DOCSLIB.ORG

Kellogg-Recanati International Executive MBA Program 2016-2018

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Kellogg-Recanati International Executive MBA Program 2016-2018 Vallendar, Germany Toronto, Canada Chicago, USA Beijing, China Tel Aviv, Israel Miami, USA Hong Kong, China Kellogg-Recanati International Executive MBA Program 2016-2018 | 1 | Kellogg-Recanati International Executive MBA Program 2016 - 2018 As the global economy becomes world combined with rich, local increasingly complex, organizations expertise. Come join Kellogg and Messages need leaders who can build bridges Recanati, where we educate, equip across functions, sectors and countries. and inspire the next generation of from With our premier Executive MBA global transformational leaders. network, Kellogg uniquely prepares the Deans executives with the skills and insights they need to meet the demands of this rapidly changing environment. Our distinctive partnerships with the world's leading business schools, including Recanati, give our students a clear advantage: deep knowledge and Sally Blount ’92 experience in leadership challenges Dean, Kellogg School of Management and practices from around the Northwestern University The Kellogg School of Management at Northwestern University The Kellogg School of Management, experiential learning. Kellogg students based just outside Chicago, is a premier also have access to best-in-class career leader in global business education. management services and a powerful, Founded in 1908, Kellogg is renowned responsive alumni network that spans for pioneering collaborative learning, the globe. Kellogg’s mission is to award-winning accessible faculty, educate, equip and inspire leaders a curriculum that evolves with who build strong organizations and real-world business practices, and wisely leverage the power of markets courses that emphasize global and to create lasting value. | 2 | It is a pleasure for me to join Dean Sally and to involve them in the community. Blount in introducing the Kellogg- As a vibrant and active member of the Recanati International Executive MBA Kellogg international network, I am Program, a partnership between two confident that the Kellogg-Recanati leading business schools, one in the International Executive MBA Program USA and the other in Israel. will continue to maintain its position as The Recanati Business School is a world-class program with a particular committed to endowing its students attraction emanating from the location and alumni with the managerial tools of its home base. that they will need in their future We invite you to explore it.. endeavors, to teach the latest and most innovative managerial theories and techniques, to provide the knowledge they will need to serve as leaders in the business and public Professor Moshe Zviran sectors, to instill them with a sense Dean, Faculty of Management of ethics and social responsibility, Tel Aviv University School of Management at Tel Aviv University Recanati is a leading player in the Israel's professional and business elite, field of business education. It is adapting its curriculum to the needs of where academia meets business. The a global economy in constant change. School brings together professionals Recanati is the only AACSB-accredited and executives at different stages business school in Israel. Its first and of their careers to acquire academic foremost commitment is to the highest insight and business knowhow from standards of professionalism in research scholars representing the diversity of and teaching, offering its students the management disciplines. Established benefits of a classic business education in 1965, Recanati has, over the years, from up-to-date perspectives. trained generation after generation of | 3 | The Kellogg-Recanati International Executive MBA Program The Kellogg-Recanati International The class schedule allows participants Executive MBA Program (IEMBA) to continue working while studying is a joint program of the top-rated to master a broad range of functional Kellogg School of Management and managerial skills. In addition, and the Recanati Business School. this schedule offers students the The two-year general management opportunity to apply their newly program awards a joint MBA (Master acquired skills immediately in their of Business Administration) degree respective workplace. from both Northwestern University Teaching at the program is done and Tel Aviv University. primarily by selected senior faculty The Kellogg-Recanati Program meets members of the Kellogg and Recanati the needs of mid-career executives schools as well as selected Kellogg preparing for senior management global network faculty members. They in organizations that operate in the are distinguished faculty members, international arena, and it enhances well known at home and abroad for the skills and effectiveness of senior their research and practical business executives. experience. The The program's curriculum integrates all Program managerial functions and disciplines. Program Structure The learning modules are structured in one of two formats: 1. A five-week