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102 Doing Business in Connecticut | 2014 Industry sPOtLIGHt › athletes and coaches, launched last summer aer winning the school's entrepreneur con- test and its $5,000 prize. "We're pretty good at getting students from a little concept to actually being able to launch a business," O'Connor said. Workers of tomorrow Alongside the state's four-year colleges is a network of public community colleges that study trends to make sure their programs are meeting the state's economic needs. Take Tunxis Community College in Farmington, for example. "Based on the data that I've got there are going to be 14,000 jobs in Connecticut that require a bachelor's degree and only about 5,000 that require an associate's degree," said David England, Tunxis' dean of institutional effective- ness and outreach. at data can help students decide to enroll in one of Tunxis' programs that feed directly into four-year degree programs. Tunxis also maintains an advisory board that includes area business people in the different fields the school prepares students to work in. ose advisors give input as to possible changes the college should make to its course offerings. "We added an e-commerce option and an entrepreneurship option in our business admin- istration program as a result of input from the advisory committee," England said. e career services department at Tunxis not only helps students examine where their ap- titudes lie, but also what fields are likely to have jobs. And, according to England, it's working. "Students are getting jobs that they are trained for. e data look pretty good," he said. ❑ ' When our students graduate they will have been exposed to the state-of-the-art technology. ' —Dr. Rainer Hebert, UConn professor Education & Research Mark E. Scheinberg President, Goodwin college By Daniel Kline M ark E. Scheinberg, president of East Hartford- based Goodwin College, did not follow a traditional path to his school's top office. Scheinberg came to Connecticut while he was working on a master's degree in education. At the time, he had a hard time finding teaching experience to finish his degree, so he decided to open a daycare center in Bristol instead. e daycare business wasn't paying the bills, so he got a second job as a counselor at a Hartford-based technical school called Morse Business School. "I thought Hartford was a wonderful city, but at the time, banks had pretty much redlined it," he said, explaining that property owners in Hartford had a hard time securing a mortgage and buyers were hard to come by, which depressed prices. at created a perfect storm for Scheinberg who at 22 began buying up property in Hartford's West End. At the height of his buying spree he owned fully or partially more than 50 properties. He then took his real estate earnings and bought a small mom-and-pop technical school called Data Institute "I went two or three years without a paycheck, but we grew and it got to be a fairly large thing," he said. As the for-profit school kept growing, Scheinberg grew frustrated with a Connecticut law that made it impossible for students at Data Institute to transfer their credits to other nonprofit schools. "We had a gentleman who was teaching for us and for Capital [Community College] — same course and same books — but if our students wanted to go to Capital they could not transfer the credits." Scheinberg then decided his school needed to be- come a proper college, something he said no business school had accomplished in the state in 40 years. ough the process took years, Scheinberg eventu- ally succeeded and renamed the school Goodwin College in 1999. During that process, Scheinberg completed his unique path by doing something selfless and unexpected. "e next step was becoming a nonprofit," he said. "I essentially gave away the asset and no longer own the college." Scheinberg still runs the school but he serves at the pleasure of an independent, community-based board of trustees. ❑ PHOTO/cOUrTesy > Continued from page 97 PrOFILE