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Orono, Maine • Spring 2014 • Volume 6, Issue 2

Maine Business School umaine.edu/business

MBSConnectsMBSConnects

Tax timeStory on page 4

MBS Students help with tax returns through the VITA (Volunteer Income Tax Assistance) Program.

2 Maine Business School

MBSNews

Jane and Michael Rankin

T he Maine Business School is among thepartners working with the University ofMaine Alumni Association to sponsor

the first-ever Black Bear Business Conferencefor UMaine students and alumni businessowners and entrepreneurs April 25, 9 a.m.–7 p.m., Buchanan Alumni House. The initialconcept for the conference was suggested andresearched by three MBS students: CharlesHastings ’11, MBA ’13, Daniel Kaepplinger’14 and Nikita Kacer ’14.

Designed to showcase the universityresources available to help Maine entrepreneursfurther their business plans and aspirations, theevent will feature a tour of campus facilities,including the Foster Center for StudentInnovation; the Advanced ManufacturingCenter; the Advanced Structures and

MBS, Alumni Association Plan the First Black Bear Business Conference

Alumni Update

M aine Business School graduates Jane(Tyler) Rankin ’10 and MichaelRankin ’12 are making the most of

their business degrees. Michael Rankin haspassed the CPA exam and was promoted tosenior accountant at Macpage LLC in Augusta,where he has been employed since he was ajunior at MBS.

He is in his first year of the MBA program atThomas College in Waterville. Jane Rankin hasbecome licensed as a CPA and was promoted tosenior accountant at Baker Newman Noyes inPortland, where she has been employed sinceSeptember 2011. The couple resides in Freeportwith their dog, Fenway. ■

I t’s hard to concentrate when you’re hungry, so MBS Corps, the MaineBusiness School’s outreach organization, started a food pantry last fall incollaboration with MBS Professor Martha Broderick and students in

her business law classes who traditionally conduct food drives as part oftheir social responsibility initiatives.

Tucked unobtrusively into a corner room at the end of the hall on thesecond floor, the Food Nook is stocked with nonperishable items such ascanned vegetables, soup and tuna fish; jars of peanut butter and jelly; andboxes of pasta and crackers. Business school faculty, staff and students havebeen generous about bringing in supplies.

“It’s gratifying to see that students are help ing themselves to the

food,” said MBS Corps adviser professor Nory Jones. “Times are toughand we want to help them stay focused on their academic success.Although MBS Corps’ mission is to help local nonprofit organizations,we feel it is important to be a resource for our own students.”

Like other students, those at MBS sometimes need help making endsmeet, said Broderick. “The whole idea of the food pantry is for students totake what they need and bring in what they can,” she said. “One studentmade it a point to tell me how much she appreciated the help. She had beencompletely out of food and was close to dropping out of school. The foodpantry kept her going until she got help from her family.” ■

MBS Corps Opens Business School Food Pantry

Composites Center; the Food Pilot Plant; andthe Innovative Media, Research andCommercialization Center (IMRC).

A panel of entrepreneurs will provideinsights on successfully creating new businessesin Maine. Sponsoring university partners willdisplay their services available to Maine smallbusiness owners and startup, and a networkingevent with conference participants and UMainestudents will be highlighted by the introductionof the UMaine Business Challenge finalists.

Registration opens April 1. For moreinformation or to request a disabilityaccommodation, contact Susan Mullaney,University of Maine Alumni Association, 800.934.2586. or go online(umainealumni.com). ■

The Black Bear Business Conference is designed to showcase the universityresources available to help Maine entrepreneurs

University of Maine 3

MBSConnects is published by the Maine Business SchoolIvan Manev, Dean

Written and edited by Ruth-Ellen Cohen • 207.581.1968Students, faculty and alumni are encouraged to submit information.

Layout and design by Val Ireland, Division of Marketing and Communications.Printed by University of Maine Printing and Mailing Services.

Fromthe Dean

Dear friends,

As I travel around the state and the countryspeaking with Maine Business School alumni, Iam continually amazed at the outreach of theMBS and impressed with the caliber of ourgraduates. They hold prominent positions ininternational, national and Maineorganizations, run small and large businesses,and serve as CEOs, bankers, controllers,managers and consultants. Each, in his or herway, is helping to grow the economy andprovide job opportunities.

In this latest issue of MBS Connects, we areproud to bring you news about our alumni,faculty and students. As you read, pleaseremember that we need your help if MBS is tocontinue to serve as the center for businesseducation, research and outreach at the state’sflagship university. Tuition, fees and state fundsno longer cover the entire cost of a student’seducation, so additional support from loyalalumni and friends like you is more valuablethan ever.

Our status as a business school accreditedby the Association to Advance CollegiateSchools of Business (AACSB) ensures thequality of our faculty, the relevance of ourcurriculum, and the prestige of your degree.Our facility, located in the D.P. CorbettBusiness Building, offers state-of-the-artinstructional classrooms and computing labs.

MBS prepares students to meet theprofessional and social challenges of the futureby providing valuable real-world experienceand opportunities through the school’s ongoingrelationships with the business community andthrough organizations such as the StudentPortfolio Investment Fund (SPIFFY), whichmanages a portion of the University of MaineFoundation’s investment portfolio.

We hope you enjoy the Spring 2014 MBSConnects. Please let us know what’s happeningin your life by calling 207.581.1968 or sendingan email to [email protected]. We lookforward to hearing from you. ■

Ivan Manev, Dean

Martha Broderick gives Tax Institute Presentation

M artha Broderick, instructor of businesslaw at the Maine Business School, gave apresentation on new corporate tax

reforms during the 41st annual Frank M. CarterTax Institute at Husson University’s Center forFamily Business in December. More than 50 taxattorneys and CPAs attended the event, which wassponsored by the Penobscot Bar Association andMaine Society of Certified Public Accountants. ■

Martha Broderick

Ebru Ulusoy

Ivan Manev

Professor Ebru Ulusoy Makes Documentaries

M BS assistant professor of marketing EbruUlusoy makes documentaries as a way topresent her research on the cultural aspects

and dimensions of consumer behavior. “I like the idea of using videos to illustrate

consumption phenomena,” said Ulusoy. “Doing visualresearch and expressing ideas visually is a much moreeffective way to present information because viewerscan see and understand the context, unlike listening toa presentation or reading a paper.”

Ulusoy has travelled to Turkey to videotape “golddays,” a social event for housewives who gather at thehome of a friend or relative and give her money tocover living expenses. She has also visited Disney Worldto find out why people enjoy themed environments.

She also has made films about how virtual worldsaffect consumption behavior; how globalization inTurkey is affecting retail stores in that country; andhow immigrant Latinos’ assimilation into the U.S. hasaffected their purchases.

Since 2005, Ulusoy has made five 20- to 40-minutedocumentaries. Her films have received critical acclaimand several have won Best Video awards from theAssociation for Consumer Research.

“I’ve gotten good feedback from people who arewell-known documentary makers. They have been veryencouraging,” said Ulusoy, who does the scriptwriting,interviewing, firm editing and narration.

The use of documentaries is growing, according toUlusoy. “Academicians who are studying consumerissues are relying more on visual research andpresentations to inform people.” ■


MBS Students Help With Tax Returns Through Volunteer Program

MBSNews

O nce again, MBS accounting under -graduates are helping local communitymembers and University of Maine

students and employees file their federal andstate income tax forms free of charge throughthe long-standing Volunteer Income TaxAssistance (VITA) program, supervised byaccounting professor Steve Colburn.

