Harbert Magazine Fall 2025

Harbert College of Business

Fall 2025

FEATURING:

Resilience & Adaptability The Hard Work Cash Flow Bloom or Bust

C-Suite: Felix Verdigets – CEO, Nateland

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The only place success comes before work is in the dictionary.” “

FORTUNE FAVORS A PREPARED MIND

B usinesses thrive in a stable in today’s world, that disruption is often complex. And the change it compels is scary and difficult. How can you cultivate the resilience to rebound from disruption, and the flexibility and innovation to adapt to a new and different environment? You can—paradoxically—with preparation. Instinctively we lean away from change and fall back on the familiar. Fortunately, we can learn, and the conscious, deliberate preparation for disruption and change is what sets homo sapiens apart. Think about athletes training for a competition. First, they command environment. But disruption and change are inevitable. And the basics: strength, endurance, flexibility. Then, through hundreds if not thousands of repetitions, they refine the specifics and perfect the techniques. Next, they explore, learn and master the strategies. And finally, they subject themselves to the most realistic, often the most uncomfortable environments— environments purposefully designed to expose any weakness or oversight in preparation. Resilient, masterful, agile, adaptable, tested. In a word,

prepared. All this preparation enables the athlete to confront the unknowns of competition, respond to disruption and adapt to a fluid, ever changing environment—often in the blink of an eye. Athletic competition differs from business in the quick, decisive outcome. The scoreboard tells the tale; you won or you lost. With business, things may take longer, and the results may not be binary, but the same principles apply. Firms need the financial strength and endurance to handle market disruption. And as business is a team effort, the team must cultivate a high level of professionalism and trust, the mental agility to experiment, the courage to fail and take strenuous critique and the creativity to innovate. That’s preparation. And work. Let’s not forget the work. No part of this preparation is easy. Approach it deliberately with the intent to progress and grow and the willingness to do what’s necessary to make it happen. And as fortune favors the prepared mind, it will favor you. In this issue, we’ve written a little bit about preparation. Drop us a line and let us know what you think.

Harbert Magazine 3

HARBERT COLLEGE OF BUSINESS EXECUTIVE LEADERSHIP

JENNIFER MUELLER-PHILLIPS Dean and Wells Fargo Professor Harbert College of Business DUANE BRANDON Associate Dean of Research and Faculty Affairs MICHAEL WESSON Associate Dean of Graduate and Executive Programs

KEVEN YOST Associate Dean of Academic Affairs

HARBERT COLLEGE OF BUSINESS ADVANCEMENT AND COMMUNICATIONS

Putting the “Big” in Big Data There’s a new Data Immersion Lab on the first floor of Lowder Hall. It’s slated to open in January and will give students and faculty the opportunity to manipulate large datasets in a multi-dimensional environment.

JON WILSON Senior Director of Advancement

COLLEEN BOURDEAU Director of Communications and Marketing

CREATED BY THE MEDIA PRODUCTION GROUP

BRUCE KUERTEN Director JASON ADAMS Illustration, Design and Production

ELY BEYER Illustration JENNI HUNT Design and Production

CONTRIBUTORS Julie Bennett Cade Brown John DiJulio Nick DiJulio Sophia DiJulio

Justin Friedman Rudy Gaines Millie Ligon Jessamyn Saxon Samantha Sheets

LETTERS Call for

Auburn University Harbert College of Business 509 Lowder Hall Auburn, AL 36849 (334) 844-4511 HarbertCollege@auburn.edu Auburn is an equal opportunity educational institution/employer. © 2025 Auburn University harbert.auburn.edu

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Table of Contents

AT HARBERT

RESEARCH 8

Quacking Your Customer’s Code Jeremy Wolter Department of Marketing Identifying a Desired Value Heath McCullough Department of Marketing AI: The Modern Oracle Pankush Kalgotra Department of Business Analytics & Information Systems The Positive Side of Peer Pressure Paul Black School of Accountancy

FEATURES

PERSPECTIVES

Resilience & Adaptability

Guardrails, Not Roadblocks Damion McIntosh Department of Finance

More Than Skills Tracy Richard Department of Finance

WHAT WE’RE UP TO 14

Expanding Horizons James Long Global Programs

Global Classroom Anthony Roath, Tyler Morgan, Robert Straw Department of Supply Chain Management

38 The Hard Work

Women in Business Danielle Corrigan Department of Marketing From Debt to Decisions Carrie Leffler School of Accountancy

OUTREACH 18

Centers & Institutes

42 Cash Flow

46 Bloom or Bust

SPOTLIGHTS CONVERSATIONS FROM THE C-SUITE 23

Felix Verdigets, CEO, Nateland (’04, Ph.D. Management)

50 ALUMNI NOTES

Harbert Magazine 5

By The Numbers

The Value of a Harbert Education Keeps Rising

Year over year, the Harbert College has jumped 14 places in U.S. News and World Report Best Colleges rankings. This improvement recognizes our dedication to students, our commitment to academic excellence and the strength of our community.

