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Sharpe-McNally Chair of Green and Socially Responsible Business
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Jay Friedlander is the founder of the Sustainable Business Program and the inaugural Sharpe-McNally Chair of Green and Socially Responsible Business at College of the Atlantic in Bar Harbor, Maine. College of the Atlantic has been cited by the Princeton Review, the Sustainable Endowment Institute, Fast Company, The New York Times and others as a leader in sustainability.
As Chair of the program, Jay has developed a sustainable business curriculum focusing on how building social, economic and environmental capital sparks innovation and creates competitive advantage. In addition, to move students beyond the classroom, Jay created a sustainable enterprise incubator fostering growth of traditional and social ventures for academic credit. This unique academic program has attracted the attention of Newsweek, The Chronicle of Higher Education, as well as Ashoka, who selected College of the Atlantic as one of five U.S. Changemaker Campuses in 2009.
Prior to joining College of the Atlantic, Jay was the chief operating officer for O’Naturals, Inc., a natural and organic fast-food restaurant group. O’Naturals was founded by Gary Hirshberg, the CEO of Stonyfield Farm, and board members included Peter Roy, a former President of Whole Foods Market.
O’Naturals received numerous awards for sustainable business and was recognized for its innovative approach by international media and industry leaders. Jay was instrumental in all elements of the start-up, including fundraising, concept development, daily operations and expansion strategy. Under his leadership, O’Naturals developed a franchising relationship with the $19.5 billion Compass Group.
In addition to his start-up experience, Jay has worked with senior executives of Fortune 500 companies. As a strategy consultant he developed and implemented global brand experiences and customer-centered growth strategies for clients including Citigroup and other industry leaders.
Jay has a wide range of work and life experiences. He has served in the Peace Corps in Mauritania; written an ecotourism business plan for a college in Costa Rica; broke fundraising records for Rails-to-Trails Conservancy; counseled Native American students; and taught environmental education.
Jay’s honors include being a ceremonial speaker for the Yale and Goldman Sachs Foundation on Non-profit Ventures; presenting academic papers at international business conferences; serving as an adjunct professor in new venture creation at Babson College for over 8 years; and serving as a board member for Maine Businesses for Sustainability.
Jay received his MBA from the F.W. Olin Graduate School of Business at Babson College, where he specialized in new venture creation and graduated Summa Cum Laude, Valedictorian of his class. Jay earned his undergraduate degree in Sociology and Anthropology from Colgate University where he graduated with Honors.
In addition to speaking English, Jay is conversant in Spanish, French and Hassiniya Arabic.
Jay is an outdoor enthusiast and has spent time living and traveling throughout North America as well as Africa, South and Central America, and Europe.
B.A. Colgate University 1990
M.B.A. Olin Graduate School of Business, 1997
Jay holds the Sharpe-McNally Chair in Green and Socially Responsible Business. The Sharpe-McNally Chair in Green and Socially Responsible Business is named for three people whose commitment and dedication of the college has been transformative: Henry and Peggy Sharpe and Jay McNally. Henry is a Life Trustee of the College and owner of Brown & Sharpe, the world's largest metrology group. Peggy has provided volunteer leadership for environmental organizations including The Nature Conservancy and the Conservation Law Foundation. Jay McNally, a COA graduate, founded Ibis Consulting, Inc, a pioneering firm in the electronic discovery industry. The chair was established to help future business leaders leverage the power of environmentally- and socially-focused strategies to bring about positive change in the world, while also gaining competitive advantage.