module in which classes classroom discussions, expand their meet on Thursday afternoons and networks of business contacts and Friday mornings. Typically, half develop personal friendships. The of the modules are offered in second year of studies starts with two this format, with some courses live-in weeks offered by the network conducted over two consecutive partners and conducted at Kellogg. weeks. Live-in weeks have much more to 2. An intensive module is conducted offer than a typical study-abroad over a five or six consecutive full program. As students complete courses days within a single week. Typically in Negotiations, Strategy and Crisis eight of the modules, evenly spread Management, they build relationships through the two years, are offered with peers from all over the world. in this format. With many and varied professional backgrounds and national perspectives International live-in weeks: Some among them, students have much to of the intensive weeks are offered teach and learn from one another. in a live-in format. They include a Lively classroom discussions spill out residential component that allows into the hallways and continue over participants to engage in further dinner. | 4 | The Kellogg Executive MBA Global Network Kellogg-Recanati is one of the Kellogg School of Management’s global network of executive MBA programs running concurrently at seven top business schools at different locations around the globe: Chicago, USA; Miami, USA; Vallendar/ Dusseldorf, Germany; Hong Kong, China; Beijing, China; Toronto, Canada and Tel Aviv, Israel. Kellogg-WHU Kellogg-Schulich (Vallendar, Germany) (Toronto, Canada) Gianghua-Kellogg Kellogg Beijing, China (Chicago, USA) Kellogg (Miami, USA) Kellogg-Recanati Kellogg-HKUST (Tel Aviv, Israel) (Hong Kong, China) Global Electives Executive MBA students are required Kellogg, Executive MBA Program Kellogg-HKUST Executive MBA Program to complete 2 weeks on-site at the Kellogg School of Management HKUST Business School Kellogg School of Management in Northwestern University Hong Kong University of Science Evanston/Chicago and an additional Chicago, Illinois, ASU and Technology 1 week module, consisting of 2 Hong Kong, China courses, at one of the additional Kellogg-Miami Executive MBA Program partner schools in Toronto, Hong Kellogg School of Management, Gianghua-Kellogg Executive MBA Kong,Germany, Beijing, Evanston Northwestern University Program or Miami. Each school offers its Miami, Florida, USA Gianghua School of Management own insights into local business, Peking University cultural and political circumstances Kellogg-Schulich Beijing, China while implementing the common Executive MBA Program Kellogg philosophy of management Schulich School of Business Kellogg-WHU Executive MBA education. York University Program Toronto, Canada WHU Otto Beisheim School of Management Vallendar / Dusseldorf, Germany | 5 | Participants Ilan Lapidot CEO Lapidot Medical KR17 "Joining Kellogg Recanati is one of the smartest decisions I have made. I was able to implement the knowledge I had gained in the program in my company within the first week. The new relationships with people from various backgrounds was something I could never achieve without the program, I am enjoying it until today. I believe that the Kellogg Recanati program is the most experienced, global and advanced EMBA out of all the available programs in Israel. It is a true connection to the global business environment." | 6 | Orit Mendelson Shoham Executive MBA Program Director "Being there and supporting people who have decided to invest in themselves and in their growth is a great privilege. It always amazes me to see how a group of people from all over the world representing so many different backgrounds and cultures becomes a unified group, how they bond, communicate and connect with one another. This unique two- year experience creates something that is very special for everybody involved: the Kellogg-Recanati students who grow and expand their horizons, the teachers and the administrative staff.” Aluf Benn Editor in Chief Haaretz Daily Newspaper KR11 "As a veteran political journalist, I did not come from the typical MBA background, and many people asked me "what are you doing here." But two years at KR were an eye-opening experience. Through the program I gained exposure to people from different career paths, learning about their experiences and dilemmas. And the classes were an invaluable preparation for future management roles." | 7 | Participants Type of Business The program is designed for carefully selected promising mid-career
Load more

Recommended publications
  • Of the Securities Exchange Act of 1934 (Amendment No. ) Fi
