MBA

Steve Alden, MBA 2010

Steve Alden has unimpeachable credentials in quantitative analytics, placing first in Massachusetts on the CPA exam in 2007, and in the top ten nationwide. But when it came time to assess potential MBA programs, Steve gave qualitative factors a higher priority. "I was really intrigued by the case method," Steve says. "I realized that many schools use HBS cases. So why not go to the source?"

Surprising relevancy, plus laughter

Steve's first visit to the HBS campus reinforced his interest. "The students I saw were very supportive," he says. "And the classes weren't grimly serious, as I had expected. There was a lot of laughter and fun along with the learning — an element of congeniality and community I was attracted to."

In his RC classes, Steve has found a ground-level view of the current economy. "I'm in the classroom with people who worked in investment banks and firms related to the crisis. It's fascinating to hear the perspectives of people who have been wounded in battle. And I've been impressed by how current the cases are in all classes," Steve adds. "The faculty has done a great job bringing in brand-new cases directly relevant to the international scope of the credit crisis."

In addition to presenting fresh cases, the school brings in exciting speakers. "Michael Dell, Jack Welch of General Electric, Paul Otellini of Intel, Jeff Taylor of Monster.com — the most interesting was probably MC Hammer, who talked about his Internet businesses. He has a keen business mind and really interesting things to say about social media networking and using the Web for commerce."

"But the highlight of my experience," says Steve, "is the geographic, cultural, and professional diversity of the classroom. It means getting firsthand knowledge from different people who've been close to what we're talking about."

Working plans

As he pursues his MBA, Steve is working a few hours a week on an unusual and exciting project: special research on fair value accounting for Harvard Law School Professor Hal Scott, director of the Committee on Capital Markets Regulation. "We're looking at the impact of 'mark-to-market' [or fair value accounting] on the current crisis," says Steve. "Is there a better method that presents relevant and reliable information without unnecessarily burdening banks? The idea is to weigh the usefulness of the information with broader political and economic interests."

To apply his quantitative skills to larger issues, Steve will take a consulting internship with Bain & Co. this summer. Long term, Steve sees the way his HBS classes have shaped, and continue to shape, his ambitions. "Here, we get a philosophical perspective that emphasizes our responsibilities to business and society," Steve says. "It's not just about making a lot of money. Maybe it's about increasing the pie for everybody. Or applying our skills to nonprofits for the greater social good."

Justin Bardin, MBA 2010

As a participant in the United States Navy's Immediate Graduate School Program, Justin Bardin is one of only twenty Naval Academy graduates selected for continued graduate studies even as he maintains active duty status. "I had majored in political science and considered a number of graduate schools, including the Harvard Kennedy School of Government," says Justin. "The thing that makes HBS stand out is its emphasis on leadership. That really spoke to what I was looking for: What's going to help me be the best Navy officer I can be?"

Lessons that apply underwater

Just a month after graduation, Justin's life took another important turn when he married his wife, Patricia. They live on campus; Patricia is pursuing a nursing degree at Bunker Hill Community College while Justin pursues his MBA.

Justin's ambition is specific: to be a commander in the Submarine Force. "Every summer at Annapolis the school sends you to a different part of the Navy," Justin explains. "They're all great, but what impressed me about the submarines was the sailors — the passion they have for their jobs. More than half of them have gone to the Nuclear Power School, the toughest academic program in the military.

"One thing about being an officer on a sub," Justin continues, "is that there's no hiding in an office. You have to lead by example. HBS teaches that kind of management approach. The entire case study method forces you to make tough decisions in front of 89 other people. Two or three times a day. No other school does that. But in the Navy, I'll be forced to make similarly tough calls with my sailors. That's real preparation for leadership.

"Another thing that's so great about Harvard is its understanding of the military," says Justin. "Here, they get the connection between business and military leadership — something other business schools don't get." In addition, Justin has found HBS willing to make accommodations for the demands of his active duty status, which other business schools were not willing to do.

And his fellow MBA students? "What's really struck me here is how eager students are to help you," Justin says. "I thought it would be super competitive. Yes, we want to do our best, but we also support each other. People volunteer contacts for jobs. They openly exchange phone numbers and addresses. It's an incredibly cooperative environment."

At sea and beyond

As part of his Immediate Graduate School Program agreement, Justin is committed to six years of service in the Navy. Once he has fulfilled his obligation, he'll weigh his options. "I'm definitely interested in a leadership role," he says, "probably in operations, perhaps in energy or nuclear power."

Luana Bichuetti, MBA 2010

With the exception of three high school years in Argentina, Luana Bichuetti lived all her life in Brazil. But three years of consulting at A.T. Kearney, Luana says, "made me realize I needed a broader perspective. I've always enjoyed the problem-solving side of business. Now I wanted a bigger point of view."

Encouraged by her father, an alum of HBS' Owner/President Management Program (OPM), Luana applied and was accepted to three prominent MBA programs. Visiting the HBS campus tilted her choice in HBS' favor. "I was surprised by the people. The students here have an amazing variety of backgrounds," says Luana. "The professors are very open to students. And they're not just academics; their work and board experiences inform their teaching." Campus life impressed her as well. "The clubs allow you to explore both professional and personal interests — the School has an infrastructure for what you want."

Making it real

But the clincher was the case method itself. "Case study makes the issues very real," Luana says. "By learning from real-life examples, we have a chance to put theories into practice." The stakes, however, are greater than the sum of the business lessons. "HBS always challenges you to make the right choices when economics and ethics come into play. We're always looking at values, at the role of a leader to set good examples."

Before she arrived at HBS, Luana had worked at Endeavor, a nonprofit that connects entrepreneurs with experienced business executives. "I saw that it wasn't enough to be eager — you have to learn how to be more effective." As co-president of the Volleyball Club, Luana "helps students who have the desire, but haven't played before." She sees that as a reflection of the kind of work she has done, and would like to continue to do, with entrepreneurs. "They want to make things happen," Luana says, "but sometimes you need to step back and think things through, like finding the right tools or the right timing."

"Anything's possible."

"People I've met here," says Luana, "have done everything I can imagine — and many things I cannot imagine. It makes you believe that anything's possible." For herself, the possibilities include an internship with a leading global insurance provider this summer, in Chicago and Paris. After graduation, Luana says, "my short-term goal involves consulting and industry. Long-term, I'm interested in starting my own business or working with other entrepreneurs."

Oliver Bladek, MBA 2010

Early in his career as a consultant with McKinsey, Oliver Bladek recognized the hard impact of so-called "soft" skills. "I was working on a major, $10 billion oil project that included everything from drilling thousands of wells to transporting refined oil to market," Oliver says. "But engineers in different functions don't like to talk to each other. So the drilling engineer specifies a four-inch hole, while the pipeline engineer plans for a six-inch hole. It took a lot of communication — plus rigorous data analysis — to put the project on an accelerated timeline."

After a few years at McKinsey, Oliver became restless. "Consulting is good for thinking, but I wanted to learn about doing," he says. Oliver moved to Bell Canada where he led teams tackling projects such as eliminating customer billing errors that cost the company hundreds of thousands of dollars each month. "Fixing the issues proved much harder than I had imagined," Oliver says. "I realized I needed something else. I wanted to learn more about how to manage and truly own a business."

Taking flight

Specifically, Oliver became interested in airlines. "The airline industry is a fascinating place to work. There's no shortage of problems to solve. But when you do it right, I think you have something truly incredible," he says.

Oliver's ambition took two parallel paths. One led to a pilot's license. The other, to HBS. "I came to HBS because of its mission to educate leaders who make a difference in the world," Oliver says. "How do you organize people to do something amazing? HBS' general management emphasis is exactly right for the airline industry where some of the biggest challenges come down to people. You need a strong eye for talent, and a real sense of the business' day-to-day operations to make a difference. That means being conversant in all business issues while being able to go deep into two or three."

"One of the things I've learned through our cases," Oliver says, "is that it's not always about what you do or say, but how you're perceived. One action can be seen in different ways that lead to different outcomes. For me, the lesson is to not get frustrated when I'm misunderstood, but to ask myself, 'Why did that person hear me that way?'"

Friends for life

"I've been surprised by how collegial it is here," says Oliver. "The only real competition I see is in our intramural sports leagues. We work together to prepare for case discussions, we do mock interviews to help each other with job searches. It's a community where we look out for each other, without any sense of cutthroat competition."

For the summer, Oliver is looking for an airline internship. "After graduation," Oliver says, "I'd like to consult for airlines to gain experience about how global airlines meet their customers' needs, and then make the transition to management where I can have direct oversight over part of the business."

Damali Brown, MBA 2010

After her first full year of college at Spelman, Damali Brown returned to her hometown, as many students do, to find summer employment. But in Buffalo, New York, Damali says, "The best-paying job available was at a local brass mill, doing blue-collar work. That opened my eyes to the importance of top-tier education and having access to opportunities for advancement."

