By Sue McMurray

When industry professionals serve as judges, mentors, or coaches, it’s not just about giving back to their profession. It’s also about investing in the next generation of leaders and creating lasting impacts.

This philosophy is central to Juli Potts’s professional role at Johnson Bixby but also her personal life. Among other forms of service to the Carson College, Potts volunteers as a coach in the WSU Vancouver Carson Coaching program.

Each spring, the program pairs interested students with volunteer mentors. It is a unique opportunity for business and pre-business students to receive one-on-one coaching from a seasoned professional in their desired industry. The coaching relationships benefit students’ professional development, providing socialization and personal support to facilitate success in college and beyond.

“At work, we call it ‘the ripple effect,’ where our efforts create a chain reaction that benefits our clients, team members, and community,” Potts says. “Coaching students in the local area, sharing my experiences, and offering insights into the profession are meaningful ways I contribute to this ripple effect.”

Coaching sessions lead to a growth mindset

Bart Rijmenams, a business administration major, met with Potts to learn more about the human resources field he’s planning to enter and to discuss HR topics such as benefits and hiring. Rijmenams also visited Potts’s office to learn more about company dynamics. He says he realized how deeply entangled HR is within a company’s values and how a positive leadership style can change the culture for the better.

“The most eye-opening thing for me was learning that patience and accepting people at different skill levels are an important state of mind if you want to be in HR,” Rijmenams says. “I am hoping to be part of a positive change within the HR construct wherever I go.”

Coaches help students find new confidence

Andy LaFrazia (’98 MBA), an Air Force veteran and retired general manager at Vexos-Controltek, began mentoring Carson students through WSU Vancouver’s Business Growth Mentor and Analysis Program (BG MAP) before serving on college advisory boards and in the coaching program.

“I encourage students to be active and work on their networking and communication skills,” LaFrazia says. “They need to be prepared for lifelong learning and not be intimidated by rapidly changing technology.”

LaFrazia recently coached David Goebel, a junior majoring in management information systems, who is planning a career in tech sales or data analytics. As an introvert, Goebel says the coaching sessions helped him gain confidence, connect with several industry professionals, and understand employer expectations.

“I’ve often preferred to work independently; however, through coaching, I realized the importance of self-promotion and the impact of strategic networking,” Goebel says. “Knowing the right people and understanding industry dynamics can be just as crucial as technical qualifications.”

Coach Amy Ott (’91 Poli. Sci.), business and workforce education director for the Greater Vancouver Chamber, was also motivated to get involved with the Carson College after witnessing the value of the BG MAP program in southwest Washington. She strives to offer the support she wishes she’d had early in her career.

“The gaps I’m seeing in students’ professional development are a lack of understanding of how to make professional connections and lack of participation in career-related internships or paid employment,” Ott says.

Active listening, role playing, job shadowing, and case studies on empathy are some of Ott’s strategies. She also helps mentees refine their social media profiles and professional demeanor.

Her mentee, Nishita Naresh, a hospitality business management major who wants to open her own business, says Ott helped her improve her résumé so that it appeals to hiring managers and gets past the initial AI scan some companies are using.

“I was surprised to learn my résumé format was completely incorrect,” Naresh says. “We spent about two hours digging through each section. Amy explained the importance of tailoring your résumé toward the job you want.”

Mentee Kiersten Brightbill pays it forward

For Kiersten Brightbill (’24 Accounting, Finance), participating in multiple coaching sessions was a great opportunity to build her networking skills while attending WSU Vancouver virtually during COVID-19.

“At the time, I didn’t know any business professionals, and it was difficult to meet them without in-person networking events,” she says. “I was also looking for career path guidance, because I was trying to decide between majoring in accounting or finance and wasn’t sure which would be a better fit for me.”

Her coaches, one of whom was Tony Andrade, a partner at Moss Adams in Portland, helped her determine that accounting was the right path. He says his goal is to provide students with a better understanding of their career paths, what an employer is looking for, and to remove some of the uncertainty or anxiety related to job hunting.

After seeing how beneficial it was to have a mentor during the first few years of college, Brightbill mentored a few students herself as a teaching assistant and Beta Alpha Psi officer.

“Becoming a mentor was an awesome, full-circle moment,” she says, “and my experience with the Carson Coaching program helped launch my career.”

