Search

Search Results

• 1. [Article] SeQuential: Sustainability and Growth in the Biofuels Business

  SeQuential, a vertically-integrated biodiesel company based in Portland, Oregon, pursued a more sustainable supply and production strategy than many competitors by securing inputs from used cooking oil ...

  Citation × Citation Citation Abstract Copy Title: SeQuential: Sustainability and Growth in the Biofuels Business Author: Garten, Dave, Greene, Jacen, Niehaus, Carolyn, Aikath, Devdeep Year: 2017 SeQuential, a vertically-integrated biodiesel company based in Portland, Oregon, pursued a more sustainable supply and production strategy than many competitors by securing inputs from used cooking oil (UCO) rather than new crops. A fragmented U.S. biodiesel industry produced more than 1.25 billion gallons of the fuel in 2016 from a mix of virgin materials and UCO, but the environmental impact of crop-based biodiesel was increasingly controversial. Meanwhile, UCO collection had grown rapidly in recent years, and with strong forecasted growth, offered a potential additional revenue stream for vertically-integrated biodiesel firms. The price of the UCO used to produce SeQuential’s biodiesel and the fuel itself were driven by commodity indices, creating a highly volatile market. In addition, industry profitability was heavily reliant on government support. This support was manifested through funding for Renewable Identification Numbers (RINs) and tax credits. The recent election of a U.S. President publicly opposed to climate change mitigation, and the re-election of a sympathetic U.S. Congress, worsened perennial uncertainty around the renewal of these policies. Tyson Keever, President and CEO of SeQuential, had guided the company through a period of major growth and vertical integration by overseeing a series of regional mergers and acquisitions. As a result, the company now faced growing pains linked to employee turnover, operational integration and efficiency, and instilling a culture of sustainability in all SeQuential employees. At the same time, SeQuential was developing a new strategy for future growth, while attempting to mitigate increased regulatory and market uncertainty. In this case, students are tasked with developing a series of strategic, mission-aligned growth proposals that address these challenges. Title: SeQuential: Sustainability and Growth in the Biofuels Business Author: Garten, Dave, Greene, Jacen, Niehaus, Carolyn, Aikath, Devdeep Year: 2017 SeQuential, a vertically-integrated biodiesel company based in Portland, Oregon, pursued a more sustainable supply and production strategy than many competitors by securing inputs from used cooking oil (UCO) rather than new crops. A fragmented U.S. biodiesel industry produced more than 1.25 billion gallons of the fuel in 2016 from a mix of virgin materials and UCO, but the environmental impact of crop-based biodiesel was increasingly controversial. Meanwhile, UCO collection had grown rapidly in recent years, and with strong forecasted growth, offered a potential additional revenue stream for vertically-integrated biodiesel firms. The price of the UCO used to produce SeQuential’s biodiesel and the fuel itself were driven by commodity indices, creating a highly volatile market. In addition, industry profitability was heavily reliant on government support. This support was manifested through funding for Renewable Identification Numbers (RINs) and tax credits. The recent election of a U.S. President publicly opposed to climate change mitigation, and the re-election of a sympathetic U.S. Congress, worsened perennial uncertainty around the renewal of these policies. Tyson Keever, President and CEO of SeQuential, had guided the company through a period of major growth and vertical integration by overseeing a series of regional mergers and acquisitions. As a result, the company now faced growing pains linked to employee turnover, operational integration and efficiency, and instilling a culture of sustainability in all SeQuential employees. At the same time, SeQuential was developing a new strategy for future growth, while attempting to mitigate increased regulatory and market uncertainty. In this case, students are tasked with developing a series of strategic, mission-aligned growth proposals that address these challenges. Close

• 2. [Article] Burgerville: Sustainability and Sourcing in a QSR Supply Chain

  Jack Graves is considering buying chicken. More precisely, Jack is considering where to buy chicken. He needs to make a recommendation to the purchasing team soon, and the decision is complicated. Jack ...

