Beedie School of Business News

The Beedie School of Business at Simon Fraser University is pleased to announce that its graduate finance degree has a new designation: MSc Finance.

The change reflects the evolution of Simon Fraser University’s popular graduate finance program, which attracts students from around the world.  Two years ago, faculty members and industry professionals redesigned what was then the Master of Financial Risk Management program – expanding the offering of core quantitative courses. In addition, the new MSc designation better reflects the two fields of specialization, risk management and investment management.

“The Master of Science in Finance designation properly reflects our vision and emphasis,” said Andrey Pavlov, Associate Professor of Finance and Academic Chair of the Master of Science in Finance program. “The 2008 financial crisis revealed the inadequacy of conventional wisdom pertaining to risk – and investment management.  It is clear that more sophisticated tools grounded in reality, rather than analytical convenience, are required. Mastering these tools requires strong quantitative skills and specific industry knowledge – two of the primary strengths of our program.”

Pavlov notes that the MSc designation will help graduates competing in the global arena for careers in finance, particularly in Asia, where an M.Sc. degree tends be better recognized. “In this sense, the change not only reflects the enhancements to the program, but also helps our graduates in the international job market,” he said.

The aforementioned growing focus on quantitative skills will also allow more students within the program to participate in SFU’s Student Investment Advisory Service. The $10 million portfolio is the largest student-managed investment fund in Canada.

In addition to the Master of Science in Finance program, the Beedie School is home to five other graduate business programs, offered at the downtown Segal Graduate School campus: MBA, EMBA, a Management of Technology MBA, PhD, and a Graduate Diploma in Business.

Tags: Andrey Pavlov, investment management, Master of Science in Finance, MSc Finance, risk management, Segal Graduate School, SIAS, Student Investment Advisory Service

On a recent Thursday in January, an emergency call from Mount Seymour in the North Shore Mountains is typical of what undergraduate business student Curtis Jones deals with when he’s not immersed in human resources studies.

Jones, who is in his final year at the Beedie School of Business, is also a longtime member of North Shore Search and Rescue, a volunteer-run search and rescue team operating in Vancouver and surrounding areas.

On this occasion, a 24-year-old snowboarder is stranded on the edge of a dangerous mountain drop known as Suicide Gully.

Within minutes of the alert, Jones and his team members from North Shore Search and Rescue are flying by helicopter into a perilous situation. Despite their accessibility from the city, the North Shore Mountains are known for treacherous terrain and wicked weather conditions, especially in the heart of winter.

It turns out the snowboarder in this case had unwisely ducked out of bounds from a groomed ski hill, only to find himself trapped on the remote edge of a deadly mountain drop. It could be a life-or-death situation. One wrong move and the results might be fatal.

With nightfall fast approaching, the stranded subject is located from above by Jones’ team between two cliff bands on steep snow. He is poorly equipped for the elements and mildly hypothermic.

Jones, who made his first helicopter rescue at the age of 16, is fully certified for helicopter rescue as a member of the Helicopter External Transport team. It means that he can exit the helicopter while in flight, he can dangle underneath it and he can be dropped into the rugged backcountry terrain.

With a limited light window, Jones is dropped from the hovering helicopter on a 200 foot longline – inserted to the site where the subject is located. Staying on the line, he connects the young man below to the system and evacuates back to the heli pad.

It’s a challenging call for both rescuers and pilot, but in this case the snowboarder is brought to safety without injury. Had the helicopter rescue failed, it’s unlikely he would have made it through the night.

It’s just another day at the “office” for volunteer Jones, who has participated in over 300 rescues  – each with its own set of circumstances, weather conditions and back-country terrain.

Jones isn’t the first member of his family to take on the world of search and rescue. His father, Tim Jones, is team leader of North Shore and Rescue, and is well known in British Columbia as their media spokesperson. It turns out that the elder Jones also attended Simon Fraser University.

So it was natural for the younger Jones, who hails from North Vancouver and graduated from Windsor Secondary, to follow his father on both fronts. “My dad really enjoyed his education at Simon Fraser, so I thought, why not for me as well,” said Jones.

As a freshman, he initially was aiming for a degree in criminology or psychology, but he quickly changed focus after an introductory economics course captured his imagination.  He parlayed that interest into more business classes, eventually switching over to the Bachelor of Business Administration program.

