![]() ![]() Gerrity oversaw the revolutionary reengineering of the School’s MBA and undergraduate programs to reflect the increasingly global and technology-oriented world, ultimately bringing the School unprecedented worldwide recognition for excellence. Harker led Wharton to complete the largest fundraising campaign in its history, raising over $450 million. He also oversaw the launching of two innovative and successful initiatives: and Wharton School Publishing. He created Wharton | San Francisco and forged an alliance with INSEAD, the leading non-U.S. Harker advanced and expanded the academic mission of the School, drawing many eminent faculty. Despite the financial crisis of 2008, Robertson led Wharton to exceed its campaign fundraising goal, raising $607 million, which allowed an increase in faculty size and a continued focus on faculty and student standards of excellence. He also led major initiatives-Lifelong Learning for alumni, the Wharton Public Policy Program, the establishment of the Penn-Wharton China Center, and a major commitment to online learning. He oversaw a comprehensive overhaul of the MBA curriculum, established the MBA “Semester in San Francisco,” and created the concept of Global Modular courses. He institutionalized three strategic pillars-Social Impact, Innovation, and Global Initiatives. Robertson championed business as a force for good. He also brought together the entire community in support of the More Than Ever fundraising campaign which raised over $850 million including the largest gift in School history. Garrett oversaw numerous construction projects including two game-changing buildings on Wharton’s Philadelphia campus with 150,000 combined square feet of experiential learning space. With a focus on entrepreneurship and innovation, the future of finance, and analytics, Garrett launched numerous initiatives including Analytics at Wharton, Venture Lab, and a dedicated Teaching Excellence effort. ![]() Over his six years as Wharton’s Dean, Geoffrey Garrett promoted progress and improvement at every level of the School. and master’s degree in organizational psychology from the University of Michigan, as well as a bachelor’s degree in psychology from Pomona College of the Claremont Colleges in California. She and Wooten are also co-authors of Leading Under Pressure: From Surviving to Thriving Before, During, and After a Crisis.ĭean James holds a Ph.D. Her latest book is The Prepared Leader: Emerge from Any Crisis More Resilient Than Before (Wharton School Press) which she co-authored with Lynn Perry Wooten, President of Simmons University. ![]() Additionally, she serves as an advisory board member to Tsinghua University School of Economics and Management and as an executive board member to the Indian School of Business. In addition to her academic responsibilities, Dean James is a board member of Morgan Stanley, The Philadelphia Orchestra and Kimmel Center, Inc., and several organizations that align with her passions for education and advancing women in business. For further information regarding risks and uncertainties associated with Progress' business, please refer to Progress' filings with the Securities and Exchange Commission, including its Annual Report on Form 10-K for the fiscal year ended November 30, 2018. Progress undertakes no obligation to update any forward-looking statements, which speak only as of the date of this press release.Dean James is a sought-after thought leader whose expertise has been quoted by The Wall Street Journal, MSNBC, Bloomberg, The Washington Post, and numerous other media outlets. She has been widely recognized as one of the most powerful and influential women in business and education by Barron’s, Black Enterprise, and Ebony. Risks, uncertainties and other important factors that could cause actual results to differ from those expressed or implied in the forward looking statements include: uncertainties as to the effects of disruption from the transaction making it more difficult to maintain relationships with employees, licensees, other business partners or governmental entities other business effects, including the effects of industry, economic or political conditions outside of Progress’ or Ipswitch’s control transaction costs actual or contingent liabilities uncertainties as to whether anticipated synergies will be realized and uncertainties as to whether Ipswitch’s business will be successfully integrated with Progress' business. ![]()
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