Striking subcontractors at South Korea’s Daewoo Shipbuilding and Marine Engineering yard have reportedly decided to accept management’s offers and end their prolonged strike and occupation of a VLCC tanker under construction at the yard. In a report first carried by Reuters and confirmed by Korean media, the subcontractor’s union has agreed to end its action if DSME agrees not to pursue legal cases against the union for damages.
Faced with increasing pressure from the government and with the potential of police intervention growing, the union and representatives of the shipyard resumed negotiations. Initial reports said the two sides remained far apart with DSME firm on its offer of a 4.5 percent wage increase in response to the union’s demands for up to a 30 percent increase. Recent reports said that the union was now seeking a 5 percent increase along with the agreement not to seek damages due to the strike.
South Korea’s news agency Yonhap is reporting that the police are prepared to move to end the strike at any time. The news agency said the police would respond if the current negotiations failed. Earlier, South Korea’s president Yoon Suk-yeol hinted at the use of police saying the time had come to end the illegal action.
Yonhap also noted a softening in the tone of the president’s remarks on Thursday. At the beginning of the week, Yoon voiced harsh criticism over the now 50-day long strike. This morning he said the people wish the strike to come to an end. He said a quick resolution would be helpful to everyone.
While the union representing DSME’s full-time employees has also been critical of the strike, the workers said they would stand with the strikers if the police attempted to move in to end the occupation. They have said there must be a negotiated settlement while also saying the occupation should end.
DSME continues to say that the strike has cost the company more than $400 million. On Wednesday, a spokesman told Reuters that the shipyard was delaying deliveries for eight vessels under construction for anywhere from two to five weeks.
Concerned by the prolonged strike, Business Korea reports that South Korea’s largest shipbuilder, Hyundai Heavy Industries Group convened a meeting of its divisional presidents to discuss the business environment in shipbuilding. They reported that the company said what has been a booming period is evolving into a crisis. They pointed to the impact of rising costs, global inflation, and the war in Ukraine as creating challenges.
Business Korea reports that Hyundai is also commencing contract negotiations with the unions at its three shipyards. In a first-ever move, the three unions have come together with a unified demand for a 7.5 percent wage increase as well as several smaller concessions.
Lamprell said it had reached agreement on the bid with Thunderball Investments, a new company formed Blofeld Investment Management and AlGihaz Holding, major shareholders in the London-listed shipyard.
Thunderball has offer £0.09 per share for Lamprell which values the company at £38.8m, assuming the exercise of full rights under a share issue plan.
Blofeld holds a 25.5% stake in Lamprell and is associated with the yards joint venture partners in Lamprell Saudi Arabia. Sami AlAngari, a person acting in concert with AlGihaz.
Blofeld in wholly-owned Osama AlSayed the controlling shareholder and chairman of Jeddah-based Asyad Holding Group.
As part of the offer Maverick Investments, a company controlled by the AlSayed family and AlGihaz has extended a bridging loan facility of up $145m to Lamprell Energy, which is available to be drawn down in tranches.
Lamprell faces “urgent and severe liquidity constraints” with funding obligations of $95m due by end July. It also has medium-term financial commitments of $164m.
The bidder plans to take Lamprell private, delisting from the London Stock Exchange on completion of the takeover. “Operating as a private company with a simplified corporate structure and a reduced regulatory burden, Lamprell will be able to benefit from the elimination of the numerous costs associated with maintaining a UK public quotation as well as the removal of the short-term financial expectations of the market,” it said.
The bidder said it believed in: “Lamprell’s high quality pipeline has the potential to convert into a high margin backlog and believes that the market segments in which Lamprell operates are underpinned by positive long-term fundamentals.”
Florida-based Eastern Shipbuilding Group has filed a protest over the U.S. Coast Guard’s decision to award the next hulls in the Offshore Patrol Cutter series to a different yard, Austal USA’s new steel shipbuilding division.
In 2016, Eastern Shipbuilding Group won a contract for the first OPC hull and up to eight follow-on vessels, with potential to build up to 25 in total. The yard’s bid of $420 million per unit helped it to win over higher-cost options from more established military shipbuilders. After a devastating Category Five hurricane swept over its facilities in 2018, the Coast Guard agreed to modify the contract timeline and recompete it after four vessels. ESG invested heavily in repairing and upgrading its facilities, and all four awarded hulls are in varying stages of construction.
