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| FROM The Consortium Admissions Blog: Alumni Share How The Consortium Brought Them Together |
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The Consortium’s annual Orientation Program & Career Forum (OP) is the first touchpoint for incoming Consortium MBA candidates as they prepare to embark on the next leg of their professional journey. For many, it serves as the starting point for not just their MBA journey, but also new careers, friendships and even romantic relationships. With the 55th annual OP around the corner, we wanted to share with you some of those stories of Consortium members who have gained even more than they expected from being part of the organization and how they have remained involved. https://cgsm.org/wp-content/uploads/2021/05/Launa-Wood-and-John-Bilal-200x300.png Launa Wood and John Bilal [b]Launa Wood & John Bilal[/b] [b]Alma mater:[/b] The University of Texas, McCombs School of Business, class of 2017 [b]What they are doing now:[/b][b] [/b]Launa, manager, PwC Advisory John, senior manager, U.S. Strategic Sourcing and Procurement, RSR Corporation [b]Their story:[/b] They met during OP in Phoenix and began dating several months after their first year of business school began. They were married in September 2017 and welcomed their first child in October 2020. [b]In Launa’s own words:[/b] “John’s first impression of me during OP was, ‘She’s a handful.’ However, after continuing to learn about each other in business school, we were able to find many similarities with regard to both our professional and personal goals. Being able to have a partner who is just as ambitious and understands the challenges and pressures of being in business school, as well as the subsequent careers that we [pursued], is important. There was never a need to explain our frustrations, fears or exhaustion during business school — or now with our work — because we share very similar experiences. In the same vein, we know how important it is to celebrate when either of us had milestones in business school (or now in our careers) because we understand the challenges firsthand. “The primary objectives of going to business school should be to elevate and learn about yourself and explore areas that you otherwise would not have had the opportunity to in your previous career. If you happen to meet someone who you feel you could also grow with and grow to love, that is a plus! Do what you set out to do — grow and challenge yourself — and the rest will fall into place.” https://cgsm.org/wp-content/uploads/2021/05/IMG_0245-e1621522296430-300x216.jpeg Sylvia Flowers, Aole Ansari and daughter Zahra [b]Sylvia Flowers & Aole Ansari[/b] [b]Alma mater:[/b] The University of Virginia, Darden School of Business, class of 2002 [b]What they are doing now:[/b][b] [/b]Sylvia, self-employed, working as an independent consultant in education and talent management Aole, COO of Great Gulf Group, leading the U.S. Single-Family Build-to-Rent Platform [b]Their story:[/b] They first met at Admitted Students Weekend at Darden in April 2000 and again at OP in Chicago, in June 2000. They were good friends throughout their time at Darden and began dating after graduation. After dating long-distance through several jobs and cities (Houston, New York, Wilmington, Washington D.C. and Chicago), in 2008, they welcomed their daughter, Zahra Ansari, (now 12 years old) and call Nashville home. [b]In Sylvia’s own words:[/b] “While at Darden, we both were very active in the Black Business Students Forum, welcoming prospective candidates and first-year Consortium students into the fold. Aole served as president during our second year, and I served as co-planner of our annual conference. Over the years, interviewing prospective Consortium students has been a source of pride and provided the opportunity to give back to this wonderful organization. “When I joined the Broad Residency in Urban Education in 2004, The Consortium’s OP was a great opportunity to recruit students. As an alum, I was able to attend the OP to recruit graduating students and post-grads looking to make a switch. OP has always been a wonderful place for reconnecting with old friends, professors and admissions staff. We are looking forward to our 20-year reunion in 2022 when, hopefully, we can see old friends and colleagues in person again.” The post Alumni Share How The Consortium Brought Them Together appeared first on The Consortium. |
| FROM The Consortium Admissions Blog: Behind the Scenes with the Board of Trustees: Get to Know Crysta L. Bolton, Courtney Schroeder & Crystal White |
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The Consortium for Graduate Study in Management prides itself on being made up of a diverse range of professionals from across the graduate business education and corporate landscapes. Our Board of Trustees is no exception, with representatives from each of our 20 member schools as well as alumni and leaders from some of our corporate partner companies. Through this monthly series, we encourage you to go behind the scenes with us to get to know members of our Board of Trustees, beyond just their professional titles, as they respond to a series of fun, thought-provoking questions. This month, get to know Accenture’s Crysta L. Bolton, General Mills’ Courtney Schroeder and Chevron Corporation’s Crystal White. [b]Crysta L. Bolton[/b] [b]Southeast Region Inclusion & Diversity Lead, Accenture[/b] [b]https://cgsm.org/wp-content/uploads/2021/05/Crysta-L-Bolton-CAB-Chair-Accenture-e1622124812736-150x150.jpg If you didn’t have to work, how would you spend your time?[/b] Rehabbing houses, traveling, writing books and helping build homes in underdeveloped communities. [b]How do you start your day every morning?[/b] Prayer and a 30- to 40-minute walk with my dog. [b]What is your favorite thing about the work that you do?[/b] Daily, I help people solve problems and get to solutions. [b]If you found a magic lamp with a genie inside and could be granted three wishes, what would they be?[/b] One, have dinner with my parents who are in Heaven. Two, win the Mega Millions Lottery (it was recently $515 million). And, three, have unlimited wishes. [b]Courtney Schroeder[/b] [b]Manager, Diversity and Inclusion, General Mills, Inc.[/b] [b]https://cgsm.org/wp-content/uploads/2021/05/Courtney-Schroeder-CAB-Vice-Chair-General-Mills-e1622124127934-150x150.jpg What is your favorite thing about the work that you do?[/b] My favorite thing about being a DEI practitioner is that I get to bring together issues core to our society and humanity — like equity, fairness and how we interact with each other — and [connect] these to our business and people strategies. [b]When it comes to food, what is your guilty pleasure?[/b] I absolutely love pizza, and I’m not talking about just one type of pizza. I love New York pizza. Given that I was born in Chicago, deep-dish runs through my veins. The Twin Cities has some amazing pizza, and who doesn’t love a good Totino’s pizza. [b]What is the best movie of all time, and why?[/b] Malcolm X. Not only did the movie bring the book to life in a way that made it more beautiful and relevant for a modern-day audience, but Denzel transformed into Malcolm, giving a once-in-a-generation performance. [b]How do you start your day every morning?[/b] I’m a pretty early-riser, so I try (the keyword is “try”) to begin each day with exercise, meditation and daily reflection. [b]Crystal White [/b][b]HR and Organizational Capability Manager, Chevron Corporation[/b] [b]https://cgsm.org/wp-content/uploads/2021/05/Crystal-White-CAB-Member-At-Large-Chevron-150x150.jpg If you didn’t have to work, how would you spend your time?[/b] On the sea, boating, diving and fishing. [b]If you were forced to live alone on a deserted island — survival not being an issue — and could only take three items with you, what would you take?[/b] A scuba tank, a Kindle full of good books and a radio. [b]What is your favorite quote, and why?[/b] [b] [/b][b] [/b]“I alone cannot change the world, but I can cast a stone across the water to create many ripples.” —Mother Teresa It reminds me that one person can make a difference and that you should always try. [b]What is the most adventurous thing you’ve ever done?[/b] [b] [/b][b] [/b]Taken sailing lessons and got certified as a boat captain. The post Behind the Scenes with the Board of Trustees: Get to Know Crysta L. Bolton, Courtney Schroeder & Crystal White appeared first on The Consortium. |
| FROM The Consortium Admissions Blog: MBAs Share How They Made the Most of a Challenging First Year, What They’re Looking Forward to in the Year Ahead |
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For the class of 2022, the conclusion of the 2021 academic year marks both a beginning and an end — the end of a challenging but rewarding first year, marred by both a global pandemic and racial injustices, but also the start of a promising year two in which many will be in the classroom for the first time. We checked in with members of The Consortium’s class of 2022 one last time to see how their first year went. MBAs Whitney Pollard, Alyssa Buchanan and Bryan Shepherd share some of the ups and downs they experienced, the ways in which they were both challenged and inspired during these unusual times and what they are most looking forward to next year. [b]Bryan Shepherd[/b] [b]Emory University, Goizueta Business School[/b] https://cgsm.org/wp-content/uploads/2020/07/Bryan-OP-Photo-e1599769232113-150x150.jpg A unique MBA experience, the 2020-2021 academic year’s theme was “adaptability.” No one — no teacher, recruiter or student — planned for this environment, so the goal coming in was to play the hand dealt to me and make the most of an experience that didn’t happen exactly as planned. I was able to stick to my priorities of learning, earning an internship and helping give back to prospective students. Furthermore, I’ve made meaningful connections with classmates and professors, and in addition to business acumen and skills, I’m learning every day about myself. I’m looking forward to the challenges that lie ahead this summer and in my final year of business school. I’ve been blessed this year with an incredible Consortium family at Goizueta. Since the summer of 2020, we’ve supported one another personally, academically and professionally. As a first-generation student, being surrounded by people who look like me or share a similar mission to advance underrepresented minorities in business is empowering. I’m forever thankful for all of the experiences and information I’ve gained as a member and can’t wait to see what’s in store as we hopefully have more opportunities to connect and build relationships this upcoming school year. I’ve improved my ability to design presentation decks and my structured problem-solving skills, and have become more aware of both opportunities for improvement and my strengths as a leader. I’ve also had the privilege to meet international students at Goizueta from all over the world — students who challenge me, inspire me and educate me in ways I could’ve never anticipated; I’m continuing to develop in terms of empathy, global acumen and genuine networking skills. I start my strategy internship in June, and I am looking forward to building relationships across the firm, understanding how I can best add value. I’m also excited to be compensated for work again! Not only do I want to establish my professional brand with the firm, but I’m looking forward to learning new skills, to being challenged when it comes to modeling and analysis and to developing a balance with my physical/mental health and high performance, especially within a virtual environment. I look forward to a second year of helping incoming students secure internships as a Consortium liaison, to building more relationships as we transition to in-person instruction, to continuing to learn and to traveling as much as I can possibly manage! [b]Whitney Pollard[/b] [b]University of Michigan, Ross School of Business[/b] https://cgsm.org/wp-content/uploads/2020/09/A91E53F8-EBFD-4D39-8E2D-846DBFE9722A-150x150.jpeg I can not believe the first year of my MBA is already over. This year, I can say, has been nothing short of amazing — and definitely transformative. I moved from the sunny South to Midwest winters, adapted to being a student again and met some really amazing people. I started this journey because I wanted to help develop business solutions to address some of the world’s greatest issues, especially as it relates to underrepresented minorities and the working class. I wanted to use this time to get comfortable being uncomfortable so that I can advocate on behalf of those who are not in the room. When I started business school, I made sure I was involved and active in the spaces that would allow me to reach my goals. This year, I was able to lead Diversity Week, mentor students in the Detroit metro area, assist with raising funds for Color of Change and serve on panels to attract underrepresented students to Ross. I developed friendships with classmates and had tough conversations around race and inequality in America, I spoke up in classes to provide a different perspective than my classmates, and I made sure that in each space, I was bringing my most authentic self. Yes, I learned the core skills by taking classes in operations, accounting, economics, statistics, marketing and finance — I even learned frameworks on how to negotiate and how to be an ethical and fair leader. But my biggest take away from this year was learning how to recognize my privilege regardless of how the world may treat me as a Black woman. Getting an MBA during a pandemic forced me to reflect on the fact that I am privileged enough to be at a top-ranked institution, not having to worry about the fear of losing a job or the lack of access to healthcare and COVID testing. No, this degree will not decrease my chances of being killed by the police or of experiencing racism, but it does give me access to spaces to speak up, in rooms where change can be made. This year has taught me to always be bold even when I am afraid, to speak up no matter what and to be willing to risk it all, because the fight toward justice and equality is bigger than me, and change doesn’t happen [when you stay] in your comfort zone. So as I start my internship this summer as a summer associate at Deloitte and set goals for my second year, I plan to do exactly that: be bold, speak up and take risks. Forever and always, Go Blue! [b]Alyssa Buchanan[/b] [b]The University of Texas at Austin, McCombs School of Business[/b] https://cgsm.org/wp-content/uploads/2020/09/AD23A0D0-24B1-43E0-967F-6B27D0796791_1_201_a-e1599769313968-150x150.jpg My first-year experience overall has been fulfilling! Upon starting McCombs, I made a list of things I wanted to explore when I started the program, and thankfully, I’ve been able to accomplish them all. By taking an active role in curating my first year, I’ve been able to build meaningful relationships with my peers outside of the classroom. As a student leader it can be difficult gaining fellowship because everyone has so much going on. It was an interesting dynamic for me to learn about leading people while actually being seen as a leader by my peers. Furthermore, there is always the question of whether or not you are doing business school correctly. Time goes quickly, and everyone will tell you to be mindful of commitments because it can become overwhelming, and burnout is real. However, these two years are also meant for exploration and discovery. I’ve learned that there is no right way to do business school. By allowing myself to step outside of my comfort zone, I have flexed skill muscles that I previously was unaware of, which has allowed me to embrace new capabilities. When this happens, these are the best moments for me, and I am reminded of my “why.” I am very hopeful that my second year will be just as fulfilling — if not more so — than my first year. With the world getting back to normal, there is more opportunity to build and strengthen community, which I am excited about. Thank you all for following along with my blog posts, and feel free to connect with me on LinkedIn. Hook ‘Em! The post MBAs Share How They Made the Most of a Challenging First Year, What They’re Looking Forward to in the Year Ahead appeared first on The Consortium. |
| FROM The Consortium Admissions Blog: This MBA Is Merging His Passion for Healthcare and His Knowledge of Business to Make a Difference |
