Fox Focus - Career Spotlight

1. TEMPLE UNIVERSITY FOX SCHOOL OF BUSINESS FALL 2013 VOLUME ISSUE www.fox.temple.edu Non-Profit Org. U.S. Postage PAID Philadelphia, PA Permit No. 1044 REEL IMPRESSIVE Sophomore Brandon Matthews sinks a 15-yard chip-in for par —“the greatest shot I’ve ever hit in my life”— on the final hole of the U.S. Open sectional qualifier in June. After serving as an alternate for the U.S. Open Championship (despite the impressive shot, the final player knocked Matthews out), the phenom golfer captured the Golf Association of Philadelphia’s Open Championship in July and, less than a week later, won the U.S. Amateur qualifying round to earn a berth in one of the world’s most prestigious amateur events. Photos courtesy of Barry Sloan/MGA SWEET SPOTS Leading the Hershey Company’s Corporate Social Responsibility Alumnus Todd Camp leads corporate social responsibility and community relations at the Sweetest Place on Earth. p. 6 An entrepreneurship major is the brains behind the national Zombie Run series of the quick and undead. p. 12 Temple Student Government President Darin Bartholomew has pushed for #CherryOn via social media. p. 17 Alumni profiles include the CIO of San Francisco and the VP of HR for Turner Broadcasting Co. p. 20 TEMPLE UNIVERSITY FOX SCHOOL OF BUSINESS FALL 2013 VOLUME 2 ISSUE 1 Fox School of Business Alter Hall (006-17) 1801 Liacouras Walk Philadelphia, PA 19122-6083

2. FALL 2013 FOX FOCUS is published for alumni and friends of the Fox School of Business at Temple University. M. Moshe Porat Dean Rajan Chandran Vice Dean Diana Breslin-Knudsen Associate Dean William Aaronson Associate Dean, Executive Academic Director, Graduate Programs Paul A. Pavlou Associate Dean, Research, Doctoral Programs and Strategic Initiatives; Chief Research Officer Deborah Campbell Senior Assistant Dean, Undergraduate Programs Christine Kiely Assistant Dean, MBA and MS Programs Donald Kirkwood Assistant Dean, Development and Alumni Relations Jennifer Fitzgerald Executive Director, Communications and Strategic Marketing Jodi Briden Brandon Lausch Co-editors Josh Fernandez Christine Fisher Meg Frankowski Rosella Eleanor LaFevre Brandon Lausch Carl O'Donnell Maria Raha Joseph B. Schaefer Writers Jodi Briden Photography editor Ryan S. Brandenberg Chris Hartlove Jim Roese Photographers For inquiries, feedback or comments, please contact: Office of the Dean Fox School of Business Alter Hall (006-7) 1801 Liacouras Walk Philadelphia, PA 19122-6083 USA 215-204-7676 www.fox.temple.edu 2 Message from the Dean 3 The Next Big Thing … MOOCs 4 Fox’s Power In … Philadelphia food and beverage COVER STORY 6 Sweet Spots How Todd Camp, MBA ’01, has helped the Hershey Co. make strides in CSR and community relations. FEATURE STORY 12 Thrill of the Chase David Feinman’s adage that “You always run faster when you’re being chased” inspired the Zombie Run. OFFICE HOURS 16 Dr. Daniel T. Dempsey, MBA ’11 We shadow Penn Medicine’s chief of gastrointestinal surgery in a new day-in-the-life series featuring alumni. STUDENT PROFILE 17 Darin Bartholomew This management information systems major leads Temple Student Government — and #CherryOn. FACULTY PROFILE 18 Paul A. Pavlou Meet the Fox School’s recently appointed chief research officer and associate dean. 19 Class Notes, Alumni Profiles 25 Donor Appreciation Profile 26 Alumni Association News and Events 27 News 30 Donor Appreciation Listing Junior David Feinman’s Zombie Run is just your typical hometown 5K. That is, he adds, if your hometown is infested with an army of zombies. ZOMBIE FUN

3. FALL 2013 FOX FOCUS is published for alumni and friends of the Fox School of Business at Temple University. M. Moshe Porat Dean Rajan Chandran Vice Dean Diana Breslin-Knudsen Associate Dean William Aaronson Associate Dean, Executive Academic Director, Graduate Programs Paul A. Pavlou Associate Dean, Research, Doctoral Programs and Strategic Initiatives; Chief Research Officer Deborah Campbell Senior Assistant Dean, Undergraduate Programs Christine Kiely Assistant Dean, MBA and MS Programs Donald Kirkwood Assistant Dean, Development and Alumni Relations Jennifer Fitzgerald Executive Director, Communications and Strategic Marketing Jodi Briden Brandon Lausch Co-editors Josh Fernandez Christine Fisher Meg Frankowski Rosella Eleanor LaFevre Brandon Lausch Carl O'Donnell Maria Raha Joseph B. Schaefer Writers Jodi Briden Photography editor Ryan S. Brandenberg Chris Hartlove Jim Roese Photographers For inquiries, feedback or comments, please contact: Office of the Dean Fox School of Business Alter Hall (006-7) 1801 Liacouras Walk Philadelphia, PA 19122-6083 USA 215-204-7676 www.fox.temple.edu 2 Message from the Dean 3 The Next Big Thing … MOOCs 4 Fox’s Power In … Philadelphia food and beverage COVER STORY 6 Sweet Spots How Todd Camp, MBA ’01, has helped the Hershey Co. make strides in CSR and community relations. FEATURE STORY 12 Thrill of the Chase David Feinman’s adage that “You always run faster when you’re being chased” inspired the Zombie Run. OFFICE HOURS 16 Dr. Daniel T. Dempsey, MBA ’11 We shadow Penn Medicine’s chief of gastrointestinal surgery in a new day-in-the-life series featuring alumni. STUDENT PROFILE 17 Darin Bartholomew This management information systems major leads Temple Student Government — and #CherryOn. FACULTY PROFILE 18 Paul A. Pavlou Meet the Fox School’s recently appointed chief research officer and associate dean. 19 Class Notes, Alumni Profiles 25 Donor Appreciation Profile 26 Alumni Association News and Events 27 News 30 Donor Appreciation Listing Junior David Feinman’s Zombie Run is just your typical hometown 5K. That is, he adds, if your hometown is infested with an army of zombies. ZOMBIE FUN

4. The Power of Fox is showing no signs of slowing. This year, we enrolled the largest and most academically distinguished freshman class ever. We welcomed more than 1,500 transfer students and freshmen, who joined us with a record-high GPA average of 3.4 and SAT average of 1137. These students are also incredibly diverse, representing 27 states as well as 24 countries. The Fox Honors Program more than doubled the size of its incoming class, to 68, while maintaining its impressive SAT average (1408). University-wide, Temple received nearly 22,000 applications for the 4,300 spots in the freshman class. At the graduate level, overall enrollment increased by 28 percent. Interest in our expanding portfolio of Specialized Masters programs continues to grow, with a record intake of more than 150 new students. Our full-time Global MBA, which enrolled its first cohort this semester, features 46 students, nearly half of whom are either from out of state or international, and three are Temple alumni. The cohorts in our other MBA programs — Executive, Part-time and Online — are equally impressive. For example, 43 percent of Online MBA students who started the program in August have already completed a graduate-level degree. At the PhD level, we received more than 270 applications from 31 states and 21 countries. Twenty-one new full-time faculty joined each of our nine departments this fall, and I recently appointed Dr. Paul A. Pavlou as Associate Dean of Research, Doctoral Programs and Strategic Initiatives, as well as our Chief Research Officer, to further enhance our partnerships for research, grants and other strategic initiatives. We can all share in the successes of being part of a school that attracts some of the world’s best and bright- est students, faculty, and staff and produces some of the world’s most innovative and driven alumni. Clearly, we are on the move — onward and upward. Regards, M. Moshe Porat, PhD, CPCU Dean Laura H. Carnell Professor Fox School of Business FORWARD MARCH THE NEXT BIG THING... MASSIVE OPEN ONLINE COURSES (MOOCS) There have been a number of players in this market in a variety of platforms. Why did Fox decide to enter it now? We wanted to do it right. MOOCs are generally delivered as correspondence- like courses. There’s usually not much interaction or collaboration between students and professors. Some content has to be delivered asyn- chronously (not in real-time), such as our HD mobile-friendly lecture videos, but Fox online courses engage in synchronous (real-time) activities as well. We wanted to deliver the same collaborative, interactive, community-based Fox online course to the masses. I’m not just talking about discussion boards and webinars. We’re talking about collaborative WebEx sessions where students are separated into virtual breakout rooms to show what they know. Professors prepare problems or activities for students that require deep understanding of the topics. After a speci- fied amount of time the professor brings all of the students back to the main WebEx room to submit and present their findings. While the Fox School has been using this andragogical approach — the virtual flipped classroom — to teaching online for several years, it took time to develop the platform for scale. What’s your personal philosophy about MOOCs? It’s an affordable way to learn from experts about a topic that is interesting or one that can help increase productivity at work. Stanford’s first MOOC, Introduction to Artificial Intelligence, launched only two years ago with more than 160,000 students. Since then several other renowned universities — including Penn, Princeton and MIT, to name a few — have launched MOOCs. The growth and increased popularity of MOOCs over the last two years is incred- ible. I think universities are all scrambling to develop a MOOC strategy. MOOCs are here to stay, but they are in their infancy and will continue to evolve into a mature and robust learning environment. How do you combat the criticism that MOOCs aren’t that engaging or that there are high dropout rates? It is difficult to deploy an engaging online course to 30 students, let alone thousands. Most MOOCs today are simply delivering information: Read/watch this or do that. Schools need to invest more time and resources into keeping students engaged, and faculty have to find ways to efficiently communicate and collaborate with MOOC students. Having a compressed course with constant activities gives students an idea of what it’s like to be in the Fox Online MBA, to see if they can make it in a well-ranked, well- respected program. How have MOOCs impacted higher education? At first I thought it was a fad. There was no revenue model — only sunk costs. But schools are pushing forward with MOOC offerings and students continue to enroll. How’s it going to shake out? I don’t know. But I think schools are going to use these as advertising outlets to showcase their program, course or school to help drive enrollment. You’re leading Fox online and digital learning efforts. Why are you so committed to it? It’s [Temple founder] Russell Conwell’s access to education. Why do you need to be somewhere at a specific day and time to learn? Online education is for the hardworking, busy professional who doesn’t have time to fit in traveling to campus to attend class. Plus, the technology we have integrated in our teaching today is extremely “smart” and user-friendly. We have the red carpet approach to online education, from inquiry to enrollment all the way through to graduation. There’s so much noise in the online market, and when the dust settles it’s going to come down to quality and customer service. And we have that. — Brandon Lausch The Fox School delivered Temple’s first massive open online course (MOOC), a Quantitative Methods for Business class through the Online MBA program, this fall. Darin Kapanjie, an assistant professor of statistics, designed and taught the free, four-week course. As managing director of Fox Online and Digital Learning and academic director of the Fox Online MBA and BBA programs, Kapanjie has a deep interest in distance learning. Here he discusses how MOOCs are changing the landscape of higher education and how schools and students are reacting. 32 FOX FOCUS FALL 2013 FOX SCHOOL OF BUSINESS DEAN'S MESSAGE THE NEXT BIG THING

