FROM Tuck Admissions Blog: OnSite Global Consulting: Working with the St. Boniface Haiti Foundation

By Gillian Wong T’18 OnSite Global Consulting is one of three opportunities Tuck provides to students to learn more about working in a different country. I had already been on a Global Insight Expedition to Armenia, and wanted to continue broadening my international experience. As a result, I spent three weeks in Haiti working with the St. Boniface Haiti Foundation (SBHF), which runs the largest hospital in the south of the island. SBHF is accessible to anyone needing care, and served over 100,000 patients last year. They had asked our OnSite team to help find ways to optimize their consumable supply chain with the goal of minimizing (and ultimately eliminating!) shortages. Although I’d been to Haiti before as a volunteer, I was excited to return. Not only was I helping in a new way and drawing on my experiences at Tuck, but helping at SBHF was sure to inform my understanding of how big companies might approach expansion into developing countries. St. Boniface welcomed us from day one and every person we spoke with reiterated the importance of the supply chain issue. Learning about the health care system, especially so quickly, was fascinating. St. Boniface’s root issues were predictable—they weren’t matching supply with demand, were short-staffed, and didn’t have a comprehensive data tracking system—but I was surprised by the scale of their problems and how they overlapped one another. The limited connectivity, the fragility of the roads from suppliers to the hospital, and the necessity of making sure any supplies they received would be of sufficient quality were all factors that complicated each other.   It also surprised me how similar organizations can be. It struck me during interviews with surgical nurses how many of our questions were just like those asked in factory plants: What is your daily process like? How do you know what to order? Is everything easily visible and storable? These questions were ones I’d seen in both company interviews and in our Operations class, but primarily for industrial goods companies. On paper I could understand how operations principles were also necessary in the health care and nonprofit space as well, especially because of the personnel’s time constraints, but seeing it live made those principles all the more relevant. We knew that we needed to revamp the system without making the hospital adjust to something completely new. By using the existing requisition system and making key changes, we aligned the new system with the hospital staff’s habits, making it more likely that they would be able to easily implement it. Our recommendation then introduced other new changes in phases, so that we were slowly moving the system and making sure the hospital was still running at the same time. The trip was amazing. I learned more than I ever expected in three weeks, not only from the project itself, but from the different ways each member in our team approached the problem. It was an honor to help an organization with such a vital mission, and an unforgettable experience. We even managed to dig our toes in the sand on the weekends (as you can see below)! Gillian Wong is a second-year student at Tuck, who worked at Standard & Poor's in content management and publishing.

This post has been originally posted on the Admissions Blog and re-posted here for convenience.

FROM Tuck Admissions Blog: What to Expect at Admitted Students Weekend

Maybe you're on the fence about Tuck or getting an MBA in general. Maybe you sent in your deposit within seconds of getting that glorious "You're in!" call and are ready for your first taste of the next two incredible years at Tuck. Regardless of where you're coming from, Admitted Students Weekend is designed to give you a feel for what attending Tuck is really like and an opportunity to meet a couple hundred of your future classmates. Our fellow Tuckie Kiley Winsnes T'16 makes the case for attending the weekend. If you opt in (and we think you should), here's what you can expect: Academics You may have done a class visit while you were on campus for your interview but preparing for and participating in a class is a completely different experience. Tuck is all about experiential learning, so we’re going to give you as authentic a student experience as possible. On Friday, you’ll meet with a study group, discuss a short case, and attend two classes with some of our esteemed professors. If you suddenly feel ill-prepared and like you need to do some serious prep work so that you perform admirably in these classes—don’t panic! We know a lot of you are career switchers (we are too) and you are not expected to know or prepare anything in advance. These classes are solely meant to give you a sense of what the learning environment is like at Tuck. Career Switching careers and worried about making that leap? Absolutely certain on where you want to land after Tuck? Concerned about recruiting from Hanover? Regardless of which scenario applies to you, ASW will put your mind at ease. Our Career Development Office (CDO) will host sessions where you’ll hear from T’18s, T’19s, and Tuck alumni on their recruiting experiences, the on-campus interview process, how to get a head start over the summer, and Tuck’s Visiting Executive program which gives you access to top business leaders throughout the year. We’ll also have company office hours with some of our sponsors, where you can speak with key contacts who will be recruiting on campus in the fall. Student Life While moving to a new area is incredibly exciting (especially when it’s an area as beautiful as Hanover, NH!), it also has its challenges. You probably have questions about where you’ll live, what you’ll do you in your free time and what life is like in the Upper Valley. We’ll answer all of that and more at our T’19-led Student Life panels. Partner Programming You may be sold on Tuck, but if you have a TP (Tuck Partner) or a Tiny Tuckie (kids —we’re big on branding things here), the decision to enroll isn’t just about you. With a full schedule catered to the partner experience, your TP will have a chance to get to know the other 80+ TPs visiting and learn about life at Tuck, housing options and career opportunities (if they’re moving here), and remote partner life (if they’re not). They’ll also have plenty of time to join you and your classmates in some of the social activities planned for the weekend. Tuck Fabric You’ve probably heard that the Tuck community is tight-knit, or that it’s personal, connected, and transformative, or that everyone is friendly and always willing to help a fellow Tuckie. All of this is true. We call it the “Tuck Fabric”, and it’ll be on display all weekend. Whether you’re at an affinity breakfast, the international students or Consortium meetups, a small group dinner, the school-wide hockey game, Club Fair, the International Food Festival, or an event featuring Tuck’s famous class bands (seriously, they’re amazing), you’ll meet current students who are genuinely excited to share their experiences and perspectives to help you make the right decision for you (we hope that means choosing Tuck!)

