Education: Bachelor of science degree in business administration, California State Polytechnic University, Pomona
First job: Driving a ski bus
Career moves: Worked for American Stores prior to entering the office products industry. Part owner of Wyckmans Office Supply -- later bought out by Corporate Express -- from 1985 to 1995. When Corporate Express bought out the dealership in 1995, became vice president of the Rocky Mountain Division for Corporate Express until 1997; has been president/CEO of is.group since 1997
What was your greatest challenge in business and how did you overcome it?
One of the greatest challenges I have faced was making the decision to move ahead with the regional distribution centers. I listened to a dear friend named Hugh Sear from the United Kingdom who had set up regional distribution centers for co-ops in England. His advice to me was to quit studying and go do it.
Whom do you admire most in business and why?
It's got to be Bill Gates in the No.1 slot. Then I suppose Jack Welch is second. I admire them both because they are great builders of solid businesses.
What is the greatest lesson you've learned in business?
The greatest lesson I've learned in business is a very simple one: People are the best asset a company has.
is.group fast facts
Number of members: 600
Number of of stores represented by members: 950
Locations: 50 states and Central America
Dealer sales: $3.6 billion
Delivery vehicles: 3,150
On top of her aforementioned professional and personal responsibilities, she also instructs adult learners at the University of Phoenix. She eagerly spends evenings on campus interacting with students and teaching Organizational Behavior and Management to the working professionals of Indianapolis.
For many like Sheryl, the urge to teach does not stem from a need for added income or another resume bullet point; rather, they take pride in enabling others to succeed. And she sees her teaching as a way to stay abreast of current issues in health care management while building her knowledge of business theory.
Responding to shifts in student demographics
Fortunately for adults looking to earn a bachelor's degree, instructors such as Sheryl are finding that many colleges now cater to faculty with full-time jobs. In fact, working faculty practitioners are in high demand due to a fundamental change in the dynamics of post-secondary education.
The definition of a traditional college student is under revision thanks to the growing number of adult learners embracing the promise of new career opportunities through higher education. According to a 2002 report by the Association of American Colleges and Universities, only 27 percent of college students fall within the 18- to 22-year-old age range.
Based on this, learning institutions are focusing on students who have schedules filled with business meetings and carpool obligations instead of fraternity parties and road trips.
Working professionals are more demanding of service, curriculum and instruction than traditional college students, and they generally take a different approach to education. Most adult learners are not receptive to lecture-focused, "direct your questions to my teaching assistants because I have research to finish" style instruction.
Instead, they thrive in intimate open-discussion classroom sessions in which students volley ideas and opinions among one another and learn from the professional experiences of their peers.
Because working adults are filling college classrooms at near-record rates, colleges are seeking accomplished working professionals to serve as instructors. Practitioners with the appropriate academic credentials can offer expertise according to their experience, while allowing for more peer-to-peer learning.
Educators with a blend of advanced academic preparation in their field and significant practical experience are able to credibly facilitate the marriage of theory and practice in the classroom. As professionals and instructors, they deal with emerging industry trends daily and develop lessons plans that are significant to the current marketplace.
Most important, this information is based on local practices, which ensures that classroom discussions are relevant and strategies can be applied the following day.
Change lives, starting with your own
For most educated business professionals who balance full work schedules and a personal life, the prospect of being a part-time instructor may seem daunting. However, changes in educational systems have made teaching schedules much more manageable.
Since adult students are just as busy with their professional lives as their learning practitioners, forward-thinking institutions are offering flexible evening courses, weekend sessions and even the possibility of partially instructing classes through online correspondence.
Business instructors find that teaching significantly improves their work IQ because they are regularly exposed to the latest industry strategies and theories as a part of their lesson plans. Few would disagree that one of the best ways to learn is by teaching. More to the point, faculty members typically find themselves practicing what they preach in order to provide applicable real-life insight to their students.
Take a moment and explore how teaching can benefit you personally and professionally. As Sheryl Joyner will attest, although the immediate reward of teaching is helping others grow and succeed, you might be surprised at how much you learn from the experience.
Simon Lumley is vice president of Indiana operations and Indianapolis campus director for the University of Phoenix. University of Phoenix offers accessible higher education options uniquely tailored for Indianapolis' working business professionals. Reach him at (317) 585-8610 or firstname.lastname@example.org. For more information log onto www.phoenix.edu.