5. The Power of Fox is showing no signs of slowing. This year, we enrolled the largest and most academically distinguished freshman class ever. We welcomed more than 1,500 transfer students and freshmen, who joined us with a record-high GPA average of 3.4 and SAT average of 1137. These students are also incredibly diverse, representing 27 states as well as 24 countries. The Fox Honors Program more than doubled the size of its incoming class, to 68, while maintaining its impressive SAT average (1408). University-wide, Temple received nearly 22,000 applications for the 4,300 spots in the freshman class. At the graduate level, overall enrollment increased by 28 percent. Interest in our expanding portfolio of Specialized Masters programs continues to grow, with a record intake of more than 150 new students. Our full-time Global MBA, which enrolled its first cohort this semester, features 46 students, nearly half of whom are either from out of state or international, and three are Temple alumni. The cohorts in our other MBA programs — Executive, Part-time and Online — are equally impressive. For example, 43 percent of Online MBA students who started the program in August have already completed a graduate-level degree. At the PhD level, we received more than 270 applications from 31 states and 21 countries. Twenty-one new full-time faculty joined each of our nine departments this fall, and I recently appointed Dr. Paul A. Pavlou as Associate Dean of Research, Doctoral Programs and Strategic Initiatives, as well as our Chief Research Officer, to further enhance our partnerships for research, grants and other strategic initiatives. We can all share in the successes of being part of a school that attracts some of the world’s best and bright- est students, faculty, and staff and produces some of the world’s most innovative and driven alumni. Clearly, we are on the move — onward and upward. Regards, M. Moshe Porat, PhD, CPCU Dean Laura H. Carnell Professor Fox School of Business FORWARD MARCH THE NEXT BIG THING... MASSIVE OPEN ONLINE COURSES (MOOCS) There have been a number of players in this market in a variety of platforms. Why did Fox decide to enter it now? We wanted to do it right. MOOCs are generally delivered as correspondence- like courses. There’s usually not much interaction or collaboration between students and professors. Some content has to be delivered asyn- chronously (not in real-time), such as our HD mobile-friendly lecture videos, but Fox online courses engage in synchronous (real-time) activities as well. We wanted to deliver the same collaborative, interactive, community-based Fox online course to the masses. I’m not just talking about discussion boards and webinars. We’re talking about collaborative WebEx sessions where students are separated into virtual breakout rooms to show what they know. Professors prepare problems or activities for students that require deep understanding of the topics. After a speci- fied amount of time the professor brings all of the students back to the main WebEx room to submit and present their findings. While the Fox School has been using this andragogical approach — the virtual flipped classroom — to teaching online for several years, it took time to develop the platform for scale. What’s your personal philosophy about MOOCs? It’s an affordable way to learn from experts about a topic that is interesting or one that can help increase productivity at work. Stanford’s first MOOC, Introduction to Artificial Intelligence, launched only two years ago with more than 160,000 students. Since then several other renowned universities — including Penn, Princeton and MIT, to name a few — have launched MOOCs. The growth and increased popularity of MOOCs over the last two years is incred- ible. I think universities are all scrambling to develop a MOOC strategy. MOOCs are here to stay, but they are in their infancy and will continue to evolve into a mature and robust learning environment. How do you combat the criticism that MOOCs aren’t that engaging or that there are high dropout rates? It is difficult to deploy an engaging online course to 30 students, let alone thousands. Most MOOCs today are simply delivering information: Read/watch this or do that. Schools need to invest more time and resources into keeping students engaged, and faculty have to find ways to efficiently communicate and collaborate with MOOC students. Having a compressed course with constant activities gives students an idea of what it’s like to be in the Fox Online MBA, to see if they can make it in a well-ranked, well- respected program. How have MOOCs impacted higher education? At first I thought it was a fad. There was no revenue model — only sunk costs. But schools are pushing forward with MOOC offerings and students continue to enroll. How’s it going to shake out? I don’t know. But I think schools are going to use these as advertising outlets to showcase their program, course or school to help drive enrollment. You’re leading Fox online and digital learning efforts. Why are you so committed to it? It’s [Temple founder] Russell Conwell’s access to education. Why do you need to be somewhere at a specific day and time to learn? Online education is for the hardworking, busy professional who doesn’t have time to fit in traveling to campus to attend class. Plus, the technology we have integrated in our teaching today is extremely “smart” and user-friendly. We have the red carpet approach to online education, from inquiry to enrollment all the way through to graduation. There’s so much noise in the online market, and when the dust settles it’s going to come down to quality and customer service. And we have that. — Brandon Lausch The Fox School delivered Temple’s first massive open online course (MOOC), a Quantitative Methods for Business class through the Online MBA program, this fall. Darin Kapanjie, an assistant professor of statistics, designed and taught the free, four-week course. As managing director of Fox Online and Digital Learning and academic director of the Fox Online MBA and BBA programs, Kapanjie has a deep interest in distance learning. Here he discusses how MOOCs are changing the landscape of higher education and how schools and students are reacting. 32 FOX FOCUS FALL 2013 FOX SCHOOL OF BUSINESS DEAN'S MESSAGE THE NEXT BIG THING

6. This new feature explores the myriad industries and sectors in which Fox alumni have staked their claim. at Temple. He also began meeting with potential investors during his lunch hours. “Most people said, ‘Kid, you have no experience.’ I’d come home deflated. I went to 93 people who said no. The 94th said, ‘This could make sense.’” No. 94 was David Robkin, longtime advisor to restaurateur and fellow Owl Stephen Starr. (Starr is not affiliated with Rosenberg’s business.) They also brought in a third partner, Brook Lenfest. Rosenberg’s legwork paid off when he launched Honeygrow, which serves healthful stir fries and salads made with organic ingredients that are “as local as possible” in a beautifully designed space. Rosenberg opened his first location—in Center City, at 16th and Sansom streets— in June 2012. He and his partners opened a second location in Bala Cynwyd earlier this year. — Maria Raha Matt Mealey KIWI FROZEN YOGURT Matt Mealey, MBA ’09, and one of his three sisters, Ryan, started exploring concepts and business plans for a frozen- yogurt company during his first year in business school. He graduated in May 2009, and the sibling co-owners opened their first Kiwi Frozen Yogurt in June of that year in Cherry Hill, N.J. Fewer than five years later, Kiwi Frozen Yogurt has expanded to a dozen loca- tions — from Harrisburg to Moorestown, N.J. — and more than 200 mostly part- time employees. From stir fries and salads to yogurt concoctions and a novel stationary-food- truck-in-a-beer-hall concept, here are three MBA alumni who are prominent figures in Greater Philadelphia’s food and beverage scene. Justin Rosenberg HONEYGROW Some people take leaps in their career paths. For financial analyst-cum- restaurateur Justin Rosenberg, MBA ’09, it was more of a swan dive over Niagara Falls. For five years at PREIT (Pennsylvania Real Estate Investment Trust), he rose through the company’s financial ranks, earned his MBA while working and started thinking about opening a restaurant. Matt Mealey focuses on operations, real estate and accounting while his sister’s strengths are in marketing, store design, and flavors and toppings. Mealey said Kiwi was practically the first self-serve frozen-yogurt store to open in the region, allowing them to stay ahead of the competition. But as the market increasingly saturates, standing out becomes more challenging. “We try to provide a great customer experience,” Mealey said of Kiwi’s competitive advantages. “In terms of the product, that means the best-tasting, freshest, creami- est frozen yogurt, rotating every month with six or seven new flavors and a large variety of toppings. Providing the cleanest stores and friendliest atmosphere is what we do.” It’s no wonder Matt and Ryan Mealey became entrepreneurs. Their father owned and operated Mealey’s Furniture, exposing them to entrepreneurship at a young age and serving as a mentor. “Being one of the few businesses that’s growing during times like these and creating jobs is definitely very rewarding,” said Mealey, recognized with his sister in 2012 by the Philadelphia Business Journal as one of 30 young entrepreneurs to watch. “And most important, I think we provide a very great work environment. Almost all of our employees would say they enjoy working for the company and enjoy the job.” — Brandon Lausch “When I got my MBA, I could have worked on Wall Street, which would have been really cool, or I could have done what I’m really passionate about,” he said. “I thought, ‘Am I really going to do this?’ And I said, ‘I’d rather spend my life doing something I’m passionate about, like local food, design and building a business.’” Rosenberg needed to learn the restaurant industry — all of it, and fast. He wrangled his way onto a kitchen prep line, traveled to Washington, D.C., and volunteered on Friday and Saturday nights. “You name it, I was yelled at for it,” he said. “I screwed up everything, and even- tually, it built some confidence in what I was doing. I loved it.” Rosenberg also began writing a restaurant business plan—a skill he learned Jason Evenchik VINTAGE, TIME, BAR, GROWLERS, GARAGE Situated right between Pat’s and Geno’s, one would think the recently opened Garage, which offers an array of canned beers and features a bring-your-own- cheesesteak policy, would be targeting out-of-towners. Not so, says restaurateur Jason Evenchik, MBA/MS ’02. Garage, on East Passyunk Avenue, is the latest of his ventures aiming to fill neighborhood-level gaps in the market. In Garage’s case, it’s an inexpensive bar, aimed at the hipster set, with a variety of throwback games and a novel stationary-food-truck concept that is expected to feature a rotating lineup of mobile-food purveyors. Evenchik entered the restaurant industry shortly after business school, joining Le Bec Fin. From there, he started to go out on his own with an intention of finding what neighborhoods were missing in their restaurant scenes and filling those needs. Vintage, at 129 S. 13th St. in Midtown Village in Center City Philadelphia, is a wine bar and bistro. Time, at 1315 Sansom St., is a restaurant, whiskey bar and taproom offering live music. Two doors down, there’s the low-budget and aptly named BAR. Finally, Growlers, at 736 S. Eighth St. in the city’s Bella Vista section, describes itself as a “beer-centric neighborhood pub.” Evenchik says there are two words that bind these one-name ventures together: Diversity and quality. “In style, in people, in interior design, in lighting and in music,” said Evenchik, who oversees 50 to 60 employees and who is exploring another opportunity in Northern Liberties. “And great food and drink. That’s the key.” — Brandon Lausch Matt Mealey Jason EvenchikJustin Rosenberg FOODBEVERAGE 54 FOX FOCUS FALL 2013 FOX’S POWER IN...