After taking an introductory class in human resources with Rick Iverson, Professor of Human Resource Management at Beedie, he quickly found a concentration in HR that was a perfect fit as well. “I chose my HR concentration because of him,” said Jones. “His classes aren’t easy, but his teaching style is amazing.”

The focus on HR is a natural fit for Jones.   “It’s more applied is what it came down to for me,” he said. “I think business as a field of study does a real good job of applying theory to the real-world.”

Jones, who more recently studied under Iverson in the class Performance Management, puts much of his learning to use in his volunteer capacity at North Shore Search and Rescue, where he also handles recruitment selection and training for regular team members, as well as some administrative activities. Additionally, he served on the organization’s board of directors for two years.

It may not be an obvious combination, but from Jones’ perspective, business skills and working in a search and rescue operation are a comfortable and logical pairing. “When you’re out there on a rescue, you are under time pressure, and you are problem-solving on your feet. You get that in the business world.”

—

Curtis Jones also blogs extensively for North Shore Search & Rescue. To read some of the most recent entries, visit http://www.northshorerescue.com/blog

Tags: Curtis Jones, HR, human resources, Mount Seymour, North Shore Search and Rescue, Rick Iverson, Tim Jones

New research from the Beedie School of Business at Simon Fraser University is shedding light on how businesses generally can learn more about themselves through observing family firms. Defined by Entrepreneur Magazine as business entities “that are owned or managed by more than one member of the same family”, family businesses significantly represent roughly half of all private Canadian businesses.

Published in the Journal of Management, the article is entitled The Adolescence of Family Firm Research: Taking Stock and Planning for the Future. The research was authored by Beedie strategy professor Eric Gedajlovic, along with colleagues Michael Carney (Concordia University), James J. Chrisman (Mississippi State University and University of Alberta School of Business) and Franz W. Kellermanns (University of Tennessee and Otto Beisheim School of Management).

Family business scholars now regularly contribute interesting and thought-provoking work to top-tier management, entrepreneurship, and finance journals. In this review article, the authors documented the growing maturity of research into family businesses, and promote its integration into broader streams of inquiry in the realms of business and management theory.

Research into family firms is significant, argues the article, because it sheds light on a myriad of business issues, such as why some firms are more profitable than others. The area holds great promise moving forward in terms of understanding management through observing family firms. In turn, research specialists in family firms, argues Gedajlovic and colleagues, will need to broaden their research for a more mainstream audience.

Despite the growing presence of family firm research in leading journals, as well as the ubiquity and practical significance of the family firm as an institution, this body of work has not yet garnered mainstream attention in the organizational sciences.

Family  firms  represent  a significant social and economic institution in both emerging and advanced economies and account for approximately 90% of all firms worldwide. Many are small, but family firms are also well represented among medium- and large-sized organizations. Altogether, 44 percent of publicly listed firms in Europe are family  controlled , and  in  the  United  States,  families control about 33 percent of the S&P 500.

“The relative neglect of family firms in mainstream management research is unfortunate, not simply because it means that our theories and empirical findings have been largely developed without reference to the world’s most common organizational form, but also because family firms are theoretically interesting and unique,” said Gedajlovic.

Reflecting upon the research, he notes that “it becomes apparent that the field of family business research is at a pivotal moment in its development. Like an adolescent, it is replete with promise and is well poised to give back to those that have supported its emergence and growth. At the same time, much of this promise has yet to be fulfilled.”

An important  area  in  which  family-firm-based  research  has contributed  to  mainstream inquiries  in  the  organizational sciences  pertains  to  how  scholars  engaged  in  corporate governance research  have  framed  their  inquiries  and  explored the  precedents  and consequences of corporate governance practices.

This research has shifted  the primary corporate governance conversation away from issues related to the separation of ownership and control toward the costs and benefits of unified ownership and control. As a result, our theories of governance now have greater realism and practical relevance for managers, investors, and policy makers.

Despite broad acceptance that behavior in organizations is driven by mixed motives, management researchers have often adopted the simplifying assumption that  managers are  singularly  motivated  by  the  desire  to  maximize  economic returns. By contrast, as is evident in the term family business, researchers studying these firms take  it  as  axiomatic  that  executives  in  family  firms  are motivated by  both  noneconomic (“family”) and economic (“business”) considerations.

