Eccles Experience Spring 2023

CONFIDENCE TO YOUR WORLD

9 Positive Impact Behaviors

29 The Covid Economy

30 Human Biases

Dean a word from the

The thing that has struck me most in my time as Dean so far is the massive impact the David Eccles School of Business has on our alumni. When I meet our alums as I travel around the country, when I chat with them at events on campus – even when I am sitting with them on a chairlift – these alums are enthusiastic and effusive about their experience at the Eccles School and the positive impact their time here continues to have on their lives.

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32 Fireside with Ryan Smith

36 Campus News

Dean’s List 38 Final Word

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TALK BACK!

Through our one-of-a-kind experiential learning experiences, we also strive to impact the lives of our students while they are here with us. In this issue you will learn about truly unique programs, centers, and initiatives at the Eccles School that are changing students’ lives and their perceptions of the world around them. You’ll read about students who are investing real money in companies and projects that drive social change; students who are working to transform healthcare delivery in Ghana and here in their own backyard; students who have founded companies that aim to change entire industries and economies; and students who are learning the principles of strategic leadership that will prepare them to make a positive impact for a long time to come.

These experiences not only help our students make a difference right now – they also give our students the confidence to impact their world wherever they go next.

I hope this issue of Eccles Experience gives you a glimpse into the remarkable impacts our students and alums are having, and that it gives you a boost of confidence in your own capacity to make positive change in your own corner of the world.

Rachel Hayes Dean, David Eccles School of Business

Give us your thoughts, feedback and suggestions about Eccles Experience.

WE’RE LISTENING. Katie.Amundsen@Eccles.Utah.edu

Rachel Hayes

together rising

Older generations can be swift to dismiss youngsters, but when it comes to Millennials and Generation Z, common stereotypes about young people being lazy and narcissistic don’t hold much water.

For one thing, scientific research shows that generational differences are often more myth than reality. Rather than being a “Me Me Me Generation,” students currently entering college and young professionals entering the workforce are driven by a desire to make a positive impact on their local communities, and the world.

According to Deloitte’s 2022 Gen Z and Millennial Survey, nearly a quarter of Gen Z respondents chose to work for their employer because they offered a positive culture, and nearly two in five Millennials and Gen Zers turned down a job or assignment because it didn’t align with their personal values. A full 90% of Millennials and Gen Z say they are making at least some effort in their personal lives to reduce their impact on the environment, and they expect their employers and the businesses they buy from to do the same.

With Millennials and Gen Z now representing the majority of employees in the workforce, their desires are hard to ignore, but there is a payoff for companies that make an effort to meet their needs. Sixty-six percent of Gen Zers will stay at their organization for five years or more when they feel empowered and heard in the workplace.

All of this is why Dr. Abe Baksheshy, a professor of Organizational Behavior in the Entrepreneurship and Strategy Department at the David Eccles School of Business gets really hot under the collar when he hears people criticizing or dismissing the capabilities of younger students and workers.

“It drives me crazy when people make a statement like, ‘Millennials or Gen Z are lazy or entitled,’” Bakhsheshy said. “It’s just not true. The research does not support that.”

A Generation Built to Make an Impact

Millennials (born between 1981 and 2000) and Gen Z (born after 2001) came of age in a more socially conscious world, Bakhsheshy said. More of them have college-educated parents than previous generations, and many of them are digital natives with no memory of the world before smartphones. That access to technology means access to more information about environmentalism, racism, sexism, mental health, and political polarization.

“They look at us and say, ‘Wait a second, you guys didn’t do such a great job,’” said Bakhsheshy, who is a Baby Boomer himself.

That disillusionment with the way things have always been done is especially pronounced for the members of Gen Z, who are now starting college or getting their first jobs. Once on track to inherit a strong economy and record low unemployment, COVID-19 changed the landscape of the world they are entering. According to a Pew Research Center survey conducted in March 2020, half of the oldest Gen Zers (ages 18 to 23) reported that they or someone in their household had lost their job or taken a pay cut because of the pandemic.

Because the system failed them, Bakhsheshy said, Millennials and Gen Zers don’t buy into the system the same way older generations did. And what those older generations perceive as laziness, entitlement, or disengagement is actually younger generations looking for new ways of doing things that prioritize equality, flexibility, and positive impact over profits and corporate loyalty. According to a survey conducted by Monster, 74% of Gen Z workers ranked purpose in their job as more important than a paycheck.

