Global Impact and Engagement

12/10/25

T-bird alum turns global conflict experience into local impact

If there’s one thing required when working in foreign aid, humanitarian service, NGOs and other impact work, it’s overcoming the ego.

From preventing an ecological disaster in Yemen to containing the Ebola epidemic in the Democratic Republic of the Congo, and even peacekeeping in Sudan, which ultimately led to the referendum for South Sudanese independence in 2011, David Gressly’s career in humanitarian assistance for the Peace Corps and United Nations has placed him as a key figure in resolving several international issues in the Middle East and Africa.

And now, he brings that global experience and perspective as the executive director of the Friends of the Verde River, a nonprofit organization that advocates for the protection of Arizona’s sixth-largest river.

Before graduating with his bachelor’s degree in developmental economics, he began his career in Thessaloniki, Greece, working for the Cotton Research Institute as a research assistant. As a passionate, self-described environmentalist, this introduction to international development compelled him to join the Peace Corps in Kenya, which he says was his first step in developing the skills necessary to deliver humanitarian aid. He spent four years immersed in the culture, developing relationships with farmers and families as he assisted in managing agricultural processes. Two years later, he was put in charge of the Peace Corps’ training center.

“We didn't have access to any kind of telecommunications aside from communicating by call or by mail," David reminisces. The seldom available cellular service and the speed of the postal service encouraged him to focus on being present and learning in the country. “It forced me to really be absorbed into the culture, and without losing my identity at the same time.”

He says that learning process was an odd balance.

“You have to learn how to separate your ego from the work that you're doing while still being able to work, in my case, as an American — not losing that part of me but not having it overshadow relationships either,” he said.

He returned to the United States in 1982 for the MBA program at Thunderbird School of Global Management at Arizona State University, then named the American Graduate School of International Management. Attracted by the student body’s diversity, he felt welcomed by the likeminded community’s extensive global experience.

After graduating in 1983, he worked the latter half of the '80s in the Peace Corps in Mauritania, eventually as the country director. He recounted a story of a representative from another organization that wasn’t able to adjust to the country.

“He stepped out of the plane onto stairs, took one look around, and went back inside the aircraft and said, ‘This is not me.’ Organizations want to avoid that happening, you need to make sure that you have what it takes to work in these kinds of environments.”

Those skills contributed to his success after joining Unicef in 1993, where he managed assistance programs in Nigeria, Cote d’Ivoire, Guinea and, finally, India, which focused on emergency response, security and public health. With two decades of experience in facilitating humanitarian aid and development initiatives, he joined the United Nations' mission in the southern region of formerly unified Sudan in 2004.

At the time, Sudan was facing their second civil war. Over two decades of clashes between the North and South left the country in famine, fear and an estimated death toll of 2 million people. One year after Gressly joined, in 2005, both sides signed a peace agreement, officially ending the war. Meanwhile, another conflict was rising in the region.

Gressly notes that the U.N.’s support network was instrumental in ensuring aid was distributed effectively.

“We had a comprehensive system that allowed nonprofit and U.N. personnel to work in remote locations, and it ensured that if something was going wrong, we could pick our people up in two hours."

That system provided them both the logistical security of their supply chains and volunteers as well as confidence from their beneficiaries in the region that assistance agreements would be fulfilled or, in the case of noncompliance, revoked.

After leading projects like delivering food assistance to malnourished civilians in Senegal and peacekeeping in Mali, Gressly was assigned to the U.N.’s Ebaola outbreak response in the Democratic Republic of the Congo (DRC) in 2019, where he was already on a peacekeeping mission. Three years after the 2014–16 outbreak had subsided in West Africa, global attention had since shifted from the disease despite its lingering persistence in several countries. But in 2018, DRC had reported a spike in cases concentrated near the Ugandan border.

His efforts in the region were met with reluctance from organizations in Washington, D.C., which he says feared that a strong response might hurt the private groups involved in the outbreak. His action plan was doubted by others who took a far more conservative — and sometimes opportunistic — approach.

“I remember talking to some people on the National Security Council, and they eventually admitted that they were afraid that if anybody got hurt on the mission, that their careers in Washington would be over.”

That attitude held back other missions from being as effective as Gressly’s. He gives the example involving the U.S. Centers for Disease Control and Prevention.

“They told me at one point, ‘It'll take two years to shut this thing down.’ We did it in five months.”

Much of that expedition can be attributed to his strategic placement of ground workers. He was able to follow the disease outbreak through the region and address cases others considered to be too high risk. At the end of his mission, there were no new infections.

Ground presence was critical both to his overarching mission in DRC and his response to the epidemic. Of course, field workers need to be willing to put themselves in unfamiliar territories and situations, but those managing and directing operations, like Gressly, can’t shy away from it either.

“I never advocated people go someplace that I wouldn't go, or hadn't already been,” he says.

But the ability has since changed. With the rising empowerment of fundamentalist and extremist groups, Gressly experienced a major shift in the Middle East and Africa.

“Fundamentalists in the Middle East and Africa are in a kind of competition. You can't use the same techniques. It's hard to be present on the ground because of the threat of being kidnapped, of being a target.”

