| Last visit was: 29 Apr 2026, 17:42 |
It is currently 29 Apr 2026, 17:42 |
|
|
Customized
for You
Track
Your Progress
Practice
Pays
| FROM Tuck Admissions Blog: Rugby at Tuck: Where the Focus Is Always On the Team |
![]() ![]() By Dominic Yau T’16 Dominic grew up in Hong Kong and London. After graduating from University of Warwick in 2008 with a bachelor’s in mathematics, he worked as an insurance underwriter for Markel International. Outside of the classroom, Dominic enjoys playing rugby, tripod hockey, and reading. Although most of my fellow classmates and I came to Tuck to round out our business skill set and to think about different career opportunities, we also enjoy taking part in things we do not get a chance to do while working. Being active and playing different sports was definitely something I enjoyed before coming to Tuck. I was a varsity American football player in college and also played in a men’s league in the U.K. I wanted to continue playing team sports once I got to Tuck. Hockey is a common pastime for Tuckies with around 50 percent of the class either playing for the tripod leagues, or for the A and B teams that compete in a local league. While I do play tripod and enjoy it immensely, I also play on the less well-known Tuck rugby team. Playing on the rugby team has been a great way for me to get to know my classmates better and to meet more second-year Tuckies. The team itself is very representative of the diverse nature of Tuck with members coming from South Africa, the U.K., Portugal, the U.S., Canada, Ireland, and Uruguay. There is a wide range of abilities but all that is necessary to learn is enthusiasm. Our members range from those who previously played at a high skill level, to those who have never played and know very little about the rules. The common thread is that we love the camaraderie that comes with playing a team sport. The importance of teamwork in rugby has parallels with the Tuck experience. Whether you are on a rugby pitch with 14 teammates or in a study group meeting with five classmates, the main focus is always the team goal—not the individual goal. Playing rugby for Tuck is also a great way to meet and network with MBAs from other schools as well as others in the local community. We play local colleges such as Colby-Sawyer and the Vermont Law School and take part in the MBA Rugby World Cup, a tournament hosted annually by Duke. The team will travel to Durham next April to compete against a host of other MBA schools and hopefully return with some silverware. Although, like my teammates, I definitely do not recover quite as quickly as I used to, I have enjoyed my time so far on the rugby team and feel extremely proud to pull on my green jersey every time we play. |
| FROM Tuck Admissions Blog: Darci Darnell Bolenbaugh T’00: How We Can Get More Diversity in Global Organizations’ Senior Leaders |
![]() ![]() Darci Darnell Bolenbaugh T’00 has been with Bain & Company since 2000. She has worked in Bain’s San Francisco, New York, London, and Chicago offices. In addition to her client-facing work at Bain, Darci has been a key contributor to Bain’s gender parity research. For her keynote address during Tuck’s Initiative for Women speaker series, Darci Darnell Bolenbaugh T’00 delivered a talk on Nov. 13 describing how changes in the classroom, boardroom, and conference room are needed to move the needle on upping diversity in senior leadership. Here are some selected highlights: When we talk to our clients about gender parity, we describe it as a talent issue. Having a diverse set of people in your business who all feel individually respected by the company yields better employee engagement. When companies have employees who are engaged—who are eager to put their discretionary energy, creativity, and enthusiasm to work—the companies grow faster. Women are the tip of the spear. Right behind them are men and dual-career couples and right behind them are millennials. The way you as a company celebrate heroes, the way you make the big decisions—hiring, promoting, placing—is paramount to being prepared for the next generation of talent. Lack of gender parity is not a “mommy issue.” When I interviewed women who were truly “leaning in,” a lot of them are working moms. A lot of people like to explain it away by saying, “Well, women have babies; they leave; that disrupts their career.” The thing is: people who are inspired and ambitious make it work. There are three things all successful leaders have in common: talent, aspiration, and confidence. And yet, when we surveyed more than a thousand MBAs who had been in their roles for several years, we saw a huge drop in the women’s aspiration and confidence. There were three factors we identified impacting women. The first was how the “ideal worker” is defined. What we found is that women were much less likely than men to want to fit that ideal worker role—its emphasis on being high-profile and having little work/life balance conflicted more with their own definition of success. The second was whether or not they had a supportive supervisor. Mentorship is important, but sponsorship is enormously more impactful on someone’s career. Men are significantly more likely to organically create these sponsorship relationship. The third is role models. Personally, I don’t think you can find a single person who epitomizes everything you want to be, because we are all multifaceted individuals. We should look to multiple role models for a range of qualities, but the problem in today’s companies is that there isn’t a diverse range. Here’s how companies can tackle these three issues. Front-line managers need to get to know people as individuals. They need to celebrate the balanced worker. They need to expand the definition of role models. Encouragement is powerful. Women enter the workforce with plenty of ambition and confidence. Leaders must help them grow rather than wither. The task of supporting and developing women is every line leader’s responsibility and is best accomplished through high-quality daily interactions. There is no one-size-fits-all solution. Leaders must tailor behavior to the situation and individuals. Getting it right in the conference room isn’t just good for women. It’s good for all employees and will enable companies to stay head of the curve on talent management. |
| FROM Tuck Admissions Blog: Tuck Networking: Private Equity and Entrepreneurship Dinner |
![]() By John Torget T’00, Director, Tuck Annual Giving John Torget leads Tuck Annual Giving to maximize unrestricted financial support from alumni and corporate matching donors. Prior to 2009, he held various strategy and business development leadership roles at Dealertrack Technologies and J.P. Morgan Chase in New York. A Center for Private Equity and Entrepreneurship dinner in New York last month offered tremendous opportunity for select second-year Tuck students to network with alumni in leadership roles across buyout, venture capital, and startup companies. This year, after-dinner remarks were given by Richard Friedman, head of Merchant Banking at Goldman Sachs and received rave reviews. During Mr. Friedman’s introduction, Goldman Sachs partner Michael Koester T'99 highlighted the value of the Tuck network as a defining hallmark of Tuck. Dinner conversations throughout the evening fully illustrated this point many times over. At my own table, current student, Jaclyn Kossmann T’15 and alumnus Adam Godfrey T’92 marveled at how the Tuck network continuously provides each of them tremendous value in their personal and professional lives. After starting her career in the energy business in Scotland, Jaclyn moved to Portland, Oregon to work in a clean energy startup business before ultimately applying to Tuck. In Portland, Jaclyn met an alumna, Andrea T'08, through a mutual friend. Andrea then introduced her to several Tuck friends, which ultimately influenced Jacklyn’s decision to attend Tuck. While in class this fall, one of Jaclyn’s favorite visiting executives was Alan Goldberg, a partner at private equity firm Lindsay Goldberg. The dinner conversation quickly pivoted back to Adam, who before founding his own firm, was a partner at Lindsay Goldberg. In a matter of minutes, the dinner conversation was non-stop back and forth highlighting the interconnections between this current Tuck student and Tuck alumnus. Within less than 10 minutes of knowing each other, they demonstrated the power of the Tuck network and how students and alumni from all different class years share a common bond that makes Tuck a very special place. |
Success stories and strategies from high-scoring candidates.