Established to benefit low- and moderate-income taxpayers, VITA operates one day a weekfrom D.P. Corbett Business Building and oneday a week from the Orono Public Librarythrough April 11. Students spend about an hourwith clients who come with their W2 forms andother pertinent information. Using standard taxpreparation software, students file theinformation electronically.

“VITA provides a direct benefit to local

taxpayers and is an important public serviceopportunity,” Colburn said. “It’s also a greatresume builder for accounting students who areable to put into practice what they have learnedin their tax courses and from IRS trainingmaterials.”

Colburn has headed VITA since 1995, whenhe took it over from MBS professor emeritusMel McClure, who created the program yearsbefore.

Each tax season VITA typically providesassistance to about 100 people, includingmany senior citizens and working people,Colburn said. “We have lots of regulars. Onecouple has been coming year after year.Everyone tells us what a great service this isand how grateful they are for the help. Someeven bring us cookies.

Above: Students Eben Bradley and BrendanSullivan work on a tax return.

At right: Angelica Thomas of Unity (left) workswith students Kejing Wang, Yang Song andTyler Gates, while Professor Steve Colburnlooks on.


“We think this is a great thing to do for the public. We can fill out tax

forms quickly because we know where the problem issues tend to be

and what to look out for. The students are well versed at this. They’ve

all taken my class in Federal Taxation of Individuals. And, of course, I’m

always on hand, monitoring and supervising, looking over everyone’s

shoulders and answering questions as we go along. ” Steve Colburn

“We think this is a great thing to do for thepublic. We can fill out tax forms quickly becausewe know where the problems tend to be andwhat to look out for. The students are wellversed at this. They’ve all taken my class inFederal Taxation of Individuals. And, of course,I’m always on hand, monitoring andsupervising, looking over everyone’s shouldersand answering questions as we go along. I reviewall the tax returns before they get filed and makesure everything is okay.”

“Participating in VITA is fun,” he told agroup of interested students who gathered atD.P. Corbett last December to learn more aboutthe program. “It’s a relaxed atmosphere and weall have a good time. The software is easy to useand straightforward. After one or two returnsyou’ll start feeling confident.”

Travis Beyerl, who graduated from MBS in2010 and works as an accountant for theUniversity of Maine Cooperative Extension, said“VITA was one of the most useful things I did inmy time at UMaine.

“It looks great on a resume and shows thatyou are willing to volunteer your time to helpothers, while enabling you to increase yourown accounting knowledge and get some real-world experience,” he said. “I came awayfeeling much more confident about my taxknowledge. Plus, I had a blast. I enjoyedmeeting many interesting people of all agesand backgrounds.”

This year’s VITA participants agreed that theexperience was valuable and enjoyable.

“We were able to gain hands-on experiencethat you can’t get in a classroom,” said seniorTyler Gates.

“I like that I was helping someone get animportant task done,” said Eben Bradley, asenior. “It also allowed me to learn how to file atax return — my first one ever. I went home anddid my own.”

“It is a great opportunity to use myaccounting skills in the real world,” said KejingWang, a senior. “Also, I enjoy helping people.”

“Bringing together the school and thesurrounding community in this way is a greatopportunity for both sides,” said senior BrendanSullivan. “In class, we learned about the differenttax rules and exceptions to the rules, and thisenabled us to build off that and gain a greaterunderstanding of how to do tax returns.”

There were other benefits as well, accordingto MBA student Yang Song.

“By interviewing people I was able toimprove my communication skills,” she said. “Atthe same time, I made a lot of friends.”For more information, contact Steve Colburn,207.581.1982, [email protected]. ■


MBSNews

Continuing its mission toassist local businesses, NetImpact is working with theMaine Grain Alliance(MGA), a nonprofitorganization in downtown

Skowhegan thatmanufactures all-natural and

certified organic locally growngrains for distribution at natural food stores,groceries and bakeries throughout the northeast.

Net Impact’s student members will provideassistance to MGA by creating a visual timelineof the events leading up to the alliance’sinception in 2007. Students also plan toestablish an “impact assessment” — describingthe social and economic effects of the project —

to explore whether MGA is generating incomefor area farms and improving the Skowhegan taxbase, and whether the alliance’s investments havebeen leveraged for other improvements.

Aiming to preserve and promote graintraditions as a way to rebuild the grain growingeconomy that was once so critical to central andnorthern Maine, MGA is the key tenant at theSomerset Grist Mill in the former SomersetCounty Jail in Skowhegan. Other businesses atthe gristmill include a farmers market, a café, aplace for people to pick up their CommunitySupported Agriculture (CSA) deliveries, and acounty wellness program. Referred to as theSkowhegan Food Hub, the building has becomea popular community gathering spot.

Amber Lambke, MGA executive director and

“I’m so pleased to know that there is a Net Impact Chapter at the University of Maine

and that student members are offering their services to agriculturally based

businesses and organizations like the Maine Grain Alliance.” Amber Lambke, MGA executive director

The Maine Grain Alliance is thekey tenant at the Somerset GristMill in the former SomersetCounty Jail in Skowhegan.

Net Impact Assists Maine Grain Alliance in Skowhegan


co-owner of the Somerset Grist Mill, spoke toNet Impact members in November, providingan overview of the alliance and explaining howstudents’ work will be used.

“I need your help to document how andwhen our MGA projects came together, who thekey players and early supporters were, and howthe financing came about so I can communicateour story as more communities try to createsimilar projects,” she said.

The timeline also will serve as an evaluationtool that will assist students as they create theimpact assessment, said MBS professor TerryPorter, advisor to Net Impact.

“Once the timeline is set up, we can look atit with creative eyes and analyze how many jobswere created, how much money was investedand how the grain farms are doing financially,”she said.

Lambke called on students to think broadlyabout how the local food efforts have enhancedlife in Somerset County. “If I think about all thepeople I talk with at the farmers market eachSaturday, it’s obvious that we’re doing a lot tobuild our community and developrelationships,” she said. “That may be the mostimportant impact of our collaborations.”

During her presentation, Lambke noted afew of the key events and dates involved increating the MGA and touched on some of thefinancial challenges that she and othercommunity leaders faced as they worked witheconomic development agencies, banks,foundations and philanthropists to establish alocal food and grain hub and renovate the 120-year-old jail.

The Kneading Conference in Skowhegan in2007 sparked the creation of MGA. The annualconference, now sponsored by MGA, featuresworkshops by farmers, millers, bakers, chefs andwheat researchers who are dedicated to buildinga grain economy. That same year, Lambke andher business partner, Michael Scholz, purchasedthe historic Somerset County Jail for $65,000.They spent the next few years obtaining fundingfor renovations and rounding up tenants.

Lambke said she learned about Net Impactthrough the University of Maine CooperativeExtension.

“I’m so pleased to know that there is a NetImpact Chapter at the University of Maine andthat student members are offering their servicesto agriculturally based businesses andorganizations like the Maine Grain Alliance,”she said. “The focus of Net Impact’s work willbe the impact to the community of farms, foodproducers and organizations — including theMGA and the Somerset Grist Mill — that haveworked cooperatively around local agricultureover the last eight years in Skowhegan.” ■

F ive Maine Business School graduate students — Jacky Deng, Shane O’Brien, Yang Song,Derek Bowen and Heather Omand (alternate) — participated in the annual John MolsonMBA International Case Competition in Montreal, Jan 5–10.