However, the Coast Guard announced in early July that it has awarded the contract for the next 11 OPCs to Austal USA, the Australian-owned aluminum specialist known for the Independence-class Littoral Combat Ship series. The decision effectively sunsets ESG’s participation in the OPC program after the delivery of its first four vessels, while providing Austal a new long-term source of revenue as the LCS program nears its end.
Eastern has decided to appeal the $3.3 billion contract decision, citing several potential areas of concern. In a complaint to the Government Accountability Office, ESG highlighted the cost and performance record of certain previous Austal contracts, Austal’s lack of prior experience in steel construction, and the potential cost/schedule program risk these factors might create for OPC. These considerations, according to ESG, should have outweighed Austal’s lower bid price per unit, since the RFP for the contract put a heavier weight on schedule, risk and past performance than on price.
“Austal’s purported lower price is overwhelmed by the substantial risks associated with an award to Austal, a new entrant to the steel shipbuilding industry with a record of well publicized cost overruns and performance issues,” asserted ESG.
ESG also protested an alleged Coast Guard leak of ESG’s proprietary pricing data, as well as Austal’s decision to hire a former Coast Guard commander with inside access to ESG’s information to work on the Austal proposal-writing team.
In a statement, Austal said that it expects to prevail in the dispute.
“We are confident in the integrity of the solicitation process and that the United States Coast Guard’s selection of Austal USA as the Stage II OPC shipbuilder will be upheld. We will remain focused on delivering world-class ships to our customers,” a spokesperson for the firm said.
Foremost Electronics, the engineering-led Essex based importer and specialist distributor of electromechanical components, announces the availability of a wide range of enclosures providing rugged protection of electronic systems for shipboard naval systems and maritime electronic equipment.
Applications include shipboard targeting radar, anti-submarine systems, communications equipment and control and monitoring equipment.
Continued maritime threats including territorial disputes, smuggling, and piracy are driving countries to make greater investments in their naval capabilities. This includes adoption of the latest satellite communication technology as well as focusing on smaller vessels with enhanced weapon systems. Commercial marine operators are also enhancing their electronic security and communication systems.
Foremost specialise in manufacturing components that can stand up to harsh environments, rugged applications, and extreme conditions as well as meeting shock and vibration requirements. Foremost’s products combine the know-how of specialists in the integration of mechanics, electronics, and thermal control together with many years of experience and diverse application requirements to maximize customer’s size, weight, and power requirements.
NVent Schroff products from Foremost offer robust 19″ cabinets that meet the specifications of MIL-S-901D. Their characteristics allow systems builders to meet stringent shock and vibration resistance requirements on the high seas.
The Schroff VARISTAR platform offers simple system development and integration capability and includes the following advanced features:
Elastomer or wire cable shock absorbers for COTS (commercial off-the-shelf) equipment.
Wide range of dimensions.
Wide range of accessories.
HF shielding
Reduced development and manufacturing costs.
19″ standard, in accordance with RoHS.
A cabinet for individual requirements can be quickly and easily developed and validated by numerical simulation, saving lengthy and expensive tests in a laboratory. The elastic suspension is specially adapted to the mechanical environment and the resilience of the components. At the same time, the dimensions and weight of the cabinet are tailored to specific integration requirements. The final design is further validated using a model that has been calibrated in real tests using a finite element calculation.
In April 2020, as the pandemic was raging worldwide, Jim Tompkins, arguably the dean of supply chain management consultants, spoke to FreightWaves about the outlook for his industry. Tompkins warned that COVID-19 was a before-and-after event for supply chains and that it would cement a profound shift from models based on cost, speed and efficiency to those based on what he referred to as “volatility, uncertainty, complexity and ambiguity,” or “VUCA.”
Jim Tompkins (Photo: Tompkins International)
More than two years later, events have borne out Tompkins’ forecasts — and have gone beyond what he could have expected. With that in mind, FreightWaves sat down again with Tompkins, who founded Tompkins International in 1975 and Tompkins Ventures in 2020 — the latter where he is chairman — to get his views on where supply chains have been, where they are and where they’re headed. His remarks have been mildly edited for brevity.
FREIGHTWAVES:In the spring of 2020, you forecasted a difficult adjustment for supply chains from the traditional cost-and-efficiency model to one based on resilience. Events have largely confirmed your projections. What is your read of the current situation?
