Board Fellows: making an impact and growing managerial skills

Johnnie MobleyJohnnie Mobley discovered the UW Business and Economic Development Center Board Fellows Program during his second year as an evening MBA student. Mobley was looking for an opportunity to make an impact in his community, learn about the process of becoming a board member and develop his leadership potential. In 2010, the Rainier Chamber of Commerce selected him as their board fellow.

During his fellowship Mobley was able to acquire executive management experience by having a direct and hands-on impact on how programs operate and help mold a community. He adds, “If there was ever a time for creativity, it is when you are serving a non-profit organization. If you want to be creative and innovative, serving in a non-profit organization is the place for you because there are goals that need to be met and there are extremely limited resources. I think that anyone who wants to be in management and is looking to further their career should serve on a non-profit board because it is a place where you can see if you have what it takes to be in management.”

The UW BEDC Board Fellows Program has been an integral component of the UW Foster MBA experience for the last 12 years and since 2009 of the UW Evans Masters in Public Administration program. As a board fellow, graduate students are provided the opportunity to serve for one year as non-voting members of local non-profits’ board of directors.

Mobley graduated from the Foster MBA Program in 2012 and currently works for Boeing. Upon graduation from the Board Fellows Program he was officially invited to join the board of the Rainier Valley Chamber and is now serving as treasurer. The Board Fellows Program is supported by Wells Fargo Bank and UPS. Learn how to nominate a nonprofit to become part of the Board Fellows Program.

Building economic bridges in South Park

Since the South Park Bridge closed for renovation in 2010, Raymundo Olivas has felt shut off from the surrounding city, as if on an island. But he’s not on an island. Olivas does business in the South Park neighborhood of Seattle, a sliver of commercial and residential land wedged between the Duwamish River, I-509 and a green bluff rising to Highland Park.

The South Park bridge provided the primary access to the neighborhood’s commercial district. Since its closure, businesses have suffered.

Something had to be done. Olivas, a member of the South Park Retail Merchants Association (SPRMA), decided that the association needed to do more outreach to community businesses and customers. He contacted the UW Business and Economic Development Center and requested a team of student consultants to come up with a plan to bring customers and businesses to South Park.

Student Consulting ProgramThe BEDC Student Consulting Program helps small businesses grow while providing hands on consulting experience to students. All under the guidance of expert advisors like Parker Montgomery, a 2005 graduate of the Foster School and current candidate in the UW Masters in Public Administration program. While an undergrad, Parker was a student consultant with BEDC. He has mentored student teams for the past four years.

“I’ve learned a ton from the program about small businesses in the community,” he says.

Beginning in January 2012, Parker offered this experience to the student consulting group tasked with reviving small businesses in South Park.

The students developed a neighborhood plan to attract new businesses to South Park. They identified the area’s needs, zoning issues, and market power to encourage potential business investors to consider it a viable location for their businesses.

Among the neighborhood’s unmet needs was for a grocery store. Through their research, the BEDC students met the founders of Stockbox Neighborhood Grocery, second-place winners at the 2011 UW Business Plan Competition, who were considering opening their first permanent location in South Park.

In August Stockbox opened its store in South Park. Business has been good and the community has appreciated having access to fresh, healthy food in their neighborhood.

While businesses and customers are starting to come to South Park, the neighborhood is looking forward to the bridge reopening in early 2014. Until then, Olivas and the Retail Merchants Association will continue to encourage economic development in South Park.

Parker says an ideal career for him, after finishing his MPA, would be working in economic development in the community. It’s a virtuous cycle.

Symposium explores healthcare crisis from every angle

Does the American healthcare industry require reform or revolution?

According to Brereton “Gubby” Barlow, CEO of Premera Blue Cross, it’s going to take a radical economic disruption to stem the runaway costs of an industry that threatens to swamp the US economy.