7. This new feature explores the myriad industries and sectors in which Fox alumni have staked their claim. at Temple. He also began meeting with potential investors during his lunch hours. “Most people said, ‘Kid, you have no experience.’ I’d come home deflated. I went to 93 people who said no. The 94th said, ‘This could make sense.’” No. 94 was David Robkin, longtime advisor to restaurateur and fellow Owl Stephen Starr. (Starr is not affiliated with Rosenberg’s business.) They also brought in a third partner, Brook Lenfest. Rosenberg’s legwork paid off when he launched Honeygrow, which serves healthful stir fries and salads made with organic ingredients that are “as local as possible” in a beautifully designed space. Rosenberg opened his first location—in Center City, at 16th and Sansom streets— in June 2012. He and his partners opened a second location in Bala Cynwyd earlier this year. — Maria Raha Matt Mealey KIWI FROZEN YOGURT Matt Mealey, MBA ’09, and one of his three sisters, Ryan, started exploring concepts and business plans for a frozen- yogurt company during his first year in business school. He graduated in May 2009, and the sibling co-owners opened their first Kiwi Frozen Yogurt in June of that year in Cherry Hill, N.J. Fewer than five years later, Kiwi Frozen Yogurt has expanded to a dozen loca- tions — from Harrisburg to Moorestown, N.J. — and more than 200 mostly part- time employees. From stir fries and salads to yogurt concoctions and a novel stationary-food- truck-in-a-beer-hall concept, here are three MBA alumni who are prominent figures in Greater Philadelphia’s food and beverage scene. Justin Rosenberg HONEYGROW Some people take leaps in their career paths. For financial analyst-cum- restaurateur Justin Rosenberg, MBA ’09, it was more of a swan dive over Niagara Falls. For five years at PREIT (Pennsylvania Real Estate Investment Trust), he rose through the company’s financial ranks, earned his MBA while working and started thinking about opening a restaurant. Matt Mealey focuses on operations, real estate and accounting while his sister’s strengths are in marketing, store design, and flavors and toppings. Mealey said Kiwi was practically the first self-serve frozen-yogurt store to open in the region, allowing them to stay ahead of the competition. But as the market increasingly saturates, standing out becomes more challenging. “We try to provide a great customer experience,” Mealey said of Kiwi’s competitive advantages. “In terms of the product, that means the best-tasting, freshest, creami- est frozen yogurt, rotating every month with six or seven new flavors and a large variety of toppings. Providing the cleanest stores and friendliest atmosphere is what we do.” It’s no wonder Matt and Ryan Mealey became entrepreneurs. Their father owned and operated Mealey’s Furniture, exposing them to entrepreneurship at a young age and serving as a mentor. “Being one of the few businesses that’s growing during times like these and creating jobs is definitely very rewarding,” said Mealey, recognized with his sister in 2012 by the Philadelphia Business Journal as one of 30 young entrepreneurs to watch. “And most important, I think we provide a very great work environment. Almost all of our employees would say they enjoy working for the company and enjoy the job.” — Brandon Lausch “When I got my MBA, I could have worked on Wall Street, which would have been really cool, or I could have done what I’m really passionate about,” he said. “I thought, ‘Am I really going to do this?’ And I said, ‘I’d rather spend my life doing something I’m passionate about, like local food, design and building a business.’” Rosenberg needed to learn the restaurant industry — all of it, and fast. He wrangled his way onto a kitchen prep line, traveled to Washington, D.C., and volunteered on Friday and Saturday nights. “You name it, I was yelled at for it,” he said. “I screwed up everything, and even- tually, it built some confidence in what I was doing. I loved it.” Rosenberg also began writing a restaurant business plan—a skill he learned Jason Evenchik VINTAGE, TIME, BAR, GROWLERS, GARAGE Situated right between Pat’s and Geno’s, one would think the recently opened Garage, which offers an array of canned beers and features a bring-your-own- cheesesteak policy, would be targeting out-of-towners. Not so, says restaurateur Jason Evenchik, MBA/MS ’02. Garage, on East Passyunk Avenue, is the latest of his ventures aiming to fill neighborhood-level gaps in the market. In Garage’s case, it’s an inexpensive bar, aimed at the hipster set, with a variety of throwback games and a novel stationary-food-truck concept that is expected to feature a rotating lineup of mobile-food purveyors. Evenchik entered the restaurant industry shortly after business school, joining Le Bec Fin. From there, he started to go out on his own with an intention of finding what neighborhoods were missing in their restaurant scenes and filling those needs. Vintage, at 129 S. 13th St. in Midtown Village in Center City Philadelphia, is a wine bar and bistro. Time, at 1315 Sansom St., is a restaurant, whiskey bar and taproom offering live music. Two doors down, there’s the low-budget and aptly named BAR. Finally, Growlers, at 736 S. Eighth St. in the city’s Bella Vista section, describes itself as a “beer-centric neighborhood pub.” Evenchik says there are two words that bind these one-name ventures together: Diversity and quality. “In style, in people, in interior design, in lighting and in music,” said Evenchik, who oversees 50 to 60 employees and who is exploring another opportunity in Northern Liberties. “And great food and drink. That’s the key.” — Brandon Lausch Matt Mealey Jason EvenchikJustin Rosenberg FOODBEVERAGE 54 FOX FOCUS FALL 2013 FOX’S POWER IN...

8. T odd Camp, MBA ’01, has a framed poster in his office that serves as a reminder of the environmental aspect of his position as the Hershey Company’s senior director of corporate social responsibility (CSR) and community relations. “Stop global warming now” it com- mands in capital letters. “Or all the Reese’s will melt.” It’s a fun advertisement for some serious business. Camp’s position involves integrating strategic CSR efforts across the 13,000-person company, such as firm-wide employee volunteerism, and coordinating initiatives from the local (including the company’s close ties to the Milton Hershey School) to global levels, with product-sourcing issues leading the pack. With support of top executives and Camp’s leadership, North America’s FEATURE SWEET SPOTS THANKS IN PART TO ALUMNUS TODD CAMP, THE HERSHEY COMPANY HAS MADE SIGNIFICANT STRIDES IN CORPORATE SOCIAL RESPONSIBILITY. By Brandon Lausch Photos by Ryan S. Brandenberg SW EET SPOTS largest chocolate company has made considerable progress in recent years in establishing and attaining various CSR goals, compiling data to bench- mark progress and communicating advancements to company stakeholders. To those who believe CSR initiatives detract from instead of contribute to the bottom line, Hershey also reached a new high of $6.6 billion in net sales in 2012 with $341 million in dividends paid. “Two and a half years ago, when I came into this role, there wasn’t a strong linkage between the financial performance of a company and how they managed their ESG [environmental, social and governance] issues,” Camp said. “But there’s been the real- ization that ESG performance, while it may not be financial, is material to financial performance because it has a Todd Camp demonstrates an interactive display at Hershey’s Chocolate World that highlights the company’s efforts in environmental stewardship and ethical sourcing, including certified cocoa. 76 FOX FOCUS FALL 2013 FOX SCHOOL OF BUSINESS

9. T odd Camp, MBA ’01, has a framed poster in his office that serves as a reminder of the environmental aspect of his position as the Hershey Company’s senior director of corporate social responsibility (CSR) and community relations. “Stop global warming now” it com- mands in capital letters. “Or all the Reese’s will melt.” It’s a fun advertisement for some serious business. Camp’s position involves integrating strategic CSR efforts across the 13,000-person company, such as firm-wide employee volunteerism, and coordinating initiatives from the local (including the company’s close ties to the Milton Hershey School) to global levels, with product-sourcing issues leading the pack. With support of top executives and Camp’s leadership, North America’s FEATURE SWEET SPOTS THANKS IN PART TO ALUMNUS TODD CAMP, THE HERSHEY COMPANY HAS MADE SIGNIFICANT STRIDES IN CORPORATE SOCIAL RESPONSIBILITY. By Brandon Lausch Photos by Ryan S. Brandenberg SW EET SPOTS largest chocolate company has made considerable progress in recent years in establishing and attaining various CSR goals, compiling data to bench- mark progress and communicating advancements to company stakeholders. To those who believe CSR initiatives detract from instead of contribute to the bottom line, Hershey also reached a new high of $6.6 billion in net sales in 2012 with $341 million in dividends paid. “Two and a half years ago, when I came into this role, there wasn’t a strong linkage between the financial performance of a company and how they managed their ESG [environmental, social and governance] issues,” Camp said. “But there’s been the real- ization that ESG performance, while it may not be financial, is material to financial performance because it has a Todd Camp demonstrates an interactive display at Hershey’s Chocolate World that highlights the company’s efforts in environmental stewardship and ethical sourcing, including certified cocoa. 76 FOX FOCUS FALL 2013 FOX SCHOOL OF BUSINESS

10. FEATURE SWEET SPOT In 2012, the Hershey Company added six new zero-emission Nissan Leaf cars to its corporate fleet and installed or upgraded nine state-of-the-art electric vehicle charging stations in Hershey, Pa. The Hershey Company approaches corporate social responsibility and community relations across four pillars: marketplace, environment, workplace and community. FEATURE SWEET SPOTS MARKETPLACE Hershey is a member of the Cocoa Livelihoods Program, a five-year, $40 million initiative, funded by the Bill Melinda Gates Foundation, to improve the livelihoods of approximately 200,000 cocoa farmers in Cameroon, Cote d’Ivoire, Ghana, Liberia and Nigeria. ENVIRONMENT As of October 2013, six Hershey manufacturing plants, as well as Hershey’s Chocolate World, had achieved zero- waste-to-landfill (ZWL) status. At these sites, routine manufacturing waste has been eliminated from landfill disposal. These plants recycle about 90 percent of waste generated from operations, with the remainder con- verted to energy at nearby waste-to- energy incinerators. WORKPLACE In 2012, Hershey continued to emphasize meaningful employee-engagement opportunities by sponsoring more than 60 community events through its national sales force. Employees delivered more than 200,000 hours of volunteer time globally. COMMUNITY Hershey is partnering with the nongov- ernmental organization Project Peanut Butter to make and distribute vitamin- enriched nutritional packets to children in rural Ghana. Through Project Peanut Butter, children in rural Ghana will receive nutrients to increase their strength, foster growth and reduce their vulnerability to dis- eases. Childhood malnutrition levels in sub-Sahara Africa, an area that includes Ghana, are the highest in the world. Project Peanut Butter’s local partners source all peanuts within Ghana, providing local farmers a new market for their crops. low incomes and other issues have long challenged the industry. In 2012, Hershey joined only two other com- petitors in pledging to source 100 percent independently audited and certified cocoa for all of its products sold across the world by 2020. It’s an aggressive goal: Only about 5 percent of the world’s cocoa supply is currently certified for labor and environmental practices. The company also has invested significant resources in on-the-ground education programs such as CocoaLink, which capitalizes on the exploding pen- etration of cell phones in West Africa. CocoaLink sends simple, actionable text messages — when and how to apply fertilizer, weather forecasts, cocoa bean prices, appropriate labor practices — to help farmers avoid exploitation, raise yields and income, and reduce child labor. direct linkage in terms of the risk that a company exposes investors and share- holders to.” GOOD TO GIVE BACK It’s a Tuesday in early August, and that morning a company-wide website launched to encourage employee par- ticipation in Good to Give Back Week, the company’s first focused volunteer week, which kicked off Sept. 13 to coincide with the annual birthday cel- ebration of its founder, the late Milton S. Hershey. Focusing on Central Pennsylvania and with up to 300 volunteer sites from which to choose, the effort sought to attract approximately 500 employees and lead to an overall boost in volunteerism, which Camp said stands at about 20 percent of all employees. Within the first hour, 75 people had signed up. In a recent employee survey, Hershey’s CSR programs received a 95 percent effectiveness rate, which Camp sees as evidence that his department’s various CSR and community relations efforts are contributing to overall employee satisfaction and in recruiting top talent. CSR, for example, is the only department other than human resources to be involved in every Hershey employee orientation. But workplace initiatives, such as safety programs and diversity and inclusion efforts, comprise just one of four CSR pillars on which Hershey is focused, with the others being community, environment and marketplace. Of those, Camp said, marketplace — essen- tially the company’s global supply chain — consumes most of his time. About 70 percent of the world’s cocoa comes from West Africa, and sourcing concerns such as child labor, PILLAROFTHECOMMUNITY 98 FOX FOCUS FALL 2013 FOX SCHOOL OF BUSINESS