31 #

15 # SUPPLY CHAIN MANAGEMENT Among Public Institutions 17 Nationally SUPPLY CHAIN MANAGEMENT Among Public Institutions 17 Nationally 15 # SUPPLY CHAIN MANAGEMENT Among Public Institutions 17 Nationally

18 #

Among Public Institutions 40 Nationally Among Public Institutions 40 Nationally Among Public Institutions 40 Nationally

UNDERGRADUATE BUSINESS PROGRAM Among Public Institutions 51 Nationally Among Public Institutions 51 Nationally Among Public Institutions 51 Nationally UNDERGRADUATE BUSINESS PROGRAM UNDERGRADUATE BUSINESS PROGRAM

ACCOUNTING ACCOUNTING

ACCOUNTING

$110M Investor seed capital raised

$100,000+ in case competition funds awarded to students each year

1 in 5 Auburn University students is a Harbert student

650 Students gain international experience annually

7,714 2025 fall enrollment makes Harbert Auburn’s largest college

$1.72M Awarded in scholarships annually

90% of students graduate with real-world experience

At Harbert

Raymond J. Harbert was celebrated for his contributions to Auburn with the Lifetime Achievement Award. President Roberts presents the Lifetime Achievement medallion.

Harbert Magazine 7

Research

JEREMY WOLTER Privett Professor Department of Marketing

“...research shows that the “togetherness” aspect significantly compounds brand loyalty, making repeat purchases more likely to happen.”

Quacking Your Customer’s Code W e are a tribal species. In primitive times our hunter- gatherer ancestors needed

an emotional attachment to a favorite lipstick or activewear set. Magic happens when that emotional connection develops alongside other people who are developing the same kind of connection. Research shows that the “togetherness” aspect significantly compounds brand loyalty, making repeat purchases more likely to happen. Jeep has expanded upon movements that their customers have started. Ever wonder why the dashboards of Jeeps are always decked out with plastic rubber duckies? Jeep owners began the tradition of “ducking” each other’s vehicles as a sign of light-hearted enthusiast solidarity. Now the movement has become a hallmark of the Jeep owner persona—playful, adventurous, and spirited. Jeep now sells officially licensed, cheery yellow duckies. Guess you could say their customers get a quack out of it. HM

whether in-person or online, around a specially curated event, the collective identity of the “tribe” can be leveraged to influence purchasing behaviors. “Social encounters can give us a social high,” Wolter says. “When businesses create a group for people, the group can become a collective personality. That strengthens the customer relationship.” Wolter cautions it can weaken that relationship if dynamics go in the wrong direction. Determining the tone of your customer’s tribe cannot be left to chance. Companies Sephora and Lulu- lemon have taken an exclusivity approach. A tiered club membership segues into special beauty classes or private exercise events. In these settings, the customer develops

each other to survive. Today, swaddled in modern comfort we may find ourselves more isolated, less communal, but that tribal instinct still exists. It’s just been revamped. Brands are the new tribes, managers and marketers the tribal leaders. Savvy marketers can harness that primitive tribal impulse to create a bond between a company and its customers. Not only does a tribe provide a sense of social safety, it confers status and identity on its members. Translating tribal speak into business speak, Harbert Professor Jeremy Wolter found that it’s worthwhile to organize customer groups around communal experiences. By uniting customers,

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Research

HEATH MCCULLOUGH Associate Professor Department of Marketing

with a particular identity. “Unlike loyalty program discounts or targeted promotions, identity discounts appeal to consumers by incorporating intrin- sic aspects of their self-concept, such as their status as veterans, students, or senior citizens,” McCullough says. But simply tacking on an identity to your product discount is not a fool-proof net positive. You need what McCullough calls “identity congruence”—the identity must align with the customer’s desired rather than demographic identity. Not everyone who is advanced in years wants to be under the gloomy umbrella of senior citizenship, nor does the non-traditional 40-year-old college student wish to be lumped in with frenzied 18-year-old freshman promotions. For identity discounts to work, McCullough recommends marketers understand a customer’s self-image—how they see themselves, how they want to be seen and identified. The discount then rewards the customer for the qualities and achievements they value most. “Identity marketing is the most powerful,” McCullough explains, “because at every point in our life, consciously and subconsciously, you’re trying to express who you are to yourself and others. Identity is not just an outward expression. It’s also trying to reinforce who you are to your own self.” HM

W hen Heath McCullough was working toward his Ph.D., he didn’t expect to uncover his dissertation topic shopping for shoes. A former marine, he received a veteran’s discount. “The discount made me feel valued as a customer,” McCullough recalls. Not just because it reduced the price, but because it connected him to the brand. Now an associate marketing professor at Harbert, McCullough took that sentiment and put it under scholarly examination. His pioneering research on the concept of identity discounts challenges prior thought. Of course, discounts reduce reve- nue, but markdowns, can also reduce the perceived quality of the item and the overall value of the brand. Yet marketers will still find themselves calling upon this necessary evil to move stagnant inventory or drive end-of-year sales. McCullough’s research proves that the harm to a brand can be measurably reduced, by offering identity discounts—special pricing or promotions offered to cus- tomers based on their membership in a specific group, or an affiliation

“McCullough’s research proves that the harm to a brand can be measurably reduced, by offering identity discounts...” Identifying a Desired Value

Harbert Magazine 9

Research

PANKUSH KALGOTRA Associate Professor Department of Business Analytics and Information Systems

In 2023, Kalgotra published research using over 45,000 medical histories to predict early onset cancer.

