Shareholder Update interviewed the two non-incumbent candidates on the CIRI board-endorsed slate, Sharon L. Isaak and Ron G. Perry, to provide shareholders an opportunity to learn more about them.

 

 

 

 

Sharon L. Isaak

Sharon L. Isaak, 43, lives in Soldotna, Alaska with her husband and four children ranging in age from 10 to 17 years. She is manager and bookkeeper of Corral Street Apartments; partner and bookkeeper for Dave & Sharon Rentals; and owner and operator of Whispering Pond B&B.

What do you feel prepares you to serve on the CIRI board?

What's most important to me is the fact that I'm a CIRI shareholder. Also, managing apartments for the last 16 years has given me people skills and a business background. I have a background in education and have taught school, and at this point I enjoy volunteering. Part of my community service has included chairing the Shareholder Participation Committee, and I have been a member of the CIRI Nominating Committee. Currently, I am a member of The CIRI Foundation board, and I am the chairperson for The CIRI Foundation Awards Committee.

Why do you want to serve on the board?

My heart is in it. I have a strong desire to be on the board. In fact, it has been a goal I've had for many years, beginning in 1979. Before putting my name into the hat, I have made an effort to attend as many meetings as possible, serve on committees and get as much background as I could. I still have a great deal to learn, and I look forward to the opportunity to be able to do that.

What would you do about conflicting shareholder desires?

There is always going to be conflict. The number one thing I would encourage would be to inform shareholders what's happening with their corporation. I would also encourage shareholders to become involved in one of the many areas of service that CIRI has to offer. Board members need to listen to what shareholders have to say and then try to find a balance. You won't please everybody. Whenever there is more than one person on a committee, there is potential for conflict. It's a matter of talking things over, trying to resolve issues. CIRI has taken a new position on informing shareholders of as much as possible, and that helps. Carl Marrs has done an excellent job at the recent meetings informing shareholders of the activities of CIRI.

What's your philosophy about the corporation?

We need to maintain our financial stability and continue to grow the dividends. We also need to continue to pursue new areas of possible investment. The corporation is looking at an

elders benefit program, and I would like to see the board work on that. We also need to make sure that the corporation continues to encourage young people and educates them to let them know what CIRI is about.

What makes CIRI different from a non-Native corporation?

I always label us as a "people" corporation. I can buy and sell shares of other corporations in the market, but they don't have that much of an interest in me as a shareholder. CIRI cares about its shareholders and makes an investment in them and for them. When I went to the shareholder meeting in Portland, I was touched that a young man and one of his relatives met for the first time right there at that meeting. In my own life, CIRI helped reunite me and my twin with our birth mother when The CIRI Foundation published Our Stories, Our Lives. You can't put a financial value on that. That's just one example of what CIRI does. Another point is that we have such a broad area of investment within the state and Outside. Many companies are limited in their scope, but not CIRI. We're into hotels, apartments, tourism, communications, and the list goes on. As Carl Marrs says, we can't get emotionally attached to investments. When it's time to sell, we sell. But we are emotionally attached to our people. Why else would we support non-profit corporations, offer scholarships, or consider special elders benefits? There are so many things we can waste time arguing about, but we really should be focusing our attention on things that affect family well being.

 

 

 

 

Ronald G. Perry

Ronald G. Perry, 36, lives in Anchorage with his family. He is the president and owner of Microware Computers, Inc.; and president of the Alaska Computer Training Center, a division of Microware, Inc.

What do feel prepares you to serve on the CIRI Board?

My experience and my education have given me the background to make educated business decisions that will affect CIRI's future. I have a bachelor's degree in business from Oregon State University, and I completed the Pilot Executive Education Program of the University of Alaska Anchorage and Howard University, as well as the Advanced Minority Business Executive Program of Loyola University. I was selected by the Anchorage Chamber of Commerce and the Alaska Journal of Commerce as one of the "Top Forty Business Leaders Under Forty" in 1998, and I feel that as an entrepreneur/business owner I have learned a great deal about what it takes to run and grow a business.

Why do you want to serve on the board?

It's time to give something back. I've received help and support from CINA, BIA and CIRI in the past. It's time to take my knowledge and skills and put them to work for my corporation.

It's also time for my generation to begin taking the reins. I believe that if you are not part of the solution ­ if you don't participate ­ then you shouldn't complain. There are many different opinions about the Alaska Native Claims Settlement Act ­ good, bad, or indifferent, we need to leave the past in the past and prepare for the future. What we need today are people who have an understanding of business today. I'm not here to change history, because I can't do that. I'm here to address current issues and help mold the future for my children.

What would you do about conflicting shareholder desires?

There has to be education. Most of our conflicts stem from a lack of communication. As a board member, you have to have a concern for the majority. There will always be a minority that disagrees, but you have to look at what's best for the whole. Differing opinions can be helpful. They can help you take a look at issues in a different light and possibly come up with a more creative solution. As for dissidents, education is the key ­ have them ask their questions and try to answer to the best of your ability. Arguing, criticizing and personal attacks don't do anybody any good. And we need to remember that what's in the past is in the past. No one can change that. We must spend our energy concentrating on current issues and future plans.

What's your philosophy about the corporation?

Diversification is the key. You're going to have up years and down years. We've been fortunate to have up years lately, and we've developed a voice in Washington, D.C. We need to maintain our clout there as a Native organization in conjunction with other Native corporations. We also need to educate the people we have so that they can carry on for future generations. With diversification and education ­ we can't lose.

What makes CIRI different from a non-Native corporation?

The fact that it has social obligations sets CIRI apart. It's a corporation with a conscience. Companies whose stock is traded on the market have no emotion. People don't count. If the stock does well, everybody loves you. If it doesn't do well, you're out of a job. They don't care if a shareholder needs glasses or a place to get their teeth cleaned. CIRI, on the other hand, has shareholder concerns. We have to enhance shareholders' lives with the profits and growth of the corporation. CIRI has that obligation.