  Citation × Citation Citation Abstract Copy Title: Burgerville: Sustainability and Sourcing in a QSR Supply Chain Author: Brown, Darrell, Berko, Phil, Dedrick, Patrick, Hilliard, Brie, Pfleeger, Joshua Year: 2011 Jack Graves is considering buying chicken. More precisely, Jack is considering where to buy chicken. He needs to make a recommendation to the purchasing team soon, and the decision is complicated. Jack is a long-time employee of the Burgerville restaurant chain, a quick-serve restaurant chain in the Northwest USA. Burgerville prides itself in being true to its long-held values while maintaining profitability and growth. Graves’ primary job at Burgerville is to assure that the company’s values are embedded in all its actions, including its relationships to its supply chain. His current concern is the dilemma of which values to promote. Burgerville sells chicken, lots of chicken. So the purchase of chicken has significant impacts on the social and environmental impacts of Burgerville’s supply chain. Should Burgerville buy local, with the inherent social and environmental benefits, while paying attention to concerns about labor issues, animal treatment, and non-organic stewardship? Or should it find a supplier with some assurance that these potential problems are eliminated, regardless of location? Jack knows that Burgerville needs to address this issue soon, as the supply of chicken that is produced to Burgerville’s high standards is small and there are sure to be competitors seeking the same products. He will have to weigh the company’s values and make a recommendation soon. As the Chief Cultural Officer of The Holland Inc., Burgerville’s parent company, Jack Graves is constantly aware of the need to align the Burgerville culture and identity throughout all units of the business, including vendor partners. The chain’s slogan: "Fresh. Local. Sustainable." proclaims its commitment to offering foods differently than other quick serve chains, with specific attention to where food is being sourced. Burgerville aims to deliver on this promise as often as possible, and has had success in the past. Over the past decade, Burgerville has made a concerted effort to ensure its purchasing supports it values. As of 2009, over 70% of Burgerville’s total spending on food products was from local suppliers, up from less than 60% in 2008. With chicken, though, Graves was faced with some difficult questions and hard choices: can Burgerville find a local supplier who can provide a sufficient quantity and quality of breaded and plain chicken breasts and chicken strips at a cost comparable to the existing national brand supplier? Is buying local the most important decision to make for Burgerville and its image? Is the issue more than simply reducing the distance the food travels from origin to the customer? Are Burgerville customers willing to pay a premium for locally sourced chicken? It makes sense to purchase from local farmers who may then become loyal customers, but what if distant farms operate more sustainably than the local farms? Is there a sustainable chicken farm that could handle Burgerville’s demand? These questions weigh on Graves’s mind as he struggles to balance the chain’s profitability with the company’s values. Title: Burgerville: Sustainability and Sourcing in a QSR Supply Chain Author: Brown, Darrell, Berko, Phil, Dedrick, Patrick, Hilliard, Brie, Pfleeger, Joshua Year: 2011 Jack Graves is considering buying chicken. More precisely, Jack is considering where to buy chicken. He needs to make a recommendation to the purchasing team soon, and the decision is complicated. Jack is a long-time employee of the Burgerville restaurant chain, a quick-serve restaurant chain in the Northwest USA. Burgerville prides itself in being true to its long-held values while maintaining profitability and growth. Graves’ primary job at Burgerville is to assure that the company’s values are embedded in all its actions, including its relationships to its supply chain. His current concern is the dilemma of which values to promote. Burgerville sells chicken, lots of chicken. So the purchase of chicken has significant impacts on the social and environmental impacts of Burgerville’s supply chain. Should Burgerville buy local, with the inherent social and environmental benefits, while paying attention to concerns about labor issues, animal treatment, and non-organic stewardship? Or should it find a supplier with some assurance that these potential problems are eliminated, regardless of location? Jack knows that Burgerville needs to address this issue soon, as the supply of chicken that is produced to Burgerville’s high standards is small and there are sure to be competitors seeking the same products. He will have to weigh the company’s values and make a recommendation soon. As the Chief Cultural Officer of The Holland Inc., Burgerville’s parent company, Jack Graves is constantly aware of the need to align the Burgerville culture and identity throughout all units of the business, including vendor partners. The chain’s slogan: "Fresh. Local. Sustainable." proclaims its commitment to offering foods differently than other quick serve chains, with specific attention to where food is being sourced. Burgerville aims to deliver on this promise as often as possible, and has had success in the past. Over the past decade, Burgerville has made a concerted effort to ensure its purchasing supports it values. As of 2009, over 70% of Burgerville’s total spending on food products was from local suppliers, up from less than 60% in 2008. With chicken, though, Graves was faced with some difficult questions and hard choices: can Burgerville find a local supplier who can provide a sufficient quantity and quality of breaded and plain chicken breasts and chicken strips at a cost comparable to the existing national brand supplier? Is buying local the most important decision to make for Burgerville and its image? Is the issue more than simply reducing the distance the food travels from origin to the customer? Are Burgerville customers willing to pay a premium for locally sourced chicken? It makes sense to purchase from local farmers who may then become loyal customers, but what if distant farms operate more sustainably than the local farms? Is there a sustainable chicken farm that could handle Burgerville’s demand? These questions weigh on Graves’s mind as he struggles to balance the chain’s profitability with the company’s values. Close