    SCHEDULE 14A INFORMATION Proxy Statement Pursuant to Section 14(a) of the Securities Exchange Act of 1934 (Amendment No. ) Filed by the Registrant /X/ Filed by a Party other than the Registrant / / Check the appropriate box: / / Preliminary Proxy Statement / / CONFIDENTIAL, FOR USE OF THE COMMISSION ONLY (AS PERMITTED BY RULE 14a-6(e)(2)) /X/ Definitive Proxy Statement / / Definitive Additional Materials / / Soliciting Material Pursuant to Section240.14a-12 CARNIVAL CORPORATION ----------------------------------------------------------------------- (Name of Registrant as Specified In Its Charter) ----------------------------------------------------------------------- (Name of Person(s) Filing Proxy Statement, if other than the Registrant) Payment of Filing Fee (Check the appropriate box): /X/ No fee required. / / Fee computed on table below per Exchange Act Rules 14a-6(i)(4) and 0-11. (1) Title of each class of securities to which transaction applies: ---------------------------------------------------------- (2) Aggregate number of securities to which transaction applies: ---------------------------------------------------------- (3) Per unit price or other underlying value of transaction computed pursuant to Exchange Act Rule 0-11 (set forth the amount on which the filing fee is calculated and state how it was determined): ---------------------------------------------------------- (4) Proposed maximum aggregate value of transaction: ---------------------------------------------------------- (5) Total fee paid: ----------------------------------------------------------
    [Show full text]
  • Do Executive Compensation Contracts Maximize Firm Value? Evidence from a Quasi-Natural Experiment
    Do executive compensation contracts maximize firm value? Evidence from a quasi-natural experiment Menachem (Meni) Abudy Bar-Ilan University, School of Business Administration, Ramat-Gan, Israel, 5290002 Dan Amiram Columbia University Graduate School of Business, 3022 Broadway, New York, NY 10027 Tel Aviv University, Coller School of Management, Ramat Aviv, Israel, 6997801 Oded Rozenbaum The George Washington University, 2201 G St. NW, Washington, DC 20052 Efrat Shust College of Management Academic Studies, School of Business, Rishon LeZion, Israel, 7549071 Current Draft: May 2017 First Draft: September 2016 For discussion purposes only. Please do not distribute. Please do not cite without the authors permission. Abstract: There is considerable debate on whether executive compensation contracts are a designed to maximize firm value or a result of rent extraction. The endogenous nature of executive pay contracts limits the ability of prior research to answer this question. In this study, we utilize the events surrounding a surprising and quick enactment of a new law that restricts executive pay to a binding upper limit in the insurance, investment and banking industries. This quasi-natural experiment enables clear identification. If compensation contracts are value maximizing, any outside restriction to the contract will diminish its optimality and hence should reduce firm value. In contrast to the predictions of the value maximization view of compensation contracts, we find significantly positive abnormal returns in these industries in multiple short term event windows around the passing of the law. We find that the effect is concentrated only for firms in which the restriction is binding. We find similar results using a regression discontinuity design, when we restrict our sample to firms with executive payouts that are just below and just above the law’s pay limit.
    [Show full text]
  • Identification and Authentication: Technology and Implementation Issues Moshe Zviran Tel Aviv University, [email protected]
    Communications of the Association for Information Systems Volume 17 Article 4 January 2006 Identification and Authentication: Technology and Implementation Issues Moshe Zviran Tel Aviv University, [email protected] Zippy Erlich The Open University of Israel Follow this and additional works at: https://aisel.aisnet.org/cais Recommended Citation Zviran, Moshe and Erlich, Zippy (2006) "Identification and Authentication: Technology and Implementation Issues," Communications of the Association for Information Systems: Vol. 17 , Article 4. DOI: 10.17705/1CAIS.01704 Available at: https://aisel.aisnet.org/cais/vol17/iss1/4 This material is brought to you by the AIS Journals at AIS Electronic Library (AISeL). It has been accepted for inclusion in Communications of the Association for Information Systems by an authorized administrator of AIS Electronic Library (AISeL). For more information, please contact [email protected]. Communications of Association for Information Systems (Volume 17 2006) 90-105 90 IDENTIFICATION AND AUTHENTICATION: TECHNOLOGY AND IMPLEMENTATION ISSUES Moshe Zviran Tel Aviv University [email protected] Zippy Erlich The Open University of Israel ABSTRACT Computer-based information systems in general, and Internet e-commerce and e-business systems in particular, employ many types of resources that need to be protected against access by unauthorized users. Three main components of access control are used in most information systems: identification, authentication, and authorization. In this paper we focus on authentication, which is the most problematic component. The three main approaches to user authentication are: knowledge-based, possession-based, and biometric-based. We review and compare the various authentication mechanisms of these approaches and the technology and implementation issues they involve.