- Brilliance: In 1998, Delta revolutionized the faucet industry with the introduction of its patented Brilliance anti-tarnish finish.
- Jetted Shower: Revolutionized bath technology in 2001 when Delta introduced a new category of shower products with its Monitor 1800 Series Jetted Shower System.
- E-Flow faucet: In 2001, Delta introduced the industry's first hands-free electronic faucet designed specifically for residential applications.
Manufacturing plants: Delta's manufacturing plants are located in Greensburg, Ind.; Jackson, Tenn.; Chickasha, Okla.; Ontario, Canada; and Panyu, China.
The challenges of executing global real estate transactions are many. They include, but are not limited to:
* Even the basics of real estate terms or business practices are not consistent throughout the world. Standard lease terms such as the way deposits, insurance repairs, maintenance and tenant improvements are handled vary significantly from market to market.
* In some cases, corruption will influence the process. Knowing what to expect will help to insure your organization against the pitfalls of a corrupt business environment.
* Currency issues also enter the equation. The issue is not only about tracking exchange rates; rather, it is about negotiating the currency in which payments should be made and/or establishing a means to hedge against vast movements in exchange rates.
* The legal framework of the real estate transaction also varies greatly around the world. Issues such as "What constitutes a binding contract?" "Where does liability lie?" "What rights does a foreign company have in a particular market?" are examples of questions to be asked throughout the process.
* Unfortunately, the lack of control of an organization's own local staff in a foreign country is oftentimes a detriment to an effective real estate process. it is crucial to set global corporate real estate procedures to ensure that all local business units follow corporate policy and are not making commitments and signing leases independently.
* Language and communication barriers are often overlooked. Documents will likely be drafted in the local language. Assembling a team that can translate documents and conversations reduces the potential for costly errors.
Differences in business practice, language, legal framework, the potential for corruption and numerous other issues can, however, be mitigated. Establishing the appropriate processes and procedures will guide your organization to a successful outcome.
It is also critical to perform adequate due diligence on each market before getting into the process. Finally, be sure to place the proper internal and external individuals and service providers on your team. An organization shouldn't assume that its local staff has the knowledge, skills and/or motivations to truly manage the process.
Brian Zurawski (bzurawski@SummitRealtyGroup.com) is senior director of corporate advisory services for Summit Realty Group (www.SummitRealtyGroup.com), a member of the Cushman & Wakefield Alliance. He joined the firm in 1998 as a specialist in Industrial Corporate Services and also serves as Summit's director of marketing and information services. Reach him at (317) 713-2121.
Education: Bachelor of science degree, University of West Florida
First job: Cost engineer at Avondale Shipyard
Career moves: President, Thermador Corp. (a Masco company); CEO, Bosch-Siemens Home Appliances; CEO, Mill's Pride Cabinets (Masco); President, Delta Faucet Co. (Masco)
What is the greatest lesson you've learned in business?
Listen to your customers and know more about them than your competition does.
Past or present, whom do you admire most in business and why?
There are two. First is Jack Welch of GE for his commitment to leadership and excellence. The other is Dr. Peter Zinkann of Miele, for his commitment to employees, innovation and product excellence.
What was the best business advice you've received?
Trust your best asset, your employees. Remain committed to team empowerment and continuous improvement.
The following, in order of preference for a tenant/lessee, are the three common ways a company can incorporate language in the lease document that will protect its right to grow.
* Option to expand
* Right of refusal
* Right of first offer
Option to expand
An option to expand is the most favorable choice for the tenant and the least desirable for a landlord, because it is a unilateral agreement in favor of the tenant. An option gives the tenant rights to a specific space at a specific time some time in the future.
The landlord must be able to deliver this space if the tenant exercises its rights to the space. This can effectively take space off the market and tie the landlord's hands for future leasing, so it is not the first choice for landlords to grant such an option.
Complicated options to expand will include specific notice periods for exercising or waiving rights to the space and delivery of the space, and may include language related to a formula for determining rental rates and tenant improvement dollars.
Right of refusal
The right of refusal is the first attempt to level the playing field in the landlord/tenant relationship. Whereas options tend to more firmly tie up the space, a right of refusal provides a mechanism by which the landlord can continue to market vacant space to a third party, while the existing tenant has the last look. As the name implies, it gives an existing tenant the right to accept or refuse the lease terms on space that may be appropriate for future growth.
