BBA100 Business and SocietyGood Evening, everyone.T.docx

BBA100: Business and Society
Good Evening, everyone.
Thank you so much for the opportunity to present our bid to
jointly host the 17th PST conference in New York.
1
Dr. Hak J. Kim
Chairperson & Associate Professor
Department of Information Systems and Business Analytics
Phone: 516-463-4244
E-mail: [email protected]
Information Systems & Business Analytics
I am Hak Kim from Hofstra University.
My colleague, Dr. Hossein Sarrafzadeh from St. Bonaventure
University.
We prepare this presentation, but unfortunately he cannot join
today’s presentation.

2
Who am I
BBA from Korea University
MBA from Korea University
MIM (Int’l Mgt) from Thunderbird University
MS (Telecommunications) from Univ. of Colorado
Ph.D. in Information Science from Univ. of Pittsburgh
Research Engineer at SK Telecom (‘Korea Mobile Telecom)
Assistant/Associate Professor in University of Houston
Moved to Hofstra University in Fall 2010
Director of Computer and Network Lab from Fall 2010
Tenured at Hofstra University in 2014
Department Chairperson from Fall 2016
Office Hours
Hak J. Kim, Ph.D.
Office: 211A Weller Hall
Phone: 516.463.4244
E-mail: [email protected]
Office Hours:
M/W: 2:30pm - 4:30p
Anytime available by appointment
In general, I’m in my office a lot – feel free to stop by with
questions if the door is open.
Information Systems and Business Analytics (IS/BAN)

Academic Scope of IS/BAN
Database
&
Enterprise Systems
Business Applications
&
Programming
(Coding)
Computer Networking
&
Cyber Security
Data
Analysis
Business
Problem
Solving
Data
Visualization
Data
Collection
Programs & Tracks
Undergraduate
Major
Information Systems
Business Analytics
Minor
Information Systems
IS & Business Analytics
Business & Design

Graduate
M.B.A.
Information Systems
Business Analytics
Quality Management
Master of Science (MS)
MS in Information Systems
MS in Business Analytics
IT/Analytics Skill Sets
Academic Alliance
BBA100 Sessions
(IS/BAN Area)
Session I: Data and Information Systems (SAP ERP)
Session II: Mobile App Design (MIT App Inventor)
Session III: Computer Networking/Cybersecurity
Session IV: Big Data, IoT, AI, Blockchain, etc.
Today’s Menu

Session I: Data and Information Systems
Data vs. Information
Information Systems
Database (DB) and DBMS
SAP ERP Hands-on Lab
Data vs. Information
Processing
Data
Information
Input
Output
Raw facts
Manipulated Data
Models
Tools
Example :
Thousands of
Transactions
Statistics
Excel
Average Sales
in Regions
Example: Data
What is the revenue in each country in 2007?
Example: Information
Pivot Table

Enterprise IT Infrastructure
Enterprise (Business) Information Systems
Information Systems
Function
Transactional
Processing
System
Executive
Information
System
Management
Information
System
Decision
Support
System
Artificial
Intelligence
System
ERP
i.e., 5-year forecasting
i.e., Quarterly Sales Report
i.e., Investment Decision
i.e., Ordering/Fulfilment
i.e., Business Simulation
Enterprise Resource Planning (ERP) System
“Business Processing Integration”
(BPI)

Database (DB)
A single base with standardized data format
Database Management System
(DBMS)
Oracle
MySqL
SQL Server
Structured Query Language (SQL)
Data Warehouse and Data Mining
Discover patterns
ETL
Process
Central
Repository
SAP ERP System
- Hands-on Lab -
SAP ERP System
Systems, Applications, and Products in Data Processing (SAP)
Founded in Walldorf, Germany in 1972
World’s Largest Business (Enterprise) Software Company
Name of the Company
SAP AG (Germany)
SAP America

SAP UK
Name of the Software
SAP® R/2®, SAP® R/3®, SAP ECC 6.04
74% of the Forbes 500 companies
More than 120 countries
Market leader (27.5% market share). Second (Oracle) is at
13.9% market share
SAP ERP System Structure
Sales & Distribution (SD) Module
SAP ERP Lab
(SD Module)
Logon
System: EAGLE
Client: 123
Student IDs: LEARN-XXX
Student Password: PridePAS
Next Session
Mobile App Design