“This generation saw what happened in corporate America, what’s happening around the world, and it’s caused them to be more civic-minded,” Bakhsheshy said. “They want to know how they can make a difference for other people and leave a footprint.”

“It drives me crazy when people make a statement like, ‘Millennials or Gen Z are lazy or entitled,’” Bakhsheshy said.

Delivering the Impact Younger Generations Expect

One way to understand the impact Millennials and Gen Zers want to have as employees is to look at their behavior as consumers, Bakhsheshy said. For example, two-thirds of Millennials and Gen Zers say they prefer to buy sustainable products – and they are willing to pay more for them. A quarter of Millennials and Gen Zers say they buy more from socially responsible companies, while only 8% of Baby Boomers say they care about the same thing. And, with their social-media savvy, Millennials and Gen Zers are not afraid to call out companies that don’t walk the talk. On the flip side, they are just as likely to become advocates and ambassadors for companies that are authentic, transparent, and honest in their efforts to make positive social change.

The tactics companies use to attract younger consumers are the same things they should do to attract younger employees, Bakhsheshy said.

“They are also likely to want to work for those companies, not just buy from them,” he said. “I don’t buy this nonsense that they are only interested in money. Just look at this generation. They want to make a difference.”

That means companies – and older workers – need to shift the focus from maximizing profits to building team-oriented, purpose-driven environments with plenty of coaching and mentoring opportunities that can help younger workers develop as employees, and as people.

Most importantly, the time for companies to start changing is now, Bakhsheshy said. With Millennials representing 42% of the current workforce and Gen Zers accounting for 30% of the current workforce, companies can’t afford to stay stuck in their ways for long.

“It’s no longer ‘My way or the highway.’ Maybe in earlier generations they got away with that, but not this generation,” Bakhsheshy said. “These younger workers have to feel they are making a difference in the lives of others and that their job is meaningful to them.”

Building Impact-Oriented Workplaces that Last

Millennials and Gen Zers have a clear picture of what they want from their jobs and employers, Bakhsheshy said, and they are willing to move between companies, delay accepting a job, or even take a pay cut to get

“It’s no longer ‘My way or the highway.’ Maybe in earlier generations they got away with that, but not this generation,” Bakhsheshy said.

what they want. One thing they won’t do, though, is settle. So, it’s time for employers to get on board with the impact-oriented outlook of their next generation of workers.

One thing companies need to get used to? Millennial and Gen Z workers are not interested in sacrificing everything for a company or a job – especially if that loyalty is not reciprocal. Forty percent of Gen Zers in the workplace want to interface with their bosses every day, Bakhsheshy’s research shows, while 84% of them expect their employer to provide formal education and training opportunities.

“Employers have to get to know these young men and women personally,” Bakhsheshy said. “They can’t be numbers anymore.”

The payoff, however, will far outweigh the effort of transitioning to the impact-oriented, personal way of doing business that Millennials and Gen Zers prefer, Bakhsheshy said. Overcoming outdated perceptions of what productivity looks like, and leaving behind incorrect stereotypes of what younger generations are capable of, can help companies attract the employees and the customers they need to thrive in a new corporate landscape where doing good is one of the most important measures of success.

To Bakhsheshy, the choice is obvious, and his message to companies that want to change to meet the needs and expectations of younger workers is simple: It won’t be as hard as you think. But for companies not willing to transition to an impact-oriented way of doing business that puts people over profits, his warning is dire.

“You don’t want to change?” Bakhsheshy said. “You’ll be history in no time.” ■

11 Ways to Make a Positive Impact in Your Workplace

Get to know your coworkers.

Show up to company events.

Treat others with respect.

Facilitate better communication.

Develop and use problem-solving skills.

Try to be more empathetic.

Offer to help.

Speak up when you notice something.

Have a positive attitude.

Seek and accept feedback.

Identify your own strengths and weaknesses.

mentoring

Growing up in North Carolina and then attending Howard University, Simone Lawrence spent a lot of time in spaces where people looked like her. The first time she came to Utah, as an intern for the IMPACT program at the David Eccles School of Business, she experienced more than a little bit of culture shock.