• 3. [Article] Tropical Salvage: From Recession to Expansion

  Tim O’Brien, founder of Tropical Salvage, was preparing for another warehouse clearance sale of his unique, handcrafted hardwood furniture. It had been an enormously challenging year and it was important ...

  Citation × Citation Citation Abstract Copy Title: Tropical Salvage: From Recession to Expansion Author: Marshall, Scott, Peifer, Lisa, Ferrigno, Erin Year: 2011 Tim O’Brien, founder of Tropical Salvage, was preparing for another warehouse clearance sale of his unique, handcrafted hardwood furniture. It had been an enormously challenging year and it was important to reduce inventory before the next container arrived from Indonesia. The market for fine furniture had begun to decline steadily in early 2008 following the stock market crash of the prior September. The company survived a difficult period, but not without suffering a decline in sales. O’Brien had spent ten years building a sustainable business model based on environmental stewardship, worker empowerment and unique, high quality product. As the economy recovered, O’Brien believed Tropical Salvage needed to pursue an aggressive expansion strategy. Although the warehouse clearance sale was occupying O’Brien’s mind, he was excited about the prospect of implementing a bold growth strategy for the coming years. The two most significant strategies for growth focused on diversifying product offerings beyond hardwood furniture and opening branded retail stores in the United States. Many fundamental business challenges, including brand awareness, financing and operational efficiency, had to be overcome to make these strategies effective. However, O’Brien was confident that the highly vertically integrated structure, unique product designs, cost-competitive sourcing and deeply engrained social mission of Tropical Salvage provided the leverage to overcome these challenges. As O’Brien considered how best to expand, he prepared to markdown the remaining inventory from his last shipment. Are his growth plans overly ambitious while the economy is so uncertain? Does it make sense to extend his product line beyond the hardwood furniture for which Tropical Salvage is known and has experience manufacturing? Is it financially sound to expand into branded retail at this time? Perhaps most importantly, are the trends in ‘conscientious’ consumerism significant enough to support the growth of a values-driven, sustainability-inspired business like Tropical Salvage? Title: Tropical Salvage: From Recession to Expansion Author: Marshall, Scott, Peifer, Lisa, Ferrigno, Erin Year: 2011 Tim O’Brien, founder of Tropical Salvage, was preparing for another warehouse clearance sale of his unique, handcrafted hardwood furniture. It had been an enormously challenging year and it was important to reduce inventory before the next container arrived from Indonesia. The market for fine furniture had begun to decline steadily in early 2008 following the stock market crash of the prior September. The company survived a difficult period, but not without suffering a decline in sales. O’Brien had spent ten years building a sustainable business model based on environmental stewardship, worker empowerment and unique, high quality product. As the economy recovered, O’Brien believed Tropical Salvage needed to pursue an aggressive expansion strategy. Although the warehouse clearance sale was occupying O’Brien’s mind, he was excited about the prospect of implementing a bold growth strategy for the coming years. The two most significant strategies for growth focused on diversifying product offerings beyond hardwood furniture and opening branded retail stores in the United States. Many fundamental business challenges, including brand awareness, financing and operational efficiency, had to be overcome to make these strategies effective. However, O’Brien was confident that the highly vertically integrated structure, unique product designs, cost-competitive sourcing and deeply engrained social mission of Tropical Salvage provided the leverage to overcome these challenges. As O’Brien considered how best to expand, he prepared to markdown the remaining inventory from his last shipment. Are his growth plans overly ambitious while the economy is so uncertain? Does it make sense to extend his product line beyond the hardwood furniture for which Tropical Salvage is known and has experience manufacturing? Is it financially sound to expand into branded retail at this time? Perhaps most importantly, are the trends in ‘conscientious’ consumerism significant enough to support the growth of a values-driven, sustainability-inspired business like Tropical Salvage? Close

• 4. [Article] Assessing Strategic Intent in the Context of Competition and Absorptive Capacity

  High technology firms compete fiercely for their share of wealth. Strategic Management is a discipline that determines a firm’s intent and direction for creating a competitive advantage and wealth. Often, ...