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For Nicolas Palacios, just earning an MBA wasn’t enough. With a passion for healthcare and an interest in business, he is pursuing both an MBA at the University of North Carolina’s (UNC) Kenan-Flagler Business School and his PharmD at UNC Eshelman School of Pharmacy. And this summer, he is completing an internship at Amgen, in the company’s Commercial Leadership Program. Despite his go-getter attitude, Palacios has faced challenges along the way as a Latino and second-generation immigrant as well as a first-generation college student. We recently spoke with this second-year Consortium member about his path to business and pharmacy school, the real and perceived obstacles he’s faced and his thoughts on the future of healthcare post-COVID-19.https://cgsm.org/wp-content/uploads/2021/06/PALACIOSN_headshot-150x150.jpg [b]What sparked your interest in pharmacy?[/b][b] [/b] I wasn’t really focused on much in terms of a career in high school until I started working at CVS. I moved back to the pharmacy and that was when I really started developing an interest in the patient dynamic and interacting with people. Of course, working in the traditional retail setting, you meet all sorts of people, but in the pharmacy, you meet people much more at a time of need. That was when I really started developing empathy for patients and seeing the complexities of the healthcare system. I pursued more positions after that in higher-acuity pharmacy roles — sometimes more removed from patients — but that had more of a science [focus]. That was really what shaped my undergraduate decision to pursue biochemistry. It was really a combination of patient interaction and the science, and being able to apply what I learned in the workplace.[b] [/b][b] [/b]I knew I wanted to get into healthcare. I didn’t know where I would go, but as I got to know pharmacy more, that’s when I really became focused on it over everything else. [b]What about business — when did your interest in that develop? What made you decide to pursue pharmacy and business?[/b] My interest in business actually developed when I did my master’s in biotechnology. It was a combination master’s of biotech and master’s of business administration; I didn’t pursue the MBA purely because of time constraints. I was doing that knowing I was going to go to pharmacy school later, so it was never the be-all and end-all. But that was the first time I got exposure to business classes and business people. At the same time, I was working at JAFRA Cosmetics International, which was a huge detour on my resume that ended up being useful because I was in R&D but was interacting with other departments like marketing and manufacturing. So, coming to UNC, I knew business was interesting, and I knew that the pharmaceutical industry would be a good place for me because I already had a biotech background. [b]What attracted you to The Consortium?[/b] For me, it was a group of like-minded individuals. I’ve met business students before, and I love the fact that I felt like I could identify more with the people in The Consortium than the average group of business students. The other factor was the built-in network. I do believe you have to create your own opportunity, but knowing that there are other people who’ve come before me from similar backgrounds — who have accomplished things I could’ve never dreamed I would have the opportunity to accomplish — was really attractive. [b]How do your pharmacy and business background compliment each other, and how have they aided you?[/b][b] [/b] The big thing in terms of opportunities at pharma companies is that a lot of individuals don’t have a background in healthcare. Some people come from healthcare consulting, but many people have not been in hospitals or visited clinics and had the exposure that I have. So I feel that the combination helps me provide this perspective, especially in meetings. All through my internship at GlaxoSmithKline, this was prominent, because the average healthcare marketer or finance person doesn’t normally have this exposure. But I can help provide that. Also, the business side helps you be a little more concise and a little more [focused on the] bottom line up front. [b]As a second-generation immigrant and first-generation student, what hurdles have you faced when it comes to pursuing your goals?[/b][b] [/b] The big thing is that there’s little-to-no guidance. I was just talking to a friend whose parents are both doctors and whose older sister’s a doctor. So, to become a doctor, [he has] a little more of an advantage. He’s familiar with the process. He’s familiar with everything that goes into it and the foresight you have to have to prepare academically and professionally to apply. That was something that I was never afforded. That’s why I feel so strongly that you have to create your own opportunities. Even in undergrad, at my small, Hispanic-Serving Institution, they didn’t have any advisors to help you get into pharmacy school. So, it was all about me doing that research on my own. My father graduated high school, but he never went to college and it’s the same for the rest of my family — or less. So it wasn’t a question of whether they could help; they just [offered] support. [b]Were there additional challenges you faced pursuing advanced degrees?[/b][b] [/b][b] [/b]I think the big thing that was hard for me was knowing my worth. I have imposter syndrome that I still carry with me to this day. Especially with pharmacy school, I really underestimated my potential. I think that was kind of inherent due to those years of having to figure it out on my own and not going to the best undergraduate institution. I didn’t understand what I could add. A good example is when I was applying to pharmacy school. I had an OK application, but I didn’t think it screamed “accept me.” I applied to schools in the top 10 but also in the middle and in the bottom one hundred. I immediately got an interview with the No. 1 pharmacy school. I never thought that would happen. I remember thinking, “Oh, I’ll just throw that in there, too.” I was not set on the No. 1 school; I was trying to be realistic. So, what has affected me is really [understanding] what I could accomplish and understanding my own worth. [b]How has your background affected you in your pursuit of your goals?[/b] [b][/b][b][/b]At first, I felt like it was a hindrance. I felt bias all through high school and in college, being Latino. I think that fed into [my low] self-esteem and lack of feeling that I could achieve what I wanted to achieve. I had this double whammy of no family members who have graduated from college and my background that made me acutely aware of who I was. But now I see it more as something that I can utilize. Because I sometimes feel outgunned or outmatched, I tend to work harder and pursue things with more vigor than I think I would have had I not faced those challenges. It’s my mission to achieve everything I can and go as far as I can. Looking back at my family and seeing what each generation has done before me, I feel like it’s my responsibility to carry the torch. [b]How has being part of The Consortium helped you overcome those challenges to achieve your goals?[/b] [b][/b][b][/b]The Consortium has been wonderful because you meet other people just like you. Seeing other Latino men and women ahead of me achieving [their goals], seeing peers who have done even more than I have, who have faced more adversity than I have, and meeting people from all over the country with common goals is really inspiring. [b]You’ve dedicated much of your time to helping others — especially underrepresented students interested in pharmacy and healthcare — pursue their dreams. Why are you so passionate about helping others in this way?[/b][b] [/b] It’s for the same reasons that I felt like I didn’t have anybody to turn to, I didn’t have anybody to talk to. And after getting more and more involved, whether it was with organizations in undergrad or The Consortium, I’ve found that there are so many individuals who have felt just like me. [It helps] when you see individuals who look like you or who come from a nontraditional background. I always tell these students that I wasn’t the sharpest tool in the shed. I didn’t have a 4.0. But that doesn’t mean you can’t pursue these things. I think it’s important to maintain these relationships going forward to kind of carry the torch, as I said, because so many mentors ahead of me did the same for me, and without them, I don’t think I’d be here today. [b]You’re entering healthcare at an unusual time. So, what are your thoughts on the future of healthcare, particularly when it comes to COVID-19 and its impact?[/b][b] [/b] It’s been a wonderful time to be in healthcare. Not a wonderful time in the country or the world, but I think this is one of those times where all eyes are on this industry, and I feel very fortunate to be pursuing a career in healthcare right now. In general, I think this will accelerate innovation in healthcare — much quicker than it would have in any other industry — because of the emphasis on not only vaccine development and more pragmatic problems, but other things as well, such as [doing testing from] your car. I think this will forever change those parts of the industry, and that makes it that much more exciting to be a part of. From a diversity perspective, I am concerned about vaccine administration and making sure that those who have doubts and have historically had issues with the medical community — black and brown communities in general — still pursue the vaccine. [b]What do you hope to do after graduation?[/b][b] [/b][b] [/b]I hope to work in commercialization or marketing at a pharmaceutical company because this is where I feel I can best combine my previous healthcare experience and education. The post This MBA Is Merging His Passion for Healthcare and His Knowledge of Business to Make a Difference appeared first on The Consortium. |
| FROM The Consortium Admissions Blog: The Consortium Hosts Second Fully Virtual Orientation Program, Welcomes Largest Class in Organization’s History |
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On Wednesday, June 16, The Consortium for Graduate Study in Management wrapped up its 55th annual Orientation Program & Career Forum (OP), marking the second year in a row the organization successfully hosted the event virtually. Considered one of the most powerful, impactful aspects of The Consortium experience, this four-day event is an opportunity to welcome the incoming class of MBAs and prepare them for success in business school. Students connect and begin to build relationships with their classmates and peers as well as representatives from member schools and corporate partner companies. This year, the 628 members of the class of 2023 were able to come together virtually, using the Hopin platform. With live videos and virtual booths, students were able to meet their Consortium classmates and peers as well as network with representatives from Consortium corporate partner companies, including Danaher, Accenture, CVS and others. “The virtual career expo was a once-in-a-lifetime networking experience that pushed me to become more self-driven, and manage ambiguity, and to stand out amongst world-class talent,” says Theodore Prime, a member of The Consortium’s class of 2023 at the University of Wisconsin-Madison, Wisconsin School of Business. Sessions focused on different career tracks including general management, corporate finance and investment banking, consulting, marketing and technology. Activities also included a discussion titled “The Risks and Rewards of Authenticity,” an ethics and healthcare workshop, virtual career fair and more. Students also had the opportunity to interview with representatives of some of the nation’s leading companies across a range of industries, gaining professional insight and advice and building relationships that may lead to internships or full-time employment. Many in attendance appreciated these opportunities to network in the virtual environment. “I meaningfully connected with Consortium peers and top-tier corporate partners — despite being virtual — through chat forums and Hopin features that allowed for instant one-on-one meetings. We, as a Consortium cohort, also took initiative to create ad-hoc interview preparation sessions and socially distanced in-person meetups,” says Charlie Yates, a member of The Consortium’s class of 2023 at the University of California, Berkeley, Haas School of Business. https://cgsm.org/wp-content/uploads/2021/07/Screen-Shot-2021-06-15-at-11.52.08-AM.png Despite not being able to meet with students face-to-face, corporate partners found value in connecting virtually with MBAs. “We were able to take full advantage of the flexibility of virtual to increase engagement and touch points with very talented candidates, leading to an expansion of the number of offers we gave,” says Jorge Pastrana, strategist in the Strategy and Marketing Development Program at 3M. A 2020 Consortium alum from Indiana University Kelley School of Business, Pastrana says the most powerful aspect of OP was the caliber of the students. “Even as a recent MBA grad myself, I was impressed by the diversity and depth of professional experiences, community involvement and commitment and students’ readiness to meet the moment,” he says. For the students themselves, the opportunity OP provided to connect with fellow MBAs was also impactful, as it inspired collective optimism. “In addition to pre-MBA recruiting and networking, OP provided a platform to learn about my Consortium peers and their goals,” says Yates. “Sharing our respective aspirations and plans reminded me why I am going to business school: to continuously build and improve the case for diversity, equity and inclusion in all spaces.” Perhaps most importantly, for some students, the event helped validate as well as empower them to achieve their vision for the world. “OP helped me feel seen and valued as a diversity candidate. I’m forever indebted for this opportunity and the community that I built during this experience,” Prime says. “I [saw] more of who I want to become in [those] four days than in my last five years of professional experience. OP is an amazing bridge between being a high-potential MBA candidate and an ambitious leader ready to take on the world.” For companies looking for diverse talent, the event was proof that these future leaders are out there, ready and waiting to make their mark. [b] [/b][b]“[/b]OP is a constant reminder that there is a deep pool of prepared and ready diverse talent,” Pastrana says. “The onus is on us to continue to support this network and attract talent to our respective industries and companies.” The post The Consortium Hosts Second Fully Virtual Orientation Program, Welcomes Largest Class in Organization’s History appeared first on The Consortium. |
| FROM The Consortium Admissions Blog: The Consortium Recognizes Thought Leaders, Champions of Corporate Diversity with 2021 Awards |
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Every year, The Consortium recognizes individuals and organizations that embody its mission, with several awards. In 2021, the following honorees set themselves apart by demonstrating courageous leadership, championing corporate diversity, giving back to their communities and advancing the goal of equal opportunity in management. [b]Rebekah Lewin[/b] [b]Sterling H. Schoen Achievement Award[/b] https://cgsm.org/wp-content/uploads/2021/02/Rebekah-Lewin-University-of-Rochester-150x150.jpg Established in honor of The Consortium’s founder, Dr. Sterling H. Schoen, this award recognizes individuals for their courageous leadership and commitment to advancing the goal of equal opportunity for underrepresented minorities in American business. In 2021, The Consortium bestowed this award on Rebekah Lewin, sr. assistant dean of admissions and programs at the University of Rochester Simon Business School. She is also a long-standing member of The Consortium’s Board of Trustees, most recently serving as vice chair. “The Sterling H. Schoen Achievement Award is particularly meaningful to me. The University of Rochester Simon Business School was the fourth school to join The Consortium, and we have been proud partners for more than 50 years,” says Lewin. “This award not only reflects my professional commitment to diversity and inclusion in education and in business, but also my own personal values. After working at Simon for more than 20 years and implementing initiatives that focus on diversity, equity and inclusion, we were recently ranked the most diverse MBA program among the top 50 schools rated by U.S. News & World Report. I am deeply grateful to The Consortium for its efforts and for recognizing the value in mine.” [b]Demian Caponi[/b] [b]Peter C. Thorp Corporate Leadership Award[/b] https://cgsm.org/wp-content/uploads/2021/07/7T0A0387-1-e1626279309617-150x150.jpg In honor of The Consortium’s longest-serving Corporate Advisory Board chairman and board member, the Peter C. Thorp Corporate Leadership Award recognizes individuals who, among other things, demonstrate financial support of MBA fellowships, leadership as a corporate champion of diversity and support of innovative approaches to solving problems related to equal employment opportunity. In 2021, The Consortium recognized Google’s MBA Outreach and DEI Partnerships Program Manager Demian Caponi with this award. “One of the tenets of the Peter C. Thorp Corporate Leadership Award revolves around a commitment to advancing the goal of equal opportunity and access to