As a consequence, much work in the area of family business has been devoted to exploring the organizational antecedents and consequences of mixed managerial motives (i.e., economic and noneconomic), which has been an area of relative neglect in the mainstream literature. In this regard, family firms offer strategy and entrepreneurship scholars an opportune context in which to develop and test  their  theories  of  how  executives  manage  the  trade-offs between  multiple  and  mixed goals and also how they identify, evaluate, and marshal resources to exploit opportunities in pursuit of those goals.

The researchers conclude with the view that “future progress in the field will require important contributions from both family business “specialists” as well as “generalists” from traditional disciplines in the organizational sciences. For family business specialists, the primary challenge will be to widen their focuses to address questions that range beyond the narrow confines of the field as it is presently constituted.”

Tags: Concordia University, Eric Gedajlovic, family business, family firms, Franz W. Kellermanns, James J. Chrisman, Journal of Management, Michael Carney, Mississippi State University, Otto Beisheim School of Management, University of Alberta School of Business, University of Tennessee

Last September, the Simon Fraser University and BC business communities were saddened to learn of the passing of Ross McLeod, a longtime SFU supporter.

McLeod was chairman and chief executive officer of Richmond-based Great Canadian Gaming Corp., operators of River Rock Casino, Boulevard Casino, Hastings Park and about 20 other casino and hospitality venues in Canada and Washington state. The company is the largest gaming and entertainment operator in Western Canada.

Under McLeaod’s leadership in 2005, Great Canadian Gaming Corporation donated $1 million to support the creation of Simon Fraser University’s Segal Graduate School of Business.

The donation funded both renovations of the former Bank of Montreal Western Canada headquarters, and the naming of a policy room in the heritage building on the corner of Pender and Granville Streets in downtown Vancouver. Today, the state-of-the-art campus houses all of SFU’s graduate business studies programs, as well as several new business and financial research centres and specially designed meeting space for downtown business education events and activities.

“As a young boy growing up, I can recall riding my bicycle up Burnaby Mountain and watching Simon Fraser’s first campus being built,” said McLeod, who grew up in North Burnaby and East Vancouver, at the time of the donation in 2005. “It is an honour, over 45 years later, to be a part of the university’s important expansion with this donation.”

Ross is remembered by SFU’s Beedie School of Business for his philanthropy and support of the Segal Graduate School, his creativity and innovation, and his leadership role for the British Columbia economy.

An article published in the December issue of Canadian Gaming Magazine, written by Howard Blank, VP of Great Canadian Gaming, eloquently captures McLeod’s personal spirit and inspired business legacy.

“Ross’s many achievements,” the article points out, “include receiving the Outstanding Contribution to Canadian Gaming Industry Award, presented to him at the 1999 Canadian Gaming Summit in Windsor, Ontario. In 2007, Ross was also honoured with the Ernst & Young Entrepreneur of the Year Award (Hospitality and Tourism–Pacific Region) for his achievements in the British Columbia hospitality industry. In 2010, Ross was again honoured by the C.H.I.L.D. Foundation with the prestigious Doorman of the Year Award for his unsurpassed service to countless BC charitable organizations.”

“Without question, Ross was a great philanthropist. He promoted and helped introduce the charity gaming model in BC, and personally gave countless dollars to education, the arts, and health care. He was a gentle giant of a man; one who placed everyone ahead of himself. His passion for philanthropy assisted thousands of organizations and helped raise billions of dollars to make this province and our country so great. Ross believed that service to our community and province was truly a noble undertaking.”

To read the article in its entirety, visit the December issue of Canadian Gaming Magazine online.

Tags: Ross McLeod

Tags: AIS Technology Challenge award, Association for Information Systems, Dezhi Wu, Dianne Cyr, human-computer interaction, International Conference on Information Systems, management information systems

by Joanne Leung

Both students and alumni from SFU’s Beedie School of Business have been selected to compete on February 11 for $5000 in cash prizes at the upcoming Coast Capital Savings Venture Prize Competition, which will take place at the Segal Graduate School of Business in downtown Vancouver.

The start-up competition is organized by SFU Venture Connection, recognizing excellence in business development among early-stage clients participating in the VentureSpark program.