Barlow was the keynote speaker of the inaugural Symposium on Creating a Sustainable Healthcare System, co-hosted by Premera, one of the region’s largest healthcare insurers, and the University of Washington Foster School of Business Executive MBA Program.

The event, held October 26 at Seattle’s Bell Harbor International Conference Center, approached the overarching theme of “Economic Disruption in Healthcare” from every possible angle.

And there are many angles.

Paint it black

Barlow painted the big picture, specifically the ominous rise in health care costs as a component of the United States economy. The Congressional Budget Office reports that health care accounts for 18 percent of the nation’s GDP currently, and projects that it will account for a third of the economy by 2035 and continue climbing at a hastening clip.

“If left unchecked,” Barlow said, “health care and interest are going to bankrupt the economy.”

His solution is simple in concept if difficult in practice: clarify costs and coverage, and give consumers the power and responsibility to make their own choices.

This concept has been introduced in new high-deductible health plans that offer low premiums and tax-free healthcare savings accounts, but also impose greater out-of-pocket expenses. Barlow cited a Milliman study finding 50 percent less health spending on consumers in these new plans over traditional plans.

“We need to shelter patients from financial devastation,” he said. “But we also have to get consumers to have real skin in the game. It’s worked well in every other walk of economic life, from food to cars to computers.

Barlow emphasized that the shift of decision power in healthcare from the supply side—physicians, hospitals, government, insurers—to the demand side—consumers—is both necessary and inevitable.

“In health care finance and delivery, we’re still in the mainframe era: complex, sophisticated, extremely expensive,” said Barlow, a member of the Foster School’s Advisory Board. “Yet I’m optimistic that this is going to change for one simple reason: with health care, as with computers, when consumers get directly involved, costs will come down.”

Other perspectives

After Barlow’s keynote, the symposium program embarked on a more granular examination of the forces currently at work in the healthcare system—from Medicare to network integration to innovations in healthcare delivery—culminating in a panel focused on how to reconcile the issues.

Topics and speakers included:

“Challenges in Hospital Financing”
Edward Kim, Vice President of Goldman Sachs, Healthcare and Higher Education Group

“Economic Challenges in Biopharmaceutical R&D”
Roger M. Perlmutter, MD, Former Executive Vice President of R&D, Amgen

“Purchasing Innovation in Healthcare”
James C. Robinson, PhD, Director of the Berkeley Center for Health Technology

“Economic Impact on Provider Groups”
Lloyd David (EMBA), Executive Director/CEO, The Polyclinic

“Economic Forces in Network Integration”
Rodney F. Hochman, MD, Group President, Providence Health & Services

“New Breed Health System: Adapting Strategy to the Evolving Market Environment”
Megan Clark, Senior Consultant, Health Care Advisory Board

“Impact and Challenges of Medicare”
James C. Capretta, Fellow, Ethics and Public Policy Center

A panel attempting to reconcile these diverse issues consisted of Brian Ancell, executive vice president of Healthcare Services & Strategic Development at Premera; Don Brunell, President of the Association of Washington Business; Dan Fulton, President & CEO of Weyerhaeuser; Rod Hochman, Group President of Providence Health & Services; and Johnese Spisso, Chief Health System Officer at UW Medicine.

Founding a symposium

The symposium was devised and driven by current Foster EMBA student Dr. John Henson, a neurologist and Associate Chief Medical Director at the Swedish Neuroscience Institute. Sparked by the numerous healthcare industry questions of his EMBA classmates, Henson saw an opportunity to organize a panel rich in knowledge and experience and found a willing partner in Premera, which helped draw more than 350 participants to the symposium.

Additional sponsors were Point B Consulting, the Association of Washington Business, the Seattle Metropolitan Chamber of Commerce, Seattle City Club, the Washington Policy Center, and Providence Health & Services.

SunModo’s M.O.

The UW Minority Business of the Year Awards, launched in 1999, recognize outstanding achievement by minorities in building and sustaining businesses in Washington State. This year’s winner of the Southwest Washington Award is SunModo, a solar panel mounting company. The company was founded in 2009 by Tony Liu with the mission to provide the best value racking and mounting solutions for solar power systems.