11. FEATURE SWEET SPOT In 2012, the Hershey Company added six new zero-emission Nissan Leaf cars to its corporate fleet and installed or upgraded nine state-of-the-art electric vehicle charging stations in Hershey, Pa. The Hershey Company approaches corporate social responsibility and community relations across four pillars: marketplace, environment, workplace and community. FEATURE SWEET SPOTS MARKETPLACE Hershey is a member of the Cocoa Livelihoods Program, a five-year, $40 million initiative, funded by the Bill Melinda Gates Foundation, to improve the livelihoods of approximately 200,000 cocoa farmers in Cameroon, Cote d’Ivoire, Ghana, Liberia and Nigeria. ENVIRONMENT As of October 2013, six Hershey manufacturing plants, as well as Hershey’s Chocolate World, had achieved zero- waste-to-landfill (ZWL) status. At these sites, routine manufacturing waste has been eliminated from landfill disposal. These plants recycle about 90 percent of waste generated from operations, with the remainder con- verted to energy at nearby waste-to- energy incinerators. WORKPLACE In 2012, Hershey continued to emphasize meaningful employee-engagement opportunities by sponsoring more than 60 community events through its national sales force. Employees delivered more than 200,000 hours of volunteer time globally. COMMUNITY Hershey is partnering with the nongov- ernmental organization Project Peanut Butter to make and distribute vitamin- enriched nutritional packets to children in rural Ghana. Through Project Peanut Butter, children in rural Ghana will receive nutrients to increase their strength, foster growth and reduce their vulnerability to dis- eases. Childhood malnutrition levels in sub-Sahara Africa, an area that includes Ghana, are the highest in the world. Project Peanut Butter’s local partners source all peanuts within Ghana, providing local farmers a new market for their crops. low incomes and other issues have long challenged the industry. In 2012, Hershey joined only two other com- petitors in pledging to source 100 percent independently audited and certified cocoa for all of its products sold across the world by 2020. It’s an aggressive goal: Only about 5 percent of the world’s cocoa supply is currently certified for labor and environmental practices. The company also has invested significant resources in on-the-ground education programs such as CocoaLink, which capitalizes on the exploding pen- etration of cell phones in West Africa. CocoaLink sends simple, actionable text messages — when and how to apply fertilizer, weather forecasts, cocoa bean prices, appropriate labor practices — to help farmers avoid exploitation, raise yields and income, and reduce child labor. direct linkage in terms of the risk that a company exposes investors and share- holders to.” GOOD TO GIVE BACK It’s a Tuesday in early August, and that morning a company-wide website launched to encourage employee par- ticipation in Good to Give Back Week, the company’s first focused volunteer week, which kicked off Sept. 13 to coincide with the annual birthday cel- ebration of its founder, the late Milton S. Hershey. Focusing on Central Pennsylvania and with up to 300 volunteer sites from which to choose, the effort sought to attract approximately 500 employees and lead to an overall boost in volunteerism, which Camp said stands at about 20 percent of all employees. Within the first hour, 75 people had signed up. In a recent employee survey, Hershey’s CSR programs received a 95 percent effectiveness rate, which Camp sees as evidence that his department’s various CSR and community relations efforts are contributing to overall employee satisfaction and in recruiting top talent. CSR, for example, is the only department other than human resources to be involved in every Hershey employee orientation. But workplace initiatives, such as safety programs and diversity and inclusion efforts, comprise just one of four CSR pillars on which Hershey is focused, with the others being community, environment and marketplace. Of those, Camp said, marketplace — essen- tially the company’s global supply chain — consumes most of his time. About 70 percent of the world’s cocoa comes from West Africa, and sourcing concerns such as child labor, PILLAROFTHECOMMUNITY 98 FOX FOCUS FALL 2013 FOX SCHOOL OF BUSINESS

12. “Todd just has a real level head on his shoulders. That’s advantageous because he’s dealing with some tough issues,” said environmental affairs Director Diane Alwine, a 35-year company vet- eran. “His demeanor serves him well in getting the job done, and he’s able to have conversations with all levels, up and down the chain.” EDUCATION AND WELL- BEING OF CHILDREN For a publicly traded company, the Hershey Company has a unique owner- ship structure that closely integrates it with its eponymous hometown. The Hershey Trust, a private trust company founded by Milton S. Hershey in 1905 to administer the Milton Hershey School in perpetuity, owns about a third of Hershey’s stock, and the dividends it receives are the primary source of fund- ing for the school. Camp is the company’s primary liaison to the K-12 boarding school of 1,900 students. In addition to Hershey’s strong financial linkage to the school, Camp oversees the employee-student mentoring program Project Fellowship, as well as Hershey Honors Authentic Business Management, an honors course for seniors who take 40 classes — taught by Hershey employees — across business disciplines and present their capstone projects to the chair of the board and other senior leaders. Camp teaches the CSR class. While the Hershey Company will continue to focus on its four CSR pillars, Camp said extensive stakeholder engagement has helped the company hone its efforts on the central cause of the education and well-being of children, which Camp said “Milton Hershey picked for us and has become such a key piece of our legacy.” “While we face many issues as a business and cost pressures and investment pressures and activist pressures, ultimately the summation of all that, if we’re successful in terms of our approach to ESG and if we’re successful as a business, there’s a piece of that that benefits the Milton Hershey School,” Camp said. “That’s at our core. And it’s that benefit we’re trying to take globally.” Mike Kinney, the school’s manager of community and media relations, works closely with Camp. “He gets it,” Kinney said of Camp. “The business, school and community all work together for the common good. And his efforts work toward that end of fulfilling Milton Hershey’s vision.” MHS CONNECTIONS Todd Camp isn't the only Fox alumnus connected to the Hershey Company or the Milton Hershey School. Here (from left to right), Dr. Anthony Colistra, EDU ’75, (then president of Milton Hershey School) stands with Kaelem Camper (MHS graduate/ current Temple student); Robert Evans (MHS graduate/current Temple student); MHS Senior Vice President and Chief Operating Officer Peter G. Gurt, BBA ’89; and Drew M. Wolf, BBA ’91, who was named MHS Alumnus of the Year for 2013. A METERED APPROACH Ask Camp to describe a recent environmental accomplishment of which he’s proud, and he’s torn. He points to Hershey’s introduction of water- conservation technologies in various manufacturing plants that led to a 58 percent reduction in consumption last year and the fact that Hershey now has seven zero-waste-to-landfill (ZWL) facilities, with about 70 percent of U.S. production occurring at those ZWL facilities. When implementing new sustainability efforts in operations, Camp has a strong technical background on which to draw. With a bachelor’s degree in industrial engineering from Penn State, Camp worked for Tyco Electronics for 15 years in various engineering positions and also led Tyco’s Global Operational Excellence Program. From there, he joined Hershey’s manufacturing leadership team as a manager of industrial engineering and continu- ous improvement relationship manager. “When we are working on sustainability measures, I understand the technical complexities of the processes, so I can bring a sense of realism to the proposals and programs we take,” he said. “It’s not to say we’re not aggressive in terms of goals, but I understand they have a specific job to do. Change is sometimes difficult, so I’m able to translate our sustainability goals into a language the folks on the factory floor understand all the way up to plant management.” It’s not only language. It’s tone. Colleagues say Camp’s metered person- ality aids him in a position that requires navigating varied, and sometimes vocal, stakeholder groups. Todd Camp is the Hershey Company’s primary liaison to the Milton Hershey School, a K–12 boarding school of 1,900 students. In addition to Hershey’s strong financial linkage to the school, Camp oversees an employee-student mentoring program, Project Fellowship. 11FOX SCHOOL OF BUSINESS10 FOX FOCUS FALL 201310 FEATURE SWEET SPOTS