  Citation × Citation Citation Abstract Copy Title: Assessing Strategic Intent in the Context of Competition and Absorptive Capacity Author: Sperry, Richard Chad Year: 2010 High technology firms compete fiercely for their share of wealth. Strategic Management is a discipline that determines a firm’s intent and direction for creating a competitive advantage and wealth. Often, strategies are set though polices that govern the firm’s products and services, how it positions itself to compete, the choice of scope and diversity to compete, as well as the administration polices used to define and coordinate work. Two prevailing economic theories that help explain how an economic phenomenon affects economic competition are Schumpeterian and Kirznerian. Both theories attempt to explain entrepreneurship and its effect on the economy. Firms that are able to learn and exploit technological opportunities before their competitors position themselves with a competitive position, while reaping the profits. The theory of Absorptive Capacity is predicated on the firm’s ability to predict more accurately the nature of technological advances through the accumulation of the firm’s knowledge by recognizing the value of new external information, assimilating it, and exploiting it commercially. This paper discusses expanding the Absorptive Capacity model developed by Cohen and Levinthal to include technical regime incentives and dynamically model Schumpeterian and Kirznerian competition when assessing the firm’s strategic intent Title: Assessing Strategic Intent in the Context of Competition and Absorptive Capacity Author: Sperry, Richard Chad Year: 2010 High technology firms compete fiercely for their share of wealth. Strategic Management is a discipline that determines a firm’s intent and direction for creating a competitive advantage and wealth. Often, strategies are set though polices that govern the firm’s products and services, how it positions itself to compete, the choice of scope and diversity to compete, as well as the administration polices used to define and coordinate work. Two prevailing economic theories that help explain how an economic phenomenon affects economic competition are Schumpeterian and Kirznerian. Both theories attempt to explain entrepreneurship and its effect on the economy. Firms that are able to learn and exploit technological opportunities before their competitors position themselves with a competitive position, while reaping the profits. The theory of Absorptive Capacity is predicated on the firm’s ability to predict more accurately the nature of technological advances through the accumulation of the firm’s knowledge by recognizing the value of new external information, assimilating it, and exploiting it commercially. This paper discusses expanding the Absorptive Capacity model developed by Cohen and Levinthal to include technical regime incentives and dynamically model Schumpeterian and Kirznerian competition when assessing the firm’s strategic intent Close

• 5. [Article] Green Index: Integration of Environmental Performance, Green Innovativeness and Financial Performance

  The integration of sustainability performance of companies is becoming increasingly important. The recent global requirements (i.e. the Kyoto Protocol) for significant reduction of the negative impact ...