AI: The Modern Oracle L ong ago, the ancient Greeks tried a lot of things to predict the future. They consulted oracles, cast bones,

population under the age of 50 years. They represented the relationships between

with complex analysis quick and comprehensible inside the virtual environment. Equipped with headsets and immersed in a space with Generative AI capabilities, users see a visualization of the data, specifically, network of diseases. With voice commands, AI can be ‘asked’ questions about the data and directed to refine response or bring in outside sources to contribute new insights. In today’s world, where AI takes care of the technical grind, the real skill is knowing what to ask and why it matters—because the future belongs to those who ask the right questions. Ask a question, request a prediction and you’ll get an answer. A lot easier than looking at entrails. HM

different diseases as a matrix and recorded how often various diseases co-occur. They created matrices for patients with colorectal cancer, and those without, and calculated the specific variables that quantify disease interactions. The researchers could then measure how a patient’s profile matched other known colorectal patients and train the AI model to predict the likelihood of the disease. Their model enabled them to identify individuals with no family history at potentially higher risk, even before the onset of symptoms. This approach is a cost effective and scalable triage tool that can proactively identify high-risk individuals at a younger age which in turn allows early screening, intervention and improved care. And it’s not just the healthcare industry that can benefit from Kalgotra’s predictive modeling. Any industry with data sets can utilize AI (and most recently Generative AI) to uncover information that might be hidden from human eyes and predict outcomes based on that data. Kalgotra’s next effort is the design of a Virtual Reality user interface that can make the interaction

mapped celestial bodies, analyzed the flight of birds and examined the entrails of sacrificed animals for signs and omens. Over time, we’ve looked to palm readers and tarot cards and tea leaves. Now, perhaps a bit more rational, we tend to trust scientists, scholars, and most recently, AI. AI, trust? Maybe if that trust is backed up by solid unbiased databases and rigorously trained generative AI. Harbert Associate Professor Pankush Kalgotra used AI to explore volumes of data, the sheer size of which defies human analysis. AI models are built on neural networks—computational models patterned after the structure of the human brain. This structure allows the model to learn and understand the subtle patterns within large data sets. In 2023, Kalgotra, with fellow researchers, Dr. Ramesh Sharda of Oklahoma State and Seattle gastroenterologist Dr. Sravanthi Parasa, used their AI model to digest over 45,000 medical records, looking to predict colorectal cancer in the

ABOUT THE RESEARCH: Kalgotra, P., Sharda, R., & Parasa, S. (2023). Quantifying disease-interactions through co-occurrence matrices to predict early onset colorectal cancer. Decision support systems, 168, 113929. https://doi.org/10.1016/j.dss.2023.113929

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Research

PAUL BLACK Assistant Professor & Dean's Fellow School of Accountancy

“According to Black’s study, commendation directly from colleagues boosts camaraderie and collaboration even more than that same commendation from superiors.”

The Positive Side of Peer Pressure B usiness is a team sport. Build

analysts use the peer recognition system, then you’re more likely to collaborate and the system is effective. But if your group does not use the system—say you’re a senior analyst and none of the senior analysts use it—that sets the tone at the top.” Like a social media platform, users in a peer recognition system, PRS, can send short comments or messages within the software. Some systems even allow employees to put their money where their mouth is and send small monetary gifts—typically under $5—to fellow workers. These honorary tokens make little difference in employee salaries; but, Black says the incentive is not to one-up each other’s pay scale, but to add to the bank of team spirit. And according to the research, a

willingness to collaborate equates to financial success for the company. There is a caveat to PRSs, however, that could cause a cultural backfire if you’re not aware. Black’s follow-up study points out that if the chosen platform uses a leaderboard or rank- ing system which publicly displays levels of employee recognition, it may result in hard feelings or lowered self-value among employees. Com- parison is the killer, and PRSs are most effective when the system keeps interactions peer-to-peer rather than open-ended, Black says. Personal recognition systems have gained momentum at companies like Google and Intuit. And even if your company isn’t a multi-tiered corporate empire, having a PRS in place may still be of benefit. Black has observed smaller scale companies with fewer than 50 employees have found success, as long as the type of system chosen reflects the style and behaviors of the company culture. A quick search will turn up a variety of software systems fine-tuned to the needs and quirks of your employees. Give it a try and let Harbert know what you think. HM

an energized team and you’ve got an energized business. A manager can assemble a team, set goals, provide training, offer incentives, even threaten punishments but research by Harbert fellow Paul Black suggests a better, simpler way: peer recognition. Recognition for hard work or outstanding achievement is not a groundbreaking idea. Businesses have been highlighting an “employee of the month/year” for decades. In large, corporate environments, a “keep up the great work!” email from a boss usually suffices. But Black points out that more than giving employees a pat on the back or a pay raise, peer recognition adds social fuel to company culture through smaller, personalized acknowledgements. It gives employees a way to say to each other, “I see you. Good job, thanks.” According to Black’s study, commendation directly from colleagues boosts camaraderie and collaboration even more than that same commendation from superiors. But you’ve got to set the tone at the top. “If you’re a junior analyst at a firm,” Black says, “and all the junior

Harbert Magazine 11

Perspectives

GUARDRAILS, NOT ROADBLOCKS: RETHINKING FINANCIAL REGULATION N obody likes it when regulation slows progress, least of all innovators and entrepreneurs. I know. I’ve spent the past 26 years regulating and supervising financial institutions. Today, I’m a Financial Sector Supervision Advisor to the International Monetary Fund. Governments, banks and—critically—those who trust their banks rely on the work that we do to safegaurd financial systems. So, when new technologies like crypto-assets and AI make a big splash across the industry, we take note of the impact they will likely have.