Previously, he felt working with a humanitarian organization like the U.N. provided him a position of neutrality that afforded security and cooperation from the parties involved in a conflict. He observed that position change while in Yemen.

“Both sides repeatedly said, ‘All the Yemeni are our brothers and sisters, and they all deserve access to humanitarian assistance.’ Both sides had bureaucratic processes with permits and paperwork, but there was the ever-present threat that this assistance would be diverted to militant groups,” he said.

The difficulty of ensuring security poses a threat to ensuring proper support of civilians and increases the risk of diversion of aid to militant groups in the region. Without a ground presence, information is unverifiable, but with a presence, there is no guaranteeing the livelihood of workers. It’s a problem that he says is one of the most difficult issues facing assistance groups today.

“Al-Qaeda captured five of our security personnel and held them hostage for a year and a half. We had a World Food Program person assassinated on the streets in one of the towns. That changes the dynamic. And then you have to think how you can keep people safe.”

Despite the challenge, there was still stability in certain areas.

“I felt safest in the Houthi-controlled areas because, if nothing else, they knew how to control the territory.”

Nevertheless, both sides were cooperative enough to organize the transfer of oil from the slowly sinking FSO Safer, an oil tanker off the Yemen coast in the Red Sea. Described a “ticking time bomb” of a humanitarian crisis by the U.N., businesses, governments and NGOs all united under Gressly’s direction in 2023 to avoid the impending spill into the largest body of water in the Middle East.

After years of navigating crises like these, Gressly eventually closed his chapter in Yemen. Now, he has brought his experience home, joining the Friends of the Verde River as executive director. With only one day separating his retirement from the U.N. and his initiation at the nonprofit, he now runs environmental protection and educational programs for the Verde River Valley community.

He was introduced to the organization through his daughter, who was privy to his plan to relocate to the U.S. Since starting his career in 1977, he spent only a collective five years living in the United States. Friends of the Verde River offered him an opportunity to integrate into the community, readjust to the culture, and combine his passions for river sports and environmentalism.

After learning more about the work the organization does and their cherished positioning in the community, he joined with the mission of protecting the river through the removal of invasive species, sound water management, and offering community educational programs and development grants. Notably, the organization’s partners — the Water Infrastructure Finance Authority and the Salt River Project (SRP) — have expanded private and community grant programs from just $10,000 to amounts in the hundreds of thousands. He's currently targeting the restoration of riparian habitats, a project that has cleared 12,000 acres so far of invasive species. He’s also managing the monitoring of other wildlife like beavers and otters to support their role in the ecosystem.

According to Gressly, many of his accomplishments wouldn't have had quite the reach without his time at Thunderbird.

“A degree from Thunderbird was necessary, but I also needed the Peace Corps experience; I needed that ground-level experience in the countries I wanted to work in.”

He says those experiences were fundamental in becoming a better listener, negotiator and humanitarian, which required him to put his own bias behind him and learn to empathize with those in the situations he sought to remediate.

Gressly will be using those skills as he prepares the organization and its affected communities for the upcoming development of the Bartlett Dam, which will effectively remove 6 miles from the Verde River.

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12/08/25

Lessons on maintaining your humanity in the world of AI technology

AI is not human. But it does a good job of acting like it.

It is capable of replicating how we speak, how we write and even how we solve problems.

So it’s easy to see why many consider it a threat, or at least a challenge, to our humanity.

That challenge is at the heart of a new book titled “AI and the Art of Being Human,” written by AI with the help of Jeff Abbott and Andrew Maynard. The book is described as a practical, optimistic and human-centric guide to navigating the age of artificial intelligence.

“Human qualities that will become more important as AI advances are qualities like curiosity, our capacity for wonder and awe, our ability to create value through relationships and … our capacity to love and be loved,” said Maynard, a scientist, writer and professor at Arizona State University’s School for the Future of Innovation in Society.

Here, Maynard and Abbott, a graduate of Thunderbird School of Global Management at ASU and the founding partner of Blitzscaling Ventures, a venture capital firm investing in startups, discuss the ways that AI can challenge our individuality and how we can hold on to what makes us uniquely human.

Note: Answers have been edited for length and/or clarity.

Question: What was the inspiration behind “AI and the Art of Being Human?”

Maynard: For me, it was the growing realization that, for the first time, we have a technology that is capable of replicating what we think of as uniquely defining who we are, and that is forcing us to ask what makes us us in a world of AI. These are questions that my students and others are asking with increasing frequency — how do I hold onto what makes me who I am and thrive when everything around us is changing so fast.

Q: How does AI impede or infringe upon the ability to be human?

Abbott: AI has the potential to further reduce human interaction and, with it, the opportunity to exercise compassion. Compassion broadly defined means an action-oriented concern for others’ well-being, and it is much more easily activated where direct human contact is involved.

When building AI, we must widen our circle of concern to include those who are not present, represented or offered a voice in the process. Those who are adversely affected by our actions in building or using AI tools should be taken into account, and in the same way, someone causing environmental harm can now attempt to offset those impacts. Those causing unintended consequences when building AI should accept their share of responsibility and contribute to some form of mitigation, whether directly or indirectly.