  Citation × Citation Citation Abstract Copy Title: Green Index: Integration of Environmental Performance, Green Innovativeness and Financial Performance Author: Tekin, Ilknur Mary Joy Nirmala Year: 2014 The integration of sustainability performance of companies is becoming increasingly important. The recent global requirements (i.e. the Kyoto Protocol) for significant reduction of the negative impact of companies on the environment over the next 6 years have been putting pressure on the companies, requiring them to lower the negative environmental impact of market performance. This requirement challenges the profitable growth of the companies' business functions, given the change needed for business operations to improve on their environmental impact. In this dissertation a new corporate sustainability performance index, called: The Green Index, for measuring and assessing the integrated sustainability performance of companies is developed. The Green Index integrates Environmental Performance, Green Innovativeness and Financial Performance, by quantifying the expert opinions toward their integration. Development of the Green Index is a holistic approach in defining and measuring "green" performance for companies, integrated into their market performance. Green Index, for the first time in the literature, introduces Green Innovativeness in defining and measuring Green Performance of companies, in integration with Environmental and Financial Performance. In the literature and business practices, there are various sustainability indices used, and methodological approaches in measuring corporate sustainability performance with more than hundred performance indicators. The Green Index, uniquely refers to the collective expert opinion of management researchers, executive managers of corporations, high-tech companies' R&D managers, financial managers, corporate social responsibility managers, in defining a shorter list of 29 performance measures under the three core performance dimensions. Hierarchical Decision Modeling is used for the development of Green Index based on experts' collective decisions. At the next level, desirability levels for each one of the 29 performance measures are scaled by a group of angel investors and investors. And their collective desirability quantifications are used toward the application of the Green Index to quantify the Green Index value for a set of scenario analyses for alternative company performance states. Green Index fills a major gap in the scholarly literature and business practices. It meets the needs prioritized in the near future strategy of World Business Council on Sustainable Development (WBCSD) towards development of new performance metrics and business models for industries that are financially successful while innovating with green products as they are reducing their negative environmental impact (WBCSD Annual Report 2010, 2011). Title: Green Index: Integration of Environmental Performance, Green Innovativeness and Financial Performance Author: Tekin, Ilknur Mary Joy Nirmala Year: 2014 The integration of sustainability performance of companies is becoming increasingly important. The recent global requirements (i.e. the Kyoto Protocol) for significant reduction of the negative impact of companies on the environment over the next 6 years have been putting pressure on the companies, requiring them to lower the negative environmental impact of market performance. This requirement challenges the profitable growth of the companies' business functions, given the change needed for business operations to improve on their environmental impact. In this dissertation a new corporate sustainability performance index, called: The Green Index, for measuring and assessing the integrated sustainability performance of companies is developed. The Green Index integrates Environmental Performance, Green Innovativeness and Financial Performance, by quantifying the expert opinions toward their integration. Development of the Green Index is a holistic approach in defining and measuring "green" performance for companies, integrated into their market performance. Green Index, for the first time in the literature, introduces Green Innovativeness in defining and measuring Green Performance of companies, in integration with Environmental and Financial Performance. In the literature and business practices, there are various sustainability indices used, and methodological approaches in measuring corporate sustainability performance with more than hundred performance indicators. The Green Index, uniquely refers to the collective expert opinion of management researchers, executive managers of corporations, high-tech companies' R&D managers, financial managers, corporate social responsibility managers, in defining a shorter list of 29 performance measures under the three core performance dimensions. Hierarchical Decision Modeling is used for the development of Green Index based on experts' collective decisions. At the next level, desirability levels for each one of the 29 performance measures are scaled by a group of angel investors and investors. And their collective desirability quantifications are used toward the application of the Green Index to quantify the Green Index value for a set of scenario analyses for alternative company performance states. Green Index fills a major gap in the scholarly literature and business practices. It meets the needs prioritized in the near future strategy of World Business Council on Sustainable Development (WBCSD) towards development of new performance metrics and business models for industries that are financially successful while innovating with green products as they are reducing their negative environmental impact (WBCSD Annual Report 2010, 2011). Close

• 6. [Article] Open Source Medical Solutions

  Open Source Medical Solutions is a 501(c)(3) non-profit organization dedicated to the development of medical technologies through open source principles. OS Medical is dedicated to developing low-cost ...

