Transportation and Infrastructure for the 21St Century

Total Page:16

File Type:pdf, Size:1020Kb

Transportation and Infrastructure for the 21St Century Transportation and Infrastructure for the 21st Century National Summit, February 26-27, 2014 IN ALPHABETICAL ORDER As of February 14, 2014 Joseph Aiello has been a leader in the development of large scale infrastructure and real estate projects and a senior executive in business operations and development. Mr. Aiello, Board Member and Investment Committee member at Meridiam Infrastructure Managers has led the activities of Meridiam Infrastructure North America since 2007. Meridiam is an equity investor, developer and asset manager of Public Private Partnerships and has emerged as one of the global leaders in its markets. The firm’s equity investments have leveraged more than $35 billion of new infrastructure investment of which more than $8 billion are in North America. Partner Meridiam Infrastructure Managers As CEO of Alden Computer Transport Systems (ACTS), William Alden used a total systems approach to successfully debug USPO’s MailFlo System in Detroit. Alden Self-Transit Systems Co. designed, patented and prototyped a Personal Rapid Transit. ACTS is now offering small, autonomous, electric vehicle transportation systems for airports and other campuses/complexes. CEO Alden Computer Transport Systems Laura Alfaro is the Warren Alpert Professor of Business Administration. Professor Alfaro is the author of multiple articles published in leading academic journals, and of Harvard Business School cases related to the field of international economics and in particular international capital flows, foreign direct investment and sovereign debt. Her latest research has focused on the role local institutions play in attracting capital flows and allowing positive benefits of such flows, in particular foreign direct investment (FDI), to materialize. Other research interests include political economy, capital controls, and exchange-rate-based stabilization programs. She served as Minister of National Planning and Economic Policy in Costa Rica from 2010- 2012. Warren Alpert Professor of Business Administration Harvard Business School Richard H. Anderson is Delta’s chief executive officer and a member of the company’s Board of Directors. Richard’s more than 25 years of aviation experience began in 1987 at Continental Airlines. In 1990, he began a 14-year career at Northwest Airlines where he progressed to chief executive officer from 2001 to 2004. In September 2007, Anderson joined Delta from United Health Group. Richard currently serves as chairman of the International Air Transport Association Board of Governors as well as a director on the Boards of Medtronic Inc. and Cargill. He recently served as chairman of the Airlines for America Board of Directors. Chairman and CEO Delta Air Lines Colleen Athans is responsible for the operation of more than 80 plants in 12 countries, and 5000+ suppliers, that develop, manufacture, assemble, repair and overhaul jet engines and systems for commercial and military applications. She is a 30 year employee of GE. Athans holds a bachelor’s degree in mechanical engineering from the University of Minnesota and a Master’s degree in manufacturing engineering from Boston University. Vice President & General Manager, Supply Chain Division GE Aviation As of 2/14/2014 1 Robert Atkinson is the founder and president of the Information Technology and Innovation Foundation, a Washington, DC-based technology policy think tank. He has an extensive background in technology policy, he has conducted ground-breaking research projects on technology and innovation, is a valued adviser to state and national policy makers, and a popular speaker on innovation policy nationally and internationally. Founder and President Information Technology and Innovation Foundation Issa Baluch is credited with pioneering the thriving sea-air combined transport freight business in the UAE as CEO of Swift Freight International, which he founded in 1989. At present, he serves on the Board of Directors of the International Federation of Freight Forwarders’ Associations (FIATA), where he was president from 2003 to 2005. He was a 2011 Harvard Advanced Leadership Fellow. Chairman Transport Logistics LLC Guru Banavar is Vice President of Cognitive Computing at IBM Research, responsible for creating the next generation of cognitive systems in the Watson family. He has worked across IBM’s businesses to co-innovate with clients, for example, to build a City Operations Center in Rio de Janeiro, which supports planning and service management across thirty agencies within that city. Mr. Banavar also served on NY Governor Cuomo’s commission for improving New York State’s resilience to natural disasters after the devastation of Hurricane Sandy. His work has been featured in The New York Times, The Economist, and other international media, and he received a 2009 National Innovation Award by the President of India for the Spoken Web project. Vice President, Cognitive Computing IBM Mary Barra was named Chief Executive Officer of General Motors effective January 15, 2014. In this role, she leads the company’s overall efforts to strengthen GM globally as an industry leader in automotive design and technology, product quality, customer care and business results. She is also a member of the GM Board of Directors. Prior to her current position, Barra served as executive vice president, Global Product Development, Purchasing & Supply Chain since August 2013, and as senior vice president, Global Product Development since February 2011. In these roles, she was responsible for the design, engineering, program management and quality of GM vehicles around the world. Barra began her career with GM in 1980 as a