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To learn more about the Carson Coaching Program, please contact van.cb@wsu.edu or 360-546-9750.

By Sue McMurray

Before meeting former Fortune 500 marketing executive and author Deb Miller, marketing students Julianna Topper and Kylie Moore, who aspire to have marketing careers in professional sports, had never considered doing an internship in the publishing industry. Neither had Evin Harvey, a marketing/entrepreneurship major, who dreams of becoming a marketing director for a large-scale business.

But sometimes opportunities that seem unrelatable at first glance carry unforeseen rewards.

As an adjunct professor who teaches MBA marketing courses for the Carson College, Miller was already familiar with the creativity and digital agility of Carson students. She had a clear vision for the promotion of her new book Forget the Fairy Tale and Find Your Happiness but needed hands-on help setting up accounts, creating graphics, and mastering the mechanics of social media.

“I saw WSU students as the perfect fit—not only to assist with execution but also to bring innovative perspectives to the process,” she says.

Miller worked with Michelle Chapman, retired assistant directorfor student engagement and career development in the Carson Center, to create six short-term “micro” internships focusing on the book’s digital strategy, content creation and pre-sale engagement, launch day execution, and assessment.

When Topper, Moore, and Harvey learned about micro internships, they were intrigued. The internships would not only allow them to hone their marketing skills in an unfamiliar industry but also fulfill the Carson Career Amplifier program high impact learning experience requirement. Amplifier supplements classroom learning with career experiences such as internships, global learning, and hands-on projects.

Marketing majors Amanda Roskelley, Lucinda Wing, and Gurleen Kaur held the other three internships. All of the interns’ work was staggered over the fall, winter, and spring terms and aligned with different phases of the book’s pre-launch marketing strategy. The book is now available anywhere books are sold.

“Students’ responsibilities were tailored to their individual strengths and interests,” Miller says. “Each brought a unique perspective, and I loved hearing their insights after reading my book. Their interpretations and creative input have been invaluable to shaping the marketing strategy.”

Interns reflect on the value of the experience

“As a senior I was looking for ways to build my résumé and professional skills,” Harvey says. “I thought this internship was a great way to develop and apply my marketing skills in a real-world setting.” She and Miller worked together to create a detailed foundation for the overall internship experience.

Harvey worked on strategic digital planning and early promotion, developing Google documents to track deadlines, internship activities, and onboarding of other interns. She also shadowed with Miller’s daughter, a Google marketing researcher. Harvey says the best thing about the internship was learning the ins and outs of Google, working with business professionals, and networking.

Topper worked as a content creation and pre-sale engagement intern to create appealing, branded posts primarily for Instagram and other social media platforms, including TikTok. She assisted in official branding concepts for the book, building book playlist templates, and designing pre-order giveaways. She says she took time to research the industry and how analytics and engagement would differ from other social media accounts and industries she’s worked in.

“Working in an industry I had not considered previously was challenging,” Topper says. “I aspire to be a social media and branding manager for an NFL team, and this experience allows me to prove I not only know how to design for social media but also develop engagement metrics as well.”

Moore applied for the internship to build career connections and develop her interest in marketing. She says her dream job is to work as a marketing professional for the Seattle Mariners.

Moore’s duties focused on outreach to local libraries, bookstores, and book clubs. She says one thing that surprised her was the value of AI technology in developing lists of libraries and contact information in cities where Miller has lived so she could reach out to them about carrying the book. Moore also helped build and manage a Facebook profile for the book.

“The most valuable skill I gained was knowing the importance of clear and professional email communication,” Moore says. “As a freshman, I hadn’t had much experience using Outlook, but this internship allowed me to develop essential communication skills that are crucial in the business world.”

Collaborative partnership facilitates long-term benefits

Miller worked to create a mentoring environment where students felt comfortable sharing ideas, and they rose to the occasion. She was amazed at how much they juggled—full-time coursework, part-time jobs, extracurriculars, and this internship—yet showed up fully engaged and ready to contribute.

“This collaboration has been a true partnership, and I deeply appreciate the energy, enthusiasm, and fresh thinking they brought to the table,” Miller says.

She says she would be happy to support students beyond the internships, whether through career advice, professional connections, or as a professional reference.

“Beyond networking, students gained hands-on marketing experience they can add to their résumés,” Miller says. “They also took away some life lessons—several interns have left reviews on Goodreads saying, ‘Every woman should read this book.’ That, to me, is incredibly meaningful.”