When she returned to school the following fall, she joined a student business organization at Spelman. "Many of my colleagues there had Wall Street internships that sounded amazing," says Damali. That year she applied and was accepted as a Fellow by Morgan Stanley, initiating a working relationship that began with a summer sales and training position and that led to five years of employment in various positions at the firm.

Equated with excellence

Damali began considering business school while an undergraduate. "A lot of the distinguished speakers who came to visit Spelman had MBAs, many of them from Harvard," she says. "I equated excellence early on with having an MBA from HBS." Reflecting on her background, Damali observes that while "my parents always stressed educational excellence, this wasn't usually expected of most students in the public schools. In Buffalo, expectations were low. I wanted to defy the expectations."

Her first visit to HBS proved favorable. "I was impressed by the people — faculty, staff, and students — they were extremely open and willing to talk to me. Despite the stereotypes some people hold about Harvard, this is a very collaborative, helpful place."

Stepping outside the comfort zone — and up a steep and distant mountain

Encouraged by her experience, Damali has been determined to "step outside my comfort zone. I want to do things I would never have done before. For example, I'm not an outdoors person — so I joined the Outdoors Club." Last December, she and her club colleagues climbed Mt. Kilimanjaro: "Seven days of hell," Damali says. "Six to seven hours of hiking every day. But it gave me a local perspective on global issues we had discussed in Business, Government and the International Economy (BGIE). Watching the Tanzanians who carried 35 to 45 pound loads for us every day — for just $40 for the week — gave me real insight into how they live and how hard they work."

In another example of stepping out, Damali says, "I've never been good at public speaking. Now I'm forced to defend my position to 89 other students every day. And in Sankofa [an annual live show at HBS], I pushed myself to be the narrator, even though there were times when I felt uncomfortable. Growth comes from pushing myself."

Taking the initiative

The biggest lesson she's learned from HBS involves leadership, Damali says. "Before, when I saw things that were wrong, I'd complain about them. But HBS has taught me to look for alternative solutions and apply a willingness to seize the initiative." Putting her beliefs into action, Damali recognized a need for the African American Student Union (AASU) to engage with black students in other business schools and other Harvard graduate schools. "So I helped invent a position that hadn't existed before," says Damali, "and became a co-Intercollegiate Representative responsible for building those connections."

During her summer internship, Damali plans to return to Morgan Stanley to work within the FrontPoint Partners hedge fund. Long term, "I'm interested in social entrepreneurship to bring educational and economic opportunities to underserved communities."

Tiera Brown, MBA 2010

Growing up, Tiera Brown wanted to become a doctor and have her own practice. She'd watched her father run his own legal practice. "I love the freedom and autonomy of running your own business, "Tiera says, "but I always told my dad I never wanted to be a lawyer." In college she realized that the business aspect of having her own practice was more appealing than practicing medicine. "I decided I didn't want to go into medicine — but there was no reason I couldn't work on my own, in business."

To gain more corporate experience, she entered Lockheed Martin's Leadership Development Program where she fulfilled two years of a three-year plan.

No half measures

"As much as I loved the Lockheed program, I left it to go to HBS," Tiera explains. "I could have participated in a part-time MBA, but I knew I wouldn't be able to give it my complete attention. I don't like to do anything half-way — I wanted to give this my all."

An event on Prospective Students Day reinforced her conviction. "I was amazed by the H. Naylor Fitzhugh Conference," says Tiera, "that it was run and led by student members of AASU and that it attracted such a high caliber of speakers and panelists." One of the speakers, in fact, was accomplishing something similar to Tiera's ambitions. "I met Earl Phalen, the co-founder of an after-school program, Building Educated Leaders for Life, that works in conjunction with public systems. We continue to stay in touch."

About HBS, Tiera says that, "I've never been in a place where you could select someone at random and get an amazing story. And the faculty are top-class. They're not afraid to lean into their personal lives to share insights that will help us prepare our futures. They understand the need to balance work and life — the faculty want to help build the whole person."

Spreading seeds

Tiera has already demonstrated leadership in her RC year. As a participant in the Board Fellows Program, she has been collaborating with another HBS student, Sridhar Prasad, to help a social justice organization, Appleseed, grow its Massachusetts office. In the New Orleans immersion, she led a team of six that consulted with Neighborhood Housing Services. "They had been in the city for over thirty years and should have been booming after Katrina, but weren't," says Tiera. "We helped them formalize their word of mouth program and reinvigorate their brand."

For her summer internship, Tiera will work with New Sector Alliance in Boston, a nonprofit consulting firm. Part of her summer project will be helping New Sector to partner with UNCF (formerly known as United Negro College Fund) to recruit more students from historically black colleges into nonprofit careers.

Beyond HBS, "I'm determined to open a school," says Tiera. "Education is the way I learned to advance myself, and I'd like to make it work for others." Tiera will use her EC year to put together a business plan for "Brown Academy," and will apply her first few years after graduation to "exploring the nonprofit environment and expanding my network in the field."

Kelly Carson, MBA 2010

While a freshman at the University of Kansas, Kelly Carson approached The Center for Community Outreach, the school's "volunteer clearing house," with a bold proposal. "I saw an immense groundswell of people who wanted to learn English," Kelly says. "And I knew there were many KU students who wanted to improve their second language skills. My idea was to bring them together to form a mutual partnership." The resulting program became Project Bridge, in which KU students tutor community ESL students in their homes. By the end of Kelly's sophomore year, Project Bridge had connected more than 50 pairs of language learners. "It took off more than I could have imagined," says Kelly. "It was like creating a business from the ground up, which I had no idea how to do. But I just did it."

Expanding her skills — and herself

Kelly's experience with Project Bridge, and with a for-profit, LifeBound, a publishing and coaching company that teaches study skills, made her "more interested in business in general and nonprofits specifically. I wanted knowledge and skills that would make me a more effective contributor." She had the opportunity to explore many of these skills through El Pomar Foundation, a nonprofit organization based in Colorado Springs that provides grants to support the arts, education, health and human services. As a participant in the organization's fellowship program, Kelly received two years of leadership training.

HBS, Kelly believed, would advance her leadership potential. Her career at HBS the school began with the summer Analytics program. "It's fantastic — it puts everyone on an equal level," Kelly says. More importantly, it gave her confidence. "When I first arrived, I wondered, 'What could I possibly bring to a room of private bankers and venture investors?' Then I learned that management experience is valuable wherever it comes from."

"I'm really attracted to the case method," Kelly adds. "You're not just learning; you're learning by doing. You learn to question your own assumptions. When you speak in front of 89 other smart and accomplished people, you want to be sure you're prepared."

But HBS isn't just about new skills; it's about a renewed person. "HBS is really a lesson in balance. Not just between class and social life. But of the value of what's happening now, in class, and of the opportunities you see for yourself in the future. The truth is, you don't just come for career enhancement. You come to be transformed. Often, you don't realize the evolution you're going through until you step away. When I went home on winter break, I couldn't read a business story without thinking about how I would handle the same issues, how I would lead."

Jolie Chow, MBA 2010

At age thirteen, Jolie Chow lifted her voice among hundreds of choir members who were celebrating one of the defining moments of the twentieth century: the transfer of Hong Kong from British to Chinese Authority in 1997. "It meant a lot to everyone," Jolie says, "but no one knew what to expect next. Many of my friends emigrated to other countries out of fear, uncertainty."

Jolie, however, was filled with curiosity. "The handover prompted me to wonder what it means to be part of an international community," she says. Living in Hong Kong, an important Asian financial hub, inspired another perspective as well. "I wondered what business might mean to governance, to sovereignty, to ordinary lives."

That curiosity led to an undergraduate education in the United States. "In Hong Kong, ambitious students were supposed to become doctors or lawyers," Jolie says. "But I was interested in international studies. And I wanted a perspective outside of Asia."

After completing a BA in Economics and International Studies at Yale, she returned to Hong Kong for two years of investment banking experience with Morgan Stanley.

More than one right answer

As an advisor to many Chinese media and technology companies making their IPOs, Jolie found herself "helping them position their companies and building business models. I liked this advisory role, but to be more successful, I needed to look at business through lenses outside of finance."

HBS has changed the way Jolie sees leadership and decision-making. "I used to think that there was one right answer," Jolie says. "In my first cases, it was hard; I was scared to pick choice ‘A, B or C.' But what you see in your section is different leadership styles shaped by different backgrounds and environments. Here, it is okay to go in different directions and arrive at different results. What you learn is that it's important to understand why you came to a certain decision. And that you need to create supporting plans to help you achieve the results you want."

Back to Hong Kong

In her section, Jolie organizes informal lunches "with presentations in which we talk about our home countries." She also organized a recreational trip to southern France.