TOMPKINS: Supply chain managers and leaders in all sectors still do not have a solid awareness that disruption is the new normal. Many still hope for the “good old days” or a new, stable normal. As we move forward, we need optionality, not optimality. The ability to optimize a perfect supply chain no longer exists. Supply chain networks need agility, speed and resilience.
FREIGHTWAVES: Are you surprised or did you underestimate the magnitude of the disruptions that have occurred, especially over the past 18 months?
TOMPKINS: In June 2019, I did a YouTube video explaining that the rate and magnitude of change would continually increase. In other words, VUCA would not diminish, and leaders needed to increase agility, speed and resilience.
Did I anticipate the whole world being turned upside down via COVID? Absolutely not. In fact, I kept being surprised by the impacts into the fall of 2020. Then I saw that three great shifts — working from home, the explosion of e-commerce and broken supply chains — were buffeting society at the same time. This is like nothing in the history of mankind.
At the risk of simplifying a complex situation, how did we get into this mess and why does it persist more than two years on? Were supply chains so compromised that it could not tolerate an event like this? Or were we dealing with an event like nothing we’ve had before?
We were dealing with an event like nothing before. Instead of freezing or reversing history, COVID-19 accelerated it. Pre-pandemic supply chains were not compromised — as long as nothing changed, they provided optimal service. But the business climate has changed more in the last 2 years than in the previous 50.
While consumer demand changes quickly via clicks on a keyboard, scaling up physical supply chain assets — transportation, DCs/FCs/, infrastructure, port facilities — all takes time. There has also been a lack of urgency in embracing digital supply networks, which is the only way to deal with perpetual disruption. End-to-end digital supply networks use artificial intelligence, machine learning and data analytics to bring visibility and actionability to every enterprise in a supply chain from raw material to finished product. This offers true optionality.
This may be beating a dead horse, but are we seeing a concerted effort to reshore manufacturing and distribution to the U.S.? And is Latin America overrated as a nearshore point?
While some reshoring is happening, the idea that the U.S. can be the center of all manufacturing/distribution is impossible. Reshoring implies coming back, and there is no “back” to come to. Many of the physical facilities for manufacturing have been turned into condos, and no one wants to work in those environments. The only reshoring possible involves operations that include a significant amount of automation. Nearshoring to Latin America and Africa are viable options.
It took years to build the intricate global supply chains to the Far East, and it will take time to build such infrastructure throughout Latin America and Africa.
FREIGHTWAVES:Have BCOs (beneficial cargo owners) done a good enough job of adjusting to the situation?
TOMPKINS: Like the rest of us, BCOs have had nonstop surprises. Like many, they want to return to the good old days. But with disruption as the new normal, there is no finish line, only continual adjustment.
FREIGHTWAVES:We are a little more than halfway through the year. What is your sense as to how the upcoming peak season will evolve?
TOMPKINS: Demand will be unpredictable due to the Russia-Ukraine war, inflation, semiconductor shortages and labor issues. Supply and lead times also will remain unpredictable. It will be a difficult peak season with inventory shortages and inventory overages, poor customer service and poor supply chain performance. Both online and in-store performance will be disrupted.
FREIGHTWAVES:We continue to see difficulties with chassis availability, warehouse capacity and intermodal reliability on inland moves. Is there any chance, even in the intermediate term, for these dislocations to resolve themselves?
TOMPKINS: Difficulties with chassis availability, warehousing and overall congestion are expected to continue on the U.S. East Coast. Major importers have decided to divert cargo to East Coast ports ahead of a potential (West Coast) port strike, which also reduced the amount of cargo in LA/LGB. Intermodal unreliability will be constant through year’s end as well.
FREIGHTWAVES: There has been a change in presidential administrations since we last spoke. The Biden administration appears to be taking a proactive stance toward the issue of supply chain disruptions, and it has painted steamship lines as greedy villains. Is this a misguided approach, and should the free market be free to clean up the mess that exists today?
TOMPKINS: A proactive stance is good. But it’s like planning without execution — there is little value. For example, the U.S. government has theoretically taken a proactive stance on funding semiconductor production in the United States. Yet the bill remains stuck in Congress. Telling gas stations they should just lower prices is not proactive; it is misguided. And it is still charging ahead to destroy the energy independence that we built two years ago.