This post has been originally posted on the Admissions Blog and re-posted here for convenience.

FROM Tuck Admissions Blog: 5 Reasons to Attend Tuck Military Visit Day in the Spring

By David Bates T’18 and Keal Harter T’18 [*]Upper Valley in spring. Although every season up here has its own flavor, the Upper Valley is a great place to be in the spring. It’s time to turn in the skis for hiking boots and trek the Appalachian Trail; or go for a paddle in a canoe on the Connecticut River—both of which run right past Tuck. Tuck’s unique location provides immediate access to New England’s finest scenic landscapes surrounded by the White and Green mountains. You get to see firsthand how classmates bond together over cabin nights, mountain climbing, biking, and other outdoor activities that build such a tight-knit community. Spring Military Visit Day is the perfect time to visit.[/*] [/list] [*]Meet the staff. Military Visit Day is designed to introduce you to people who are key to the Tuck experience. You can get key insights into the MBA application process and what the Office of Admissions is taking into consideration as they read applications. You will get a sneak peek into how the Career Development Office can you help with your transition. The Financial Aid Office will answer questions about Tuck’s generous Yellow Ribbon Program. You will also have the opportunity to meet members of the MBA Program Office to learn how the Tuck curriculum is structured and discover the intensive courses and immersive experiential learning opportunities offered at Tuck.[/*] [/list] [*]Attend a class. Although the Upper Valley is beautiful outdoors in the spring, Military Visit Day gives you the unique chance to spend some time indoors to sample the classroom experience. You will sit in on core curriculum or electives to see the broad array of coursework provided throughout the MBA experience. This is a great chance to see vibrant faculty-student engagement without the fear of getting cold-called![/*] [/list] [*]Network with current student veterans and alumni. With over 20 current veterans at Tuck, Military Visit Day is a perfect opportunity to meet members of the Tuck community to learn how veteran-friendly the program is. You get a chance to hear Tuck student and alumni veterans’ stories and why they chose Tuck to help them transition to fields such as consulting, finance, health care, general management, and the tech sector.[/*] [/list] [*]See if Tuck could be right for you. Most importantly, Spring Military Visit Day provides a focused introduction to the Tuck MBA to see if it is a fit for you. As Dean Matthew Slaughter says, “Tuck educates wise leaders to better the world of business.” This is your opportunity to learn why so many veterans find the transition out of the military much smoother by coming to a school that aligns well with the values learned throughout your military experience.[/*] [/list] Registration is now open. Please contact Kristin Roth should you have any questions.

This post has been originally posted on the Admissions Blog and re-posted here for convenience.

FROM Tuck Admissions Blog: Tuck Represented at the World Government Summit in Dubai for the First Time

In February 2018, for the first time, Tuck took part in the World Government Summit (WGS). The WGS is a global platform dedicated to shaping the future of governments worldwide. It is a knowledge-exchange forum that brings together leaders of businesses and non-profit institutions to discuss problems, solutions, and global trends in areas ranging from education to space travel. This year was the 6th edition of the Summit. It brought luminaries such as Narendra Modi, the Prime Minister of India; Christine Lagarde, managing director of the International Monetary Fund (IMF); Jim Yong Kim, president of the World Bank and former president of Dartmouth College; astrophysicist Neil deGrasse Tyson, and many others. One article is not enough to describe the caliber and opulence of the event, but the pictures might. The opportunity to attend the WGS was sourced by Alen Amini T’18 and Cole Boske T’19 and generously co-sponsored by the MBAPO. Tuck sent a delegation of nine students representing a mix of first- and second-year students.

