happening so quickly. We need to be riding this tidal wave that is disrupting business everywhere.
“Deciding to take an entrepreneurial path will push you to grow in ways you never anticipated.” – Allison Francis Barksdale
AFB: There isn’t a one-size-fits-all approach. Generally, a company will take on the values of its leaders, especially in the case of entrepreneurs. As in my case, authenticity and speaking up are personal as well as organizational values. It’s exciting to see how more and more women are igniting their power and speaking up. Women are leading in various ways—in small businesses, corporations, politics, and nonprofits (I prefer the term for-purpose). Even though we still have quite a ways to go, especially in corporate and board leadership, I know that the inclusion of additional voices—diversity—will lead to better decision making in our global economy. Women will play a key role in building a more inclusive, cooperative, and optimally functioning workforce. I plan to do my part to make this happen.
To continue the dialogue on women in business and leadership, feel free to contact Allison: Allison@ImpactwithRISE.com
The Future of Business is Female
The following Temple students and alumnae pitched their companies at the conference:
- Jess Rothstein, Fox MBA, Class of 2018, Play Bucket, playbucketapp.com
- Emily Knight, Engineering major, Class of 2018, Prohibere, biomaterix.com
- Karima Roepel, MTHM ’06, Ambrosia Food Group, ambrosiafoodgroup.com
The Fox School of Business Innovation and Entrepreneurship Institute (IEI) proactively promotes entrepreneurial spirit throughout all 17 schools and colleges at Temple University. IEI offers many years of experience in business development and consulting, a wide variety of skills, extensive networks, and boundless enthusiasm for new ventures and experiential learning.
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