The biggest difference between an option to expand and the right of refusal is timing. Whereas the option has a defined time window when space must be made available to the tenant, the right of refusal may be an ongoing matter that could surface 30 days after you move into new space or three years down the road, when a third party tenant is willing to enter into a lease for the space.
There are distinctions between ongoing rights of refusals and one-time rights. Ongoing rights continue throughout the initial lease term; with one-time rights, the first time the space is offered and passed on because expansion is not necessary, the rights to the space no longer exist.
There can also be multiple levels where companies may fall in line, with one company having the right of first refusal and a second company having a right of second refusal.
Right of first offer
The right of first offer simply requires the landlord to offer vacant space to a tenant before it is offered to any other party. This is particularly important in buildings that have higher occupancy rates or growth tenants competing for space that may become available from time to time.
Unlike the option to expand, the right of first offer is specifically controlled by events unrelated to the tenant and can be difficult to plan around.
The right of first offer should not be dismissed as a normal event that suggests a landlord will offer space to a growing tenant, and it is a concession by the landlord. This provision requires the landlord to communicate with the tenant about space availabilities and helps both parties to plan for future growth.
These three mechanisms give some comfort for planning and protecting a company's right to grow in a specific location. The level of comfort becomes a negotiated issue, and the complexity of the language should be handled by experienced real estate attorneys and negotiated in the context of the current market conditions for the type of space.
Any combination of these provisions can occur in a lease and all will come with critical notice of exercise dates. It is important that the tenant occupant be aware of these dates as they approach and develop a strategy to take proper advantage. Bill Ehret is president and a founding principal of Summit Realty Group/A member of the Cushman & Wakefield Alliance. He has held the professional designation as an active office member in the Society of Industrial and Office Realtors since 1989, and has been involved in more than 600 commercial real estate transactions since 1982. Reach him at (317) 713-2106 or behret@SummitRealtyGroup.com.
"Continuing to be effective and engaged for anyone in this business for that long is a challenge," he admits.
But focusing on the changing needs of members, as well as those of the chamber, keeps Myrland on his toes. Although the primary need of most members --dealing with employment issues -- hasn't changed over the years, the increasing intensity of that need has.
"Presenting a value proposition to potential employees can make or break a small business," says Myrland.
Despite high unemployment rates, companies continue to compete for skilled labor, and each business seeks to differentiate itself when it comes to benefits. But this can be expensive, so the chamber offers its members health care benefits, a limited number of free employment screenings and member discounts to places like Office Depot that companies can share with their employees.
Myrland says the more benefits companies can offer employees, the more value they see in their chamber memberships, making membership a win-win for the company and the chamber.
Add to that growing competition and members who seek high visibility for their membership dollars, and Myrland's job never grows stale.
Twenty years ago, when a new business located in Indianapolis, one of the first orders of business was to join the chamber. Today, a multitude of professional and industry associations and organizations that compete for membership dues. And business owners expect to receive more tangible benefits from their memberships. So Myrland and his staff have focused on bringing more of them to the chamber and maintaining high member retention rates.
Myrland says more companies are including chamber dues as part of their marketing budgets and, because of that, expect more publicity. Other organizations offer recognition for sponsorship opportunities, but the chamber has traditionally not done so, and this is one of the areas where Myrland is re-evaluating the way the chamber does business.
Smart Business spoke with Myrland about the community's changing needs and the state of the region's business environment.
How have the needs of your members changed over the past three to five years, and what has the chamber done to meet them?
They (business owners) are much more concerned about employment issues -- how to provide health care benefits to retain employees. The costs of hiring new employees can be enormous, and sometimes a company can't produce a product if it doesn't have enough trained employees.
Every dollar to a small business makes a big difference. Health care benefits are attractive to employees. Even in an economy in which people need jobs, you still need to provide competitive benefits.
There may be people looking for jobs out there, but are they skilled? Companies need to differentiate themselves and keep employees by providing benefits.
Our focus is providing discounted group health care packages to members, and one of our members is offering three free employment screenings to members. We also have a member-to-member discount program, which attracts companies to the chamber. It is attractive to the employee because he can go to an Office Depot and receive a significant discount. We rely on businesses' support, but so do other community organizations. We have to show value to our members to help us grow. If we can provide answers and change our product mix to meet members' needs, we'll be successful.
What are your members' biggest challenges, and how does the chamber try to address them?
