Biography
As an educator and trainer in the fields of accounting, finance, and entrepreneurship, Phil has designed and instructed numerous courses for MBA, Executive MBA and executive education customers.
Currently, he is a Senior Lecturer for the Weinert Center of Entrepreneurship at the Wisconsin School of Business, University of Wisconsin-Madison (consistently ranked among the top 25 entrepreneurship programs by Financial Times and Entrepreneur magazine).
Over the past decade, Phil has taught courses in Entrepreneurial Finance, New Venture Creation, Entrepreneurial Management, and Strategic Management at the undergraduate and full-time MBA levels. Phil is also an adjunct faculty member with the Executive MBA – Kohl’s Program, the Evening MBA Program, and Executive Education.
Topics include Corporate Finance, Financial Management, Business Valuation, and Financial Analysis. Finally, Dr. Greenwood is a founding faculty member with the Morgridge Entrepreneurial Bootcamp (MEB) and Master’s in Biotechnology program sponsored by the UW-Medical School.
Phil has extensive experience instructing at other institutions including the Copenhagen Business School MBA, Copenhagen, Denmark; University of St. Thomas in the Twin Cities, Minnesota; MBA program at HEC University in Versailles, France; Executive MBA program at KÖC University based in Istanbul, Turkey; and, the Executive MBA program at the Chinese Academy of Sciences in Beijing, China.
Phil’s management development seminars for corporate and executive education have centered on programs in finance, accounting, and strategy. Onsite seminars were provided for such organizations as Brunswick Corporation, Abbott Laboratories, ABS Global/Genus, Hollister Corporation, Grainger Corporation and Ijam Multimedia. Such assignments included international travel to Budapest, Hungary; Bilbao, Spain; London, England; Nantwich, England; Buenos Aires, Argentina; and Chihuahua, Mexico.
Phil also provides management advisory and development services to middle market and early stage enterprises in the area of strategic planning, finance, and accounting. These include assisting firms in raising equity financing of $2 million to $7 million each for biotechnology, high-tech manufacturers, and other service organizations. Secondly, Phil has extensive experience in the development of accounting and financial systems (e.g., Enterprise Resource Planning) for middle-market manufacturing and service firms. Clients include: Higher Dimension Medical, St. Paul, MN; Travel Guard Insurance, Stevens Point, WI; ABS Global, De Forest, WI; Imago Scientific, Madison, WI; Innocorp, Verona, WI; Deltanoid Pharmaceutical, Madison, WI; Flatt Cola, Madison, WI; Aovatech Life Sciences, Fitchburg, WI; and others.
Phil is a Certified Public Accountant licensed in the State of Illinois and has earned a BBA-Accounting and a MBA – Finance/Entrepreneurship from the University of Wisconsin-Madison Graduate School of Business. Phil obtained his Doctorate in Philosophy in Continuing Education (minor in Entrepreneurship) from the University of Wisconsin-Madison.
Research
Practitioner-Oriented Publications
Greenwood, P. (2008). Building the foundation for A Growing Company Lulu.com
Teaching
Undergraduate Courses
Entrepreneurial Finance (FIN 457), Spring 2010.
About a half of all new businesses fail in the first five years. This course offers the tools, state-of-the-art valuation methods, and practical knowledge that are needed to make appropriate financing decisions in such highly uncertain environments.
Venture Creation (MHR 434), Fall 2010.
Course is based on premise that entrepreneurs capitalize upon opportunities created by change. It encourages transforming ideas into action by helping students develop their own venture plans. Students will be trained in critical evaluation of content and structure of plans.
Venture Creation (MHR 434), Fall 2008.
Course is based on premise that entrepreneurs capitalize upon opportunities created by change. It encourages transforming ideas into action by helping students develop their own venture plans. Students will be trained in critical evaluation of content and structure of plans.
Venture Creation (MHR 434), Spring 2010.
Course is based on premise that entrepreneurs capitalize upon opportunities created by change. It encourages transforming ideas into action by helping students develop their own venture plans. Students will be trained in critical evaluation of content and structure of plans.
Administrative Policy (MHR 423), Fall 2006.
Synthesis of material from accounting, finance, production management, insurance, personnel and industrial relations, law and marketing; top management problems; discussion of actual business cases.
Administrative Policy (MHR 423), Fall 2008.
