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Alumni

Executives on Campus: Terry O’Halloran

Executives on Campus: Terry O’Halloran

If Terry O’Halloran learned anything during his years managing global companies, it is that no two cultures are the same and can’t be treated as such. “Every country, every territory, even every city is different,” he said. O’Halloran (MBA 1983), University of Dallas Trustee and retired CEO of Air Distribution Technologies, spoke on September 13 with Dr. Richard Peregoy’s Managing Global Organizations class at the University of Dallas to discuss global leaders learning from others and change.

Terry O'Halloran
Terry O’Halloran

One topic of discussion Dr. Peregoy brought up during the class was the barriers of communication that can arise from differences in culture between the parent company and its subsidiaries in different countries. O’Halloran said that he learned, for instance, that correcting an employee’s mistakes at a plant in Mexico had to be handled differently than at plants in the U.S.: “In Mexico, the employees feel a great sense of pride in their work. If you need to correct someone, it’s important to do so in private, so that you are not damaging that person’s standing in front of the other workers.”

O’Halloran told the class leaders must carefully assess the cultural implications of any proposed changes, especially in international situations. “The CEO of the company I worked for wanted me to institute lean manufacturing in India,” he said, referring to a system of manufacturing that reduces waste to improve customer value. “But it just wouldn’t work there. I visited several times over a long period, and I eventually realized that the system was not appropriate for the culture.” The bottom line, O’Halloran said, was that American manufacturing techniques don’t work in every country.

The class discussion on global business cultures eventually led to a conversation about the rapid change taking place in traditional manufacturing and retail businesses. “Companies are scrambling to try to figure out how to adapt to the tastes and habits of millennials,” O’Halloran said. “And the ones who figure it out are the ones who will make it.”

The University of Dallas Executives on Campus program was founded to further the University’s mission of providing practice-based education, by inviting successful business leaders to share their experience with graduate and undergraduate students in the classroom. Through this program, alumni, business leaders, and their companies are invited to partner with the University in our shared pursuit of management excellence. 

 

Executives on Campus: Eddie Caldwell, Managing Director, Northwestern Mutual

Executives on Campus: Eddie Caldwell, Managing Director, Northwestern Mutual

Sometimes taking the wrong path can lead to the right career. That’s what happened to Eddie Caldwell, Managing Director of Northwestern Mutual in Addison. “It took me three years of working as an engineer in Corporate America to realize that it wasn’t for me,” he said. “I learned that I wanted to work with people, not with computers and spreadsheets.” Caldwell spoke on April 5 to Dr. Greg Bell’s Business Foundations class as part of the University of Dallas’ Executives on Campus program.

Caldwell also credits UD’s MBA program with showing him that there were other avenues for him to find a more satisfying career. “I found the financial side of things really interesting,” he said. “And because the program at UD is practical and full of professors and students with real-world advice that I could apply in my own career, I felt I could make the change” he said. Caldwell left the large technology firm he was working for to start a financial services practice, a career that’s based on building trust and confidence. “I can’t believe I get paid to do what I do,” he said. “I get to meet with people I like and talk to them about their dreams and aspirations for themselves and their families. And then I get to help make those dreams happen.”

The way Caldwell builds trust with his clients is through listening. “I sit down with them to find out just what it is they want to accomplish. I found out how well they can tolerate risk, and what they hope to do during their retirement years,” he said. “And then I design a plan that will help them reach their goals. But the key is listening.”

Listening also plays an important role in Caldwell’s other responsibility at Northwestern Mutual, that of a manager whose goal is to recruit new financial advisors who are just as passionate about serving clients. “I love what I do,” he said. “And I want to recruit people who are motivated to be the best they can be. The only way I’ll find out what motivates them is to ask and listen.”

Caldwell added that he has grown into his role as an effective leader through trial and error. “I made some mistakes along the way,” he said. “And the biggest was confusing management and leadership.” A manager, Caldwell said, will make sure that his or her team is functioning on a day to day basis. “But leaders are different,” he said. “Leaders look to the future and ask, ‘Where are we going?’”

According to Caldwell, another key characteristic of good leaders is that they learn what motivates their team members. To that end, Caldwell takes time out of every week—undisturbed “think time”—to thoughtfully consider each of his team members: what motivates them, what excites them, what they really care about. “Good leaders help their team members achieve at their highest capacity,” he said. “The number one test of leadership is to look behind the leader to see if anyone is following.”