Q: The idea of AI being a mirror is mentioned in the book. What does that mean and why is that a concern?

Maynard: Because artificial intelligence is increasingly capable of emulating the things that we think of as making us uniquely human — the way we speak, our thinking and reasoning, our ability to empathize and form relationships, and to solve problems and innovate — it’s becoming a metaphorical mirror that reflects not simply what we look like, but who we believe we are. Of course, AI isn’t aware or “human” as such. But it does an amazing job of feeling human. And because of this, it has the potential to reveal things about ourselves that we didn’t know. It also has the capacity to distort what we see, sometimes without us realizing it.

Q: As an antidote to AI’s threat to humanity, the book offers 21 tools that provide a practical business guide for thriving in an age of this powerful technology. Can you explain them?

Abbott: I’m a big believer in the power of tools based on my background in corporate strategy and entrepreneurship education … and I imagined a book that was at once deeply thoughtful and values-based, while also immensely practical, something like equal parts “The 7 Habits of Highly Effective People,” “The Business Model Canvas” and daily guided meditation.

The intent map is one of the tools that illustrates this with four quadrants. It’s a thinking tool that makes values visible and choices conscious before the momentum of AI and the actions of others make choices for you. For example, the “values” quadrant addresses the question of what we refuse to compromise when using AI, and ... the “guardrails” quadrant asks where do we draw hard lines around what we will and will not compromise on.

The power here lies not in the quadrants, but in how someone uses the relationships between them to make decisions around AI in their life.

Q: What is the danger in over-relying on AI for not just our work, but even in other areas of our lives?

Maynard: We talk a lot about agentic AI at the moment — AI that has the “agency” to make decisions and complete tasks on its own, whether that’s managing your calendar and email inbox ... or making strategic organizational decisions. From the perspective of increasing efficiency and productivity, this sounds great. At the same time, we risk losing our own human agency as we give it away to AI — especially if we do it without thinking about the consequences. In the book, we develop and apply four postures that are designed to help avoid this: curiosity, clarity, intentionality and care.

Q: What human qualities do you think will become more important as AI advances?

Abbot: Self-reliance in the Emersonian sense, because Emerson’s self-reliance wasn’t merely about independence in the mundane sense, e.g. doing your own chores. It was a spiritual and intellectual manifesto about maintaining sovereignty of mind in the face of conformity, convenience and delegation to systems of thought outside oneself. In the age of AI, that idea isn’t nostalgic; it’s necessary and it’s urgent.

Q: What role did AI play in writing this book?

Maynard: Rather a lot! We agreed early on in the process that, given the urgency with which the book was needed, it made sense to use AI to accelerate the writing process. But we also realized that we needed to walk the walk and use the tools we were writing about. And so we developed a quite complex and sophisticated approach to working with AI to create the first draft of the book.

We talk a little about this process in the book, but the end result is a deeply human initiative that reflects what is possible while working with curiosity, clarity, intention and care with AI.

What I still find amazing is that, while we guided our AI “ghost writer” very intentionally, the stories in the book and the tools they help develop are all the products of AI. They were all seeded by us, and subsequently refined by us. But they are also a testament to what is possible through working creatively and iteratively with AI.

Q: What do you hope people will come away with after reading the book and will its contents be used by ASU students?

Maynard: I hope people will approach the book as a practical guide. Something that they bookmark and come back to and apply in their everyday lives. More importantly, I hope people come away realizing that AI isn’t something that simply happens to them but is something that can help them learn to thrive ... on their own terms and in their own way.

The hope, of course, is that the ideas and tools here are part of every student’s journey at ASU as we equip them to thrive in an AI future. The book is ... written in a way that lends itself to being integrated into curricula. In the AI world, we’re in the process of building. It’s the students who understand how to thrive without losing sight of who they are — who will be the catalysts for change. And achieving this at scale? Isn’t this part of what ASU is all about?

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12/03/25

Thunderbird alum and Boeing executive Maria Laine to keynote school's fall 2025 convocation

Maria Laine, a 1993 graduate of the Thunderbird School of Global Management’s Master of International Management program, has been selected to deliver the keynote address at the school’s fall 2025 convocation.

With a career spanning more than three decades at Boeing, Laine serves as the head of business capture and operations for Boeing Defense, Space and Security in Washington, D.C. In this role, she leads a multibillion-dollar portfolio of strategic proposal development for U.S. government and international defense programs, oversees campaign and competitive analysis, and guides financial management, business operations, and workforce training and development initiatives.

Prior to her current role, she was based in London as president of Boeing United Kingdom, Ireland, and the Nordics — overseeing one of Boeing’s largest international markets outside of the United States.

Laine has also demonstrated a deep commitment to advancing global industry and transatlantic collaboration through extensive nonprofit board service. She has served on the board of trustees for the Whitehall & Industry Group and on the International Advisory Board of British-American Business, both based in London. Previously, she chaired the Board of the Global Industrial Cooperation Association and served on the Board of the American Chamber of Commerce in Denmark.