Synthesis of material from accounting, finance, production management, insurance, personnel and industrial relations, law and marketing; top management problems; discussion of actual business cases.
Administrative Policy (MHR 423), Summer 2009.
Synthesis of material from accounting, finance, production management, insurance, personnel and industrial relations, law and marketing; top management problems; discussion of actual business cases.
Business Strategy (MHR 423), Fall 2007.
Integrative approach to strategic management, including strategy formulation/implementation at business unit, corporate levels. Cases, discussion, lecture, simulation are used to communicate concepts. Emphasizes development of unique tools for analysis of companies and industries, application of knowledge to business problems.
Strategic Management (MHR 423), Spring 2010.
Synthesis of material from accounting, economics, finance, operations management, human resources, law, marketing, and technology to consider problems in corporate and business-level strategy; top management problems; discussion of actual business cases.
Small Bus Mgmnt/Entrprshp (MHR 422), Spring 2009.
Describes activities and skills necessary to start and manage a small business. Includes decisions about domain, purchase versus start-up, preferred market, financing, legal form, staffing, organization structure, location, and legal requirements. Describes the entrepreneurial role in business initiation.
Small Bus Mgmnt/Entrprshp (MHR 422), Summer 2009.
Describes activities and skills necessary to start and manage a small business. Includes decisions about domain, purchase versus start-up, preferred market, financing, legal form, staffing, organization structure, location, and legal requirements. Describes the entrepreneurial role in business initiation.
Manage Change & Org Effectvnss (MHR 420), Spring 2008.
Manage Change & Org Effectvnss (MHR 420), Spring 2008.
Manage Change & Org Effectvnss (MHR 420), Spring 2009.
Reading & Rsch-Management (MHR 399), Fall 2008.
Contemporary Topics (MNG 365), Fall 2001.
Contemporary Topics (MHR 365), Spring 2003.
Contemporary Topics (MNG 365), Spring 2001.
Graduate Courses
Contemporary Topics (MNG 765), Summer 2002.
Contemporary Topics (MHR 765), Summer 2003.
Contemporary Topics (MHR 765), Summer 2004.
Contemporary Topics (MHR 765), Summer 2005.
Entrepreneurial Finance (FIN 757), Fall 2009.
About a half of all new businesses fail in the first five years. This course offers the tools, state-of-the-art valuation methods, and practical knowledge that are needed to make appropriate financing decisions in such highly uncertain environments.
Entrepreneurial Finance (FIN 757), Fall 2010.
About a half of all new businesses fail in the first five years. This course offers the tools, state-of-the-art valuation methods, and practical knowledge that are needed to make appropriate financing decisions in such highly uncertain environments.
Entrepreneurial Finance (FIN 757), Fall 2011.
Venture Creation (MHR 734), Fall 2007.
Course is based on premise that entrepreneurs capitalize upon opportunities created by change. It encourages transforming ideas into action by helping students develop their own venture plans. Students will be trained in critical evaluation of content and structure of plans.
Venture Creation (MHR 734), Spring 2008.
Course is based on premise that entrepreneurs capitalize upon opportunities created by change. It encourages transforming ideas into action by helping students develop their own venture plans. Students will be trained in critical evaluation of content and structure of plans.
Venture Creation (MHR 734), Fall 2009.
Course is based on premise that entrepreneurs capitalize upon opportunities created by change. It encourages transforming ideas into action by helping students develop their own venture plans. Students will be trained in critical evaluation of content and structure of plans.
Venture Creation (MHR 734), Fall 2008.
Course is based on premise that entrepreneurs capitalize upon opportunities created by change. It encourages transforming ideas into action by helping students develop their own venture plans. Students will be trained in critical evaluation of content and structure of plans.
Organizational Intervention (MHR 731), Spring 2007.
Theory and practice of third party intervention and consultation to facilitate process improvement in organizations. Establishing contractual understanding with the client. Determination of client needs and organizational climate. Improvement of interpersonal processes for problem solving, confrontation and coordination. Facilitation of conflict resolution. Facilitation of interpersonal and organizational change.
Small Business Planning (MHR 727), Spring 2007.
This course is concerned with small business planning for the initiation of a new venture or for the renewal of an existing business. Includes case studies and the preparation of business plans that require application of expertise in business functions.
Small Business Planning (MHR 727), Fall 2004.