SunModo Condo Project Liu, also the company’s president, brings over 20 years of product development and manufacturing experience to SunModo. Prior to founding SunModo, he served as the senior mechanical/thermal engineer at Intel and also worked for Danaher and Credence to develop electronic power supply systems for fighter jets.

SunModo has established itself as the provider of affordable, high-quality solar mounting products. The company excels at installing rooftop and ground mounted systems. One of their most successful product lines is their patented EZ roof mount systems, which accounted for over 50% of their sales in 2011.

SunModo has produced a number of improved solutions and new products for the market by leveraging their mechanical and structural engineering capabilities and working with major installation companies. Its competitive advantages include easier installation due to fewer parts and detailed guidelines, lower installation and maintenance costs, and the ability to quickly respond to the market’s and customers’ needs.

According to the Minority Business of the Year Awards selection committee, “SunModo understands the business they are in and has developed innovative products that differentiate them in the market.” They are located in Vancouver, WA and sell their products across the U.S. and are exploring expansion to Canada. They employ nine people and expect to earn $5 million in revenue in 2012.

UW Minority Business of the Year Awards is on December 6 from 5:30-8:30 p.m. at the Sheraton Hotel in Seattle. It is hosted by the Foster School’s Business and Economic Development Center. The awards program will highlight the impact of minority businesses on the state’s economy and support the growth of the next generation of minority entrepreneurs. Learn more about purchasing a ticket or sponsoring a table.

Social media judo

Guest post by Ryan Loren, Foster MBA 2013 and president of the Global Business Association
He attended the “Social Media: For Your Business?” roundtable, which was hosted by the Japan-America Society and Foster Global Business Center.   

Social Media: For Your Business?As any MBA student will tell you, networking is a must, but finding the time is tough. Meeting the right people, connecting with the right organizations—all are factors in where to spend your “extra” time.

For me, “Social Media: For Your Business?” was a no brainer; I had to go. Having spent nearly seven years living and working in Japan, as well as interning over the summer at one of the world’s largest PR and ad agencies (that also has a big social media team), I knew this would be a good opportunity to network and meet industry leaders who work internationally, have a connection to Japan, and are involved in social media.

Companies represented in the panel discussion were Starbucks, Microsoft, Ivy Worldwide, PSPINC, Nikkei Concerns, and Niconico. Each company representative gave a 10–15 minute presentation on their social media strategy and the impact social media has had on their organizations.

I learned effective social media strategy is about leverage, or as Nick White, partner and general manger of Ivy Worldwide, a word-of-mouth social media marketing consultancy firm, called it, “social media judo.” He said if your firm is going to have an effective strategy, you need to:

  • Listen.
  • Contribute on other sites.
  • Publish your own content and make sure to link back, cite, and propagate.
  • Don’t sell, rather soft sell your product or service.
  • Listen even more.

Seems simple, but in the ever changing social media world, it is anything but simple. The buying process has changed, the customers are changing, and the frameworks that we have grown to love/hate in our MBA studies are changing. Thankfully, events like these allow real-time perspective from industry leaders in organizations many of us will end up working for one day. The opportunity to meet, mingle, exchange business cards, and practice your elevator pitch with the panel and other attendees is a great way to go that extra mile and make genuine connections. You never know how or when you might come across the same people when searching for an internship, or in my case, a job.

Apricots, creativity and food trucks

Guest post by Sohroosh Hashemi, Foster BA 2011
He attended the panel discussion Food on Wheels – A Foodie Blogger Dishes with Food Truck Owners, which was part of Entrepreneur Week 2012. Panel moderator was Jennifer Lewis, blogger and author of Food on Wheels.

A local organic farmer’s fresh apricot harvest was inspiration for Molly Neitzel, founder of Molly Moon’s Homemade Ice Cream. Neitzel placed a large order of apricots and began planning for the debut of her new roasted apricot ice cream.