Suddenly on her own in an unfamiliar place with an unfamiliar culture, Lawrence had to build a new network and a new life. Now, as program manager of IMPACT, she uses those experiences to help the students coming through the program do the same thing.

“You have to reach outside your circle if you want to elevate and grow," Lawrence said, "but somebody has to show you that you can do it. I don't mind making myself uncomfortable to make someone else comfortable. I am happy to do it. If I need to be the only Black woman in a space to show other people they can do it, too, I love to do that.”

IMPACT started as a partnership between the University of Utah and Howard University to bring students from historically Black colleges and universities (HBCUs) to Utah for internships and a unique opportunity to expand their horizons and experiences.

Lawrence first heard about the program as a student at Howard and, intrigued by the promise of a “new place, new world,” she applied and was placed in an internship working with the CEO of Utah-based tech company Pluralsight. Then COVID hit and the program went virtual.

Though she wasn’t able to come to Utah, the company worked hard to make her feel like she was a part of what was going on. They even had a pizza delivered to her back on the East Coast so she could participate with everyone else in a virtual pizza night.

But, more importantly, Pluralsight created a space where Lawrence felt comfortable sharing her own experiences and insights and playing to her strengths. For example, after the murder of George Floyd, Lawrence facilitated workshops and small groups for other Pluralsight employees to talk about the social unrest that was unfolding and to get feedback from employees about how they wanted the company to respond and engage.

“That was my first experience of someone seeing something in me and giving me a chance to say, ‘What can I do here?’” Lawrence said. “I didn’t think I would be able to make a difference but there I was, making a difference.”

Now in her second year leading IMPACT, Lawrence is committed to giving students new experience that will preare them to make their own difference. In fact, the name of the program embodies everything she hopes it will accomplish: Internship, Mentorship, Professional Development, Academic Achievement, Community Engagement, and Tourism.

“It’s really unique for these students to come here,” Lawrence said. “And it takes a special kind of person to say, ‘I’m going to move across the country for 12 weeks and experience a different kind of life.’”

That life includes more than just work. Students in the program take a trip to Moab, ride ATVs, and go paddleboarding. They live in Lassonde Studios and participate in events on campus. Lawrence also put together an advisory board comprised of Black professionals who help students prepare for and navigate things they might experience in the workplace, such as microaggressions.

“It can be jarring to come here from an HBCU where you see someone like yourself all the time, to a place like here where you don’t see yourself represented,” Lawrence said. “It can be uncomfortable and you might feel like you can’t show up authentically as yourself because it’s difficult to navigate that system.”

It can be hard, but that is all the more reason to do it, Lawrence said. It is a benefit to companies that need the right people and experiences at the table to make meaningful changes in equity, diversity, and inclusion. And it is a benefit to the students who learn to succeed in a new environment and see first-hand the real-world impact they can have.

“I’ve gotten great feedback from our companies. They are always surprised about how much our students bring to the table,” Lawrence said. “They say, ‘There are so many things we didn’t think about, and now we can do something to make our company better.’”

What Lawrence hopes most of all, though, is that the IMPACT experience makes students’ lives better – the way it did for her. She still doesn’t understand Utah’s soda culture (“Sometimes I get adventurous and order a Dr. Pepper with lime and cherry,” she said) but other parts of the state’s culture, like camping and rock climbing, have become new hobbies. And, most significantly, she has a much wider and richer perspective – both about what is available out in the world, and about what she can do to impact the world around her, wherever she is.

“I had such a great experience, and I want everyone to experience what I had. And I want to make it better,” Lawrence said. “If you don’t see people like you doing things in other spaces, you don’t know you can do it. I want people to know what they can do.” ■

“That was my first experience of someone seeing something in me and giving me a chance to say, ‘What can I do here?’”

“If you don’t see people like you doing things in other spaces, you

TO LIFE bringing impact

The moment that changes your life can come anytime, anywhere. For Abukar Hassan, it was a regular weekday evening, sitting in the kitchen with his mom. That’s when he opened a letter informing him that he had been awarded the Obama-Chesky Scholarship for Public Service – also known as the Voyager Scholarship – funded by the Obama Foundation and AirBnB co-founder and CEO, Brian Chesky. The award includes $50,000 to put toward college tuition, and a $10,000 stipend to pursue a summer work-travel experience.