You can see this on subject after subject. The government takes a stance, but talk yields no action and no result. It is very disappointing.
The solution lies in technology. We need to let the free market come to the rescue by deploying AI, agility, optionality and speed.
FREIGHTWAVES:We have seen spot market rates decline significantly on the eastbound Asian box trade as well as in truckload services in the U.S. If we operate under the assumption that these pricing changes reflect a cooling of demand, will this help bring supply chains into some type of balance?
TOMPKINS: With the past capacity issues and long lead times, retailers have ordered products early so they will not miss their seasonal demand. In doing so, orders are now arriving four to six weeks earlier than their forecast, which is creating inventory and warehouse capacity issues. This may shift the problem but could also continue to create congestion at the ports.
FREIGHTWAVES:As we spoke in mid-July, there was no contract between West Coast dockworkers and waterfront management. It would seem logical to say that a lockout, a strike or even a work to the rule on the part of the International Warehouse and Longshoremen Union (ILWU) would further damage an already-brittle supply chain. Is that a logical assumption, or are importers ahead of the game in their planning?
TOMPKINS: The dockworkers have great leverage at this time with the continued congestion. When volumes are high, a work stoppage of one day can create weeks of backlog. The math I have seen is that every day of a strike translates into one week of recovery. Importers did heed the warnings of a possible work stoppage or slowdown. They have begun strategically diverting cargo away from LA/LGB, which also could have softened the ILWU’s leverage.
FREIGHTWAVES:More than two years on, what report card would you give the U.S. supply chain and why? Are there sustainable improvements you can point to?
TOMPKINS: The grade for the U.S. is an F-plus. An “F” because the U.S. supply chain is broken. The “plus” is because most executives are aware of the problem and are trying to manage it. The failure of the U.S. and global supply chains reflects the failure of meeting the basic objective of supply chains: To synchronize supply to demand while exceeding customer expectations at a minimal cost. For the last two years, supply chains have not synchronized supply to demand. Supply chains have had both huge inventory shortages and rampant overages. We also have not met customer expectations nor have we minimized costs. Thus, the F.
The future does not look much better because so many supply chain professionals are trying to do the impossible. They are trying to fix their supply chains by working on their enterprise. I view this as being in my home office after a storm, with no power and no internet, and trying to fix the Bluetooth connection between my laptop and my printer.
The supply chain task at hand is not an enterprise problem; it is an end-to-end network problem involving multiple enterprises. The solution does not lie with fixing one link in the chain but in devising an ecosystem where all the links of the chain work together with a real-time single version of the truth, using artificial intelligence and machine learning capabilities to beget an autonomous digital supply network.
Shipping alliances show favourable treatment on blank sailings, according to new analysis.
Latest findings from Sea-Intelligence introduced a measure named ATBBS (average time between blank sailings) to identify the average number of weeks between a blank sailing on each respected alliance service.
As the graphic indicates, for Asia-North Europe 2M’s services, for example, AE5/Albatross and AE10/Silk were blanked once every 22-24 weeks (9-13 weeks in the last 12 months), whereas the AE55/Griffin and AE6/Lion were blanked every 7-8 weeks (5-6 weeks in the last 12 months).
For Ocean Alliance, where AEU2 and AEU6 were blanked minimally in the last 12 months, while AEU7, AEU9, and AEU1 were blanked every 5-7 weeks in the same time period.
THE Alliance services were all blanked frequently.
The analysis firm saw similar patterns across Asia-Mediterranean routes also.
“Blank sailings have been traditionally used as a tactical tool to manage supply to bring it down in line with demand. Over the course of the pandemic, as demand plummeted, carriers resorted to blank sailings once again to ensure that vessels were not deployed empty. However, this was not the case across every alliance service,” wrote Alan Murphy, CEO, Sea-Intelligence.
“While the general understanding might be blank sailings are made across the board, the reality is that carriers favour certain services, either by virtue of choice and the value of cargo on board certain routes, by virtue of the ports that they call, or any other external factor.
“Having this information then serves as a very good guide for the shippers, as knowing which services are more likely to be blanked (should similar operational issues arise in the future) would help them limit the additional disruption to their supply chain.”
Boskalis is to repair two Azipod engines on a Carnival Cruise Line ship using floating dry dock, a process requiring one of its vessels to be half-submerged.