    [Show full text]
  • Download Article As
    Leslie Broudo-Mitts — Welcome everyone to this extraordinary roundtable we are fortunate to hold. Today’s topic is two-part: One is the transformation that business schools and MBA programs are undergoing, and one the context and the ecosystems within which we, the leaders of these programs, find ourselves. Let’s start with the first. These days, a lot and we are thinking about a new academic of people are talking about combining model based, again, on the intersection business with engineering and computer of engineering, science, and business. science. Thinking about this but extending Boey — more broadly, what are your thoughts That is impressive. I’d say that the push for in terms of how collaborations within entrepreneurship in Singapore is slightly the university context has changed, and different. There has been a very substantial how it might change going forward? amount of funding from the government Tam — to the University, a lot of emphasis on Allow me to begin. We started to bring translating money from research to in the entrepreneurship element into our impact. So, really a question of translating teaching and also into our research mission investments to achieve economic and social about twenty years ago. We received a impact. That’s the question that we are lot of initial attention. About six or seven working on for the last couple of years. years ago, some of our student startups We are sending undergraduate students turned out to be very successful and they around the world; today, there are 300 invested in us. So, at this point, we have a of them: from Stockholm to Munich, Tel university-wide entrepreneurship minor, so Aviv, Haifa, Beijing, Shanghai, Shenzhen, any student from any school, if he or she is Vietnam, Indonesia, Silicon Valley.
    [Show full text]
  • Carnival Corporation: the Costa Concordia Crisis Case A
    Carnival Corporation: The Costa Concordia Crisis Case A “We were stuck. He told us we couldn’t get off. I thought my baby was going to die – I thought we were all going to die. The Captain just went, he just left the boat, left us there. I just cannot believe it.”1 Isabelle Mougin, Passenger "I haven't lost hope yet, anything can still happen, a miracle. He may be injured, he may have lost consciousness, anything may have happened. I still have hope, I always have hope. Hope is the last thing to die.”2 Kevin Rubello, Brother to Missing Costa Concordia Employee On January 13, 2012, MickyArison (“Mr. Arison”) sat on a deck chair on the starboard side of one his company’s many cruise ships and enjoyed the view of the lush, green island of St. Bart’s. It was a beautiful, warm day and the sun was reflecting off the clear, tranquil Caribbean water. Since taking the helm of the cruise company founded in 1972 by his father, Mr. Arison had successfully established Carnival as the largest cruise operator in the world. Through a series of cruise line acquisitions across the globe, Mr. Arison had grown the company from one cruise line to a company comprised of 10 cruise lines, operating a combined total of over 101 ships. While the company’s earnings per share (EPS) was slightly lower in 2011 than in 2010, the company was successfully coping with the global recession. With signs of a global economic recovery appearing, Mr. Arison sat back in his chair and while sipping a cup of tea and assured himself that the turbulent waters of the global recession were in his company’s wake.
    [Show full text]
  • Nechama Rivlin Dies at 73 Looking for Future Leaders
    Editorials ..................................... 4A Op-Ed .......................................... 5A Calendar ...................................... 6A Scene Around ............................. 9A Synagogue Directory ................ 11A News Briefs ............................... 13A WWW.HERITAGEFL.COM YEAR 43, NO. 41 JUNE 14, 2019 13 SIVAN, 5779 ORLANDO, FLORIDA SINGLE COPY 75¢ Nechama Rivlin dies at 73 Gideon Markowicz/Flash90 Israel’s President Reuven Rivlin with his wife, Nechama Rivlin, during the French Ambassador’s ceremony award- ing the Legion Honor, at the ambassador’s home in Jaffa, on June 18, 2014. (Israel Hayom via JNS)— was a trusted adviser through- Nechama Rivlin, the wife out his political career. of President Reuven Rivlin, She is survived by her Congratulations to the Jewish Academy of Orlando graduating class of 2019. passed away at Rabin Medical husband, three children and Center in Petach Tikvah on seven grandchildren. Tuesday, June 4, 2019, a day In a statement, the presi- before her 74th birthday. dent thanked the hospital’s Graduates of Jewish Academy find Israel’s first lady had suf- staff for the “dedicated, sen- fered from pulmonary fibro- sitive and professional treat- sis, a condition in which scar ment she received over the last success in local private and public schools tissue accumulates in the few months, nights and days, lungs and makes it difficult with a broad and welcoming On May 30, Jewish Academy of Orlando year. In mathematics, the students to graduate students that are prepared, to breathe, and had undergone heart.” celebrated the class of 2019 with accep- were assessed at a grade level of 7.2, happy, confident, and ready for the a lung transplant in March.