13. “Todd just has a real level head on his shoulders. That’s advantageous because he’s dealing with some tough issues,” said environmental affairs Director Diane Alwine, a 35-year company vet- eran. “His demeanor serves him well in getting the job done, and he’s able to have conversations with all levels, up and down the chain.” EDUCATION AND WELL- BEING OF CHILDREN For a publicly traded company, the Hershey Company has a unique owner- ship structure that closely integrates it with its eponymous hometown. The Hershey Trust, a private trust company founded by Milton S. Hershey in 1905 to administer the Milton Hershey School in perpetuity, owns about a third of Hershey’s stock, and the dividends it receives are the primary source of fund- ing for the school. Camp is the company’s primary liaison to the K-12 boarding school of 1,900 students. In addition to Hershey’s strong financial linkage to the school, Camp oversees the employee-student mentoring program Project Fellowship, as well as Hershey Honors Authentic Business Management, an honors course for seniors who take 40 classes — taught by Hershey employees — across business disciplines and present their capstone projects to the chair of the board and other senior leaders. Camp teaches the CSR class. While the Hershey Company will continue to focus on its four CSR pillars, Camp said extensive stakeholder engagement has helped the company hone its efforts on the central cause of the education and well-being of children, which Camp said “Milton Hershey picked for us and has become such a key piece of our legacy.” “While we face many issues as a business and cost pressures and investment pressures and activist pressures, ultimately the summation of all that, if we’re successful in terms of our approach to ESG and if we’re successful as a business, there’s a piece of that that benefits the Milton Hershey School,” Camp said. “That’s at our core. And it’s that benefit we’re trying to take globally.” Mike Kinney, the school’s manager of community and media relations, works closely with Camp. “He gets it,” Kinney said of Camp. “The business, school and community all work together for the common good. And his efforts work toward that end of fulfilling Milton Hershey’s vision.” MHS CONNECTIONS Todd Camp isn't the only Fox alumnus connected to the Hershey Company or the Milton Hershey School. Here (from left to right), Dr. Anthony Colistra, EDU ’75, (then president of Milton Hershey School) stands with Kaelem Camper (MHS graduate/ current Temple student); Robert Evans (MHS graduate/current Temple student); MHS Senior Vice President and Chief Operating Officer Peter G. Gurt, BBA ’89; and Drew M. Wolf, BBA ’91, who was named MHS Alumnus of the Year for 2013. A METERED APPROACH Ask Camp to describe a recent environmental accomplishment of which he’s proud, and he’s torn. He points to Hershey’s introduction of water- conservation technologies in various manufacturing plants that led to a 58 percent reduction in consumption last year and the fact that Hershey now has seven zero-waste-to-landfill (ZWL) facilities, with about 70 percent of U.S. production occurring at those ZWL facilities. When implementing new sustainability efforts in operations, Camp has a strong technical background on which to draw. With a bachelor’s degree in industrial engineering from Penn State, Camp worked for Tyco Electronics for 15 years in various engineering positions and also led Tyco’s Global Operational Excellence Program. From there, he joined Hershey’s manufacturing leadership team as a manager of industrial engineering and continu- ous improvement relationship manager. “When we are working on sustainability measures, I understand the technical complexities of the processes, so I can bring a sense of realism to the proposals and programs we take,” he said. “It’s not to say we’re not aggressive in terms of goals, but I understand they have a specific job to do. Change is sometimes difficult, so I’m able to translate our sustainability goals into a language the folks on the factory floor understand all the way up to plant management.” It’s not only language. It’s tone. Colleagues say Camp’s metered person- ality aids him in a position that requires navigating varied, and sometimes vocal, stakeholder groups. Todd Camp is the Hershey Company’s primary liaison to the Milton Hershey School, a K–12 boarding school of 1,900 students. In addition to Hershey’s strong financial linkage to the school, Camp oversees an employee-student mentoring program, Project Fellowship. 11FOX SCHOOL OF BUSINESS10 FOX FOCUS FALL 201310 FEATURE SWEET SPOTS

14. T here’s running, and then there’s running for your life. That’s the concept behind the Zombie Run, which race organizers describe as your typical hometown 5K. That is, they add, if your hometown is infested with an army of zombies. The brains (pun intended) behind the Zombie Run and president of its parent company, Philadelphia Racing Concepts, is David Feinman, a 21-year- old junior entrepreneurship major who transferred to the Fox School of Business this fall from Bucks County Community College. This year, the Zombie Run’s inaugu- ral tour hit 16 cities and attracted tens of thousands of participants. Feinman anticipates that the Zombie Run’s second circuit in 2014 will invade 40 markets. Beyond the cultural fascination with zombies and the apocalypse — think The Walking Dead or World War Z — the Zombie Run capitalizes on the increasing popularity of running. Runner’s World estimates that, in 2011, 5.3 THRILLOF THE CH SE million people finished 5Ks, more than any other race distance. Interest is also surging in themed runs and obstacle challenges. These include The Color Run, a 5K in which participants are sprayed with various colored powders, and the 10- to 12-mile Tough Mudder, an obstacle course featuring hanging electrical wires and industrial garbage bins filled with ice water. These novelty runs — including direct com- petitors with zombie themes — generally emphasize comradery instead of the clock. But the Zombie Run also involves an element of speed. “You always run faster if you’re being chased,” Feinman said. LIFE AFTER DEATH Before Feinman and childhood friend Andrew Hudis, now a student at the Wharton School, created the Zombie Run, Hudis founded and Feinman helped direct the Bucks County Half Marathon. They also founded the Trick- or-Treat 5 Miler — a Halloween race in which costumes were encouraged and winners received pumpkin pies — in Tyler State Park in Newtown, Pa. With those races as a springboard and a “fascination with the undead,” the pair dreamed up the Zombie Run over coffee at their local Starbucks. Since then, their team has grown to seven, including Chief Operating Officer Carrie Snyder, former co- founder and race director of the ODDyssey Half Marathon, an annual race in Philadelphia’s Fairmount Park that features costume contests and optional obstacles. “In this economy, people don’t necessarily want to buy a camera or a car. They want to have an experience that they can share across social platforms, and the Zombie Run gives people that vehicle by which to experience something and share it,” Feinman said two days before flying to a Zombie Run in Denver in late July. “I think people find the story behind the Zombie Run compelling, and they want to be in that experience.” Entrepreneurship major David Feinman’s Zombie Run, a nationwide series, combines the quick and the undead for an apocalyptic 5K. BY BRANDON LAUSCH PHOTOS COURTESY OF AKHIL SRIVASTAVA/ZOMBIE RUN 13FOX SCHOOL OF BUSINESS1212 FOX FOCUS FALL 2013 FEATURE THRILL OF THE CHASE

15. T here’s running, and then there’s running for your life. That’s the concept behind the Zombie Run, which race organizers describe as your typical hometown 5K. That is, they add, if your hometown is infested with an army of zombies. The brains (pun intended) behind the Zombie Run and president of its parent company, Philadelphia Racing Concepts, is David Feinman, a 21-year- old junior entrepreneurship major who transferred to the Fox School of Business this fall from Bucks County Community College. This year, the Zombie Run’s inaugu- ral tour hit 16 cities and attracted tens of thousands of participants. Feinman anticipates that the Zombie Run’s second circuit in 2014 will invade 40 markets. Beyond the cultural fascination with zombies and the apocalypse — think The Walking Dead or World War Z — the Zombie Run capitalizes on the increasing popularity of running. Runner’s World estimates that, in 2011, 5.3 THRILLOF THE CH SE million people finished 5Ks, more than any other race distance. Interest is also surging in themed runs and obstacle challenges. These include The Color Run, a 5K in which participants are sprayed with various colored powders, and the 10- to 12-mile Tough Mudder, an obstacle course featuring hanging electrical wires and industrial garbage bins filled with ice water. These novelty runs — including direct com- petitors with zombie themes — generally emphasize comradery instead of the clock. But the Zombie Run also involves an element of speed. “You always run faster if you’re being chased,” Feinman said. LIFE AFTER DEATH Before Feinman and childhood friend Andrew Hudis, now a student at the Wharton School, created the Zombie Run, Hudis founded and Feinman helped direct the Bucks County Half Marathon. They also founded the Trick- or-Treat 5 Miler — a Halloween race in which costumes were encouraged and winners received pumpkin pies — in Tyler State Park in Newtown, Pa. With those races as a springboard and a “fascination with the undead,” the pair dreamed up the Zombie Run over coffee at their local Starbucks. Since then, their team has grown to seven, including Chief Operating Officer Carrie Snyder, former co- founder and race director of the ODDyssey Half Marathon, an annual race in Philadelphia’s Fairmount Park that features costume contests and optional obstacles. “In this economy, people don’t necessarily want to buy a camera or a car. They want to have an experience that they can share across social platforms, and the Zombie Run gives people that vehicle by which to experience something and share it,” Feinman said two days before flying to a Zombie Run in Denver in late July. “I think people find the story behind the Zombie Run compelling, and they want to be in that experience.” Entrepreneurship major David Feinman’s Zombie Run, a nationwide series, combines the quick and the undead for an apocalyptic 5K. BY BRANDON LAUSCH PHOTOS COURTESY OF AKHIL SRIVASTAVA/ZOMBIE RUN 13FOX SCHOOL OF BUSINESS1212 FOX FOCUS FALL 2013 FEATURE THRILL OF THE CHASE

16. The Zombie Run backstory begins with a military-contracted biochemical experiment gone awry. Professor Levitsky’s Compound 894, designed to convert wounded soldiers into warriors of superhu- man strength, instead transformed them into zombies, a turn of events uncovered only as shipments of C-894 were making their way across the country. The real- life tie in to the fictional narrative is the Zombie Run’s support of Active Heroes, a military charity. At the start of each race, a mad scientist atop a 20-foot scissor lift announces that area’s chemical mishap. Course obstacles include a broken-down tanker truck with barrels oozing the trial vaccine. Zombies are also registered race participants who volunteer to play the undead. A team of 30 makeup artists converts the 350 to 400 volunteers within two hours. The zombies are then bused to the race site and taught how to play the part: The limp is crucial (drag a leg), don’t talk, don’t break character and go after the brains — which in Zombie Run terms means the three life balloons fas- tened around runners’ waists. Zombie slots almost always sell out early. “There’s actually a very large market for people to chase other people,” Feinman said. “Once they’re in that zombie mindset, a lot of times there’s no breaking them.” When Feinman ran the course, he died within the first quarter mile. But he, like all Zombie Run participants and spectators living or dead, could attend the afterparty. STREAMLINING OPERATIONS Since launching April 7 in FDR Park in South Philadelphia, the Zombie Run has continually refined its event operations, trimmed costs and driven profits back into the company. “We pride ourselves now on being able to come into a city the Friday before an event, Saturday is set up, Sunday is clean up, and we’re out by dinner,” he said. While Feinman acknowledges that the cultural popularity of zombies is unlikely to sustain its current intensity, he said his company is flexible enough to change course if needed. What isn’t a fad is Feinman’s passion for creativity, which “business has really given me the opportunity to harness.” “I really like the fact that I was able to create the Zombie Run and I was able to build it,” he said. “Whether or not it makes me $10 or a $1 million, the fact that other people are partici- pating in something I created, that’s pretty amazing to me.” PHILADELPHIA LOUISVILLE CHARLOTTE ATLANTA NEW ORLEANS ST. LOUIS DENVER SEATTLE NASHVILLE INDIANAPOLIS MIAMI PORTLAND Online Extra For a Fox Feed video report on the Zombie Run, visit fox.temple.edu/foxfeed. 15FOX SCHOOL OF BUSINESS14 FOX FOCUS FALL 2013 FEATURE THRILL OF THE CHASE