By Sue McMurray

If you ask Columbia Hospitality founder and chairman John Oppenheimer, there’s no better time to be in the hospitality business in Washington state.

He backed that sentiment with data during his keynote at the Burtenshaw Lecture, an annual event in which hospitality executives share career insights and advice with WSU students and the public.

Referencing the Smith Travel Research Report, a leading source of data analytics for the hospitality industry, Oppenheimer says visitors to Washington have risen 5.6 percent since 2019 and are spending 5 percent more statewide. The average daily rate in a number of markets is up, and guests to the US spent more than $777 billion in 2024, predicted to increase by $30 billion in 2025, according to the report.

“This data is one of the reasons to be so enthusiastic about hospitality,” he says. “This industry is growing and thriving. It’s fun, strategic, and important.”

Important lessons for success

Besides the positive numbers or the promise of them, Oppenheimer, who started in hospitality as a skycap at the Boise Airport, says hospitality matters because of the people who make up the workforce. He shared a couple of examples of talent—or lack of it, that he’s seen make a difference in people’s lives and careers.

Oppenheimer recalled a time during Columbia Hospitality’s management of Cedarbrook Lodge when a woman arrived to check in. The front desk agent noticed she was a bit frazzled and asked how he could help.

The woman explained she had the biggest interview of her life the next day and had forgotten her dress socks. After checking her in and sending a bottle of cabernet to her room, the agent asked a security guard to watch the front desk while he slipped out to buy socks. When the guest woke up the next day, there were 12 pairs of socks in different colors waiting for her.

“Those are the kinds of stories we get to create,” Oppenheimer says. “How we treat each other is part of the magic of what we do.

At Columbia, we talk about how we can create at least two stories a day—one for your colleagues and at least one for your guests to make their day more pleasant.”

Oppenheimer says he looks for massive enthusiasm and positive energy when hiring employees. He shares a story about his friend Jim, a president of a big hotel company.

According to Oppenheimer, Jim is in a long line of guests checking into the MGM Grand hotel in Las Vegas. When he reaches the front desk, the agent doesn’t welcome him or even look up—just asks for his license and credit card.

“Is this where you say, ‘Welcome to the MGM; we’re so glad you’re here?’” Jim asks.

The agent still doesn’t look up and replies, “Credit card, driver’s license; we’ve got a lot of people behind you.”

The next day, Jim is interviewing students at a nearby university career fair. The first student to walk in—wearing a crisp suit and an enthusiastic smile—is the MGM front desk agent from the night before.

“Hi,” Jim says. “This is going to be very short. You had your interview last night when you checked me into the MGM.’”

For Oppenheimer, this story illustrates that a successful hospitality industry is really only its people.

“Having an attitude of ‘man I love to work here!’ becomes transparent to guests,” he says.

Leadership practices that work

Oppenheimer founded Columbia Hospitality in 1995. Today it operates more than 100 properties in 9 states, including hotels, resorts, residential communities, golf courses, distinctive venues, restaurants, bars, and spas. Under his leadership, the company has earned many awards, including the 2024 Puget Sound Business Journal’s Fastest Growing Companies in Washington State and Washington’s Best Workplaces.

In an industry known for high turnover, Oppenheimer says it’s important to create a strong organizational culture to retain top talent. One of his tactics is mixing up teams at different locations to demonstrate the company’s culture. Another is using Beekeeper, an app that allows team members to see the work happening across properties but also share personal success stories. He’s also hired a team to incorporate AI into business operations.

Oppenheimer’s leadership style includes delegating and often celebrating large and small successes. He adds personal touches such as calling employees on their birthdays. Keeping culture and values alive as a company grows is a team sport, he says. He also reads every negative review monthly.

When COVID-19 disrupted the industry and caused layoffs, Columbia Hospitality coped by creating the Columbia Cares Foundation, a grant program to help team members facing hardships and unforeseen emergency circumstances. Oppenheimer also saw a need to diversify the company’s portfolio and subsequently became involved in the Home Owners Association management business, expanding Columbia’s scope of management from 2 buildings to 19.

“I’m not a big believer in 5- or 10-year plans, but rather I look for the right opportunities that add value,” Oppenheimer says. “The advice I would give aspiring hospitality business owners is to act with urgency, have a ‘yes’ mentality, and have consistent customer service across properties.”