General Motors Institute (Kettering University) co-op student at the Pontiac Motor Division. CEO General Motors Company MarySue Barrett is president of the Metropolitan Planning Council, which has been dedicated to shaping a more sustainable and prosperous Chicago region since 1934. As the Council’s president since 1996, Barrett has strengthened relationships with employers and elected officials, helped resolve local development challenges, and spearheaded innovative regional policy solutions. Prior to joining MPC Ms. Barrett served in former Chicago Mayor Richard M. Daley's administration, beginning in 1989 in the Mayor's Office of Intergovernmental Affairs. She became Chief of Policy in 1993, and in 1995 served as Chief of Staff to the Chicago School Reform Board of Trustees. President Metropolitan Planning Council 2 As of 2/14/2014 Lezli Baskerville has been President, CEO, National Association for Equal Opportunity in Higher Education, the advocacy association of the nation’s Historically Black Colleges and Universities and Predominately Black Institutions, in Washington D.C. She is a 2014 Harvard Advanced Leadership Fellow. President and CEO National Association for Equal Opportunity in Higher Education Julie Battilana is an Associate Professor of Business Administration in the Organizational Behavior unit at Harvard Business School. She currently teaches the second-year Power and Influence course and in previous years has taught the first-year Leadership and Organizational Behavior (LEAD) course in the MBA program. She also teaches in executive education offerings, including the Colloquium on Participant-Centered Learning and the High Potentials Leadership Program. Associate Professor of Business Administration Harvard Business School Christopher Beall joined Highstar Capital in 2004. He serves on Highstar’s Investment Committee and Executive Committee. Mr. Beall has over 15 years of experience in direct investments, investment banking and finance. He currently serves on the Boards of Directors for Star Atlantic, and the Ports America Companies. Prior to joining Highstar, he worked in the Global Natural Resources Group at Lehman Brothers, Inc., and in operations and engineering at Koch Pipeline Company, a natural gas transmission pipeline owned by Koch Industries, Inc. Partner, Highstar Capital Board Member, AMTRAK Scott F. Belcher was appointed President and CEO of the Intelligent Transportation Society of America in September 2007 after a successful legal and nonprofit management career. Scott brings to ITS America more than 20 years of private and public sector experience in Washington, DC. Prior to joining ITS America, Scott served as Executive Vice President and General Counsel at the National Academy of Public Administration (NAPA) in Washington, DC. Mr. Belcher holds a Juris Doctor from the University of Virginia, a Master of Public Policy from Georgetown University, and a Bachelor of Arts from the University of Redlands. President and CEO ITS America Ethan Bernstein is an Assistant Professor of Leadership and Organizational Behavior at the Harvard Business School. He teaches the first-year MBA course in Leadership and Organizational Behavior (LEAD) and a PhD course on the craft of field research. His teaching and research address topics related to leadership, collaboration, teamwork, design thinking, and learning in organizations. Assistant Professor of Business Administration Harvard Business School As of 2/14/2014 3 Matt Bernstein is President of Helix Logistics, a third party logistics firm focused on specialized and management-intensive transportation solutions. Prior to founding Helix Logistics, he was President of RR Donnelley Logistics and Vice President of Supply Chain at ArcelorMittal, the world’s largest steel company. Mr. Bernstein began his career at Booz, Allen & Hamilton where he advised clients on supply chain strategy. He earned
Recommended publications
  • The Bay Area Innovation System How the San Francisco Bay Area Became the World’S Leading Innovation Hub and What Will Be Necessary to Secure Its Future
    The Bay Area Innovation System How the San Francisco Bay Area Became the World’s Leading Innovation Hub and What Will Be Necessary to Secure Its Future A Bay Area Science & Innovation Consortium Report produced by the Bay Area Council Economic Institute Principal Author Sean Randolph President & CEO Bay Area Council Economic Institute Contributing Author Olaf Groth CEO Emergent Frontiers Group LLC June 2012 Message from the BASIC Chairman For more than 50 years, the Bay Area has been a leading center for science and innovation and a global marketplace for the exchange of ideas, delivering extraordinary value for California, the nation and the world. Its success has been based on a unique confluence of research institutions, corporations, finance and people, in a culture that is open to the sharing of new ideas and willing to take significant risk to achieve extraordinary reward. The Bay Area innovation system is also highly integrated, with components that closely interact with and depend upon each other. The Bay Area Science and Innovation Consortium (BASIC), a partnership of the Bay Area’s leading public and private research organizations, has pre- pared this report to illustrate how the Bay Area’s innovation system works and to identify the issues that may impact its future success. Ensuring that success will require partnership between the public and private sectors, continued investment in the region’s core assets, and attention by state and federal policy makers. Mark Bregman Senior Vice President and CTO, Neustar, Inc. Chairman, BASIC Acknowledgements This report was prepared for the Bay Area Science & Innovation Consortium (BASIC) by the Bay Area Council Economic Institute.