17. The Zombie Run backstory begins with a military-contracted biochemical experiment gone awry. Professor Levitsky’s Compound 894, designed to convert wounded soldiers into warriors of superhu- man strength, instead transformed them into zombies, a turn of events uncovered only as shipments of C-894 were making their way across the country. The real- life tie in to the fictional narrative is the Zombie Run’s support of Active Heroes, a military charity. At the start of each race, a mad scientist atop a 20-foot scissor lift announces that area’s chemical mishap. Course obstacles include a broken-down tanker truck with barrels oozing the trial vaccine. Zombies are also registered race participants who volunteer to play the undead. A team of 30 makeup artists converts the 350 to 400 volunteers within two hours. The zombies are then bused to the race site and taught how to play the part: The limp is crucial (drag a leg), don’t talk, don’t break character and go after the brains — which in Zombie Run terms means the three life balloons fas- tened around runners’ waists. Zombie slots almost always sell out early. “There’s actually a very large market for people to chase other people,” Feinman said. “Once they’re in that zombie mindset, a lot of times there’s no breaking them.” When Feinman ran the course, he died within the first quarter mile. But he, like all Zombie Run participants and spectators living or dead, could attend the afterparty. STREAMLINING OPERATIONS Since launching April 7 in FDR Park in South Philadelphia, the Zombie Run has continually refined its event operations, trimmed costs and driven profits back into the company. “We pride ourselves now on being able to come into a city the Friday before an event, Saturday is set up, Sunday is clean up, and we’re out by dinner,” he said. While Feinman acknowledges that the cultural popularity of zombies is unlikely to sustain its current intensity, he said his company is flexible enough to change course if needed. What isn’t a fad is Feinman’s passion for creativity, which “business has really given me the opportunity to harness.” “I really like the fact that I was able to create the Zombie Run and I was able to build it,” he said. “Whether or not it makes me $10 or a $1 million, the fact that other people are partici- pating in something I created, that’s pretty amazing to me.” PHILADELPHIA LOUISVILLE CHARLOTTE ATLANTA NEW ORLEANS ST. LOUIS DENVER SEATTLE NASHVILLE INDIANAPOLIS MIAMI PORTLAND Online Extra For a Fox Feed video report on the Zombie Run, visit fox.temple.edu/foxfeed. 15FOX SCHOOL OF BUSINESS14 FOX FOCUS FALL 2013 FEATURE THRILL OF THE CHASE

18. DAY IN THE LIFE OF ALUMNI The spiraling cost of a college education in America isn’t just theoretical for Darin Bartholomew. It’s personal. “Like many students, I’ve had to take out loans to help pay for college,” said Bartholomew, a Fox School senior who was elected president of Temple Student Government in May. “The rising cost of college is a serious issue not just for students but also for our entire economy.” Always politically minded, Bartholomew was inspired to run for office after he heard Temple President Neil D. Theobald speak about the university’s enhanced financial literacy initiative. It struck a chord with him. “It’s important for us as students to know how to budget and navigate financial systems,” said Bartholomew, who got a taste of the national political arena last summer when he interned in U.S. Sen. Pat Toomey’s office. “I think with student leaders supporting this initiative we can make big progress.” Bartholomew said he would like to see improvement in student loan-debt reduction and an increase in the number of students graduating in four years. To do this, his team plans to advocate for more summer and online classes, an easier credit-transfer system and a more effective priority-registration system. On a much lighter note, Bartholomew is also spearheading a social-media-based student initiative called #CherryOn. The idea is to encourage students and alumni to wear their Temple colors on Fridays and then tweet pictures of themselves using the hashtag #CherryOn. “The buzz is through the roof so far, and the hashtag has been trending in Philadelphia on Fridays,” he said. “There are so many Temple alums out there making an impact. #CherryOn is a way to show pride in who we are.” Andy Smith DARIN BARTHOLOMEW Major: Management Information Systems ••Hometown: East Stroudsburg Pa. ••Future plans: Either the political field or IT — and perhaps finding ways to combine the two PRESIDENTIAL SPIRIT As president of Temple Student Government, Darin Bartholomew is championing financial literacy — and fun. DARIN BARTHOLOMEW STUDENT PROFILE cherry 5:20 a.m. Wake up. Drive from Elkins Park, Pa., to 3400 Spruce St. in Philadelphia’s University City section. 6:30 a.m. Arrives at his office on the fourth floor of the Hospital of the University of Pennsylvania’s (HUP) Silverstein Building. 6:30–7 a.m. “Usually time for myself when nobody bothers me.” Organizes his thoughts and plans for the day, reads the Bible online, catches up on email. Occasionally, there is a 6:30 a.m. meeting to attend. On Mondays and Fridays, Dr. Dempsey sees his first OR patient in the pre-op area before 7 a.m. DR. DANIEL T. DEMPSEY, MBA ’11 Chief, Gastrointestinal Surgery, Assistant Director, Perioperative Services Hospital of the University of Pennsylvania Professor of Surgery University of Pennsylvania During his more than three decades practic- ing surgery, Dr. Daniel T. Dempsey has held a variety of prestigious faculty and adminis- trative positions, including the George and Louise Peters Endowed Professorship at the Temple University School of Medicine, where he served as chairman of surgery for 11 years, from 2000 to 2011. In this new feature, Fox Focus observes a day in the life of alumni. OFFICE HOURS DANIEL T. DEMPSEY 7 a.m. Meeting of the Perioperative Robot Committee, which discusses issues relevant to two highly used surgical robots. 7:45 a.m. Returns to his office to review material for the weekly meeting of the Perioperative Executive Committee. HUP’s Perioperative Services Department— which has more than 500 employees and handled about 40,000 procedures in 2012—includes the HUP operating rooms, the post-anesthesia care units, the ambulatory procedure unit at the Perelman Center for Advanced Medicine, and the endoscopy suite. 9:46 a.m. Leaves for the Perioperative Information Systems and Executive Committee meetings. 9:52 a.m. Arrives at the meeting, which includes 11 colleagues from areas such as anesthesia, supply chain management, and nursing, in a fourth-floor conference room in the Maloney Building. 10:26 a.m. Discusses standardization procedures related to IV fluids for patients. 11:22 a.m. Reviews first-quarter progress toward goals for the fiscal year. 11:35 a.m. Jimmy John’s boxed lunches arrive. 12:05 p.m. The committee discusses processes related to discharge orders with the goal of decreasing average discharge time. “It’s an easily definable problem,” Dr. Dempsey says. “It’s a lot harder to fix it.” 12:48 p.m. Meeting adjourns. 1:05 p.m. Arrives at the Perelman Center for Advanced Medicine, where he meets with two outpatients. 1:30–2:30 p.m. Attends a Multidisciplinary Gastrointestinal Cancer Conference. 3 p.m. Meets with Diane Corrigan, HUP’s chief financial officer. 5 p.m. Attends a Patient Safety Review meeting, where findings of root-cause analyses (RCAs) are discussed among the hospital’s senior leaders. RCAs analyze serious adverse events. 6:30 p.m. Leaves HUP. 7:15 p.m. Dinner with his family at home. 17FOX SCHOOL OF BUSINESS16 FOX FOCUS FALL 2013

19. DAY IN THE LIFE OF ALUMNI The spiraling cost of a college education in America isn’t just theoretical for Darin Bartholomew. It’s personal. “Like many students, I’ve had to take out loans to help pay for college,” said Bartholomew, a Fox School senior who was elected president of Temple Student Government in May. “The rising cost of college is a serious issue not just for students but also for our entire economy.” Always politically minded, Bartholomew was inspired to run for office after he heard Temple President Neil D. Theobald speak about the university’s enhanced financial literacy initiative. It struck a chord with him. “It’s important for us as students to know how to budget and navigate financial systems,” said Bartholomew, who got a taste of the national political arena last summer when he interned in U.S. Sen. Pat Toomey’s office. “I think with student leaders supporting this initiative we can make big progress.” Bartholomew said he would like to see improvement in student loan-debt reduction and an increase in the number of students graduating in four years. To do this, his team plans to advocate for more summer and online classes, an easier credit-transfer system and a more effective priority-registration system. On a much lighter note, Bartholomew is also spearheading a social-media-based student initiative called #CherryOn. The idea is to encourage students and alumni to wear their Temple colors on Fridays and then tweet pictures of themselves using the hashtag #CherryOn. “The buzz is through the roof so far, and the hashtag has been trending in Philadelphia on Fridays,” he said. “There are so many Temple alums out there making an impact. #CherryOn is a way to show pride in who we are.” Andy Smith DARIN BARTHOLOMEW Major: Management Information Systems ••Hometown: East Stroudsburg Pa. ••Future plans: Either the political field or IT — and perhaps finding ways to combine the two PRESIDENTIAL SPIRIT As president of Temple Student Government, Darin Bartholomew is championing financial literacy — and fun. DARIN BARTHOLOMEW STUDENT PROFILE cherry 5:20 a.m. Wake up. Drive from Elkins Park, Pa., to 3400 Spruce St. in Philadelphia’s University City section. 6:30 a.m. Arrives at his office on the fourth floor of the Hospital of the University of Pennsylvania’s (HUP) Silverstein Building. 6:30–7 a.m. “Usually time for myself when nobody bothers me.” Organizes his thoughts and plans for the day, reads the Bible online, catches up on email. Occasionally, there is a 6:30 a.m. meeting to attend. On Mondays and Fridays, Dr. Dempsey sees his first OR patient in the pre-op area before 7 a.m. DR. DANIEL T. DEMPSEY, MBA ’11 Chief, Gastrointestinal Surgery, Assistant Director, Perioperative Services Hospital of the University of Pennsylvania Professor of Surgery University of Pennsylvania During his more than three decades practic- ing surgery, Dr. Daniel T. Dempsey has held a variety of prestigious faculty and adminis- trative positions, including the George and Louise Peters Endowed Professorship at the Temple University School of Medicine, where he served as chairman of surgery for 11 years, from 2000 to 2011. In this new feature, Fox Focus observes a day in the life of alumni. OFFICE HOURS DANIEL T. DEMPSEY 7 a.m. Meeting of the Perioperative Robot Committee, which discusses issues relevant to two highly used surgical robots. 7:45 a.m. Returns to his office to review material for the weekly meeting of the Perioperative Executive Committee. HUP’s Perioperative Services Department— which has more than 500 employees and handled about 40,000 procedures in 2012—includes the HUP operating rooms, the post-anesthesia care units, the ambulatory procedure unit at the Perelman Center for Advanced Medicine, and the endoscopy suite. 9:46 a.m. Leaves for the Perioperative Information Systems and Executive Committee meetings. 9:52 a.m. Arrives at the meeting, which includes 11 colleagues from areas such as anesthesia, supply chain management, and nursing, in a fourth-floor conference room in the Maloney Building. 10:26 a.m. Discusses standardization procedures related to IV fluids for patients. 11:22 a.m. Reviews first-quarter progress toward goals for the fiscal year. 11:35 a.m. Jimmy John’s boxed lunches arrive. 12:05 p.m. The committee discusses processes related to discharge orders with the goal of decreasing average discharge time. “It’s an easily definable problem,” Dr. Dempsey says. “It’s a lot harder to fix it.” 12:48 p.m. Meeting adjourns. 1:05 p.m. Arrives at the Perelman Center for Advanced Medicine, where he meets with two outpatients. 1:30–2:30 p.m. Attends a Multidisciplinary Gastrointestinal Cancer Conference. 3 p.m. Meets with Diane Corrigan, HUP’s chief financial officer. 5 p.m. Attends a Patient Safety Review meeting, where findings of root-cause analyses (RCAs) are discussed among the hospital’s senior leaders. RCAs analyze serious adverse events. 6:30 p.m. Leaves HUP. 7:15 p.m. Dinner with his family at home. 17FOX SCHOOL OF BUSINESS16 FOX FOCUS FALL 2013