First held in 1981, the Molson Competition is the oldest and largest MBA case competition inthe world, providing valuable real-life experience for more than 150 MBA students from aroundthe globe. Competitors participate in a round-robin contest of business problem-solving, whichrequires them to quickly put theory into practice. The competition is judged by 250 members ofthe Canadian business community who assess students’ work on its creativity, insight, substanceand plausibility of implementation.

The UMaine team was in a division with the University of Cape Town in South Africa; theUniversity of Technology in Sydney; Australia; Brock University in Ontario; University of NotreDame in Indiana; and St. Mary’s University in Halifax.

The students spent three hours analyzing and evaluating five complex cases or challenges anddeveloping feasible solutions.

“Our students did a terrific job representing MBS,” said professor Jason Harkins, who led theteam with professor Susan Myrden. “They improved their performance in each successive case,winning against Notre Dame in one challenge and coming in a close second against Brock inanother. The competition was a great opportunity for them to hone their creative thinking,analyzing, strategizing, team building, problem-solving and organizational skills.”

In the cases, students had to make recommendations, such as whether a major Canadian storeshould implement an online grocery program or what strategies Sony should use for growth. Aspart of a particularly challenging live case, government officials from Haiti asked students tosuggest how a private electric company could provide service to the country so that more residentswould have access to electricity.

“My team’s confidence and speed increased after each challenge as we recommended ways forcompanies to expand and grow,” said Deng. “We were able to develop our business minds andcome up with solutions quickly. This international competition brought students together from allaround the world and it was an enriching cultural experience. I am fortunate to have been able toparticipate.” ■

MBA Students Participate in AnnualInternational Case Competition in Montreal

The UMaine team was in a division with the University of

Cape Town in South Africa; the University of Technology in

Sydney, Australia; Brock University in Ontario; University of

Notre Dame in Indiana; and St. Mary’s University in Halifax.


C ollaboration is the key to making adifference in our communities, accordingto consultant and author Alix Hopkins of

Pownal, Maine, who spoke to Net Impactstudent members last semester about howneighborhood activists can work together toachieve their dreams of conserving land andimproving their communities.

Hopkins has spent more than 30 yearshelping coordinate visionary public worksprojects that have brought together community-based and nongovernmental organizations, stateand local governments, the federal government,businesses and schools.

“My job is to get things rolling by encourag -ing groups and municipalities to give life to theirgood ideas,” Hopkins told students. “What has

Improving Communities Through Collaboration

been transforming for me is realizing that whenpeople transcend their different cultural experi -ences and points of view and partner togetherfor a common purpose, everyone gets to knoweach other, learns something and ends up withan empowering and meaningful experience.

“These collaborative projects build betterdemocracies as people recognize that the talentsthey bring and their ability to work together canyield great results — both economic andenvironmental.”

Hopkins is the author of “Groundswell:Saving Places, Finding Community,” whichcelebrates the role of land conservation inpreserving communities, building individualcharacter and connecting people. Published in2005 by the Trust for Public Land, the book

“Through working together to preserve special landscapes and other cultural and

recreational resources, residents invest — literally and figuratively — in the health,

well-being and sustainable future of their communities.” Alix Hopkins

documents six projects across the country,including one that she headed in Portland,Maine, in which residents worked together tocreate a 30-mile network of multiuse trails.

“Through working together to preservespecial landscapes and other cultural andrecreational resources, residents invest —literally and figuratively — in the health, well-being and sustainable future of theircommunities,” she told Net Impact students,who are interested in using business skills tosupport various social and environmental causes.

“These projects rely on entrepreneurialism inall sectors,” she pointed out. “In order topromote these initiatives, you have to becreative, take risks and use your best marketingskills. So, entrepreneurialism turns out to be animportant element of any successful initiative.”

Businesses involved in collaborative effortsbenefit in numerous ways, according toHopkins. “They are often able to move intoniche roles because of their collaboration withnonprofit groups,” she said. “These partnershipsgive businesses credibility, good public relationsand opportunities to bid on projects they mightnot otherwise have.”

Hopkins, who has co-founded, directed orserved on the boards of more than two dozennonprofit organizations, currently manages theBiddeford River Walk Coalition in southernMaine, where she is helping to build public andpolitical support for an urban trail along theSaco River and through the historic mill districtsof Biddeford and Saco.

“There is talk of displaying public art andeven creating a white water course below thedam,” said Hopkins. “These types of projectsspark all kinds of good ideas. Nothing is toocrazy — the idea is to build the trail, get peopleout there and see what else works.”

Hopkins’ work on collaboration has goneglobal. She is writing a new book of stories tointroduce a U.S. audience to community andenvironmental leaders in the Middle East, basedon a series of exchanges she facilitated in theregion.

“The ripple effects of collaboration areuniversal in value,” she said. ■

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SPIFFY Members Visit NYC Financial District

The University of Maine AnnualFund offers alumni, parents, friends,faculty and staff an opportunity tosupport the most immediate needs ofthe Maine Business School.

Gifts from the Annual Fund can beused to support student programs,such as travel and internships,academic scholarships, facilityimprovements, technologyenhancements and other areas thathelp the Maine Business Schoolmaintain its reputation for excellence.The dean of the Maine BusinessSchool relies on the Annual Fund totake advantage of special opportunitiesand to meet urgent needs. As costscontinue to rise and public supportremains flat, your gift will help ensurethat the Maine Business Schoolremains a source of pride andinspiration to alumni as well as currentand prospective students.

Making a gift to benefit the MaineBusiness School is simple. You canmake a secure and convenient giftonline (umaine.edu/business) byselecting the Donate Now menuoption. Alternatively, you can call ourgift processing office at 207.581.1148or toll-free at 866.578.2156.

Gifts of $1,000 qualify donors formembership within the President’sClub. President’s Club members areinvited to an exclusive brunch overHomecoming Weekend and receive aspecial pin.

For more information about givingopportunities within the MaineBusiness School, contact JanetKolkebeck at 207.949.1229.

Thank you for your support. ■

F our Student Portfolio Investment Fund (SPIFFY) students — Dylan Bousquet-Smith, ZacharyNichols, Flavio Fetahu and Andrew Nickerson — visited New York City’s financial district inNovember as part of the club’s annual trip with finance professor Bob Strong to get a firsthand

glimpse of the world of money management.Also participating in the visit to New York was Jon Sorenson, president and COO of Competitive

Energy Services (CES) in Portland, Maine, and a member of the MBS advisory board.As in previous trips, SPIFFY students toured the floor of the New York Stock Exchange and met

with University of Maine Foundation money managers. This year’s itinerary included visiting the NewYork Mercantile Exchange, the Bank of America Merrill Lynch trading desk, the Museum ofAmerican Finance, Sandler O’Neill, Fortress Capital Formation LLC and Lazard Asset Management.

In SPIFFY, approximately 50 undergraduates manage $2 million of the University of MaineFoundation’s assets. Students apply their classroom knowledge to obtain real investment experienceand make important investment decisions. They meet weekly to discuss changes to the portfolio usingmajority vote based on presentations and research. ■

Left to right: Jack Cassidy (director of equity trading for Merrill Lynch andformer member of UMaine's Black Bear football team); students DylanBousquet-Smith, Zachary Nichols (in back) and Flavio Fetahu; and Jon Sorensonof the MBS Advisory Board.