This post has been originally posted on the Admissions Blog and re-posted here for convenience.

FROM Tuck Admissions Blog: OnSite Global Consulting Project with The Design Museum London

By Eunice Bii T'18 We each broke off a piece of the giant Cadbury milk chocolate bar in the middle of the table as we settled in to reflect on our OnSite Global Consulting project. Our team room at the London Design Museum in South Kensington overlooked Holland Park’s east entrance. It was in this room that we had spent the last three weeks, brainstorming, debating ideas, pouring over client data, modeling spreadsheets, editing our PowerPoints and preparing for the meetings with the museum staff. It had been a busy but transformative learning experience. In the 30 years since its founding, the Design Museum has been a leading global voice in the conversation about and celebration of design. In November 2016, the museum reopened in the former Commonwealth Institute, giving it three times the physical size of its previous footprint and the space to grow existing initiatives and develop new programming. Our project goal was to help them understand how to best leverage the Museum’s new space for commercial purposes without compromising brand integrity.  The time we spent in London was only the second phase of the OnSite project. Our team of six had first been assembled in October and spent our first few weeks together digesting information about the Design Museum’s mission and history, and asking important questions. How were they currently using their resources and physical spaces? What were the key goals of our consulting project? Were our goals in-sync with the client’s and how would we adjust those goals to generate a few key achievable recommendations. As we reflected on our time at the Design Museum, we realized two key things—first, delivering an output that was actionable and realistic required all of us to utilize our unique  backgrounds and leverage external relationships. Our team of six brought very different experiences and abilities to the table, and these served to help drive us towards a better set of recommendations. We willed each other to engage, and push further than we would have on our own. We also reached out to former professors, past employees, friends and acquaintances who gladly took the time to engage with us, something we continue to be very grateful for. Second, the support of the team at Design Museum and willingness to engage in-depth with us was invaluable to the project outcomes. In striving to create a sustainable, mission-driven organization, there was a tough line to strike between commercial orientation and artistic integrity. For example, we conducted a two-hour six-sigma KJ exercise to gather their perceptions on where to draw these lines. The willingness of Museum staff’s to participate and engage in discussions that occasionally veered towards moral philosophy and other tough questions, well, this was something we really came to value. After we disposed of any candy wrappers and took down our post it notes, we all took another quick tour of the Design Museum before heading to our favorite watering hole. On the top floor of the museum is an introduction to the museum’s collection “Designer Maker User,” which looks at the development of modern design through these three interconnected roles. The exhibit is free to the public and as we milled around with the other guests, I paused to read again a display of Makezine’s “Maker’s Bill of Rights” which at the core emphasizes the need for collaboration between the maker and user of any products. I reflected on the opportunity this project had given me to not only shape discussions that helped the Museum clarify its objectives and also the tools we crafted as final project deliverables will help the Museum to continue to reinvent itself. I left London excited to stay in touch and hear all the great things the Design Museum will continue to do. Eunice Bii T'18 grew up in Nakuru, Kenya and graduated from Amherst College with a major in economics and history. Prior to Tuck, Eunice spent four years working in New York city as a knowledge associate at Russell Reynolds Associates, an executive search and leadership consulting firm. She will be joining Boston Consulting Group’s New Jersey office after graduating. In her free time at Tuck, Eunice is a member of the student board, admissions ambassador, Tripod Hockey goalie, and GlenTuckie.

This post has been originally posted on the Admissions Blog and re-posted here for convenience.

FROM Tuck Admissions Blog: May 2018: What’s up at Tuck?