    [Show full text]
  • SAMPLE REPORT © Jobsearchdigest.Com
    Private Equity & VC Compensation Report Private Equity & VC Compensation Report SAMPLE REPORT © JobSearchDigest.com www.PrivateEquityCompensation.com © PrivateEquityCompensation.com You may not forward, copy or reproduce this content in any format. CONTENTS © PrivateEquityCompensation.com – SAMPLE REPORT You may not forward, copy or reproduce this content in any format. Private Equity & Venture Capital Compensation Report Page 1 Introduction For 12 years now, we have gone to the source to track private equity and venture capital compensation – professionals inside the industry. While we have previously seen significant swings in compensation, we recently have documented greater stability and predictability in industry compensation, even as market and fund performance varies. This year's report includes actual data from hundreds of partners and employees representing several hundred private equity and venture capital firms. We polled respondents in October and November 2018, and dug deep to learn about a variety of factors that could affect pay. The 2019 Private Equity and Venture Capital Compensation Report summarizes our findings and answers questions such as: • What are the compensation levels and ranges by title? • How does fund size and performance affect pay? • What is the balance between base salaries and bonus payouts? • How are bonuses calculated and when are they paid out? • Which titles earn the most and how has their compensation changed? • Who is sharing in carry and at what levels? • What are the primary drivers of carry participation? The report also seeks to understand how private equity and venture capital professionals perceive their work, their pay and their job security. Where possible, we offer insights from the industry and our experience.
    [Show full text]
  • Regional Foreign Direct Investment Review
    PROMOTING INDUSTRIAL ZONES AND INVESTMENT MOBILIZATION USAID WB/G SO1: EXPANDING ECONOMIC OPPORTUNITIES CONTRACT NO. 294-C-00-00-00071-00 Regional Foreign Direct Investment Review SUBMITTED ON MAY 20, 2002 TO THE USAID MISSION TO THE WEST BANK AND GAZA MARGOT ELLIS, CTO BY THE SERVICES GROUP (TSG) SUTHERLAND MILLER III, SENIOR CONSULTANT 2300 CLARENDON BOULEVARD 1110 ARLINGTON, VIRGINIA 22201 USA WWW.TSGINC.COM USAID PRIZIM Project Regional Foreign Direct Investment Review Table of Contents Executive Summary i Chapter 1: Introduction and Methodology 1 Chapter 2: Regional Foreign Direct Investment Overview 7 Chapter 3: Sectoral Focus on Information Technology 24 Chapter 4: Sectoral Focus on Apparel and Textiles 48 Chapter 5: Sectoral Focus on Stone and Marble 59 Chapter 6: Conclusion 69 Annex A.1: Top 1,000 Companies in Pre-packaged Software A1-1 Annex A.2: Top 1,000 Companies in Computer Programming A2-1 Annex A.3: Top 1,000 Companies in Apparel Manufacturing A3-1 Annex A.4: Top Companies in Dimension Stone A4-1 The Services Group USAID PRIZIM Project Regional Foreign Direct Investment Review Executive Summary This report summarizes the available data on foreign direct investment (FDI) inflows into the Middle East region, and provides information that can help the Palestinian Investment Promotion Agency (PIPA) target firms for investment promotion. The goal of this document is to better inform PIPA about regional FDI trends and guide their strategic planning for active and successful investment promotion activities. For this analysis regional investment activity was reviewed in detail for three sectors - information technology (IT), apparel manufacturing, and stone and marble - based on the previously completed Investor Targeting Strategy (ITS) completed by The Services Group in 1999.