1
Big Data and Business Analytics
Dr. Hak J. Kim
Associate Professor
Educating for Personal and Professional Achievement
Today’s Menu
Internet of Things (IoT)
Big Data
Business Analytics
IoT
Explosion in Data
Data in Meaningful Ways

Analytics Landscape
Uses of Big Data Analytics
Business Use Example
Business Analytics Program
Business Analytic Tools
Python / R Programming
(Coding)
Tableau
(Data Visualization)
SAS / SAP / SPSS
(Statistical Analysis & Graphing)
Thank you

1
BBA100 Sessions
(IS/BAN Area)
Session I: Data and Information Systems (SAP ERP)
Session II: Mobile App Design (MIT App Inventor)
Session III: Computer Networking/Cybersecurity
Session IV: Big Data, IoT, AI, Blockchain, etc.
Today’s Menu
Session I: Mobile App Design
What is App Inventor
Components: Designer and Block Editor
Getting Started App Inventor
App Inventor Hands-on Lab
App Inventor
https://www.youtube.com/watch?v=yZReUeCMHNI&feature=yo
utu.be
Google’s visual programming interface is based on research

and development at MIT
Project led by Hal Abelson, Professor of Computer Science and
Engineering at MIT (2009)
Completed at Google as a visiting professor which ended in
May 2010.
App Inventor is a visual "blocks" language for programming
mobile apps
Android apps
The App Inventor servers store your work and help you keep
track of your projects.
App Inventor lets you develop applications for Android phones
using a web browser and either a connected phone or emulator.
You build apps by working with App Inventor Designer
and App Inventor Blocks Editor
Can you guess what these blocks do?
No Programming Experiences !
Java Programming vs. App Inventor
Java Code
AppInventor
public class HelloWorldApp {

public static void main(String[ ] args) {
System.out.println("Hello World!");
}
}
Examples
No Text While Driving
Why App Inventor Works
No typing of code
Drag and drop, only some blocks plug-in
No Syntax Errors
High-level Android library built by Googlers
Components
Designer
Blocks Editor
Emulator
Designer

Block Editor
Setting Up App Inventor
Option 1: Connect your Phone or Tablet over WiFi
http://appinventor.mit.edu/explore/ai2/setup-device-wifi.html
Option 2: Installing and Running the Emulator in AI2
http://appinventor.mit.edu/explore/ai2/setup-emulator.html
Option 3: Connecting to a phone or tablet with a USB cable
http://appinventor.mit.edu/explore/ai2/setup-device-usb.html
http://appinventor.mit.edu/explore/get-started.html
Packaging Apps
Export an App to a PC
Import an App to a PC
Sharing an App
Send an e-mail the app (".apk" file) to your friends

App Inventor Labs
TalkToMe Text-to-Speech App
Extended TalkToMe App: Shake!
BallBounce Game App
DigitalDoodle Drawing App
Next Session
Computer Networking
Cybersecurity
Computer Networking and Cybersecurity
Dr. Hak J. Kim
Associate Professor
Department of Information Systems & Business Analytics
Today’s Menu
Computer Network Concepts
Internet
Cloud Computing
Cybersecurity
Cisco Packet Tracer Demo
Business Data Communication
Successful Data Communications

Information
Information and Communication Technologies (ICT)
Employees
Suppliers
Customers
Regulators
Facilities
Applications
Successful Business Process
Very challenging in large and geographically dispersed
enterprises!
IP Networks
Information is transmitted to each device by networking
technology
Local Area Network (LAN)

Wide Area Network (WAN)
Internet
The network of network using TCP/IP protocol suite
The largest network in the world
Internet
How to deliver data ?
Packet
IP addressing
Routing (Optimal Path)
Characteristics of Internet Protocol (IP)
Connectionless (packetized)
Hierarchical addressing
Best-effort delivery
IP Address
Communications Tasks