For the summer, "I'm working with Star TV, a subsidiary satellite network of News Corporation, to work on strategy and business development," Jolie says. After graduation, she would like to return to the media industry, "perhaps through finance, or directly in a media company. I want to find ways to positively influence people's lives," she says. Jolie sees media experience as a key step toward her ultimate goal, "to become the Chief Executive of Hong Kong."

Ricardo De Armas, MBA 2010

Ricardo De Armas leapt into business at an early age, cofounding a computer hardware retail operation in his second year of college. After graduation, he sold his stake in the business and worked full time for Procter & Gamble in Caracas, Venezuela.

"In school, I concentrated on banking," Ricardo says, "but in my first internship, I found it very bureaucratic. P&G gave me a chance to pursue finance in a more dynamic environment." Over a four-and-a-half year tenure, his responsibilities were both deep and broad. "At first, I oversaw all production costs for feminine care products in Latin America," says Ricardo. "Then, in a senior position, I managed material and productions costs for our baby care business. Finally, I was involved at the intersection of marketing and marketing research as financial analyst for Ace detergent [the South American equivalent of Tide]."

Value of shared experiences

To make his next career move, Ricardo wanted an MBA. Choosing HBS came easily. "The alumni network here is the best," says Ricardo. "Not just in size, but in quality. Alumni are always receptive to students. And when I talked to my former supervisors and friends about my MBA options, they all said, 'HBS.' "

"The case study is not something I ever had in college," Ricardo explains, "so at first, I was a little reticent. HBS challenges me to communicate more effectively — and to share ideas that are often contrary to many other opinions. But the beauty of the case method is that the professor doesn't provide the answers. You learn, not just through theory, but through the experiences of the other 89 people in your section."

"By studying all year with the same 89 people, you become very close," Ricardo adds. "Many of them have hardcore finance experience I don't have. But everyone has something to contribute. For me, it's the experience of managing products in a market where 50% of the base is lower income — that's a source of insight I'm able to bring to the group."

Streets of New York

Last December, Ricardo joined about 40 HBS colleagues for a one-day, whirlwind tour of five Wall Street banks: UBS, Credit Suisse, JP Morgan, Goldman Sachs and Morgan Stanley. "Usually, we were welcomed by a few associates," says Ricardo. "The highlight of the day was when Jamie Dimon, the CEO of JP Morgan, came down to speak with us, taking questions for twenty or thirty minutes."

Dimon's may be the kind of career path Ricardo would like to pursue. This summer, he'll assume an internship with Citigroup in New York.

Brandon Gayle, MBA 2010

In the 1970s, Brandon Gayle's family left Jamaica for New York State where they settled in Rochester. "I watched my mother build her career over time," Brandon says, "from serving as a bookkeeper at a local television station, to night school at a community college, to working for Eastman Kodak in their Credit and Service Marketing Departments. All the while, the value she placed on education was clear."

At Harvard College, the value of education and business intertwined. "I worked for Harvard Student Agencies where I ran a temp agency for students and the Harvard Bartending Course — it was a great opportunity to turn around a business that was struggling, which my team and I did," says Brandon. Approached by recruiters in investment banking and consulting, Brandon chose the latter. "I felt that consulting would give me the best opportunity to see multiple industries and acquire a tangible set of skills."

Developing a deeper playbook

Three years at Bain exposed Brandon to "several analytical projects in aerospace and defense: building models, gathering data, and market research, as well as more client based work in consumer products, insurance, and housing."

Then an opportunity opened in an exciting and unexpected arena — sports, specifically, working with the New York Jets. "They were looking for help with strategic planning," Brandon says. "It was a great opportunity; they were in the process of financing a new stadium and relocating their operations from Manhattan and Long Island to Florham Park, New Jersey."

While his stint with the Jets was successful in many ways it also felt incomplete. "I didn't have the impact I thought I should have," says Brandon. "I needed deeper management skills that would help me truly drive change in organizations." That need led back to Bain, then to HBS.

"The case method is special in ways I can only begin to describe," Brandon says. "I'm forced to make decisions with every case and defend my positions in class. Over time, I've become more comfortable with ambiguity. I'm also able to come in with a position I might later abandon in light of what others say. Being comfortable changing my mind — I didn't really know what that meant until I got to HBS."

Further journeys

Brandon continues to exercise leadership as he pursues his MBA. He was recently elected Co-Social Chair of the African American Student Union. In addition, during his first year he helped organize the Caribbean Business Club trek, "the only business conference," Brandon notes, "that is off-campus. It was a great opportunity to get involved and see how business in the Caribbean is done." On another trip, Brandon joined fifteen HBS colleagues for a three-day weekend in Russia where they visited Moscow's highlights, "like the Kremlin and Red Square."

This summer, Brandon will be in Chicago, working as an extension of a Bain project team that is helping to open a charter school in September. After graduation, Brandon says, "I'm going back to Bain with an eye on gaining more management experience. Long term? I want to be a team president in the NFL."

Bei Guo, MBA 2010

As an analyst at Citigroup in Japan, Bei Guo gained firsthand experience on the impact of equity capital markets on Asian business. "There are many excellent companies in Japan," Bei says, "and China is on a growth path in which it's developing business models that had never existed before."

"But I had no experience outside of Asia," says Bei. "An HBS MBA would expose me to the culture of the West. And it would give me an opportunity to round out my financial experience with skills in other areas, such as marketing, strategy, and negotiations."

From skepticism to speaking openly

Bei confesses that she was "initially skeptical about the case method. But HBS does a great job transitioning students to a speaking mode." She is especially appreciative of the Learning at HBS class that prepares students for case study method. "How do you bring 90 students from different backgrounds into one place where it's safe to speak freely? Right away, we talked about the most sensitive topics: race, ethnicity, political correctness. After going through that, we felt we had nothing left to worry about!"

"HBS builds a classroom experience that's similar to the business world," Bei observes. "You have to convince others of your ideas. If you can do that here, you become confident you can do it in business, too."

Many cases are supplemented with a special surprise: guest appearances by the case protagonists themselves. "When they're in front of you, talking about their challenges, the cases become even more real," Bei says. "You see the enthusiasm and passion in people. You see what it really takes to lead."

Expanding her horizons

In January, Bei participated in HBS' first IXP trip to Israel with more than forty other students and faculty. "It was amazing to see such a small country, in the middle of a war, so engaged with entrepreneurship," Bei says. "They don't have oil or other natural resources; brain power is their resource, so they invest heavily in education, R&D and venture capital." With her colleagues, she visited businesses that ranged in size from a start-up "that began in a hotel room with a couple of laptops" to a large manufacturer that was developing a new, much less expensive coronary artery stent.

Bei's summer internship will provide her first job in China — as a consultant with McKinsey in Shanghai. "The position," Bei says, "will help me integrate what I've learned at HBS, in strategy, operations, and marketing."

Once she completes her MBA, Bei foresees a few years of working with other businesses before starting her own venture. "It's all a matter of timing," she says. Her dream business involves design and fashion retail in China. "There are many mature models in the West," says Bei, "but there are lots of fresh opportunities in China."

Thomas Grenier, MBA 2010

In case after case, HBS students are challenged to make and defend crucial business decisions. In the summer of 2008, Thomas Grenier and his fellow climber had to make an even more urgent choice: whether to respect the signs of incoming bad weather and turn back from Pakistan's Gasherbrum II, or press forward to reach the 8,035 meter summit.

"We turned back," says Thomas, "to climb another day." Gasherbrum II was one in a series of challenges Thomas undertook with just one partner and no guides. After graduating from Ecole des Hautes Etudes Commerciales, Thomas and a friend raised €60,000 and climbed Cho-Oyu, near Mt. Everest in Tibet. In the summer of 2007, he took a break from his McKinsey consulting position to attempt Gasherbrum IV, a summit that remains unreached.

New heights in America

After successful roles at BCG in Paris and in M&A at SG Cowen in New York, Thomas wanted time for reflection. "I'm interested in entrepreneurship and growing small companies," he says. "I needed two years to step back and think about what I really wanted to do: How can I be as passionate about my job as I am about mountaineering?"

"I also wanted an American experience — and to me, HBS is the American business school for international students," says Thomas. "I didn't want to go to a pure international school — I wanted the flavor of business in America."

But HBS also challenged Thomas' expectations. "The case method is something of a shock," Thomas admits. "I thought I'd learn a lot of content — formulas and models. Here, the emphasis is on skills, which is great, because you can read content on your own; but the section experience and the case method improve skills you can't build by yourself."

The program has also opened up cultural perspectives. Thomas says, "In classes, we talk a great deal about the European emphasis on government regulation and the American belief in free trade. But the United States is where the banking industry has the greatest ties between private business and government authority. This inspires a pragmatic approach to crises that isn't bound to any fixed ideologies."

Healthy interests

"I've been interested in healthcare for a long time," says Thomas. At SG Cowen, he prepared a research report comparing European and American biotech investments. "I showed that it was far more profitable in the United States and that US companies are better at developing new drugs."