Of the seven finalists—the list was narrowed down from an initial 17 applications—four are from Beedie:

• Texts 4 Health, Bella Hwang (MBA 2011)
• VenueWize, Arvand Alviri (BBA 2011)
• Winsphere, Gordon Swenson (BBA student)
• New Heights Creative (Adsonnaps), Raymond Dich (BBA 2008)

Among the jury panel for the competition will be Beedie student Milun Tesovic, co-founder of MetroLyrics.com—the most comprehensive database of music lyrics in the world that was recently integrated into CBS Interactive Music Group. He will also be the keynote speaker at the reception. In 2008, Tesovic’s MetroLeap Media Inc. — co-founded with EMBA alumnus Alan Juristovski — was the inaugural client in Venture Connection’s early-stage incubator, VentureLabs, and Tesovic continues to be an active supporter of SFU Venture Connection and the Beedie School of Business.

For more information about the Coast Capital Savings Venture Prize, visit http://ventureconnection.sfu.ca/index.php?/learn/coast_capital_savings_venture_prize_competition

To attend the SFU Venture Prize reception, please register at http://sfuventureprize.eventbrite.com

About Venture Connection

SFU Venture Connection provides support for student ventures from initial idea to business validation through provision of an early-stage business accelerator, mentorship, co-op terms, competitions, networking, speaker events, workshops & seminars, and other business resources.  Over 1800 students have participated since 2009 in its range of programs, with development services provided to over 175 student venture teams.  For more information, visit http://ventureconnection.sfu.ca

Tags: Adsonnaps, Alan Juristovski, Arvand Alviri, BBA alum, Beedie, Beedie School of Business, Bella Hwang, Coast Capital Savings, Coast Capital Savings Venture Prize Competition, competition, Gordon Swenson, MetroLeap, MetroLeap Media Inc., MetroLyrics, Milun Tesovic, New Heights Creative, Raymond Dich, Segal Graduate School, sfu, Simon Fraser University, Texts 4 Health, Venture Connection, VenueWize, Winsphere

The following was originally published in the Burnaby Now newspaper on January 27, 2012.

BY JANAYA FULLER-EVANS, BURNABY NOW

The Eastman Kodak company filed for Chapter 11 reorganization last week, but the company says the Burnaby division will not be affected.

“The Chapter 11 filing directly impacted only our U.S. operations and subsidiaries,” Christopher Veronda, Kodak’s manager of corporate communications, wrote in an email to the NOW.

The Kodak Graphic Communications Group, located at 4225 Kincaid St., will remain focused on digital business for commercial businesses in the areas of graphics, enterprise services and solutions, and digital and functional printing, he added.

Veronda also pointed out that the reorganization isn’t the end for the company.

“A Chapter 11 reorganization allows a company to restructure operations to emerge as a profitable, sustainable enterprise,” he wrote.

Ed Bukszar, an associate professor at Simon Fraser University, agreed that the reorganization could have a positive outcome overall.

“With a tighter focus on a smaller market, I think they have a chance of turning it around,” he said.

Bukszar has lectured on the topic of Kodak’s business strategy for a decade.

“They had kind of a monopoly for a while,” Bukszar said. “They competed in photography and dominated the (film and print segments of the) industry for years.”

But by the mid-’90s, it became clear that digital images were going to become a significant threat to Kodak in the future and would eventually replace existing film-based technologies, he said.

“It was kind of one of these slowmoving accidents that you can watch for a really long time because each year, the digital technologies were going to get better and better and better.”

Kodak was always able to get by on the quality of its chemically based technology, Bukszar pointed out, something that may have contributed to the company’s inability to transition well enough, because the company never had to rely solely on its digital technology.

The company invested to “force migration to digital imaging,” he said, but it was a difficult process.

There are still many difficulties the company could face – the reorganization will require cost cutting, something that is a challenge for Kodak as it has a relatively high cost structure, Bukszar explained.

“It’s tough for an innovator to cut costs,” he said. “They’re not thinking about how to cut costs, they’re thinking about how to create the next big thing.”

The company could lose some top people as opportunities for advancement dry up, with Kodak competing in low-growth printing industries, he added.

But if the company focuses on providing high-quality print and publishing technologies, things could eventually turn around for Kodak, Bukszar said.

The Burnaby division is a good example of where the company has done this, he added.

“There’s a tremendous amount of technological sophistication in that company,” he said.

For now, the company will likely work quietly on developing strategies to focus on the print and publishing markets, and regain customer and supplier confidence, according to Bukszar.

Kodak could also sell parts of the company or its entire patent portfolio for funding to move forward, he added.

The company has closed 13 manufacturing plants, 130 processing labs, and reduced its workforce by 47,000 since 2003, according to a press release from the company.

The company received a $950 million line of credit for the next 18 months from Citygroup, to keep the company going during the reorganization, the release stated, and plans to complete the restructuring in 2013.