MBSNews

Recruiting and Retaining Older Workers Key to Stemming Impending Global Labor Shortages

A n aging population and declining birthrates are changing the face of the globalworkforce and will result in labor

shortages over the next few decades, MBSmanagement professor John Mahon said duringa presentation to faculty last fall.

“The future will not be dominated bytechnology, but by global competition forhuman capital,” said Mahon, the John M.Murphy Chair of International Business Policyand Strategy, and founding director of theSchool of Policy and International Affairs atUMaine.

The solution starts with retaining andrecruiting older workers, he said.

“At the public policy level, employeesworking longer reduces the costs of retirementand contributes to national competitiveness inlight of the shrinking population aged 15–62. Atthe organizational level, older employees providemuch needed knowledge, skills and mentoringopportunities,” said Mahon, describing researchhe did for his paper, “ManAGEment: TheChallenges of Global Age Diversity for Corpor -ations and Governments,” which he presented atthe 3rd Ashridge International ResearchConference in Berkhamsted, England, last July.

Mahon said the developed western nationsare seeing enormous increases in the age of theirpopulations and falling and nonsustainablefertility rates. Moreover, while the pool of thoseaged 15–62 is declining, the population of theoldest members of our society — age 80 andolder — is growing much faster than theyounger segments.

Although people aren’t discussing this asmuch as they should be, the “gray dawn” — the

aging of our societies — will have seriousimplications for our economies and for publicpolicy issues around retirement, healthcare andtaxation, he said.

“The issue of an aging workforce can’t beignored and demands global approaches and awillingness to experiment with creativesolutions. The costs to the individual, theorganization and society continue to mount andthe longer we wait to deal with these issues, themore expensive and intractable the solutions willbecome. The time for action is now,” Mahonsaid.

declining labor pool. Finally, attemps to increasebirth rates “run afoul of historical trends.

“As the middle class increases, nationsbecome financially better off and as themortality rates decline, the overall birth ratedeclines,” he said.

Many businesses don’t seem to recognize thesignificance of an aging population on thesustainability and competitive position of theirfirm and don’t expect their companies to doanything in response or take more than short-term strategic action, he said. Studies say thatalthough employers admire older workers fortheir valuable experience, commitment toquality, low turnover, good judgment, goodattendance and punctuality, they don’t valuethese traits, and don’t consider the knowledgeand skills possessed by older employees whenthey evaluate them.

Also preventing businesses from takingaction are stubborn myths, which are similaracross the U.S. and Europe. Contrary to theevidence, managers may still believe that olderworkers are inflexible, unwilling or unable toadapt to new technology and have physicallimitations that increase the cost of healthinsurance. Employees may be reluctant to investin the training of older workers even thoughstudies show that the ability for adults to learn isnot related to age, that aging and reduced brainfunction do not go hand in hand, and thatmature workers are as trainable in new skills astheir younger counterparts.

Another widely held belief is that keepingolder employees takes jobs away from youngeremployees and impedes their advancementopportunities. But data show that greater

“As the middle class increases,

nations become financially better

off and as the mortality rates

decline, the overall birth rate

declines.” John Mahon

While some people understand thatextending people’s working lives is key to dealingwith this new and unique challenge, otherssuggest different solutions including increasingimmigration, relying more heavily ontechnology and attempting to increase birthrates.

But Mahon said these likely will not solvethe problem. New immigrants won’t necessarilyhave the education and skills needed by the hostnation. Also, it is unclear whether using moretechnology will alleviate the impact of a


employment of older persons actually leads tobetter outcomes for the young, includingreduced unemployment, increased employmentand a higher wage.

“Cognitive dissonance” also may preventcompanies from taking action, Mahon said.“Businesses say, ‘yes, we recognize aging is anissue, but not with us.’”

Still, some nations, as well as individualbusinesses, are waking up.

European countries emphasize theemployment of older workers by restricting earlyretirement from the public sector, encouraginghigher pensions, offering a bonus for workinglonger, eliminating pension requirements forolder workers and offering progressiveretirement plans so an individual can phase outof employment over time. The U.S. abolishedmandatory retirement except where age is animportant part of job performance or safety.

Realizing that older workers are essential totheir success, companies in the U.S. and abroadhave instituted successful age managementprograms and new approaches to meet thespecific demands of older working people. Theyare providing customized schedules and flexiblework arrangements, educating employees onretirement and healthcare issues, helpingyounger managers acquire the skills to deal withan aging population, ensuring that humanresource departments are oriented to the issuesaround an aging workforce, creating ways toleverage older employees’ experiences and skills,instituting end-of-career support and programs,and encouraging people to adopt better healthbehaviors so they can remain employed longer.

For example, British Telecom allows olderemployees to reduce their working commitmentsso they can mentor and provide knowledge andskills to the next generation. In Germany,Fahrion Engineering GmbH and Co. establishesmixed-age work teams to allow for easiertransitions and knowledge transfer when olderemployees retire. In the U.S., there are severalfirms in the financial services industry and ineducation that offer job sharing and othercreative approaches to maintaining an olderwork force.

According to Mahon, these reforms haveresulted in increased productivity as well as thesuccessful coexistence of multiple generations inthe workplace.

“Before a creative human resourcedepartment can be moved to action, seniormanagement must provide the leadership andattention to aging as a positive contribution tothe overall health and life of the company,” hesaid. ■

MBS Professors Lauded for ResearchLinking Executive Compensation, Corporate Social Responsibility

Maine Business School professors Patti and Grant Miles havebeen lauded by Emerald Group Publishing Ltd., for theirpaper about the link between executive compensation

and corporate social responsibility (CSR), published in SocialResponsibility Journal.

Their research, downloaded some 115 times in just fourmonths, is unique in the corporate social responsibilityliterature because of its breadth and findings. Theresearch spanning 15 years, 400 Fortune 500 firms and10 industries finds those companies self-reported as sociallyresponsible seem to pay their CEOs less while out-performingtheir peer organizations.

The Miles’ research is the first to associate social performance with executivecompensation, while finding overwhelming support for corporate performance.Emerald published a review to highlight the paper as one of its best(umaine.edu/business/files/2009/06/Miles-Miles-SRJ-2013.pdf ). This simplified edition ofthe research is aimed at a broader range of readers, and the hope is to place a bit more light onthese findings.

“The authors are … to be congratulated for not simply presenting the facts … but also forrelating this to the wider debates that have gone on around corporate ethics,” Emerald said inits review, “Executive Pay Under Fire.”

In their research, the Miles duo found the socially responsible companies are “simply morelikely to keep executive compensation in check, and associate it with firm performance, thanother, similar firms.”

However, executives working for socially responsible companies are not really beingpenalized; they still average some $8–$10 million per year using conservative computations.At this level of pay, there is likely to be little if any motivation generated by additional pay.The results suggest that managers at those companies characterized by good corporate socialperformance (CSP) may, in fact, be willing to sacrifice at least a piece of financialcompensation for the intangible rewards of being seen as good corporate citizens and treatingall employees fairly.

The authors hope their study will launch additional research examining the relationshipbetween executive compensation and the compensation of average workers in companies, aswell as what may be a shift in beliefs that a corporation’s contribution to society is moreimportant than maximizing shareholder wealth at all costs.