This course is concerned with small business planning for the initiation of a new venture or for the renewal of an existing business. Includes case studies and the preparation of business plans that require application of expertise in business functions.
Small Business Planning (MHR 727), Fall 2003.
This course is concerned with small business planning for the initiation of a new venture or for the renewal of an existing business. Includes case studies and the preparation of business plans that require application of expertise in business functions.
Business Strategy and Policy (MHR 723), Fall 2006.
Integrative approach to the formulation of general policy in business concerns. Framework and formulation provided by three teaching methods: 1) cases for discussion which emphasize issues common to most business concerns; 2) readings which describe current developments in field of business; and 3) lectures on governmental, economic and social issues which influence policy formulation.
(MHR 723), Fall 2011.
Small Business Management/Entrepreneurship (MHR 722), Fall 2007.
Describes activities and skills necessary to start and manage a small business. Includes decisions about domain, purchase versus start-up, preferred market, financing, legal form, staffing, organization structure, location, and legal requirements. Describes the entrepreneurial role in business initiation.
Entrepreneurial Management (MHR 722), Fall 2011.
Entrepreneurial Management (MHR 722), Fall 2010.
Describes activities and skills necessary to start and manage a small business. Includes decisions about domain, purchase versus start-up, preferred market, financing, legal form, staffing, organization structure, location, and legal requirements. Describes the entrepreneurial role in business initiation.
Entrepreneurial Management (MHR 722), Fall 2009.
Describes activities and skills necessary to start and manage a small business. Includes decisions about domain, purchase versus start-up, preferred market, financing, legal form, staffing, organization structure, location, and legal requirements. Describes the entrepreneurial role in business initiation.
Small Business Management/Entrepreneurship (MHR 722), Spring 2006.
Describes activities and skills necessary to start and manage a small business. Includes decisions about domain, purchase versus start-up, preferred market, financing, legal form, staffing, organization structure, location, and legal requirements. Describes the entrepreneurial role in business initiation.
Small Business Management/Entrepreneurship (MHR 722), Fall 2005.
Describes activities and skills necessary to start and manage a small business. Includes decisions about domain, purchase versus start-up, preferred market, financing, legal form, staffing, organization structure, location, and legal requirements. Describes the entrepreneurial role in business initiation.
Small Business Management/Entrepreneurship (MHR 722), Spring 2003.
Describes activities and skills necessary to start and manage a small business. Includes decisions about domain, purchase versus start-up, preferred market, financing, legal form, staffing, organization structure, location, and legal requirements. Describes the entrepreneurial role in business initiation.
Small Business Management/Entrepreneurship (MHR 722), Spring 2003.
Describes activities and skills necessary to start and manage a small business. Includes decisions about domain, purchase versus start-up, preferred market, financing, legal form, staffing, organization structure, location, and legal requirements. Describes the entrepreneurial role in business initiation.
Entrepreneurial Management (MHR 722), Spring 2009.
Describes activities and skills necessary to start and manage a small business. Includes decisions about domain, purchase versus start-up, preferred market, financing, legal form, staffing, organization structure, location, and legal requirements. Describes the entrepreneurial role in business initiation.
Small Business Management/Entrepreneurship (MHR 722), Fall 2002.
Describes activities and skills necessary to start and manage a small business. Includes decisions about domain, purchase versus start-up, preferred market, financing, legal form, staffing, organization structure, location, and legal requirements. Describes the entrepreneurial role in business initiation.
Hybrid Courses
Contemporary Topics (MHR/MHR 765/365), Fall 2003.
Contemporary Topics (MHR/MHR 765/365), Spring 2005.
Venture Creation (MHR/MHR 734/434), Spring 2006.
Course is based on premise that entrepreneurs capitalize upon opportunities created by change. It encourages transforming ideas into action by helping students develop their own venture plans. Students will be trained in critical evaluation of content and structure of plans.
Venture Creation (MHR/MHR 734/434), Spring 2007.
Course is based on premise that entrepreneurs capitalize upon opportunities created by change. It encourages transforming ideas into action by helping students develop their own venture plans. Students will be trained in critical evaluation of content and structure of plans.
Contemporary Topics (MHR/MHR 365/765), Spring 2004.
Contemporary Topics (MHR 365/765), Fall 2002.
Contemporary Topics (MNG/MNG 365/765), Spring 2002.
Service
Professional Organizations
Wisconsin Institute of CPAs