Having won a contract to restore the main propulsion system on the Carnival Vista ship, the Dutch firm will dispatch Boka Vanguard to a Bahamian shipyard, where its transport vessel will go partially underwater in order to dock the 133,500t vessel.
Manufactured by ABB and Finnish shipyard Masa-Yards, Azipods engines provide maximum manoeuvrability, as the engines are directly attached to the propellers.
Why granular data is essential for climate risk insightsWhat should market participants prioritise when aiming to develop a clear view of ESG risks and opportunities? Andrea Blackman, global head of Moody’s ESG Solutions, discusses how attitudes and expectations are changing, and the role ‘comprehensive coverage’ must play in greening the global economy.
As urgency around the climate crisis heightens, the world is seeing a greater call for accountability and transparency. Market and investor pressure is mounting on the private sector to transition to a low-carbon economy, making corporate ESG disclosures a critical piece of the puzzle.
Vague claims around sustainability will not pass muster with investors and regulators. Rather, they are calling for precise data around companies’ ESG impacts, be that in the form of understanding nature-related risk, biodiversity loss, human rights considerations or other ESG factors
The procedure will include loading Carnival Vista onto a semi-submersible flatbed tow truck that is suitable for the sea, before then docking the vessel for repairs at the Grand Bahama shipyard.
Boskalis said that Boka Vanguard has a lifting capacity of 117,000t and is claimed to be the world’s largest heavy lift vessel.
Carnival Cruise Line marine operations executive vice-president Lars Ljoen said: “This groundbreaking procedure made possible by Boskalis is a revolutionary way to ensure Carnival Vista’s repairs are completed in a safe, timely and efficient manner, so the ship can resume her popular seven-day schedule from Galveston later this month.”
Boka Vanguard is scheduled to arrive in the Bahamas tomorrow, allowing it time to prepare for Carnival Vista’s arrival a week later. It will take around two weeks to load, transport and repair the ship.
It is expected that Carnival Vista will return to Galveston, Texas, US, in time for her 27 July voyage.
The HDP-2200 was developed with two versions: a baseline and variant design. The baseline design ship has a displacement of 2,400 tonnes, is 94.4 meters long and 14.3 meters wide, has a maximum speed of 22 knots, a cruising speed of 15 knots, and a range of 5,500 nautical miles. The variant design ensures enhanced ship’s survivability by separating the propulsion engine.
The AiP is the result of the second stage of HDP followed by the 1500 NEO 1,500-ton OPV last year and confirms the maturity of the ship’s design. It is based on the DNV Rules for Classification of Naval Vessels RU-NAV / RU-NAVAL with reference class notation + 1A N, Patrol (L), E0, R0.
DNV rules for naval surface ships offer various measures and class notations to achieve improved survivability. The requirements of the naval administration essentially shape the extent to which measures are included in a project.
“The AiP award proves HHI’s world-class ship technology yet again,” said Mr Sang Hoon Nam, Deputy President of HHI’s special ships division. “We will continue to focus on developing future ship technologies such as applying eco-friendly fuel propulsion and unmanned technologies to respond to the needs of navy ships.”
Christian von Oldershausen, DNV Maritime’s Naval Business Director, added: “We believe HHI’s ship design addresses both the needs of emerging and mature markets, and we look forward to the opportunity to add our expertise in building this innovative ship.”
“HHI has laid down impressive groundwork in developing a very efficient design for the HDP-2200. We sincerely hope HHI can spearhead into the market with this state-of-the-art vessel concept, and DNV will continue to help HHI to be even more competitive by working closely together,” said Vidar Dolonen, DNV Maritime Regional Manager for Korea and Japan.
LONDON, GREATER LONDON, UK, July 20, 2022 /EINPresswire.com/ — The use of artificial intelligence (AI) in the autonomous marine vehicles market is a key trend gaining popularity. Artificial intelligence is intelligence demonstrated by machines, which makes them think independently and take decisions themselves. AI is used in both manned and unmanned marine vehicles to enhance the safety and control of vessels. AI technology helps automate and optimize speed, immediate-course, and whole-voyage-routing for fuel-efficiency; ultimately, cost-saving for vessel owners and fleet managers. It also helps provide real-time weather, current data, an automatic identification system (AIS), and sensor data paired with computer vision and modeling that helps set direction decisions and may help recognize whether to avoid or pursue any obstacle in the underwater environment.