By Sue McMurray

Thirty-five years after its final chemical plant shutdown, the Hanford Site remains one of the largest environmental cleanup projects in the US. Much cleanup progress has been made, and the site is preparing to treat roughly 56 million gallons of nuclear waste in underground tanks.

Effective collaboration with stakeholders, including local communities, is essential. Hanford teams will require strong leadership skills to make informed decisions about cleanup methods, timelines, and community involvement to ensure efforts align with the needs and concerns of all parties involved.

There is arguably no better resource than WSU Tri-Cities, Hanford’s backyard neighbor, for this critical leadership training.

WSU Tri-Cities has always had a strong connection to Hanford, beginning with the opening of the General Electric School of Nuclear Engineering in 1946. Over time, the campus has been actively engaged with Hanford through various partnerships and projects benefiting students and the community.

Launching the One Hanford Leadership Academy through Cougar Tracks, a WSU Tri-Cities continuing education program, was a natural fit.

WSU and Hanford collaborate on curriculum

WSU Tri-Cities retired business Professor Joan Giese—then-director of Cougar Tracks—spent six months collaborating with the US Department of Energy Hanford Field Office and Hanford contractors to develop the program.

“It took diligent planning and execution by all parties—our collaboration was on steroids,” Giese says. “This is a unique program featuring our very best faculty experts on management topics directly applicable to the work of current and future Hanford contractors.”

Tom Tripp, Carson College of Business senior associate dean for academic affairs, developed curriculum and serves as an instructor and management expert for the academy.

“The academy is the type of partnership that epitomizes WSU’s land-grant mission to provide expertise that helps citizens and businesses of Washington state,” Tripp says. “I’m excited to offer my experience on the psychology of workplace conflict to help Hanford managers prepare for executive leadership.

”The year-long academy started in January, preparing 15 mid-career Hanford contractors to handle challenges C-suite executives face. Six Carson College faculty lead sessions on the following topics:

• Building trust, led by Professor Tom Tripp
• Communication and persuasion, led by Associate Professor (Career Track) Chris Cooney
• Teamwork and collaboration, led by Professor Jeremy Beus
• Negotiation and managing conflict, led by Professor Kristine Kuhn
• Culture and change management, led by Associate Professor Leah Sheppard
• One Hanford positioning and messaging, led by Professor Andrew Perkins

The sessions are separated by project workshops, where participants work alongside facilitators Wade Larson, WSU Global Campus professor, and Doug Steck, WSU Vancouver executive in residence. There are no exams; each participant applies the skills developed in the sessions to complete a project.

“Key takeaways for me were the importance of communication and understanding your own values as a leader,” says participant Garrett Knutson, ES&H director at Navarro-ATL. “With a strengthened network of peers and enhanced skill set, I am better equipped to contribute to the success of the Hanford mission.”

Participant Casey DeGroof, Hanford Mission Integration Solutions deputy vice president of safeguards, security, and emergency response, says the training on building organizational trust, establishing fair practices, and addressing factors contributing to political conflict are foundational to achieving success across Hanford.

“This opportunity is not just about building or reinforcing our leadership skills—it’s about teamwork,” she says. “Understanding how we are all aligned to the same mission is critical to making the best decisions for site remediation, protection strategies, and long-term safety of our community.”

Ensuring a better future

The faculty are excited to help solve challenges and uncertainties Hanford contractors face.

“Using evidence-based strategies to help people working in organizations and facing real-world problems is one of the best parts of my job,” Sheppard says.

“The Hanford Site team is doing essential work to ensure future generations in Washington state live in a safe and thriving environment. They are deeply committed to that mission, and each is personally committed to achieving a shared vision,” Cooney says. “It is an honor and privilege to play a role in helping them work together to achieve their goals.”

Michelle Hrycauk Nassif, the current director of Cougar Tracks, says the university is cultivating a workforce that will not only excel within the Hanford ecosystem but also drive economic and technological growth in the Tri-Cities region.

“Our Cougar Tracks programs are designed with industry collaboration at their core, ensuring we not only meet but anticipate the workforce development needs of STEM-driven enterprises,” Hrycauk Nassif says. “The One Hanford Leadership Academy exemplifies this partnership, leveraging the strength of our research expertise and our innovative learning programs to prepare mid-level managers for transformative leadership roles.”