  Citation × Citation Citation Abstract Copy Title: Open Source Medical Solutions Author: Alshafi, Rami, King, Joseph Year: 2012 Open Source Medical Solutions is a 501(c)(3) non-profit organization dedicated to the development of medical technologies through open source principles. OS Medical is dedicated to developing low-cost medical devices. The first device, currently in development, is the Blind Vision Project. Worn as a conventional pair of glasses, the BVP utilizes ultrasonic sensors to perceive physical objects, transmitting their proximity with massaging motors connected to the earpieces of the glasses. The device’s range can be easily adjusted to facilitate indoor or outdoor use. The device is powered by a lithium-ion battery, which is recharged with a standard USB cable. 3 million Americans are currently blind and 25 million suffer from impaired vision. Blindness can lead to a variety of other health conditions such as depression, diabetes and high cholesterol. Globally, 40 million are blind and 285 million visually impaired. In developing, lack of mobility can dramatically shorten life expectancy. The BVP will strive to increase the mobility and improve the life of blind people around the world. Both blind people and advocacy groups have expressed interest in the BVP, though similar devices have failed to catch on in the past. The failure of similar devices is generally attributed to a lack of functionality or unwieldy appearance. Competing devices are currently in development by Oxford University, Brainport Technology and potentially Apple Computers. By harnessing the power of open source development, OS Medical will strive to become the preeminent assistive device design community. OS Medical is committed to adhering to open source principles. All design specifications and IP will be published freely. Thriving open source communities exist to support software applications such as Linux, Mozilla and Drupal. Open source hardware communities are growing quickly. OS Medical will be the first open source community dedicated specifically to medical devices. Production of devices will be performed in partnership with electrical engineering classes at universities. The BVP will be delivered as a kit, which will be assembled by students as they learn basic engineering skills. Completed kits will be donated to blindness advocacy organizations for distribution to users. The BVP would replace the kits currently used, which have minimal social value and are generally thrown away or salvaged for parts at the conclusion of the class. OS Medical is currently in discussions with Prof Phillip Wong to develop a pilot program in conjunction with his Electrical Programming class. In 2013, OS Medical would like to provide the BVP to users free of cost. With an initial goal of 200 devices, OS Medical will require $30,000 in start-up funding. This will provide for the components of the device and administrative costs for the website which would support the OS Medical community. OS Medical would like to develop additional devices to serve other disabilities by 2015 and grow to serve 4,000 users by 2017. OS Medical will strive to both supply devices and serve as a cornerstone in the open source medical device community. OS Medical will serve as a conduit connecting disability advocacy organizations, educational institutions and open source developers to facilitate the design and distribution of the next generation of assistive devices. Rami Alshafi is the founder of OS Medical and will serve as Executive Director. He is currently completing a Master’s Degree in electrical engineering at Portland State University. He is assisted by Joseph King, a recent graduate of the Portland State MBA program, who will sit on the OS Medical Board of Directors. Title: Open Source Medical Solutions Author: Alshafi, Rami, King, Joseph Year: 2012 Open Source Medical Solutions is a 501(c)(3) non-profit organization dedicated to the development of medical technologies through open source principles. OS Medical is dedicated to developing low-cost medical devices. The first device, currently in development, is the Blind Vision Project. Worn as a conventional pair of glasses, the BVP utilizes ultrasonic sensors to perceive physical objects, transmitting their proximity with massaging motors connected to the earpieces of the glasses. The device’s range can be easily adjusted to facilitate indoor or outdoor use. The device is powered by a lithium-ion battery, which is recharged with a standard USB cable. 3 million Americans are currently blind and 25 million suffer from impaired vision. Blindness can lead to a variety of other health conditions such as depression, diabetes and high cholesterol. Globally, 40 million are blind and 285 million visually impaired. In developing, lack of mobility can dramatically shorten life expectancy. The BVP will strive to increase the mobility and improve the life of blind people around the world. Both blind people and advocacy groups have expressed interest in the BVP, though similar devices have failed to catch on in the past. The failure of similar devices is generally attributed to a lack of functionality or unwieldy appearance. Competing devices are currently in development by Oxford University, Brainport Technology and potentially Apple Computers. By harnessing the power of open source development, OS Medical will strive to become the preeminent assistive device design community. OS Medical is committed to adhering to open source principles. All design specifications and IP will be published freely. Thriving open source communities exist to support software applications such as Linux, Mozilla and Drupal. Open source hardware communities are growing quickly. OS Medical will be the first open source community dedicated specifically to medical devices. Production of devices will be performed in partnership with electrical engineering classes at universities. The BVP will be delivered as a kit, which will be assembled by students as they learn basic engineering skills. Completed kits will be donated to blindness advocacy organizations for distribution to users. The BVP would replace the kits currently used, which have minimal social value and are generally thrown away or salvaged for parts at the conclusion of the class. OS Medical is currently in discussions with Prof Phillip Wong to develop a pilot program in conjunction with his Electrical Programming class. In 2013, OS Medical would like to provide the BVP to users free of cost. With an initial goal of 200 devices, OS Medical will require $30,000 in start-up funding. This will provide for the components of the device and administrative costs for the website which would support the OS Medical community. OS Medical would like to develop additional devices to serve other disabilities by 2015 and grow to serve 4,000 users by 2017. OS Medical will strive to both supply devices and serve as a cornerstone in the open source medical device community. OS Medical will serve as a conduit connecting disability advocacy organizations, educational institutions and open source developers to facilitate the design and distribution of the next generation of assistive devices. Rami Alshafi is the founder of OS Medical and will serve as Executive Director. He is currently completing a Master’s Degree in electrical engineering at Portland State University. He is assisted by Joseph King, a recent graduate of the Portland State MBA program, who will sit on the OS Medical Board of Directors. Close