Encoding
Signaling
Modulation
Multiplexing
Transmission
De-Multiplexing
De-Modulation
Decoding
Cloud Computing
The delivery of computing resources (i.e., servers, storage,
databases, networking, software, and more over the Internet
Cybersecurity
Remote Branch
VPN
VPN

Iron Port
Firewall
IPS
Web
Server
Email Server
DNS
CSA
Hackers
IPSec (Cybersecurity Model)

Business Partner
with a Cisco Router
Regional Office with a
Cisco PIX Firewall
SOHO with a Cisco
SDN/DSL Router
Mobile Worker with a
Cisco VPN Client
on a Laptop Computer
ASA
Legacy
Concentrator
Main Site
Perimeter
Router
Legacy

Cisco
PIX
Firewall
IPsec
POP
Corporate
The C-I-A Model
Encryption
Hashing
Job Demands
Cisco Certificates
General
Focused
Expert:
CCIE®
Professional:
CCNP®, CCIP®, CCSP®,

CCVP™, CCDP®
Associate:
CCNA®, CCDA®
Security
IP Communications
Wireless
Storage Networking
Optical
Advanced Routing
and Switching
Foundation
Cisco Certified Entry Network
Technician (CCENT™)
NEW
CCNA Security
CCNA Voice
CCNA Wireless
NEW
Cisco Certificates
“Certifications validate your practical experience. You need
Cisco certifications for any sort of networking role – it’s what
employers demand”
Adrian Cassar
Business Systems Engineer, Budweiser UK
“Holding a Cisco certification enabled me to enter the career of
my dreams, and now I have the opportunity to work for one of
the most recognized productions studios in the world.”
Chris Cugno, Senior Network Engineer, DreamWorks Animation

SKG
Cisco Network Academy
Cisco Packet Tracer
- Demo -
Next Session
Internet of Things (IoT)
Big Data
Business Analytics
|Sep 12, 2017,1:30 pm
How Much Do A Company's Ethics Matter In The Modern
Professional
Climate?
Larry Alton Contributor
I cover changes to the American w orkplace.
SOURCE: h ttps://www.for bes.com/sites/larryalton
/2017/09/12/how -much-do-a -com panys-ethics-matter-in -the-

m oder n -profession al-climate/#ecb4fd61c7 90
More than ever, a company’s success depends on the talent it’s
able to attract, but
attracting the best talent is about more than just offering the
best salary —or even the
best benefits. Companies may have a lucrative offer for a
prospective candidate, and a
culture where they’ll feel at home, but how do corporate ethics
stack up against those of
its competition?
This may not seem like the most important question to ask when
you’re trying to hire
someone for a position—especially one that might not be
directly affected by the actions
of your corporation as a whole—but the modern workplace is
changing, as are American
professionals’ values, and if you want to keep up, you need to
know just how significant
those ethical values are.
What Qualifies as “Ethics”?
What do I mean by “ethics”? This is a broad category, and
subjective in nature, but
generally, I’m referring to these areas:
• Fraud and manipulation. This should be obvious, but ethical
companies don’t
engage in shady or manipulative financial practices, such as
fraud, bribery, or
insider trading. The problem here is that individual actions are
often associated
with the company as a whole, so any individual within your

company who behaves
in an unethical way could compromise the reputation of your
company. Setting
strict no-tolerance policies and taking proper disciplinary action
can mitigate these
effects.
• Sustainability. Sustainability refers to practices that may be
continued
indefinitely, usually with respect to the environment. Choosing
renewable forms of
energy, such as solar and wind, and decreasing pollutants are
examples of this.
However, sustainability may also refer to the use or
consumption of other natural
resources, such as water.
• Diversity and inclusion. Diversity and inclusion efforts are
also seen as
responsible, ethical business practices. These include programs
to hire people from
more diverse backgrounds, including different ethnicities,
sexes, and differently
abled people.
https://www.forbes.com/sites/larryalton/
https://www.forbes.com/sites/larryalton/2017/09/12/how-much-
do-a-companys-ethics-matter-in-the-modern-professional-
climate/#ecb4fd61c790
https://www.forbes.com/sites/larryalton/2017/09/12/how-much-
do-a-companys-ethics-matter-in-the-modern-professional-
climate/#ecb4fd61c790
http://www.investopedia.com/terms/b/business-ethics.asp
http://www.sustainability-indices.com/sustainability-
assessment/corporate-sustainability.jsp
http://www.sustainability-indices.com/sustainability-