Don’t get me wrong. I’m a big advocate of technology that advances the industry. In fact, both crypto and AI have the potential to be of great use to the industry— however, particular issues like money laundering, risk management and consumer/investor transparency are elementary. Hence, financial regulation is intended to protect the integrity and stability of the financial system. It is not a “wolf in sheep’s clothing” as former Secretary of the Treasury Henry Paulson once said. It’s a protection! Crypto-assets offer many efficiencies, but without regulation its almost anonymous nature poses a big threat of illicit use and money laundering. Artificial intelligence has the potential to streamline customer interactions and analyze data in ways that are helpful to banks and to customers; but left unregulated, it opens the door to cybersecurity risks, learned discriminatory biases, and homogenized market trends—where consumer preferences and developer responses lead to less diverse, more standardized products and services. Put it this way; financial sector regulation and supervision support the critical role of institutions in financial intermediation, and must stand firmly as a

DAMION MCINTOSH Professor of Practice Department of Finance

strong defense, mitigating risks that would jeopardize our confidence in these systems. If something could go wrong, then there better be a net in place to mitigate its likelihood or minimize its impact. And we do this through regulatory oversight. A big part of that work relies on buy-in. If the prevailing attitude reflects distaste for regulators mitigating the Wild West of AI and crypto, then regulation will always be an enemy. Let’s shift the focus. Innovation without risk mitigation can lead to vulnerability and failure. Regulation and supervision are the lines of defense against financial stability risk.

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Perspectives

MORE THAN SKILLS: BUILDING A CULTURE OF OWNERSHIP W hen the first class of Financial Management Association students graduated in 2015, I wasn’t entirely sure what we had built. I knew the students had talent and drive, but there was no roadmap—just a belief that if we gave them the tools and put them in the right environment, they could go toe-to-toe with anyone. That belief still shapes how I think about student preparation. Academic instruction is only part of it. The real impact comes from building a culture that expects and supports more. To me, preparation means pressure and repetition. It means giving students the space to figure things out and the responsibility to take ownership of the outcome. Technical skills are important, and yes, our students build real fluency in modeling, analysis, and portfolio work, but those skills only matter if they’re paired with ownership, drive, and a sense of gratitude. That last part really matters. It grounds the work. It keeps the ambition in check. And it’s one of the qualities that differentiates Auburn and our students. What matters most is whether the students’ experience is evolving and whether we’re building something that’s not just excellent, but sustainable. And the best part? The students are thinking about that too. A shared sense of ownership is where everything starts. As students begin to take responsibility for the program and their own development, showing them what’s possible becomes just as important, whether through exposure to alumni who’ve built meaningful careers or through experiential opportunities that let them achieve something real. After that, you just need to put them in the ring and trust them. Students shouldn’t just hear about success. They should

TRACY RICHARD Professor of Practice Executive Director, Harbert Investment Center Department of Finance

feel what it’s like to navigate it, work for it, and earn it. That’s the shift I look for: when they stop wondering if they belong and start asking what’s next. Growth doesn’t happen in comfort, and that’s where culture becomes everything. The environment has to allow, even expect, students to fail, reflect, recover, and return better. That process is hard, and it should be. But when they get through it, they’re not just prepared for the next role; they’re prepared for whatever comes after it. And when that mindset takes root, something powerful happens: students start reaching back and asking how they can help those who come after them. They become mentors and begin to see their success not as a finish line but as something to share. That culture of interconnected success has been one of the most inspiring outcomes of this work. In the end, it’s not placement statistics or competition wins that mean the most. It’s watching a student walk out the door believing, “I built something. I changed something. I pushed myself, and then I gave back.”

Harbert Magazine 13

What We’re Up To

Expanding Horizons Preparing Students for a Connected World I t’s a small world, and modern communication technologies make it smaller still. Today’s unprecedented connectivity fuels competition, accelerates innovation, opens access to global markets and talent pools, and creates new partnership opportunities. To thrive in this environment, Harbert students must cultivate a global mindset. Harbert’s Global Programs have grown significantly in recent years, offering undergraduates, graduate students and executives a range of international experiences that expand perspectives and foster personal and professional growth. James Long , the college’s new Assistant Dean of Global Programs, is focused on increasing participation and broadening the program portfolio to deliver greater value and create truly transformative experiences. “From my own experience, I know the value of exposure to different cultural environments,” Long says. “It broadens horizons, builds mutual understanding, and fosters more creative, effective problem-solving.”

Study abroad students and faculty visited Rome to gain direct insight into how businesses operate around the world.