Monte CristoThat was that start of the story, as Neitzel told the students and alumni in attendance at the Food on Wheels panel discussion. She went on to explain that her great idea—roasted apricot ice cream—was not what her customers wanted in October, when the new flavor would be on sale. Neitzel ended up with 100 pounds too many of apricots, which she turned into homemade jam. She used this experience to highlight a challenge she often faces, “a lot of times the creativity that we desire, or that you might desire as an entrepreneur, is the opposite of what your customer wants.” Neitzel’s apricot surplus also demonstrates the seasonality of her business. Molly Moon’s uses local ingredients, so any fruit or vegetable it sources is only seasonally available.

All of the other entrepreneurs on the panel—Josh Henderson of Skillet, Danielle Custer of Monte Cristo, and Marshall Jett of Veraci Pizza—also agreed that the seasons have a huge impact on their businesses. Both consumer preferences and the availability of local ingredients vary from season to season. Each of these entrepreneurs owns a company that relies either exclusively or in-part on food truck sales, and all of them find a large chunk of their revenues through catering seasonal events like weddings.

After the discussion, the audience question and answer session produced some takeaways. Danielle Custer, founder of the newly launched grilled cheese truck Monte Cristo, gave this advice: “Simplify. Specialize. Do that one thing very well.”

Entrepreneur Week is put on by the Center for Innovation and Entrepreneurship.

Watch highlights from the panel discussion.

Want to see more? Watch the full video.

About the UW Environmental Innovation Challenge

Student innovators have the potential to solve some of our world’s most pressing environmental crises. But in order to bring about change, these students need to bring their innovations out of the lab and into the marketplace.

Since 2009, the UW Environmental Innovation Challenge (EIC) has challenged interdisciplinary student teams to define an environmental problem, develop a solution, produce a prototype, and create a business summary that demonstrates market potential. The quarter-long process culminates in a large, DemoDay-like event where a select group of teams pitch to a group of 150+ judges—investors, entrepreneurs, policy-makers, and experts from across sectors. The top teams are awarded up to $10,000 in prize money, and everyone comes away with valuable feedback and experience to help them realize the market potential of their innovations.

Hammering man: John White

Inventor of mammoth machines, reinvents himself in the Foster EMBA Program

You could call John White (EMBA 2012) many things. Inventor. Entrepreneur. Scholar. Philanthropist. Restorer of rare antiquities. Teller of rousing tales.

How about Renaissance man?

Get the flash player here: http://www.adobe.com/flashplayer

Let’s not get carried away. We’re talking about a uniquely American icon-in-the-rough, more rock-and-roll than lute and lyre. A tall-walking bear of a man who ran off to join the carnival when he was 14, enlisted in the Marines at 17, and made his bones in the heaviest of industries.

White is the founder of American Piledriving Equipment, the world’s foremost manufacturer of vibratory hammers that drive the foundations for the massive structures of modern civilization—skyscrapers, statues, stadiums, oil rigs, wind turbines, bridges. Especially bridges.

He’s been enthralled by these abiding symbols of human ingenuity ever since he was a kid in West Seattle, when an old neighbor would regale him with tales from his days flying bombing runs in World War II. “He said he could never take out the old Roman bridges in Italy and France,” White recalls. “They were just too solidly built.”

Ground up

White’s role in the advancement of transport construction began humbly enough. After his stint in the military and a spell at community college, he was hired as a mechanic by Pacific American Commercial Company, fixing pile drivers from around the world that were surplussed after the construction of the Alaska Pipeline.

Eventually, he became a walking encyclopedia on the subject. “I didn’t realize it at the time,” he says, “but I was, perhaps, the only person on the planet who had been exposed to all of these hammers.”