assessment/corporate-sustainability.jsp
• Exploitation. Large companies can m ake greater profits by
exploiting local
populations, especially in developing countries, or by exploiting
tax loopholes to the
disadvantage of individuals and businesses around them. These
practices may yield
your business a short-term benefit, but they’re heavily frowned
upon by the
American public, and are usually seen as unethical.
• Donations and contributions. Finally, a business’s donations
and volunteer
contributions to charitable organizations, local groups, and good
causes can also be
considered an ethical and/or benevolent practice.
So is it more important that a company pay attention to, and
potentially invest in these
areas?
The Age of Information
We’ve entered an age beyond the industrial; we’re living in the
information age. And no,
that isn’t just a buzzword used by digital marketers—it’s being
studied and treated as
a major leap forward in human history . Today’s prospective
employee has more
information than ever before, and businesses are more
transparent now than they ever
have been.
A company’s history, public messages, and even current staff

are all publicly available
information, and all it takes is a Google search for a prospective
employee to find it. For
that reason alone, company ethics are more important than
they’ve been in past
decades; one scandal or breach of ethics will stick for
potentially years, and conversely,
any efforts made to conduct business ethically will be more
apparent and publicly
recognized.
The Millennial Factor
It’s also important to realize that millennials are the next
generation of talent entering
the professional world—and they’re the ones dictating what’s
important for
companies. According to a Bentley University study , 86
percent of millennials consider
it a main priority to work for a business that conducts itself
ethically and responsibly. In
fact, most millennials would be willing to take a considerable
pay cut to work for such a
business.
What does that mean for ethical practices at your company? It
means if you want any
chance of recruiting up-and-coming talent in your industry, you
need to start engaging
in a more responsible way. Otherwise, you’ll be alienating 86
percent of the young
workforce before you even get to make an offer.
Increased Competition
One other factor to consider here is the compounding nature of

competition. As more
businesses begin to realize the importance of responsible and
ethical practices, more
businesses are going to invest in those efforts, which means any
businesses that don’t
follow suit are going to look worse by comparison.
https://en.wikipedia.org/wiki/Information_Age
http://www.bentley.edu/impact/articles/millennials-does-big-
paycheck-trump-ethical-responsibility
As just one illustration of this effect, between 2011 and 2015,
the percent of Fortune 500
companies that published sustainability reports ran from 20
percent to 81 percent.
Developing a company ethically is only going to become more
significant as competitors
invest in their respective initiatives.
The Bottom Line
A company’s ethics and corporate social responsibility matter
more today than they did
a few decades ago. Workers place a higher emphasis on the
values of their employers,
and have access to more information than ever before.
If you want your company to remain competitive in the hunt for
the best candidates in
your field, spend some time defining, perfecting, and promoting
your company’s ethical
behavior.
I'm a full-time freelance writer and business consultant. With
over 7 years of experience providing

strategic consulting to companies ranging from Fortune 500
firms to…M ORE
© 2018 Forbes Media LLC. All Rights Reserved.
http://www.npr.org/sections/13.7/2016/08/24/490811156/corpor
ate-ethics-in-the-era-of-millennials
http://www.businessnewsdaily.com/4679-corporate-social-
responsibility.html
http://www.forbes.com/sites/larryalton/
WASHINGTON POST: Ca pital Business Perspective
Ethical business practices start at the top
By Jon athan Aberman
June 19, 2017
SOURCE: https://www.washingtonpost.com/news/capital-
business/ wp/2017/06/19/ethical-
business-practices-start-at-the-
top/?noredirect=on&utm_term=.c2cd9c08badb
When a company systematically breaks a law, we are often
surprised. We
shouldn’t be.
Every business leader is taught that success depends upon