The global autonomous marine vehicles market size is expected to grow from $1.99 billion in 2021 to $4.15 billion in 2026 at a rate of 15.8%. The autonomous marine vehicles market share is then expected to grow at a CAGR of 16.8% from 2026 and reach $9.02 billion in 2031.
Major players covered in the global autonomous marine vehicles industry are General Dynamics (Bluefin Robotics), L3Harris Technologies, Inc., Kongsberg, BAE Systems, Saab AB.
The growing focus towards unmanned platforms is expected to boost the autonomous marine vehicles market growth during the forecast period. Unmanned platforms are used by the military, designed to accomplish specific tasks, such as identifying and neutralizing potential underwater threats, through location awareness, positional information, and target guidance such as positioning beacons and tracking systems. For instance, in 2021, the Navy and the Marine Corps published the Unmanned Campaign Framework to guide investments in and integration of unmanned platforms in the United States by adding air, surface and subsurface unmanned platforms to operate in all domains alongside manned systems. According to the autonomous marine vehicles market forecast, the increasing focus on unmanned platforms and equipment in defense is expected to act as a driver for the market during the period.
Asia Pacific was the largest region in the global autonomous marine vehicles market, accounting for 42.9% of the total in 2021. It was followed by North America, and then the other regions. Going forward, the fastest-growing regions in the global autonomous marine vehicles market will be Africa and Middle East where growth will be at CAGRs of 20.4% and 19.0% respectively.
TBRC’s autonomous marine vehicles market report is segmented by type into surface vehicle, underwater vehicle, by application into military and defense, archeological, exploration, oil and gas, environmental protection and monitoring, search and salvage operations, oceanography, by technology into imaging, navigation, communication, collision avoidance, propulsion.
Autonomous Marine Vehicles Market 2022 – By Type (Surface Vehicle, Underwater Vehicle), By Application (Military And Defense, Archeological, Exploration, Oil And Gas, Environmental Protection And Monitoring, Search And Salvage Operations, Oceanography), By Technology (Imaging, Navigation, Communication, Collision Avoidance, Propulsion), And By Region, Opportunities And Strategies – Global Forecast To 2031 is one of a series of new reports from The Business Research Company that provides a autonomous marine vehicles market overview, forecast autonomous marine vehicles market size and growth for the whole market, autonomous marine vehicles market segments, geographies, autonomous marine vehicles market trends, autonomous marine vehicles market drivers, restraints, leading competitors’ revenues, profiles, and market shares.
HII’s Newport News Shipbuilding division announced several promotions “designed to optimize its shipyard operations and accelerate execution”.
“We have been on an aggressive journey to transform the way we run our business. Accomplishing this transformation while running our complex business is not a simple task,” said Jennifer Boykin, president of Newport News Shipbuilding. “Our Navy customer expects us to deliver ships on time and on budget so they can meet the evolving demands of the global security environment. Our ultimate success depends on the acceleration of these efforts led by experienced leaders.”
Effective immediately, Matt Needy moves to vice president and chief transformation officer, from vice president of Navy programs. In this new position, the 34-year shipyard veteran is responsible for the overall Newport News strategy execution, advanced development of business growth – including the next-generation attack submarine SSN(X), enterprise-wide continuous improvement, overall operational health, and risk-opportunity management.
With Needy’s transition, Bryan Caccavale moves to vice president of Navy programs, from vice president of material and manufacturing. In this role, Caccavale’s diverse leadership and strong financial experience will benefit program execution and financial performance of the ships built and maintained by Newport News.
Additionally, the material and manufacturing parts of Newport News are being restructured back into two stand-alone divisions. Julia Jones remains vice president of manufacturing, while Cullen Glass, director of supply chain procurement, moves to vice president of supply chain management. In this role, Glass is responsible for all procurement, outsourcing and material logistics functions across Newport News.
Glass joined HII in 2019 as corporate director of enterprise transformation before joining the Newport News supply chain team. Prior to joining HII, he spent 18 years at Honeywell, including leadership roles in planning, manufacturing, information technology, logistics, order management and supply chain. He earned a bachelor’s degree in management from the College of St. Scholastica and an MBA from the Carlson School of Management at the University of Minnesota.
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