    [Show full text]
  • PDF: 300 Pages, 5.2 MB
    The Bay Area Council Economic Institute wishes to thank the sponsors of this report, whose support was critical to its production: The Economic Institute also wishes to acknowledge the valuable project support provided in India by: The Bay Area Council Economic Institute wishes to thank the sponsors of this report, whose support was critical to its production: The Economic Institute also wishes to acknowledge the valuable project support provided in India by: Global Reach Emerging Ties Between the San Francisco Bay Area and India A Bay Area Council Economic Institute Report by R. Sean Randolph President & CEO Bay Area Council Economic Institute and Niels Erich Global Business/Transportation Consulting November 2009 Bay Area Council Economic Institute 201 California Street, Suite 1450 San Francisco, CA 94111 (415) 981-7117 (415) 981-6408 Fax [email protected] www.bayareaeconomy.org Rangoli Designs Note The geometric drawings used in the pages of this report, as decorations at the beginnings of paragraphs and repeated in side panels, are grayscale examples of rangoli, an Indian folk art. Traditional rangoli designs are often created on the ground in front of the entrances to homes, using finely ground powders in vivid colors. This ancient art form is believed to have originated from the Indian state of Maharashtra, and it is known by different names, such as kolam or aripana, in other states. Rangoli de- signs are considered to be symbols of good luck and welcome, and are created, usually by women, for special occasions such as festivals (espe- cially Diwali), marriages, and birth ceremonies. Cover Note The cover photo collage depicts the view through a “doorway” defined by the section of a carved doorframe from a Hindu temple that appears on the left.
    [Show full text]
  • 2008 New Media M&A Round-Up
    2008 New Media M&A Round‐Up The Year in Digital Media Mergers, Acquisitions & Capital Raises PEACHTREE MEDIA ADVISORS, INC. N EW M EDIA I NVESTMENT B ANKING EACHTREE EDIA DVISORS NC P M A , I . Better Service ▪ Lower Fees New Media Mergers & Acquisitions TABLE OF CONTENTS I. Internet/New Media M&A Transactions by Sector 1 II. M&A Transactions & Capital Raised in 2008 12 III. 2008 Interactive Media Valuations/Comps 31 IV. Conclusion/2009 Outlook 37 V. Out‐of‐Home/Alternative M&A Transactions 38 VI. Conclusion/2009 Outlook 38 VII. 2008 OOH Valuations/Comps 41 Peachtree Media Advisors, Inc. Peachtree Media Advisors, Inc. is a New York based investment bank serving the out‐of‐ home and interactive marketing sectors of media. The company provides mergers, acquisitions and capital raise advisory services to lower middle‐market companies in the two fastest growing sectors of media. John Doyle, Managing Director & Founder, has been a media investment banker for more than 12 years; closed and structured more than 22 deals; and has a strong knowledge‐base of financial and strategic buyers in these sectors. If you are interested in learning more about valuation, positioning, preparation or the merger and acquisition process, please go to www.PeachtreeMediaAdvisors.com or contact John Doyle at (212) 570‐1009. John H. Doyle II Managing Director & Founder Peachtree Media Advisors, Inc. 50 Vanderbilt Ave., #30 New York, NY 10017 PH. 212.570.1009 ▪ FAX 646.607.1786 www.peachtreemediaadvisors.com Table of Contents Better Service ▪ Lower Fees New Media Mergers & Acquisitions Online Media M&A Activity in 2008 Although the Enabling, Analytics and Ad Serving category had the fourth highest In 2008, there were 707 merger, acquisition level of reported transaction value in 2008, and capital raise transactions in the online this category had the largest percentage sector of media (92 more transactions than increase in capital flowing to it than any the 615 in 2007).