The review noted the authors’ challenge to the corporate world: “While the debate aroundCSR issues is now well established and some organizations have learned the lessons of Enronand other scandals, just because business ethics is now on every MBA course list andcompanies have adopted CSR reporting, it doesn’t mean that CEOs and management teamsstill have society’s interest at heart when making key decisions. Understanding the real natureof the link between CSR performance and CEO pay… is an area that the authors quite rightlyassert deserves more attention and at least their work casts a little more light on the shadows inthis area.” ■

The research spanning 15 years, 400 Fortune

500 firms and 10 industries finds those companies

self-reported as socially responsible seem to pay

their CEOs less while out-performing their peer

organizations.


MBS Senior Jonathan Glazier

W orking part time while carrying a fullacademic load, MBS finance majorJonathan Glazier ’14 is making the

most of his time at the business school. “Thanks to my jobs, I’ve been able to

acquire a lot of business and interpersonalskills,” says Glazier, a customer service associateat People’s United Bank, a soccer coach atCentral High School in Corinth and abasketball coach at Glenburn Middle School.He also volunteers as an Amateur AthleticUnion basketball coach for students ages 14–17from across Maine.

Although he has a full schedule, Glazier, aBangor native, says that he enjoys keeping busyand there are plenty of benefits to working whileattending college.

“I feel better prepared for a career becauseI’ve been able to apply the theories I learned inclass,” says Glazier who will graduate in May.“I’ve learned how to multitask, improved myleadership and management skills, and been ableto build my resume.

“My jobs have required me to deal withpeople of all ages and handle a variety of issues.As a customer service representative at People’sUnited Bank, I’m required to help people overthe phone and in person. There are times whenI’m doing both at the same time. As a coach, Ihave found working with high school andmiddle school students to be extremelyrewarding. I enjoy being someone they can talkto and come to with their problems orquestions. Coaching is something I hope tocontinue to do throughout my life.”

Why did you choose MBS?

Over the years I heard a lot of positive thingsabout MBS. I knew it was a good businessschool with a good reputation. Also, since Iwanted to stay in the Bangor area, it presentedme with a terrific option. My father, AlanGlazier, earned a business degree at a school inBangor and I realized early on that people with

MBSStudent Spotlight

business degrees are able to choose from a widevariety of job opportunities.

How has MBS prepared you for your career andfor life after graduation?

During my four years here, I have learned howto be a better student and how to focus on thetask at hand. I credit MBS with helping medevelop my teamwork and time managementskills, as well as a good work ethic. These willstay with me after graduation and allow me tobe successful at whatever job I decide on.

How have you enjoyed your undergraduateyears here?I’ve liked my classes and appreciate that MBSprofessors have lots of real-world experience.Some have traveled the world, been involved ininternational business or served as CFO of acorporation. It’s amazing what they have doneand I enjoy hearing about their real-worldexperiences. They don’t just lecture from a book.Their successes have enabled me to expand myknowledge. Another reason I like MBS so muchis the small class size that makes it easy to havein-depth, intimate discussions.

What was one of your most memorableexperiences at MBS?

One of the best classes I took was a business lawclass with professor Martha Broderick. As part ofa group project, we were required to produce a20-page paper on the BP oil spill. I had neverdone anything that extensive and it was a greatexperience. It taught me how to work well witha team and it was rewarding to see that we puttogether a really good product.

Where do you see yourself in five years?

I’d like to be in a management position with asuccessful company. By then I hope to haveearned — or be working on — either my MBAor CFA (Chartered Financial Analyst). MBS hasshown me the path to success and now it’s up tome to follow it. ■

“I feel better prepared for a

career because I’ve been able to

apply the theories I learned in

class, I’ve learned how to

multitask, improved my

leadership and management

skills, and been able to build my

resume.” Jonathan Glazier


Bloomberg Terminal Expert In-Residence

M BA student Adam Bates ’14 is the go-to guy for the Bloomberg Terminal.The finance major from South

Berwick, Maine, hadn’t known much about thesophisticated computer system the MaineBusiness School acquired last spring. But sincehe works part-time as a technician in the MBScomputer lab, he happened to be on hand whenthe machine was delivered.

“There I was, sitting five feet away from thenew terminal when it struck me that studentswould have questions about it and that I’d beone of the people they’d ask,” he said. “So Ifigured I’d better learn how to use it.”

After listening to a presentation from aBloomberg representative, Bates decided to trythe machine out for himself.

“I logged on and started troubleshooting,” hesaid. “It didn’t take me long to realize that theBloomberg Terminal could provide anastounding amount of information that isn’tavailable anywhere else.”

In the last two semesters, largely throughBates’ efforts, the Bloomberg Terminal hasbecome a resource for students and faculty alike.Bates also has parlayed his knowledge about theterminal into valuable work experience. WhenFirst Bank in Damariscotta, Maine, needed helpcreating municipal bond reports, financeprofessor Bob Strong recommended Bates.

“I enjoyed using my Bloomberg Terminalknowledge in a real-life business situation,” saidBates. “For the reports, I researched yieldanalysis, financial analysis, financial statementhighlights and S&P ratings.”

The Bloomberg Terminal uses the Internet tomonitor and analyze real-time financial marketdata and electronic trading; access company andindustry information; and locate facts on globaleconomic, security and energy prices and oninterest and currency rates.

“I’m constantly amazed at what thismachine can do,” Bates said. “Not only canyou locate a company’s financial statements,

but you can dig down to where those numbersactually origin ated. You can see whereearthquakes have occurred over the past fewmonths and discover the economic damagethey cost. You can find interest rates in China,municipal bond prices in Bangor and forecastsfor Brazil’s GDP and China’s unemploymentrate. You can trade stocks, create portfolios,find breaking news about the gas pipeline andother commodity-related information, analyzea company’s supply chain and see where oiltankers are across the oceans and whether theyare behind schedule. You can also find theworld’s 100 richest people and see how theirnet worth is changing moment by moment asthe stock market goes up and down.

“I enjoyed using my Bloomberg Terminal knowledge in a real-life business situation.

For the reports, I researched yield analysis, financial analysis, financial statement

highlights and S&P ratings.” Adam Bates

Bates has used the terminal to help anundergraduate conduct research on political riskin China. Now as part of a project with FairchildSemiconductor in Portland, he is using theterminal to locate historical data about thecompany’s mergers and acquisitions.

“There’s way more to learn about thecomputer,” said Bates, who plans to becomeBloomberg Certified and pursue a career as afinancial analyst after he graduates in 2014.

“Students in other business majors besidesfinance are starting to realize that it’s useful forthem, too,” he said. “I think the BloombergTerminal will become a popular resource foreveryone at MBS.” ■


By Dr. Patti Miles

L et’s face it, nobody likes statistics, but inthe Maine Business School’s requiredstatistics class (BUA 601: Data Analysis for

Decision Makers), a recent change seems to havesparked some interest. The change was simple,really, but effective. I challenged my students tochoose a topic of interest to them and use it topractice all the statistical procedures taught inthe course, culminating in a presenta tion andargumentative essay.To test their knowledge ofthe statistical tools, they were given an articlefrom the Boston Globe and asked to analyze itin just two hours. The feedback: “That is thebest final I have ever taken. It was challenging,relevant and really what we need to be able todo!”

In this 16 week course, students wererequired to write argumentative essays. Suchessays began with students identifying a recentnews topic of interest to them. From there,students found other news reports, then wererequired to collect 20 years of data related to thetopic, then develop and test hypotheses usingtools such as analysis of variance, regression anddummy variables, then finally write a conclusionin support of — or not in support of — theirhypotheses. Once finished, they were required topresent and defend their ideas and findings tothe Maine Business School faculty.