HS742Business and Non-Profit Basics
Anyone who is involved with for profit or non-profit enterprises needs to understand a wide variety of interdisciplinary skills. This introductory course will introduce students to marketing, finance, leadership, strategy and other essential areas of knowledge needed to run or participate in any venture. This course is meant to build basic skills and expose students to a variety of business disciplines and is REQUIRED for all future business courses. Level: Introductory. Class limit: 18. *HS*
HS466Creative Destruction: Understanding 21st Century Economies
Joseph Schumpeter in 1942 used the phrase "creative destruction" to describe the process by which capitalism creates vibrant economic growth and new technologies and modes of production, but in doing so destroys organizations and relationships linked to older technologies and modes of production, often with adverse effects on individuals and communities. Many observers feel that Schumpeter's description is even more appropriate today, as information technologies and the long arm of multinational capitalism create vast new potential for economic growth and improvement in living standards, while rapidly altering social and environmental relationships, marginalizing those communities unable or unwilling to adapt, and exacerbating existing inequalities. This course gives the student currency in the dynamic issues surrounding 21st Century capitalist economies (including "advanced," developing, and robber/crony capitalisms) using an institutionalist approach; as such, the course focuses more on using a variety of approaches to understanding economic phenomena, and less on imparting the standard body of neoclassical theory (although the latter will be used where appropriate). Fundamental capitalistic structures and processes are examined and contrasted with traditional and command economies. Major attention is given to the role of multinational corporations in the global economy. Other topics include technology, stock markets and investing, money and central banks such as the U.S. Federal Reserve, business cycles, unemployment and inflation, trade and currency issues, consumerism and the nature of work, and whatever other topics students collectively wish to explore. Student evaluation is via multiple diagnostic tools, possibly including quizzes, reading questions, a current event portfolio, written book reviews or issue analysis, and oral exams. Level: Introductory. Lab fee:$20. *HS*
Business, like all disciplines, has its own language. Being able to speak the language of business is critical for activists, social entrepreneurs and business owners alike. Financial statements are a key component of this language. These statements measure the fiscal health of both non-profit and for-profit organizations. They provide insight into all areas of the company. They are a powerful tool for determining investments, competitive positioning and have extraordinary impacts on all of an organization's stakeholders. Unfortunately, most people, including many who run a wide variety of organizations, fail to grasp this language. In doing so, they undermine their organization's opportunity for success, as well as create obstacles to using business as a means of social change. Without guidance, looking at these financial statements is similar to examining hieroglyphics for the first time. Starting from a basic level and layering in complexity, the course will seek to demystify these statements in a way that is informative and unintimidating. In addition, time will be spent advancing students' understanding and familiarity with spreadsheets. Topics of the course will include: Creating and analyzing cash flow statements, profit and loss statements, balance sheets, as well as common sized income statements; Differentiating between each type of financial statement; Relating these statements to each other, tying them together and varying statements depending on business models; Comparing non-profit and for-profit financial statements and approaches; Examining key financial ratios and how they are different for different businesses; and Spreadsheet management and design. By the end of the class students will create their own financial statements and analyze a business through various financial statements. This class is positioned within the business program to provide the students' skills for business plan projections, exploring investing, general management, lead
The Hatchery is applied Human Ecology in action; it offers students a bridge from coursework to actively creating their vision of the future. The Hatchery gives students from across the campus the opportunity to move from ideas to action. Hatchery students work either individually or in teams on a wide array of enterprises. Past projects have included: urban farming; international development; policy and planning; photography and film; alternative transportation; biofuel production; renewable energy; food systems; the arts; furniture production; technology development; social enterprise. Ventures have been for-profit and non-profit, encompassing the range from local businesses to scalable start-ups. Students selected for the Hatchery are required to devote an entire term to launching their venture. Each Hatchery enterprise, whether a team or an individual, must take the course for a minimum of three credits. Along with weekly instructional meetings, students receive office space, supplies, professional services, mentors and potential access to seed capital to develop their ventures. After the initial ten weeks of class, if students decide to continue their enterprises, they have access to the Hatchery space and resources for an additional nine months.
The Hatchery takes place in three phases:
--Application: Students apply for a position in the Hatchery over winter term.
--Rapid Prototype: The ten weeks of the Hatchery course. Students create a rapid prototype to test their ventures in the marketplace. These prototypes vary widely depending on the type of ventures.
--Creating an Enterprise Structure: During the ten weeks of the course, students will have weekly assignments that introduce key elements in an organizational structure and highlight operational considerations that are universal amongst enterprises.
--Development: The following 9-months. Students have access to the Hatchery space and resources to continue developing their enterprises.
Level: Advanced. Prerequisites: Permission of instructor.
HS723Launching a New Venture
This course will cover the process of new venture creation for students interested in creating businesses or non-profits with substantial social and environmental benefit. It is designed for student teams who have an idea and want to go through the formal process of examining and launching the enterprise. Topics covered in this course will include: opportunity recognition, market research, creating a business plan, producing financial projections and venture financing. As part of the course, all students will submit their ideas to the Social Innovation Competition. In addition, students will make a formal business plan presentation. Level: Intermediate/Advanced. Signature of instructor. Class limit: 15
Business has tremendous societal ramifications. Inventions and industries from the automobile to the internet impact everything from air quality to economic and political freedom. Entrepreneurs, who are often at the forefront of business and thus societal innovation, are changing the way business is conducted by creating businesses that are beneficial to the bottom line, society and the environment. Through cases, projects and present day examples, the course will challenge students to understand the impact of business on society and the challenges and pitfalls of creating a socially responsible venture. In addition, it will offer new frameworks for creating entrepreneurial ventures that capitalize on social responsibility to gain competitive advantage, increase valuation while benefiting society and the environment. The final deliverable for the course is an in-class presentation in which student teams will either: (1) recommend ways to improve the social and environmental impacts of a company, while increasing competitive advantage and bottom line; or (2) benchmark two industry competitors, a socially responsible company versus a traditional company. Level: Intermediate. Class limit: 15.