North Carolina-based International Construction Equipment sought his expertise to coax its shoddy pile drivers to work on the West Seattle Bridge project in the early 1980s, then hired him to manage its west coast operations. But White eventually wearied of trekking from southern California to northern Alaska to install and service hammers that were always breaking down. “When you’re up in Prudhoe Bay, you don’t care how much you saved if the machine doesn’t work,” he says. “So I set out to make the world’s best pile driver.”

Build a better hammer…

After White left ICE, he founded APE in his White Center garage. His first creation was a small hammer that used vibration rather than concussion and heavy tungsten rather than steel to drive piles in tight spaces, a design perfectly suited for Boeing’s seismic retrofit of its facilities in the late 1980s.

White received his first patent in 1992. And the next day he was introduced to Pat Hughes (BA 1957), owner of several rock and gravel companies in the Northwest. They became partners in APE—White president and Hughes CEO.

“We were a great team,” White says. “Pat was an incredible mentor; working with him was like being enrolled in the Pat Hughes School of Business—an extraordinary learning experience in the real world. He said to keep on inventing. And 40 patents later, we were the world’s largest manufacturer of vibratory pile drivers. We revolutionized the industry.”

White designed progressively bigger and more efficient diesel impact hammers, best on land, and vibratory hammers, more effective and environmentally gentle in water. Locally, APE had a hand in constructing Safeco and Century Link Fields, the new waterfront Great Wheel, and is working on the new 520 Bridge. It helped build bridges in Iraq and Afghanistan, and repaired the Haitian port after the 2010 earthquake. APE now dominates the vibratory hammer market in North American and parts of Asia, and is a growing presence in Europe and South America.

For China, a nation setting new standards for mega construction, White designed the largest pile driver in history. Today his OctaKong, a 500,000-pound vibro hammer, is driving 72-foot diameter steel piles deep into the South China Sea to support the 31-mile Hong Kong-Zhuhai-Macau Bridge.

Reinventing the inventor

Despite being president of APE, White was always more comfortable in his role of inventor. In 2010 he decided it was time to learn the management and financial side of business. So he enrolled in the Foster School’s Executive MBA Program.

Three decades removed from his last classroom experience, White found he was a pretty good student. He soaked up faculty wisdom, polished his interpersonal skills, and grew into the heart-and-soul of a tight-knit class (after studying Ernest Shackleton in a leadership course, White bought his colleagues each a replica bottle of the legendary Antarctic explorer’s recently recovered stash of whiskey).

He also learned that he was ready—and able—to navigate his own future. “It didn’t matter if I was CEO of an antique store,” White says. “After 20 years as second in command, I wanted to run my own ship.”

He sold his stake in APE toward the close of the program, “the hardest decision of my life,” he admits. “But I was born in the EMBA Program. The Foster School has given me the tools and the confidence to do something new.”

Somethings new

White has wasted no time.

Since graduating in June, he has been testing the waters on an innovation that he worked on in the EMBA’s capstone project. This elegant twist on geothermal energy uses a long, hollow screw of heat-conducting steel to deliver the ambient temperature of ground water to an above-ground heat pump—enabling vastly more efficient heating and cooling, and a tidy installation.

John White Motorcycle White also launched Crazy Horse Motorcycles, manufacturing distinctive “V-Plus 100” curvilinear engines—you may have seen them powering the rides of the Discovery Channel’s “American Chopper,” in a stroke of guerilla marketing—and genuinely all-American-made retro bikes sized to fit the big-and-tall market (of which, at 6-foot-4, White is a member).

And he’s bought a house. Well, not just a house. A kind of lost museum, really. White found the historic waterfront residence of Hollister Sprague, Boeing’s first attorney, shrouded in vegetation atop a bluff in Seahurst. Inside was a veritable trove of period furniture, books and music, and a Prohibition-era hidden hooch-running tunnel. In a grand ballroom inspired by the chancel of a Scottish church, he found three grand pianos (a pair of Steinways and a Bosendorfer) and a legendary 1931 pipe organ—the console operated percussion, harp, flute, glockenspiel, voix celeste, and a veritable orchestra of other instruments.