Hassan is one of only 100 students from around the country who make up the inaugural cohort of Voyager Scholarship recipients – and the only recipient in the state of Utah. He could hardly believe he had been chosen, he said, but his mom was even more surprised. She didn’t even know he had applied, even though it was her example and encouragement that prompted Hassan to try for the prestigious award in the first place.

A few weeks later, when former president Barack Obama and Chesky congratulated the Voyager recipients personally via Zoom, President Obama had a message for Hassan’s mom, too.

“He said one thing that struck me,” said Hassan, a double major in entrepreneurship and finance at the David Eccles School of Business. “He said, ‘Make sure to call up your mom or your dad or your grandparents and let them know that Obama said they’ve done good. And that they deserve a lot of the credit for how far you’ve already come and how far I’m confident you will go.’”

A Dream Becomes a Reality

Hassan, his mother and his six siblings immigrated to Utah from Egypt 15 years ago. He went to school down the street from the University of Utah and always dreamed of being on campus himself one day.

“I would always drive past the stadium and say, ‘I’m going to that school,’” he said.

Despite having no college education herself, Hassan said his mom instilled in all her children the importance of higher education.

“One thing my mom ingrained in us was, education will give you anything and everything you want,” Hassan said. “And she really showed us the importance of educating ourselves so we can help educate other people.”

One of Hassan’s older sisters was the first in the family to attend college. When Hassan’s turn came, a scholarship from the First Ascent program helped alleviate the financial barriers to attending college, and a drive to take advantage of every opportunity he saw helped Hassan build a strong network and community at the U. In addition to First Ascent, Hassan was a Business Scholar, Business Scholar Ambassador, and currently works as a presidential intern. He also lives at Lassonde Studios and is active in that community as well.

“I saw a lot of di erent opportunities that the university holds and just kept getting involved,” Hassan said.

All that involvement helped Hassan make a home at the U, but it also meant he almost missed his chance to apply for the Voyager Scholarship. He was on a study

abroad trip to South Korea when he realized the application deadline was only three days away. He almost gave up right then and there.

“I thought, ‘There is no way in hell I would ever get that,’” Hassan said. “But then I decided it would be better to be rejected but to have tried.”

Hassan wrote essays and recorded videos (“Those took me a lot of tries,” he said) while he was still abroad, and then sent his application out into the world. Several months later, he opened his acceptance letter at the kitchen table with his mom at his side.

“The first word I read was ‘Congratulations,’” he said. “That’s all I needed to see.”

Bringing Other People’s Dreams to Life

The Voyager Scholarship is awarded to students in their junior year of college who are interested in public service, and it was that public service focus that really pushed Hassan to apply, he said. Growing up in an immigrant, refugee family, Hassan saw first-hand how di cult getting ahead can be when there are no policies or programs in place to support you.

“One thing I’ve seen through my own family are the constraints – time and family constraints – that sometimes make it impossible to get a college education,” he said. “When parents are working multiple jobs and they have kids to take care of, there is no time left over to go to college.”

And while those families struggle on the edge of poverty, Hassan added, large corporations hire them at minimum wage and make billions. Putting together a passion for service – learned from his mom – and an interest in entrepreneurship – cultivated at the Eccles School – Hassan has a couple ideas to address that inequity that he hopes to explore with the help of the Voyager Scholarship.

One is to create a program that helps immigrant and refugee families like his learn about wealth management, including how to invest and save their hard-earned money. His other idea is a non-profit organization that can help immigrants and refugees break out of the cycle of minimum wage work and poverty. In his vision, the organization would partner with employers that would hire people like Hassan’s mom with the commitment to give them the flexibility and time o to attend classes and earn a college degree.

“That’s where my entrepreneurial grit comes from. I want to find a solution to that problem of access one day,” Hassan said. “I know first-hand that college is key to higher wages and better opportunities. I am an extreme believer in education now.”

Coming to the Table and Making an Impact

In November 2022, Hassan traveled to New York to meet President Obama, Brian Chesky, and the rest of his Voyager class. The group spent a day hearing from global leaders about the meaning and impact of democracy, as well as networking with each other in smaller breakout sessions. Hassan even connected with a U alum who now works as chief of sta for the country of Palau.