    [Show full text]
  • Overview Psiru
    Public Services International Research Unit (PSIRU) www.psiru.org PSIRU profiles on the groups bidding for water in Thessaloniki July2013 David Hall [email protected] CONSORTIUM A: SUEZ, ELLAKTOR .................................................................................................................................1 1. SUEZ ENVIRONNEMENT ........................................................................................................................................1 2. AKTOR/ELLAKTOR .................................................................................................................................................3 CONSORTIUM B: MEKOROT, MIYA, TERNA, APOSTOLOPOULOS ...................................................................................4 3. MEKOROT ..............................................................................................................................................................4 4. ARISON GROUP .....................................................................................................................................................5 4.1. KEY PEOPLE .......................................................................................................................................................5 4.1.1. Founder and owner: Shari Arison ..........................................................................................................5 4.1.2. Chair, Arison Investments: Efrat Peled ...................................................................................................5
    [Show full text]
  • Ing Business in Israel Entrepreneurship and Innovation: the Israeli Model Spring 2016
    Doing Business in Israel Entrepreneurship and Innovation: The Israeli model Spring 2016 1 Doing Business in Israel Entrepreneurship and Innovation: The Israeli model Spring 2016 Academic director Udi Aharoni Tel: 00972-3-6407314 e-mail: [email protected] Course coordinator Idit Admon Tel: 00972-54-2222636 e-mail: [email protected] Hila Rachmani Tel: 00972-50-2230961 e-mail : [email protected] Teaching Assistant Shimrit Samuel e-mail: [email protected] Dates Wednesday, May 18th - Thursday, May 26th, 2016 Program structure: The program consists classes and workshops, company visits, a tour of Tel Aviv -Jaffa, and Jerusalem. Credits: 3 credit units Language of instruction: English Background The dramatic shift to an innovative and entrepreneurial high-tech orientation that the Israeli economy has undergone in recent decades has not only been acknowledged globally. It has also contributed to the prosperity of associated areas such as agriculture, pharmaceuticals and the ecology. Many factors can be said to have led to Israel's high-tech success, some of which have to do with the hostility of the external environment, the lack of natural resources, and the so-called collective Israeli personality – ingenious, tough and adaptive. Be that as it may, entrepreneurship and innovation have come to be regarded as integral parts of the Israeli economic mindset, and the many successful IPOs and M&As of Israeli start-up companies have turned our small country into a world leader in certain high-tech areas. Indeed, many of today's global players started their operations in the local Israeli economy.
    [Show full text]
  • SECURITIES and EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K/A AMENDMENT NO
    SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K/A AMENDMENT NO. 2 (Mark One) [X] ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended November 30, 2002 OR [ ] TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from______ to______ Commission file number 1-9610 CARNIVAL CORPORATION (Exact name of registrant as specified in its charter) Republic of Panama 59-1562976 (State or other jurisdiction of (I.R.S. Employer incorporation or organization) Identification No.) 3655 N.W. 87th Avenue, Miami, Florida 33178-2428 (Address of principal executive offices) (Zip Code) Registrant's telephone number, including area code (305) 599-2600 Securities registered pursuant to Section 12(b) of the Act: Name of exchange on Title of each class which registered Common Stock New York Stock ($.01 par value) Exchange, Inc. Securities registered pursuant to Section 12(g) of the Act: None. Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that registrant was required to file such reports), and (2) has been subject to such filing requirements for at least the past 90 days. Yes [X] No [ ] Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of registrant's knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K.
    [Show full text]
  • City Research Online