See the full article at Burnaby Now at: http://www.burnabynow.com/business/Kodak+city+exempt+from+bankruptcy/6060430/story.html

Tags: Burnaby, Burnaby Now, Ed Bukszar, Kodak, reorganization, Simon Fraser University

Basketball fans in Cleveland may disagree, but two-time NBA Most Valuable Player Lebron James’ decision to play with a higher-profile Miami Heat team and all-star teammates shows sound marketing and career-management acumen, according to newly-published business school research focused on the evolution and importance of star status for today’s professional athletes. In order to maximize their earnings and endorsements, today’s celebrity athletes — from James to David Beckham to Peyton Manning — need to be mindful of the evolution of their star status.

So what makes a star shine even brighter in the world of pro sports? It’s a combination of not only personal performances and team records, but also includes the markets that athletes play in and the star calibre of the athletes they compete with.

The study, “Investigating the evolution of star status in professional team sports,” describes the rise and fall of celebrated athletes using data from the National Basketball Association (NBA) from 1987 to 2008. Published in the International Journal of Research in Marketing, it was authored by professors Yupin Yang of the Beedie School of Business at Simon Fraser University in Vancouver and Mengze Shi from the Rotman School of Management at the University of Toronto. To measure star status, they measured the number and share of votes received by pro basketball players for the annual NBA all-star game.

It turns out that the careers of star athletes have a natural life cycle. In the early years, individual performance is more important – but as time passes, winning a team championship becomes more imperative than personal statistics or accolades.

The results of the research, which arguably vindicate Lebron James for managing his career so deliberately, show that stars should play for a winning team – which not only helps an athlete rise up to being a star, but also extends a star athlete’s playing career. Also in James’ favour, Profs. Yang and Shi maintain that star teammates can help each other. An athlete’s popularity is strongly associated with the popularity of teammates, and explains some blockbuster deals in recent years that have brought stars together to form star teams.

There is risk associated with this kind of career movement, as the researchers point out: Stars who move to star-laden teams could be eclipsed by more popular star teammates and eventually lose star status. Depending on his team’s performances in the coming years, this could apply to James’ teammate Chris Bosh, who was already a star in his own right when he left the Toronto Raptors to join the star-studded Miami Heat.

The researchers’ results can be useful to managers of professional sports teams in managing their star athletes. According to the researchers, “if a team intends to develop a new star, the team should build up the player’s individual performance statistics by providing him with more support and playing time.”

From the perspective of sports franchise managers, teams may leverage their assets such as a large fan base, current star players and a winning record in attracting or retaining a star player.

Finally, their results have implications for companies such as Adidas and Nike, who employ star athletes as endorsers of their brands. “By knowing the evolution patterns of athletes and the impacts of surrounding factors, corporate brands can make better informed decisions regarding which athlete to sign and what endorsement contracts to offer.”

Surprisingly, despite the prevalence of star athletes and the enormous economic value of these celebrity brands in the marketplace, such marketing-focused empirical research on star athletes to date has been scarce.

Tags: branding, David Beckham, Journal of Research in Marketing, Lebron James, Marketing, Mengze Shi, NBA, Peyton Manning, Yupin Yang

Surrey, B.C. (January 12, 2012) – Simon Fraser University is launching entrepreneurship@SFU, a new high-tech entrepreneurship initiative, thanks to a $210,000 donation from Dr. Ken Spencer and a matching contribution of $210,000 from the Province of British Columbia through the B.C. Innovation Council (BCIC).

The new Ken Spencer Entrepreneur Incubator, a component of the entrepreneurship@SFU initiative in partnership with BCIC, is a competitive academic pathway for third- and fourth-year business and applied sciences students that provides the skills, mentorship and resources to build upon innovative ideas and develop successful new ventures.

“SFU’s applied science students have a great track record of innovative work, and through the university’s partnership with BCIC and Ken Spencer, graduates will be able to turn their ideas into viable high-tech businesses,” said Moira Stilwell, Parliamentary Secretary for Industry, Research and Innovation. “Supporting a vibrant technology sector is part of our BC Jobs Plan – and the students who start their own companies through entrepreneurship@SFU will contribute to the sector’s growth and success.”

SFU students have always been innovative product designers, having developed technologies such as diagnostic tools to aid in tumor detection, improved helmet safety using new designs and smart materials and fuel-efficient smart tires, to name a few. The Ken Spencer Entrepreneur Incubator will help students turn ideas like these into companies.