Caldwell recommended that students look for just such leaders when they begin their careers. “Look for the leaders you want to follow in an organization,” he said. “Affiliate yourself with them and they will help you.” In the meantime, Caldwell advised students to build a strong foundation while in school by learning as much as they can about as many things as they can. “You’re laying the groundwork now for what the rest of your life is going to look like,” he said. “You may not be able to plan every step but you can build the foundation that everything else will rest on.”

The University of Dallas Executives on Campus program was founded to further the University’s mission of providing practice-based education, by inviting successful business leaders to share their experience with graduate and undergraduate students in the classroom. Through this program, alumni, business leaders, and their companies are invited to partner with the University in our shared pursuit of management excellence. For more information click here.

Executives on Campus: Flip Howard, Founder, Meridian Business Centers

Executives on Campus: Flip Howard, Founder, Meridian Business Centers

According to Flip Howard, you don’t need a revolutionary idea to become a successful entrepreneur. Taking an existing idea and executing it better than anybody else works, too. “Ninety percent of business owners are terrible at what they’re doing,” he said. “You can do it better with hard work.” Howard, founder and president of Meridian Business Centers, recently hosted students from the University of Dallas’ Entrepreneurship Society at one of his Dallas-area centers on March 23.

Meridian operates 15 locations in DFW and Houston in which small businesses can lease individual offices that share common areas like conference rooms, work rooms, and kitchens. “This set up is perfect for firms with one to four employees, like lawyers, stock brokers, or small tech companies,” he said. “Although they may pay more per square foot than leasing an office directly from a landlord, our tenants pay only for the office space they actually need. And because the spaces are turnkey, there is no need to spend time or money setting up utilities like phone or Internet.”

Howard explained that because Meridian leases–rather than owns–the spaces they operate, they keep zero debt. “This means that we can weather economic downturns better than some of the larger real estate companies,” Howard said. “Our ups and downs are smoothed out.” One of the most lucrative areas for Meridian is virtual offices, in which individuals or companies can pay for using Meridian’s physical address on their business cards, phone-answering service, and even the use of the conference room. “Most of our virtual tenants travel or just work from home,” he said. “But they might need to meet with clients occasionally, or have a FedEx package delivered. So we’ve adapted our services to the needs of the market.”

Howard’s career as an entrepreneur began in his teens when he and his current business partner painted addresses on curbs to make money. “I could make $250 in the same amount of time that my friends working in fast food were making $20,” he said. “After that, I knew I’d never have a ‘real job.’”

Soon after college graduation, Howard and his business partner started University Laundry, a laundry pickup and delivery service for college students. Working about a hundred hours per week while building the business taught him a lot about management and finance. “You can’t learn how to manage people from reading a book,” he said. “You have to get out there and do it to learn what works and what doesn’t.”

Howard told the group that one of the most valuable lessons he has learned as an entrepreneur is that success is all about staffing. “I’m always looking for people that have a positive, unselfish attitude,” he said. “Everyone occasionally makes bad hires. But you need to be able to let go of the ones who just don’t fit.”

Howard also counseled the group not to be overly cautious when analyzing opportunities. “I work a lot with Young Catholic Professionals,” he said. “And one thing I’ve noticed is that a lot of people in the 24-30 age range tend to over-analyze problems. They can be too timid. Successful entrepreneurs are the ones who get things done. So just get out there and do something.”

Howard also told the group to hold themselves to a high standard. “Whether it’s morally or in the business world, so many people set a low bar and have low expectations for themselves,” he said. “You need to be different. Set the bar higher for yourself and you will stand out.”

For more information on the University of Dallas Entrepreneurship Society, click here.