By Luke Anthony Peña Executive Director of Admissions and Financial Aid Happy May, friends! May is a fascinating time for me and my Admissions colleagues, as we balance looking at both the present and the future. We’re still working to evaluate, select, and enroll great T’20s, as we fill the final seats in the class. At the same time, we’re gearing up to travel the world and meet you and aspiring T’21s in the coming months. We’re also working on revising and refreshing significant parts of our evaluation process and timeline. So let’s take a look at what’s happening! What’s up at Tuck? There’s incredible enthusiasm at Tuck about our capital campaign for tomorrow’s wise leaders. This ambitious $250 million campaign is part of Dartmouth’s $3 billion campaign, and will strengthen our people, programs, and places. Each of these priorities advances our mission, and enhances your opportunities to contribute and thrive as a student. You may be most immediately interested in the commitment to growing our scholarship resources. I recognize that financing your MBA is an important consideration. If you want to be at Tuck, I want you to have the financial resources you need to be here. I’m thrilled that the campaign will bring us closer to that goal. I hope you’re excited about how the campaign will better equip you to be successful at Tuck and beyond. Don’t just take my word for it, hear how Dean Matt Slaughter and our students describe it. What’s up in Admissions? My colleagues and I want your Tuck application experience to be as enjoyable and stress-free as possible. One of the least enjoyable, most stressful parts: the wait. I don’t want you waiting for your admissions decision any longer than necessary. So the team and I looked at our admissions rounds, and one number jumped out…100. That’s the number of days between our November round application deadline, and when we give you a decision—the longest wait of any round at any of our peer schools! We can do better. You’re hearing it here first. We’re “sun setting” the “applicant-unfriendly” November round. We’ll now offer three admission rounds with more applicant-friendly turnaround times: one in late September, one in early January, and one in early April. We’re saying goodbye to the “Early Action” designation in our first round, which is no longer early and required a higher enrollment deposit from you. And our rounds named for months? We’re simplifying that too. You’ll now apply in Round 1, Round 2, or Round 3. Exact dates are coming soon—I’ll have them for you here in June! What’s up with me? Admissions directors assess your professional trajectory and impact, but we need our own career growth and development too. Later this month, I’m participating in Tuck’s Leadership and Strategic Impact program, supported by Tuck Executive Education and our great faculty. Why share this with you? I want you to know how important lifelong learning is to contributing and thriving at the Tuck School, both for administrators like me and for aspiring students like you. When my colleagues and I read applications, we’re looking for evidence of your hunger and desire to grow and improve. This goes beyond others’ recognizing and rewarding your performance; it reflects your active pursuit of growth opportunities. If your organization offers professional development and leadership programs, build the case for your inclusion! If organizational opportunities are limited, find coaching and mentorship through your broader network. Professional development helps us all provide better service to our clients, good leadership to our teams, and increases our confidence in what we know while remaining humble about what we do not. I assure you that you’ll be a stronger applicant and a more prepared leader when you commit to your growth and development. Speaking of commitment, I’m making a renewed commitment to be more active on Twitter. Follow me there if you want to see what I’m thinking in between blog posts, or to connect with me directly. See you there, or back here in June!

This post has been originally posted on the Admissions Blog and re-posted here for convenience.

FROM Tuck Admissions Blog: OnSite Global Consulting Project with Impact Hub

When I decided to come to Tuck, there were so many opportunities available that it was hard to predict exactly how I’d spend my two years. I knew I’d tackle certain concrete skills in the core curriculum, but other skills, like honing my problem-solving ability and developing a more global mindset, were intangibles to be sought from a variety of offerings. When I heard about the projects offered by OnSite Global Consulting this past fall, I was excited to have the chance to challenge myself and achieve some additional learning goals. I joined a phenomenal team of four other students developing the global media strategy for Impact Hub, a network of social innovation co-working communities headquartered in Vienna, Austria. In the immersive part of our experience, we spent three weeks in Europe visiting the local centers of these communities, called Hubs, in Amsterdam, Berlin, Madrid, Zurich, and Vienna. We worked directly with the Global Brand and Communications Manager, who sought recommendations for how to leverage and understand the media value chain in the social sector. What were elements of a successful story? How could they cultivate relationships to place stories in the most impactful publications? What could Impact Hub do to amplify those stories once they are published? Each Impact Hub has a distinctive look and culture. This one, in Zurich, is built in an aqueduct. Without a background in media, these questions were entirely new to me. With the support from an outstanding team and a structured process, however, I was pleasantly surprised by the progress we made together. It was an incredible confidence boost to understand how much we could learn quickly about a new, complex problem when we dedicated our time, resources, and a structured research plan to it. To build a knowledge base early on, we interviewed experts in media relations, nonprofits, and even an editor at a major publication. Our faculty advisor, Emily Nichols, whose prior experience included media relations in the social sector, was invaluable in helping us understand the space and suggesting contacts who could deepen our analysis. Relying on the tools and methods from Julie Lang’s Consulting Project Management course, we refined our key questions, broke down research into specific tasks, and developed timelines for the work. Internally, we leveraged skills from every member of our team—Lindsey’s detail-oriented planning, Charlie’s curious and questioning mind, Ramon’s exceptional ability to put an idea to paper, and Mark’s relentless dedication to get the right interview and actionable insight. Our client, Flora, who spoke six languages and navigated cultures so fluidly, pushed me to fully embrace the new environment by eliminating any perceived barriers of working cross-culturally.  By the end of the project, we’d developed solid recommendations that we were proud of, and our final meeting was a conversation with the executive director in which we could share insights and discuss strategy as though we were colleagues.  Looking back now, I can see that my time Europe was one of the greatest learning periods I’ve had at Tuck. I came away with increased confidence in my ability to apply a problem-solving process to a complex issue within a new industry and culture. I’m incredibly grateful that this has been a part of my Tuck experience.

