fifty case studies for management & supervisory training HE MENTORSHIP OF JOHN COOPER Kuzyk wrote this case under the supervision of Professor Lyn Purdy solely to provide material for class discussion. The authors ot intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain es and other identifying information to protect confidentiality We're really short on people with your skill set and are being forced to decline projects. I have a couple of other professionals in mind, but I'd really prefer if you could come and work with us. We're very flexible and have no problem with you maintaining your independence as an external consultant, so that you could still do some work elsewhere, whenever you had the time. Really, I need you to think seriously about this and get back to me by the end of the week. e were the words just spoken by Debra Foster to John Cooper over his cell phone. As he began his tly walk home from the office, in the dry winter air, he began to reflect on the last five years and the of leaving his current position with the Standard Group of Companies to incorporate his own sultancy. E LAST FIVE YEARS ooper was 27 years old and had spent the last five years working in Calgary, Alberta for Standard oldings, the early stage business development and private equity arm of the Standard Group of mppanies. The job was one that he took immediately after graduating from the Richard Ivey School of isiness, 3,300 kilometres away in London, Ontario. With no family, friends or other contacts in Calgary, oper took the position of business analyst mainly to capitalize on the chance to work with Alan kpatrick, who was already an accomplished and well-respected entrepreneur before starting the Standard sup of Companies. ring Cooper's first week with Standard Holdings, the job was explained by Kirkpatrick openly and iestly as the broad task of developing a small number of young companies, overseeing a modest portfolio marketable securities, managing some real estate assets and making new investments over time as ortunities presented themselves. Also included in the sweeping job description were a number of ernal tasks that would need to be performed to support Kirkpatrick's role as a director on several boards, those would be billed through Standard Consulting, the management consulting arm of the Standard up of Companies..

1. fifty case studies for management & supervisory training
HE MENTORSHIP OF JOHN COOPER Kuzyk wrote this case under the supervision of Professor
Lyn Purdy solely to provide material for class discussion. The authors ot intend to illustrate either
effective or ineffective handling of a managerial situation. The authors may have disguised certain
es and other identifying information to protect confidentiality We're really short on people with your
skill set and are being forced to decline projects. I have a couple of other professionals in mind,
but I'd really prefer if you could come and work with us. We're very flexible and have no problem
with you maintaining your independence as an external consultant, so that you could still do some
work elsewhere, whenever you had the time. Really, I need you to think seriously about this and
get back to me by the end of the week. e were the words just spoken by Debra Foster to John
Cooper over his cell phone. As he began his tly walk home from the office, in the dry winter air, he
began to reflect on the last five years and the of leaving his current position with the Standard
Group of Companies to incorporate his own sultancy. E LAST FIVE YEARS ooper was 27 years
old and had spent the last five years working in Calgary, Alberta for Standard oldings, the early
stage business development and private equity arm of the Standard Group of mppanies. The job
was one that he took immediately after graduating from the Richard Ivey School of isiness, 3,300
kilometres away in London, Ontario. With no family, friends or other contacts in Calgary, oper took
the position of business analyst mainly to capitalize on the chance to work with Alan kpatrick, who
was already an accomplished and well-respected entrepreneur before starting the Standard sup of
Companies. ring Cooper's first week with Standard Holdings, the job was explained by Kirkpatrick
openly and iestly as the broad task of developing a small number of young companies, overseeing
a modest portfolio marketable securities, managing some real estate assets and making new
investments over time as ortunities presented themselves. Also included in the sweeping job
description were a number of ernal tasks that would need to be performed to support Kirkpatrick's
role as a director on several boards, those would be billed through Standard Consulting, the
management consulting arm of the Standard up of Companies.