creating an
organizational culture with a shared sense of purpose and values
between
employees and leadership.
Uber’s ongoing allegations of hostile and unfair treatment of
female
employees and Wells Fargo’s secret creation of millions of
unauthorized
deposit and credit card accounts at the expense of customers
show that
company culture can actually incite coordinated illegal
activities. How does
this happen?
(Photo courtesy of Jonathan Aberman)
Jack Ewing, author of “Faster, Higher,Farther” looked at this
issue in
connection with the fraud surrounding Volkswagen’s corporate
decision to
https://www.washingtonpost.com/news/capital-
business/wp/2017/06/19/ethical-business-practices-start-at-the-
top/?utm_term=.a3502f787883
top/?utm_term=.a3502f787883
http://www.washingtonpost.com/news/capital-business

http://books.wwnorton.com/books/detail.aspx?ID=4294993887
sell hundreds of thousands of cars with diesel engines that did
not comply
with environmental regulations. Over many years, VW
systematically built
engines designed to cheat on emission tests and to obscure
inspections on
just how toxic they were.
How it got to this point is instructive. It begins with the
corporate culture.
A “corporate culture is never written down; it’s just what
everyone knows,”
Ewing told me. CEOs who do not tolerate failure or who are not
interested
in dissenting opinions rapidly create an environment where
issues of
legality or social norms become irrelevant against the broader
goal of
growth.
Tension inevitably builds because at some point in any large
organization,
employees will have to exercise judgement and decide for
themselves what
is right or wrong. When faced with that choice, will employees
do the right
thing?
As an observer of business culture, Ewing says the answer is
clear:
employees will not always do what is right, that “it’s up to
management to

set an example.”
My experience in the business world very much supports what
Ewing
observed through his research on Volkswagen. Leaders must
encourage
employees who might have bad news to deliver to speak up, and
create an
environment where subordinates can express themselves about
uncomfortable situations. A mercurial founder who makes it
clear he or she
won’t tolerate contrary opinions is less likely to hear about
important
issues.
For VW and its substandard diesel engines and Uber with its
perceived
negative treatment of female employees, we have learned in
retrospect of
ample opportunities for the companies to change their paths and
do the
right thing, but employees didn’t feel safe to raise their
concerns, and
leadership didn’t show an interest.
It really does start at the top.
Stories like these serve as a reminder that without rules
governing conduct,
we should not assume that businesses will always act ethically.
Business
leaders are generally evaluated against the twin metrics of
profitability and
their ability to achieve effective collective action. If a company
is justifiably
motivated to pursue profit, we should not expect that every

business will
act in society’s best interest.
Let’s be fair to our business leaders; their job is to maximize
profits and
work within the rules, not to create new ones.
If we want to eliminate pollution, benefit from a fair financial
services
industry, and enjoy equality in the workplace, it is wise to have
rules for
business to follow.
We do not assume that citizens will always do the right thing —
that’s why
we have laws to regulate conduct. Why assume that it is any
different for
businesses?
A company can be objectively well-managed, yet willfully
violate the law.
Like a well-schooled crew team, frantically stroking as it tips
over a
waterfall.
Jonathan Aberman is a business owner, entrepreneur and
founder of Tandem NSI, a national community that connects
innovators
to government agencies. He is host of “What’s Working in
Washington” on
WFED, a program that highlights business and innovation, and
he
lectures at the University of Maryland’s Robert H. Smith School
of

Business.
https://urldefense.proofpoint.com/v2/url?u=http-
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q19eJdrcQiUVEwFYoMRqGDAXQ_puw5tYjg&r=7_oKOg_khM
7fqT6I1JFF8DZ1AD68vuN6uPx_yK9Vb84&m=MhDc_gDrORA
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working-washington/
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N<FH�
Steve DePalo
Director – North American Sustainability
McDonald’s Corporation
Steve DePalo is a Director in McDonald’s North American
Sustainability Organization for McDonald’s Corporation. In this
position, Steve is currently responsible for Climate related
energy programs, including energy efficiency and renewable
energy, water, and emerging issues and technologies. A key
responsibility for Steve’s team is to develop the strategies and
oversee implementation of programs that will deliver on the
U.S. portion of McDonald’s 2030 Global Science Based Climate
Target announced in early 2018.
Steve wasn’t initially interested in the environment but did see
the world of environmental conservation as a place where he
could make a big mark. He knew early on that he wanted to
work in a job that would allow him to gain national visibility.
He was hired by McDonald’s in 2004 as National Energy
Manager. His desire to rise to the top was recognized, and he
was promoted to Director of Energy in 2009. In this role, Steve
had responsibility for McDonald’s waste & recycling programs
as well as sustainability for packaging. He was grateful for this
work because it received a lot of attention; this role gave him an
opportunity to step into the spotlight and lead.
Steve was the key architect of McDonald’s Energy Risk