This post has been originally posted on the Admissions Blog and re-posted here for convenience.

FROM Tuck Admissions Blog: Tuck Team Helps New Energy Capital Develop Greenhouse Gas Impact Report

By Pooja Yadav T’18 One of the main reasons I chose Tuck was that I firmly believed the school would provide me with unique, meaningful experiential learning opportunities. I have not been disappointed. One of the most notable experiential learning projects I worked on was with two of my classmates, Josh Hotvet and Kate Barnett, through a partnership between the Revers Center for Energy and the Center for Business, Government & Society. Our group worked alongside a Hanover-based private equity company, New Energy Capital Partners, which invests in renewable energy infrastructure and assets. New Energy Capital came to Tuck looking for support in the development of their annual Greenhouse Gas Impact Report. The three of us came to Tuck with backgrounds in consulting, analytics, and operations and were eager to dive into the task of assessing the carbon abatements of the New Energy Capital portfolio companies. While many companies in today’s climate-oriented business landscape assess their own respective carbon footprints, few private equity companies are reporting on the carbon footprint of their investments. Not only does this make New Energy Capital a pioneer in their field, it also led to an interesting project for our group of Tuckies to tackle. Over the course of our first year at Tuck, our team conducted research on best practices for measuring, reporting, and attributing carbon abatement, aggregated and analyzed data from New Energy Capital’s portfolio companies, calculated the respective carbon abatement of each portfolio company, and developed a report summarizing the total carbon abatement for the year. Throughout the project, we met with New Energy Capital to share best practices from our research, review the calculations and drafts of the report, and ultimately present our final product. A public version of our final report is available here.

This post has been originally posted on the Admissions Blog and re-posted here for convenience.

FROM Tuck Admissions Blog: Exploring Venture Capital in China

In March 2018, 24 Tuck students traveled to China for a Global Insight Expedition (GIX) led by Professor Gordon Phillips, faculty director of the Center for Private Equity and Entrepreneurship, and Shu Chen T’18, who served as operations leader. The team spent nearly two weeks in China exploring the venture capital industry in the world’s second largest economy. The goal of the course was to understand the opportunities and challenges in China, including starting companies there and working with Chinese companies. The Tuck team met with both venture capitalists operating in China and companies funded by venture capitalists. Amongst the business visited were some of the largest and most influential companies in China including Alibaba, Didi, and JD.com, and up-and-coming startups like the bike sharing companies Ofo and luxury electric car maker Nio, as well as some of the most iconic venture capital firms in China like DCM Ventures, and an incubator on the campus of China’s most prestigious university: Tsinghua. The Tuck team split time between Beijing, Shanghai, and Hangzhou. The students were given opportunities to meet high-level management of these businesses in an “ask me anything” format. The course included visits to some of China’s most important cultural treasures including Tiananmen Square, The Great Wall, and Lingyin Temple. The overwhelming sentiment amongst the students was positive given how intellectually and technologically impressive the hosts were and the sheer amount of learning that happened on the trip. Some of the most salient points are captured in the students’ quotes of the T’18s who were on the trip: “China is an odd combination of hi-tech companies, vibrant VC environment, and road mayhem on a backdrop of an ancient culture and an enormous population. One of the most surprising things about China was the amount of government financing involved in the private sector and the shares of companies that the Party holds, in some cases reaching 40%.”  “The scale at which Chinese startups must operate makes them almost immediately capable of international expansion.” “One of the things I will never forget from the trip was an alum at Alibaba saying tongue-in-cheek: ‘the funding process in China goes Angel, A-round, B-round, BAT round, then C-round,’ BAT being an investment from Baidu, Alibaba and/or Tencent. These three companies’ platforms have grown so expansive that early-stage technological startups have no choice but to adopt to at least one of the BAT systems. The BAT companies have essentially cornered the tech market in China, having acquired significant power and influence through their user bases.” “Despite what is written about China’s economy, it is extremely difficult to imagine the rate of growth and change without seeing it first-hand. The China GIX exposed us to the country’s largest technology companies and several nimble start-ups, which enabled us to better understand China’s dynamism.” “In the U.S., you focus on core competencies. In China, in the tech space it is a land grab; it’s a jungle. And if you don’t expand in some of these services, someone else.” This is one sentence that defines the trip in China and one that opened my eyes to something I didn’t fully understand coming into this trip, nor during the first days of the trip. I didn’t understand how fast the growth is China and how much runway there is still left, and that just focusing on core competencies might not be the right strategy. In the U.S., there has been a “conglomerate discount” for a long time and my preconceived notion of this led me to be skeptical of the strategy of Chinese companies until I heard the sentence above.