I divide the chamber's business into two parts -- direct services, like health care benefits, and the advocacy part. We used to think that small businesses did not care about public policy issues. But we've found that that is not true.
They do care how local governments work and how the government can make a successful community. That's why we provide the health insurance and networking opportunities, and also public policy advocacy, because they really do care about the issues.
A dry cleaner, for instance, is very much interested in environmental issues. Small businesses care about transportation issues, street repairs, education for their children and employees' children. We now get a lot of our members involved in developing our policies on these issues.
How has the Indianapolis business environment changed during the last decade?
Like everywhere else, Indianapolis has become less focused on heavy manufacturing, and there is more emphasis on technology, advanced manufacturing and other industries along those lines. In Indianapolis, however, we already had a diversified economy.
We have been strong in the insurance industry, pharmaceuticals, education and, more recently, sports is a big industry for us. Convention and tourism is now a $2 billion industry in the state. At the same time, we are concentrating our efforts on attracting technology businesses through a combination of university and business partnerships.
Our biomedical research incubator is called Biocrossroads. We hear about the success of the program, of new businesses locating here, so it is growing.
The difference is that when new factories located here, they hired 1,000 employees. You don't have a lot of that anymore. It changes your mentality. You focus on a lot of small hits instead of waiting on one big deal.
Another big change in the community is that while we have never been a big headquarters city, we have lost in the last 10 years ownership of a lot of our banks, hospitals, utilities and newspapers. It used to be we could get five people in a room and get something done. We can't do that anymore.
That's not necessarily bad. It's just harder to find people to head initiatives and get resources and approve expenditures.
What challenges does the chamber face in the next few years?
The first big challenge is competition. There are lots more organizations going after the same corporations and businesses for support. These organizations are art organizations, business organizations and nonprofits, all going to the same list of people for support.
The second challenge is relevancy. We are a large organization with basically a horizontal membership. We need to successfully serve all segments, which can be problematic.
It used to be that people joined the chamber because it was the right thing to do. When you started a business in a new town, your first call was to the mayor, and the second order of business was to join the local chamber. That's not the case today.
Our volunteer leadership is working hard every day to find ways to make our value proposition sing with the people making the decisions. We have one significant member that reminds me every year that he pays significant membership dues but doesn't get any recognition for it. More members want visibility, and they can get that by sponsoring a nonprofit event, not through chamber memberships.
Companies are combining dues budgets and marketing budgets, so they want more visibility. We are re-evaluating that visibility aspect.
Have your strategies to attract new members changed?
We do a lot more marketing and a lot less selling. We used to read the paper and see who's new in town and send them material. Now, our sales force spends a lot of time talking up front to companies, asking them what's important to them and what we have to respond to their needs.
When they join, we have better members. We also spend a lot of time on retention. I send a card to every member, some every month, and on many, I include a personal note.
We have a pretty good retention rate, and I think we distinguish ourselves through our value proposition. We are one of three finalists nationally in a membership competition. We started an effort in 1991 to retain our members, and membership numbers keep growing. If it continues at this rate, we'll have more members than we've ever had. We didn't think that we could grow, but we have grown almost in spite of ourselves.
What are the region's biggest strengths when it comes to attracting new businesses?
Our location and infrastructure are a few of our biggest strengths. We have good highway systems, streets and a great, vibrant downtown with a diverse economy and educated work force, although we still have some challenges in some areas. We distinguish ourselves with our public/private partnerships. We have had strong mayors that are helpful in those efforts.
How do you think Indianapolis can improve when it comes to attracting new companies?
Venture capital, putting packages together to help finance early stage companies, is still a challenge here. We also have pockets of weakness in the educational system. The inner city schools have some issues, but there are a lot of educational options.
We also have a very conservative mentality and lack of desire to change. It took us 20 years to change our banking laws. By the time we did it, it was too late; the local banks had been bought out by bigger, out-of-state banks. There's the 'We're good enough' mentality that we need to get over.
We're great at being good. We have to get over that. We don't want to rock the boat and change as the economy changes. That doesn't work anymore.
What are your biggest personal challenges in managing the chamber?
Probably staying interested and engaged. I've been in this business 27 years, I've been president for 14 years, so continuing to be effective and engaged is a challenge for anyone in a business for that long.
People who care about this are divided into three camps. There's one camp that says, 'He's been here a long time, aren't we lucky?' Another camp can't wait to get rid of me, and the last asks, 'Why are you still here?' And I don't begrudge any of those thoughts.