Thomas will continue to explore healthcare in his summer internship with Sanofi-Aventis, where he will work on pharmaceutical growth opportunities in Asia. "Eventually," Thomas says, "I'd like to apply entrepreneurial thinking to a small company — to take an existing company and make it great."

Rob Humble, MBA 2010

Rob Humble's degree in mechanical engineering gave him entrée to Raytheon's Operations Leadership Development Program. In the course of two years and three rotations, Rob managed a 45-person team that manufactured aircraft, directed a 15-person team that built components for ballistics defense, and became an analyst reviewing bids and proposals.

"But I enjoyed working with people more than working with numbers," Rob says. "And frankly, I'm ambitious. I saw a cap on what I could do as an engineer. That pushed me toward business."

Being mentored, and mentoring in return

The seeds of an HBS education were planted in Rob's sophomore year when, on a ski weekend with his best friend, he met his friend's father, Staman Ogilvie, an HBS MBA ('73). "I wasn't even thinking about Harvard," says Rob. "But Staman suggested I concentrate on the top ten business schools. After several other conversations, I became convinced HBS was for me."

"Many other business schools are quant-based," Rob notes. "I saw my engineering background as proof I could do that already. I wanted something different — to be able to communicate effectively and persuasively with other people. The case method is the best way of achieving that. If you want to be a leader regardless of context, presence and influence are always relevant. An HBS degree has meaning beyond the first few years out of school."

Staman Ogilvie hasn't been the only important mentor to Rob. "Mentorship is a common thread in my life — both being mentored and mentoring others," he says. In high school, Rob mentored middle school students. In college, he tutored young people and helped build a program that taught middle school students about engineering. Even while he was employed at Raytheon he continued to tutor eighth graders in the Arlington school district.

"I definitely want a leadership role during my time at HBS, too," Rob says. Toward that end, Rob is the Admissions Representative for his section. He's also actively involved in the Tribal Enterprise Group. "We're not a ‘resource group' for Native Americans," Rob notes, "but a way for HBS students to be aware of Native American issues. As a Cherokee, I want to fight the stereotype of Native Americans as being primitive in life and business." In its first event this year, the group visited Mohegan Sun and met with the casino's COO and the tribal chairman. "We were all blown away by the sophistication of their approaches to business and community," says Rob.

Texas calling

Rob's wife Anna (they married in January 2009) hails from Texas. They will return to her home state this summer when Rob assumes a corporate finance internship with Celanese, a Texas petroleum derivatives chemicals company. "I've been tactical in my work so far," Rob reflects. "One way to increase my business acumen is to enhance my strategic capabilities in consulting and finance."

Shaila Ittycheria, MBA 2010

In college, Shaila Ittycheria found an attraction to business and finance. To understand the practical application of finance in a variety of settings, she entered Microsoft's Finance Rotation Program. There, she worked in four areas for six months each over a period of two years. "I built a core set of skills in finance," says Shaila, "but became more intrigued by the business groups' strategy teams." She joined the Online Services Group to work on acquisitions strategies; by the time she left, Shaila was a Mergers and Acquisitions Manager.

"Hands down, some of the sharpest people I met at Microsoft were HBS alumni," Shaila says. Something else impressed her as well: "I was the only U.S.-born person on the team." They encouraged Shaila to do two things, she says: "To get an MBA to gain as much competitive advantage as I could. And they emphasized that there was a world of perspectives I had to be aware of — points of view that would inform my decision-making."

Leadership that has many levels

Shaila was accepted to three MBA programs and was initially attracted to a school with a much smaller class size than at HBS. "I thought the smaller campus would be an advantage," says Shaila, "but when I to came to HBS for Admitted Students' Weekend, I was incredibly impressed by the down-to-earth people I continued to meet. I realized I wanted a place where I could encounter the richest set of perspectives and views outside my own. At HBS, the diversity extends well beyond the classroom walls. Here, you find a range of perspectives you can apply to your core issues: determining a career path, developing a supportive network, finding resources for building a business."

While Shaila came to HBS to find practical answers for urgent business issues, she also found a deeper perspective on the meaning of leadership that she had not anticipated. A particular Leadership and Corporate Accountability class stands out for her, when Shaila and her classmates discussed a case in which an Islamic employee of an Israeli company was harassed and discouraged by hostility from fellow employees after the bombings that took place on the Gaza Strip. "We talked about our responsibility as managers," Shaila says. "What's our role in this kind of situation? How do we manage employees who are acting out of fear? Suddenly I realized that the role of a manager had many more levels than I had expected. You're more than a voice for yourself or your corporation. Sometimes, you have to speak out on fundamental human needs. Beyond corporate rules, missions, and mandates, leadership applies across all facets of life; it is a role that knows no bounds in its application, and HBS is constantly reminding us to never forget that. I never thought I would be empowered and emboldened to be an agent of change based on a mere HBS case discussion."

Deep support

Shaila has also been deeply impressed by HBS' faculty and support staff. "It's unbelievable how far above and beyond the call of duty professors will go for us," Shaila says. "They're truly motivated by teaching. And MBA Career Services has been amazing. I assumed that with my interests in digital media, I'd be on my own. But their resources provided me with more than 20 relevant opportunities for summer internships." With their help, Shaila has found a digital media placement that, she says, "will help me get a sense of the industry and how I might proceed in it after graduation."

Jennifer Kelly, MBA 2010

In the Philippines, Jennifer Kelly grew up under the inspiring example of her parents, both social workers who served in rural communities. "I wanted to follow in their footsteps," Jennifer says. "But in college, I began to see how much impact business can have on society. My parents made a difference by working through grassroots organizations; I saw ways businesses could contribute that were not dependent on donations." As an example, Jennifer refers to the Manila Water Company. "They found a way to lower the cost of delivering water to urban areas so that the poor could have access to affordable, clean water. It's a business model that meets needs on a continuous basis."

From Aceh to Boston

At McKinsey, Jennifer "pursued a fairly balanced career path in both the private and public sectors." In fact, she was among the team of McKinsey consultants who spent six months in Aceh, Indonesia after the devastating 2004 tsunami tore through the island. "We worked with the government, the World Bank, and the Asian Development Bank to build a new organization, the Rehabilitation and Reconstruction Agency, from scratch."

That experience, among others, inspired Jennifer to get an MBA to "acquire more general management experience and hone my leadership skills." Choosing a program wasn't complicated: "HBS was my one and only choice," Jennifer says. "All the HBS alumni I met were strong leaders. They had different styles — some were authoritative, some preferred a service approach — but they were all effective!"

"The case method," says Jennifer, "is a much more challenging way to learn business concepts. It's easy to pick up ideas. But when you examine them in the context of a specific situation — with multiple stakeholders and market consequences and other complications — you see them with all the intricacies they have in real life."

"The biggest thing that has changed the way I think about the world," Jennifer says, "is our exposure to leadership in crisis — to things that can happen that may not have historical precedent. As a leader, you have to face challenges that take you into uncharted territory. HBS prepares us for leadership by teaching us how to structure problems and tackle them. And by instilling a core set of principles I can never compromise."

Helping young people realize what they can do

At HBS, Jennifer isn't just studying social enterprise, she's launching one of her own. Called "LeagueOfDreamers.com," the project, Jennifer says, "is an online platform that matches young people interested in specific careers with successful professionals all over the world. I'm excited about the enterprise because it covers the biggest gap in improving social mobility — helping young people realize what they are capable of doing."

This summer, Jennifer will begin the LeagueOfDreamers.com program in the Philippines. "I've found a large university network to help launch a pilot," Jennifer says. "Also, I've been chosen as an HBS Social Enterprise Summer Fellow, which will help me make connections and establish my enterprise. With growth and greater support, the program will eventually be available to youth all over the world."

Jeremy King, MBA 2010

IAs an undergraduate, Jeremy King pursued a degree in biology, studying ecology, genetics and animal behavior. Though he considered medicine a career, he found himself working with a very different animal. "I interned in the more interesting parts of financial services," Jeremy says. "On graduation, I found a role in consulting to investment banks, exchanges, hedge funds, and private equity. This role was perfect for me to learn more about the industry and build skills outside science."

Through this specialist role at McKinsey, "I acquired a broad set of skills, but had deep experience in only one sector." says Jeremy. "With this slightly narrow experience and a scientific undergraduate degree, I felt that I needed to learn things like marketing, operations management, the more academic aspects of finance and detailed accounting. Doing this full-time at business school seemed be the most efficient way to learn, plus I'd have a chance to study cases and interact directly with many sectors brand new to me."

A world of new experiences

"Beyond academics," Jeremy says, "HBS has given me experiences I wouldn't get anywhere else." For example, Jeremy joined sixty other HBS colleagues on a two-week trek through India organized by four second-year students. "We did everything from participating in a panel event on Indian entrepreneurship in the communist state of Kerala, to experiencing a mock Indian wedding complete with amazing food, flowers, music, and dancing."