Born in Helsinki, Finland, Laine’s global perspective took shape early. At 6 months old, she moved with her family to Stockholm, Sweden, before relocating to the United States at age 7. Over the course of her life, she has moved across the Atlantic more than 10 times, living in Finland, Sweden, France, the Netherlands, the United Kingdom, and across every U.S. time zone from Florida to California. Her native languages include Finnish, Swedish and English, and she has studied French, Spanish and Dutch.

“Having to learn three languages by the age of 7 and navigating major global moves during my formative years made me realize I wanted to do something global,” Laine said.

That desire led her to pursue a degree in political science and international relations at the University of California, Santa Barbara, and later to a position at the U.S. Department of Commerce’s International Trade Administration.

It was there she discovered that her true interests lay in industry and global business rather than government work — a realization that guided her next step: earning a master’s degree at Thunderbird.

Thunderbird’s lasting influence

During her time at Thunderbird, Laine participated in the school’s exchange program with the Helsinki School of Economics, a partnership that would profoundly shape her career trajectory. While in Finland, she learned of a historic defense deal between the U.S. and Finnish governments for the sale of 64 F/A-18 fighter jets. Around the same time, a guest lecturer from McDonnell Douglas — now part of Boeing — visited Thunderbird to speak about offset and industrial participation, a highly specialized area of aerospace and defense contracting.

“I introduced myself after the lecture and told him I would be in Finland when the selection decision was made,” she said. “They told me to keep my eyes and ears open — they’d be needing someone with exactly my background. Sure enough, that’s exactly what happened.”

That combination of Thunderbird’s unique global curriculum, her cross-cultural experience and the strength of the school’s alumni network gave Laine a competitive edge. Before graduation, she was offered a position with McDonnell Douglas working on the F/A-18 industrial participation program — a role that would mark the beginning of a 32-year career with Boeing.

“The fact that Thunderbird even offered a course on offset and industrial participation — a niche topic that no other MBA program would have considered — was a competitive discriminator in my interview,” Laine said. “Thunderbird set me up perfectly for everything that was to come in my professional life.”

A global mindset for a changing world

For Laine, Thunderbird’s commitment to cultivating a global mindset remains as essential today as it was when she first arrived on campus.

“If everyone in the world had a Thunderbird global mindset, the world would be a better place,” she said. “Higher education has a critical role to play in advancing that mindset — especially amid today’s geopolitical challenges — and Thunderbird continues to be uniquely positioned in that regard.”

As she prepares to return to campus as a convocation keynote speaker, Laine offers heartfelt advice to the next generation of global leaders: “Work hard, never give up, and find your north star to stay focused on. Remember that experiential learning is key to building the foundations that will eventually get you to that goal. And above all, be kind, be respectful, and maintain a positive attitude. Those traits will serve you well for a lifetime.”

This year’s convocation holds special meaning for Laine, who will share the stage with her daughter, Anna Laine, as she graduates from Thunderbird’s flagship Master of Global Management program. It’s a moment that reflects the deep Thunderbird roots within the Laine family.

Laine also met her husband, Pekka, another Finnish T-bird, during Thunderbird’s exchange program in Helsinki, Finland. The two graduated together, built global careers and raised a family grounded in Thunderbird’s values and spirit. Not only has their oldest daughter, affectionately known as their “Baby Bird,” followed in their footsteps, but Laine’s sister, Minna Rauhala, is also a proud Thunderbird alum.

“Maria represents the heart of Thunderbird — a global leader who leads with purpose, humility and a passion for building a better world,” said Charla Griffy-Brown, director general and dean of Thunderbird. “Her journey reflects the powerful foundation that a Thunderbird education provides, and the strength of our community that continues across generations. We are thrilled to welcome her home and to celebrate this milestone alongside her family.”

As Thunderbird prepares to celebrate its fall 2025 convocation, the occasion highlights a remarkable legacy — one that spans continents, generations and careers united by a shared commitment. The Laine family’s generous gift to fund the installation of the “Finland” window inside the Pub at Thunderbird further honors that bond, serving as a lasting tribute to their connection to the school while advancing student scholarships and opportunities for future T-birds.

“I am so incredibly grateful for both the life and career journey I have had, and Thunderbird played a key role in that,” Laine said. “Life has truly come full circle. We are a Thunderbird family through and through. We’ve stayed close with many friends from Thunderbird, and we’ll always support the mission — because the world needs more T-birds.”

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11/07/25

Thunderbird at ASU alum appointed to San Tan Valley’s inaugural city council

As the rapidly growing San Tan Valley forms its first local government, Thunderbird School of Global Management at Arizona University alumnus Rupert Ventenilla Wolfert has been appointed to its inaugural city council, helping lay the foundation for the largest incorporation by population in Arizona history.

Wolfert brings with him a deep background in public service and leadership, with past roles at the Department of Veterans Affairs, FEMA, and the Social Security Administration.

On Oct. 1, Wolfert and his six fellow council members met for the first time to establish preliminary frameworks and priorities for the municipality, and will continue to meet the first and third Wednesdays of each month to build the foundations of this historic Arizona governance.