    [Show full text]
  • A Foundation for the Future
    A FOUNDATION FOR THE FUTURE INVESTORS REPORT 2012–13 NORTHWESTERN UNIVERSITY Dear alumni and friends, As much as this is an Investors Report, it is also living proof that a passion for collaboration continues to define the Kellogg community. Your collective support has powered the forward movement of our ambitious strategic plan, fueled development of our cutting-edge curriculum, enabled our global thought leadership, and helped us attract the highest caliber of students and faculty—all key to solidifying our reputation among the world’s elite business schools. This year, you also helped set a new record for alumni support of Kellogg. Our applications and admissions numbers are up dramatically. We have outpaced our peer schools in career placements for new graduates. And we have broken ground on our new global hub. Your unwavering commitment to everything that Kellogg stands for helps make all that possible. Your continuing support keeps us on our trajectory to transform business education and practice to meet the challenges of the new economy. Thank you for investing in Kellogg today and securing the future for generations of courageous leaders to come. All the best, Sally Blount ’92, Dean 4 KELLOGG.NORTHWESTERN.EDU/INVEST contentS 6 Transforming Together 8 Early Investors 10 Kellogg Leadership Circle 13 Kellogg Investors Leaders Partners Innovators Activators Catalysts who gave $1,000 to $2,499 who gave up to $1,000 99 Corporate Affiliates 101 Kellogg Investors by Class Year 1929 1949 1962 1975 1988 2001 1934 1950 1963 1976 1989 2002
    [Show full text]
  • ADAPTIVE GOVERNANCE: BOARD OVERSIGHT of DISRUPTIVE RISKS the NACD Blue Ribbon Commission Report Series
    THE REPORT OF THE NACD BLUE RIBBON COMMISSION ON ADAPTIVE GOVERNANCE: BOARD OVERSIGHT OF DISRUPTIVE RISKS The NACD Blue Ribbon Commission Report Series Executive Compensation: Guidelines for Corporate Risk Governance: Balancing Risk and Reward Directors Adm. William Fallon and Reatha Clark King, Cochairs Jean Head Sisco, Chair The Audit Committee Performance Evaluation of Chief Executive, Boards, and Dennis R. Beresford and Michele Hooper, Cochairs Directors Boris Yavitz, Chair Performance Metrics: Understanding the Board’s Role John Dillon and William J. White, Cochairs Director Compensation: Purposes, Principles, and Best Practices The Effective Lead Director Robert B. Stobaugh, Chair Barbara Hackman Franklin and Irvine Hockaday, Cochairs Director Professionalism The Diverse Board: Moving From Interest to Action Ira M. Millstein, Chair Curtis Crawford, the Honorable Cari M. Dominguez, William McCracken, and Kathi Seifert, Cochairs CEO Succession Jeffrey Sonnenfeld, Chair Talent Development: A Boardroom Imperative Gregory Lau and Mary Pat McCarthy, Cochairs Audit Committees: A Practical Guide A. A. Sommer Jr., Chair Strategy Development Raymond Gilmartin and Maggie Wilderotter, Cochairs The Role of the Board in Corporate Strategy Warren L. Batts and Robert B. Stobaugh, Cochairs The Board and Long-Term Value Creation Karen Horn and Bill McCracken, Cochairs Board Evaluation: Improving Director Effectiveness Robert E. Hallagan and B. Kenneth West, Cochairs Building the Strategic-Asset Board Bonnie Hill and Richard H. Koppes, Cochairs Risk Oversight: Board Lessons for Turbulent Times Norman R. Augustine and Ira M. Millstein, Cochairs Culture as a Corporate Asset Nicholas Donofrio and Helene Gayle, Cochairs Executive Compensation and the Role of the Compensation Committee Adaptive Governance: Board Oversight of Disruptive Risks Barbara Hackman Franklin and William W.