This post has been originally posted on the Admissions Blog and re-posted here for convenience.

FROM Tuck Admissions Blog: 5 Questions with Jon Fouts T’92 of Morgan Stanley

Jon Fouts T’92 is a managing director in the Power & Utilities Investment Banking division at Morgan Stanley. He was kind enough to answer a few questions about his experience after Tuck. What was the most important part of your Tuck experience that you’ve taken with you to your job and/or life? The ability to work well with other people. When I was at Tuck there was a lot of emphasis on collaboration and teamwork, and initially, I didn’t appreciate or like it. Over time, you can teach someone the technicals—the finance, the marketing skills on the job, etc.—but it’s hard to teach working with other people, respecting other perspectives, and incorporating different views. There’s always going to be someone smarter than you in this world and the ability to work with those people and incorporate their views is critical. The culture at Tuck and the group work I think were critical in developing this appreciation.   What are some of the biggest challenges that your clients face in the power and utilities space and how are you working to solve those? Our clients are concerned with understanding what our industry will look like in the next five or even ten years. There’s so much going on with changes in policy, regulation, gas prices, renewables, and how people buy energy from a business and consumer perspective etc. All very exciting and important on so many levels. They want to know what the best business model is for the industry; what services they should provide to customers; whether they should own generation assets; how renewables fit into their portfolio mix; what the future of coal and nuclear looks like; and they also have concerns with other issues like grid reliability and cybersecurity. Helping clients think through these issues and the impact on their ability to raise capital in a capital-intensive industry is what we focus on. How do you expect the type of transactions to change, if at all, in the energy space? We expect the current business model of a regulated utility—acting exclusively as an intermediary between producers and consumers—to become more disintermediated.  Specifically, players like Google, Amazon, Facebook and other forward thinking companies are now buying energy either directly or through a partnership with producers. Some of these companies are the most aggressive developers for wind and solar assets. Likewise, distributed generation (think rooftop solar or community generation) is getting a lot of the discussion and feeds back into the question of what this industry looks like in the next 5 to 10 years. Therefore, we’re focused on helping our clients understand how to develop, finance, and stay in front of some of these trends and transactions.  What advice would you give to current students interested in working in energy? There are so many aspects to the energy industry—from policy, to financing, to views on trading markets, both from electricity or gas perspective. If a Tuck student hasn’t previously had energy experience, I would try and focus on one of those silos and develop a point of view on that particular topic. Having a view or a perspective (whether right or wrong) if well thought-out can be worth ten IQ points.  The second observation or suggestion I would make is always consider the secondary or tertiary implications of particular view.  For example, there’s a lot of discussion and debate around clean energy and implementing programs in this space. It’s easy to say let’s stop global warming, but the next question should be how much would it cost to stop global warming and understand if it’s worth it. What is the cost? It’s important to analyze the other side of a statement to be thoughtful about what the cost and alternative is for any policy. What do you miss most about being at Tuck? I miss the hockey rink because I really enjoyed playing hockey for Tuck and the camaraderie that was built on the rink and at the tournaments. The Dartmouth Skiway was also a fun activity on Friday afternoons before exams or after class to let off steam with your friends before heading back to town to have dinner or study if you needed to.

This post has been originally posted on the Admissions Blog and re-posted here for convenience.