Students chose an array of interesting topics.The presentations kicked off with a comparisonof the University of Maine’s tuition and fees(over the last 20 years) with those at other NewEngland universities (over the same timeperiod). Of keen interest to Maine students, thetuition at Maine has risen less than 8 percent,while the comparison group has risen almost 15percent. UMaine remains the lowest across allNew England land grant schools.

Another interesting research paper examinedthe relationship between rising gas prices anddemand for alternative-fuel vehicles, noting thatas gas prices rise, so do the availabletransportation alternatives. One student, a

Linking Academics and Reality:

One Professor’s Attempt to Teach Statistical Analysis for Business Problem Sloving

NASCAR driver, was certain that NFL playerswere paid considerably more than the NASCARdrivers. He was surprised to learn that NASCARdrivers actually make more on average than NFLplayers.

Meanwhile, another student tackled therising cost of healthcare. She posited that thecosts would correlate with rising obesity and,indeed, she found them to be highly correlated.She noted in her presentation, “One thing I havelearned, moving from one of the poorestcountries to one of the richest countries, is thatpeople here take health for granted and it isexpensive for everyone.”

In another study, a student with a keeninterest in government spending found thatbusiness grows where the government plantsseed money. In the case of education, little

MBSNews

money is planted and little growth is observed.Other students found similar fascinatingsnippets of information. For example, onestudent found top Division I football schoolsearn more than $650,000 per player per season.Yes, schools like University of Texas earn somuch in revenue for a football season that evenafter you back out all the costs for scholarships,coaching, gyms and travel, each player on theteam brings in excess of $500,000 to the school.He also found that when schools invest incollegiate sports such as football, all the campussports teams benefit.

The things students learn with statistics! The list of their interesting discoveries goes

on, but possibly the most important discovery ofall was mine. Preliminary research seems tosuggest that allowing students to choose topicsin which they are interested enables them tolearn a host of statistical analysis tools, createoriginal research and really grasp the applicationof the statistics. It was really impressive.

Students commented that learning statisticsis hard – there are just no two ways about it. Butthey said that at least this assignment waschallenging and interesting. Several studentseven found the final exam fun. One said it waslike doing a puzzle. This exam required studentsto quickly read, digest and analyze a BostonGlobe article — one they noted that they wouldhave previously just read and taken at face value.Again, all I can say is, “Wow, were their findingsinteresting.”

My fundamental goal for the course is toteach students how to use numbers to craftconvincing arguments and how to check outwhat they read in popular press. I strive to givethem the tools necessary to find data, craftarguments and filter all the information toobtain a basic truth. Such skills are quitenecessary in this world filled with warehouses ofdata. In the end, it is my hope that such skillswill give UMaine MBAs an advantage in theworkplace and a leg up on the competition.■

“My fundamental goal for the course is to teach students how to use numbers to

craft convincing arguments and how to check out what they read in popular press.”

Patti Miles


Erhardt Selected to Participate in UMaine Programto Promote Faculty Leadership and Communication

M aine Business School AssistantProfessor Niclas Erhardt has beenselected to participate in a new

UMaine Blue Sky Faculty Fellows Program topromote faculty leadership and communication.

Erhardt, who teaches human resourcemanagement, is among 20 University of Mainefaculty members from disciplines across campuschosen to participate in this unique professionaldevelopment opportunity. The program aims toprovide faculty with the skills and training toserve as ambassadors to diverse campusconstituencies, including the Maine legislatureand business and community leaders. Theseselected faculty will represent UMaine’s valueand contributions to the state as they identifyhow their individual roles help advance theentire university.

A six-month pilot program that began inDecember, the program includes training inmedia relations, dialogue and interpersonalcommunication, audience analysis andpartnership building, as well as in understandingthe various perspectives of UMaineconstituencies.

“Being selected to this program is a greathonor and privilege,” said Erhardt. “I’m excitedto help shape it for future [Blue Sky Faculty]Fellows. I love the idea of collaborating with atop group of scholars across fields anddisciplines. Not only will this program expandour research and teaching, it will enable us tobuild ties with the community and legislatorsacross the state of Maine, and share what we doand why legislators should invest in our facilitiesand research programs.”

Associate Professor of Mass CommunicationLaura Lindenfeld, who developed the concept ofthe program with Jake Ward, vice president forinnovation and economic development, andJudy Ryan, associate vice president for humanresources and administration, and withenthusiasm and financial support from UMainePresident Paul Ferguson, said she was excited tohave Erhardt onboard.

“Nic’s work focuses on human resourceissues, and he understands a great deal aboutleadership and the need for communication andcollaboration, so he is extremely knowledgeableabout the issues we’re trying to address in theprogram,” said Lindenfeld, who holds a joint

appointment with the Margaret Chase SmithPolicy Center.

The program features monthly meetings. InJanuary, for example, the session focused on howhigher education fits in with the state’s researchand development agenda. Other monthlyworkshops will examine topics such as how torespond collectively to key policy issues,communicate about one’s work more effectively,develop negotiation skills, build relationshipswith partners, create a common UMainemessage and convey the role of UMaine.

In March, representatives from the AlanAlda Center for Communicating Science atStony Brook University will travel to Orono toconduct a two-day training usingimprovisational theater techniques aimed athelping researchers communicate their workwith passion and confidence. In other springsessions, the fellows will examine theimportance of ethics and conflict management,two elements that are essential to strongleadership. Each workshop aligns with goalsstated in the Blue Sky Plan, the University ofMaine’s strategic plan, led by UMaine PresidentPaul Ferguson as a blueprint for the state’sflagship public university to become one of themost distinctively student-centered andcommunity-engaged of the American researchuniversities. Faculty Fellows also will shadowlegislators as a way to increase connections andemphasize the important role UMaine plays inthe state.

“There is a real need to bridge theboundaries between institutions so peopleappreciate UMaine’s contributions and so we doa better job responding to Maine’s economic andcultural needs,” said Lindenfeld. “At the end ofthis program, Nic and the other participants willbe able to understand each of their diverseaudiences so they can clearly and effectivelycommunicate what they do as part of UMaine,how their work helps the university and whyUMaine is important to the state.”

Noting that the goal is to make thefellowship program permanent, Lindenfeld saidshe and graduate students would collect data andinterview participants at the conclusion of theprogram “to gain an understanding of whatworks and what doesn’t work so this can becomean annual event.” ■

“Not only will this program expand

our research and teaching, it will

enable us to build ties with the

community and legislators across

the state of Maine, and share

what we do and why legislators

should invest in our facilities and

research programs.” Niclas Erhardt


MBSAlumni Spotlight

T o help promote entrepreneurship at theUniversity of Maine, MBS alumna JesseMoriarity ’01 takes every opportunity to

dispel the common notion that there are no jobsin the state.

“Students are always told this, but the truthis that we don’t have the problem people say wedo,” said Moriarity, coordinator of UMaine’sFoster Center for Student Innovation and co-director of the Target Technology Incubator inOrono.

Recently contacted by Bloomberg News todiscuss Maine’s so-called “brain drain,” in whichyoung educated people tend to leave the stateafter college because they can’t find jobs,Moriarity said there is more to the story.

“Seventy-two percent of UMaine graduatestake their first job in Maine, but the majority ofthose jobs are with small companies, so you can’tpoint to huge firms in the state as employers ofour young people.

