Edge computing is a new and growing market that Company X has an opportunity to expand their presence. Within this paper, we compare many external research studies to better quantify the Total Addressable Market of the Edge Computing space. Furthermore, we highlight which Segments within Edge Computing have the most opportunities for growth, along with identify a specific market strategy that Company X could do to capture market share within the most opportunistic segment.

Suitcases packed, armed with a PowerPoint presentation of matrices and frameworks, and an eloquent vocabulary of “synergies” and “core competencies,” another consultant prepares to deliver million-dollar advice to some of the leading executives of Fortune 500 companies. We all know who they are, but we have no idea what they do. In 2019, over 20% of the graduating MBA class from Harvard university chose to pursue management consulting, a number that has been progressively increasing from years prior. With over 300 million people in the United States, and another 8 billion across the globe, a decision is being made every nano-second. From which stock to buy to which color socks to purchase, to every innovative (and incompetent) decision made, consultants have a hand in it all. While consultants contribute a healthy service in stimulating the economy and keeping big business, in business, there are a multitude of pitfalls that can occur in the profession and have drastic legal and ethical implications. <br/> To further examine this dichotomy of theoretical versus applied consulting, I decided to put my consulting skills to the test. By partnering with the New Venture Group, we delivered consulting services to Marni Anbar, the founder and creator of the DiscoverRoom, a hands-on, self-directed initiative allowing students to explore their curiosity in fields ranging from evolutionary studies to geology and astronomy. In response to the DiscoverRoom’s increasing demand and capacity to grow, New Venture Group consultants engaged with Marni Anbar in an attempt to analyze the important question of “what steps (from a business perspective) should Marni consider to further the DiscoverRoom (in a way that can make it both profitable and continue to serve as a creative space to further child development)?” <br/> This project was a hands-on way to examine the fundamentally complicated relationship that exists between consultants and their clients, and whether or not it was possible for college students to advise an initiative to remove the disparities that exist in STEM education in one of the worst-rated states for public school education in the country. By applying the research and findings uncovered when analyzing the theory of management consulting to this real life engagement, several parallels were discovered. As in the case of many consultants, our solution was never implemented due to external factors, which further creates a gap in allowing us to analyze whether or not our proposed solutions contained any value or not. As seen in our case, consultants often fall victim to not having their solution implemented due to a variety of external environmental trends and factors. This “incomplete” understanding of the picture further creates an aura of skepticism behind consultants and the work they do.

Fire is a naturally-occurring disruptive ecological force that is an essential part of certain ecosystems, and has historically been a tool used by indigenous fire stewards to maintain the health of the land. In the past century, fire has been severely suppressed throughout many areas of the Western United States as Western colonization and the suppression of native traditional ecological knowledge took place, causing a severe decline in ecosystem health and the accumulation of flammable vegetation, which has more recently contributed towards a frequency of catastrophic, high-intensity wildfires. Current fire management challenges include balancing social and ecological perspectives. In Colorado and other areas of the country, community wildfire protection plans (CWPP) are evolving as a means to involve a variety of community stakeholders in fire management decisions. Using Colorado CWPP boundaries as a social management unit and endangered species ranges as an ecological management unit, I analyzed the spatial overlap of these different factors. Since each CWPP has its own fire management policies, I drew implications from the results for which important factors different CWPPs should consider.

In 2020, the world was swept by a global pandemic. It disrupted the lives of millions; many lost their jobs, students were forced to leave schools, and children were left with little to do while quarantined at their houses. Although the media outlets covered very little of how children were being affected by COVID-19, it was obvious that their group was not immune to the issues the world was facing. Being stuck at home with little to do took a mental and physical toll on many kids. That is when EVOLVE Academy became an idea; our team wanted to create a fully online platform for children to help them practice and evolve their athletics skills, or simply spend part of their day performing a physical and health activity. Our team designed a solution that would benefit children, as well as parents that were struggling to find engaging activities for their kids while out of school. We quickly encountered issues that made it difficult for us to reach our target audience and make them believe and trust our platform. However, we persisted and tried to solve and answer the questions and problems that came along the way. Sadly, the same pandemic that opened the widow for EVOLVE Academy to exist, is now the reason people are walking away from it. Children want real interaction. They want to connect with other kids through more than just a screen. Although the priority of parents remains the safety and security of their kids, parents are also searching and opting for more “human” interactions, leaving EVOLVE Academy with little room to grow and succeed.