White is sparing no expense to restore this unique, historic residence to its original splendor. “It’s going to be incredible,” he muses.

The measure of an MBA

Since departing APE, White has made one other significant investment.

Midway into a life spent building things to last, it occurred to him that he could help build the school that had unlocked his future to endless possibilities. Just before graduation, he donated $500,000 to Foster—the largest student gift in the school’s 95-year history.

When Neal Dempsey (BA 1965) spoke at this year’s EMBA commencement, the Silicon Valley venture capitalist offered three kernels of advice that struck White—transformed by his days at Foster—as both inspiration and summation. Do something that scares you. Welcome change. Give back.

“Now I’ve done them all,” White says. “But it was his last point that resonated most.”

Carnie days

John White’s father worked as an electrician for Boeing when the company lost funding for the Supersonic Transport (SST) program. “When I was 14,” White recall, “my dad lost his job.”

The power got shut off. Eventually his parents lost their home. “It was depressing,” he says. “So I decided to go get a job.”

The uncle of a friend happened to run an arcade in a traveling carnival. It turned out that White was more mechanical than his friend’s uncle, so the carnival management kept him on.

His job was to set up and service the arcade games, mostly pinball machines. In the evenings, he’d help the carnies set up and run the midway. For three itinerant years, the job led him on a grand adventure across Oregon, Washington, British Columbia and Alberta.

All the while, he says, he sent back whatever he could of his $90 a week salary to help his parents. “The reason for my leaving was sad,” he says, “but the job was a lot of fun.”

Building bridges

His interest piqued by the stories of his childhood neighbor, John White has become an enthusiastic student of classic construction technique.

“I was inspired to go and see these bridges myself,” he says. “So eventually I had the chance to travel to Italy and France and see these structures that my neighbor could never take out. When you see them in person, they are absolutely amazing.”

At the Pont du Gard, an ancient Roman aqueduct in southern France, White jumped the barrier to get a closer look. “It’s built with boulders bigger than Volkswagens,” White says, “all sitting on foundations of wood piles driven into the Gardon River. When they studied those piles, they were as perfect as the day they were driven. That’s why the bridge probably hasn’t dropped an inch since it was built.”

At another ancient site, the Circus Varianus in Rome, he served on a team that studied the foundations of this ancient race track built in 81 A.D. and still standing tall as the surrounding ground has sunk over the centuries.

“It’s sitting on 30,000 wood pilings,” White reports. “Each one of those was labeled with a serial number and species. They knew the center was soft, so they cut the tip off center, then burnt the tip to make it extra hard. They also cut the piles in octagonal shape to increase the surface area and create friction against underwater soil—just like you’ll see under the piers on the Seattle waterfront. And platoons of men drove them into place with giant manual drop hammers of stone or steel.

“We learned a lot from the Romans.”

Hammers of the gods

In 2004, John White was summoned to China to meet with the country’s 78-year-old master pile driver, a Mr. Wong, about an ambitious new project.

The meeting began with Mr. Wong asking Mr. White, “What’s the largest pile you’ve ever driven?”

“Now, I was feeling a little cocky,” White says today. “I told him that APE had just driven a 10-foot diameter pile in Houston—which I knew, at the time, was the biggest pile ever, at least in the western world.

“Mr. Wong looks at me and says, ‘So that’s the biggest?’

“I say, ‘Yes, sir.’

“Then he pulls out a picture and slides it to me. It’s him in 1952, three years before I was born, with four electric Russian vibro hammers hooked together, driving a 15-foot diameter concrete pile. I nearly fell out of my chair.”

When he recovered, White noted that the process must have been pretty slow. “He says, ‘Mr. White, that’s why you’re here. Because I want to drive a 40-foot diameter concrete pile.’ I thought he was crazy.”

A few years later, the request came for a hammer to drive a 40-foot pile. White connected four of APE’s “Super Kong” hammers to get the job done.