20. FACULTY PROFILE PAUL A. PAVLOU 1940s Herman Shooster, BS ’48 Received the Sun Sentinel newspaper’s Excalibur Award for his work as chairman and founder of Global Response, a Top 50 customer service center whose clients include David’s Bridal and Urban Outfitters. The award is given to distinguished South Florida business leaders who have improved the region’s communities. 1950s Barton M. Banks, BS ’52, LAW ’55 Published his second book, What I Learned After I Knew it All: The Return of Bunky and “De’ Boys” with Xlibris Corp. His first full-length work, The Book I Wrote on Humility, remains available. He is a partner in the law firm of Banks Banks in Lafayette Hill, Pa. 1960s Bernard J. Milano, BS ’61 Awarded the American Association of Blacks in Higher Education’s 2013 Advocacy Award. Milano is president and trustee of the KPMG Foundation, and president and board member of The PhD Project and KPMG Disaster Relief Fund. The PhD Project, a nonprofit organization that the KPMG Foundation founded in 1994, recruits minority professionals from business into doctoral programs in all business disciplines. 1970s John F. Tierney, BBA ’75, MBA ’76 Elected to a three-year term on the board of directors of Wick Communications Co. Tierney, a certified public accountant, was a senior business executive for more than 30 years at multinational corporations including DineEquity, Dial Corp., Nestle Foods, Chevron Corp. and Perdue Farms. He is a member of the Fox School Dean’s Council. Wick Communications is a family-owned news company with 28 newspapers and 18 specialty publications in 12 states. 1980s Stuart H. Fine, MBA ’81 Appointed to the Medical Advisory and Policy Board of the Gift of Life donor program, a Philadelphia-based organ and tissue transplant network serving eastern Pennsylvania, southern New Jersey and Delaware. Fine is former president and CEO of Grand View Hospital. Lori Bush, MBA ’85 Elected to a three-year term as a director on the Direct Selling Association (DSA) board of directors. Bush is president and CEO of Rodan + Fields Dermatologists. The DSA is the national trade association of leading firms that manu- facture and distribute goods and services sold directly to consumers. Approximately 200 companies are DSA members. Justin P. Brooks, BBA ’86 Named a 2013 Attorney of the Year by California Lawyer magazine. He is director of the California Innocence Project, executive director of the Institute for Criminal Defense Advocacy and director of the LLM in trial advocacy at the California Western School of Law in San Diego. Vince Chirico, BBA ’86 Appointed chief revenue officer to lead large enterprise, reseller strategies and sales of 34 Commerce and Cinsay’s Smart Store technology. He brings more than 15 years of digital advertising and e-commerce experience to the 34 Commerce and Cinsay partnership. Most recently, Chirico worked for eight years at Google. Judy Harrington, SMC ’84, MBA ’86 Received SmartCEO’s 2013 Executive Management Award. Harrington serves as Health Partners’ senior vice president, business development, and was among 30 Philadelphia-area executives who received the award. Robert Shestack, BBA ’87 Appointed senior vice president, national practice leader of the new Voluntary Benefits Practice, specializing in coverage solutions for employer groups with 50 to 1,000 workers, of AmWINS Group Benefits, a leading wholesale distributor of employee benefits and professional services. In April, Shestack received the Fox School’s H. Wayne Snider Distinguished Alumni Award in Risk Management and Insurance. He is based in New Jersey. Nico Willis, BBA ’87 Named president of Quality Attributes Software, a facility data management company specializing in energy management and sustainability and headquartered in Bayville, N.J. Willis is also president of Net Worth Services, a financial information services and software consulting company based in Phoenix. (continued on page 20) CLASS NOTES CLASS NOTES Neil J. Cassel, BBA ’83 Won the Select Breed award for his Cesky terrier, Gunther, at the 137th Westminster Kennel Club Dog Show. Cassel owns and operates full-service pet-care provider TSS Enterprises. Debra Chrapaty, BBA ’83 Named CEO of enterprise cloud storage company Nirvanix, where she is also executive chairwoman of the board. Chrapaty most recently served as chief information officer of Zynga, a leading provider of social game services, including FarmVille and Words With Friends. She has also served in senior executive positions at Cisco, Microsoft and E*Trade Technologies. Thomas H. Harris, BBA ’83 Appointed executive vice president, distribution, at the Penn Mutual Life Insurance Co. Harris has previously served as senior vice president, distribution, and is also the chairman of Hornor, Townsend Kent, Inc., a wholly owned broker/ dealer subsidiary of Penn Mutual. Tim Clemm, MBA ’84 Accepted a position as a mentor with the Savannah, Ga., chapter of SCORE, a nonprofit dedicated to helping small businesses succeed. Clemm has worked in product development for food and food-service companies, such as Campbell Soup Co. He also ran his own business for five years. Paul A. Pavlou, a foremost scholar of management information systems and strategy, has been appointed associate dean for Research, Doctoral Programs and Strategic Initiatives at the Fox School and School of Tourism and Hospitality Management. In announcing the appointment, Dean M. Moshe Porat said Pavlou will also serve as the school’s chief research officer, responsible for promoting research excellence, supporting spon- sored research, leading outstanding doctoral education and pursuing strategic research initiatives to enhance the school’s reputation. “In addition to being a very influential scholar, Paul is ambitious, energetic and thoughtful,” Porat said. “He cares deeply about Temple University and the Fox School of Business, and he has the commitment to elevate our school’s research performance and reputation to new heights.” The Office of Research, Doctoral Programs and Strategic Initiatives will oversee the research agenda of the Fox School, as well as external grants and the academic journals housed in the school. The office will initiate, man- age and support the dissemination of research information, research awards and visiting scholars. The office’s doctoral programs area will cover the school's two academic doctoral programs, the PhD in Business Administration and PhD in Statistics, as well as the recently established Executive Doctorate in Business Administration, an applied doctorate for executives and senior managers. The office’s strategic initiatives function will oversee a variety of inter- and multidisciplinary initiatives to build and enhance connections to other schools and colleges within Temple, as well as to other universities and industry. “Our vision is to enhance the reputation and impact of the Fox School as a global leader in research, doctoral education, industry outreach and community engagement to better serve our diverse stakeholders—students, faculty, academia, industry, government, the people of the Commonwealth of Pennsylvania and society in general,” Pavlou said. Brandon Lausch PAUL A. PAVLOU Milton F. Stauffer Professor of Information Technology and Strategy; Associate Dean for Research, Doctoral Programs and Strategic Initiatives; and Chief Research Officer ••Hometown: Nicosia, Cyprus ••Top scholar: Pavlou was ranked first in the world for publications in the top two journals in management information systems (MIS Quarterly and Information Systems Research) during 2010–12. RESEARCH EXCELLENCE Paul A. Pavlou, recently appointed as an associate dean and chief research officer, seeks to enhance the school’s global research reputation. 1918 FOX FOCUS FALL 2013 FOX SCHOOL OF BUSINESS