On another trip, Jeremy went to New York City with colleagues from the Business of Sports Club. "We toured the new Yankee Stadium and Madison Square Garden," says Jeremy. "And we held panels with senior executives at the offices of the NBA, MLB, NASCAR, and ESPN."

But Jeremy isn't just interested in the business side of sports. In March, he was the HBS soccer team's goalkeeper at the Business School World Cup Competition at the University of Texas. "We drew one game and lost two, but it was an absolutely superb time," Jeremy says.

Additional journeys included the Tribal Enterprise Group visit to the Mohegan Sun casino, "where we met leaders of the Mohegan tribe and operators of the casino business," and a ski trip to Steamboat, Colorado "amazingly well-organized by my section mate and Olympic silver medalist, Travis Mayer." In summary of his HBS experiences, Jeremy says, "my eyes have been opened to the business world well beyond my experience in consulting and investment banking. What I've learned has made me confident that, with the right attitude and skills, I can succeed in any sector. HBS helped me to fill-in the skills that I was missing, and has motivated me to continuously evolve my attitude to different aspects of business."

Andrew Kletzing, MBA 2010

After serving a year-long tour of duty in Iraq, Andrew Kletzing assumed command of a company within the Army's Installation Management Command in Seoul, South Korea. "It was a fantastic experience," Andrew says. "I led 130 American and South Korean soldiers and discovered a passion for general management — for making decisions and owning the consequences."

In addition, Andrew participated in the Korea-United States Friendship Council, a joint group of Army officers and South Korean businessmen who, Andrew says, "foster ties to the local community. My experiences with the group and in South Korea in general made me determined to find a career that gives me similar opportunities for leadership development."

Encouraged by an open environment

"HBS," says Andrew, "is a natural fit for military veterans. There's an emphasis on leadership — more than at any other school. The case method can be intimidating at first. But now I'm completely engrossed in the discussions. Diversity of thought is highly valued at Harvard. The majority of my classmates are more liberal than I am, but that encourages me even more to speak up and help my classmates see an alternative point of view. In turn, they've impressed me by the quality of their thinking. My section-mates force me to perform at a higher level."

Leading a balanced life is also important. Andrew lives in Cambridge with his wife, Kelly, who is fulfilling a leadership development program at Wal-Mart. "I've consciously emphasized my personal life," Andrew says. "If family is a priority, it's certainly very doable at HBS. Kelly and I make it a point to cook together most evenings and spend a lot of time together. At most social events, I bring Kelly along. Although we can't do everything, there's plenty to make us feel involved."

Continued service to country

For his summer internship, Andrew will join JPMorgan in New York to work within its Treasury & Securities Services. "This internship combines general management with exposure to the markets and the financial services industry. I am very excited." he says.

Looking five years ahead, "I'd like to be in a general management position leading people within a large organization. Beyond that, I want to serve my country again. Not in the military, but by using my business experience and knowledge. I love politics and would like a public service or government role. Perhaps even in elected office. One of the great things about HBS is that it positions graduates for leadership across all sectors, private, public, and the government."

Brett Lindsay Laffel, MBA 2010

Growing up as the daughter of transplanted New Yorkers deep in the heart of Red Sox Nation proved formative for Brett Lindsay Laffel. "I was raised as a Yankees fan in enemy territory," Brett says. "In order to wear my Yankees caps to school and risk being ostracized I had to really, really know my baseball."

While many of her peers initiated careers in consulting and banking, Brett kept her eye on the ball. "I sent out tons of inquiries," Brett says. "Then I got my first break — a summer internship with Major League Baseball. The catch? I had to start just three days after graduation."

At MLB, Brett joined the Labor Relations department while the collective bargaining agreement with the players' association was taking place in 2006. Later, she joined the Baseball Operations department of the New York Mets to provide the Manager, coaching staff and other front office personnel with statistical analysis that was used for in-game strategy, salary arbitration, assessment of teams' Player Development programs, and the First-Year Player Draft.

The right time for HBS

After another stint at MLB, Brett looked into getting an MBA. "I loved my job and I loved everyone I worked with," Brett explains. "But I realized that with each year that passes, it would be harder and harder to leave baseball — it was best to get my MBA now."

Brett's first introduction to HBS came when, as a Harvard undergraduate, she wrote her honors thesis with HBS Professor Max Bazerman and PhD student Dolly Chugh on the impact of implicit bias on decision-making. "I knew I wanted to go to HBS right then and there. The faculty love what they do and want to be here."

Reflecting on her first year at HBS, Brett says, "Growth isn't necessarily all happy and cheery. You're truly challenged here. But the experience is genuinely transformative. The case method forces me to form opinions and express them clearly every day. As a result, I can convey my ideas so much more coherently than I ever had before."

"There's also so much to do in a limited amount of time. You have to decide what's important or not — and that makes you much better at time management. And there's personal transformation as well. Taking classes in a section of 90 students creates a common experience. We come from different backgrounds. We have different ideologies, different perspectives — yet we're willing to help each other now and in the future. HBS has opened my eyes to people I might not have otherwise sought out on my own."

Back to baseball

For her summer internship, Brett will be working for a venture-backed technology startup in San Francisco." Eventually, she would like to return to her first love. "But in the short-term, I want to continue to broaden my business skill set outside of sports," Brett says. "I want to learn new things so I can add that much more to baseball sometime in the future."

Behrad Mahdi, MBA 2010

Although Behrad Mahdi was raised in Columbus, Ohio, his could hardly be described as a typical Midwestern childhood. "My parents could not return to their home country after the 1979 Iranian Revolution," Behrad says. "Naturally, politics was a big part of growing up."

Indeed, through college and after graduation, Behrad became involved in a number of political campaigns, including Grey Davis' gubernatorial run in California and John Kerry's 2004 presidential bid. "I loved the life of an organization," says Behrad, "figuring out how to integrate multiple efforts and provide incentives." Seeking a more sustainable leadership experience, he became a special assistant to the founders of City Year.

Learning leadership through regular practice

"Working at the national level," Behrad says, "I got a birds-eye view on how to manage and grow an organization. But after a year, I didn't just want to watch and learn — I wanted to do and learn." Behrad set his sights on Columbia, South Carolina where the local City Year "struggled with fundraising and programmatic problems. What I thought would be a three-month project became a two-year commitment. At first I did everything from meeting with board members to cleaning the office at night. Eventually, I became director of development and external affairs." Within a year, the Columbia City Year moved into the black.

"At the end of two years," Behrad says, "the turnaround was done, and it was time for me to leave. That's when I began to think about going to business school. I had learned so much — unpacking my experiences would be very rewarding. I had strengths in political and nonprofit work. But now I needed private sector experience to really be able to have an impact."

HBS, says Behrad, "felt like the right fit." What's impressed him the most about HBS is the regular, sustained discipline of the case method. "Each day is different," Behrad says. "But whether the subject is finance, corporate accountability or the Nigerian economy, we're always building a kind of leadership intuition."

For Behrad, the experience is similar to his track and field exercises in high school. "Every day, the coaches would make us run slowly, really slowly, to learn our running form. It seemed crazy, but there was logic behind it — muscle builds memory. Without realizing it, we were learning to run, naturally. At HBS, it's the same thing. With the case method, we're building the muscle memory of leadership. We're exaggerating a process to build a habit of inquiry, analysis, diagnosis, and prescription that will be natural to us when we leave here."

Not just a solo effort

Yet Behrad also insists that the case method does more than encourage individual excellence. "When you're sitting in a class of 90 people, you're getting the benefit of the entire class' best attempt to arrive at an understanding of the case. In fact, the best classes are those in which your classmates offer perspectives entirely different from your own. That ability to exchange — and learn from — different points of view is more important than the content itself. It's a communications talent that will serve us well as leaders."

Behrad will apply his newfound skills as a summer intern at Censeo Consulting Group, a boutique operations consulting firm recognized for its emphasis on values and work/life balance. "After HBS," Behrad says, "I'd like to spend ten years or so in the private sector, learning how to solve business problems and create value at multiple levels: financial, social, and public. Then, perhaps, I'll be ready to be more involved in civic life or public office."

Kimble McCraw, MBA 2010

In her undergraduate internships, Kimble McCraw learned a few hard truths about her engineering career path. "As a whole, engineers are very smart," Kimble says, "but they don't get to make the big business decisions. It's frustrating. I realized that business and engineering people didn't communicate well with each other. And that having the skills to bridge both sides would be very powerful."

That realization led her to apply to HBS in her senior year; she was accepted with a deferral that allowed her to gain two years of experience at Osram Sylvania where she was a manufacturing engineer.