Students will be expected to produce a business plan, design and prototype their product/system, complete steps to launch a successful business and obtain a lead customer. They will also take courses in business, engineering, entrepreneurship, innovation and commercialization and will have access to a mentorship from industry experts, a scholarship award and a new Product Design Studio, established in partnership with BCIC.

The Product Design Studio is a work and meeting space outfitted with design and prototyping equipment including computer and A/V facilities, advanced design software, a rapid prototyping machine and other equipment to help students launch new ventures.

The Ken Spencer Entrepreneur Incubator will contribute to B.C.’s economic development by preparing students to create, build and lead companies, and thereby produce jobs, revenue and intellectual capital. SFU will begin with a pilot initiative in 2012, and moving forward, will accept 20-25 students each year for seven years with the goal of producing six potential companies or products annually.

“As an alumnus of the Beedie School and an entrepreneurial trailblazer in British Columbia’s technology sector, Ken Spencer embodies the values of our institution,” said Daniel Shapiro, Dean of SFU’s Beedie School of Business. “The Ken Spencer Entrepreneur Incubator says much about his commitment, and ours, to fostering a dynamic and robust learning environment for aspiring technology entrepreneurs in this province.”

“entrepreneurship@SFU offers students a unique learning experience that will connect them with real-world applications and provide skills for long-term career success,” said Nimal Rajapakse, Dean of the Faculty of Applied Sciences. “By combining the educational power of the faculties of Applied Sciences and Business, we are committed to further strengthening SFU’s leadership position in technology innovation and entrepreneurship.”

For many years, Ken Spencer has promoted the entrepreneurial spirit at SFU: “I am pleased to continue to be able to work with SFU and BCIC to engage students at an earlier stage in their education to ensure they have the resources and mentorship needed to become entrepreneurial in their thinking and strong contributors to B.C.’s high technology sector upon graduation.”

entrepreneurship@SFU is now one of five entrepreneurship@ programs developed by BCIC to launch and grow sustainable technology companies in the province. To learn more about the Ken Spencer Entrepreneur Incubator and entrepreneurship@SFU, visit website http://entrepreneurship.sfu.ca/.

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About Simon Fraser University

Ranked by respected national surveys as one of Canada’s top three comprehensive universities for almost 20 years, Simon Fraser University is named after a famous explorer and known for its pioneering spirit. Spanning many disciplines in eight faculties, SFU offers more than 100 undergraduate major and joint major programs and more than 45 graduate offerings. Mentored by faculty acclaimed for their research and teaching abilities and coached by dedicated advisors and employers in our work integrated learning program, our more than 100,000 graduates enjoy limitless career opportunities. For more information, visit www.sfu.ca.

About BCIC

BCIC (British Columbia Innovation Council) develops entrepreneurial talent and commercializes technology. BCIC focuses on competitively positioning British Columbia in today’s global knowledge economy in order to provide significant employment opportunities and a high standard of living for British Columbians. BCIC is a Crown Agency of the Province of British Columbia. For more information about BCIC, visit www.bcic.ca or www.twitter.com/bcic.

About Ken Spencer

Ken Spencer has a legacy of supporting entrepreneurs in BC. He is the retired CEO and co-founder of Creo Products. Founded in 1983 with two people, Creo grew from a startup to over 4,500 employees in British Columbia, United States, Europe and Israel. It was BC’s largest high technology company with sales of almost $1 billion. In 2005, Creo was sold to Kodak.

For more information about the Ken Spencer Entrepreneur Incubator, an entrepreneurship@SFU initiative, please contact:

Karen Lee
Communications Officer
Faculty of Applied Sciences
Simon Fraser University
Tel.: 778-782-8923
Email: k_lee@sfu.ca

Derek Moscato
Marketing Director
Beedie School of Business
Simon Fraser University
Tel.: 778-782-5038
Email: derek_moscato@sfu.ca

Lindsay Thom
Media Manager
BCIC
Direct: 604-602-5249
Email: lthom@bcic.ca

Tags: BCIC, entrepreneurship, entrepreneurship@SFU, innovation, Ken Spencer, technology

Tags: Anita M. McGahan, CMA Centre, CMA Centre for Strategic Change, CMA Centre for Strategic Change and Performance Measurement, entrepreneur, healthcare, innovation, networking, Segal Graduate School, technology