BA, Philosophy, Wayne State University, 1963
MA, Anthropology, Wayne State University, 1967
DBA, Business Administration, City University of Los Angeles, 1979
2003-2005 Online Teaching Professor, Excelsior College
2004-2005 Interim Associate Dean, Excelsior College
2002-Present Professor Emeritus, Binghamton University School of Management
1999-2002 Associate Dean
Visiting Professor, Binghamton University School of Management, University of Sofia (Sofia, Bulgaria)
1997-1999 Director Undergraduate Studies
Visiting Professor, Binghamton University School of Management, University of Sofia (Sofia Bulgaria)
1997-2002 Visiting Professor, Binghamton University School of Management
1996-1997 Dean, Binghamton University (SUNY) School of Management
1995-1996 Visiting Professor, Binghamton University (SUNY) School of Management. Teaching at the undergraduate and graduate (MBA) level. Visiting Professor at the American University in Bulgaria.
1993-1995 American University in Bulgaria as a Fulbright Scholar. Teaching in Business Administration. Appointed Visiting Professor (1995). Also appointed Visiting Professor at Southwest University in Blagoevgrad (Blagoevgrad, Bulgaria). Maintained Binghamton University position of Lecturer.
1991-1993 SUNY Binghamton School of Management. Teaching at the undergraduate and graduate (MBA) level. Executive on loan from Procter and Gamble Pharmaceuticals.
1980-1991 Procter and Gamble Pharmaceuticals, Norwich, New York
Vice President, Business Development
Vice President, International Operations
Vice President, Japan, Africa, Asia
1977-1980 Abbott Laboratories, Inc., Illinois
Director of Business Development, Pharmaceuticals
1974-1976 Spring Mills
Vice President for Special Products, New York
General Manager, Indonesia
1962-1974 Early career in the US, Australia, and Indonesia with the Upjohn Company and the Schering Corporation.
Consulting (Representative Sample):
American Council of Education Distance Learning
Soros Foundation for distance learning into Eastern Europe (grants to develop courses)
Procter and Gamble Company
Small Business (All Current)
Trio Computer Consultants (Norwich, New York) – – Company Expansion Strategies
Bytheway Press (Norwich, NY) – – New Market Strategies
Clinical Research Associates Ltd. (Norwich, NY) – – China Intra Cultural Organization Strategies
Endicott Research Group (Endicott Research Group) – – EU Market Organization Strategies
Professional Associations/Academic Committees
International Education Steering Committee
Honorary Ph. D. Selection Committee
Learning Working Committee
Rosevski Scholarship Awards for International Scholarship
Chair, Search Committee for Director of Development, School of Management
School of Management
Technology Committee (Chair)
Strategic Management Committee
Committee for the Center for Emerging Markets
Committee for the SOM External Programs Center
East Asia Joint Committee (past)
MBA Curriculum Committee
New MBA Project Committee
Pharmaceutical Manufacturers Association
Chairman, Far East Regional Committee
Vice Chairman, Japan Advisory Committee
American Anthropology Association
Strategic Planning for Employment Opportunities for Anthropologists
National Association of Practicing Anthropologists
Society for Applied Anthropology
Global Studies Integrated Curriculum Steering Committee. 2000 – Present
Fulbright Student Selection Committee (Binghamton University) 2000 – Present
Edmund S. Muskie/Freedom Support Act Fellowship Program – MBA Selection Committee – 1997 – Present
Chair, Fulbright Review Panel for SE Europe – 1997
Fulbright Review Panelist for SE Europe. 1995 – 1998
Selection Committee, Fulbright Program in Bulgaria. 1993-4
Board of Directors, Big Brother/Big Sister, Norwich. NY 1985-86, 1989-1993
Board of Directors, The Place, Norwich, NY. 1986-1988
Joint Embassy School Board, Indonesia. 1970-1975
Vice Chairman, Indonesian-American Friendship Society. 1974
Selection Committee, Fulbright Program in Indonesia. 1970-1975
President, US Chamber of Commerce in Indonesia. 1970-71, 1974-75
Sofia, Bulgaria – – Food and Wine exports to EU, Japan, and the US.
Asenovgrad, Bulgaria – – Carpet Exports to the UK and the US.
Academic and Industrial Basis of Courses:
The models, processes, and computer programs were developed during my 30-year career as an International manager, are adapted from international business settings and are used in all my academic and corporate teaching. The benefit I desire for students is twofold — the ability to apply principle-centered leadership and management skills in all organizational settings and the ability to understand and use the paradigm of meeting customer needs, i.e. understand transactional business exchange.
The following materials are of particular value for both undergraduate and graduate courses. Please note that they require an integration of business and anthropological understanding.
Developing a Customer-Driven Organization provides a working understanding of customer chains, customer needs, and added product/service value to each customer in the chain. The course emphasizes that customers start within a company and continue through the user of the goods and services provided by a company. Total quality understanding, computerized information systems, benchmarking for success, and work processes are taught as the basis of a successful customer-driven organization development.