“Hearing from other Voyagers, their goals and their accomplishments and what they’ve been able to accomplish in their communities – it was really so inspiring to be a part of it,” Hassan said. “It was really cool to see how we can collaborate with more impact.”

Other personal highlights for Hassan were spending some one-on-one time with Chesky, and hearing from President Obama about his hopes for this inaugural Voyager class.

“You could feel the room immensely change upon his entrance. You could see how excited he was,” Hassan said. “The thing that really caught my attention was him talking about youth and youth leaders and how we are the future of the country. He said he is excited to continue working with us, to speak about our problems and what we are doing to solve those problems in our communities.”

Hassan left his time in New York with a lot of new connections, and some more clear ideas of the type of internship he’d like to complete this summer. Being the only Voyager scholarship recipient from Utah comes with some unique stress, but after meeting the rest of his cohort, Hassan is feeling ready to start making an impact that matters.

“I am excited to represent the state that has welcomed me so well, but there is a little pressure,” Hassan said. “Working for big change can be scary and intimidating at a lot of points but if you are willing to embrace your di erence and get into the room where you want to be, you really can be part of making a di erence for other people and yourself. My mom always said, give back and it will come back to you 10 times.” ■

“...if you are willing to embrace your difference and get into the room where you want to be, you really can be part of making a difference for other people and yourself.”

future impacting the

More than a quarter of Millennials and Generation Z say they work for their current organization because they derive a sense of purpose from their work. But among the same group of survey respondents, more than half say they are dissatisfied with their organization’s societal impact, their efforts to create a diverse and inclusive environment, and their commitment to sustainability.

There is a disconnect, it seems, between Millennials’ and Gen Zers' desire to make a positive impact, and their ability to turn that desire into action in the places where they live, learn, and work. That’s where the Sorenson Impact Center comes in.

“If you take the heart, the people who want to make an impact, we give them the head,” said Geoff Davis, CEO of the Sorenson Impact Center. “We are trying to give them the skills, experiences, and connections that give them the confidence to act.”

The Sorenson Impact Center at the David Eccles School of Business has a two-fold mission: to integrate measurable impact into the decision-making process of businesses and communities; and to train the next generation of leaders to do that work and lead an impact-oriented world.

Through an apprenticeship model, students work for Sorenson Impact Center and are exposed to four different areas of impact work: impact investing, where students make real-money investments in companies working to make the world better; impact finance, where students research and recommend opportunities for outside investors to support social outcomes; consulting, where students help organizations create an impact strategy they can measure and report; and impact storytelling, which uses videography, data visualization, and other methods to share stories of impact that are easy to digest and act on.

“They get hands on experience really rolling up their sleeves and doing this work,” Davis said.

The goal of involving students directly in impact-oriented work, Davis said, is that their definition of impact expands, and they are able to see all the different – and unexpected – ways that positive impacts can be made.

That was exactly the experience Anna Kaufman had. A recent graduate with degrees in philosophy, political science, and international studies, Kaufman planned to attend law school and pursue

an interest in justice reform. Through her student internship with Sorenson, she was exposed to other impact-focused opportunities she hadn’t considered before. She now works for Sorenson full-time as an associate in the policy section, focusing mainly on impact measurement.

“My ambitions have definitely changed and Sorenson shaped that,” she said. “It really helped me think about different things I could be doing.”

One thing Kaufman realized was that there are important impacts that can be made close to home. One of the projects she worked on as an intern with Sorenson Impact Center was a website that aggregated verified child welfare resources for families, case workers, and other caregivers. Kaufman researched the different resources, and then filtered and defined the data so it was accessible to the people who needed it the most.

“It opened my eyes to an area I wasn’t well-versed in but that was right there in my local community. It gave me a new perspective,” she said. “It reminded me to be open. Different things impact everyone differently. It makes me more conscious of how I interact with other people in the world. It gives me more empathy. It’s not just my world, it’s everyone’s world.”

That same project also taught Kaufman that impact doesn’t have to be big or systemic to matter.

“That program helped save a baby’s life. It’s not just some abstract thing we are researching and doing. Our little wins are still very much wins,” she said.

That mindset shift is exactly what Sorenson Impact Center wants to achieve, Davis said. His biggest hope is that students leave understanding they can be impact-oriented no matter what industry or career they choose.

