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IDM 7010 (T17) (3.0 CH) ENTREPRENEURSHIP & INNOVATION EXPERIENTIAL

TECHNOLOGY COMMERCIALIZATION SUMMER 2016

INSTRUCTOR Name: Albert Behr Phone: (416) 893-0747 Office Location: TBD Fax: (204) 474-7544 Office Hours: TBD Email: Albert.Behr@umanitoba.ca Class Time: Session I – May 27-29 Session II – July 22-24 COURSE DESCRIPTION Welcome to the Asper Entrepreneurship and Innovation Experiential -- Technology Commercialization course! This course focuses on the very specialized and specific issues and requirements for successfully launching technology–based products into the global market. We will examine real-world tested strategies and tactics to assist you in competing successfully in the fast-moving world-stage market. Using tested strategies and tactics, this class will help students take an existing product concept or patent, to live market validation or termination, company formation, strategic go-to-market planning, market introduction, Intellectual Property protection, corporate growth, and ultimate exit. Further, this course has been designed to assist entrepreneurship students form a series of Go-No Go checkpoints/gates that need to be considered as their innovation goes through the commercialization process. This class is an excellent “follow-up” to GMGT 7350 (Business Venture Analysis), moving from analysis of venture to actual potential implementation and commercialization. This Technology Commercialization course is very interactive and is focused on helping entrepreneurs launch real companies from real technologies. These new ventures may be your own, or selected from existing Technologies/Patents “owned” by the University of Manitoba, and commercialized by you for joint ownership! In this class, you and other students will form a company team that works closely together. You will develop a sound Go-to-Market strategy that involves reaching out to leading global firms for licensing / joint-ventures / strategic partnership / distribution and you will determine whether your venture/company should move forward in the “real world”, be modified based upon your active investigations, or terminated. The class will consist of lectures, interviews with technology executives, and an operating plan/modified business plan/termination plan that you will present to the class. If you are an aspiring Technology CEO, CTO, CFO, VP Sales, or VP of Product Management, this very informative and exciting course is for you!

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COURSE OBJECTIVES

The objectives of this course are to develop the business skills that are required to be a successful Technology Entrepreneur on the world stage. Students will learn the requisite skills to do a proper worldwide “market map”, determine their unique and sustainable technology advantage, how to value their innovation, how to protect their innovation, how to approach strategic partners for mutual success, and how to capitalize these activities when you have no money. Students will need to demonstrate these skills through the development of a Worldwide Business/Go-to-Market 12 month Operating. Should you find that upon detailed examination that the proposed product/service should not be brought to market, you will be expected to present a detailed Business Opportunity Assessment on the market, the players, the trends, and why you feel that you should not proceed with full product commercialization and rollout. The following list details some of the specific aspects to be covered.

1. Introduction: What is Technology Commercialization: Introduction to the phases of technology commercialization and the implications/traps in each phase.

2. Base Principles of Technology Commercialization: Introduction and detailed discussion

about the “Technology Adoption Curve”, “the 80% / 20% Rules” and Technology Partnering. Implications for your product in the market will be deeply discussed here.

3. Detailed Review on Each Phase of Technology Commercialization:

a. “Science Experiment” and IP Formation Phase. Top-down vs. Bottom up analysis on

tech formation. Market sizing exercise. IP and Patent protection examination. When

to leave the “Bench “review

b. Market Validation Phase. How to measure market validation. Strategic partners

analysis. Product Verification and Certification discussion.

c. Company Formation Phase. Initial company formation options and funding

alternatives examination.

d. Market Acceleration and Leadership Phase. What is Market Acceleration and

Leadership? How to become the “defacto” standard in a market. How to create

market tension between major players. Intellectual Property acceleration

examination. Funding options discussion.

e. Market Exit Phase. “Canadian History” and timing discussion. Strategic options

review. Valuation consideration.

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AACSB Assurance of Learning Goals and Objectives.

The Asper School of Business is proudly accredited by AACSB. Accreditation requires a process of continuous improvement for

the School and our students. Part of “student improvement” is ensuring that students graduate with the knowledge and skills they

need to succeed in their careers. To do so, the Asper School has set the learning goals and objectives listed below for the MBA

Program. The checked goal(s) and objective(s) will be addressed in this course and done so by means of the items listed next to

the checkmark.