“You have to dig deeper to find out whereour new graduates have obtained work here inMaine,” she said. “Another reason it’s hard topinpoint the jobs that students take aftergraduation is that most often these jobs don’thave the title or description that aligns with theirdegree. So students are having to be creativeabout the job they are looking for. Nowadaysmore than ever, they must be confident in theirskills and abilities, be able to adapt to jobopportunities and market themselves toemployers who may not be advertising forsomeone with their particular degree.”

The Bion and Dorain H. Foster Center forStudent Innovation helps entrepreneurialUMaine students work on making newbusinesses or projects a reality, while the TargetTechnology Incubator supports businessdevelopment and commercialization for earlystage technology companies that often are spin-offs from UMaine research. The TargetTechnology Incubator provides networking,training and coaching for entrepreneurs, as wellas connections to mentors and sources of capital.

Moriarity, who earned a degree inmanagement and a minor in new media, hasbeen at the Foster Center since 2008 and atTarget Technology since 2011. Contrary to whatmany believe, Maine is a great place to dobusiness, she said.

“There are many incredible things happeningfor entrepreneurs in this state. People don’t

Jesse Moriarity ’01 Works With UMaine Entrepreneurs

realize all of the programs and resourcesavailable. There are so many people — whetherhere at the University or in every region of thestate — who genuinely want to help Mainebusinesses succeed. That’s part of the reason Ilove what I do. I get to tell people about all theopportunities here and be the bearer of goodnews all the time.”

webmaster for Bangor Hydro ElectricCompany, where I also was able to get someeconomic development experience. Then, in2008, a friend who knew the Foster Center waslooking for a coordinator encouraged me toapply. She insisted that I was perfect for thejob. I had started a small IT company with myhusband, Tim, so I knew something aboutrunning a business. And, I had worked in therestaurant industry, so I knew a lot aboutcaring for people which is also part of this job.Three hours into the interview, I realized that Inot only wanted the job, but that I neverwanted to leave. I knew this was where Ineeded to be.

I became codirector of the Target TechnologyIncubator in 2011 after Deb Neuman, whopreviously ran the incubator, took a job asdeputy commissioner of the Maine Departmentof Economic and Community Development.

Why do you enjoy your jobs?

I get to meet students, hear their incredible ideasand help them learn the entrepreneurial processso that even if they don’t bring a particular ideato market, they will be ready when they have thenext one.

Also, I truly believe in the InnovationEngineering system because I’ve seen it work.One of my first projects was with the MaineDiscovery Museum in Bangor and every fewmonths, I notice on the radio or in theirnewsletter that they have taken one of the manyideas we came up with in their session and put itinto practice.

Innovation Engineering is a new way ofthinking that gives people quick and easy waysto test ideas. Instead of spending years mullingwhether to offer a new product or service, or goafter a new customer base, InnovationEngineering enables you to test your idea anddecide in months — not years — whether it isviable.

The other great thing about InnovationEngineering is that it enables you to come upwith multiple ideas about how to grow yourbusiness. Entrepreneurs sometimes put all theireggs into one basket: They think, “this is theidea I’ve come up with, and it’s this idea orbust.” So they end up working with an idea thatthey may not be passionate about, but figure it’sall they’ve got. Using Innovation Engineeringtools, you can come up with at least 50 ideas for

“There are many incredible things

happening for entrepreneurs in

this state. People don’t realize all

of the programs and resources

available. There are so many

people — whether here at the

University or in every region of

the state — who genuinely want

to help Maine businesses succeed.

That’s part of the reason I love

what I do. I get to tell people

about all the opportunities here

and be the bearer of good news

all the time.” Jesse Moriarity

Moriarity provides counseling and technicalassistance for business and project development;develops and coordinates programs, workshopsand seminars; creates marketing and publicrelations campaigns; and organizes specialprograms. She also serves as a coach forInnovation Engineering, the groundbreakingundergraduate minor and graduate certificateprogram launched in 2005 to provide tools andmethods for creating, communicating andcommercializing unique business ideas.

How did you land your jobs at the FosterCenter and Target Technology?

After graduating from MBS, I worked for sevenyears as a communications specialist and


your business in one session, so if one ideadoesn’t pan out, there are 49 more to fall backon.

Students who learn the InnovationEngineering system may not necessarily starttheir own businesses, but they come awayknowing how to generate good ideas and how tosolve problems. Those are important skills theycan use no matter what career they choose.

What are some of your proudestaccomplishments working at the Foster Center?

I recently completed my Innovation EngineeringBlack Belt professional certification that allowsme to consult with companies and help themcome up with new ideas for products andservices and for increasing their customer base. Itwas an intense process that entailed workingwith all kinds of businesses in Maine, includingbanks, healthcare agencies, convenience stores,nonprofits and departments on campus to helpthem come up with innovative ideas to movetheir businesses forward.

I’m also very proud of my work with the TopGun program, a five-month entrepreneurialdevelopment program I run in our region withMBS Professor Jason Harkins. Delivered inBangor by the University of Maine and inPortland by the Maine Center forEntrepreneurial Development, Top Gun usestraining, mentoring and networking to helpbusiness owners focus on strategies andmarketing, and really think through their goalsfor their company.

The other is Big Gig, a partnership betweenthe towns of Orono and Old Town, theUniversity of Maine and Husson University. Thegoal is to create a network of innovators andentrepreneurs to bring economic development toour communities. As part of the program,entrepreneurs pitch their business ideas to anaudience that then votes for their favoritebusiness. The winner gets a cash prize. It’s a greatway to start getting all of these amazing folks inthe room together, talking about what they havebeen working on and finding the help they needto move forward. ■

Jesse Moriarity, who earned a degree inmanagement and a minor in new media, hasbeen at the Foster Center since 2008 and atTarget Technology since 2011.


MBSAlumni Spotlight

Kelsey Curtis ’10

Works at Harvard Football

U niversity of Maine connections helpedMBS alumna Kelsey Curtis ’10 land anexciting, fast-paced job doing marketing

and event planning for the Harvard UniversityFootball Department in Cambridge, Mass.

“Everyone always says that networking isvital and now I know firsthand how important ittruly is,” said Curtis, who was hired at Harvardlast summer after being laid off from a small,tech start-up company where she had worked fornearly two years.

She wasted no time getting back on her feet.“I didn’t blink an eye and started pounding

the pavement right away,” she said. “UMainefootball Head Coach Jack Cosgrove is a familyfriend, so I connected with him and he gave menames of people in the Boston area with adirect connection to UMaine. That started theball rolling. Boston has an incredibly strongUMaine presence, so every day I made it apoint to get in front of someone, tell my story,seek advice and build a relationship. I alsoreached out to Todd Saucier, president andexecutive director of the UMaine AlumniAssociation, who helped me connect withpeople in the Boston area who were eitheralumni themselves or who had friends, relativesor acquaintances who were. I became involvedin and networked with the Black Bears ofBoston, an alumni group that holds programsand events for UMaine graduates who live inthe Boston area.

“I considered it an unsuccessful day if I didn’tspend the majority of my time nurturing newrelation ships, either in person, on the phone orthrough emails. I would end every conversationby asking if there was anyone else who wouldspeak with me. This opened many more doors.”

Through networking, Curtis met Coach TimMurphy, the head football coach at Harvard whohad coached at UMaine, who ultimately offeredher a job.