Management program, which focuses on lowering costs and
managing energy price risk in regulated and deregulated
markets for corporate and franchised restaurants. This program
has saved McDonald’s restaurants more than $130 Million over
14 years, and Steve knew it was an accomplishment that would
be recognized by many across McDonald’s globally.
Steve received McDonald’s President’s Award in 2007, given to
the top 1% of employees globally. Steve credits the award to his
desire to rise to the top and be recognized for his influence.
Steve holds a Bachelor of Science in Mechanical Engineering
from Hofstra University in Hempstead, New York. He received
a Mini-MBA from Loyola University. Prior to joining
McDonald’s, Steve spent 14 years in the utility industry, in
various roles ranging from distribution system engineering and
design, to key account and national account management.
In his spare time, Steve is an avid golfer and international
traveler, and has visited more than 30 countries.
b i o g r a p h y
�
BIO – Philip Rugile
Phil Rugile currently works with the digital gift card startup
eGifter as the Human Capital Strategist, responsible for
developing a unique company culture that provides value to the
company for personnel recruiting and marketing/PR efforts.
Phil is also the Director of a separate business within the
eGifter offices called Launchpad Huntington (LPH), a co-
working and corporate event space whose mission is to become

a hub of entrepreneurial activities in the region; establishing
Huntington as a center for investment, education, and workforce
development for the emerging start-up communities. LPH
currently houses 30 startup and early stage tenant companies
with 12 corporate, educational and government sponsors.
Prior experiences include; Entrepreneur in Residence for
Accelerate Long Island; co-founder of 100 Urban
Entrepreneurs, a 501(c)(3) non-profit dedicated to supporting
minority entrepreneurship; co-founder of MYMAG, a celebrity
driven marketing company that created unique personalized
print and digital products; preceded by stints at numerous media
and technology companies such as Reuters, Times Mirror and
others.
More information at https://www.linkedin.com/in/prugile
Email: [email protected]
Bob McInnis is a marketing automation specialist helping to
turn new and existing Web sites into lead generation and sales
machines. He is successful today, and has always been good at
whatever he sets out to accomplish.
He started his career in media ad sales and sales management,
eventually being hired by New York Newsday, which at that
time was the largest newspaper in the U.S. He created a new
way of selling advertising that brought in an additional $3
million in revenue its ﬁrst year. National newspaper
associations started inviting him in to share his approach.
A few years later, when Bob was 30, he left Newsday to start a
successful ad sales consulting business, working with over

1,000 media companies in North America and the U.K. He was a
frequent speaker at the International Newspaper Marketing
Association and the World Association of Newspapers.
But when the Great Recession hit in 2007-2008, businesses
began cutting back signiﬁcantly on advertising expenditures.
This trend coincided with the digital age coming into its own
and, as a result, the little advertising dollars that were being
spent migrated away from newspapers to digital advertising
platforms, which were considerably cheaper.
This one-two punch put the newspaper industry in a downward
spiral from which they have yet to recover. There simply wasn’t
enough money in newspaper ad sales to hire sales consultants.
It dawned on Bob’s that he could transfer his skills to another
area that was growing in demand.
So, at 52, Bob decided to explore how to shift from the field of
print advertising to a digital realm. While changes in
technology sent many of his colleagues back to the bottom of
the workforce, Bob was determined to remain a leader in his
field. Bob was confident he would be successful.
Right about that time, an old acquaintance reached out to Bob to
try to convince him to come work with his digital marketing
agency. The agency was located in Sweden and Boston, with
clients including PepsiCo, Volvo, Ikea, GSK, and the UN. Bob
recognized the opportunity and agreed to come on board.
Bob was hired as the global account director which mainly
involved managing accounts and bringing in new ones. He
started reading about a new tool called marketing automation
that helped businesses grow and he began studying everything
he could on the subject, even hiring a “tutor” out of his own
pocket.