Goals and Objectives in the MBA Program

Goals and

Objectives

Addressed

in this Course

Course Item(s) Relevant to these Goals

and Objectives

1 Strategic Thinking Students will think critically and creatively

about solutions to organizational problems, considering short-term

and long-term goals, resources, risks, and opportunities.

A. Students are able to identify situations where strategic

thinking is necessary. ✔

This is the basis of the course and is taught throughout each session. Basis of Midterm (Individual) Project

and Final Project (Group).

B. Students are able to identify different strategies. ✔ Will be taught in the “Market and Vendor Mapping”

sections of course, and again underlying the entire course

C. Students are able to perform a basic strategic analysis.

✔ This is the basis of the course and is taught throughout

each session. Basis of Midterm (Individual) Project

and Final Project (Group). Taught in Market Mapping and Market Acceleration sections of course

D. Students are able to recommend strategic alternatives and their implementations.

✔ Class Participation marks strongly require students throughout course to participate and recommend

alternative strategies. Must give written (midterm and final projects) and oral presentations (final) to

demonstrate these abilities.

2 Global Perspective Students will adopt a global mindset in

considering organizational decisions. ✔

This course is all about thinking Global, not Local!

Students will be taught and required to get different

perspectives from Global Business leaders directly through their midterms and final projects. The class

will have specific sessions to teach how to approach

Technology World Leaders successfully.

A. Students have an awareness of global diversity, and multicultural awareness.

✔

B. Students have an awareness of different global perspectives. ✔

C. Students have been exposed to global business

environments through course materials ✔ Case studies in every class demonstrate to students

Global Technology Business tactics and success models

3 Ethical Mindset Students will consider ethical and moral issues

when analyzing and recommending solutions to organizational

problems.

A. Students demonstrate an understanding of the responsibility of business in society.

B. Students demonstrate an understanding of ethical decision

making.

C. Students demonstrate moral development in ethical decision making.

D. Students demonstrate an understanding of the

responsibilities of a leader’s role as it relates to ethics.

4 Quantitative and Financial Proficiency Students will

demonstrate the ability to approach organizational issues using

quantitative and financial analysis.

Throughout the course, students will be taught how to

determine markets and assess market readiness. Also

will learn how to perform specific vendor/market “mapping” and quantify various “Go-to-Market”

approaches to ultimately determine a P&L/”resourcing”

plan.

A. Students are able to identify that a problem containing

a quantitative aspect exists.

✔

B. Students are able to apply financial methodologies in

the answering of business questions.

✔ This will need to be demonstrated in the Final Group project, but the underlying principles of Financial

Modeling is embedded throughout the entire course

from identifying the areas of opportunity, to evaluating the Go-to-Market plans, to determining the resources

required to meet the objectives, to final assessments of

a Go- or NoGo- on the opportunity itself.

C. Students are able to demonstrate a basic financial

proficiency in understanding the role and flow of

money in an organization.

✔

D. Students are able to interpret the results of a financial

analysis. ✔

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COURSE MATERIALS

No textbooks are required for this course although the following books are strongly suggested reading materials.

1) Geoffrey A. Moore, Crossing The Chasm, 3rd Edition: Marketing and Selling Disruptive

Products to Mainstream Customers. HarperCollins Publishers, 2014

2) Peter Thiel, Zero to One: Notes on Startups, or How to Build the Future. Crown Business,

2014

3) Eric Ries, The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to

Create Radically Successful Businesses. Crown Business, 2011

4) Bill Aulet, Disciplined Entrepreneurship: 24 Steps to a Successful Startup. John Wiley &

Sons, 2013

As an Experiential Learning course, students are expected to take their innovative ideas and apply to this their own real-life and career experiences, and that of their team and classmates, to create viable solutions. COURSE ASSESSMENT

Participation:

- Instructor Evaluation ................................................................................ 20%

Individual Work:

- Individual New Product Idea Presentation and/or

Pitching yourself for being a team member ............................................. 5%

- Individual New Product Idea Presentation and/or

Pitching yourself for being a team member ............................................ 5%

- Individual - Interview with Worldwide Technology Partner ................ 15%

Group Projects:

- Group – Intellectual Property (IP) Analysis .......................................... 10%

- Group – Written Go-to-Market/12 Month Operating Plan OR

Business Opportunity Assessment (should you choose to not

Proceed with your Technology Business .............................................. 35%