    [Show full text]
  • The 2008 Preqin Private Equity Performance Monitor - Sample Pages
    Sample Pages The 2008 Preqin Private Equity Performance Monitor - Sample Pages © 2008 Private Equity Intelligence Ltd 1 Sample Pages A Guide to the Performance of Private Equity Fund Managers © 2008 Private Equity Intelligence Ltd 2 Sample Pages Contents 1. Executive Summary 7 Fund of Funds 41 - DPI, RVPI and TVPI 2. Methodology 13 - Median Net IRR and Quartile Ranking - Fund Selection Performance 3. Overall Performance of Private Equity 19 - Relationship between Successor and Predecessor Fund - Fund Universe Mezzanine 45 - DPI, RVPI and TVPI - DPI, RVPI and TVPI - Median IRRs, Money Weighted IRRs and Pooled IRRs - Median Net IRR and Quartile Ranking - Performance by Geographic Region - Quartile Ranking by Fund Number - Relationship between Predecessor and Successor Fund Quartile Real Estate 49 - Experience Effect - DPI, RVPI and TVPI - Median Net IRR and Quartile Ranking 4. Performance by Fund Type 29 - Relationship between Successor and Predecessor Fund Buyout 31 Secondaries 53 - DPI, RVPI and TVPI - DPI, RVPI and TVPI - Median Net IRR and Quartile Ranking - Median IRR - Median, Weighted and Pooled IRRs Venture 55 - North American vs. European Buyout Funds - DPI, RVPI and TVPI - Large and Mega Buyout Funds - Median Net IRR and Quartile Ranking - Buyout Cash Flow Analysis - Median, Weighted and Pooled IRRs - Buyout Net Cash Flow by Vintage Year - Performance of Early Stage Funds - Performance at Different Points in Time - Performance of Industry Focused Funds - Relationship between Successor and Predecessor Fund Quartile - Venture Cash Flow Analysis Distressed Debt & Special Situations 39 - Venture Cash Flow by Vintage - DPI, RVPI and TVPI - Performance at Different Points in Time - Median IRR - Relationship between Successor and Predecessor Fund Quartile © 2008 Private Equity Intelligence Ltd 3 Sample Pages 5.
    [Show full text]
  • The Impact of Internet Copyright Regulations on Early-Stage
    Briefing Matthew Le Merle Raju Sarma Tashfeen Ahmed Christopher Pencavel The Impact of U.S. Internet Copyright Regulations on Early-Stage Investment A Quantitative Study PREFACE The world has benefited enormously from an impressive level of growth and innovation over the past several decades. Since the beginning of the Internet age, a mere two decades ago, society has grown to expect accelerating growth in technology and innovation. Thanks in part to this rapid rate of change, lawmakers have relied heavily on self-regulation rather than government enforcement and compliance as a means of controlling the growth of the Internet. As we move into a new era of Internet growth fueled by new and emerging technologies—including widespread broadband access, cloud computing, social media, and mobile connectivity—it will be increasingly important to understand the potential effects of regulatory changes. One area of Internet regulation currently being debated is digital copyright. To keep up with new methods of distributing content, regulators are now evaluating several potential changes to current copyright law that could have a large impact not only on content providers and distributors but also on how users themselves interact with content. Our research goal: to understand how future regulatory changes might affect the level of early-stage investment in young companies acting as intermediaries for digital content. New startup companies have long been an important driver of innovation and economic growth in the U.S., and few of them would have grown to maturity without the early-stage financing that allowed them to bring their ideas to the marketplace.
    [Show full text]
  • Diversity Thresholds: How Social Norms, Visibility, and Scrutiny Relate to Group Composition
    r Academy of Management Journal 2019, Vol. 62, No. 1, 144–171. https://doi.org/10.5465/amj.2017.0440 DIVERSITY THRESHOLDS: HOW SOCIAL NORMS, VISIBILITY, AND SCRUTINY RELATE TO GROUP COMPOSITION EDWARD H. CHANG KATHERINE L. MILKMAN University of Pennsylvania DOLLY CHUGH New York University MODUPE AKINOLA Columbia University Across a field study and four experiments, we examine how social norms and scrutiny affect decisions about adding members of underrepresented populations (e.g., women, racial minorities) to groups. When groups are scrutinized, we theorize that decision makers strive to match the diversity observed in peer groups due to impression man- agement concerns, thereby conforming to the descriptive social norm. We examine this first in the context of U.S. corporate boards, where firms face pressure to increase gender diversity. Analyses of S&P 1500 boards reveal that significantly more boards include exactly two women (the descriptive social norm) than would be expected by chance. This overrepresentation of two-women boards—a phenomenon we call “twokenism”—is more pronounced among more visible companies, consistent with our theorizing around impression management and scrutiny. Experimental data corroborate these findings and provide support for our theoretical mechanism: decision makers are discontinu- ously less likely to add a woman to a board once it includes two women (the social norm), and decision makers’ likelihood of adding a woman or minority to a group is influenced by the descriptive social norms and scrutiny faced. Together, these findings provide a new perspective on the persistent underrepresentation of women and mi- norities in organizations. In recent years, many groups have faced negative double female and minority membership in the scrutiny for their lack of diversity.