The agency eventually purchased marketing automation
software and Bob created the strategy and installed the system
for the agency. Bob became good enough at it that the agency
started selling his marketing automation services to its current
and prospective clients and Bob began building marketing
automation systems for a variety of international brands.
In the past three years, Bob has created and implemented
marketing automation strategies for a wide range of clients
including an aquaculture firm, a cosmetics company, a
university, a restaurant, and a programmatic advertising
company. He finds the approach incredibly effective and
rewarding and now speaks extensively on the subject.
Overall, Bob believes his professional experiences taught him
the following lesson: you shouldn’t view changes in the world
around you as threats. Changes are opportunities to continue to
grow and learn. You can even surprise yourself with how well
you can rise to the challenge.
John Davi Bio
John Davi has 18 years of experience spanning across Macro
ETF Strategy, Quantitative Research & Equity Derivatives.
John was Head of Morgan Stanley’s Institutional ETF Content
where he produced hundreds of strategy pieces over an 8-year
period. It was a Multi-Asset job and involved developing ETF
investment ideas to add alpha to investors’ portfolios.
While working for Morgan Stanley’s ETF Product Group, John
frequently traveled across the world to meet with sophisticated
Hedge Funds, Asset Managers, and Pension/Endowments.
John’s ETF content was top ranked twice by Institutional
Investor magazine under the Sales & Trading category, as well
as by ETF.com. John assisted some of the biggest ETF
Providers on New Product Development ideas and Product
Strategy.
John began his career in 1999 doing research on ETFs in Merrill
Lynch’s Global Equity Derivatives group when the product had

only $100 bln AUM vs. over $3 trillion now. Within the Global
Equity Derivatives group, John was Head of the Delta-1
Research group where he produced several hundred research
reports on ETFs, Futures, Options, and Indices.
John structured ETF model portfolio solutions as early as 2002
for both Merrill Lynch’s Institutional Investors and Financial
Advisors where several billions of assets were raised. John’s
team created numerous indices which were packaged into
structured products and distributed into the firm’s Retail
Division.
While John worked in the firm’s Global Equity Derivatives
Research group, he was part of a team that was ranked top 3 by
Institutional Investor magazine in 6 of his 8 years. He was the
only member of the Global Derivatives Research team not to
have a PhD, advanced mathematic degree, MBA, or CFA.
John’s research lead to broker votes and increased trade
allocation from the buy-side.
John was a Merrill Lynch Innovation Award Recipient where he
was 1 out of 40 VPs globally chosen and received funding to
launch a new business.
Between Morgan Stanley and Merrill Lynch, John spent 4 years
on a Global Derivatives Desk where he structured a broad array
of derivative solutions for many of the world’s largest Asset
Managers, Hedge Funds, and ETF providers.
In 2017 John founded Astoria Portfolio Advisors, an investment
advisor that specializes in the construction, management and
sub-advising of low-cost, ETF Model Portfolios. The firm
utilizes a comprehensive list of macroeconomic models and
cross asset risk indicators as well as the firm’s deep quantitative
portfolio construction background with the goal of providing
better risk adjusted returns across varying economic cycles.
John graduated with honors from Hofstra University. He
interned 35 hours a week in while finishing his last year of
school for Merrill Lynch’s Global Equity Derivatives Research
group. John also worked 25 hours a week as an Investment
Strategist for Dreyfus while finishing his junior year at Hofstra.