That was 2006. Then a new project arose, of almost unimaginable scale. “They asked how big a pile can we drive?” White recalls. “I said, ‘As big as you want.’ ”

This time, China wanted to hammer piles measuring 72 feet across.

White’s response was the OctaKong, his grandest invention and the largest piledriver in history. Today the 500,000-pound vibro hammer is driving steel piles the size of missile silos into the South China Sea to support the 31-mile Hong Kong-Zhuhai-Macau Bridge.

“And that’s not even the biggest project in the works,” White says. “Now my son David is working on a hammer to drive 105-foot diameter piles.”

Crazy… like a fox

Crazy Horse Motorcycles is a little company. If it didn’t inhabit the tough-guy world of polished chrome and roaring engines, you might even call it a boutique company. Just John White, a few machinists and an assembler, manufacturing engines modeled after the classic Indian Motorcycles and a limited line of original bikes built for tall riders.

But how to go from boutique to blockbuster? White is deploying a number of innovative marketing tactics learned in the Foster School’s Executive MBA Program.

“In the EMBA we talked about how to market a product when you’ve got no money to market, looking at cases such as DaVinci vintage clothing that built its brand by providing bowling shirts for actors Charlie Sheen and James Gandolfini.”

So he began providing Crazy Horse engines to Paul Teutul Jr. (of Paul Jr. Designs) whose award-winning custom motorcycles are featured on the Discovery Channel’s “American Chopper.”

“Every time he builds a custom bike, it has our engine in it,” White says. “We’re now very well known around the world.”

Discovering Shangri-La

As with most archaeological finds, John White discovered his grand “fixer” thanks to a heavy dose of serendipity.

White had signed up for last spring’s Executive MBA study tour of South America. As a side trip, he planned to join in the trek to Machu Picchu, the legendary lost Incan city perched high in the Andes of Peru.

John White In BallroomTo train for this grueling ascent, he often hiked the steps of Eagles Landing Park, a sliver of greenspace leading from high bluff to seashore in Seahurst, on the edge of Burien. While catching his breath on the beach one day, he looked up and caught a glimpse of a sprawling house that was covered in vegetation.

“You couldn’t even see it from Google Earth,” he says.

Beneath its botanical shroud lay the surprisingly well-preserved 7,400-square-foot residence called Forestledge, the long-vacant Sprague mansion.

And it was for sale.

Owing to its outward condition, White purchased his dream home at a remarkable discount.

Now, just as Machu Picchu was gradually reclaimed from the encroaching forest after its discovery in 1911, White has set out to restore his own lost palace—and the treasures within—to its original grandeur.

The job also serves as a diversion from his early retirement from the piledriving business. “I’m using it as my therapy,” he says.

John White APE Logo
What about that angry gorilla?

APE had been represented by a conservative corporate logo for years. But what about the other emblem, that ferocious face of the angry gorilla?

“One day we hired this kid to help us in the shop,” recounts John White. “During a break, he drew a gorilla on a napkin. Two days later he was gone and we never saw him again. I thought it would be fun to put the gorilla on a hat. And everybody wanted one. I couldn’t believe it. Now we have an entire APE clothing line featuring the gorilla logo, and we painted the logo 40-feet tall on the side of our headquarters in Kent, WA.

“It all started with some part-time kid doodling on a napkin.”

Reinventing the Fremont Dock

Erik PetersenWhat do a sports bar and fishing boat have in common? If you’re Erik Petersen, quite a bit.

Petersen, an alumnus of the Executive Development Program at the University of Washington Foster School of Business, manages fishing boats for Iquique U.S. by day and is owner of the Fremont Dock by night and weekend. As a fourth-generation member of the commercial fishing industry, it’s in his blood. He grew up on fishing boats and worked on one in Alaska with his father during the summer between high school and college. His ownership of a sports bar is more recent.

