SEL corporate partnership empowers Carson Coug talent development

The support Schweitzer Engineering Laboratories (SEL) provides Washington State University extends beyond helping train future engineers and scientists. The Pullman-based company and its employees are also helping prepare the next generation of business leaders.

"We believe in developing future leaders who combine technical competence, business acumen, and strong values," said Joey Nestegard ('95 Accounting), SEL executive vice president. "Partnering with the Carson College of Business allows SEL to support talent development while giving back to WSU - an important community partner for our company."

The relationship is mutually beneficial across many levels, Nestegard said. Students gain exposure to real industry challenges, professional mentorship, and career pathways that connect classroom learning to practice. Faculty and university leaders benefit from industry insight that helps keep curriculum relevant and aligned with business needs. SEL benefits by recruiting Cougs with strong work ethics, collaborative mindsets, and practical skills.

"Having SEL right in our backyard is a tremendous opportunity for our faculty to codevelop projects with SEL and for students to gain professional experience through internships and mentorship," said Debbie Compeau, Carson dean. "Together we are strengthening a talent pipeline that serves society."

Carson students hone professional skills through SEL projects, case studies

SEL employees work with Carson faculty to develop projects that help students prepare for an increasingly global workplace. Seniors in Professor DJ Fairhurst's Short-Term Financial Management course have partnered with SEL to analyze the company's purchase card program, identify potential challenges, and develop solutions. For example, students may suggest new ideas involving card compliance and business implications such as sales and use tax reporting and travel expenditures. At the conclusion of their research, students present their findings to SEL leadership.

"Providing students with a real-life problem to solve at a large organization complements traditional class activities and introduces them to the types of responsibilities assigned to analysts in corporate finance," Fairhurst said.

SEL also supports first-year students in the Introduction to Business course, where an operations and production module uses an SEL case study. The case poses a question an SEL employee must answer for SEL Board of Directors: Should a global electronics manufacturer outsource or insource an essential component?

"The case helps students understand decisions and tradeoffs chief operating officers have to make regarding vendor management, supply chain, and quality," said Assistant Professor Kay Meyer, who teaches the course. "Stepping into the shoes of an SEL employee, students create a SWOT analysis, identify appropriate options, and develop recommendations to pitch to SEL's board."

Meyer also works with Jake Schlosser ('08 Busi. Admin., '10 MBA), SEL vice president of HR, to build students' innovation and change-management skills through projects like planning team transitions or adapting to new technology.

Mentorship builds confidence, fosters independence

In addition to working on special projects, SEL employees mentor students to help them develop professional judgment and understanding of how business decisions affect customers, colleagues, and communities.

In one example, Kara Nelson, SEL senior finance manager for internal audit, is mentoring Isa Jallow, a junior studying accounting, management information systems, and aging business management.

Jallow plans to go into public accounting for a while before possibly transitioning into private accounting. She said mentoring played a big role in helping her land an internship, and it continues to guide her as she looks toward the future.

"Classes teach the concepts, but mentors give you real-life perspective on things like day-to-day responsibilities and work environments," Jallow said. "The most rewarding part has been gaining clarity and confidence in my career path."

Nelson is helping Jallow build accounting skills and explore certifications that will help her navigate a long-term business career, with the possibility of eventually starting her own senior-living community.

"Exploring, making mistakes, asking questions, networking, and often stepping outside their comfort zone are all part of the process," Nelson said. "Success looks different for each student, and I try to tailor my mentorship and guidance approach to each."

Multiple paths of engagement lead to mutual rewards

Further examples of how SEL partners with the Carson College to develop future leaders include volunteering as judges and sponsoring prize money for the college's Business Plan Competition, giving guest lectures, hosting networking events, and serving on special topic panels. Additionally, four SEL leaders serve on the Carson College Advisory Board to help the college shape its vision and goals.

On average, SEL hires 14 Carson College business interns and 45 WSU business and engineering graduates annually.

"We encourage other organizations to view partnerships as a long-term investment. Engaging consistently, offering meaningful student experiences, and collaborating with faculty and leadership creates lasting impact," Nestegard said. "The energy, ideas, and perspectives students bring are valuable to us, and it is rewarding to play a role in their professional journeys."

To learn more about Carson corporate engagement opportunities, contact Janel Lang, corporate engagement manager, at [email protected].