The PPP Loan Program was created by the CARES Act and carried out by the Small Business Administration (SBA) to provide support to small businesses in maintaining their payroll during the Coronavirus pandemic. This program was approved for $350 billion, but this amount was expanded by an additional $320 billion to meet the demand by struggling businesses, since initial funding was exhausted under two weeks.<br/><br/>Significant controversy surrounds the program. In December 2020, the Department of Justice reported 90 individuals were charged for fraudulent use of funds, totaling $250 million. The loans, which were intended for small business, were actually approved for 450 public companies. Furthermore, the methods of approval are<br/>shrouded in mystery. In an effort to be transparent, the SBA has released information about loan recipients. Conveniently, the SBA has released information of all recipients. Detailed information was released for 661,218 recipients who have received a PPP loan in excess of $150,000. These recipients are the central point of this research.<br/><br/>This research sought to answer two primary questions: how did the SBA determine which loans, and therefore which industries are approved, and did the industries most affected by the pandemic receive the most in PPP loans, as intended by Congress? It was determined that, generally, PPP Loans were approved on the basis of employment percentages relative to the individual state. Furthermore, in general, the loans approved were approved fairly, with respect to the size of the industry. The loans, when adjusted for GDP and Employment factors, yielded a clear ranking that prioritized vulnerable industries first.<br/><br/>However, significant questions remain. The effectiveness of the PPP has been hindered by unclear incentives and negative outcomes, characterized by a government program that has essentially been rushed into service. Furthermore, limitations of available data to regress and compare the SBA's approved loans are not representative of small business.

Student academic performance has far-reaching implications not only on individual students but also the universities and colleges they attend. Student academic performance can affect their time in school as well as their future earning potential, and colleges and universities have a shared interest in the academic performance and retention of their students as many state and federal funding opportunities consider these metrics when allocating taxpayer dollars. To assist in the mutual desire for students to succeed, the Calm Connection start-up venture formed with the goal of integrating biofeedback therapy with a student’s unique education needs. For students, one of the largest barriers to effective learning is issues of focus and information retention, and the repeated use of biofeedback therapy trains students to overcome these focus issues and works in conjunction with our app’s study aid and scheduling ability.

For our project, we explored the growth of the ASU BioDesign Clinical Testing Laboratory (ABCTL) from a standard university research lab to a COVID-19 testing facility through a business lens. The lab has pioneered the saliva-test in the Western United States. This thesis analyzes the laboratory from various business concepts and aspects. The business agility of the lab and it’s quickness to innovation has allowed the lab to enjoy great success. Looking into the future, the laboratory has a promising future and will need to answer many questions to remain the premier COVID-19 testing institution in Arizona.

Esports is a rapidly growing virtual competitive space that is projected to surpass physical sports in the near future. Given that Esports is considered to be in its infancy, it has only been recently introduced at the high school level. Our group connected with local high school Esports teams in order to evaluate its efficiency. We found that players at this level are lacking a connection to other competitive teams and consistent practice. In the Esports world, practice with another team of equal level is called a “scrim”. In an effort to combat this issue, we created a platform named Clear Scrims to connect high school and collegiate Esport teams across the country with other teams of equivalent level. This platform will allow individuals to sign up, register with their competitive team, and provide available times to scrim. The platform then would be able to use their self-reported ingame rank to match them with worthy opponents for the most quality scrim experience. Teams playing into the growing sector of Esports need a structure like Clear Scrims to increase skill level and communication. In addition, our platform has a review component where teams and individuals score their opponent to see if they played as advertised. This component will help specify our matchmaking program but also work to dismantle the culture of bad manners or toxicity in Esports. Our site, Clear Scrims, will engender more competition and thus more opportunities for players to practice and hone in their skills.

When examining the average college campus, it becomes obvious that students feel rushed from one place to another as they try to participate in class, clubs, and extracurricular activities. One way that students can feel more comfortable and relaxed around campus is to introduce the aspect of gaming. Studies show that “Moderate videogame play has been found to contribute to emotional stability” (Jones, 2014). This demonstrates that the stress of college can be mitigated by introducing the ability to interact with video games. This same concept has been applied in the workplace, where studies have shown that “Gaming principles such as challenges, competition, rewards and personalization keep employees engaged and learning” (Clark, 2020). This means that if we manage to gamify the college experience, students will be more engaged which will increase and stabilize the retention rate of colleges which utilize this type of experience. Gaming allows students to connect with their peers in a casual environment while also allowing them to find resources around campus and find new places to eat and relax. We plan to gamify the college experience by introducing augmented reality in the form of an app. Augmented reality is “. . . a technology that combines virtual information with the real world” (Chen, 2019). College students will be able to utilize the resources and amenities available to them on campus while completing quests that help them within the application. This demonstrates the ability for video games to engage students using artificial tasks but real actions and experiences which help them feel more connected to campus. Our Founders Lab team has developed and tested an AR application that can be used to connect students with their campus and the resources available to them.