Much more than mere lectures

Initially, Kimble wasn't convinced HBS was right for her. "My first thought," she says, "was that I'd go to a more tech-oriented business school." A campus visit changed her mind. "The case method is just much more interesting than sitting through lectures," says Kimble. "And I liked the diversity of the classroom. In fact, you need to have different backgrounds in a classroom to get everything that's important out of a case." This diversity, Kimble notes, encourages cooperation. "I'm good at operations management, but not at finance. With other students, it's the opposite. I help them understand operations and then they help me figure out the finances."

But even the "hard core" finance classes are about much more than numbers. "I took Tom Piper's last accounting class at HBS," Kimble says. "He didn't talk about how to be good at accounting, but about what accounting can mean — about how to be good people. He reflected on the choices made by his previous HBS students and their consequences. His real lesson was about how even small choices can have a big impact."

Experiences outside the classroom have been rewarding as well. Over winter break, Kimble joined a number of HBS colleagues on the Silicon Valley trek. "We met with VC firms, start-ups and established tech companies," Kimble says. "Places like Google and Linden Labs, which runs Second Life. We met a lot of HBS alums who were very welcoming and got us into places we wouldn't otherwise see."

Preparing to lead

Last fall, HBS celebrated its 100th anniversary. "Lots of alumni returned to campus to share their stories," says Kimble. "So many of them talked about how they hadn't planned on being the leaders they became. They were in situations that forced them to rise to the occasion — but they were ready for it. That's what HBS prepares us to do."

Specifically, Kimble is preparing for a future in clean technology. "I want to help us meet the needs of today without compromising tomorrow," she says. The Arthur Rock Center for Entrepreneurship "has been very helpful; they offer connections, legal help — even conference room facilities." After graduation, Kimble says, "I'm looking to work with other start-ups for a few years before I go out on my own."

Catherine Neale, MBA 2010

Catherine Neale comes from a family with a long tradition of public service. Her grandmother, for example, led a branch of the Red Cross in England for over a decade. It was no surprise to anyone when, in the aftermath of Hurricane Katrina, Catherine spent the winter break of her senior year in New Orleans, "helping people gut houses and reopen schools."

But unlike many volunteers inspired by the intensity of the moment, Catherine returned to the Crescent City. "There were many groups down there," Catherine says, "but I wanted to join a group that was actually working, not just talking." That led her to Habitat for Humanity, first as an AmeriCorps volunteer for ten months, then as a full-time staffer for another one-and-a-half years.

"I started by building houses, coordinating teams of fifteen to forty volunteers," she explains. "Then I moved into construction management, dealing with subcontractors, inspectors, materials and utilities." In her final year with the organization, Catherine served as liaison for the executive director, managing government and international relations and, among other responsibilities, organizing the 25th Annual Jimmy and Rosalyn Carter Work Project. The former president, Catherine says, "could swing a hammer better than most of the staff."

Insights from the private sector

While at the University of Virginia, Catherine served as the student liaison to the Board of Visitors where she noticed that "businesspeople can add a lot of insight and sound judgment to nonprofit or public institutions." That impression was confirmed through her involvement with Habitat for Humanity. "At every level, good business experience can improve the efficiency of nonprofits," says Catherine.

Intrigued by HBS' reputation, Catherine's interest in the school was reinforced by its diversity. "At least thirty of my ninety sectionmates come from other countries," Catherine says. "And there's a higher percentage of women here than at many other business schools."

Most important, however, is the school's commitment to social enterprise. "It's not just the broad selection of available classes — in environmental issues, managing nonprofits, managing education ventures. HBS encourages social enterprise for everyone at the school," be it through nonprofit board positions or awareness of the social impact of business decisions.

The learning is reciprocal. "Listening to other classmates makes me want to get some private sector experience," Catherine says. "And there's no better place in the world to find a private sector job that would help me get skills useful in the public sector."

Looking ahead

This summer, Catherine will work with the Boston Consulting Group in San Francisco. Once she fulfills her MBA, "I want to go into the private sector for a few years and learn more about management and best business practices. My long-term goal is to manage a large, international nonprofit organization."

Alex Nelson, MBA 2010

During the long, cold winters in her home state of Minnesota, Alex Nelson daydreamed of "a better car heater that would warm up immediately, like a hair dryer." Although she never built that heater, the daydream symbolized her larger ambition. "I want to do things that would have a big impact and help a lot of people," Alex says.

In practical terms, her dreams led Alex to MIT for a degree in mechanical engineering and to General Motors where she served two summers as an engineering intern. "But I wasn't happy as an engineer," says Alex. "I felt it was hard to have an impact or make changes in my role." Subsequent conversations with her MIT mentor reinforced her growing convictions and led to a new kind of role: consulting. "The more I learned about it," Alex says, "the more I realized that the things I wanted to do as an engineer — solve complex problems and meet people's needs — I could do more effectively as a business person."

Finding meaningful roles

After just over two and a half years with Boston Consulting Group (BCG), where Alex worked on a variety of marketing and retail assignments, she applied to HBS. "I viewed the school's general management program as having the broader perspective I needed," Alex says. "And I would learn more about collaboration and communicating by working with a diverse group of people."

The meaning of that diversity became apparent early on when Alex participated in a group project in which team members were arbitrarily assigned to different business roles. "We quickly realized that some people were much better suited to their assignments than others," says Alex. "I learned a valuable lesson: one person can't do everything — it's important to match the right skills with the right roles."

"The flip side of that," Alex says, "is more personal. We all have the potential to do many things well — but that doesn't mean we'd find them equally satisfying. It's not just about finding opportunities, but choosing the right ones. The beauty of the case method and the Required Curriculum is that they challenge you to rethink the way you make decisions — and even how you look at your career. I'm always questioning my preconceived notions about what I would do in a particular case, or what I think I'm best at in business."

In her own fashion

Contrary to engineer stereotypes, Alex has always been interested in fashion. This summer, "I plan on interning with a luxury goods retailer in New York," she says. Next year, she will co-run the HBS Fashion Show.

"I'm planning to return to BCG after graduation," Alex says, "and will continue to focus on retail management. Longer term, I'm interested in entrepreneurship. I'm toying with a variety of ideas, including one for a fashion business that redefines luxury in terms of uniqueness and quality instead of labels and price."

Kayode Ogunro, MBA 2010

Many people read business books. But Kayode Ogunro is one of the few who really act on them. In his senior year at Harvard, after two banking internships with Merrill Lynch, Kayode picked up a book on venture capital and private equity by HBS Professor Josh Lerner.

"The chapter that struck me was on VCPE in emerging markets," says Kayode. "I realized that this was the way to bridge the gap between small-scale angel investing and large-scale equity markets." Kayode, whose parents are from Ghana and Nigeria, had long been interested in the power of private enterprise to bring positive change to Africa. "VCPE seemed like a pretty efficient way to finance growth," says Kayode. An e-mail exchange with Professor Lerner evolved into a guided thesis project on foreign direct investment and private equity in emerging markets, particularly Africa.

Getting an insider's point of view

After college, Kayode explored investment strategies from multiple angles, first with two years at Weston Presidio Capital, then with Deutsche Bank's private equity arm, RREEF. This summer Kayode will be interning in London with Actis Capital, a UK-based emerging markets private equity firm.

"I studied liberal arts at Harvard," Kayode explains, "and I was looking for a way to fill in my professional skills." His love of his alma mater, plus the encouragement of mentors, directed Kayode to HBS.

"The first year here is all about one question: What does it mean to be a manager or leader?" Kayode reflects. "It's like a basic training that helps you find the blind spots. I came in as a number-cruncher and needed to look more toward leadership. The Required Curriculum opens up perspectives from marketing, from operations, from entrepreneurship. It provides an overall competence in all management aspects that really makes sense."

"At Weston Presidio," Kayode says, "I had seen a lot of companies in similar situations. But now I can see them within a more analytical framework, an understanding of why some processes are more effective than others. Before, I had an outsider's view; now, I have deeper insight into key business issues."

International involvement

In his winter and spring breaks, Kayode participated in the China and India IXPs respectively. "I got to see two very different models of development," says Kayode. "China is government-led and better organized. But India has greater private sector involvement and is letting go of bureaucracy."

Both models, Kayode believes, can offer insights for Africa. "I want to get involved in African emerging markets and private equity," he says. "Eventually, I'd like to direct policy, and perhaps take a more social enterprise approach to aid and education."

Rocio Parra, MBA 2010

With a father who has a PhD in electrical engineering, and two older siblings who also pursued engineering degrees, it seemed only natural that Rocio Parra would continue the family's engineering tradition. "I always assumed that I would go into business on the technology side," Rocio says. In fact, she completed a couple of high-tech consulting internships while attending Stanford.

But her senior project led to a major change in plans. "I was part of a team that conducted marketing strategy for a digital magazine," Rocio explains. "Our job was to measure the interest among students and faculty. We did quant studies on campus and on Facebook, plus qualitative studies through faculty interviews and close observation of students using the product. Our team won first place — and I became really interested in marketing strategy and customer behavior.