Firsthand experience with diverse cultures, business practices, and regulatory systems develops cultural intelligence, which gives students the ability to work effectively across borders and in cross-cultural teams—a critical skill in today’s marketplace. Long also highlighted the networking, personal and professional benefits. For undergraduates, stepping beyond familiar support structures fosters self-reliance and confidence. Students learn they can navigate the unfamiliar and return to campus enriched with meaningful experiences and lasting connections that enhance their networks. These shared experiences are equally valuable for graduate and executive students, who often rely on the bonds they form within their program cohort years after graduation. In addition, these students gain direct insight into how businesses operate around the

world, sharpening their ability to make strategic decisions in complex and evolving environments. Taken together, these outcomes prepare Auburn men and women to be effective leaders who make a positive impact on their community, a central tenet of the college’s mission. While global experiences are invaluable, time and cost constraints make it challenging to offer them to every Harbert student. Balancing these factors while maximizing impact is a top priority. Long’s approach is to clearly define and continually refine the value proposition of each program. Growing the portfolio deliberately and strategically to increase accessibility equips Harbert students with the skills that lead to success. HM

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What We’re Up To

Global Classrooms Supply Chain Students Experience Real-World Impact W ith the busy schedules of Harbert’s dedicated students, it can be difficult to find opportunities for meaningful extended international experiences. But, supply chain management professors Anthony Roath, Tyler Morgan, and lecturer Robert Straw have crafted a solution: a week-long trip abroad during a regular semester course that offers invaluable interdisciplinary project collaboration and cultural experience. For the past two years, Roath and Morgan have organized this unique opportunity that pairs roughly 30 high-achieving SCM students with AI technology students in Trento, Italy, and Toulouse, France. In preparation for their trip, the students participate in weekly Zoom calls collaborating to troubleshoot real-world operating issues for global companies. SCM chair David Paradice says, “many businesses, regardless of size, are global businesses from a supply chain perspective,” and this course puts students in the middle of those operations. Last spring,

for jobs that require cross-cultural collaboration and utilization of various technologies. Robert Straw, heading up this year’s fall Trento experience, explains that being exposed to those different perspectives across cultures and disciplines teaches that “there’s not just one way of doing things.” Senior Ella Milburn agrees that collaboration with her counterparts, who came from all over the world , not only improved her leadership skills but also gave her “a deeper appreciation for different cultures and diverse problem-solving approaches.” In addition to being affordable and convenient, Straw explains the “collateral benefits” the students gain. “They come out of their shell a lot. If they want to know something, they’ll ask you.” Morgan says that curiosity is “a healthy thing when you’re out working in industry, and also in an academic setting.” Many of these students will enter jobs working with engineers and programmers. Morgan tells his students, “You’re not supposed to automatically know everything; it’s ok to ask questions.” Still, there are some things you can’t teach. Professors agree that the compassion and cultural sensitivity Auburn students bring abroad are all their own. “They’re open and welcoming—they want to interact,” Morgan explains. From friendly smiles to striking up conversations, Auburn students seem to leave a lasting impression and are great representatives of the Auburn brand. HM

Auburn students collaborated with Toulouse students to work with advanced

mixed-reality equipment in partnership with Airbus to explore innovation projects, an exposure few undergraduates can claim. Morgan explains that not only does this provide marketable experience, but it’s also preparation

Harbert Magazine 15

What We’re Up To

I n a college environment, a sense of collaborative community is fostered in student-led organizations. One such is the Women in Business group, led by marketing lecturer Danielle Corrigan who takes pride in not only providing graduates with a vast network of professional connections, but with a supportive community that leads by example. When Corrigan took over the WIB group in 2019, she inherited a group of about 50-100 students. Last fall, the organization measured 750. They have over 2,000 followers on Instagram, one of the highest totals among WIB groups in the Southeastern Conference. WIB offers members philanthropic and service opportunities, speakers, social gatherings, and networking with inspirational women working in business. Corrigan whole-heartedly believes in providing a place where students feel like they belong, much in the same way as campus sororities function. Corrigan knew she was onto something special over fall break 2024, when she took 35 WIB members to Nashville to network with industry professionals and Harbert alumni. Recalling one student’s story, “She said ‘I came on this trip not knowing anyone and now I feel like I have friends for the Women in Business Leadership. Development. Opportunity.

rest of my college career.’ And that… oh, my heart just exploded when I heard that.” This past spring, WIB monthly general meetings featured professionals like Her Search founder Caroline Shunk who discussed the challenges women face in today’s job market and shared strategies for finding meaningful and fulfilling careers; and Art of Sucre founder Emily Harpel who shared her entrepreneurial journey. The group also held several community events collecting hundreds of canned goods to donate to the Food Bank of East Alabama and organizing a volunteer day to clean up Chewacla State Park. The organization also hosts events designed to enhance engagement and camaraderie among members. This spring, members

were treated to an outdoor yoga session by The Yoga Room, workout classes at F45 and Twisted Cycle, professional headshots, and various freebies at local restaurants. Corrigan says that watching the WIB organization grow and thrive has been the highlight of her career at Auburn and she wants to keep that momentum going. Corrigan has just created Harbert Women in Business, a sister organization to the student group, focusing on alumni. She has also begun efforts to unify female student organizations within other colleges by meeting with group sponsors like herself to establish a cohesive women’s initiative community for the university. “I do believe confidence among females still is not the same as it is in men and that’s one of my biggest reasons for continuing this organization,” Corrigan says. “We need our young women to have more confidence in everything they do.” HM

