The Johnson School Annual Report 2007–2008 - Johnson Graduate ...
The Johnson School Annual Report 2007–2008 - Johnson Graduate ...
The Johnson School Annual Report 2007–2008 - Johnson Graduate ...
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<strong>The</strong> <strong>Johnson</strong> <strong>School</strong> <strong>Annual</strong> Fund:<br />
Building lasting value<br />
THE JOHNSON SCHOOL ANNUAL REPORT 2007–08<br />
Investing in the Very Best<br />
From a 20-year stint with<br />
Procter and Gamble to Internet<br />
marketing, with terms as<br />
president of Dr. Pepper Co.<br />
and Fidelity Investments, as<br />
CEO of Schenley Industries,<br />
and managing partner of Host<br />
Communications in between,<br />
Chuck Jarvie ’58, MBA ’59, has<br />
enjoyed a successful and varied<br />
career. Now a partner in Beta<br />
Capital Group, LLC, a private<br />
equity firm in Dallas, Texas,<br />
Jarvie recalls his years at the<br />
then-new business school at<br />
Cornell.<br />
“I was privileged to be in<br />
with some very bright students and really good professors,”<br />
Jarvie says. “Hal Bierman was terrific. So were Gilmore<br />
“At Cornell I learned how to approach<br />
problems and identify and work with<br />
good people. <strong>The</strong>re’s no substitute for good<br />
people.”<br />
and Nielsen. Hal taught me that I should never go into<br />
accounting—for the good of the profession. But Rex Peterson<br />
was one of his best students, and I teamed up with Rex for<br />
many years.” This typified Jarvie’s experience at Cornell: “I<br />
learned how to approach problems and identify and work<br />
with good people. <strong>The</strong>re’s no substitute for good people.”<br />
Jarvie puts that belief into practice by designating his<br />
gifts to the <strong>Johnson</strong> <strong>School</strong> for activities that strengthen its<br />
chances of recruiting the best students.<br />
“If you get the top people in, and you give them a good<br />
education, they’re going to have the most success,” he says,<br />
“and those alumni will contribute the most in terms of<br />
time and money. It’s a circular process not always widely<br />
understood.”<br />
EMBA Class of ’08 Gift Supports<br />
<strong>Annual</strong> Fund<br />
<strong>The</strong> EMBA Class of ’08 directed its<br />
gift to the <strong>Annual</strong> Fund because “the<br />
things the <strong>Annual</strong> Fund does are<br />
really the things that make the school<br />
work,” says class president Shaown<br />
Nandi ’97, MBA ’08. Case in point:<br />
<strong>The</strong> school used money from the<br />
<strong>Annual</strong> Fund to put automated<br />
defibrillators around Sage Hall.<br />
When one of Nandi’s classmates<br />
had a cardiac event in the atrium,<br />
a <strong>Johnson</strong> <strong>School</strong> staff member was able to use a nearby<br />
defibrillator to save his life.<br />
<strong>The</strong> event was especially meaningful to the Class of ’08,<br />
which Nandi calls “incredibly tight-knit. EMBA students take<br />
every class together; we room together when we’re at IBM<br />
Palisades and the Statler so we really bonded socially. We just<br />
had a barbecue that people flew in and drove hours to attend.<br />
“<strong>The</strong> things the <strong>Annual</strong> Fund does are<br />
really the things that make the school work.”<br />
Sixty out of 64 of us attended graduation, and we had 100<br />
percent participation in the class gift.”<br />
Nandi, who graduated high school at 16, is unabashedly<br />
dedicated to his alma mater. “I grew up at Cornell,” he says,<br />
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