    City Research Online City, University of London Institutional Repository Citation: Gottfried, Shelly (2015). The ascent of oligarchy: the case of Israel. (Unpublished Doctoral thesis, City University London) This is the accepted version of the paper. This version of the publication may differ from the final published version. Permanent repository link: https://openaccess.city.ac.uk/id/eprint/14708/ Link to published version: Copyright: City Research Online aims to make research outputs of City, University of London available to a wider audience. Copyright and Moral Rights remain with the author(s) and/or copyright holders. URLs from City Research Online may be freely distributed and linked to. Reuse: Copies of full items can be used for personal research or study, educational, or not-for-profit purposes without prior permission or charge. Provided that the authors, title and full bibliographic details are credited, a hyperlink and/or URL is given for the original metadata page and the content is not changed in any way. City Research Online: http://openaccess.city.ac.uk/ [email protected] To my beloved parents, Maya and Ran THE ASCENT OF OLIGARCHY: THE CASE OF ISRAEL SHELLY GOTTFRIED A dissertation submitted for the degree of Doctor of Philosophy City University London Department of International Politics December 2015 © 2015 Shelly Gottfried All Rights Reserved 1 TABLE OF CONTENTS LIST OF FIGURES AND TABLES…………………………………………………….…….....…4 ACKNOWLEDGEMENTS………………………………………………………………….…..…6 ABSTRACT………………………………………………………………………...………….……7
    [Show full text]
  • TAU Review Pdf
    Tel Aviv University Review | 2018 Surprising Research Duos Len Effect 12 TAU benefactor Len Blavatnik believes in providing opportunities for the best and most talented young minds Cover story: Food Security 14 Unusual pairings The Manna Center Program’s Food Safety and Security Summer Institute of researchers attracts international students from across campus can around the world. yield surprising new directions 6 National Tel Aviv University Review | 2018 Imperative 18 A pioneering program is helping integrate Ultra-Orthodox students Issued by the Strategic Communications Dept. into university life. Development and Public Affairs Division Tel Aviv University sections Ramat Aviv 6997801 Tel Aviv, Israel Tel: +972 3 6408249 Fax: + 972 3 6407080 innovations 2 E-mail: [email protected] www.tau.ac.il TAU global campaign 21 Editor: Louise Shalev Home for Nano 26 TAU’s new Roman Abramovich Contributors: Rava Eleasari, Ruti Ziv, Melanie Tafekman, Building for Nanoscience and David Jozsef, Idit Nirel, Lisa Kramer, Michal Alexander, next big ideas 28 Nanotechnology will raise the Tallie Liberman, Marina Gorbonosov standard of scientific research in Graphic Design: TAU Graphic Design Studio/ Israel. Michal Semo-Kovetz Photography: Michal Roche Ben Ami, Israel Sun, events 31 Chen Galili, Israel Hershkowitz, Samuel Sadoun, Laura Bohler, Erez Harodi, Ouriel Morgenstein Administrative Assistant: David Jozsef digest Printing: Shavit Print 34 newsmakers Follow us! Global TAU 39 TAU Review 2018 Issue Officers of Tel Aviv University Prof. Jacob A. Frenkel Chairman of the Board of Governors Dr. Giora Yaron Chairman of the Executive Council Prof. Joseph Klafter President Prof. Yaron Oz Rector Mr. Gady Frank Director-General Prof.
    [Show full text]
  • Highlights-2008-Final:Profiles 8/25/09 5:15 PM Page 1 Highlights-2008-Final:Profiles 8/25/09 5:15 PM Page 2 Highlights-2008-Final:Profiles 8/25/09 5:15 PM Page 1
    highlights-2008-final:Profiles 8/25/09 5:15 PM Page 1 highlights-2008-final:Profiles 8/25/09 5:15 PM Page 2 highlights-2008-final:Profiles 8/25/09 5:15 PM Page 1 FLORIDA- CARIBBEAN CRUISE Table of Contents ASSOCIATION FLORIDA-CARIBBEAN CRUISE ASSOCIATION . 5 Terry L. Thornton, V.P., Marketing Planning (FCCA Marketing Committee Chairman) . 25 Michele M. Paige, President . 9 Capt. Domenico Tringale, V.P., Port Operations . 25 Omari Breakenridge, Manager, Communications & Design . .10 Terri Cannici, Director, Special Events . .10 CELEBRITY CRUISES . 27 Adam Ceserano, Vice President . .10 Jessica Lalama, Executive Assistant . .11 Dan Hanrahan, President & CEO . 28 Victoria Lalta, Director, Membership Programs & Public Relations . .11 Laura Mori, Research Analyst . .11 COSTA CRUISE LINES . 31 FCCA Member Cruise Lines . 13 Hans Hesselberg, V.P., Hotel Operations . 32 CARNIVAL CORPORATION . 15 Linda Parrotta, V.P., Marketing . .32 Maurice M. Zarmati, President & CEO . .33 Micky Arison, Chairman & CEO (FCCA Chairman) . .16 Richard Ames, Sr. V.P., Corporate Shared Services . .17 CUNARD LINE . 34 David A. Candib, Manager, Business Development, Strategic Planning . .17 Julia Stoica, Shore Excursion Executive . .35 Armando A. Corpas, Director, Project Management, Strategic Planning & Port Development . .18 DISNEY CRUISE LINE . 37 Graham Davis, Director, Port Operations & Destination Development .18 Thomas M. Dow, V.P., Public Affairs . 18 Ozer Balli, V.P., Hotel Operations . .38 Howard Frank, Vice Chairman & COO . .19 Russell Daya, Director, Marine, Port Security Operations Giora Israel, V.P., Strategic Planning . .19 and Maritime Affairs . .38 Alberto Uch Mezo, General Manager, Puerta Maya . .19 Frank De Heer, V.P., New Ship Development . .38 David Mizer, V.P., Strategic Sourcing .
    [Show full text]