21. FACULTY PROFILE PAUL A. PAVLOU 1940s Herman Shooster, BS ’48 Received the Sun Sentinel newspaper’s Excalibur Award for his work as chairman and founder of Global Response, a Top 50 customer service center whose clients include David’s Bridal and Urban Outfitters. The award is given to distinguished South Florida business leaders who have improved the region’s communities. 1950s Barton M. Banks, BS ’52, LAW ’55 Published his second book, What I Learned After I Knew it All: The Return of Bunky and “De’ Boys” with Xlibris Corp. His first full-length work, The Book I Wrote on Humility, remains available. He is a partner in the law firm of Banks Banks in Lafayette Hill, Pa. 1960s Bernard J. Milano, BS ’61 Awarded the American Association of Blacks in Higher Education’s 2013 Advocacy Award. Milano is president and trustee of the KPMG Foundation, and president and board member of The PhD Project and KPMG Disaster Relief Fund. The PhD Project, a nonprofit organization that the KPMG Foundation founded in 1994, recruits minority professionals from business into doctoral programs in all business disciplines. 1970s John F. Tierney, BBA ’75, MBA ’76 Elected to a three-year term on the board of directors of Wick Communications Co. Tierney, a certified public accountant, was a senior business executive for more than 30 years at multinational corporations including DineEquity, Dial Corp., Nestle Foods, Chevron Corp. and Perdue Farms. He is a member of the Fox School Dean’s Council. Wick Communications is a family-owned news company with 28 newspapers and 18 specialty publications in 12 states. 1980s Stuart H. Fine, MBA ’81 Appointed to the Medical Advisory and Policy Board of the Gift of Life donor program, a Philadelphia-based organ and tissue transplant network serving eastern Pennsylvania, southern New Jersey and Delaware. Fine is former president and CEO of Grand View Hospital. Lori Bush, MBA ’85 Elected to a three-year term as a director on the Direct Selling Association (DSA) board of directors. Bush is president and CEO of Rodan + Fields Dermatologists. The DSA is the national trade association of leading firms that manu- facture and distribute goods and services sold directly to consumers. Approximately 200 companies are DSA members. Justin P. Brooks, BBA ’86 Named a 2013 Attorney of the Year by California Lawyer magazine. He is director of the California Innocence Project, executive director of the Institute for Criminal Defense Advocacy and director of the LLM in trial advocacy at the California Western School of Law in San Diego. Vince Chirico, BBA ’86 Appointed chief revenue officer to lead large enterprise, reseller strategies and sales of 34 Commerce and Cinsay’s Smart Store technology. He brings more than 15 years of digital advertising and e-commerce experience to the 34 Commerce and Cinsay partnership. Most recently, Chirico worked for eight years at Google. Judy Harrington, SMC ’84, MBA ’86 Received SmartCEO’s 2013 Executive Management Award. Harrington serves as Health Partners’ senior vice president, business development, and was among 30 Philadelphia-area executives who received the award. Robert Shestack, BBA ’87 Appointed senior vice president, national practice leader of the new Voluntary Benefits Practice, specializing in coverage solutions for employer groups with 50 to 1,000 workers, of AmWINS Group Benefits, a leading wholesale distributor of employee benefits and professional services. In April, Shestack received the Fox School’s H. Wayne Snider Distinguished Alumni Award in Risk Management and Insurance. He is based in New Jersey. Nico Willis, BBA ’87 Named president of Quality Attributes Software, a facility data management company specializing in energy management and sustainability and headquartered in Bayville, N.J. Willis is also president of Net Worth Services, a financial information services and software consulting company based in Phoenix. (continued on page 20) CLASS NOTES CLASS NOTES Neil J. Cassel, BBA ’83 Won the Select Breed award for his Cesky terrier, Gunther, at the 137th Westminster Kennel Club Dog Show. Cassel owns and operates full-service pet-care provider TSS Enterprises. Debra Chrapaty, BBA ’83 Named CEO of enterprise cloud storage company Nirvanix, where she is also executive chairwoman of the board. Chrapaty most recently served as chief information officer of Zynga, a leading provider of social game services, including FarmVille and Words With Friends. She has also served in senior executive positions at Cisco, Microsoft and E*Trade Technologies. Thomas H. Harris, BBA ’83 Appointed executive vice president, distribution, at the Penn Mutual Life Insurance Co. Harris has previously served as senior vice president, distribution, and is also the chairman of Hornor, Townsend Kent, Inc., a wholly owned broker/ dealer subsidiary of Penn Mutual. Tim Clemm, MBA ’84 Accepted a position as a mentor with the Savannah, Ga., chapter of SCORE, a nonprofit dedicated to helping small businesses succeed. Clemm has worked in product development for food and food-service companies, such as Campbell Soup Co. He also ran his own business for five years. Paul A. Pavlou, a foremost scholar of management information systems and strategy, has been appointed associate dean for Research, Doctoral Programs and Strategic Initiatives at the Fox School and School of Tourism and Hospitality Management. In announcing the appointment, Dean M. Moshe Porat said Pavlou will also serve as the school’s chief research officer, responsible for promoting research excellence, supporting spon- sored research, leading outstanding doctoral education and pursuing strategic research initiatives to enhance the school’s reputation. “In addition to being a very influential scholar, Paul is ambitious, energetic and thoughtful,” Porat said. “He cares deeply about Temple University and the Fox School of Business, and he has the commitment to elevate our school’s research performance and reputation to new heights.” The Office of Research, Doctoral Programs and Strategic Initiatives will oversee the research agenda of the Fox School, as well as external grants and the academic journals housed in the school. The office will initiate, man- age and support the dissemination of research information, research awards and visiting scholars. The office’s doctoral programs area will cover the school's two academic doctoral programs, the PhD in Business Administration and PhD in Statistics, as well as the recently established Executive Doctorate in Business Administration, an applied doctorate for executives and senior managers. The office’s strategic initiatives function will oversee a variety of inter- and multidisciplinary initiatives to build and enhance connections to other schools and colleges within Temple, as well as to other universities and industry. “Our vision is to enhance the reputation and impact of the Fox School as a global leader in research, doctoral education, industry outreach and community engagement to better serve our diverse stakeholders—students, faculty, academia, industry, government, the people of the Commonwealth of Pennsylvania and society in general,” Pavlou said. Brandon Lausch PAUL A. PAVLOU Milton F. Stauffer Professor of Information Technology and Strategy; Associate Dean for Research, Doctoral Programs and Strategic Initiatives; and Chief Research Officer ••Hometown: Nicosia, Cyprus ••Top scholar: Pavlou was ranked first in the world for publications in the top two journals in management information systems (MIS Quarterly and Information Systems Research) during 2010–12. RESEARCH EXCELLENCE Paul A. Pavlou, recently appointed as an associate dean and chief research officer, seeks to enhance the school’s global research reputation. 1918 FOX FOCUS FALL 2013 FOX SCHOOL OF BUSINESS

22. Jeffrey M. Arnold, MBA ’89 Appointed principal at Markeim-Chalmers, Inc. (MCI), a leading commercial real estate, appraisal and property management firm in the Philadelphia region. Arnold has a leading role in the sale and lease of office and industrial broker- age. His responsibilities also include commercial investment acquisitions. Stan Musial, MBA ’89 Appointed chief financial officer of Egalet Ltd., a pharmaceutical company focused on developing abuse-deterrent medications. Previously, Musial spent six years as CFO of Prism Pharmaceuticals. 1990s Carmen D’Ascendis, MBA ’91 Appointed global managing director, vodka, at Brown-Forman. In this role, D’Ascendis will lead the vodka team, with emphasis on the Finlandia brand. In addition, he will work to grow the Chambord trademark around the globe. Previously, he was director of global marketing for Jack Daniel’s, which is also part of Brown-Forman, one of the top 10 largest global spirits companies. Bret S. Perkins, BBA ’91 Received the 2013 Distinguished HRM Alumni Award from the Fox School’s Department of Human Resource Management. The honor is given to a professional who demonstrates commitment and substantial service to the industry, to their community and to Temple University. Perkins is vice president, external and government affairs, at Comcast; is immediate past president of the Temple University Alumni Association; and is a member of the university Board of Trustees. Katayun I. Jaffari, BBA ’91, MBA ’92 Elected to the executive committee of the Philadelphia Bar Association Business Law Section. Jaffari, a partner in Ballard Spahr’s Business and Finance Department, has also been named co-chair of the American Bar Association’s Task Force on Board Engagement on Sustainability and Social Responsibility Matters. Matt Glantz, BBA ’92, MBA ’93 Developed the Parx Big Stax concept, a range of poker events that enjoyed its second successful run in May at the Bensalem, Pa., casino. Glantz is a professional poker player. ALUMNI PROFILE MARC TOUITOU SAN FRANCISCO GIANT As the city’s chief information officer, Marc Touitou is leading IT planning and streamlining all aspects of government through technology. “There are a lot of people here who are hungry for coolness in technology,” he says. CLASS NOTES (continued from page 19) Jamie Gauthier, executive director of the Sustainable Business Network of Greater Philadelphia, hopes to expand membership services and help businesses thrive. COMMITTED TO COMMUNITY JAIME GAUTHIER ALUMNI PROFILE (continued on page 22) Mike Moore, BBA ’93 Joined WillowTree Apps as general manager, media and platform development. The Charlottesville, Va.-based firm specializes in mobile strategy, mobile design, native applica- tion development and mobile web optimization. Moore is a seasoned digital-media executive, having held executive roles in the U.S. and Europe including at AOL and Telegraph Media Group. Prior to joining Willow Tree Apps, he was global CEO at kgbdeals, Inc. Nabil A. Tamimi, PhD ’93 Received the Excellence in the Scholarship of Teaching and Learning Award from the University of Scranton, where he chairs the Operations Management Department of the university’s Kania School of Management. Stephen F. Simpson, BBA ’94 Joined Coupons.com as vice president of production operations. Simpson is responsible for the company’s site-reliability engineering function, including global data centers, disaster recovery, enterprise-systems compliance, security and more. He joined Coupons.com from Groupon, where he was the lead site-reliability engineering architect for global platform engineering. Jamie Gauthier, BBA ’00, dreamt of a career that would help her give back to Philadelphia and its residents. After two years as an accountant at DuPont, she took action to make this desire a reality. Gauthier enrolled in a master’s degree program in city planning at the University of Pennsylvania, and then worked for a community development nonprofit organization for eight years. Combining her financial background from the Fox School of Business with her nonprofit experience, Gauthier reached another milestone on her career path with her recent appointment as executive director of the Sustainable Business Network (SBN) of Greater Philadelphia. “I have always wanted to make an impact on the world,” Gauthier said. “When the position at SBN became available, I saw it as an opportunity to be with an organization whose mission I really appreciate and believe in, while also taking my career to the next level.” Now at the helm of SBN, a 12-year-old organization that supports small, envi- ronmentally friendly businesses, Gauthier will carry the banner of sustainability for the network’s membership of 450 locally owned businesses. Her preparation for SBN stems from her work as program officer for the Local Initiatives Support Corp. (LISC), a national nonprofit that invests in revital- izing neighborhoods. “I saw how important local businesses were to the communities and neighborhoods of the city,” Gauthier said of LISC. “They provide jobs, help entrepreneurs make a living for themselves and their families, and help build these beautiful and vibrant communities.” Gauthier wants to continue making SBN a platform for engaging locally owned and sustainable businesses in the region, while expanding its fundraising abilities and increasing membership. “As a result of my experiences at Temple, and the way it played into my nonprofit background moving forward, I was able to bring with me the nuts and bolts of running an organization from a financial perspective,” Gauthier said. “Though it was unintentional, it all came together in the end.” Josh Fernandez Although he didn’t always know technology was his true calling, Marc Touitou, EMBA ’00, always had an interest in how things work. “As a kid, I wanted to be a helicopter pilot. By my teenage years, I was devouring all of the science fiction books that I could,” he said. “I wanted to figure out how to make technology work better.” In April, Touitou was appointed San Francisco’s chief information officer (CIO) and director of the Department of Technology. In this role, he advises the mayor, Board of Supervisors and city departments regarding opportunities to provide higher quality and more cost-effective services; develop uniform policies and systems for the use, acquisition and implementa- tion of technology; and establish citywide standards for information exchange among various departments and from the city to residents and businesses. Touitou started his career in Paris at Rohm and Haas, a chemical company acquired by Dow. While working at the firm’s Philadelphia location, Touitou found encouragement to pursue his MBA at Fox. “If it wasn’t for the MBA program at Temple, I would not be where I am today. It’s a competitive market and you're up against some very sharp people,” he said. “My MBA allowed me to advance and leverage my experience and education.” After receiving his MBA, Touitou became divisional CIO of Rohm and Haas and later served as senior vice president and CIO of ASML semiconductors in the Netherlands. Touitou said serving San Francisco is the next challenge for which he has been searching. “I couldn’t resist. It’s a beautiful city, and I feel that now is the time,” he said. “There’s a lot of people here who are hungry for coolness in technology.” As CIO, Touitou’s goals include supporting all of the “pillars of the city,” from education to transportation, and helping to transform them through technology. “I have 30 years of experience, and I continue to challenge myself. I’m using my talents to make San Francisco a winning city in technology.” Meg Frankowski Jamie Gauthier BBA ’00 Executive Director, Sustainable Business Network of Greater Philadelphia ••Hometown: West Philadelphia ••Strong foundation: “I was prepared not only because of my experience working in communities and economic development, but because I had a foundation in accounting, finance and management.” Marc Touitou Executive MBA ’00 Chief Information Officer and Director of the Department of Technology, San Francisco ••Hometown: Paris ••Up for the challenge: “I have 30 years of experience, and I continue to challenge myself. I'm using my talents to make San Francisco a winning city in technology.” 2120 FOX FOCUS FALL 2013 FOX SCHOOL OF BUSINESS

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