higher education for underrepresented minorities in America. For the past decade and a half, I have committed myself to working with underrepresented groups, expanding access across all levels of education and sharing my work and best practices with others,” Caponi says. “It means a lot to me that The Consortium has recognized my efforts in this manner.” [b]Dr. William Woodson[/b] [b]Wallace L. Jones Alumni Lifetime Achievement Award[/b] https://cgsm.org/wp-content/uploads/2021/07/headshotWoodsonBill-e1626279427109-150x150.jpg Named for the man who contributed many years of service to The Consortium and touched the lives of thousands of students, the Wallace L. Jones Lifetime Achievement Award honors an alum who, among other things, has demonstrated a commitment to community involvement, mentoring, giving back and inspiring future leaders. Dr. William Woodson, an alumnus of the University of Michigan Ross School of Business, was recognized as the 2021 recipient of this award. “I was floored and humbled beyond belief by this honor. For a Consortium alum, being recognized in this fashion is like being told you’ve won an Emmy, an Oscar and a Grammy all on the same day,” says Woodson, who currently serves as dean of the Office of Outreach and Inclusive Excellence and chief diversity officer at New College of Florida. “I had the pleasure of knowing Wally Jones, a man I found remarkable for his combination of warmth, enthusiasm and commitment to minority business education. I was present when the award was first announced, and I was present when William Mays, Leroy Nunnery and Peter Aranda were recognized with this honor. The notion that one day I might be counted among these amazingly accomplished honorees seemed highly improbable.” [b]Kendrick Vaughn[/b] [b]Phyllis Scott Buford Young Visionary Award[/b] https://cgsm.org/wp-content/uploads/2021/07/Kendrick-Vaughn-e1626279555878-150x150.jpg The Consortium’s third leader, Dr. Phyllis Scott Buford, is known for modernizing the organization’s annual Orientation Program (OP), expanding collaboration with corporate partners and exposing diverse young leaders to more opportunities through OP. This award recognizes young alumni who are leaders in action — who demonstrate vision, collaboration and creativity in driving diversity and inclusion in their professional lives. The 2021 honoree is Kendrick Vaughn, a Consortium alumnus from the University of California, Berkeley, Haas School of Business. “It was very humbling to receive the Phyllis Scott Buford Young Visionary Award,” says Vaughn, who serves as director of Apex at BreakLine Education, a role in which he provides education and coaching for high-performing professionals from under-selected demographics who are interested in entering the tech industry. “The Consortium is a truly special community filled with alumni rolling up their sleeves to make the world a better place. This very much feels like a team recognition. Over the years, I’ve been blessed to work with visionary leaders, teams and organizations such as the United States Military Academy and BreakLine Education. These organizations truly understand the generational impact that creating pipelines of opportunity for people from historically marginalized backgrounds can have. Being able to contribute to society in this capacity continues to be the most rewarding chapter of my career.” [b]Dr. Ella L.J. Bell Smith[/b] [b]Earl Hill Jr. Faculty Achievement and Diversity Leadership Award[/b] https://cgsm.org/wp-content/uploads/2021/07/IMG_2517-150x150.jpeg Established in May 2019 in honor of past Consortium board member and faculty member at Emory University’s Goizueta Business School, the Earl Hill Jr. Faculty Achievement and Diversity Leadership Award recognizes outstanding academic and professional leadership on campus and to the community beyond the boundaries of the university. In 2021, The Consortium recognized Dr. Ella L.J. Bell Smith, a professor of business administration at Tuck School of Business at Dartmouth. She is also the founder and president of Ascent: Leading Global Women to the Top, an organization committed to professional development and career advancement. “I have long been an admirer of The Consortium for Graduate Study in Management. The organization has single handedly changed the racial and ethnic makeup of the student population in management education. So, when I received an email from Janice Wells-White informing me that I am the recipient of [this award], I was totally taken by surprise but also so very honored,” Smith says. “I have done all I could do to integrate diversity into my teaching, to demonstrate leadership as an African American woman by walking in my true self and by pushing, plotting and encouraging the institutions I work at to embrace both diversity and inclusion. Thank you, Consortium, for acknowledging my work and for ‘seeing’ me. You have no idea how much this award means to me.” [b]Liberty Mutual Insurance[/b] [b]Consortium Pacesetter Award[/b] Established in June 2017, the Corporate Pacesetter Award recognizes a Consortium corporate partner that demonstrates dedication to the organization’s mission through extraordinary collaboration with Consortium constituents. Through communication, innovation and focus, the recipient of the Pacesetter Award sets the standard for effective leadership in promoting diversity in corporate leadership. In 2021, The Consortium recognized Liberty Mutual Insurance with this award. https://cgsm.org/wp-content/uploads/2021/07/3LMMaura042816-7571-e1626279691436-150x150.jpg “At Liberty Mutual, diversity is about all of us, and this recognition reinforces our commitment to recognizing, appreciating and applying the unique insights and backgrounds of each person to cultivate an atmosphere of trust and respect,” says Maura Quinn, assistant vice president of campus recruiting and DEI programs at Liberty Mutual. “Our University Diversity Equity and Inclusion Program team is dedicated to building meaningful and authentic relationships with Consortium members to ensure we can be effective in attracting, advancing and retaining talent of all backgrounds. By offering executive mentorship, professional development support and career opportunities, we’ll continue to make partnerships like Consortium a priority for continued growth in diversity, equity and inclusion.” [b]Wallace L. Jones Fellowship Award[/b] Established in the name of The Consortium’s second CEO, the Wallace L. Jones Fellowship Award is a scholarship that is given to a student at each member school annually based on their achievements and demonstrated commitment to The Consortium’s mission. 2021 recipients include: Ramiro Flores Turrubiates, Sofia Jimenez, Kendall Williams, Vanessa Nwaokocha, Edwin Aguilar, Julian Smith, Lem-Marie Chizungu, Natalia Corredor, Samsondeen Bakare Korodo, Brittany Fidalgo, Maian Adams, William Edmond, Courtney Lanza, Katherine Kouot, Getaneh Samuel Mekonen, Minnie Lahoti, Rocio Arellano, Justin Matthews, Theodore “Theo” Prime and Susan Jean Gordon Reed. The post The Consortium Recognizes Thought Leaders, Champions of Corporate Diversity with 2021 Awards appeared first on The Consortium. |
| FROM The Consortium Admissions Blog: Accenture Walks the Talk When it Comes to Promoting a Diverse and Inclusive Culture |
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For Consortium corporate partner Accenture, diversity is about more than numbers. “We can’t just say we want to be diverse; we have to actually have things in place and spend our money in places where we show up and say, ‘We stand against racism. We don’t tolerate this,’” says Melissa Davis, Strategy campus inclusion & diversity lead at Accenture. “We want to make sure we have a more diverse workforce to lead that effort, because then people will know that we actually do what we say we’re going to do. We don’t just talk about it.” https://cgsm.org/wp-content/uploads/2021/07/UW4-300x225.jpg Melissa Davis Part of walking the talk, Accenture has supported The Consortium as a premiere partner for 10-plus years — a partnership that’s included serving as a career track lead sponsor of The Consortium’s annual Orientation Program & Career Forum (OP) for several years. Accenture actively recruits and embraces team members who bring a different perspective and a different approach to problem solving. Davis says this goes beyond ethnic and racial diversity to include people of different faiths, educational levels and backgrounds (single parents, caregivers for elderly parents, first-generation college students and more, she notes). “We’re a big melting pot, but that’s what differentiates us from other consulting firms,” says Davis. “I think our people are really what make us so unique.” While COVID-19 has challenged the company in new ways — striving to attract diverse talent and be more inclusive while also being flexible with candidates, Davis says — Accenture has been developing new approaches to recruiting diverse employees. With hiring goals in place to bring in more Black and Hispanic associates, the company has created initiatives like its Diversity Referral Bonus Program to drive these efforts. Understanding that money is a big motivator, Accenture now rewards employees for referring diverse candidates. “There is a monetary bonus tied to a diverse referral that gets paid out to employees once their referral joins full time,” says Davis. “It’s a great way to find great talent and provide an incentive for current employees to think about who they know in their network that could be a fit at Accenture.” Another way Accenture is working to expand access to its ranks is through a two-pronged initiative, the first piece of which is designed to reduce the number of qualifications for jobs. “We’ve all seen the job descriptions that are a mile long, and I’m thinking, ‘No one’s going to meet those — nobody,’” says Davis. “We felt like we were really limiting the number of people who could qualify to even be selected to interview.” https://cgsm.org/wp-content/uploads/2021/07/Escape-the-Room-1-1024x744.jpg MBA summer consultants pose for a photo after participating in Escape the Room, one of Accenture’s Friday events. The second piece of the initiative, which is still in development, will provide training to prospective employees around what consulting is and how to be a consultant. It is similar to the company’s Junior Military Officer Program, which helps ex-military pivot into civilian careers. “The plan is for a 16- to 20-week boot camp, and from there, that person graduates into a full-time role,” Davis says. “A lot of times, our hiring managers want someone who has consulting experience, and that is usually a barrier for a lot of people, a barrier to entry, because they may not have worked in the industry. That keeps them out of the pool, but they have great experience. So, this meets those people who are in the middle and who would fall through that gap if we didn’t have a program like this.” When it comes to MBAs specifically, Accenture provides a clear path and plenty of support. Through its Accenture Strategy Consultant Development Program (ASCDP), the company offers MBA summer consultants 10 weeks of professional development and training, as well as some additional perks such as tuition reimbursement should they receive and accept a full-time offer. Those MBAs then remain in ASCDP for 15 months before moving up in the company. “It’s a very clear pathway to move up in the firm through that program,” says Davis. Despite its size — Accenture has 537,000 employees worldwide — the company looks at everyone from an individual perspective in order to help each person achieve his or her version of success, because, as Davis notes, “our culture is about our people. “Not everyone has the same goals,” she says. “But I think it’s important that we support people who want to progress through their career and who want to continue learning.” Although attracting a diverse workforce — and ensuring an environment in which its members are able to succeed — is not always easy, Accenture is putting in the effort. More than words, the company is proving what’s possible with a little hard work. “You have to constantly be putting in the effort,” says Davis. “None of us are perfect. We have a long way to go, but I feel like we’re honest and transparent about the work we need to do and how we’re trying to make these things happen.” The post Accenture Walks the Talk When it Comes to Promoting a Diverse and Inclusive Culture appeared first on The Consortium. |
| FROM The Consortium Admissions Blog: Cornell Receives TEAM Trophy Award Four Years in a Row, Showing What’s Possible When Everyone Is Committed |
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For the fourth year in a row, Cornell University’s Samuel Curtis Johnson Graduate School of Management received The Consortium’s TEAM Trophy Award. Designed to generate healthy competition among member schools, foster collaboration among Consortium peers and demonstrate students’ commitment to The Consortium, the award is an affirmation that, Together, Everyone Achieves More (TEAM). Even in a year plagued by uncertainty, Cornell students showed that anything is possible when you come together — even if only virtually. “We all chose Cornell in part because of its close-knit community, and The Consortium family without a doubt contributes a great deal to that atmosphere,” said MBAs Evan Buchanan, Natalie Gonzalez and Jessica Bryson. “This was a challenging year on many different levels. Winning the TEAM Trophy Award is more than a trophy for us; it is a testament to the connections we’ve made with each other and our commitments to our MBA program.” Consideration for the TEAM Trophy Award is given to member schools that secure 100 percent participation by both first- and second-year students in The Consortium’s First of Many and Class Gift giving campaigns; demonstrate community involvement, such as fundraising and volunteering; and report fulfillment of all Consortium liaison duties. For Cornell students, these efforts are part and parcel of their enrollment at Johnson, where all incoming Consortium members are encouraged to sign a letter of commitment to support and uphold The Consortium and its mission. “We make sure everyone shows up,” says Jamie Joshua, director of Johnson’s Office of Diversity and Inclusion. “There’s an expectation.” To hold students accountable, Joshua holds a “family meeting” for Consortium MBAs at the beginning and end of each semester to check in with students and to remind them of their commitments to both Johnson and The Consortium. “It’s just holding a mirror up to say, ‘This is who you said you wanted to be both in your Consortium letter and your Johnson admissions essay,” she says. However, to truly get the work done, students rely on and support each other. “We commit to the mission by committing to each other, spreading awareness throughout Johnson about the importance of diversity and representation and preparing the next class of students to do better than us,” the students said. “That is how we continue to grow.” While Joshua says garnering 100 percent participation in The Consortium’s giving campaigns is not always easy, it is not because of a lack of desire to give back. As full-time MBAs, students get busy and often need a reminder. On top of this, she says 2021 presented some additional challenges. “In person, we can kind of chase people down,” says Joshua. “Virtually, that was a little bit of a challenge.” But with a little push, she says students are almost always willing and able to give back to the organization that has given so much to them. “I always tell them, ‘To whom much is given, much is expected.’ This is an organization that has put together not just OP, but got you in front of a ton of corporate recruiters,” says Joshua. “The Consortium has worked hard to support you, and if you can give even $5 to support them, that would be amazing.” When it came to Consortium liaisons fulfilling their duties, Johnson liaisons continued to do the work in 2021, bringing their cohort together through virtual events and creating a GroupMe to stay connected, despite the physical distance caused by the pandemic. “Everyone really wanted to make the best of our circumstances, and that meant not holding back when it came to supporting each other through recruiting and classes and stepping up to be leaders across the program,” the students said. “Having the class of 2021 as mentors and friends also helped build camaraderie and keep traditions alive.” Johnson’s Consortium cohort also dedicated many hours over the last year to getting involved in and giving back to their campus and local communities. As in past years, students partnered with The Learning Web, raising funds and collecting gently used professional attire for the organization. They also worked with the organization INROADS to prepare underrepresented, first-generation and low-income undergraduates for professional interviews, as well as volunteered their time to make face masks and raised $6,000 for PPE for medical workers. A 2021 graduate of Johnson and Consortium alumna, Joyelle Fleming led an initiative, along with Bryson, to “tackle the sometimes taboo topic of periods” and inform people “about the lack of access to sanitary products that many womxn face,” Fleming says. This two-part initiative included a week-long sanitary product drive and a screening of the documentary Period. End of Sentence., which highlights an Indian entrepreneur who created a pad-making machine that produces cheaper and more easily accessible pads. “We raised more than $230, which allowed us to purchase 360 pads and tampons that we donated to the St. John’s Shelter of Ithaca,” says Fleming. “We purchased the items from a company called Cora, which donates sanitary products to womxn in India, Kenya and the USA. Since we purchased 360 items from them, they donated 360 products to the above demographic. By providing sanitary products to womxn in need, it allows them to have one less barrier to continuing their education.” Additionally, Jeremy Mathurin, a Consortium liaison and president of the class of 2022’s Community Impact Club, led the club in raising nearly $14,000 through its annual Impact Auction. Members of the club collected donations from faculty, staff, students and local businesses and auctioned off the items via a virtual platform. The club donated 50 percent of the proceeds to Black Hands Universal to support its anti-racial agenda in the community, with a focus on job placement and skills training, financial literacy, mental health resources and educational resources. The other half of the funds went to Ithaca Youth Bureau Summer Camps — an organization that helps kids socialize through summer camps — to help youth, families and staff explore their feelings, challenge their beliefs, learn and find their voice around topics such as structural racism, discrimination, implicit bias and social justice. Although these efforts were led by the students themselves, they were sure to give credit where credit is due. “We cannot acknowledge our success without acknowledging our incredible support system composed of the Office of Diversity and Inclusion, Admissions and Career Services,” they said. “They are the constant that keeps the Cornell Consortium strong year after year.” The glue that holds the Cornell Consortium family together, however, is a common goal to advance The Consortium’s mission. “Upholding The Consortium’s mission is vital to the success of the organization nationally and at each school,” the students said. “Here at Cornell Johnson, we feel we must be exemplary in regards to the mission to succeed both in the classroom and the workplace, while maintaining a warm community here on campus.” The post Cornell Receives TEAM Trophy Award Four Years in a Row, Showing What’s Possible When Everyone Is Committed appeared first on The Consortium. |
| FROM The Consortium Admissions Blog: MBA Elyse Bush Hopes to Empower Underrepresented Employees with Anonymous Employer Review Site |
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Finding it difficult to excel as a Black woman in the workplace early on in her career, Elyse Bush says she often felt excluded. However, she soon realized she wasn’t alone. “I realized early in my career that not all workplaces are inclusive and that not all workplaces are built for everyone,” says Bush, a Consortium fellow and MBA at Georgetown University’s McDonough School of Business. “I talked to colleagues and friends of colleagues and realized this wasn’t a problem that was specific to me. This is something that was disproportionately felt by underrepresented groups in the workplace.” Following this realization, in 2019, Bush began doing research to see just how prevalent the issue was in order to develop a solution. https://cgsm.org/wp-content/uploads/2021/08/IMG_1022-225x300.jpg Elyse Bush “I started doing some anonymous user interviews to see how people felt in their own workplaces — and by people, I mean underrepresented groups in the workplace, like women, people of color, people with disabilities and the LGBTQ community,” she says. “I saw that there’s a dire need when it comes to workplace inclusion.” As a political science major in undergrad, Bush was driven by the desire to uplift marginalized communities — but she also felt the pull toward entrepreneurship. It was in trying to solve the issue of workplace inclusion, however, that Bush found her stride. “My desire to make things more equitable and accessible for people has been something that’s always been a priority for me. So naturally entrepreneurship and, more specifically, social entrepreneurship, seemed like a really good fit,” Bush says. “I think that, especially within the last four years, it’s evident that politics and business — specifically diversity and inclusion — are interwoven, and so it made sense for me to try to give people agency and fuel equity by delving into the business and marketing space.” To address the issue of workplace inclusion, why not develop a way to measure inclusion among employees, she thought? After an initial iteration focused on working with companies to measure feelings of belonging among employees, Bush landed on the current version of her company Justus. An online platform where individuals can write anonymous reviews for current and former employers, Justus serves a dual purpose. It ensures transparency around workplace culture — to help candidates make educated decisions about who to work for — while also holding companies accountable. The hope, Bush says, is that the reviews will motivate companies to improve their workplace culture for individuals from all walks of life. “In interviews, there’s a constant question that applicants face: ‘How will you be a good cultural fit for our company?’ But I realized that the conversation really needs to be flipped, and candidates need to start asking potential employers how they’re adjusting their own company culture so that their mold doesn’t just fit one person,” Bush says. Anyone can go to JoinJustus.com, create an account and write a review. The only requirement is that you self-identify (i.e., by race, ethnicity, gender, sexual orientation, etc.). This helps reveal trends, such as whether or not a company is welcoming to and inclusive of certain groups of people. “Using me as an example, you can see that if I write a review, I can not only specify that I identify as a person of color, but that I identify as a Black person — and then I also identify as a woman. I think that’s important because the experience of someone like me, a Black woman in the workplace, might be very different from someone who just identifies as a woman in the workplace,” Bush says. “Representing and amplifying that intersectionality is where Justus really stands out from the other mechanisms that exist right now.” With the information provided by employee reviews, candidates can make informed decisions about where to apply and who to work for, and employers will have insight into the experiences of underrepresented groups and where they could improve to become more inclusive. In addition to Justus’ focus on intersectionality, the key to the site’s success — or the “secret sauce,” as Bush says — lies in the anonymity of its users. “If you leave a company, you can do an exit [interview], but that’s not something that’s necessarily anonymous,” says Bush. “You have companies that will launch surveys every once in a while and might promise anonymity, but for a lot of employees, they don’t trust that that’s truly anonymous — and for good reason. The vast majority of employer complaints come from retaliation from managers. So, there’s a huge and very real fear that anonymity is actually not going to be honored in those exit interviews or in those company surveys.” Justus, on the other hand, gives underrepresented employees agency by allowing them to voice their grievances without fear, Bush says. “I wanted to create Justus as an opportunity for underrepresented groups to amplify their own voices because, in many places, I don’t think that there are really good outlets for them to be able to voice their own opinions,” she says. “In my personal experience, many times, I wanted to give my opinion, but for fear of retaliation, I held back from saying how I truly felt.” Justus, however, is not just about revealing where and which companies are doing poorly. It is also meant to shine a light on those that are doing well. “I think it’s equally important for workplaces that are doing good to be celebrated,” Bush says. “We want to know if this is a place where Black women or people with disabilities feel there is equity at play and that the company is committed to diversity and inclusion.” Currently, Justus features nearly 100,000 companies — a number that continues to grow. Thus far, Bush says, she’s received a mix of both favorable and unfavorable reviews, and she’s optimistic she’ll continue to see more. One way she is working to spread the word about Justus is through The Consortium — an organization that has not only supported her work but also inspired it. “For The Consortium, specifically, one of the reasons why I ended up applying is because of their commitment to diversity and inclusion, and leadership in the corporate space in America,” Bush says. “I don’t think that that’s a blanket statement at all; it’s truly a call to action.” The post MBA Elyse Bush Hopes to Empower Underrepresented Employees with Anonymous Employer Review Site appeared first on The Consortium. |
| FROM The Consortium Admissions Blog: Behind the Scenes with the Board of Trustees: Get to Know April L. Taylor |
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The Consortium for Graduate Study in Management prides itself on being made up of a diverse range of professionals from across the graduate business education and corporate landscapes. Our Board of Trustees is no exception, with representatives from each of our 20 member schools as well as alumni and leaders from some of our corporate partner companies. Through this monthly series, we encourage you to go behind the scenes with us to get to know members of our Board of Trustees, beyond just their professional titles, as they respond to a series of fun, thought-provoking questions. This month, get to know Consortium Alumni Representative April L. Taylor. April L. Taylor, Consortium Alumni Representative Indiana University-Bloomington Kelly School of Business ’08https://cgsm.org/wp-content/uploads/2021/08/April-L.-Taylor-Consortium-Alumnus-e1628605358931-150x150.jpg If you didn’t have to work, how would you spend your time? Teaching Russian history. I’m fascinated with czars and czarinas. What is your most unusual or interesting skill or hobby? I’m a certified yoga teacher. Corporate can be stressful, and yoga has been my outlet. I appreciate the calm, strength and mental balance it provides. How do you start your day every morning? I recently started a new habit — I start each day with exercise and my gratitude journal. What is the best piece of advice you ever received? You can’t do it all! (I remind myself of this often, especially when I feel overwhelmed.) When it comes to food, what is your guilty pleasure? French fries, YUM!!! What is the most adventurous thing you’ve ever done? Cliff diving at Rick’s Cafe in Jamaica. I can’t swim, but I do a really good job pretending. Everybody else did, so why not me, too! The post Behind the Scenes with the Board of Trustees: Get to Know April L. Taylor appeared first on The Consortium. |
| FROM The Consortium Admissions Blog: McCombs Alumni Remove Knowledge, Cost Barriers to Investing to Make Financial Security a Reality for All |
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The truism goes that you have to have money to make money. But for those who lack access to financial literacy resources and education, how you go about growing your money is not always clear or easy. This is something that Chukwuchebem “Chuk” Orakwue knows all too well. Growing up poor in Nigeria, he lacked access to resources to improve his financial literacy. It wasn’t until later, when he began to make money, that he realized the importance of such knowledge. https://cgsm.org/wp-content/uploads/2021/08/Chuk-Headshot-150x150.jpg Chuk Orakwue When he was 15, Orakwue emigrated to the U.S. to attend Rochester Institute of Technology, where he studied electrical engineering. Upon graduating, he accepted a position at Intel. Finally at a point where he was earning money, Orakwue says he was unsure of how to grow it. So, he decided to do something about it, seeing what, he says, was an industry “ripe for disruption.” Applying what he knows from engineering, Orakwue began developing and testing a model to solve what he saw as the greatest barriers to achieving financial security: financial literacy and capital. The result is Xantos Labs, which Orakwue describes as an automated investment advisor focused specifically on equity management. Its mission is to offer a low-minimum, low-fee, premium investing experience that allows anyone to invest — no matter their income level or financial acumen. “We believe investing shouldn’t be an exclusive privilege of the wealthy,” the company’s website reads. “Everyone deserves the opportunity to achieve financial security for themselves and their loved ones. This is what drives us every day. To help our clients systematically grow their nest eggs.” For this computer engineer turned business owner, pivoting to investment management just made sense. “I realized that I could have a lot more impact, touch so many more lives by applying myself and the skill set that I have in the investment space,” Orakwue says. “I use them to strive for better outcomes for thousands of people like myself, who want to invest but are getting doors shut in their face because they do not have sufficient capital, they do not have sufficient experience.” Wanting to further refine his skill set to have even greater impact, Orakwue decided to get his MBA. In May, he, along with his business partner, fellow Consortium student and Xantos Labs’ Head of Growth Lou Ortiz, graduated from the University of Texas at Austin McCombs School of Business. There, the experience they gained as two of 16 students selected to manage the school’s $30 million MBA Investment Fund prepared them to make their dreams for Xantos Labs a reality. According to Orakwue, investing can be distilled down to two things — “knowing what to invest and knowing how much to put into each of those investments,” he says. “This is where we apply our engineering skill set.” In a marketplace focused on bringing average returns, Orakwue saw an opportunity to truly help clients achieve financial security. Using the model he developed (not to mention, in-depth research), Xantos Labs is able to simulate all different macroeconomic conditions, which they use to determine which companies to invest in — and when. “Part of investing that I really want to bring up to speed is knowing when to balance being aggressive and being conservative,” Orakwue says. To do this, Xantos Labs takes a systematic approach to investing — removing the emotion. “We test things through different environments,” says Orakwue. “Every time we put a stock in there, we’ve tested it — how would this have performed if we had it during the Global Financial Crisis, if we had it in the dot-com era?” By estimating the likelihood of a recession and shifting away from risky businesses (i.e., restaurants during the pandemic) into what Orakwue refers to as “defensive stocks,” Xantos Labs is able to deliver better than average returns for its clients. All the while, simplifying the process and removing costly barriers to entry. “For a lot of shops, you typically have to have millions and millions of dollars to get into a hedge fund, or you have to be an accredited investor and have tons of money,” says Orakwue. “In addition to that, they charge a very high price — 2 percent is the industry standard, plus 20 percent of how much that gained.” With Xantos Labs’ new mobile app — released in the U.S. in July — users can get started investing with a minimal investment of $500. “You don’t have to be super rich to achieve better outcomes,” Orakwue says. “Through this app, you can get invested and get going.” https://cgsm.org/wp-content/uploads/2021/08/Lou-headshot-e1629303338631-150x150.jpg Lou Ortiz The app allows users to invest, track their investments and communicate with an investment manager and allows Xantos Labs to educate clients along the way. The company’s systematic approach to investing is also mimicked by the app, making the investing process seamless for clients. “The execution is automatic,” says Ortiz. “The algorithm solves for the appropriate allocation of the stocks that are going to be in your portfolio, and then it makes those trades for you — so you don’t have to lift a finger.” When it comes to giving credit where credit is due, both Orakwue and Ortiz give much to The Consortium and its network, as well as McCombs, for helping bring Xantos Labs and its mission to life. “Being able to tap people from all walks of life and have them look at what we’re doing and make recommendations, challenge us on things that we thought were pretty fundamental, and ultimately make a better product — that has definitely been invaluable,” Ortiz says. The post McCombs Alumni Remove Knowledge, Cost Barriers to Investing to Make Financial Security a Reality for All appeared first on The Consortium. |
