Doctor of Philosophy (Ph.D.)

Engineering Systems Management and Policy
Massachusetts Institute of Technology
2003

Master of Science (M.S.)

Civil and Environmental Engineering
Massachusetts Institute of Technology
1999

Master of Science (M.S.)

Technology and Policy
Massachusetts Institute of Technology
1999

Bachelor of Art (B.A.)

Mechanical Engineering
Swarthmore College
1995

Bachelor of Science (B.S.)

Political Science
Swarthmore College
1995

Information Systems & Supply Chain Management

Specialty Areas: Energy Policy, Innovation Management, Technology Management, New Product Development

Civil & Environmental Engineering

Specialty Area: Environmental Engineering

Innovation and Technology Management

Project Management

Quantitative Business Analysis

Production and Operations Management

Business Problem Solving

Management Information Systems

Howard University Provost Award for Program Innovation Service, 2026

Howard University School of Business Outstanding Service Award, 2025

Provost’s Distinguished Service Award, 2021

COBIS – Information Systems Award for Outstanding Teaching, 2009

Howard University Exemplary Teaching Award, 2008

Howard University Fund for Academic Excellence Award, 2005 & 2007

Mordecai Wyatt Johnson Award for Interdisciplinary Research, 2005

E-cigarettes/electronic nicotine delivery systems

E-cigarettes/electronic nicotine delivery systems: a word of caution on health and new product development

This paper describes the introduction, development, and proliferation of new electronic nicotine delivery systems (ENDS). The use of non-combustible tobacco products is considered a means for improving public health and reducing the mortality attributed to cigarette smoking. The effects and use of ENDS are described, with studies to date indicating that, despite differences in toxicity, there is insufficient evidence that ENDS leads to smoking cessation. Finally, research questions are proposed to address key unanswered questions about the effects of such systems.

Modern innovation management theory and the evolving US lighting industry

Modern innovation management theory and the evolving US lighting industry

The purpose of this paper is to use a series of disruptive innovations in the 150‐year history of the US lighting industry to test whether two key innovation management theories retain their explanatory power as market structures change.

Improving product development process design

Improving product development process design: a method for managing information flows, risks, and iterations

Companies employ a variety of different product development processes (PDPs) to design new products. Well-designed PDPs are necessary to reduce development time, manage risks, and create better products. This study proposes and demonstrates a method with which a company can design a PDP applicable to its unique circumstance. The research uses several case studies and a literature survey to demonstrate the wide variety of PDPs available to companies. The case studies show the importance of matching PDP design to a company's risk profile. The paper employs these lessons to propose a method for improved PDP design. The paper then illustrates the method by discussing how one company is using it to redesign its PDP.

Innovation And Market Entry In The Energy Industry

Innovation And Market Entry In The Energy Industry: Lessons For Fuel Cells And New Technologies

Regulatory, environmental, and market changes are spurring new technological development in the energy industry. Fuel cells are the largest new entrant to the energy industry, and this technology faces enormous challenges in entering the transportation and power generation markets. Potential barriers include slow market acceptance, the resistance of incumbent energy firms, the lack of hydrogen infrastructure systems, and significant design and engineering obstacles. This paper compares challenges faced by the fuel cell industry to those faced by several previous breakthrough energy technologies – including incandescent light bulbs, fluorescent light bulbs, and combustion turbines – all of which faced comparable market entry challenges before ultimately succeeding. Results of this study and historical comparison show how other energy companies and industries overcame similar and daunting barriers. Lessons from these earlier success stories include the need for critical enablers such as using niche markets to sustain R&D, building new infrastructure systems or conforming to existing ones, and benefiting from favorable public policies.

Business Education Innovation

Business Education Innovation: How Common Exams Can Improve University Teaching

Although there is significant research on improving college-level teaching practices, most literature in the field assumes an incentive for improvement. The research presented in this paper addresses the issue of poor incentives for improving university-level teaching. Specifically, it proposes instructor-designed common examinations as an incentive for teaching improvement and uses empirical data from business school student tests to illustrate the utility of such assessments. Results were drawn from almost 250 college students who had different professors for the same course. Comparing the data from a common assessment revealed important differences about what students learn and created opportunities and incentives to improve teaching practices in a way few other methods can.

Comparing Product Development Processes and Managing Risk

Comparing Product Development Processes and Managing Risk

Product Development Processes (PDPs) require careful design to reduce development time, create better products and manage the risks of bringing new products to market. This paper investigates the relationship between product development risk and PDP management. We begin by identifying risks and proposing several iteration- and review-based metrics by which PDPs can be effectively identified and compared. Data from ten company case studies demonstrate the utility of the proposed metrics and exemplify how different PDPs manage different risks. The cases also show that software companies face different risks and employ more flexible PDPs than manufacturing companies. We conclude that PDPs vary more than previously documented, that the proposed metrics are useful in distinguishing PDPs and that companies can tailor their PDP designs to suit their unique risk profiles.

Visual Display Device

Patent: D. Unger, A. Gomez, D. Tang, S. Bergman, D. Iannetta, L. Knight, A. Bilstrom, R. Monteiro, US Patent Number: US 6,681,508 B2; Publication Date: 2004