Gregory Muth

Fundraising Management, May 2007

Please tell us briefly about your academic background.

I am a 1970 graduate of Villanova University in Villanova, PA (B.S.); a 1978 graduate of C.W. Post School of Graduate Studies in Stony Brook, NY (M.P.A.); and a 2007 graduate of Columbia University in New York (M.S.).

Why did you decide to enroll in the M.S. Program and what was your experience like?

In short, I enrolled in Columbia's program to strengthen my governance skills. At that time, the program was a "certificate" level credential, but pledged to become a graduate degree program. Today, governance has become a front-page story propelled by a steady flow of articles on acquiescent and negligent corporate boards, and unbridled (and often unethical) chief executive officers. Back when I was finishing my professional career, a composite picture emerged that depicted boards of directors as insular, incestuous, and derelict. Nonprofit boards were also under attack as well. I valued then as I do now, the importance of good governance.

Could you walk us through your career path leading up to your current position?

Now a private investor and member of the School of Continuing Education faculty at Columbia University, I am the founder and past chief executive officer of StrategicMed, a national disease and population management practice aimed at the chronically afflicted. I am the past president and chief executive officer of International Medical Care, Ltd., a staff model health maintenance organization (HMO) offering western-style primary care in emerging markets. I have held responsibilities as chief of staff, International SOS Assistance Group of Companies, a private medical assistance company based in Philadelphia, PA and Geneva, Switzerland. I also remain active in the medical assistance field as a founding member of the board of directors of Assist America, Inc., a Princeton, New Jersey-based private company. I draw upon 12 years of public service with the U.S. Department of Justice - Federal Bureau of Investigation, and the U.S. Department of Defense - U.S. Navy as an aviator.

I began my financial career at what is today J.P. Morgan Chase, with stints at HSBC Bank Group, Banque Indosuez and First Boston Corporation. I am also a present or past trustee of several nonprofit organizations that include the Rome Chamber Music Festival, New York, NY [master classes to string protégés]; the International Tennis Hall of Fame, Newport, RI; the Charleston Parks Conservancy, a South Carolina-based public-private partnership; Choate Rosemary Hall, a Connecticut-based college preparatory boarding school. I also serve on three advisory boards on behalf of Columbia University: the School of Continuing Education's Graduate Program in Philanthropy & Fundraising Management, the Alumni Board, and the Department of Athletics Men's Tennis Program. I hold membership with the Association of Fundraising Professionals and the Nonprofit Coordinating Committee of New York, the Board of Governors on behalf of the Coral Beach & Tennis Club, Bermuda; and the River Club of New York.

What is a typical day like in your current position?

I am a private investor and board member. I no longer have direct operating responsibilities; rather, I am a policy maker, a fund raiser, an evaluator of management, portfolios and programs. I spend my days in one-on-one or group meetings with donor prospects and managers of the companies and/or organizations with which I am affiliated.

How has the degree helped you in your career?

Although the current program content remains slanted more towards fundraising than a more balanced blend of philanthropy [foundation work] and development as co-equals, my "Columbia" credential has added depth to my current responsibilities as a for-profit and not-for-profit board member.

What advice would you give students interested in entering your field of work?

There are three pieces of advice that I would offer: 1) Complete your Columbia degree; 2) If you are already in the "fundraising" sector, brief your organization on your academic pursuit putting it on notice that you are significantly enhancing your credentials; 3) If you are not now in the "fundraising" sector, consider electives courses that have practical merit that enhance your life skills, for instance strategic planning, communications, portfolio management, and international philanthropy.