Applied Leadership and Management Skills provide an understanding of the difference between and appropriate applications of leadership and management. Students are taught to use organizational paradigms that provide a framework in which to apply these skills. Principle-centered habits, total quality tools, and effective working processes support the use of each skill. The use of participant observation and ethnography are required.
Innovations in Personal Development are customer-driven and include integrated material on personal development, compensation goals, rewards and recognition redefined as celebrations, and promotion for success. This requires substantial understanding of societal norms, thus requiring the use of anthropology.
Business Strategies for Emerging Markets focus on one of three markets (Japan, The US, and the EU) and provide actual case studies for market entry. The cases teach the principles needed for each market, offer an understanding of various entry models available in each country, and the cultural understandings necessary for success.
My teaching experience has been in academic settings and in the corporate world. My student and peer evaluations in both have been in the “excellent” category. Students have included Bulgarians, Albanians, Chinese, Japanese, Thais, Indonesians, Filipinos, Europeans, Latin Americans, Australians, Arabs, Canadians, and Americans.
Academic Teaching Skills:
1. Strategic Management (senior course)
2. Introduction to International Business (junior course)
3. International Management Behavior and Area Business Knowledge (MBA)
4. International Marketing Management (MBA)
5. Global Marketing (MBA and senior courses)
6. Marketing Across Cultures (MBA & senior course)
7. Human Resource Development (junior course)
8. Small Business Start-up (senior course)
9. Social Competence skills, team building, writing, learning theory, organizational culture. (Incoming MBA students)
10. International Marketing Strategy (junior elective course)
11. Global Management (senior Capstone course)
12. Semester Seminar on Personal Development for Professional and Personal Improvement
13. The European Union
14. Executive MBA – Strategic Management for Managers
Corporate Teaching Skills:
1. Policy Deployment
2. Total Quality Applications
3. Strategic Modeling/Planning
4. Principle-Centered Leadership
1. Management Financial Information Systems
2. Field Selling Information Systems
3. Basic Marketing Information Systems
1. Global Marketing
2. Product Positioning
3. New Product Planning
4. Writing Product Recommendations
1. Field Selling Systems
2. Understanding and Meeting Customer Needs
3. Territory Management
Working in the diversity of the international business setting has forced me to develop ways to understand customer chains as they apply inside and outside corporate structures and to develop programs that meet customer needs in ways that offer competitive advantage to the company and its customers. (Internally, “customers” means employees; externally, the term covers the users of the company’s goods and services, including various government and regulatory groups that are not normally considered in the customer chain.) Managing diversity for competitive advantage, I developed processes for gaining, storing, and sharing knowledge in ways that make it usable across national and cultural boundaries. The processes include (1) cultural alignment models; (2) business processes; (3) data base systems that allow the creation of “real” time applications; (4) strategic models that offer competitive advantage to the users and their customers; and (5) career planning models that treat employees as customers, thus offering them superior development and training. All of these systems and programs have value professionally and personally and have been implemented successfully in business settings in various parts of the world.
I am currently applying a set of models developed in Asia, integrating both qualitative and quantitative data, to a project in Bulgaria. Initial findings have been informative and further analysis will provide new understanding of Bulgarian organizational culture and values and how they, in some cases, relate to those of US corporations. These efforts have resulted in one published paper and another under review. In addition, IREX has sponsored one summer research session. In addition these models have been applied to the Binghamton School of Management during my tenure as Dean.
During 30 years in the pharmaceutical industry, I have taken a leadership role in promoting change and innovation in organizations throughout the world. Success has been achieved with the use of business and anthropological skills at several levels of management — marketing, business development, divisional, regional and subsidiary general management.
While I was Dean of the School of Management, the MIS and Operations Departments became the Business Information Systems group. A new Executive Education Director was put in place and in excess of $700,000 a year income was contracted for the next 5 years. A development strategy, a first in the school was approved and over $1 Million was raised (cash in hand) with an additional $200,000 in pledges. Five new faculty were hired – – the first in 5 years. A basic change analysis was completed in anticipation of a forthcoming accreditation committee visit. A computer upgrade and distance learning program was put in place with in excess of $130,000 spent the first year – – the first major upgrade in 6 years.
I created, negotiated, and obtained approval within Norwich Eaton and from our Japanese partners for a unique strategic alliance concept that offers superior rewards to both parties. I also negotiated a strategic alliance in Australia between Norwich Eaton and the Sigma Company that has resulted in significant business improvements for both companies.
I created and executed a multi-year product relaunch of Erythrocin for Abbott Laboratories that is viewed as an industry model for relaunches. The program expanded growth from a rate of 6% per annum to 28% per annum over a 4-year period. Sales expanded from $75 MM to $150 MM during this time. The fundamentals used in this relaunch were reapplied to Macrodantin at Norwich Eaton and resulted in a similar success story. In both cases success was due, in part, to the creation and execution of a core marketing concept.
During my last 8 years of working in Procter and Gamble I developed and led the implementation of a unique field selling system. This system has been rolled out in The Philippines, Australia, the Gulf States, and Canada and is largely responsible for the leadership position of these subsidiaries in sales growth performance in Norwich Eaton. This material forms the basis of a chapter in a book edited by Dr. John Sherry.