| FROM The Consortium Admissions Blog: Michigan Ross MBAs Launch First-of-Its-Kind Health Equity Case Competition Inspired by Henrietta Lacks |
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Brittani Banks and Ana Taylor, both second-year MBAs and Consortium fellows at the University of Michigan Ross School of Business, share a passion for tackling health inequities and disparities. With numerous historical examples of research studies conducted on individuals of minority backgrounds without their knowledge or consent, it was an issue that Banks felt compelled to take on. Such instances include the Tuskegee Syphilis Study, the Human Radiation Experiments and, perhaps the most well-known, the case of Henrietta Lacks, whose cancer cells were taken without her knowledge and ultimately led to many health breakthroughs. However, none of these breakthroughs benefited Lacks or her family members, who often struggled to get access to the very healthcare advances their mother’s cells helped make possible. Banks and Taylor had participated in healthcare case competitions together before, but Banks wanted to create one that specifically focused on health inequities and disparities. With permission from Lacks’ family, Banks chose her as the namesake for the Henrietta Lacks Health Equity Case Competition and recruited Taylor to help her put it together. As a top MBA program and Consortium member school with a wealth of healthcare resources, Ross, Taylor believes, is perfect for hosting the event — which will be the first case competition of its kind focused on racial health equity presented by the school. “We wanted to bring something to showcase the Ross name,” she says. Banks and Taylor partnered with fellow students Jazmin Branch (also a Consortium fellow), Nick Broady and Kat Nguyen, all members of the Healthcare and Life Sciences Club at Ross — which is led by Banks — to create the competition. “At Ross, we talk about tackling these things, partnering with corporations to talk about health inequities and health disparities or just diversity in health in general,” Taylor says. “This seemed like a really good avenue to make sure that we were finding actionable solutions to these issues by putting it on the students.” The competition is open to teams of three to five students from accredited graduate programs across the country; the application is open through Sept. 12. Taylor emphasizes that the application — which will be assessed by the event’s planning committee, consisting of the five creators of the competition — was intentionally left open to encourage participation from students across disciplines. “We will look at the resumes of the team members as well as their interest in health equity,” she notes. “The other part of it is a little bit more open-ended, just to see what inspires the teams — especially since the case competition will be tackling some fairly specific questions.” Selected teams will be notified on Sept. 17 and assigned a case that will prompt them to develop an innovative solution to one or more health disparities in areas such as health coverage, chronic health conditions, mental health and mortality in underserved populations. Teams attending the competition will be provided a lodging per diem and meals, as well as attend a networking reception. The cases are being developed by corporate sponsors of the competition, some of which are also Consortium corporate partners. Janssen, the pharmaceutical company of Johnson & Johnson — where Banks interned this summer — is the lead sponsor. The planning committee is working with the sponsors to make sure the cases address issues of health inequity but also generate actionable solutions that the companies can actually implement. “We have ideas for cases, whether it’s black women having the highest mortality rate in terms of pregnancy … or diversity in clinical trials, but we want them to be tied to very specific problems that these companies have,” Taylor says. Teams will have one week to develop their solution, which they will present to a panel of judges that includes academic and business leaders within the healthcare industry on Oct. 2. Currently, the competition is scheduled to take place in person, but a hybrid in-person/virtual model may be implemented to ensure that everyone is able to participate. Judges will assess a multitude of factors, including specificity, practicality and the cost of implementation, as well as team preparedness and delivery of the presentation. The hope is that company sponsors will execute on winning ideas, depending on available resources and timing. Semifinalists will move on to the final round for their chance to win $6,000 for first place, $2,500 for second and $1,500 for third. Taylor hopes winning teams will use the money to “continue to pursue their careers with a stronger understanding of how they can impact equity in their respective fields.” With an undergraduate degree in bioengineering and industrial engineering, Taylor believes the competition embodies her passion to bring together the fields of healthcare and business in order to make a real impact. “You don’t have to be a doctor to serve patients. This is why I decided to get my MBA. At the end of the day, while you need healthcare experience, you also need that mindset in terms of how to navigate solving problems as a business,” she says. “Healthcare companies need to have the right people in the room who are looking out for the patients with a different perspective.” This is why the competition is open to students of all fields — to invite problem solving from multiple angles. “We wanted to encourage groups of diversity, not only within background and perspective but also knowledge and school experience,” Taylor says. “That is critical for helping these major decisions stick — having all of those considerations in order to develop realistic solutions.” They also wanted to create an opportunity for both participants and sponsors to act on their commitment to the values of diversity, equity and inclusion. “For me, this competition is important because diversity is always talked about but rarely acted upon. I saw this as a great way to not only provide actionable solutions for corporations but also get students thinking about how to do this,” says Taylor. Taylor says part of the inspiration for the Henrietta Lacks Health Equity Case Competition came from seeing Consortium peers at Emory University’s Goizueta Business School launch the John R. Lewis Racial Justice Case Competition earlier this year. “We’re used to doing case competitions focused on overall business decisions, but truly applying it to the diversity, equity and inclusion space — one where diversity is woven into business solutions — that was really inspiring to see,” she says. For her, the Henrietta Lacks Health Equity Case Competition is a lasting demonstration of her and her fellow Consortium students’ commitment to The Consortium’s mission — as inspired by Henrietta Lacks’ story — to ensure the representation, acknowledgement and advancement of underrepresented minorities. “The mentality that we have in school is, ‘We’re not here just for us.’ As much as we want to make sure that we ourselves succeed, it’s about making a difference and making it better for either people in the BA pipeline or society as a whole,” says Taylor. “We’re building that momentum for change.” The post Michigan Ross MBAs Launch First-of-Its-Kind Health Equity Case Competition Inspired by Henrietta Lacks appeared first on The Consortium. |
| FROM The Consortium Admissions Blog: Mother and Son Sandra Chiles, Charley Mitchell Share How Their Divergent Career Paths Recently Crossed |
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Sandra Chiles and her son Charles “Charley” Mitchell may have pursued different career paths, but they eventually found themselves in the same place. https://cgsm.org/wp-content/uploads/2021/08/Sandra-Chiles-150x150.jpeg Sandra Chiles Chiles began her career in accounting, earning her degree from Southern University in Baton Rouge, but after determining that public accounting was not for her, decided to earn her MBA. In 1978, she was admitted to the University of Wisconsin Wisconsin School of Business as a Consortium fellow and a member of the class of 1980. Mitchell found his start in the Army ROTC program. Commissioned as a field artillery officer, he spent the early part of his career in the 173rd Infantry Brigade Combat Team in Italy and Germany and eventually was selected to serve in the 75th Ranger Regiment. After deploying to Afghanistan three times, Mitchell was ready for a change, and he, too, decided an MBA was the next step. Following in his mother’s footsteps, he applied through The Consortium and began his MBA career this fall at Tuck School of Business at Dartmouth College. https://cgsm.org/wp-content/uploads/2021/08/T23_Mitchell_Charles-e1630439162340-150x150.png Charley Mitchell We recently spoke with Chiles and Mitchell about their path to business school, their experience with The Consortium and what it’s like to share this connection as mother and son. [b]Sandra, what initially inspired you to get your MBA, and what did you hope it would do for your career as well as for your family? [/b] [b]Chiles:[/b] In undergrad, I had planned to major in textiles and clothing at Southern with the ultimate goal of being a buyer for a major department store. After receiving a reality check from my academic advisor, I changed my major to accounting. However, I didn’t enjoy my work and wanted to [secure] a position in marketing. I received some valuable feedback from several mentors who were in positions that I aspired to; both were VPs of marketing and advised me to obtain my MBA and get a position with one of the three biggest food companies at that time (Procter & Gamble, General Foods and General Mills) to learn the fundamentals of marketing a product. With five-plus years of experience as a product manager, I would be a strong candidate for a VP of marketing role. Being single at the time, my primary goal with obtaining my MBA was to secure the credentials to get a brand manager position with a major food company and ultimately a VP role. [b]How did you first hear about The Consortium and what attracted you to it?[/b] [b]Chiles:[/b] My mentor and one of my co-workers were Consortium alumni and suggested that I apply. The Consortium’s mission to provide opportunities for minorities in business was the answer to my prayers as it not only provided financial support, but also the emotional support of being connected to 30 other students who looked like me and faced similar obstacles in gaining entry into the business world. I could have gone to graduate school without being a Consortium fellow but would have missed out on the opportunity to be a part of The Consortium’s support [network], build lifelong friendships and find a wonderful mentor (Dr. Fine who headed the program for the University of Wisconsin). [b]Your mother having earned her MBA, was business school always something you considered, Charley? [/b] [b]Mitchell:[/b] Ironically, no. I never really considered going to business school. I always knew of my Mom’s experience getting her MBA and the opportunities it provided for her to pivot into a different career. However, I always had my eye on the military and, heeding the call to serve, joined the Army ROTC program. Early in my career, I planned to make a career out of the military. Coming from a family of educators, I knew the value of education and wanted to pursue a master of public policy or master of public administration, especially given the applicability to the military and international relations. However, when I decided to transition out of the military, friends, mentors and other veterans encouraged me to pursue my MBA. Coming from the military, they advocated that an MBA would be the best way to refine some of the soft skills that were crucial to my success in the military and would allow me to develop business acumen that would enable me to be successful in the private sector and beyond. [b]Once you made the decision, was it a given that you would apply through The Consortium?[/b] [b]Mitchell:[/b] Absolutely, from an early age, I always remember my Mom talking about The Consortium program and her experience at the University of Wisconsin (UW). When I started looking at graduate schools, I was surprised to see how the number of member schools had expanded since my Mom had been in school. Thus, when I started doing research on MBA programs with strong reputations for developing general managers and a strong veteran’s club, I found most of them were also members of The Consortium. [b]How did you both make the decision of what business school to attend? [/b] [b]Chiles:[/b] The dean of Southern’s marketing department received his graduate degree from UW, and my aunt had done graduate study at UW, so I was familiar with the university. At the time of my application to The Consortium, I was living in LA, and while USC would have been a great choice, I knew that I had to [choose] an environment where I could position myself for success. For me, that meant few distractions — and financially living in LA would have been challenging. I selected UW because it was a great school in an affordable college town, and because of my aunt’s and Dr. Brown’s experience there, I had a [sense of] comfort that I could be successful there, too. [b]Mitchell:[/b] It was a difficult decision, and frankly, it was one of the first decisions I would make outside of the Army — and one that would play a large role in shaping the next six years of my career. The factors I thought most about were which programs would provide me a strong general management foundation and which school had a strong and engaged veterans network where I could develop in a supportive environment — and lastly, where would have the easiest access to skiing. [b]Charley, what made you decide not to follow in your mother’s footsteps and attend Wisconsin, and what drew you to Tuck?[/b] [b]Mitchell:[/b] I spent four years in the suburbs of Chicago walking to the gym at 6 a.m. for morning workouts, being pelted by snow and my bones chilled by the wind. So, I decided that if I was going to be cold, I wanted to at least be able to enjoy it by living in proximity to the slopes. All joking aside, I wanted to go to a school that had alumni placement and access to employment opportunities in Texas without being in Texas. Beyond that, it was a message on the Life at Tuck 360 blog that sealed the deal for me on applying to Tuck. [b]What was your experience like as a member of The Consortium, Sandra, and how has being a member of the organization contributed to your success over the years?[/b] [b]Chiles:[/b] [It was] one of the greatest challenges and success stories of my life. I had been out of school for almost three years and had forgotten all of the higher level math, so I knew statistics and operations management would be challenging. But through the grace of God and Consortium study groups, I made it through! The Consortium experience provided me the opportunity to build lifelong friendships with a great group of people who had similar goals and aspirations, and importantly, it gave me the confidence that I can manage and excel in challenging environments. During my business career, many times I had to reflect back on my Consortium experience to give me the spirit to persevere through difficult times. Also, it gave me the vision to pay it forward and support others in their business career journey. I had the opportunity to support my team at HBO and offer guidance and motivation to other young people attempting to navigate the next steps in their career. The Consortium was instrumental in helping me achieve my career goals and allowing me to support others in theirs. I can’t count the number of times I told my sons and others about The Consortium and the key role it played in my life. [b]What have you done since business school?[/b] [b]Chiles:[/b] I began working for General Mills as an assistant on Trix and Lucky Charms cereals and was later promoted to assistant product manager, New Adult Cereals. After one of the coldest winters ever, I decided it was time to move to a warmer climate and accepted a position as an account executive with Home Box Office in Dallas, Texas. I was responsible for selling and marketing HBO and Cinemax to cable systems in Ft. Worth and West Texas. Five years later, I was promoted to director, Louisiana market. In 2001, I was promoted to vice president and was responsible for the Dallas and Atlanta Regional Offices. I retired from HBO in 2013 after 31 great years. In 2014, my husband and I started a landscape company in the Dallas market; I handled the marketing and operations. We grew that business to $2 million in annual revenues. We divorced in 2020, and I recently began a new career in sales with AFLAC in the Dallas market. [b]Charley, what are you most looking forward to with regard to being a member of The Consortium and earning your MBA from Tuck?[/b] [b]Mitchell:[/b] I’m most excited for the opportunity to learn from and with many of my peers in The Consortium. The Consortium family is active — from the early opportunities, to connecting prior to arriving at school in April, to preparing for recruiting events in the summer and fall, to events taking place on campus. It was great being able to walk into Tuck and have familiar [faces] to engage with early on. The other thing which is phenomenal about The Consortium is this idea of paying it forward, passing lessons and recommendations on to the [next class], and being willing to answer questions (often the same ones I had). I am most looking forward to being shaped by Tuck and the larger community’s commitment to “develop wise, decisive leaders who better the world through business.” [b]Is there anything else you want to add?[/b] [b]Mitchell:[/b] I honestly never thought I would get in and was waiting for them to revoke the offer, until I showed up and started class — which I think is one of my biggest lessons throughout the application process, [which] is to not self-select yourself from an opportunity, whether that is education, employment or life in general. The post Mother and Son Sandra Chiles, Charley Mitchell Share How Their Divergent Career Paths Recently Crossed appeared first on The Consortium. |