The answer is to keep changing and looking for opportunities. I try to change my MO to some extent; it keeps you focused, challenged and excited about what you're doing. How to reach: The Indianapolis Chamber of Commerce, (317) 464-2200 or www.indychamber.com
The National Association of Realtors and its affiliates offer and grant more than a dozen specialty designations, but two stand out as the most prestigious and highly regarded in the commercial real estate industry.
Society of Industrial and Office Realtors (SIOR) is a leading professional commercial and industrial real estate association. The society represents today's most knowledgeable, experienced and successful commercial real estate brokerage specialists.
The SIOR network includes more than 2,900 members in 480 cities in 20 countries on six continents. The society has certified almost 2,300 of its members with the prestigious SIOR designation. Designees specialize in industrial, office, sales manager, executive manager or advisory services categories.
The society also includes associate members who include corporate executives, developers, educators and others involved in the commercial real estate industry.
Clients represented by an SIOR designee receive an extraordinary level of service. The average SIOR possesses 20 years as a professional, has completed an intensive curriculum of SIOR courses and has demonstrated extensive experience by closing a very high volume of sales and lease transactions.
As evidence of society member experience and expertise, society members reported an average person dollar volume of $25 million in closed transactions. As a group, society members closed more than 68,0000 transactions in 2003, averaging 34 transactions per member. Society members leased or sold an average of 1.2 million square feet of space per member in 2003.
A Certified Commercial Investment Member (CCIM) is a recognized expert in the disciplines of commercial and investment real estate. A CCIM is an invaluable resource to the commercial real estate owner, investor and user, and is among an elite corps of 7,500 professionals across North America who hold the CCIM designation.
Only 6 percent of the estimated 125,000 commercial real estate practitioners nationwide hold the CCIM designation, which not only reflects the caliber of the program, but also shows why it is one of the most coveted and respected designations in the industry.
Conferred by the CCIM Institute, the CCIM designation was established in 1969. Courses leading to the designation are offered throughout the world. CCIM members are in more marketplaces in North America -- 12 CCIM regions representing 1,000 cities -- than all major real estate companies combined.
The CCIM movement began more than 40 years ago with commercial real estate practitioners who wanted to elevate their business practices through education and networking. Then, and now, education and networking remain the cornerstones of the CCIM designation and the reason for its success.
Of the many professional designations conferred to members of the National Association of Realtors, the SIOR and CCIM designations stand out as the most prestigious. Clients who demand the highest level of service choose practitioners who hold the SIOR and CCIM designations.
Thomas W. Frank, SIOR, CCIM, is a co-founder of Summit Realty Group and a 30-year veteran of the real estate industry. He specializes in corporate real estate services, tenant representation and office space advisory services. Frank has been involved in more than 1,000 transactions, handling more than 5 million square feet for tenants and buyers of commercial real estate. He also serves as Summit's Director of Office Services. Reach him at (317) 713-2104 or tfrank@SummitRealtyGroup.com.
Education: JD from Indiana University, 1975; bachelor of science in political science and economics, Indiana University, 1971
Career moves: Worked for the mayor; clerked at law firms while attending law school, then as Gov. Otis Bowen's campaign manager in 1976; practiced law starting in 1977
Boards: Chairman of Indiana Legal Foundation; on the board of directors of BioCrossroads, Indiana Health Information Exchange, Indianapolis Downtown Inc., Indianapolis Chamber of Commerce and Indiana Health Industry Forum
What was your greatest challenge in business and how did you overcome it? I was chairman of the Federal Home Loan Bank board in Washington, D.C., at the peak of the savings and loan crisis in 1989, a year after the S&L bailout legislation was passed, operating in an environment of incredible distrust of regulators. I had to convince the business community and banking system that the regulators could be trusted. It meant a lot of time on the road with business leaders all over the country.
Past or present, whom do you admire most in business and why? Bernard Baruch, a famous investment banker and national leader of some note. He was focused and contributed in public life and business life to the communities that he served. He had a business mind and a social conscience, and I value that.
What is the greatest lesson you've learned in business? Stay in touch with your customers and your colleagues at the same time. This morning, for example, I spent an hour and a half talking only with maintenance workers on every floor of one of our hospitals. Why? Because they know what's going on -- whether it's good or bad, they hear and see everything, and I learn an incredible amount from them.