After nearly a decade living in San Tan Valley, he says his motivation for stepping into local leadership lies in personal commitment: “What inspired me to pursue this position is simple: San Tan Valley is home. After eight years here, I’ve seen both the challenges and the tremendous potential of this community. The opportunity to help establish our first local government — to help shape how we grow, govern and serve — felt like a natural continuation of my lifelong dedication to public service.”

Wolfert earned his Master of Leadership and Management with a specialization in AI, analytics, and fintech innovation, and credits the program with shaping his approach to data-informed, ethical leadership.

“My time at Thunderbird profoundly shaped my perspective. Through the MLM program, I developed a deeper understanding of strategic thinking, data-driven decision-making and ethical governance. My specialization further reinforced the importance of using technology and evidence-based analysis to solve real-world problems.”

Looking ahead, the council has until July 1, 2026, to achieve operational independence and has nine major steps to complete within this time frame, including preparing the next fiscal year budget, establishing foundational codes and policies, and building a team of key personnel.

Arizona law also requires each town to provide a variety of services, including municipal court services, planning and land use, police services, and streets and transportation.

As this plan and San Tan Valley’s governance begins to take shape, Wolfert believes the challenges of building from scratch are matched by the chance to create lasting, community-rooted systems.

“The cornerstone of effective local governance is participation. I plan to encourage open communication through community forums, partnerships with civic organizations and transparent policy processes. Every resident should feel they have a voice in shaping our town,” he said.

Wolfert reflects on his pivotal Global Field Seminar in Colombia, an elective that can be taken as part of the MLM curriculum that allows students to experience an intensive one-week immersion in a focused region of the world.

He says the experience was pivotal in demonstrating international models of innovation and resilience that can translate to strong, locally grounded policy.

“A global mindset helps me look beyond immediate issues to see how best practices from around the world can inform local solutions. My Global Field Seminar allowed me to witness firsthand how the business community develops creative solutions that not only address local and regional challenges but also draw upon the country’s rich social and cultural strengths.”

Wolfert remains ready for the path ahead and is eager to implement Thunderbird’s global vision to help inform local solutions in Arizona.

“I am truly thrilled to step into this new role and profoundly grateful to Thunderbird for the invaluable skills and mindset it instilled in me, which continue to drive me toward new opportunities and challenges.”

Read more about Thunderbird at ASU alum appointed to San Tan Valley’s inaugural city council

11/03/25

T-birds team up to propel sustainability and innovation at Messer Americas

11/03/25

Educational partnership between Thunderbird and Oman redefines public leadership

10/30/25

Thunderbird at ASU ranked No. 1 in the world for international trade for fourth consecutive year

For the fourth consecutive year, Thunderbird School of Global Management at Arizona State University has been recognized as the world leader in international trade by Quacquarelli Symonds (QS), the prestigious global authority on higher education rankings.

This year’s QS International Trade Rankings (2026) for MBA and master’s programs once again position Thunderbird as the No. 1 school in the world. The school ranks ahead of Columbia University, the University of Michigan - Ann Arbor (Ross) and the University of North Carolina at Chapel Hill (Kenan-Flagler) in the U.S., as well as the University of Cambridge, the University of Oxford and the National University of Singapore internationally.

“We are deeply honored to once again be recognized as the world’s top institution for international trade,” said Charla Griffy-Brown, director general and dean of Thunderbird. “Earning this distinction repeatedly among the world’s leading MBA and master’s programs underscores our unwavering commitment to preparing future-ready global leaders in one of the most dynamic and comprehensive fields of study.”

Thunderbird earned an overall score of 100 out of 100 points — ranking first among nearly 110 universities and business schools worldwide offering graduate programs in international trade. This achievement reaffirms the school’s position as a global leader in impact, innovation and academic excellence. Notably, Thunderbird is one of only three institutions to exceed the 90-point mark, with the next highest-ranked school, the National University of Singapore, following at 92.6 points — further underscoring Thunderbird’s preeminence in international trade education.

In this year’s rankings, Thunderbird once again stands as the only school from the United States — and the entire Americas — ranked among the global top 10, with Columbia University following at No. 11. The school likewise held this distinction in 2025 and, in 2024, was one of only five U.S. universities to reach the top 10.

This is also the only global No. 1 subject ranking across all of Arizona State University, highlighting Thunderbird’s distinct global impact within ASU’s world-class ecosystem.

Thunderbird’s world-class faculty are central to this recognition. They actively participate in many of the world’s leading academic and industry organizations, including the Academy of International Business, Council on Foreign Relations, Global Network of Business Schools, International Studies Association, United Nations Global Compact, and numerous World Economic Forum councils. Locally, faculty and students are engaged with the Arizona District Export Council, the Diplomatic Corps of Arizona, the Phoenix Council on Foreign Relations, and other key regional organizations.

Thunderbird faculty are also regularly featured and cited in leading international outlets, contributing scholarship and policy insights that shape global discourse. Their work has informed the strategies of prominent global institutions and has been referenced at the highest levels of policymaking. Influential bodies such as the United States International Trade Commission, the National Intelligence Council, the United States Senate, and the Departments of State and Defense have drawn upon this research — reinforcing Thunderbird’s impact in shaping international trade policy.