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What We’re Up To

B USI-1040, an online course on Financial Literacy, was developed by Harbert college faculty Damion McIntosh, James Long and Kerry Inger. Carrie Leffler, a Harbert accounting lecturer, brought the course fully online and has plans for its continuous improvement. College students graduate with valuable academic and professional skills, but many lack the essential personal finance skills. Put plainly, they don’t know how to manage their money. In a world where purchases are made with a click, a tap or a wcard, it’s easy to lose sight of the financial picture. A recent survey of college graduates (Wakefield Research, 2024) queried grads: “a majority reported lacking basic money management skills while simultaneously carrying an average student loan debt of 40K.” And 91% of those surveyed said “a financial literacy class would have been more valuable than any other course they took.” A study featured in the Spring 2025 issue of Harbert Magazine led by J.K. Lowder Family Professor, Jitka Hilliard, found that Auburn graduates who lack financial literacy skills often carried higher amounts of student loan debt. Financial literacy is not a small problem. “Personal finance is not just about the well-being of the From Debt to Decisions Financial Wellness Course BUSI-1040 Teaches Money Skills for Life

individual,” says professor, Annamarie Lusardi. She directs Stanford’s Initiative for Financial Decision- Making. “It’s about the financial stability of a country.” Harbert College’s Financial Wellness course equips students with the basics of money management and the skills to keep themselves financially healthy. The course development was made possible through the generosity of the Phillips and Trumbull families, UMB4AU, and donors during the 2024 Tiger Giving Day campaign. Financial Wellness covers core topics like setting financial goals, understanding debt, credit management, interest, investing and budgeting. It delivers these topics in an engaging, online format that allows students to examine and use their own personal finances. Faculty creators and instructional designers focused on making challenging concepts and terms approachable. Interactive and hands-on, the format uses real-life scenarios which give students the ability to apply what they learn immediately. The course aims to ensure that students leave Auburn financially literate—with the tools and resources to benefit their lives. It’s a benefit that ripples out to the state, the region and the nation. HM

I believe this course will change lives by giving students the financial tools and the confidence to manage money and building a strong financial future.

- Carrie Leffler

Harbert Magazine 17

Outreach

Centers, Institutes, and Outreach Initiatives

• Auburn Technical Assistance Center • Center for Ethical • Center for Supply Chain Innovation • Harbert Investment Center • Lowder Center for Family Business and Entrepreneurship • Media Production Group • New Venture Accelerator • RFID Lab • Small Business Development Center • Winchester Institute for Real Estate Development OUTREACH AT A GLANCE Organizational Cultures

The college’s centers, institutes and outreach units create new opportunities for research and funding, enhance the student experience, engage industry, inform the state and the nation, and showcase innovation in ways that elevate Harbert’s reputation.

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CENTER FOR SUPPLY CHAIN INNOVATION Joe Hanna, Director In May, the CSCI hosted its annual FUSION event at the Marriott Grand National Conference Center. FUSION 2025 brought together experts to address critical topics and potential solutions to the ever-changing environment that confronts today’s supply chain practitioners. The event featured keynote speakers, panelists, and participants from companies including Ernst & Young, Ford Motor Company, Penske Logistics, General Electric Appliances, APM Terminals, and DHL Supply Chain. 200 attendees representing over 50 companies attended. Experts discussed the use of supply chains to create a strategic advantage, the use of artificial intelligence to enhance supply chain performance, the impact of tariffs and economic uncertainty and the importance of customer input when designing supply chain solutions. To tackle the chaotic operating environment, speakers addressed the creation of flexible and resilient supply chain networks. The event ended with a networking reception and dinner to recognize Dr. Brian Gibson’s retirement and honor his many contributions. For more than 25 years, Brian was instrumental in the success of the program, including serving as the inaugural Executive Director of the Center since its inception in 2016.

Students engage with potential employers through career fairs such as the School of Accountancy’s “Meet the Firms.”

AUBURN TECHNICAL ASSISTANCE CENTER Hank Czarnecki, Director Supporting manufacturing and health care, ATAC delivers tailored training that combines foundational Six Sigma instruction with hands-on project coaching. These collaborations enhance continuous process improvement and lead to measurable gains in operational efficiency, quality and cost savings. In manufacturing, projects have addressed challenges like production bottlenecks, scrap reduction and process standardization. In healthcare, teams focused on workflows, reducing patient wait times and improving care delivery processes. In manufacturing, projects addressed production bottlenecks, scrap reduction, and process standardization.