“The biggest thing students learn is there is an impact to everything we do,” he said. “We can make a decision about whether it’s positive or negative.”

The other side of that equation is giving students the confidence that they have the skills and experience to make the differences they want to see. Putting student interns in the drivers’ seat of real-life investment and research projects – projects with real-world impacts and implications –is the key to that.

“My voice is heard and my opinion is valued at Sorenson,” said Delaney Gates, a junior studying marketing and strategic communications. “It’s not just tedious work getting coffee. My opinions are always validated and it’s always a learning experience, too.”

Gates works on the operations and marketing team at Sorenson Impact Center, where one of her jobs is marketing the program to prospective interns, and helping to organize current interns. Even though her work might not seem directly related to social impact, she still feels a part of the mission of the organization. And, much like Kaufman, she has also learned to expand her definition of impact.

For Gates, the work experience has been important, but the supportive environment at Sorenson has been even more impactful. Gates said she has a much clearer idea of her worth as a team member and employee, and feels better prepared to advocate for herself wherever she lands next.

“Going into future jobs I think I’ll be a lot less timid,” she said. “And if I end up in a work environment where my voice isn’t heard, I know I can remember my worth.”

Wherever she ends up, Gates hopes to help build the type of environment she has enjoyed at Sorenson. She is passionate about inclusion, as well as environmental sustainability, and Sorenson has given her a much broader vision of how a company’s business practices can impact those things in big and small ways.

“We’re seeing issues arise every day – environmental, social, economic –and the younger generation is really putting our foot down and saying we need change,” Gates said. “The next company I work for, those are the things I am going to be looking for. Or if I join a company that doesn’t have those things, I want to bring them with me.”

Whether students go into a field they didn’t expect, or follow their original career plan, what they learn at the Sorenson Impact Center is the leaven that can help their organizations and communities rise, Davis said. And the current generation of students seems particularly well-suited to making the impact the Center is striving for.

“There is some kind of shift going on,” Davis said. “These students are expecting and demanding that organizations do good while also doing whatever else they do.” ■

“My voice is heard and my opinion is valued at Sorenson,” said Delaney Gates

Q&A with Jim Sorenson insight impactful

The goal of the Sorenson Impact Center is to provide students with experiential learning opportunities that introduce them to the field of impact investing and prepare them to incorporate positive social impact into whatever they do next. We caught up with the founder of the center, Jim Sorenson, world-renowned entrepreneur, business leader, and social innovator, to talk about how businesses can support social good and why the field of impact is so appealing to today’s students and young business leaders.

Where did the idea for the Sorenson Impact Center come from?

My father was an entrepreneur and medical device pioneer, and my mother was really a social entrepreneur. She cared deeply about children, education, and the arts and she found a way to integrate impact into those three things.

I had built a company around video conferencing technology, but we came up against the dot com bubble and it was really hard for young companies like ours to get capital. But I had a brother-in-law working for me at the time who was deaf, and he thought our technology might have an application in the deaf community. We used the existing technology to create a Video Relay Service, basically a real-time, Internet-based remote sign language interpreter. It was a game changer for the deaf community, giving them capabilities they never had before and we could grow and scale it faster because we were a for-profit company.

In that experience I learned, in an aha moment, that you could solve problems and improve society in a scalable, sustainable way using a for-profit model. By partnering with the University of Utah I realized we could create an impact investing ecosystem while also educating students about the impact investing space. The experiential learning we provide students through the Sorenson Impact Center has become an approach to investing with wide appeal.

What unique experiences does the Sorenson Impact Center provide for students to make an impact?

We have provided more than 500 students with an immersive experience working in a variety of ways to grow impact investing. They do research and meet with social entrepreneurs. They learn data science to measure and improve the performance of impact investing. They share stories of impact investing success to motivate and inspire others.

This isn’t something out of a textbook or a case study that is five years old. This is real life. We even have students who embed themselves with the companies we work with for a few months or a whole semester to help them solve problems and see their work first-hand. Students don’t only

How does the Sorenson Impact Center help students build confidence in their ability to make an impact?

