My professional career began as an Ensign in the United States Navy. Building on my undergraduate degree in Finance and Economics, I served as a Supply Corps Officer (active and reserve) for a total of 17 years. I was honorably discharged from the United States Navy as a submarine-qualified supply corps officer at the rank of Lieutenant Commander. The Navy was instrumental in helping me understand how to lead up, down, and laterally; how to lead in very difficult situations; and the importance of people to accomplishing an important mission.

During the formative phase of my academic career, I worked through the academic ranks as an Assistant Professor at the University of Oregon and Arizona State University, an Associate Professor and Professor at Colorado State University, and an Endowed Professor at the University of Tennessee. Over this period, I developed a scholarly portfolio that  includes 27 academic refereed journals, $231K in grant funding, many executive-oriented monographs/presentations, one book, and teaching at the undergraduate, masters, executive MBA, and doctoral levels. I also led the faculty governance policy-making body in the College of Business Administration at Colorado State University and worked on faculty governance and faculty policy at the university level. Having had a full career as a scholar and teacher at many universities, I have developed insights into how colleges of business and universities can thrive and how they can achieve more.

During my career as a faculty member, I provided professional services/consulting services to large firms in the high-tech, financial services, and manufacturing industries. This work was largely around enabling firms to develop/refine their global supply chain strategies. This work impressed upon me the needs of business and the needs of their executive leadership teams. This work taught me how to exceed the expectations of challenging clients and how to relate effectively to business leaders.

I began my journey into academic leadership while I was on the faculty at Colorado State University (CSU). There, I assumed the role of Academic Director of Graduate Programs. In that role, I oversaw of all of my college’s graduate programs, including an $11M (top line revenue) distance/online  professional MBA program that was critical to the success of the college. During my tenure at CSU, I learned to adapt my leadership skills to an academic environment, and I discovered that I was not only very capable at academic leadership, but that I enjoyed it immensely. My last academic faculty role was at the University of Tennessee (UT) as the John H. Dove Endowed Chair of Supply Chain Management and the Executive Director of the Supply Chain Management Institute. During this phase of my career, I worked at another top-ranked supply chain management school that had the full range of academic programs, including a high-end ($100K/year tuition) global supply chain executive MBA program that I co-designed and taught and a top-ranked Ph.D. program. In my last year at UT, I led the development of the Haslam College of Business’ strategic plan, which was likely the pivotal event that sent me on a path towards a deanship. These senior faculty servant leadership roles have helped me understand how academic institutions work, what value they create for society, and how to create important change within these institutions.

In June of 2014, I joined Boise State University as the Dean of the College of Business and Economics. Since then, I have led the largest college of business in the state and a major college of business in the northwestern/western region of the United States. During my deanship, I have practiced servant leadership while transparently working with our stakeholders to create substantial positive change. Representative examples of this change include: (1) the development and implementation of an aggressive bottom-up strategic plan; (2) the addition of $8.2M in new funding from philanthropy; (3) the hiring of 41 faculty members; (4) significant investment in faculty scholarship; (5) the creation of new best-in-class career and academic advising centers, with required advising for undergraduate students; (6) the complete review and improvement of all of our curricula; (7) the reformation of COBE’s Executive Advisory Council; (8) the creation of a student-driven triple bottom line sustainable reporting program, which won an award from the United Nations; (9) the development of our first diversity strategy; and (10) the development of a set of financial and enrollment analytics that support our growth. My role as the Dean of the College of Business and Economics at Boise State University has provided me with a rich set of leadership, management, analytics, strategy, change management, financial planning, and collaboration experiences.