- Group Presentation ............................................................................... 15%

Total .................................................................................................................... 100%

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Final grades will be assigned as follows;

Cumulative Marks Grade GPA Performance

90-100 A+ 4.5 Excellent

80-89 A 4.0 Very Good

75-79 B+ 3.5 Good

70-74 B 3.0 Satisfactory

65-69 C+ 2.5 Marginal

60-64 C 2.0 Unsatisfactory

50-59 D 1.0 Unsatisfactory

Below 50 F 0.0 Unsatisfactory

NOTE: Class attendance is required. Missing more than 20% of this course due to absences may result in a failing grade. It is your responsibility to inform your professor in advance of your absence and the reason for it (medical documentation or employer note if away for a work commitment) is required. The professor decides how to deal with the impact of missed classes on your final grade. COURSE SCHEDULE

Session 1: Friday Morning: May 27th, 2016 Overview of Course and Expectations. Introduction and Base Principles of Technology Commercialization Session 2: Friday Afternoon: May 27th, 2016 Phases of Commercialization --“Science Experiment” and IP Formation Phase: Technology Creation Lecture & Discussion

Due Today: Distribution of potential technologies/patents from the University of Manitoba Technology Transfer office, or determination of your own Intellectual Property for classroom work.

Session 3: Saturday Morning: May 28th, 2016

Due Today: Individual Presentations. 5 minutes per student. Either you present your idea commercialization idea, or you present yourself as an outstanding member of a potential team and your value-add to that team. Teams should be formed by the end of this morning. If you do not have an idea or team by end of morning, one will be assigned to you by the end of this morning’s session.

Session 4: Saturday Afternoon: May 28th, 2016 Phases of Commercialization --“Science Experiment” and IP Formation Phase: Technology Protection and when/how you can “show things safely” externally Lecture & Discussion Session 5: Sunday Morning: May 29th, 2016 Phases of Commercialization --“Science Experiment” and IP Formation Phase: Market Sizing / Domain Knowledge Acquisition / Vendors Lecture & Discussion

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Session 6: Sunday Afternoon: May 29th, 2016 Phases of Commercialization -- Market Validation: Market Validation Lecture & Discussion

Group Assignment Due Today: Single page outlining chosen technology, venture, team, and roles/responsibilities.

Mid-Term Assignments Due: June 27th, 2016:

1) “Interview with a Strategic Go-to-Market Partner” Assignment – Individual (15 marks)

due. 5 page outline detailing what you have learned from your interviews with the targeted “Gorilla” Execs, and what you feel are the next steps for your technology and firm. Font and spacing for submissions are 12 point Arial font, double-spaced, single-sided for all submissions.

2) “Intellectual Property (IP) Analysis” Assignment – Group (10 marks) due. 10 page analysis detailing what you have learned after conducting an Intellectual Property (IP) and patent review about your technology relative to the your identified “gorillas” and how you feel you should adjust your technology/patents to better align the product for the market/partner. Font and spacing for submissions are 12 point Arial font, double-spaced, single-sided.

Session 7: Friday Morning: July 22nd, 2016 Phases of Commercialization -- Company Formation Phase Lecture & Discussion Session 8: Friday Afternoon: July 22nd, 2016 Phases of Commercialization -- Market Acceleration and Leadership Phase (Part I) Lecture & Discussion Session 9: Saturday Morning: July 23rd, 2016 Phases of Commercialization -- Market Acceleration and Leadership Phase (Part II) Lecture & Discussion Session 10: Saturday Afternoon: July 23rd, 2016

Phases of Commercialization: Market Exit Phase Lecture & Discussion Session 11: Sunday Morning: July 24th, 2016: Final Assignment I Due (15 marks)

Group Assignment/Presentation -- 12 Month Go-To-Market/12 Month Operating Plan OR Business Opportunity Assessment Presentation. Time to sell us!