John sits on various boards, is active in his community, spends
a lot of time mentoring aspiring finance professionals, and
works with several non-profit organizations. John is an avid
reader of Investment books. His favorite is ‘The Most
Important Thing’ by Howard Marks. John was born, raised, and
lived in Astoria, Queens for 28 years.
Nick Natale Bio
Nick Natale is an audit partner in KPMG’s Long Island office
with over 15 years serving clients in the technology industry.
He began his career with KPMG in September 2003 after
graduating from Hofstra University. Nick’s consistent high
performance, technical knowledge and exceptional client
service earned him a promotion to partner in 2017. He has
provided audit and advisory services to clients that range from
Fortune 500 public companies to fact growing emerging
technology start-ups. Over the course of his career he has
received numerous accolades at the national level within KPMG
for high performance and mentoring professionals across the
firm. Nick pioneered the firm’s Engagement of Choice initiative
which focused on innovative ways to provide predictability and
flexibility to professionals across the firm. He is also a current
board member and treasurer of the Long Island Software and
Technology Network (LISTnet), a non-for profit organization
dedicated to mentoring and promoting technology start-ups on
the Long Island.
Melissa M. Castello
Director, Human Resources
EvensonBest
Melissa Castello is the Director of Human Resources at
EvensonBest, an interior office design firm in Manhattan.
Melissa has more than 15 years of strategic human capital

planning experience. She is responsible for enhancing the
overall employee experience at all EvensonBest locations;
developing the intern and full-time training curriculums;
implementing standard hiring and onboarding practices; and
creating new programs to foster employee engagement.
However, one of her biggest roles is managing and developing
an ongoing talent pipeline at all levels.
She joined EvensonBest after working in professional services
firms on Wall Street, Long Island and London. Melissa's roles
always incorporate talent acquisition and retention initiatives,
training programs, performance management, and total rewards
programs. She actually began her professional career working
with Human Resources information systems here at Hofstra
University.
Melissa earned her B.A. in Public Communication from
American University and her M.B.A from Hofstra University.
She is an adjunct professor at Mercy College, a board member
of SHRM LI and Veterans on Wall Street (VOWS).
Arturo Rodriguez is currently the Senior Vice President of
Finance at Mohawk Group, Inc. Mr. Rodriguez started at
Mohawk in late 2017 to build out its financial reporting and
compliance. Since joining, Mr. Rodriguez has driven the
conversion from cash to accrual basis accounting, completed the
implementation of Mohawk’s first Enterprise Resource Planning
(ERP), completed the first two audits of Mohawk’s financials
and was an integral part of the leadership team raising
Mohawk’s Series C equity financing and refinancing its debt
lines. Mr. Rodriguez sits on the executive leadership committee
and currently spends more of his time in various Human
Resource, Legal and Operational projects. Most recently he
founded the Company’s product safety compliance committee as
part of Mohawk’s first voluntary product recall.

Prior to joining Mohawk, Mr. Rodriguez spent five years as
Chief Accounting Officer and Global Controller for the Piksel
Group (formerly Kit Digital Inc.). Mr. Rodriguez was part of
the leadership team which reorganized Kit Digital through a
structured bankruptcy and reorganization ensuring the survival
of the group, saving 800 jobs and rebranding KIT Digital to
Piksel. The root cause of the bankruptcy was financial fraud
and embezzlement uncovered by the new finance leadership
team, including Mr. Rodriguez, resulting in the arrest,
prosecution and conviction of KIT Digital’s former CEO, COO
and CFO. At the end of Mr. Rodriguez’s tenure at Piksel, he
served as the Interim COO, based in the United Kingdom,
leading 500 people worldwide through a functional and strategic
reorganization of the Piksel Group splitting its business into
industry focused business units.
Mr. Rodriguez spent the majority of his career at Atari. Over
that eleven year span Mr. Rodriguez, was promoted seven times
ultimately holding the title of CFO of North America in 2006
and the relocating to France as the Deputy CFO worldwide in
2008. Throughout his career at Atari, Mr. Rodriguez was
instrumental in various strategic reorganizations to provide the
company financial flexibility as the video game industry
migrated through various cycles including the shift from
traditional platforms to online and mobile formats. When Mr.
Rodriguez officially left Atari in late 2011 it was finally
EBITDA profitable.
Mr. Rodriguez started his career at Arthur Andersen and is a NY
State CPA. Mr. Rodriguez is graduate of Hofstra University
(Class of 1997) and currently resides in New Jersey with his
family.

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