Bring your "big" pants

Consulting appealed to Rocio, but she also wanted "a broad perspective on business beyond marketing strategy — a complete general management perspective." Her choice of MBA programs came down to one other program or Harvard.

"It was tough," says Rocio. "They're both excellent schools and I visited each of them twice. But it was something Dee Leopold [HBS Admissions Director] said to prospective students that swayed me. She held up a huge pair of pants and told us that if we're coming to HBS, we better bring these — not because we would get big, but because we were going to grow, as professionals and as persons."

"At first, I was skeptical about the case method," Rocio says. "Coming from an engineering background, I was used to a lecture style. Then I realized that the lessons would be the same at just about any business program. But the skills I wanted to build — to speak up, to make rational points and defend them — I wouldn't get anywhere else. Here, the constant speaking and interaction develop important leadership qualities. You build courage. On the spot."

International perspectives

"I've been amazed," says Rocio, "by the variety of perspectives here. Just today, we had a case about debt restructuring in Argentina — and we got an insider's view from a Venezuelan student who had bought Argentine bonds. This is the kind of thing that's always opening our minds."

Rocio's special interest, luxury goods ("I would love to consume them!"), has been tested by this variety of view points. "I can look at luxury from a demographical perspective and wonder how the current economy has affected the buying habits of the top 2% of consumers. But I can also take an international point of view and see how Tiffany has benefited from an influx of foreigners taking advantage of a declining dollar."

This summer, Rocio will take a closer look at buying habits via internship with American Express in New York, where she will explore credit card marketing. Looking past graduation, Rocio says her options are open. "I'm considering marketing positions, consulting, or retail management with a focus on marketing and merchandising."

Tony Perez, MD/MBA 2010

As a candidate in the joint MD/MBA program, Tony Perez has a very specific focus: healthcare. "I'm interested in practicing medicine and in administration — running a large medical center," Tony says. "HBS helps me integrate general management with clinical medicine."

"Doctors are excellent at caring for patients"diagnosing and treating disease," says Tony. "But the overall American healthcare system has not been so good at creating a sustainable model for healthcare delivery. Our system has not been able to integrate its many players — doctors, hospitals, insurers, pharma, and government, whose goals historically have not always aligned. We need people who can address fundamental policy and management issues."

Finding his voice

In his fourth year of the five-year joint degree program, Tony is immersed in HBS' Required Curriculum. "Healthcare is part of just about every class," Tony notes. "It's a good way to see healthcare from multiple management angles, such as operations, organizational behavior, corporate accountability, and strategy."

Even more important is the program's emphasis on leadership. "The case method is a phenomenal way for me to find my own voice. We're forced to make thousands of management judgments each year. As in medicine, in which we are trained to make timely decisions to save lives, managers are required to make difficult choices that have deep societal consequences. At HBS, you become comfortable tackling complex managerial challenges with imperfect information. And in healthcare, that's essential, because we need to make important choices without knowing what the landscape will be like in five or ten years."

"The diversity of student opinions and voices at HBS is always energizing," Tony says. "You get the perspectives of former consultants and marketers jostling with those from students who have worked in manufacturing and nonprofits. There's a constant give-and-take among people who see the world in very different ways."

Life goals

"What impresses me most about HBS," says Tony, "is that it's really not just about achieving individual success, but about determining how we will make our impact on the world around us. It's about solving problems and finding ways to make a contribution. There's a desire to serve society by applying management skills to challenges."

This summer, Tony will go deeper into the clinical practice part of his profession by entering a medical rotation at Brigham & Women's Hospital in Boston. His ultimate goal, however, is to impact health through both clinical medicine and management: "In addition to dedicating my life's efforts to caring for patients, I'd like to one day be president of a large hospital or healthcare system."

Nathalie du Preez, MBA 2010

For Nathalie du Preez, passion for her country has also been the driving force behind leaving it — at least temporarily. "I love South Africa," she says, "but as a legacy of apartheid, it's very separated from the rest of the world. To make a difference in my country, I had to leave it to see it from other perspectives."

That desire for different points of view led Nathalie to the United States, where she fulfilled a business degree at Wharton and later worked for Goldman Sachs. These formative experiences inspired her to seek perspectives on other aspects of business.

Finding leadership she can take home

Nathalie suspected that with its emphasis on leadership and the diversity of its student body, HBS would give her the multidimensional insight she sought. Her first visit confirmed her expectations. "I attended a strategy class on an admissions visit," Nathalie says. "Afterwards, five students approached me to talk about South Africa and investment opportunities. It struck me how inquisitive and curious HBS students are — and it made me want to go to school here."

Now that she's deep into her RC year, Nathalie sees important connections between what she's learning at HBS and what she hopes to bring back to Africa. "Where leaders often fail," she says, "is in not having humility or an understanding of the different aspects of different people. HBS brings in the communication skills. When you're in a class sharing complex views with others, it sharpens your emotional intelligence — you become more astute. As a leader, you have to take into account different perspectives. HBS courses give you a taste of what you'll face when you graduate."

As an example, Nathalie refers to a Leadership and Corporate Accountability case about child labor. "Initially, I thought the issue was simple. I went into class firmly opposed to child labor," says Nathalie. "Then I heard from a couple of students from India who revealed a different side of the picture: for many children, this is the only way they can survive. Suddenly the question was not merely whether child labor should be abolished, but how to address the underlying social conditions that give rise to a culture of child labor.

"Roots and wings"

For her summer internship, Nathalie will work with the luxury goods giant Richemont in Paris. In a welcome addition to her financial background, she will be involved in strategic management and marketing, conducting competitive analyses of 18 luxury brands including Mont Blanc, Cartier, and Van Cleef &Arpels. Founded by a South African and headquartered in Switzerland, Richemont has the multiple connections Nathalie wants.

"For me, it's about roots and wings," she says. "I want to be true to my African roots, but I also want to reach into the rest of the world." Ultimately, she wants to return to South Africa with lessons she's learned at HBS. "I'm strengthening my moral and ethical compass by being here," says Nathalie. "I'm learning to see the best in people, and through them, the best insights in so many aspects of business: marketing, finance, ethics, and management."

Kevin S. Rollag, MBA 2010

Kevin Rollag came with his family from Panama to the United States when he was fourteen. Although his Tacoma, Washington community respected education, the prevailing assumption, Kevin says, "is that smart people become doctors." But Kevin wanted to teach. As an undergraduate at Washington University, he served in two different volunteer agencies: Teach for America and Upward Bound, a government-sponsored TRIO summer enrichment program for underserved communities.

"While volunteering," Kevin says, "I realized that day-in, day-out teaching would not be where I would have the greatest impact. I began to wonder if I could make a greater contribution from the outside." Kevin's renewed sense of purpose took him into leadership roles, first at his fraternity, then as president of The Thurtene Carnival. "It was quite an honor," Kevin notes. "Thurtene is the largest student-run charity event in the country." Each year, Washington University picks thirteen of the most prominent student leaders to manage the event. "I discovered that I liked inspiring others; I liked leading a group of dedicated people."

Finding a more nuanced view

"Because I hadn't planned on a business career," Kevin says, "I didn't take any business classes in college." His stint at Deloitte Consulting in Chicago did give him intense exposure to digital and internet technologies. "But it was hard to wrap my mind around all the nuances — legal, ethical, and global — of all this unbounded technology," says Kevin. "I needed a comprehensive introduction to business fundamentals while getting a high-level vision of how organizations are put together."

At HBS, many of the biggest rewards have come from the case method of study. "I'm really engaged by this type of learning," Kevin says. "I love the energy of 90 people thinking on the fly. And I appreciate how it gives me a more nuanced view on business ethics and morality." As an example, Kevin refers to Yahoo's experience in China. "How do they balance respect for the nation's laws while maintaining a commitment to human rights? How do you run a business in a location where you might be required to impose on those rights? Before, I thought of these issues as black-and-white. Now I have a more nuanced perspective on what it means to be responsible — as a business person, a family man, a community member."

Continuing the journey

One way Kevin has demonstrated leadership at HBS is by returning home to Panama — this time, with eight other HBS colleagues. At the end of the year, he'll join other students on a trek to Israel. "It's part the world I have always wanted to visit," says Kevin. "Now's the perfect chance, when I can go with classmates from the area."

In the summer, Kevin will join JP Morgan's Technology/Media/Telecom investment banking group in San Francisco. "After graduation," he says, "I'm considering something in technology. I've already done the consulting side, so now I'm more interested in looking at the financial end of it."

Alex Roth, MBA 2010

For four years, Alex Roth studied chemistry at Oxford. But instead of following the traditional path to the PhD, Alex took a position with Procter & Gamble where held positions in Finance and Marketing.

"I want to marry science and business in my career," Alex says. "Science can offer breakthroughs, but business is the best way to distribute them to millions of consumers. We see a lot of good ideas fail because they weren't executed successfully — we need leadership that understands how to bring value to the people who can benefit from new ideas."