Final Assignment II Due (35 marks): August 8th, 2016:

Group Assignment due - Delivery of 12 Month Go-To-Market/12 Month Operating Plan OR Business Opportunity Assessment Document

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ASSIGNMENTS

A. Participation – Individual (20 marks) Students must actively participate in all classroom discussions. The Instructor will determine 20 marks towards your final grade. Grading: Participation grades will be awarded on class contribution – Awarded based on quality of contribution. Provided on a sliding scale relative to contributions by peers B. Individual New Product Idea Presentation and/or Pitching yourself for being a Team Member Presentation – Individual (5 marks) Exercise: Each student is to present their new product/technology idea, or to present themselves as an ideal Team Member because of their skills/talents. Each presentation is to be no more than 5 minutes in length and should cover the primary aspects of your product idea, or why your unique skills would be an asset to a newly formed team. Feel free to be creative in your presentation, and props are encouraged! Your objective is to “sell” your product concept or yourself to the audience by providing important information on (product) the product idea, potential uniqueness, technology used, the market and incumbent players and potential opportunity or (individual) your background, unique skills and experiences, and what would be the ideal role for you in a newly formed company. Presentation will be on Saturday Morning, May 28th, 2016 Grading: 100% instructor discretion. Like all ventures, each investor/company has their own viewpoint and risk/reward criteria. Your objective is to present to the class as if they were (product) a potential licensing/Strategic Go-To-Market Partner interested in bringing your technology to market through their channels of distribution or (individual) a hiring manager in a HR Department and/or CEO looking to hire key Executives in critical roles for a fast-growing technology firm. C: “Interview with a Strategic Go-to-Market Partner” Assignment – Individual (15 marks) Exercise: You must identify, secure a discussion with and write a brief report detailing the motivations of, and lessons learned by talking directly to a potential Strategic Partner. The Strategic Partner must be: - Relevant to the technology/idea you are approaching him/her for based upon your own Intellectual Property - The business should be considered one of the top 10 companies in that sector.

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Report Requirements and Grading:

1) Explain the project/concept and your interview process (1 mark) 2) Provide your list of questions in an appendix (2 marks) 3) Explain (12 marks):

a. the Strategic Partner’s motivation to talk to you b. what makes them unique and a good potential strategic partner for your technology c. what they think of your technology and how it may fit within their firm d. what would be the next steps in working with them e. any other things you feel are pertinent

4) Note that marks are based on quality of the explanation and analysis, not on simply answering the above questions.

5) You will also be partially graded on the quality of your report relative to that of your peers. Further Guidelines:

- Content: As in business, your report should be a quality report with pertinent (but not redundant) detail for an executive to review.

- Reports should have a cover page, main body of approximately 5 pages, and appendices.

- Font and spacing for all submissions are 12 point Arial font, double-spaced, single-sided.

Deadline: June 27th, 2016 – Submit your completed report by end of day (midnight). D. Intellectual Property Analysis Assignment – Group (10 marks) Exercise: Conduct an Intellectual Property (IP) analysis with the product or service your group has selected. Your report should include the following: • Main Report - Include at least (but not limited to):

- Brief outline of your product/service and the problem it solves - Outline of your target market and/or product positioning - Analysis of the incumbent “near” technologies available in the market and the market players who own/represent it - Analysis on what you feel is your uniqueness, how it is sufficiently different from existing technologies, and why it is a sustainable protectable advantage. It is a “Process” or “Utility” approach for the IP? US/Canada/Worldwide? - What did you learn? / What changes are needed to the product/service?

• Appendices - Question list - Any other pertinent information

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Further Guidelines: - Content: As in business, your report should be a quality report with pertinent (but

not redundant) detail for an executive to review. - Length: Reports should have a cover page, main body of approximately 10 pages,

and appendices. - Font and spacing for all submissions are 12 point Arial font, double-spaced, single-

sided.

Deadline: June 27th, 2016 – Submit your completed report by end of day (midnight). E: 12 Month Go-To-Market/Operating Plan OR Business Opportunity Assessment Assignment – Group Project (50 marks) Exercise:

Marks will be broken down as follows: Group Presentation at end of term .............................................................. 15 marks Group – Written Go-to-Market/12 Month Operating Plan OR Business Opportunity Assessment (should you choose to not proceed with your Technology Business) ..................................................................................................... 35 marks