Delco Remy International Inc., a leading designer, manufacturer and distributor of electrical drivetrain/powertrain and related products, promoted Tania Wingfield to vice president of production control and logistics.
Wingfield will report directly to Delco Remy International OE Division President Rick Stanley. The promotion recognizes her effective leadership of the PC&L team and the critical role it plays in Delco Remy's global future.
Her tenure with Delco Remy began in 1995 and has included assignments as a production planner, materials manager, plant manager and, most recently, as corporate director of production control and logistics.
She graduated from Indiana University of Pennsylvania with a bachelor of science degree in computer science and management information systems and is currently working on her MBA at Butler University.
Wingfield's knowledge of Delco Remy's OE Division product lines and her experience with lean manufacturing and value stream management, as well as her leadership and strategic business skills, will help drive the OE Division's long-term strategic goals.
Delco Remy's products include starter motors, alternators, engines, transmissions, torque converters and fuel systems. The company also provides exchange services for used components, commonly known as cores, for remanufacturers.
KIMBALL INTERNATIONAL INC.
Kimball International Inc. hired Kent Mahlke as vice president, global supply chain management - contract manufacturing, for flexcel, Kimball's contract furniture manufacturing business. Mahlke will provide leadership for global supply chain activities, working with all flexcel facilities and major customer programs around the globe.
Mahlke brings extensive knowledge of global sourcing and purchasing to his new role. His most recent position was vice president of global operations and logistics, retail solutions division for NCR Corp. of Dayton, Ohio. He comes to flexcel with knowledge of the unique procurement and service needs of customers in today's global economy, gained through his more than 17 years working with NCR's global operations, which encompassed production, delivery and service in the United States, Mexico, Europe and Asia.
Mahlke is a graduate of the University of Florida, with a bachelor and master's degrees in business administration
COMMUNITY DEVELOPMENT INC.
Community Development Inc., an Indianapolis builder of communities for buyers 55 years of age and older, hired Barry Renner as director of sales and marketing.
With a 25-year background in construction, Renner managed sales and operations for 17 years as a vice president with Shelby Materials, a ready mix concrete supplier. "Barry's leadership experience and success at Shelby Materials will be a great asset to CDI," says Chad Young, president of CDI. "His experience in sales and his keen insight into marketing will be a perfect fit with the climate of CDI."
Community Development Inc. constructed its first community in 1990 in Franklin and has since developed 17 communities throughout the Indianapolis area. CDI communities are established to ensure that the developments will remain restricted to those ages 55 and older to meet residents' present and future housing needs.
CROWE CHIZEK AND CO. LLC
Top 10 accounting and consulting firm Crowe Chizek and Co. LLC named J. Kevin McGrath managing executive of the firm's Financial Institutions Group.
As managing executive, McGrath will lead the 350 Crowe Chizek FIG personnel who serve more than 1,000 privately held and publicly traded financial institutions and financial services-related entities. Clients range from community banks to some of the nation's largest financial institutions.
"Kevin is a proven leader in our firm and in the financial institutions group," says CEO Mark Hildebrand. "We're pleased to have him directing this nationally recognized practice."
McGrath has been with Crowe Chizek since 1976 and is based in the firm's Indianapolis office. He has more than 25 years of experience working with financial institutions providing accounting, auditing and consulting advice. He is a member of the American Institute of Certified Public Accountants and is a past member of the AICPA's National Committee for Banks and Performance Measurement Committee. McGrath is also a member of the Indiana CPA Society
BOSE MCKINNEY AND EVANS LLP
The Indianapolis-based law firm of Bose McKinney and Evans LLP announced that attorney John Millspaugh was elected to the board of directors of the Venture Club of Indiana.
Venture Club, a catalyst for the creation and growth of entrepreneurial businesses, provides a unique environment in which sources of capital, entrepreneurs and business professionals interact, connect, share information, collaborate and create business opportunities.
Millspaugh chairs the sci-tech section of the firm's business services group. He assists companies, including those in the health and life sciences industries, in the areas of mergers and acquisitions, general business and corporate law, venture capital and entrepreneurial services.
He is a 1996 graduate of the University of Michigan Law School, where he was co-founder and managing editor of the Michigan Law & Policy Review. He holds a bachelor of arts degree, summa cum laude, in economics from Ball State University and is a member of the Indiana State and American Bar associations.