In 2011 he became a silent managing partner in the Fremont Dock, and when it became for sale, he bought it. The Fremont Dock reopened in September, and business has been good ever since.

Petersen has been able to apply what he learned in the EDP, not only to his work at Iquique, but also to the Dock. The program emphasized maximizing return on investment capital (ROIC) and he’s applied that concept to both of his jobs by running lean businesses. He is relentlessly focused on maximizing profits and reducing waste and costs by tightly managing inventory and purchasing.

Petersen’s motivation for enrolling in the EDP was to gain more skills and advance his career with a minimal impact on his time. He credits the EDP with “changing his frame of mind.” At the beginning of the program he said he went from learning how to think strategically to thinking strategically in his day-to-day work activities. An example of this is leveraging the network that exists in the program. It didn’t take Petersen long to find connections between his classmates and his businesses.

The Fremont Dock is family owned and operated. Petersen’s wife, Sara, manages it and his brother and parents also work there. His 5-7 year plan is to establish and expand the brand to other waterfront towns and neighborhoods–à la Ballard Dock, Edmonds Dock, etc.

“I’m passionate about never stagnating and constantly improving,” Petersen says.

It’s a mantra he applies to both Iquique U.S. and the Fremont Dock.

Networking: a new strategy for an established activity

Guest post by Claire Koerner, Lavin student and Foster undergrad
She attended the Networking Secrets talk that was the kickoff event of Entrepreneur Week 2012. The speaker was Dan Price, CEO of Gravity Payments.

Dan Price“What do you dislike about networking?” That’s the question Dan Price used to open his Top 10 Networking Secrets talk. Attendees weren’t expecting to hear that the networking “expert” hates networking! But Dan is not your average networker. He started his now almost $100 million (gross annual) revenue business, Gravity Payments, at the age of 19 and has grown it to be the largest credit card processing company in Washington. And he has met President Obama three times! Yet even Dan openly admits there are many things about networking that are difficult, including knowing what to say, following up with everyone you meet, and making it beneficial for all parties involved. Therefore, he suggests a different outlook on networking: incorporate the following 10 key values in your everyday life and an effective, mutually-beneficial network will follow.

  1. BE TRANSPARENT – When interacting with people, it is okay to disagree openly with their opinions, but make sure to honestly engage with them in order to build lasting relationships.
  2. PRACTICE EMPATHY – Even in uncomfortable situations like forced networking events, listen to what others need, understand their perspectives, and try to help wherever possible. Truly empathizing with others’ needs will smooth your networking nerves.
  3. RECOGNIZE SHARED INTERESTS – Don’t pretend you are exactly the same as someone else, but be willing to find and make meaningful connections around mutual interests.
  4. BE HUMBLE – Oftentimes you will be networking with people more successful and wiser than you, so be humble and willing to accept help. People are often willing to help if you are a sponge to their knowledge.
  5. GIVE AND ACCEPT FAVORS – Reciprocity is one of the most important benefits of networking, and is important in building trust in relationships. Try to find three favors you can do for someone else every day. Not only will it make you feel better, but it will also improve your network.
  6. SOLVE PROBLEMS TOGETHER – Be open and honest about issues you see in the arenas in which your connections have influence, and work through solutions to those issues together. This builds relationships much faster than merely shooting the breeze.
  7. HAVE FUN – When you go out and enjoy life, chances are others will come along to share in the fun and this will only increase your network AND social life at the same time.
  8. BELIEVE IN SERENDIPITY – Networking isn’t always about setting out to meet the right people. Sometimes, the best contacts fall into your lap and you just have to be open to the craziest and best opportunities coming your way.
  9. DON’T BE A DOUCHEBAG – This one seems obvious, but integrity is extremely important in maintaining your reputation and the trust of those in your network.
  10. TREAT EVERYONE EQUALLY – You don’t have to seek out the people that will be most beneficial for your success. When you are friendly and incorporate the values above, the best contacts will come your way and stay to help out for the long haul.

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