    [Show full text]
  • Blythe J. Mcgarvie
    Blythe J. McGarvie Blythe McGarvie is currently Senior Lecturer in the Accounting and Management unit at Harvard Business School. She combines over thirty years of business experience, including four C-Suite positions with extensive publications and speaking engagements. She has served on seven corporate boards of directors. Her academic specialty is management accounting. She has lectured academic and professional audiences on topics including international business, corporate governance and gender considerations. BOARDS OF DIRECTORS Accenture (since October 2001): This $30 billion world leader of technology consulting and services has 266,000 people serving 120 countries. Chairman of the Audit Committee since the company went public in 2001 until February 2011 and currently as a member. Approximately $39 billion market capitalization. LKQ Corp. (since March 2012): A $4 billion provider of auto and light-truck aftermarket and recycled systems, components and parts in the U.S. and U.K. Formed in 1998 and through 130 acquisitions and organic growth is a premier company listed on the NASDAQ. Serve as a member of the Nominating and Governance and Audit Committees. Approximately $7 billion market capitalization. Viacom (since April 2007): This $15 billion media company has a reach that includes 170 channels and 430 digital media properties in 160 countries and territories. Chairman of the Audit Committee and member of the Compensation and Nominating and Governance Committees. Approximately $27 billion market capitalization. Wawa, Inc. (since June 1998): a privately held company since 1865, Wawa has grown from $1.1 billion in 1998 to a $9 billion convenience store retailer. Value per share over that period grew from $481 to $3130 as of 2011 year-end.
    [Show full text]
  • A Pilot Study on Technology Based Start-Ups
    A PILOT STUDY ON TECHNOLOGY BASED START-UPS Centre for International Trade in Technology Indian Institute of Foreign Trade Supported by Department of Scientific & Industrial Research Government of India NEW DELHI August, 2007 TABLE OF CONTENTS Page Executive Summary i-xii Chapter I Introduction 1-8 1.0 Background 1 1.1 Objective of the Study 3 1.2 Scope of the Study 3 1.3 Methodology 5 Chapter 2 Review of Literature 9-29 2.0 Technology Based Start ups 9 2.1 Studies 11 2.2 Issues coming out of literature survey 19 2.3 Technology Innovation 21 2.4 Venture Capital 22 2.5 India a Major Player in Global Start - Ups 22 2.6 Status of Venture Capital in India 23 2.7 VC players 24 2.8 Brief details of few Indian VC companies 25 2.9 Some Observations 28 Chapter 3 Data Analysis 30-58 3.0 Survey and collection of data 30 3.1 Parameters for data analysis 30 3.2 Company Profile 31 3.3 Analysis of Traditional start-ups companies 32 3.4 Analysis of Technology start-ups companies 43 3.5 Aggregate characteristics of all start-up companies 52 Chapter 4 Findings & Recommendations 59-65 References 65 Appendices 66-135 Appendix-I Company Profile- Sector and Year wise 66-76 Appendix-II Comparison between the Traditional Vs Technology start-ups 77-85 Appendix-III Questionnaire-I (Technology Start-ups) 86-87 Appendix-IV Questionnaire-II (Traditional Start-ups) 88-93 Appendix-V List of 82 Traditional Start ups companies 94-102 Appendix-VI List of 33 Technology Start ups companies 103-108 Appendix-VII List of Venture Capital companies approached 109-125 Appendix-VIII List of successful companies out of GVFL’s portfolio 126-127 Appendix-IX List of SIDBI Venture Capital portfolio 128-131 Appendix-X List of ICICI Venture portfolio 132-133 Appendix-XI List of Infinity Venture Capital portfolio 134-135 Executive Summary Executive Summary Introduction Start-ups have played and continue to play significant roles in the growth, development and industrialization of many economies the world over.
    [Show full text]