Open to a deeper understanding

After five years at P&G, Alex says, "I wanted a broader swath of business knowledge than what I could obtain at one company. I also needed time to reflect think about my direction — and to gain exposure to different industries."

"HBS has always been at the top of my list," says Alex. "It's the standard bearer, the place where the case method was conceived. And its reputation is known all over the world. As a European, I want that extra seal of approval to make my MBA pop on my resume."

But HBS has also challenged Alex' expectations. "I came here thinking I'd learn models and techniques — like a cash-flow analysis. I didn't realize I'd get a structure for thinking about the moral dilemmas in business and leadership. I just finished the Leadership and Corporate Accountability course; in a time when Wall Street is struggling and the business world is not highly respected, I'm glad HBS invests so much time talking about ethics. You can walk through life blind — and then make terrible mistakes. But now I can approach situations with my eyes open — with a deeper understanding of what the issues are. Our education isn't about facts in a textbook, but about something that changes inside of us."

Looking at the world

In one example of a changed perspective, Alex refers to his spring break India IXP. "It was an amazing experience. We did a case today in an entrepreneurship course on an Indian company. Being in India gave me a much more powerful understanding of what the protagonist should do."

It also gave him a many-layered perspective on the meaning of business. "The Harvard name opened a lot of doors in India," says Alex. "But we didn't just sit in boardrooms. We went with micro financiers to tiny villages where we witnessed the night-and-day differences in lifestyle. We got to talk to farmers and ask them how they used the microloans — what it means to invest in another cow, for example."

In his summer internship, Alex will return to London to work on a consulting project with Bain & Company. "Ultimately," he says, "I want to run a business, perhaps by taking an entrepreneurial idea to the next level."

Matt Segneri, MBA 2010

In high school, Matt Segneri excelled in math and science. "In college," Matt says, "I wanted to move from discrete problem-solving to more complex issues." Matt majored in psychology at Harvard, where he had the opportunity to intern with Monitor Group in Cambridge. "They were an intellectually curious, fun group of people — I enjoyed the teamwork."

Matt stayed with Monitor Group after completing his undergraduate degree. "I had the opportunity to work on a number of projects across the public, private, and nonprofit sectors," he says. One such project led him to Mayor Cory Booker's Newark office where he helped shape local economic development strategies. Another involved managing the Social Capitalist Awards, a collaboration between Fast Company Magazine and Monitor Group. "We picked the top forty social enterprises — out of close to 150 applicants — who were effectively applying business principles to pressing public issues," Matt says.

Worthy of applause

The advice of Monitor colleagues, and a growing interest in cross-sector issues, led Matt to HBS. His first visit made a lasting impression. "The tradition of applauding every visitor who comes to a class makes you feel welcome right away," Matt notes.

"A class is like a symphony of 90 people," says Matt. "You're taught by the entirety of your section. There's always a leadership lesson to take away. The great leaders we've seen here are not just visionaries with great ideas, but people who can make things happen. We learn that it involves three key steps: diagnosing the situation; determining what you would do; then figuring out how to do it. And so much of all that means constant listening and communication."

"The most effective leaders," Matt adds, "are those who empower others with feedback, giving them room to work and grow." Matt has already applied his principles in practice, having served, for example, as the co-chair of a Social Enterprise Club interest group that helped section volunteers select charities to support. "We provided a framework for discussion — a way to show section mates how to have a real impact with the money they're raising."

From NO to DC

On the HBS New Orleans IXP, Matt led a team of five people who worked with The Idea Village, a nonprofit focused on identifying, supporting and retaining New Orleans entrepreneurs. "We helped them select the most viable ventures among more than 100 applicants for the "504ward" $200,000 business plan competition — one of the largest such competitions in Louisiana State history," Matt says. "Our team developed a methodology for evaluation and presented a slate of 20 semi-finalists for them to consider."

This summer, Matt will participate in the FBI's Special Advisor Program in Washington, D.C. "The program brings in MBAs," Matt explains, "to help with internal consulting projects and serve as advisors to the Bureau's senior leadership."

Once he completes his MBA, Matt may continue with consulting. "Consulting helps you become a better leader because you are compelled to consider all the different stakeholders," he says. Longer term, "I'm hoping to manage a large social enterprise or start my own."

Fred Shilmover, MBA 2010

Since the age of thirteen, Fred Shilmover has been working. During his high school years, he was employed part-time in a law office. In college, he co-founded an IT consulting company, B.N.M.C., in Boston.

"One of our clients was Bessemer Venture Partners," Fred explains. Through this contact, Fred joined Bessemer to help the grow the organization and its IT capabilities. "Eventually, I switched from technology to venture capital." Bessemer also inspired another transition — to HBS. "A high percentage of the partners and associates had HBS MBAs," Fred says. "It was a constant pitch — everyone had amazing things to say about the School."

Making ventures

"The thing about HBS," says Fred, "is that there are way more organizations to be part of, more learning to be had, than there are hours in the day."

Fred, who lives in HBS housing off campus with his wife, Adriane Shilmover, finds his education much more energizing than he had expected. "I've never been in a classroom environment before in which I don't get tired — but the case method is naturally stimulating. The Required Curriculum really works — given my backround, almost everything I'm learning is new to me."

Extracurricular activities are an integral part of his HBS experience. "They give you an opportunity to interact with great people," Fred says. "Our club events bring out challenges in an environment where you can't attribute problems to the quality of the people — everyone here is motivated and talented."

This year, Fred has participated in both the HBS and MIT Business Plan Competitions, and has organized panels for the Cyberposium TechMedia Conference and the Entrepreneurship Conference. As director of the HBS Venture Capital Investment Competition, Fred helped organize the School's representing team. "Seven VC judges evaluate the teams on their ability to choose entrepreneurs, ask probing questions, and compose a persuasive investment memo," Fred says. "Our team placed second in the regionals. These kind of events teach you how to work on teams without a designated authority. And they give you entrée to high-ranking executives you'd like to meet."

Merging interests

In the summer, Fred will be the first intern on a three-person Salesforce.com corporate development group responsible for mergers and acquisitions. "This position," Fred says, "allows me to merge my VC background with my interest in SaaS [software as a service] start-ups on the West Coast."

After graduation, Fred is looking toward entrepreneurship. "I may work in a start-up to get more operational experience," he says. "But if my business plans go well, I'll start my own business instead. I'd like to be an entrepreneur for awhile, then return to venture capital with what I've learned from the experience."

Fereshteh Zeineddin, MBA 2010

As Fereshteh Zeineddin sees it, beauty is much more than skin deep. Her passion for cosmetics (she was a L'Oreal sales manager for two and a half years) is rooted in her appreciation for what beauty can mean. "I am inspired" Fereshteh explains, "by how cosmetics infuse confidence in women in all corners of the world, from executives on Wall Street to Middle Eastern women who use cosmetics as a form of self expression.

Fereshteh's appreciation for what cosmetics can do for women grew out of her unique background. Born in Iran, she spent much of her childhood in Sweden before her family settled in Vancouver in 1994. She considers herself extremely fortunate to have been exposed to three distinct cultures. "I love people, I love learning about the world by listening to their life experiences," says Fereshteh. "To prepare myself for a career in marketing, I wanted to learn in a place where I would be surrounded by amazing people from different places and backgrounds. HBS was a perfect fit."

"Do you know how you've changed?"

At first, Fereshteh's attraction to HBS was highly practical. "A good brand manager must be an excellent general manager," she says. "When I think of HBS, I think of world-class leaders in general management."

Further, the case method seemed like a good fit for her. "It's the perfect way to learn for someone who loves to speak," Fereshteh says. "And I know it will force me to be a much better listener."

But some of the most important insights have challenged her expectations. "I came to HBS thinking that I would dig deeply into my strengths, then learn where the holes are and fill them." Fereshteh's Analytics professor, Tom Piper, gave her a very different idea. "He said everyone comes to HBS thinking that they need all the answers. But in reality, leaders need to be comfortable with their own incompleteness. One of the biggest things I've learned is that when we accept our weaknesses — and are willing to learn from others — we become much fuller individuals."

This shift in perspective has been noticed by those close to Fereshteh. "When I was on winter break," she says, "my boyfriend said to me, 'Do you know how you've changed? You articulate your arguments differently. You used to base them on your beliefs. Now they're based on facts and reason.' I still have passion," Fereshteh says, "but now I can communicate that passion more effectively."

Managing priorities

Fereshteh's long-term goal involves managing a leading cosmetics or retail company. "But there's also a part of me that wants to be an entrepreneur," she says. Either way, HBS has given her a more powerful way of understanding her priorities. "Being in sales with over one hundred clients and a huge territory, I had thought time management was one of my strengths. But here, the slate is wiped clean. There's no way to fit in everything you want in one day! That's one of the things they really teach here — making choices and setting priorities. That's a lesson I will take with me wherever I go."