“I have the pleasure of seeing our incredible faculty and staff delivering a level of expertise and global perspective — and at a pace and scale — that is simply unmatched,” said Lena Booth, deputy dean of Thunderbird Academic Enterprise and finance professor at Thunderbird. “It’s proof that our students leave us ready to shape the future. They emerge confident, globally minded and equipped to lead and make a real impact wherever their careers take them.”

Developed in collaboration with the Hinrich Foundation, schools are evaluated across several key performance indicators, including trade program content, graduate outcomes, industry engagement, innovative teaching, reputation, research and program delivery. The QS rankings specifically highlight Thunderbird’s flagship Master of Global Management (MGM) program as the premier graduate program in international trade.

“Thunderbird’s MGM is recognized for its strong global orientation and practical approach to leadership development,” said Alex Boome, program director at the Hinrich Foundation. “With its flexible curriculum, transdisciplinary concentrations and emphasis on experiential learning, the program equips graduates with the skills and mindset to succeed in today’s interconnected and digitalized business environment.”

As part of the QS World University Rankings, the International Trade Rankings guide prospective students toward programs that equip them for success in global trade, while providing universities with a framework to benchmark and advance the quality and impact of trade education worldwide. As such, Thunderbird’s various degree programs continue to draw aspiring global business leaders who seek to make a lasting impact across the private, public and nonprofit sectors.

“What sets the Thunderbird student experience apart is that it’s unlike anywhere else in the world,” Griffy-Brown said. “Our students engage with a globally forward-thinking hub of accelerated innovation, technology and entrepreneurship, whether on campus or through our flexible online programs. They are immersed in a dynamic ecosystem where ideas meet real-world application, preparing them to lead with confidence on a global scale. Thunderbird isn’t just a place to learn — it’s a place to transform how you see the world and your role in shaping it.”

Read more about Thunderbird at ASU ranked No. 1 in the world for international trade for fourth consecutive year

10/30/25

Thunderbird at ASU ranked top 10 in faculty research, case writing for third consecutive year

For the third consecutive year, Thunderbird School of Global Management at Arizona State University has been recognized in The Case Centre Impact Index, climbing four places to rank No. 16 globally and No. 7 in the United States. This advancement highlights the growing global reach and influence of Thunderbird’s faculty in case writing, up from No. 20 worldwide and No. 10 nationally in 2024.

Thunderbird’s position among the top 10 U.S. institutions places it ahead of renowned schools including The Wharton School of the University of Pennsylvania and the Ross School of Business at the University of Michigan. Internationally, Thunderbird ranks above HEC Paris in France, SDA Bocconi School of Management in Italy, and the National University of Singapore Business School.

“Our rise to No. 16 in The Case Centre Impact Index 2025 reflects the growing global reach of this approach and the influence of Thunderbird thought leadership worldwide. It affirms our commitment to advancing management education that not only informs but transforms — empowering learners everywhere to lead with innovation, integrity and impact.” said Charla Griffy-Brown, director general and dean of Thunderbird.

As the world’s leading independent hub and leader of all management schools for cases, The Case Centre is dedicated to advancing the case method worldwide by sharing knowledge, wisdom and experience, and inspiring and transforming business education across the globe.

The Impact Index ranking system was launched as part of The Case Centre’s 50th anniversary celebrations in 2023, and provides a platform to recognize the global reach and impact of an organization’s case writing.

“In the age of AI, the case method reminds us that while data may inform, it is stories that transform. Case writing and case teaching are acts of connection — where lived experience meets reflection, and where the human heartbeat of leadership is rediscovered. Through storytelling, we transcend algorithms to cultivate wisdom, empathy and courage — the timeless engines of progress. This award stands as testimony to the enduring power of narrative and dialogue to inspire, to connect and to remind us that learning is ultimately a profoundly human journey,” said Euvin Naidoo, director of the Thunderbird Case Series and Distinguished Professor of Global Accounting, Risk and Agility at Thunderbird.

The school’s continued success in case writing is powered by the Thunderbird Case Series and the newly launched Thunderbird Case Lab. Founded in 1996, the Thunderbird Case Series captures real-world global management occurrences and transforms them into rich classroom materials, serving as a cornerstone of the school’s educational model.

This fall, the new Case Lab launched with the intent to build on this tradition with a focus on simulations, storytelling and the integration of artificial intelligence into teaching and learning.

The lab has already hosted a number of faculty workshops, including sessions on AI-driven vibe coding, agentic AI and simulation design in partnership with Harvard Business Impact (formerly Harvard Business Publishing Education). It also ran the third iteration of its signature course, “Agility and the Art of Case Writing,” helping participants craft stories that enrich classrooms and boardrooms alike.

Since its inception, the Thunderbird Case Series has produced more than 500 original cases, eight of which have been recognized with international awards for excellence and impact.

Among these most celebrated works are two cases written by Lena Booth, deputy dean of Thunderbird Academic Enterprise and finance professor. "Hola-Kola: The Capital Budgeting Decision" is set in Mexico, and "Saito Solar Discounted Cash Flow Valuation" is based in Japan, with both exploring policy and strategy in global markets.