Big Data Means Big Ethical Questions

Big Data Means Big Ethical Questions

“Big data” is a term that occurs regularly in discussions of corporate strategy and analytics, but what is it? “I hate the term ‘big data,’” said Tom Nealand, MBA ’87, Executive Vice President of Strategy & Innovation at Southwest Airlines. “You have to get clarity around what those words really mean if you want to develop a successful organizational structure that can take advantage of the information you’re generating.” Nealand spoke recently as part of the University of Dallas’ TIE expert panel series.
The panel discussion, held on March 18, 2016 and entitled “Executive Decision Making: Analyzing Big Data,” drew a large crowd at the University of Dallas’ Satish and Yasmin Gupta School of Business, due in no small part to the credentials of the panel, which also included Aaron Miri, MBA ’10, Chief Information Officer of Walnut Medical Center; Ellen Barker, MBA ’94, Vice President and Chief Information Officer, Texas Instruments; and Rhonda Levene, MBA ’89, Former Chief Operating Officer and Chief Financial Officer, Daymon Worldwide. Mark Ryland, Chief Architect, Worldwide Public Sector Team, Amazon Web Services, moderated the panel.
Ryland attributed the tremendous growth in the sheer amount of data available to analyze to a few “megatrends” that have emerged within the tech industry. “First, storage is basically free,” he said. “There’s never any real reason for a company to delete the data they have collected on their customers. Second, the growth of new tools to analyze data has made it possible to handle a lot of information cheaply. And third, these days, just about everything is instrumental and is throwing off data. This means we are accumulating unprecedented amounts of information.”

But how, exactly, could and should a company use these mountains of data to make decisions? Barker explained that three things about big data make the management of it especially complicated. “Because of the internet of things, we are receiving data from an amazing variety of sources,” she said. “The velocity of data has also increased. And data has volatility. Some data is more valuable in the stream and less valuable as time progresses. Because of all these factors, we have to ask, ‘How do we architect our environment to give our business units the data they need?’”

Levene said her previous experience with Coca Cola and Daymon Worldwide helped her see big data from a consumer, brand-building perspective. “Big data becomes really effective for retailers when it creates consumer pull demand versus retailer pushing demand,” she said. “If handled correctly, it helps retailers correlate their next steps.”

For Miri, careful data analysis can have even greater implications. “In healthcare, data analytics is about saving lives,” he said. “If I can analyze how long it takes a patient to get from the ambulance into triage and then shave minutes off of that time, I can have a great impact on patient care.” Miri said even social media platforms can have an impact on hospitals. “We look at every bit of data. For example, we might look at Twitter for news of how the flu is spreading in the DFW area. That helps us prepare for what might be coming,” he said.

The panel also addressed questions from the audience about the ethics of collecting large amounts of data and then correlating it in a way that could threaten an individual’s privacy. The panelists agreed that even so-called anonymous data can be “de-anonymized” if subjected to a fine-grain analysis. Miri explained that the sequencing of the human genome is an example of how detailed healthcare data can both help and harm a potential patient. “If your genome shows you are at risk for cancer, a health insurance company cannot deny you coverage because of provisions in the Affordable Care Act,” he said. “But life insurers are not part of those regulations. They can deny coverage based on your genomic risk of getting cancer.” While this may seem troubling to a healthcare consumer, Miri added that these ethical situations should not preclude data analysis within the healthcare industry. “We must use the data to push society to get better. That’s the purpose of technology in healthcare. The question is: will people be willing to give up some privacy in order to achieve the end-game of a healthier society?”

Several members of the audience were also interested in how the panelists view the future of data analytics in their roles as employers. One person asked how he could remain relevant as an employee in an industry that changes every day. Nealon emphasized that to be successful, data analysts must emphasize their business skills. “Your business skills, coupled with strong applied mathematics skills, will make you an asset to an employer,” he said. “You must bring up your business intellect. You want to be known as a business person with tech DNA.”

All panelists agreed that the collection, analysis and protection of data is now an integral part of corporate responsibility and is what they called a “board-level” issue. “Proper data governance is a priority for businesses,” Ryland said. “And these emerging questions about how to use the data have become ethical questions as well.”

TIE stands for Transformation, Innovation and Ethics. It is an expert panel series in which alumni leaders host a discussion on transitions and the future of business. The purpose of TIE is to bring together alumni, administration, students and faculty to discuss a rapidly transitioning world and how to innovate and manage that change in an ethical manner. Find out more by visiting UD’s Alumni website.

UD Alumni on the Future of Healthcare

UD Alumni on the Future of Healthcare

University of Dallas alumni distinguished for their work in the healthcare industry addressed questions on September 9, 2015, about the future of healthcare as part of UD’s “Transformation, Innovation and Ethics” series. The panel, led by CHRISTUS Health CEO Ernie Sadau, was composed of physicians and business leaders with unique insights into the challenges facing large hospital systems and individual practitioners alike. “The role of the physician is changing in the U.S.,” said Dr. Brannon Marlowe (BS ’89), an anesthesiologist. “As physicians, we need to learn how to adapt to change in this new system.”