“I absolutely love my job and everyone Iwork with. Every day is different and jam-packed with a huge variety of planning andnetworking duties. That’s what makes it sointeresting. I like knowing I’m helping generatevisibility for the football program, promotinginstitutional pride and connecting with alumniand fans. I’ve always been a huge football fan, sostepping into this position seemed very natural. Iget to be a part of some remarkable things andmeet some really interesting people.”

Curtis also works with the Friends ofHarvard Football, assisting with nationwide

reunion and recruitment events. Recently, shehelped manage a large, daylong event forHarvard football teams that have won the IvyLeague Championship. In addition to beinginvolved with donor development and alumniadvancement, Curtis spends a great deal of timehelping prepare for game day.

“When I first started, I underestimated theinfinite amount of details that go into a singlefootball game,” she said. “I spend the majority ofmy week preparing for a single game, fromplanning practices to organizing game day eventsand coordinating post game meetings.

“The football season ends with The Game,the oldest collegiate football game in historybetween archrivals Harvard and Yale. Once thatconcludes, we go right into recruiting mode,which means planning large events for recruitsand their families.”

A new aspect of Curtis’ job involves helpingto get Harvard Football more involved withsocial media.

“Social media is a great recruiting tool andgives fans a closer look at one of the mosthistoric football teams in America,” she said.“We do a lot with Facebook, but now we’repoised to become involved with Instagram, too.I am in the early stages of building a strongerHarvard Football presence across social mediaand I love the opportunity to engage with otherson different platforms.”

Since graduating from MBS, Curtis, whogrew up in Bangor, has gained extensiveexperience in communications and publicrelations, social media management, emailmarketing campaigns and advertising. Sheworked at Dream Local Digital in Rockland,Maine, helping companies with onlinemarketing, and at XpertTech in Woburn, Mass.,helping consult for tech companies.

“My MBS education provided a greatfoundation for me,” she said. “Our professors allhad incredible real world experience and made ita point to share it with us. It was knowledge youcouldn’t get from a textbook. I also enjoyed thediversity of courses — everything frominternational business to consumer behavior. Iloved connecting informally with my professors.You could knock on their doors and know you’dbe invited to sit down and chat with them.

“This type of interaction helped me build mynetworking frame of mind. I started an MBAprogram at Harvard Business School in Januaryand I know the skills and training I got fromMBS will help me excel there, as well.” ■

“When I first started,

I underestimated the infinite

amount of details that go into a

single football game, I spend the

majority of my week preparing

for a single game, from planning

practices to organizing game day

events and coordinating post

game meetings.” Kelsey Curtis


N early three years after graduating fromthe Maine Business School with anMBA in management, Mike Thoreson

is enjoying his job as lead changemanagement consultant at QBE in Chandler,Ariz.

A Minnesota native, Thoreson earned abachelor’s degree in engineering technology atthe University of Maine. Complementing hisengineering degree with a double minor inbusiness administration andentrepreneurship, Thoreson says he enjoyedhis business classes so much that he decidedto pursue an MBA.

“I realized from my business classes that Iliked managing and interacting with people,”said Thoreson. “I thought the communicationand creativity skills that I would gain in theMBA program would complement themathematics and numbers focus I obtained inmy undergraduate engineering classes.”

How did you find your job at QBE?

A search on LinkedIn led me to QBE.Coincidentally, after I was interviewed, QBEexecutive David Walts, also an MBS alumnus,heard that a fellow MBS graduate had beeninterviewed and insisted that I be brought in foranother meeting. David, who is vice president ofQuality Assurance and Quality Control, hasbeen extremely supportive. We talk regularly andenjoy sharing memories of MBS.

Can you explain more about the company and about your duties as lead changemanagement consultant?

QBE is part of QBE Insurance Group Ltd., oneof the world’s top 20 general insurance andreinsurance companies, with operations in all thekey insurance markets. QBE is listed on theAustralian Securities Exchange and isheadquartered in Sydney. We employ more than17,000 people in 48 countries.

I was hired by QBE in 2012 to work in theFinancial Partners Services division of ourChandler, Ariz., office. This division is incharge of tracking insurance policies. I run theChange Management Process, reviewingchange requests for my office, as well as officesin Irvine and Simi Valley, Calif., andPittsburgh. These requests can come fromanyone in the company who sees a system orprocess he or she thinks can be improved. Itake the proposed changes to our executives toassist them in prioritizing the requests. Then I

Mike Thoreson ’11

Change Management Consultant at QBE Insurance

lead the change process, serving as manager andmaking sure all the questions have beenanswered and all the affected parties have beeninformed.

What are the rewards and challenges of yourjob?

I’m a one-man department, so I’m responsiblefor keeping a lot of balls in the air, while keepingtrack of a variety of projects and ensuring thatchanges are smoothly and successfullyimplemented to make the business as strong aspossible. The challenge for me is to stayorganized and focused.

The best thing about my job is that, becauseof the knowledge base I am required to have, Iam able to understand all aspects of thecompany — from IT to account management totracking. I have built up lots of connectionsacross the company that I value greatly. It’s agood feeling to know that on a daily basis, I helpimplement changes that strengthen the companyand that my job is appreciated.

How do you use the skills and training youobtained at MBS?

The organizational skills I honed during myMBA program are proving extremely valuable.Also, since my job is tech-oriented, I am alwaysfalling back on what I learned in Professor NoryJones’ Doing Business in an IT Age class thatdealt with how technology affects business. Thebasic management principles and best practicesthat I learned in Executive-in-Residence PaulMyer’s classes also are a huge help to me on adaily basis.

What MBS activities and internships help you inyour job?

The activities in which I was involved at MBSand UMaine helped prepare me for the type ofresponsibility I have in my job at QBE. Thanksto my undergraduate and graduate years atUMaine, I was able to amass more than fiveyears of experience in areas including studentdevelopment, event planning and leadership andadvising.

As an MBA student, I served on the MBAGoverning Board, working for campus activities.I was in charge of the majority of the events andentertainment on campus and would work withbudgets as high as $50,000, which I used tobook entertainment, including comedians andbands. I negotiated prices and contracts anddealt with agents and artists on a regular basis. Ialso directed and scheduled campus advertising.

Also as an MBA student, I was fortunateenough to land an internship with the SmallEnterprise Growth Fund (SEGF), Maine’sventure capital fund. I worked as a consultantfor Emergent Discovery, a company thatdevelops taste-targeting software for music basedwebsites. I did market research, looked for newavenues the company could pursue andexamined the performance of competitors. I alsocreated presentations for prospective clients,produced reports, and developed short- andlong-term goals. ■

“I have built up lots of connect ions

across the company that I value

greatly. It’s a good feeling to

know that on a daily basis, I help

implement changes that

strengthen the company and that

my job is appreciated.” Mike Thoreson

Maine Business School5723 D.P. Corbett Business BuildingOrono, Maine 04469-5723

umaine.edu/businessThe University of Maine does not discriminate on the grounds of race, color, religion, sex, sexual orientation, including transgender status and gender expression, national origin, citizenship status, age,disability, genetic information or veteran status in employment, education, and all other programs and activities. The following person has been designated to handle inquiries regarding nondiscrimi-nation policies: Director, Office of Equal Opportunity, 101 North Stevens Hall, 207.581.1226.

“Our status as a business school accredited by the Association to Advance Collegiate Schools

of Business (AACSB) ensures the quality of our faculty, the relevance of our curriculum and

the prestige of your degree.” Ivan Manev

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