CENTER FOR ETHICAL ORGANIZATIONAL CULTURES O.C. Ferrell, Director The Center participated in the 2025 Daniels Fund National Business Ethics Case Competition. The Auburn team included MBA students Noble Sefton, Jordan Groh, Jake Richardson and Brooke Baker. 100 teams competed nationally, and Auburn was the only team from Alabama invited to participate. 80 teams were eliminated in the first round. Auburn out-performed a number of prestigious schools including Duke, Georgia Tech, University of Missouri, and Bentley University before advancing to the final round in Denver, Colorado. Though Auburn did not place in the top three, the team’s exceptional performance provided great visibility for the Center, the Harbert College and Auburn. The Center plans to participate in next year’s Daniels Fund Business Ethics Case Competition. The Daniels Fund: https://www.danielsfund. org/about-daniels-fund/mission

Harbert Magazine 19

Outreach

Finance students, professors and professionals network in the Financial Leadership Center

elite finance programs. FMA and ASIF also led visits to New York City and Charlotte, connecting students directly with professionals in investment banking, private equity and asset management. The Auburn Finance Society launched a new member series to help students build confidence and make connections early. Events included a Networking, Internships & Relationship Building Seminar, a Guide to Finance Interviews workshop, and a Women in Finance panel. AFS also hosted a “Know Before You Go” Internship Prep session open to all Harbert students and organized a site visit to Birmingham, where students met with leading wealth management firms and Auburn alumni. On the research side, the Center hosted four visiting scholars from Purdue, Wharton, Penn State, and

UT Dallas, each presenting their work and receiving constructive feedback from faculty. Internal brownbag sessions provided a forum for Harbert faculty to share and discuss early-stage research. Harbert finance faculty were once again recognized for their research accomplishments: Dr. David Cicero received the HCOB Outstanding Faculty Research Award, and Dr. Danny Qin was honored with the HCOB Rising Faculty Scholar Research Award. The Center sponsored the annual FMA Leadership Summit in October with distinguished speakers: Richard McPhail, Executive Vice President and Chief Financial Officer of The Home Depot; Erwin Van Der Voort, Vice Chairman of Global Investment Banking at RBC Capital Markets; and Senator Tommy Tuberville.

HARBERT INVESTMENT CENTER Tracy Richard, Executive Director The Harbert Investment Center remains committed to fostering career readiness and academic excellence through hands-on experiences, student engagement and faculty research support. This year, the Financial Management Association (FMA) and the Auburn Student Investment Fund (ASIF) sponsored over 2,400 student impact hours, including Bloomberg certification, financial modeling workshops and practical finance forums. Students brought home four first-place finishes in national competitions against top-tier programs including Northwestern, Penn, Cornell, and Chicago. These victories netted nearly $15,000 in scholarship awards and reinforced Auburn’s growing reputation among

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Outreach

LOWDER CENTER FOR FAMILY BUSINESS AND ENTREPRENEURSHIP Joshua Sahib, Director This year, the Lowder Center earned certification to teach the nationally recognized curriculum of the Kauffman FastTrac Bootcamp. This program helps aspiring and early-stage business owners develop the core skills to start and grow sustainable ventures. Over 50 participants from 10 cities took part in the 8-week course. Attendees included first- time founders and active small business owners from industries such as wellness, art, education and professional services. The virtual bootcamp featured live online sessions, flexible office hours, and a structured digital learning platform. Key topics included marketing, operations and business planning, helping participants take meaningful steps in their entrepreneurial journeys. Aiming to meet entrepreneurs where they are, FastTrac expands the Center’s reach beyond campus and complements the Center’s in-person Jumpstart Bootcamp. With these offerings, the Lowder Center is building the strong, connected ecosystem to support Alabama’s next generation of business leaders.

MEDIA PRODUCTION GROUP Bruce Kuerten, Director MPG continued its 11 th year producing the Drive Sober or Get Pulled Over and Click it or Ticket campaigns for Alabama Department of Economic and Community Affairs and the National Highway Traffic Safety Administration. The team started a partnership with Harbert Analytics scholars, including Pei Xu, to create the metrics to enhance the impact of the campaigns. MPG concurrently produces 3 different podcasts ( The Harbert Podcast , We Spoke , and Secrets of My Playbook with Harbert alum, entrepreneur, Mark Forchette). In support of the college’s MBA team, MPG created a “hype” video for the Auburn team to be shown at the opening ceremony of the SEC CASE

Raymond J. Harbert delivers his acceptance speech at the Lifetime Achievement Awards, June 2025

competition. Media Production also produced and directed a promotional video for the University’s EAGLES program, which helps students with special needs at Auburn. The Group supported the Harrison School of Pharmacy on 2 grant projects: one building a prescription database and a second on substance use awareness. Team members also taught an Acting for the Camera practicum for BFA students in the Department of Theatre. And in collaboration with the Alumni Association, the group produced, directed and edited videos for the 2025 Lifetime Achievement Awards as well as designed graphics, sets and wrote, staged and supervised the June ceremony at the Gogue Performing Arts Center. The Group also produces the Dean’s Report which is distributed to AACSB Deans and Harbert stakeholders and the award winning Harbert Magazine.

From left to right, Lowder Center for Family Business and Entrepreneurship, Joshua Sahib (left) pictured along with along with the NVA team of Lou Bifano, Ward Swift, Lakami Baker and Franz Lohrke

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Outreach

Harbert College of Business accounting junior Sophia Aulisio wins first place at Auburn's Tiger Cage Pitch Competition.