| FROM The Consortium Admissions Blog: MBAs Share How They’ve Found Personal, Professional Fulfillment at Consortium Premiere Corporate Partner Danaher |
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As a long-time Consortium corporate partner, Danaher Corporation has found success recruiting diverse talent through the organization. However, the company’s focus goes beyond just recruiting these high-caliber MBAs to include an eye for their development and advancement. We recently spoke with several Consortium alumni who are also Danaher associates, who shared their personal stories connecting with and finding success at the company. [b]Kyle Johnson[/b] https://cgsm.org/wp-content/uploads/2021/09/Kyle-Robinson-e1631149855293-150x150.jpg Kyle Johnson As a college student, Kyle Johnson studied mechanical engineering and subsequently earned a master’s in supply chain management. Until a couple years ago, he had spent his entire career in aviation and power production industries, mainly in the supply chain function. But through those experiences, he discovered his true passion and direction. “I really found an interest in product management and wanted to close my skills gaps and financial and business acumen to become a product manager,” Johnson says. An MBA seemed the next logical step and The Consortium the best path. In preparing for the organization’s annual Orientation Program & Career Forum (OP), Johnson discovered Danaher. “I had never heard of them before but was captivated by their offerings,” he says. Johnson set his sights on the company, and his determination ultimately paid off. In June 2021, he assumed the role of global service product manager for one of Danaher’s operating companies, Pall Life Sciences, in the company’s rotational program. And it all began at OP. “I was actually able to lock down an internship through the OP conference before I started [school],” says Johnson, who graduated from the University of Texas at Austin McCombs School of Business this year. “I did my summer internship with Danaher in the summer of 2020 and was able to convert that into a full-time offer.” His experience as an intern shaped his perceptions of Danaher as a whole and revealed the path that likely lay ahead for him should he continue with the company. “I think one of the things that I really appreciated about the internship was how real it was,” he says. “I was a member of a team, and my project was specifically related to growing the services side of their business for oil and gas applications. So they tasked me with doubling their service revenue in North America over a three-year period. So that was a pretty interesting, challenging and cross-functional experience that taught me a lot.” Johnson and his team were able to find a solution that introduced new methods of serving customers as well as expanded upon existing operations. They did so by benchmarking what other successful service businesses were doing under the Danaher umbrella and finding ways to translate those in other areas of the business. “It was a really holistic experience — from doing research, to being able to work across international borders and trying to figure out what works, what doesn’t work and why different things work in different parts of the world but not others,” he says. “I had full responsibility, and they treated me like a full member of the team — not an intern doing busy work.” It was this culture of accountability, but also the support and mentorship he received from managers, that led Johnson to accept the full-time position with the company. “I felt like the culture was competitive but collaborative,” he says. “It was one that demanded results but also encouraged teamwork.” At Pall, Johnson is involved in the design of long-term service agreements that the company can offer to customers — a role in which he says he is leveraging not only the skills he gained from his internship but also those acquired through his MBA program. “There’s practical application of what I learned in business school,” he says, “but there’s also that on-the-job component of learning from executives who have been doing this for 30 years.” [b]Anita Gardea[/b] https://cgsm.org/wp-content/uploads/2021/09/anita-gardea2-3-e1631149946107-150x150.png Anita Gardea An MBA graduate of the University of Southern California (USC) Marshall School of Business, Anita Gardea began her career in operations in the aerospace industry. In earning her MBA, Gardea hoped to pivot into human resources. “In my operations career, I realized that some of the root causes of challenges faced by the business could be mitigated through thoughtful succession planning, leadership coaching and proactively managing the employee lifecycle experience,” she says. “I wanted to influence an organization in this way — and realized that this was in the scope of HR.” Now a human resources business partner at Beckman Coulter, a Danaher operating company, this Consortium alumna (whose mother is also an alumna) has been able to put her new skills into practice. “I partner with associates in Beckman Coulter’s global quality, regulatory and clinicals organization to proactively influence delivery of our talent process to drive the organization’s strategic goals,” Gardea says. She first connected with Danaher as an incoming MBA at The Consortium’s 2017 OP — a connection for which she says she will always be grateful. Although she recalls being intrigued by the company’s HR Development Program, it wasn’t what initially drew her in. “Danaher’s support as a top Consortium sponsor motivated me to strike up a conversation, as I was extremely impressed with their commitment to champion DEI as a supporter of The Consortium’s mission,” says Gardea. Upon learning more about the HR Development Program, she was hooked. A four to six year rotational program, it allows participants to gain experience in various HR functions in roles across Danaher’s many operating companies. “As someone interested in pivoting into HR,” Gardea says “I was highly interested in the program, as it would allow me to build my core competencies in a new area.” Still part of the program, Gardea remains confident in her decision to earn her MBA and pivot into HR, and encourages others to also consider an MBA or, if they are already doing so, to stay the course. “An MBA offers you the opportunity to make a major shift or accelerate in your career path,” she says. “Focus on taking advantage of the entire experience — the chance to take classes with amazing professors, build lifelong connections with fellow MBAs, contribute through impactful service and expand your perspective.” [b]Omar Lopez[/b] Growing up on Chicago’s West Side, Omar Lopez experienced both what it was like to be low-income and to be more financially sound. “Having seen each of those phases gave me a greater appreciation for the amount of work that my dad and my mom had put into caring for the family, providing for the family, making certain sacrifices,” he says. “That was something that I had to look to and have as an example.” Motivated to find a good, stable job, Lopez initially pursued engineering but always felt pulled toward business. It didn’t take him long to realize that an MBA would allow him to go in any number of directions. “[It] was just a matter of taking the business process piece, taking the engineering approach to it and using that throughout my different roles,” says Lopez. A 2019 Consortium alumnus of the University of Michigan Ross School of Business, Lopez was introduced to Danaher, where he ended up interning during the summer before his second year of business school. “My internship was in Danaher’s medical business unit,” he says. “I was doing more of a marketing operations type of role, where I was looking to basically improve the connection point between the marketing and sales functions.” Impressed with the level of responsibility and the focus on leadership development, Lopez accepted a full-time offer with Pall Life Sciences, where he is a field services manager focused on the biotech industry in Danaher’s General Management Development Program. “For me, it’s more of being able to have a direct, high level of responsibility, and being held accountable for delivering results,” says Lopez. “There’s a lot of weight given to associates in terms of being able to drive and guide their own career path.” In his current role, he leads a team of field service engineers for one of the company’s regions in the Americas. However, as part of Danaher’s rotational program, Lopez has the opportunity to jump around between different functions and geographies. His first role, for example, was focused on product management within service. An additional benefit of Danaher’s rotational program is the peer support it provides. “It’s a highly talented peer group, and we’ve been able to have this iron-sharpening approach where we all get together and share best practices,” Lopez says. “Most of us are at different operating companies, so we might be working on similar things, and then we can share what’s been going well and what didn’t work well. That network piece alone has probably been one of the biggest benefits of being here, because you don’t feel like you’re alone.” Another component of life at Danaher in which he has found support is in the company’s employee resource groups (ERGs). Part of the steering committee for Latinx Plus Friends, Lopez helps plan cultural events as well as those centered on leadership development and advancement. One such recent event brought together associates and their managers. “It was a discussion around how the leader has been leveraging and utilizing Latinx talent and how they’ve been able to learn from their associates, as well as learn how to diversify their leadership talent and skill set, just from having Latinx associates on their team,” Lopez says. In everything he does, Lopez prefers to lead by example — and in this he is succeeding as he serves as a positive and uplifting one for kids in his hometown. “Now the kids get to see one of their own who made it and got out of this bad predicament — was able to do something for himself. Hopefully that sparks some sort of hope or some sort of inner drive,” he says. “That’s all I try to do because I’ve seen what my parents did for me, so I want to make sure I can do that for others as well. The post MBAs Share How They’ve Found Personal, Professional Fulfillment at Consortium Premiere Corporate Partner Danaher appeared first on The Consortium. |
| FROM The Consortium Admissions Blog: Determined Yet Flexible, MBA Justin Grant Overcomes First-Year Challenges to Find Success in B-School |
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No stranger to a challenge, Justin Grant made the decision to earn his MBA during a global pandemic in order to pivot into a career in marketing. Yet even this wasn’t enough for this civil engineering major turned management consultant from Birmingham, Ala. To top off his b-school experience, this Consortium fellow assumed the role of co-liaison for The Consortium cohort at the University of Rochester’s Simon Business School as well as president of the Simon Marketing Association. After a year of virtual learning — not to mention a remote internship at American Express — Grant was ready to be face-to-face with his peers and professors for the first time, to dedicate even more time to mentoring and to further develop his marketing skill set. He recently shared with us insights from his first (fully remote) year as an MBA and how he plans to make the most of his last year. [b]What was it like attending your MBA program virtually for your entire first year? How did you have to adjust your expectations of yourself and others during that time?[/b] https://cgsm.org/wp-content/uploads/2021/09/DSC00329-200x300.jpg Justin Grant I never thought I would be completing my first year of business school virtually. I was excited to move to New York, but instead, I moved from Raleigh, N.C., back to my hometown of Birmingham, Ala. I was also a “summer start,” so I literally got accepted into Simon, moved in with my parents and started my program all within the span of a month and a half. I realized then that I would have to make some concessions in terms of my experience. My first year was challenging, exciting and humbling. There was a big learning curve, especially when it came to juggling classes, recruiting and professional clubs; that’s not to mention the fact that I was an hour ahead of my school’s time zone, so my Zoom calls started early and could go into the late evening. After being away from the classroom for over six years, it took some time to get reacquainted to studying and doing homework, especially at the MBA level. Being in school during a pandemic and racial unrest definitely brought its own challenges outside of the classroom. Therefore, I had to have empathy with my classmates, understanding that school was not always the top priority — and that was OK. And while I wasn’t able to be in person with my classmates, Simon did a great job keeping us engaged and helping us feel united. My core team was amazing, and we really bonded. I also had my Consortium family, which I consider a tremendous advantage. Ultimately, I had to give myself and others grace for the fact that we were all just figuring it out and trying to do our best. My mindset throughout my entire business school experience has been, “Be firm with the goal but flexible with the path.” At the end of the day, my goal is to get a great job in marketing that I enjoy at a company where I can grow and that values my skill set — and that is going to happen whether I am in class or virtual. [b]What positives have come of the experience? Are there certain skills you were forced to develop as a result of the pandemic?[/b] A major positive has been spending quality time with my family. We are extremely close, and I had not been in Birmingham for an extended period since 2013, so that time was priceless. Also, I enjoyed saving money on rent that I would have been paying in New York. Going to school during a pandemic forced me to enhance my time management and organizational skills. I’ve somewhat adopted the mindset that, “If it’s not on my calendar, it probably won’t happen.” It helped me to become more assertive with my conversation style in order to extract necessary information during meetings, due to everyone suffering from “Zoom fatigue.” Being virtual also allowed me the flexibility to literally work from anywhere. I formed a routine of studying at my favorite coffee shop, O’Henry’s, before every midterm and final exam. Furthermore, it allowed me to set not only long-term goals but also short-term goals that were truly important to me. I pushed myself to get outside of my comfort zone and to be proactive in taking on leadership positions during my first year. [b]As a Consortium liaison for your class at Simon, how did you work to bring your cohort together (virtually or in person) to foster connections and provide support during your first year?