Based on previous classes you should expect to spend approximately 10 hours per week working on your plan and related assignments. If you’re shooting for an “A” in this course, you should be prepared to invest approximately 80 hours on your Operating Plan / Business Opportunity Assessment alone. This assumes 4-5 people in a group. It is encouraged that students hoping to be on a competitive team choose teammates with similar goals. Important: Should you find that upon detailed examination that the proposed Technology product/service should not be brought to market, you are expected to present a detailed Business Opportunity Assessment on the Market, the Players, the incumbent Technologies/Patents, the trends within the Industry, and why you feel that you should not proceed with full product commercialization and rollout. You will also need to explain in detail why you think you would lose, should you try to commercialize. You will still need to present a projected 12 month financial operating plan, as if you would have proceeded. Again expect that this exercise will require approximately 80 hours of team-work to complete this task. Group Presentation at end of term (Sunday Morning, July 24th, 2016) – 15 marks: Formal Presentation with a Question and Answer Session. Each team will have a 30 minute running clock to make their presentation and answer questions. The instructor and any guest reviewer(s) can ask questions at any time during the presentation so it’s a good idea to limit your presentation to a maximum of 20 minutes. Other students may ask questions at the end of the presentation until the 30 minute time has run out.

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Assessment Criteria:

i. Your team’s presentation must be for a new technology venture and involve an underlying concept that has the potential to serve as a platform device for a fast-growth company/partner.

ii. You will need to do a proper “Market Map” of all the players/competitors in the market and your specific uniqueness and sustainable competitive advantages.

iii. You must confirm there is or is not a market for your product technology by presenting your focused market/strategic partner viability study and your resulting Go/No-Go decision.

iv. You need to discuss your Intellectual Property / Patents findings, strategies, and next steps. v. All members of the team must hold senior management positions in the proposed venture and

present their area of responsibility and work covered in presentation. vi. The plan should discuss the key considerations for the operation and financing required over the 12

months it covers (regardless whether you choose to proceed or not). This financing must be a combination of owners’ equity, outside equity, debt, Strategic Partner investment (i.e. “Prepayments”, “Non-Recoverable Engineering Fees”, etc.) internally generated funds, and other sources, e.g. tax credits or government support.

vii. The plan should support an annual growth rate for the company of at least 50% - 100%. Written 12 Month Go-To-Market/Operating Plan OR Business Opportunity Assessment (Due August 8th, 2016) – 35 marks: Assessment Criteria:

i. The document must be for a new technology venture and involve an underlying concept that has the potential to serve as a platform device for a fast-growth company/partner.

ii. You will need to do a proper “Market Map” of all the players/competitors in the market and your specific uniqueness and sustainable competitive advantages.

iii. You must confirm there is or is not a market for your product technology by conducting a focused market/strategic partner viability study prior to the completion of your Operating Plan or Business Opportunity Assessment. This will prevent you from developing a plan for a company that has a limited chance of success.

iv. You need to discuss your Intellectual Property / Patents findings, strategies, and next steps. v. All members of the team must hold senior management positions in the proposed venture. This

role must be based on previous work/volunteer experience and not necessarily your area of study. vi. The plan should discuss the key considerations for the operation and financing required over the 12

months it covers (regardless whether you choose to proceed or not). This financing must be a combination of owners’ equity, outside equity, debt, Strategic Partner investment (i.e. “Prepayments”, “Non-Recoverable Engineering Fees”, etc.) internally generated funds, and other sources, e.g. tax credits or government support.

vii. The plan should support an annual growth rate for the company of at least 50% - 100%.

Further guidelines:

Report length is based on providing pertinent (not redundant) information to a potential investor, creditor, alliance partner, etc. Detail is important, but should not be excessive.

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Reports should include: 1. 1 page title page 2. 1 page executive summary 3. Font and spacing for all submissions are 12 point Arial font, double-spaced, single-sided. 4. Body of report would typically be 15-20 pages of text 5. Appendices as required (support documents, financials, etc.)

o You must also include copies of all reference sources cited in your plan, i.e. interviews with potential strategic partners, journals, etc.

6. Articles, research reports, magazine articles and newspaper columns in a separate folder 7. The following financial statements must be included:

a. Projected Cash Flow b. Projected Income Statement c. Projected Balance Sheet

8. BIGGER IS NOT BETTER! The “tighter” the business plan, the better! Deadline: August 8th, 2016– Submit your team’s completed report by end of day (midnight). ACADEMIC REGULATIONS Students are encouraged to contact Accessibility Services at 474-6213 or the instructor should special arrangements need to be made to meet course requirements. For further information please visit http://umanitoba.ca/student/saa/accessibility/ EXAM RESCHEDULING POLICY Students are expected to write ALL exams with their classmates at the scheduled exam time. Requests for final exam rescheduling must be referred to the Graduate Program Office (rescheduling of midterm tests is overseen by individual instructors) . Please refer to Missing a Test/Exam on page 14 of the MBA Student Handbook for further information: http://umanitoba.ca/faculties/management/programs/graduate/mba/media/Student_Handbook_-_August_2014.pdf UNCLAIMED ASSIGNMENT POLICY

Pursuant to the FIPPA Review Committee’s approved recommendations as of August 15, 2007, all unclaimed student assignments will become the property of the faculty and will be subject to destruction six months after the completion of any given academic term.