RFID LAB Justin Patten, Executive Director The RFID Laboratory leads pioneering work in RFID technology and collaborates with major partners across a range of innovative initiatives. The lab supports the Los Alamos National Laboratory on virtualization-grade RFID solutions. Auburn students deploy UHF tags and chamber-based testing to enable 100% inventory tracking of nuclear materials (even within radiation‑shielding glove

boxes) which reduces exposure and boosts safety. Working with Walmart, Lowe’s, Dick’s, and Nordstrom Auburn supports the ARC benchmarking program, helping develop new RFID specifications (e.g., Spec R, Y2). These specs address tag performance for apparel, home goods, and sporting items. These collaborations aim to enhance inventory accuracy, reduce shrink and improve supply‑chain visibility.

NEW VENTURE ACCELERATOR Lou Bifano, Director The NVA established the Auburn University KickStart Fund, a designated fund within the Auburn University Foundation, that will provide direct, non-dilutive grants to select student and faculty startup businesses exhibiting the greatest potential for success. Kickstart will be supported through philanthropic donations, public and private sector grants and corporate partnerships such as the grant recently received from Truist Foundation. The Fund will operate under the governance and oversight of the Harbert College and the NVA. An independent investment committee will make the Fund’s grant award decisions, and a dedicated fund manager will lead the day-to-day operations. Designed to bridge the gap between new business formation and initial seed funding, the Kickstart Fund along with increased coaching and mentoring will accelerate successful business creation across the Auburn entrepreneurial ecosystem. To date, Auburn startups have raised more than $110M in investment capital.

John Furner, Walmart U.S. president and CEO, presents the keynote talk at the Auburn RFID Lab annual conference.

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Outreach

Students (left) and professionals (below) at the 6 th Annual CityBuilders Symposium, “The Future of Real Estate Development and Technology.”

WINCHESTER INSTITUTE FOR REAL ESTATE DEVELOPMENT John Benner, Executive Director The Winchester Institute continues to expand its presence throughout the SunBelt. Over the past year, it has hosted numerous events including an Annual Outlook Panel with over 125 attendees. Guest Lecturer, Mr. Andrew Baum from Oxford University, spent three days on campus speaking to undergraduate students and presenting a public lecture on the Real Estate Company of the Future and Prop Tech—the use

of new technologies that improve how real estate is developed, marketed, managed and occupied. He plans to return in the Fall of 2026 as The Institute’s first Visiting Scholar. In July, the Institute hosted its first Certificate Program—a week-long event on Affordable Housing—held in the Auburn in Birmingham Building. The Institute has also launched CityCrew initiatives in Nashville, Dallas and Orlando with Atlanta and Charlotte coming soon.

Other events include the MRED Alumni Pitch event in August and the 6 th annual CityBuilders Symposium—The Future of Real Estate and Technology—held in September at The Marriott at Grand National in Opelika.

Scan to learn more about the Centers and Institutes at harbert.auburn .edu

Harbert Magazine 23

Harbert College of Business brings you inspiring business insights for advancing careers and lives.

OVER 40 EPISODES AND COUNTING: Regularly Reinventing Oneself: Meredith MacLean Bradford Insights On Financial Trends: Laura Glenn Overcoming Challenges Of Entrepreneurism: Kyle Tothill Building A Company: Ahsley Ahner Doing a Few Things Well: Larry Patrick Hearing Other Voices in the Workplace: Keisha Dzata The Winning Formula for Business: Kelly Baltes The Community Impact of Affordable Housing: Damon Duncan Ethics in The Highly Competitive World of Fiance: John Roth The Value of Broad-Based Knowledge: Leah Jones Saving the Planet in Retail: Connie Berardinelli Make Flexibility Part of Your Company’s DNA: Jay Brandrup Stop Being a Boss and Start Being a Coach: Linda Rebrovick Partnerships Help Build Companies: Matt Pierce Regaining Lost Altitude: Kurt Ford Find a Way to be Uncomfortable: Parker Duffey Helping Women Step Into the Unknown: Tara Wilson Building Communities, Not Just Buildings: Gizman Abbas Helping Patients on a Larger Scale: LaTonya Washington Working on the Future of Work: Ron Martere Making a Big Impact With Small Margins: Andy Garlington Moving from Music to Beer: Nick Purdy ‘Chief Fun Monster’ Gets Serious Results: Scott Flynn Managing Music Makers’ Money: Kella Farris Nothing Beats Boots on the Ground: Meghan Michel Listen to Your Guts: Bo Pate Changing with the Times: Bill Allen Emphasize Problem-Solving: Trent Kocurek

Available on harbertpodcast.auburn.edu or your favorite podcast streaming app.

A Lot of Clutter: Stephen Love Sweet Times in the Bitters Business: Christa Cotton Always Do the Right Thing: Steve Fleming Business, Law Make Profitable Combination: Pavan Reddy The Best Content is Money: Josh Brant Getting Your Law Degree Doesn’t Always Mean Getting Your Day in Court: Winston C. Tucker In Baseball, as in Business: Brooks Fuller A Story of Tragedy to Triumph: Mack Johnson

Building Better Futures: Greg Winchester No Job is Beneath You: Kevin Sommers Globe Trotter: Amy Jones Your Own Spokesperson: Stephanie Todd

Spotlights

Conversations From The C-Suite Felix Verdigets (’04, Ph.D. management) page 26

It’s all business. Someone’s got an idea, they want to market that idea, they want someone to buy that idea. They want to take the capital from that transaction and go do the next idea. If you’ve got the principles, the fundamentals, the industry can be agnostic.

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