Karin Grantham (MBA ’93), retired Vice President of Global Medical Solutions with Johnson & Johnson agreed: “There are big problems out there that need to be solved and we have to develop partnerships among the constituents involved in healthcare.”

Chief among the topics that panelists said could “keep them up at night” were the implications of the Affordable Care Act. “There are three components to a healthcare system: Cost, quality and access. Pick any two, but you can’t have all three,” said Marlowe. Dr. Irving Prengler (MBA ’00), Chief Medical Officer of Baylor Scott & White, added that, as a physician, he wants everyone to have access to care. “But can we afford to pay for that?” he said. “I don’t know.”

Dr. Donna Sue Dolle (BA ’89), a general internist practicing under a concierge medicine model, said that many of the problems people blame on the Affordable Care Act have been around for a long time. “Ninety percent of our woes were around way before the ACA,” she said.

One area in which panelists had different insights was on the use of technology. Grantham highlighted various innovations in telemedicine and wearable diagnostic technology as advancements that could improve both costs and patient care in the future. The physicians on the panel acknowledged the importance of innovation but stressed the need for face-to-face care as the gold-standard of medicine. “Nothing can replace my ability to look at my patient and to hear my patient directly,” Dolle said.

Prengler agreed that while innovations are exciting, they must be backed by solid outcomes before they can be incorporated in the standard of care. “Telemedicine can’t just be another avenue for a doctor to prescribe antibiotics for a virus,” he said, acknowledging the pressure physicians often feel from patients to prescribe medication when none is actually needed.

Sadau asked the panel in closing, “If you could go back and chose another career, would you?” Despite the challenges each faces in the healthcare industry, all acknowledged that, given the opportunity, they would again choose the same path that led them to healthcare as a career.

The University of Dallas’ Transformation, Innovation and Ethics series is an expert panel series in which alumni leaders host discussions on the future of business. The purpose of TIE is to bring together alumni, administration, students and faculty to discuss a rapidly transitioning world and ways in which to innovate and manage that change in an ethical manner. For more information, click here.

Catholic Charities: Breathing Hope

Catholic Charities: Breathing Hope

hand-1311786_1280The lobby of Catholic Charities of Fort Worth is well-lit and inviting. According to Merryl Carson, Associate Director of Fund Development, this design was intentional. “There’s no second story in the lobby,” she said, “because we wanted the space to open and inviting. It breathes hope.” And when clients come in or call into CCFW, sometimes hope is in short supply.

“Our goal is to end poverty,” Carson told a group of faculty and staff from the University of Dallas during a tour on April 23, 2015. “We prefer to give a hand up, not a hand out.” Working with a $28 million budget, Catholic Charities administers 40 programs that provide housing, transportation, medical care, and refugee assistance to residents in a 28-county area aligned with the boundaries of the Catholic Diocese of Fort Worth.

A large portion of the Fort Worth facility is dedicated to the care of children. Some children housed at the facility are in transition and awaiting foster care placement, while others are refugees separated from their families during flight. The goal is to reunite these refugee families whenever possible. One of Catholic Charities of Fort Worth’s most innovative programs is called Padua, a researched-based pilot run in partnership with Catholic Charities USA and Notre Dame University. According to Deb McNamara, Vice President of Advancement, the Padua program will provide “supercharged case management” to a group of randomly selected clients. Several data points will be collected and analyzed to determine which services have a lasting effect in breaking the cycle of poverty. According to CCFW’s website, the intent of the program is to define success in a way that can be replicated nationwide and change the face of social services.

Julie Janik, Director of the UD’s Office of Personal Career Development, is working with Catholic Charities of Forth Worth to develop a program through which selected UD students can receive course credit for volunteering with the organization. “The mission and values of CCFW align with those of the University of Dallas. This is a great way for our students to gain solid work experience while helping those in need.” For more information of volunteer service credit, click here.

CitySquare: Where Faith and Social Justice Meet

CitySquare: Where Faith and Social Justice Meet

Citysquare2The 75215 the zip code is the poorest in the Dallas/Fort Worth area. It is also the home to City Square, a public/private partnership of faith-based non-profits and government organizations committed to helping their homeless and working poor neighbors.

The Reverend Jonathan Grace, the organization’s neighbor relations specialist, led a group of UD students and faculty on a tour of the City Square campus on November 19, 2014. “We offer our neighbors the four ‘H’s’–health, housing, hunger and hope,” he said. “And we try to help them restore some of their power. They, too, have graces and gifts to offer.”