Other distinguished cases include "Dell’s Dilemma in Brazil: Negotiating at the State Level" by Roy Nelson, senior associate dean of undergraduate programs, which highlights political negotiation and market entry in emerging economies; Professor Mary Teagarden’s classic bestseller "Blood Bananas: Chiquita in Colombia," which continues to be used globally to teach corporate responsibility and ethics; and "Race to the South Pole" by Bill Youngdahl, associate professor of project and operations leadership and William D. Hacker Faculty Fellow, which examines three contrasting leadership styles during the early 20th-century race to reach the South Pole.

A full list of prize winning cases can be found here.

Thunderbird cases are distributed and available for purchase through The Case Centre, Harvard Business Impact, and Ivey Publishing, but they are also utilized throughout Thunderbird degree and executive education curriculum to depict real-world global challenges and spark dialogue in the classroom.

Thunderbird’s high ranking by The Case Centre also reflects the strength of its faculty authors.

Professor Kannan Ramaswamy was named one of The Case Centre’s Top 50 Best-Selling Case Authors for 2023–24. His contemporary cases, including "Where’s the Beef? Beyond Meat, Impossible Foods, and the Alternative Meat Industry" and "Singapore Airlines: Strategy with a Smile" — have become classroom staples across continents.

Last year, Naidoo received The Case Centre’s Outstanding Case Teacher Award, recognizing his innovative use of the case method and his leadership of the Thunderbird Case Series.

With the Case Lab driving innovation and the Case Series extending its reach, Thunderbird is continuing to elevate management education through storytelling, technology and collaboration. The school plans to build upon this continued success by expanding its catalogue of new cases focused on sustainability, digital transformation, artificial intelligence and ethical leadership.

“At this pivotal time in history, the role of educators and researchers is not only to produce knowledge but to translate that knowledge into narratives that shape action. The case method allows us to do this with impact. Our Thunderbird Case Series takes this further through innovation in simulation, data analysis and student-driven writing. These cases don’t just describe global challenges — they model them, analyze them and invite our learners to engage directly in solving them,” Griffy-Brown said.

“By integrating real-world data, immersive technologies and collaborative authorship, we are redefining what it means to learn from and contribute to management education in a complex, interconnected world.”

Read more about Thunderbird at ASU ranked top 10 in faculty research, case writing for third consecutive year

10/29/25

The Najafi 100 Million Learners Global Initiative empowers changemakers by redefining access to education

10/21/25

ASU announces new Global Institute for the Future of Energy

The idea had been tugging at him for years. Whenever Bob Zorich read headlines about energy policy or listened to debates that felt more like shouting matches than discussions, the same thought returned: People don’t really understand energy.

It wasn’t their fault, he knew. For generations, the subject had been siloed or glossed over, reducing something as fundamental as power and fuel to a few scattered lessons. The result was predictable — a public underprepared to wrestle with the choices that would shape society’s global energy future.

Bob Zorich

And so, Zorich has decided to fund the creation of the Global Institute for the Future of Energy at Arizona State University with a $50 million gift. The new initiative, a collaboration between the Julie Ann Wrigley Global Futures Laboratory and Thunderbird School of Global Management at ASU, was launched in Houston on Tuesday during a panel event featuring Zorich, ASU leadership and industry experts.

The collaboration between the two ASU units will provide the institute with the energy expertise of the Global Futures Laboratory and the global education leadership of Thunderbird, and the vast international networks of both units.

“ASU has long been a pioneer in building bold, pragmatic solutions for the future. With an enrollment exceeding 194,000 students annually across its in-person campuses and online, ASU continues to fulfill its charter,” said Zorich, managing partner and founder of Texas-based EnCap Investments and an alumnus of Thunderbird.

“President Michael Crow has taken a visionary and action-oriented approach to positioning the university as a leading center for research, educational excellence and global influence. For these reasons, I was excited to fund the formation of this energy institute at ASU because of the university’s unique ability to scale and reach a global audience.”

Zorich and Crow believe the institute will lead the way in energy education and innovation, helping people and organizations navigate and better understand complex energy issues. The institute will expand access to energy information and develop practical solutions that advance global energy systems while supporting human flourishing.

Zorich earned a master’s degree in international management in 1974 from the American Graduate School of International Management (now Thunderbird). A steadfast advocate for the university, he has long supported its mission and ongoing commitment to high-quality education access at scale and to energy innovation.

Crow sees the new institute as vital to advancing the U.S. and the world’s energy systems and everything that relies on it, from national security to economic development.

“Energy is central to nearly every facet of our daily lives, and we have to prepare now for an evolving energy future,” Crow said. “With the rapid growth of AI and other fast-moving innovations, we have a responsibility to ready the next generation of energy leaders and solutions. Bob Zorich’s visionary investment will empower our global understanding of energy, our vital literacy and how we can work together to develop the best paths forward.”

In addition to providing seed money for the new institute, Zorich’s gift will endow a chair, who will also serve as the director of the institute, to lead its work and create fellowships and scholarships to broaden access and opportunity.