[/b] The Consortium at Simon is a big deal; we treat it like family. As a Consortium liaison, I work to ensure my Consortium classmates have the best experience they can have and to provide an outlet for them to be authentically themselves. Last year, alongside my co-liaisons, I created virtual happy hours, “Guy Talk/Girl Talk” sessions, DE&I sessions, personal branding sessions and interview and internship prep. This year, we plan to do even more now that we are in person. One of my favorite things about being a liaison was serving as an OP Coach this past summer to an incoming Consortium student. I took this responsibility very seriously, as my own coach was amazing. During this month-and-a-half prep, I worked with my mentee to refine their pitch, S.T.A.R. (Situation, Task, Action, Result) stories, resume and company strategy to ensure they were prepared and confident. I truly enjoy being a liaison because it allows me to provide representation to incoming students of a person of color in leadership and to pay it forward. [b]You were also forced to go through recruiting virtually. What was that like? [/b] Recruiting virtually was a whirlwind. Preparing for The Consortium’s Orientation Program & Career Forum (OP) and the National Black MBA Association (NBMBAA) conference was one of the most intense times of my adult life — especially doing it on a folding tray table in the corner of my childhood bedroom. Between mock interviews, company info sessions, setting up follow-up calls with recruiters and more, it was a 24/7 endeavor. Also, as a person who thrives on in-person communication and relationship building, to have the virtual limitation was pretty nerve-wracking. I had to focus not only on what to say but also on how to say it in an engaging way. I am a career switcher from management consulting to marketing, so I initially approached recruiting with an open mind and applied to every job that I thought was interesting. However, I soon learned that filling out all of those applications was too time consuming and that it was more strategic to have a targeted list of jobs that I truly thought fit my interests and skill set. Much like the in-person job search, you win some and you lose some. I took all the feedback I received, wrote it down on a whiteboard in my room and crossed each item off as I implemented it so that I could see my progress. I started recruiting in May and did not land my internship until October. I only mention that because timing is everything. I wasn’t concerned with getting a lot of internship offers (although I did have a few options in the end), I just wanted the right one — the best one where I could personally succeed. I was blessed with exactly that at American Express. [b]You just completed your remote internship with American Express. How would you describe that experience? [/b] My summer internship experience at AMEX was amazing. It was my introduction into the financial services industry, so I was amazed at how thorough the onboarding was. AMEX prides itself on having a “coffee-chat culture” where communication, collaboration and relationship building are encouraged. I took full advantage of this opportunity by speaking with anyone I could, from the executive team to fellow interns. I was shockingly pleased that we even had a Q-and-A session with the CEO, Steve Squeri. Having that interface as an intern seemed uncommon and, therefore, was much appreciated. I worked on the Marriott Co-brand Marketing team within our Global Consumer Services Group. This was an awesome team with incredibly smart people who embraced my curiosity, celebrated me as an asset to the group and were intentional in ensuring I had the resources and information I needed to be successful. My project focused on analyzing the competitive landscape and growth opportunities within the Marriott timeshare portfolio. While the focus was very broad and challenging, I used the ambiguity as an opportunity to be creative and innovative in my recommendations. Although I would have loved to be in New York City, taking part in the traditional intern festivities, AMEX did a good job of engaging us through social activities, such as a virtual escape room, a pizza making class and a mixology class. To have somewhat of a “real” experience, I rented a co-working space where I could go every day and focus on my work. That was the best decision that I could have made. Overall, AMEX is a place that I felt aligned with my personal values and where I could see myself progress professionally. It was an honor to intern at such a powerhouse company, and I am excited to have the opportunity to return in a full-time capacity post-MBA. [b]As you begin your second year in person, what do you plan to engage in that you weren’t able to virtually? [/b] First, I plan to enjoy the city of Rochester; I have heard that the city is full of hidden gems. It may sound weird, but being from Alabama, I’m actually looking forward to the infamous New York winters. In terms of school, I recently participated in our “re-orientation,” which was a fun kickoff to the year. As president of the Simon Marketing Association, I am excited to host events on campus that will engage students and provide them with a foundational understanding of all facets of marketing and to help identify how their interests can turn into a career. With all that said, I plan to enjoy my last year of business school to the fullest! [b]What legacy would you like to leave in your last year of business school? [/b] I want to be remembered as someone who was ambitious enough to lead but humble enough to always be coached. I want to be remembered as someone who maximized every opportunity and who used his influence to have a positive impact. I want to be known as someone who didn’t take himself too seriously and truly enjoyed this season of life — personally and professionally. Lastly, I want to help at least one of my classmates turn their dream job into a reality. [b]How has being a member of The Consortium affected your experience going through business school at such a unique time? [/b] Being a member of The Consortium has been the icing on the cake of business school. I wanted to attend a program where I felt like I was joining a family and was not just another number in a class. That’s exactly what I got. The Consortium network has proven strong across all industries. I have reached out several times to alumni during the recruiting process, and they have always set aside time to help me. The Consortium has given me confidence, knowing that I am well-equipped to be successful in school and in my post-MBA career. The post Determined Yet Flexible, MBA Justin Grant Overcomes First-Year Challenges to Find Success in B-School appeared first on The Consortium. |
| FROM The Consortium Admissions Blog: The Consortium Welcomes New Team Members Holly Jurgensen, Renee Foster & Gabriella Bianchi |
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The Consortium is pleased to welcome to its ranks Holly Jurgensen, Renee Foster and Gabriella Bianchi. Meet and get to know the newest members of our team, including the critical role they play in advancing The Consortium’s mission. [b]Holly B. Jurgensen[/b] [b]Director, Conferences & Events[/b] [b]What do you do in your role?[/b] https://cgsm.org/wp-content/uploads/2021/09/Holly-e1633020087878-150x150.jpg Holly Jurgensen As the director of conferences and events, I am responsible for planning and executing all meetings and events, specifically the annual Orientation Program & Career Forum (OP), regional corporate events and receptions and internal meetings. The OP is the organization’s cornerstone event with a budget of more than $1 million. [b]What are you most looking forward to about working for The Consortium?[/b] Meeting, working with and learning from the team. [b]What is your favorite way to waste time?[/b] Live music, eating cheese and spending relaxed time with friends and family. [b]Do you have any pets? If so, what are they, and what are their names?[/b] Lots! My dogs include my Labradoodle, “The Lil,” and my Great Pyrenees puppy, Bud. My cat is a Maine Coon named Sunny, and my lizard, a Bearded Dragon, is named Ox. [b]If you had a theme song, what would it be, and why?[/b] “Good Feeling” by Flo Rida; I go into things with positivity and that it’s going to have a good feeling. Also, I hope I spread good feelings! [b]What is your biggest pet peeve, and why?[/b] When a server touches the rim of my glass — YUCK! [b]Renee Foster[/b] [b]Manager, Student & Alumni Relations[/b] [b]What do you do in your role?[/b] https://cgsm.org/wp-content/uploads/2021/09/Renee-e1633020161649-150x150.jpeg Renee Foster As manager of student and alumni relations, my job is to identify opportunities for current Consortium students and alumni to engage with the organization in a variety of ways, to increase participation in events, activities and philanthropy through volunteerism. [b]What are you most looking forward to about working for The Consortium?[/b] I’m looking forward to connecting with all of the brilliant individuals who are or were Consortium students and hearing about their experiences, as well as keeping them connected to the organization. [b]Do you have any pets? If so, what are they, and what are their names?[/b] I do! I have a 9-month old Chinese Shar-Pei puppy named Percy who I absolutely adore!!! [b]What is the best vacation you’ve ever been on, and why?[/b] The best vacation I’ve been on, to date, would have to be a family cruise to the Bahamas. The trip was my favorite and so special because I had the opportunity to swim with dolphins (my favorite animal). [b]If you had a theme song, what would it be, and why?[/b] “Southern Girl” by Frankie Beverly & Maze would hands-down be my theme song. The lyrics describe me to a T! “Southern Girl, you’re the one, lots of lovin, lots of fun, the tenderness you give me, I wanna take it everywhere … ” It’s a selection dedicated to celebrating my heritage and the region that molded me into the person I am today. [b]What is the most adventurous thing you’ve ever done?[/b] The most adventurous thing I’ve done to date was completing a ropes course. Although I’m not afraid of heights, the ropes made me very apprehensive. I’m glad I was able to complete the course in a team-building environment because I had other people encouraging me and rooting me on with every challenge. [b]Gabriella Bianchi[/b] [b]Manager of Recruiting[/b] [b]What do you do in your role?[/b] https://cgsm.org/wp-content/uploads/2021/09/Gabriella-e1633020267936-150x150.jpg Gabriella Bianchi I manage the day-to-day operations of recruitment efforts. I’m the person of contact for prospective MBAs and our member schools, so I send a lot of emails and make quite a few phone calls. I also help plan and manage our recruitment events. [b]What are you most looking forward to about working for The Consortium?[/b] I am passionate about education, as well as diversity and inclusion efforts, so having the privilege to talk and work with people who have shared passions is something I’m looking forward to. I’m also eager to establish relationships with students and our member schools. [b]What is the most adventurous thing you’ve ever done?[/b] Moving to Anchorage, Ala., in the middle of a pandemic to do service work in a homeless shelter. [b]What is your favorite way to waste time?[/b] I don’t know if I’d consider these things as “wasting time,” but I love scrolling through Pinterest and watching the sun set. [b]What is one trend that you wish would come back, and what do you like about it?[/b] Gaucho pants. They were incredibly comfortable and breezy. [b]If you had a theme song, what would it be, and why?[/b] I took a BuzzFeed quiz to get this answer — “Love On Top” by Beyoncé! I think everyone deserves to find someone and/or something that makes them happy and, ultimately, a better person. Plus, this song embodies the kind of energy I like to have in my life. The post The Consortium Welcomes New Team Members Holly Jurgensen, Renee Foster & Gabriella Bianchi appeared first on The Consortium. |
| FROM The Consortium Admissions Blog: The Class of 2023: Range of Backgrounds, Disciplines Represented by Consortium’s Largest Class in History |
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In the 2021-2022 academic year, The Consortium is thrilled to welcome the largest class in the organization’s history, with 632 students. Of the 1,338 applicants, 954 were admitted and 541 fellowships were offered. The result is a class that includes individuals of all backgrounds, disciplines, races and ethnicities, levels of work experience and more. To celebrate and welcome the class of 2023, we wanted to share some insights into who its members are.* With an average age of 28, the class of 2023 is 53 percent male and 47 percent female. The average GPA is 3.6, while the average GMAT score is 646. Undergraduate majors included business (27 percent), liberal arts (25 percent), other (14 percent), economics (11 percent), science (11 percent), engineering (8 percent) and accounting (4 percent). With an average of 68.9 months of full-time work experience, The Consortium’s class of 2023 is concentrating in five main areas: finance (29 percent), marketing (22 percent), strategy (19 percent), general management (15 percent) and consulting (15 percent). Seventy percent of the class of 2023 is African American, Hispanic American or Native American — The Consortium’s target population. The students are linguistically diverse as well, with 15-plus languages represented among these first-year MBAs; the top five second languages spoken are Spanish (70 percent), French (12 percent), Cantonese (6 percent), Korean (6 percent) and Mandarin (6 percent). And, last but not least, students hail from 43 different states, with the majority coming from these three: California (252), New York (185) and Texas (130). *This represents 5% of the class of 2023. https://cgsm.org/wp-content/uploads/2021/10/class-of-2023-1-e1633456032111.jpg The post The Class of 2023: Range of Backgrounds, Disciplines Represented by Consortium’s Largest Class in History appeared first on The Consortium. |
| FROM The Consortium Admissions Blog: Fall Town Hall & Career Forum Brings Together Consortium Students, Alumni & Corporate Partners |
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In keeping with its mission to enhance diversity and inclusion in corporate America and beyond, The Consortium for Graduate Study in Management hosted its second annual Fall Town Hall & Career Forum on Oct. 7 to connect MBA students and alumni with companies seeking diverse talent. The virtual town hall, facilitated by online events platform Hopin, provided MBAs an opportunity to network with their peers and Consortium corporate partner companies, learn about employment opportunities and hear from professionals working in different fields. The event is designed to be both convenient and timely, occurring at a key time for students and corporate partners — before decisions are made about summer internships and full-time positions. However, it also offers an opportunity for Consortium alumni to explore new opportunities at other companies or in other fields. “The Fall Town Hall serves as another touchpoint for corporate partners to talk with and interview current and alumni Consortium fellows,” says Kimberly Alexander, vice president of development for The Consortium, who helped develop the event. “The partners are able to be in a central location and meet students from all member schools without having to travel to each campus.” The event kicked off with opening remarks from Consortium Executive Director & CEO Peter Aranda and provided an opportunity for the 125-plus students and alumni in attendance to engage with 23 current corporate partners as well as three companies that are considering partnering with The Consortium in the near future. Via virtual booths, MBAs were able to engage with companies via video chat, learn what it’s like to work there and ask specific questions of company representatives. https://cgsm.org/wp-content/uploads/2021/10/Screen-Shot-2021-10-12-at-12.26.43-PM-1024x643.png The Fall Town Hall & Career Forum provided an opportunity for MBAs to engage with employers from across industries. Also designed to raise the level of conversation around a single trending topic or area of interest to constituents, the Town Hall & Career Forum included a panel discussion about employee resource groups (ERGs). Moderated by Diversity Recruitment Manager at General Mills Brian Burley, “ERGs: Are They Effective?” featured panelists from several companies: Ain Powell, inclusion & diversity program manager of partner/employee networks at Starbucks; Arrastene “EJ” Henry, head of U.S. inclusion & diversity at AstraZeneca; Michael Barker, director of global inclusion, diversity & equity, Center of Expertise, at Medtronic; and Tiffany Haley, senior HR business partner for Vanguard’s Financial Advisor Services division. Panelists discussed the value ERGs provide diverse employees and companies alike, how they are being used by companies and how and why they have become more prevalent over the last couple of years. “The murder of George Floyd was a watershed moment for corporate diversity,” Burley said. “There has never been a stronger time in [which] companies who had these employee networks leaned into them and those that didn’t sought to understand why they needed to create them.” Beyond serving as a safe space for and promoting a sense of belonging among underrepresented minority employees, ERGs also serve as a resource for businesses seeking to remain relevant in an increasingly diverse world. These groups can help drive diversity, equity and inclusion initiatives as well as inform a company’s product or service offerings. https://cgsm.org/wp-content/uploads/2021/10/Screen-Shot-2021-10-12-at-12.26.19-PM-1024x670.png “[ERGs] are the catalyst, or the crux, of our strategy across the organization,” says Henry. “Those are the individuals who are going to help build cultural intelligence. So, as we think about our patients from an AstraZeneca perspective, our patients reflect the individuals who are a part of our 13 ERGs. They are the ones who hold us accountable, to make sure that we are, first and foremost, making sure our employees are taken care of and, second, making sure that we are delivering to the business — not just asking for resources from the business, but being a resource to the business. And that is helping our patients.” ERGs provide an opportunity for companies to recruit, develop and retain talent as well, Powell noted — which often requires some education. “It makes no sense to bring in that amazing talent if we can’t keep them,” she says. “As I like to say, there are more ways to get to 10 than we realize; five plus five is 10, so is seven plus three, so is 12 plus negative two. We need to recognize the diverse thought that our partners bring and also celebrate that. The networks really are here to attract and retain that talent — and also to develop that talent so that our leaders can no longer look around and say, ‘We don’t have anyone available.’ Networks are the fertile ground for that leadership and that development and that growth.” For MBAs, the presence and depth of ERGs can also offer insight into whether a company is truly committed to this work and to fostering an inclusive workplace. As Alexander says, “It is not enough that company leadership is stating they will be better advocates — they must show it.” The post Fall Town Hall & Career Forum Brings Together Consortium Students, Alumni & Corporate Partners appeared first on The Consortium. |