City Square’s open and inviting campus houses a variety of services in one location, including case management, job and life skills training, food assistance, and housing assistance. “We take a multi-faceted approach to our neighbor’s issues,” Grace said. “You can get someone a job interview, but you have to give them a place to shower beforehand.” According to Grace, something as simple as a clean, safe place to use the restroom is a necessity.

“You know the old adage?” he asked the group, “The one that says if you give a man a fish, he eats once, but if you teach him how to fish, he can eat for a lifetime? Well, you have to do both.”

City Square not only connects its neighbors with vital housing and job skills training, its staff and volunteers also help the chronically homeless successfully integrate into society. Grace showed the group a kitchen the size of one found in a typical apartment. “We want to show them how to cook the healthy foods they get in our food pantry. Sometimes we have to remind them which kind of soap goes in the dishwasher and how to use a plunger,” he said.

City Square also provides health screenings, along with literacy and GED classes, Grace said. And a new organization devoted to teaching IT skills to the unemployed and underemployed will open soon.

The organization’s long-term plans include Dallas’ version of the “housing first” approach to addressing the needs of the chronically homeless. Grace said, “We have identified the fifty most expensive chronically homeless of our neighbors, those who cost the system–and taxpayers–the most money. Homeless, they cost the system up to $150,000 a year. We can house them for $15,000 a year.” According to Grace, The Cottages, a group of fifty single-occupancy homes, will also provide the residents with a sense of community that the homeless often miss when they are placed in remote housing.

Citysquare1During the tour, a client stopped Reverend Grace to ask him a question. Grace introduced him to the group as his friend, Diesel. “This guy helped me out so much,” Diesel said. “Me and my girlfriend were sleeping under the bridge. He came walking up and my girlfriend said, ‘Here comes Jesus.’ And he came right over to us and asked to help us. And now I’ve got an apartment because of him.” Grace’s long hair and beard invite the comparison, and his warm demeanor sets his neighbors at ease. “Social justice is part of faith,” Grace said. “God invites us to participate in making life better for our neighbors. We have to love them where they are right now.”

University of Dallas students can volunteer at City Square in a variety of ways. Click here to visit their website for more information.

UD Students Attend Tour of TWU’s Nursing School

UD Students Attend Tour of TWU’s Nursing School

Interest in the University of Dallas and Texas Woman’s University Dual Degree Program in Biology and Nursing has grown steadily since its inception in 2012. Thirty-seven students are currently in various stages of admission and enrollment, likely because they understand that UD’s rigorous core curriculum and TWU’s state-of-the art facilities combine to create uniquely qualified nurses. A group of twelve UD students interested in the dual degree program toured TWU facilities in October, 2014, to learn more about the technology and highly qualified instructors that characterize the Dallas campus. Dr. Marcy Brown-Marsden and Dr. Carla Pezzia from UD accompanied the group.

“We teach our nurses more,” said tour leader Isabelle Sisiak, “because we have more room and better equipment.” Sisiak began the tour with an assessment room in which nursing students, with the aid of mannequins, learn how to assess and test various body systems.

The group then watched a demonstration of a “virtual IV”—a computer simulation in which a nursing student can practice inserting an IV. The student completes each simulated step—washing hands, cleaning the injection site, applying the tourniquet—on the computer, then inserts a needle into a small, rubber “arm” that responds to the pressure and angle used. The process results in an overall grade for the session. Sisiak said that these kind of simulations are extremely important because they help students build confidence within a safe learning environment.

Next, Sisiak led students through a simulation room in which nursing students use TWU’s most sophisticated mannequins for instruction and practice. According to Sisiak, these “high fidelity” mannequins can display whatever symptoms are appropriate to the lesson: they can breathe and sweat, their pupils can dilate, and their tongues can swell. They even respond to whatever intervention the nursing student might take, such as injecting a particular drug or adding oxygen. “We can train you better this way,” said Sisiak to the students. “By using these simulations, I can guarantee that you will see a heart attack or congestive heart failure, or any number of other ailments, before you leave nursing school. You will be much better prepared to handle a situation in the hospital if you have actually seen it and trained on it here.”