Additionally, a portion of the gift will be allocated to sponsor “Energy Switch,” a point-counterpoint show on Arizona PBS that is produced by Switch Energy Alliance. The show brings together renowned experts from government, nongovernmental organizations, academia and industry with different perspectives on important energy topics.

“Transforming our energy systems is not a choice, it is a necessity. But it is also one of the greatest opportunities of our time,” said Peter Schlosser, vice president and vice provost of global futures and director of the Julie Ann Wrigley Global Futures Laboratory. “If we align our decisions, incentives and values with the realities of the need for a transition of the energy system, we create not only a sustainable future but a foundation for energy system economic prosperity.”

The institute will focus on recruiting a new chair and core staff, and on developing curriculum for K-12, undergraduates, graduates, executives and the public, as well as public engagement opportunities.

In its second year, the institute will launch a fellowship and executive-in-residence program, bringing industry leaders directly into research, teaching and community engagement. It will also roll out a dynamic lineup of public programs — from a global energy conference and public lectures to online talks, hackathons and summer camps — sparking conversations and innovation in Arizona and beyond.

This is an opportunity to have a global impact on the future of energy, and ASU is uniquely positioned for that. I think anyone who has a conscience wants to make the world a better place. And if you can do that, why wouldn’t you do that?

Bob ZorichManaging partner and founder of Texas-based EnCap Investments, Thunderbird alumnus and ASU donor

The challenge

The world faces a silent energy crisis. Nearly 7 billion people in developing nations are striving for more power to improve daily life, while 1 billion in developed nations keep expanding their technological reach. The result: Today’s energy systems are straining under unprecedented pressure.

Zorich decided he couldn’t sit on the sideline any longer. He wanted to change the way the world learned about energy.

Changing Futures campaign

This gift supports ASU’s Changing Futures campaign, a global effort to create lasting impact.

“People really don’t know where energy comes from, and 50 years ago when I started in this business, I was one of those people,” Zorich said. “I knew there was a hole in the side of a car where I placed the gasoline nozzle, and that’s what I knew. I had no idea the importance of energy.”

His search for the right home led him back to a familiar place. More than half a century earlier, he had walked the halls of Thunderbird. Since then, the school had been folded into Arizona State University, a learning institution that had undergone its own transformation. Under Crow, ASU had become a global force, welcoming nearly 200,000 students each year, measuring success not by exclusion, but by inclusion and achievement.

That spirit of bold pragmatism resonated with Zorich. If he wanted to spark a movement in energy education, this was the soil where it could grow.

“Bob Zorich’s visionary gift reflects the very spirit of Thunderbird — bringing together innovation, global perspective and practical impact to solve humanity’s most pressing challenges,” said Charla Griffy-Brown, director general and dean of Thunderbird School of Global Management. “Energy is the foundation of every economy, community and society, and this institute will prepare learners of all ages to engage with this challenge in thoughtful, pragmatic and transformative ways. We are honored to partner with Bob in creating a global hub that empowers the next generation of leaders."

Zorich’s vision has been clear from the start: The institute will not preach ideology but instead would arm learners — from curious kindergartners to seasoned professionals — with a practical understanding of energy, including its complexities, trade-offs and the global importance of energy systems. They will learn its history, explore its density and costs, weigh its technological advantages and grapple with the realities of access and effectiveness.

“There’s a difference between affordable energy and aspirational energy. How do we gain energy abundance going into the future?” Zorich said. “The institute will look at what makes sense, what’s cost-effective and what creates the best answer for the most people.”

The institute is partnering with a trusted foundation for content development and distribution: “Switch Energy,” known for its energy-inclusive approach. But this is only the beginning. The institute will be transdisciplinary, weaving together economics, science, policy and technology. It will also be global, reaching beyond Arizona’s borders to classrooms and communities worldwide. And most importantly, it will be learner-centered, designed to spark curiosity rather than dictate conclusions.

For Zorich, the institute is more than an academic initiative. It is a personal mission, a legacy. He believes the choices humanity makes about energy will shape global societies for generations. And he is determined that those choices be guided not by rhetoric, but by understanding.

“This is an opportunity to have a global impact on the future of energy, and ASU is uniquely positioned for that,” Zorich said. “I think anyone who has a conscience wants to make the world a better place. And if you can do that, why wouldn’t you do that?”

What others are saying

Patrick McDermott, chief global advancement officer of the ASU Foundation: “Bob Zorich’s generosity is more than a gift — it’s a catalyst for transformation. His commitment empowers Arizona State University to lead the way in energy education and innovation, expanding access and opportunity for learners and communities worldwide. Bob’s vision and partnership inspire us to think boldly and act collaboratively, ensuring that ASU remains at the forefront of global impact and positive change.”

Scott Woelfel, Arizona PBS general manager: “The gift’s sponsorship of ‘Energy Switch’ allows Arizona PBS to present this vitally important program to viewers all across the country, providing the thoughtful and in-depth analysis of an issue that people have come to trust and expect from their local PBS station. As energy becomes an even more important consideration for the nation, ‘Energy Switch’ can help drive informed conversations in numerous communities.”

Read more about ASU announces new Global Institute for the Future of Energy

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