The academy’s organizers hope to welcome a new set of cohorts each year.

“Hanford is one of three nuclear research and development sites in the US that comprised the Manhattan Project during World War II,” Tripp says. “As a potential outcome, we would love to see the One Hanford Leadership Academy expand to the other Manhattan Project sites in Los Alamos, New Mexico, and Oak Ridge, Tennessee.”

By Sue McMurray

When Rep. Ed Orcutt gave the fall 2024 Hoops Tax Forum keynote, his opening statement perfectly captured the purpose of the event and the mission of the Hoops Tax Institute at the Carson College of Business.

“I’m not here to tell you what to think on tax policy but to give you background and insights as you develop your own thoughts on a particular tax policy,” Orcutt says.

Featuring diverse, professional insights of top tax experts and legislative leaders is a hallmark of the Hoops Tax Institute.

Institute Director Jeff Gramlich says the tax forum helps students, faculty, and the community learn about taxation, government regulation, and the value of voting. Attending the forum is a great avenue for students to develop critical thinking and prepare for the workforce, he says.

Orcutt shares professional and personal insights on Washington’s tax system

In the Washington State House of Representatives, Orcutt represents the 20th District and is the ranking Republican on the House Finance Committee. He’s known to champion tax incentives to spur business in Washington state communities.

Orcutt has been a forestry consultant since 1990 and owns a forestry consulting company. He serves on the House Agriculture and Natural Resources Committee and relies on his forestry background to guide his decisions on matters of forest policy. He also serves on the House Transportation Committee and advocates for local transportation and effective use of state gas tax and vehicle registration revenues.

At the forum, Orcutt detailed how tax policy is made through the House and the Senate and explained his views on tax breaks.

“Tax breaks help us be more competitive with other states, reduce higher operational costs, prevent job loss in struggling industry, and equalize the tax burden between high-profit and low-profit businesses,” Orcutt says.

He shared two examples illustrating the importance of incentives when it comes to bringing in jobs and attracting companies to locate within a state.

In one example, economic development entities indicated 2,000 or more jobs had been created in Cowlitz County as a direct result of a manufacturing and sales tax exemption. In another case, five companies looking to establish a new data center in Washington ultimately decided it was too risky because they were unsure if a data center tax exemption about to expire would be renewed. The legislature did extend it the next year, but all of the companies had already decided to build in other states.

“Tax policy matters where people locate their businesses,” Orcutt says. “It also matters where they expand their businesses. Some say removing a tax break won’t shut a business down. But when there is no incentive or a question of whether there will be one, employers may locate in another state where there is certainty, or when it comes time for businesses to expand, they may look elsewhere.”

Orcutt also gave examples of the 786 tax breaks in Washington, some of which apply to businesses (278), agriculture (63), individuals (93), nonprofits (95), interstate commerce (22), and government (82). He says tax policy has been used to discourage certain activities, such as smoking, drinking, and radioactive waste disposal. There is strong bipartisan support for property tax exemptions for senior citizens, disabled persons, and veterans, he says. “Protecting taxpayers and creating jobs are important to me,” Orcutt says. “I back that up by supporting legislation to encourage the growth of all businesses and to help preserve existing jobs in our communities.”

Semiannual forum features diverse perspectives of tax leaders

As a Republican representative, Orcutt’s presentation rounded out Gramlich’s agenda to feature bipartisan views during the 2024 tax forums. Orcutt’s stance that state lawmakers should resist efforts to raise taxes on individuals, families, or employers contrasted with that of Democrat Noel Frame, a state senator and former chair of the House Finance Committee, who gave the keynote at the spring tax forum.

While Orcutt maintains Washington’s tax system produces enough revenue to pay for state priorities, Frame advocates for creating tax credits for Washington’s working poor and a property tax on extreme wealth derived from the ownership of stocks, bonds, and other financial, intangible property.

“Inviting bipartisan legislators to share their views on tax issues and giving students and the community an opportunity to ask questions in a professional setting is one way the Tax Institute serves society,” Gramlich says.

In addition to the semiannual Hoops Tax Forum, the institute hosts the annual Washington State Tax Forum in August, bringing together state and local tax professionals and state tax administrators to discuss approaches to pressing tax issues in Washington.