Sisiak also emphasized how well-prepared she has found the UD students she has encountered. “I love UD students,” she said. “I think they are the best prepared undergraduates in the nation.” She especially remarked on the importance of the Rome semester. “I think it is so important that nursing students have a global perspective, and Rome gives you that.”

The UD and TWU Dual Degree Nursing Program consists of three years of core and nursing prerequisites taken on the UD campus and two years of nursing courses taken on the TWU campus. Click here to learn more about the program.

President and CEO of OrgSync Speaks to Global Entrepreneurship Class

President and CEO of OrgSync Speaks to Global Entrepreneurship Class

As a young investment banker fresh out of college, Eric Fortenberry sat across the table from a couple of similarly young entrepreneurs who had just sold their startup company for a tidy sum. “When I saw those sizable checks being handed over, I realized I was on the wrong side of the table,” said Fortenberry, the founder and CEO of OrgSync, an online platform that connects higher education students with on-campus organizations.

Speaking to Dr. Greg Bell’s Global Entrepreneurship class at the University of Dallas on October 7, 2014, Fortenberry related his experiences as an entrepreneur, beginning with his involvement as a student at the University of Texas in Austin. “As the treasurer and then the president of the UT’s Investor Association, I learned a lot about running an organization and how to be a leader,” he said. His time with this club also made him aware of a real need on a campus as large as UT’s—organizations were using disparate and often disorderly means to connect with their members. After a friend showed him an early-stage software platform that could easily address this need, Eric realized it could be the entrepreneurship opportunity he had been looking for. “I saw that other organizations had the same problem connecting that I had. You can do all the research and surveys in the world, but sometimes you can identify the need for a product from your own experience,” said Fortenberry.

Fortenberry decided early on that he would fund OrgSync with the “bootstrap method;” that is, he would raise the initial funds to run the company from family and friends instead of from outside investors like venture capitalists. “This was a tough way to go,” he said. “I didn’t pay myself for two years, but, in the end, I was able to maintain control of the company and make decisions that allowed us to grow revenue and eventually become profitable.”

While waiting for profitability to come, Fortenberry couldn’t afford to pay high salaries to OrgSync’s sales team or developers so he turned to his father, also an entrepreneur, to help him develop a stock option plan for employees. “Giving stock options creates employees who are invested in the success of the company. You can’t pay someone enough to have a real passion about what you are doing. They have to believe in it as much as you do,” he said. Using what he called an “eat what you kill” sales approach, wherein each salesperson’s compensation was based solely on the number of contracts he or she signed, Fortenberry was able to expand OrgSync’s network of participating universities and increase revenue that he could, in turn, use to expand the company.

Fortenberry said that one key to his success is the business model he chose for OrgSync—software as service, a model in which there are no direct costs to add a new customer. “If you’re making computers, projectors, tables, whatever—there are direct costs to adding customers. But in a software as service subscription model, you not only get your money up front, you can create incremental growth that keeps piling up without any direct costs. It’s a cash cow,” he said.

Fortenberry said the most important lesson he has learned from his experience as a young entrepreneur is: “You can’t boil the ocean. Trust me, I’ve tried and I’ve yet to figure out how.” He went on to explain that entrepreneurs must find a niche and fill it really, really well. “I turned away the twelfth largest company in the world because they wanted us to do something that was outside of our core business strategy. I want to focus on what matters now.” Another thing Fortenberry does to stay focused is to write down the top three things he needs to accomplish for the day. If he finds himself drifting, he goes back to that list to make sure he is tackling only the highest priorities. “I make lots and lots of lists,” he said. “Because any project can be broken down into small steps.”

Fortenberry’s final piece of advice to students was to stay focused on execution. “Don’t be afraid to tell someone your idea, because chances are they won’t have the desire or ability to execute it properly. Good ideas are a dime a dozen, but it is in the execution of those ideas is where people usually fail,” he said.

Eric Fortenberry founded OrgSync in 2007 and serves as President and CEO. Since its inception, OrgSync has established partnerships with 400+ colleges and universities and over 3 million users around the world. Eric has been named to Inc. Magazine’s 30 Under 30 List of the World’s Coolest Young Entrepreneurs and has received awards at the White House and the United Nations for being named to the Empact 100 List, which showcases the Best Companies Started and Run by Young Entrepreneurs, for three consecutive years. OrgSync has also been recognized multiple times as a Best Place to Work and has won several other awards for its company culture, rapid growth, and innovative technology solutions.

For more information about University of Dallas events, click here.