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It is critical to the reputation of the I. H. Asper School of Business and of our degrees that everyone associated with our faculty behaves with the highest academic integrity. As the faculty that helps create business and government leaders, we have a special obligation to ensure that our ethical standards are beyond reproach. Any dishonesty in our academic transactions violates this trust. The University of Manitoba Graduate Calendar addresses the issue of academic dishonesty under the heading “Plagiarism and Cheating.” Specifically, acts of academic dishonesty include, but are not limited to:

o using the exact words of a published or unpublished author without quotation marks and without referencing the source of these words

o duplicating a table, graph or diagram, in whole or in part, without referencing the source

o paraphrasing the conceptual framework, research design, interpretation, or any other ideas of another person,

whether written or verbal (e.g., personal communications, ideas from a verbal presentation) without referencing the source

o copying the answers of another student in any test, examination, or take-home assignment

o providing answers to another student in any test, examination, or take-home assignment

o taking any unauthorized materials into an examination or term test (crib notes)

o impersonating another student or allowing another person to impersonate oneself for the purpose of submitting

academic work or writing any test or examination

o stealing or mutilating library materials

o accessing tests prior to the time and date of the sitting

o changing name or answer(s) on a test after that test has been graded and returned

o submitting the same paper or portions thereof for more than one assignment, without discussions with the instructors involved.

Many courses in the I. H. Asper School of Business require group projects. Students should be aware that group projects are subject to the same rules regarding academic dishonesty. Because of the unique nature of group projects, all group members must exercise extraordinary care to insure that the group project does not violate the policy on Academic Integrity. Should a violation occur on a group project, all group members will be held jointly accountable, no matter what their individual level of involvement in the specific violation. Some courses, while not requiring group projects, encourage students to work together in groups (or at least do not prohibit it) before submitting individual assignments. Students are encouraged to discuss this issue as it relates to academic integrity with their instructor to avoid violating this policy. In the I. H. Asper School of Business, all suspected cases of academic dishonesty involving a graduate student (i.e. MBA, MSc or PhD student) will be reported directly by the instructor to the Dean of the Faculty of Graduate Studies.

ACADEMIC INTEGRITY I.H. Asper School of Business, The University of Manitoba

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Albert Behr I.H. Asper School of Business Stu Clark Centre For Entrepreneurship

A proud Canadian and Winnipegger, Albert Behr in his 25+ years of professional experience has led both the

operational execution and financing of some of North America’s and Asia’s most famous IT and Cleantech

technology companies. Albert's current work involves driving and funding some of Canada’s most promising

technology companies through his widely recognized Technology Commercialization firm, Behr & Associates.

Additionally, as Co-Founder of Cleantech North, Albert helps drive national agenda items for the Canadian

Cleantech market. Albert is also a frequent guest lecturer and Business Competition Judge for several

universities and incubators throughout Canada.

Previously, Albert was Chief Strategy Officer for BorderWare Technologies -- a leading vendor of network

security products acquired for $100 million, Chief Operating Officer of NRG Group -- a TSE-listed venture

capital firm, Senior Vice President for Toronto-based Platform Technologies – acquired by IBM for $600

million, Vice President Marketing and Product Management for Seattle-based Sequel Corporation, Senior

Director of Marketing for Symantec Corporation in San Jose, California after a $520 million acquisition, and

General Manger Global Marketing for Fujitsu Limited in Tokyo Japan. Albert has also held numerous other

senior product management, strategic marketing, and corporate/business development positions in Canada,

Silicon Valley California and Japan.

Albert earned an MBA in Marketing and Finance from North Dakota State University, and his undergraduate

degree from the University of Manitoba in Psychology and Economics.

FACULTY BIOGRAPHY I.H. Asper School of Business, The University of Manitoba