| FROM The Consortium Admissions Blog: Desire for Community, Opportunity to Be of Service to Others Led Foster MBA Joe Castro to The Consortium |
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Since a young age, Joe Castro has sought out the sense of structure and community he lacked growing up. “I came from a situation where my parents were largely out of the picture when I was about 13, so I became emancipated when I was young,” he says. With the help of his youth soccer coach and the structure provided by the sport, Castro successfully completed high school and found himself attending the U.S. Merchant Marine Academy (USMMA) on a soccer scholarship. “What I didn’t realize then, that I could only appreciate several miles down the road, was that that soccer scholarship gave me access to the Merchant Marine Academy, which not only gave me another layer of structure that I desperately needed but also yielded a career and a sense of community that I had previously lacked,” he notes. With a degree in supply chain management, he went on to serve 10 years in the U.S. Coast Guard as the regulatory compliance manager for all port terminals in New York. “I really cut my teeth during Hurricane Sandy, which hit New York particularly hard. The relationships I developed with outside stakeholders in the port helped us avoid a Katrina-like scenario,” Castro says. Later, in 2016, he was asked to return to USMMA as an instructor and a recruiter for the Coast Guard — an opportunity he jumped at. While back at USMMA, Castro had the chance to create the “same opportunity vehicle that launched my career,” he says, by starting the school’s first women’s soccer team. For Castro, the experience demonstrated how he could have an impact outside of the military, opening his eyes to the fact that there are other ways to serve. With both a desire to serve and to get to a place where he could influence strategy within an organization, he set his sights on an MBA — with The Consortium as his clear path. https://cgsm.org/wp-content/uploads/2021/10/7398FBE7-3C0D-48E9-AD0C-3EF6158732F8-e1634754960381-1024x730.jpg The USMMA women‘s soccer team “I think my ambition to get an MBA really mirrors the same motivations that drew me to the military initially, and that was the structure. It’s a very well-paved path. I have a passion for community, lightening the burden of others and solving big problems,” he says. “This is why being a Consortium fellow above all was the most important objective when I was applying to schools last year. My entire M.O. is about giving back.” Now a Consortium fellow and first-year MBA at the University of Washington (UW) Foster School of Business, Castro has found his community and his stride. Not only is he on his way to achieving the professional life he dreamed of, but in The Consortium, he has also found the opportunity to be of service to others. “The most important thing for me was to be a part of something, an idea, a mission bigger than myself, more than just getting a job and career transitioning — and that was The Consortium. So, as a first-generation Mexican American, one of the things I’m really looking forward to is being a hyperactive Consortium fellow throughout the rest of my career.” says Castro. “Making a big career change is already nebulous enough; it’s extra challenging when you’re the first one in your family to do it. It’s really rewarding to help others traveling down the same unique path you once took.” Drawn to Foster because of its small community and its focus on tech, Castro says he wants to learn to make better decisions using data, going beyond the tactical to the strategic — something he believes his military background and knowledge of supply chains have prepared him well for. “Applying what I learned in the military about making calculated risks, I want to learn more about the quantitative machinations that underpin those decisions at the strategic level,” says Castro. “I want to be better at making strategic decisions with data, using data to guide, but also learning how to interpret the data — particularly [with regard to] correlation versus causation.” He’ll have the opportunity to do all this and more at the tech giant Apple next summer, when he’ll complete an internship. As a member of the company’s Worldwide Readiness Team, Castro will help drive Apple’s global product launches for 2022. https://cgsm.org/wp-content/uploads/2021/10/1AB996BA-4EAC-45FB-BAC6-6A9B60EFDBE8-e1634755176127-889x1024.jpg [b] [/b]“The mission’s pretty clear; it’s making sure these products all launch successfully and that we mitigate as many problems as we can, but at the same time, expecting the kinds of questions we’re going to get from suppliers, consumers and retailers, anticipating what those challenges are and getting in front of them before they become a problem,” he says. “I don’t think I’ll ever have a boring day. I’ll be working with some pretty amazing people, at an incredible company that has revolutionized the way we all live today.” Castro credits his preparation for The Consortium’s Orientation Program & Career Forum (OP) with helping him land the internship at Apple. Advised to select one career track, he chose consulting, tailoring his resume to fit his new focus, with help from career consultants and others at UW. “Because I was so prepared for consulting and practiced so many iterations of interviews over the summer, I think that helped me get noticed by Apple,” he says, “because what Apple ended up doing was pulling my resume out of the OP pile to interview for this one slot. By the time they reached out, it was three weeks after OP, and I had the hindsight of that experience to prepare me even further.” Castro says the opportunity is a dream come true, as he’s always been drawn to Apple and its values. His goal is to give his all to the company and to ultimately secure a full-time, long-term role there, before one day coming full circle — similar to how he did in the first part of his career — to share all he’s learned by teaching at a business school. “I think that that would be a really rewarding path,” says Castro. More importantly, though, he plans to be very active with The Consortium as he hopes to increase opportunities for those from similar walks of life — “whether that is going back to coaching in the community, coaching sports, or finding ways to connect with youth to help put them on the right track, because we all need that,” Castro says. “I needed that when I was younger.” Although his journey hasn’t been easy, he says it’s been worth all of the hard work he’s put in. And, as part of his service to The Consortium, he’s trying to help others realize the many benefits that come from being part of The Consortium community. “I would say to anybody who’s considering applying to business school, especially folks like me, ‘It is so worth it.’ It’s a lot of work upfront — we all had a stressful summer — but obviously I got an offer out of the deal. But I also got a family,” says Castro. “At Foster, we call each other ‘C Fam.’” The post Desire for Community, Opportunity to Be of Service to Others Led Foster MBA Joe Castro to The Consortium appeared first on The Consortium. |
| FROM The Consortium Admissions Blog: More Than Soft Skills: Career Services Advisors Share What Companies Are Looking for in MBAs Post-COVID |
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When it comes to what companies are looking for in MBAs, the answer is both uniformity and distinctiveness. While soft skills like communication and critical thinking and technical skills like marketing and finance are important assets for all MBAs to have, it’s an individual’s unique background and perspective that companies truly value. This is according to Lisa Bradley-Kern, director industry relations at the University of Michigan Ross School of Business and a member of The Consortium’s Board of Trustees. “They value the uniqueness of what each person brings,” Bradley-Kern explains. She believes this focus among companies is based on an understanding that these MBAs will be what carries their business into the future and will inform how the company engages with its customers. https://cgsm.org/wp-content/uploads/2021/10/LBradley-Photo-e1635432552925-150x150.jpg Lisa Bradley-Kern “I think most companies like the fact that not everyone has a similar background prior to coming into business school,” says Bradley-Kern. “With those unique backgrounds and what they pick up during the two years of the MBA program, I think that’s the beauty of what companies are looking for now [in MBAs]: ‘What would they be adding to the existing structure that we have in place?’” However, that’s not to downplay the importance of skill. [b]Soft & Hard Skills[/b] Jeff McNish, assistant dean of the Career Development Center at the University of Virginia Darden School of Business, breaks skills down into two categories: soft and technical. The latter, he says, are “the business basics that organizations will use with their employees to help them drive results” — things like marketing, operations and accounting fundamentals. https://cgsm.org/wp-content/uploads/2021/10/Jeff_McNish_square-150x150.jpg Jeff McNish “Whether it’s building a model or a discounted cash flow, or whether it’s using a strategic framework to shape an idea, those business fundamentals and the knowledge of how to create a model or a framework are really important,” McNish says. “Companies want to bring in the latest thinking in business.” Yet soft skills — those like communication, teamwork, persuasion, negotiation and critical thinking — make up the crux of most roles, regardless of the company or industry. “In reviewing essays our students wrote regarding their summer internships, the number one skill they say they used during their internships is communication skills,” says McNish. “They learned how to present complex ideas. They learned how to persuade leaders to pursue one direction or another. They learned how to negotiate ideas and influence stakeholders.” But that’s not all that employers are seeking in MBA hires. Analytical skills as well as the ability to think strategically are also important, Bradley-Kern points out. “I would add the quantitative skills,” McNish notes, pointing specifically to data analytics. “Having a strong skill set [when it comes to] quantitative thinking and ability is another way an MBA makes a difference during their summer internship.” The combination of the two skill sets, he says, allows MBAs to make their mark on an organization. “When you combine those, the technical skills with the soft skills — you create a framework or a model and you communicate it effectively — you’re driving home results for an employer and for an organization,” McNish says. [b]Sought-After Qualities[/b][b] [/b][b] [/b]There are several qualities that — although companies have always sought them to some degree in MBAs — the need for which has been further accentuated by the pandemic. These qualities include the ability to stay on one’s toes, so to speak. “Companies look for MBAs to be more agile and flexible, [more] able to adapt to business trends,” says McNish. “The MBA experience — where you’re with a group of people for two years, studying and going through the different experiences that an MBA offers — encourages graduates to be flexible and [enables them] to pivot quickly when they need to.” As part of this, MBAs need to be comfortable with ambiguity, says Bradley-Kern, and able to work independently, with little direction or instruction. “We saw a lot of that pre-pandemic, but I’m sure it’s even more so now,” she notes. McNish has witnessed something similar, with the pandemic forcing everyone to adjust. “It has tested everyone in terms of being flexible,” he says, noting that this is where he’s seen the biggest change with regard to what companies are looking for in MBAs. “I would argue if it’s not data analytics or data visualization, it’s the flexibility or agility to navigate the changing and complex business [world].” Last, but not least, is mobility. McNish believes many companies prefer to hire new MBA graduates because they tend to be early in their careers, meaning they are often more mobile than individuals who are more advanced in their careers. “That’s another thing for prospective students to think about, which is, ‘How mobile are you? Are you willing to relocate in support of a business’ operations? Or, are you ready to settle down?’” he says. “There are some sectors that are more mobile than others, but the more flexible the student is, the greater the opportunity.” [b]Work Experience[/b] While most business schools require that MBA candidates have at least two years of prior work experience, companies often prefer those with even more. “The people who bring three, four, probably four to six years of work experience at a minimum are the ones who really take full advantage of the MBA job market,” says McNish. “Companies like that level of experience.” However, this isn’t necessarily a deal breaker. Some level of work experience, which McNish defines as at least three years, coupled with a promotion, can be equally as powerful. “If you have that level of work experience and you’ve been promoted at least once during [your] post-undergrad work experience, if you’ve had an increased level of responsibility over time, those are two things — in addition to the skills I talked about earlier — [that] really motivate employers,” he says. [b] [/b][b] [/b][b]The Importance of Diversity[/b] Among companies, diversity has long been a highly sought after quality in MBAs, but it’s increasingly becoming the guiding principle. “It’s always been in the top three reasons why companies look at business schools for talent, but more recently, it’s the number one reason that we see here at Darden,” McNish explains. “Every company has a diversity, equity and inclusion strategy, and most of the strategies include tapping business schools or MBA programs to help them meet their hiring needs.” At Ross, Bradley-Kern says they’ve experienced something similar, with a growing number of companies placing more focus on diversity recruiting and expressing a desire to tap into the school’s diverse talent. “They’re asking us, ‘How can we get in touch with your diverse students?’ For those who are part of The Consortium, they already know,” she says. “The summer Orientation Program & Career Forum (OP), for example, allows a lot more companies to begin that conversation before classes start, and we’re starting to see companies saying, ‘Hey, what’s going on? I don’t see your diverse students.’ [And we’re] like, ‘Well, they’re gone. They’ve already started connecting.’” The post More Than Soft Skills: Career Services Advisors Share What Companies Are Looking for in MBAs Post-COVID appeared first on The Consortium. |
Success stories and strategies from high-scoring candidates.