These are real things that students are engaged in at the Sorenson Impact Center, so when they get into their careers or their next steps, they know what to do and what they can do. They know how to interface with entrepreneurs. They know how to solve problems. They know how to work on a team. Everything around the next corner is different from what was around the last corner, and this experiential learning provides them with such valuable preparation for that.

Outside of your involvement with the U, what are other ways you try to make an impact?

Through the Sorenson Impact Group we are continuing to support the mission of building the impact investing ecosystem. We have an asset management arm dedicated to investing in funds that are focused on overlooked areas of social impact.

For example, we are involved in a fund called Enable Ventures, that is dedicated to closing the disability wealth gap. We also have an advisory group that helps people interested in investing for impact find good investments.

The impact investing ecosystem has come a long way, with more than $1 trillion in assets under management and a 40% growth rate. If it continues to do that, you can imagine the impact it will have. And that impact will largely be on the next generation, which is why students are so interested in what we are doing. If we all work together and engage traditional capital from the market, we really can make a difference. That is the promise of impact investing. ■

The Center’s marquis partnership is with Ensign Global College in Ghana, where BHP helps administer the Health2Go program. Health2Go uses a distributed health model to take healthcare and resources to people where they are, rather than the other way around. The program also helps train community health workers with basic skills to treat uncomplicated diseases, and connects them to a more sophisticated clinical network when needed. Health2Go applies a business-informed franchise model to social interventions, Alder said, increasing the sustainability and scalability of vital community care.

Tan Le, a senior at the U studying Health, Society, and Policy, as well as International Policy, has a very personal connection to work that improves the delivery of healthcare. On Mother’s Day in 2016, when Le was 15 years old, his mother got violently sick. His dad took her to the emergency room only to be sent home with medication to control her nausea and no other diagnosis. When the medication did nothing to alleviate her symptoms, they took her back to the emergency room only to be sent home again.

On their third trip to the ER, Le’s mom was finally admitted to the hospital where she was diagnosed with Stage 3 stomach cancer. The physician was not culturally competent, Le said, and dismissed his mother’s request to incorporate some traditional Asian medicine from her Vietnamese culture into her treatment. Chemotherapy and surgery were the only options he offered. In addition to their cultural objections, Le said his parents were worried about the high cost of cancer treatment, even though they had insurance.

“The physician was really ‘my way or the highway,’” Le said. “My mom was forced to choose between her life and her livelihood.”

Le’s parents opted to return to Vietnam for treatment, where his mother passed away shortly afterwards. Le watched his mother’s funeral on Zoom, and spent the next several months unhoused, relying on the generosity of friends and acquaintances, while his dad stayed in Vietnam to get the family’s affairs in order.

“That experience really planted the seed to work on healthcare reform,” Le said. “My story is just one of many. I am just one of many who fell through the cracks of our healthcare system. That needs fixing no matter how long it takes.”

After coming to the U on a full-ride scholarship, Le looked for ways to pursue his passion for healthcare reform outside of just his major. When he heard about the chance to work as an intern for BHP he decided to go for it, even though it was something he had never considered before.

“It was very much outside of my comfort zone because I had never even thought about Ghana before,” he said. “But it was also such a great opportunity to learn because it was so out of my comfort zone.”

During his time in Ghana, from May to June of 2022, Le’s work focused around supply chain management. That was also outside his area of expertise, he said, but he learned quickly that part of any healthcare reform effort is a functioning economic system that can deliver goods and services where they are needed. This became especially clear during the COVID-19 pandemic, he said.

“I realized the value of a supply chain and how an efficient supply chain will make for an efficient system,” he said.

Coming from a social science background, Le came to appreciate the role that business and business principles can play in social change.

“There are a lot of social needs and there is a desire to address those needs, but there is always a business component,” he said. “This made me see there is an ethical and moral goal to help people, but there also needs to be the money to make change. I’ve always been apprehensive of the influence of business in healthcare, but I saw there is a way to do that ethically.”

The experience also opened Le’s eyes to the breadth of global healthcare, and the opportunity different countries and systems have to learn from each other, maximize everyone’s strengths, and celebrate diversity and differences instead of forcing everyone into the same model. Established healthcare systems in rich countries don’t have all the answers, he said, and true reform will require ethical leadership, community-based organizing, and centering the voices and experiences of local leaders and experts all over the world.

“Those lessons are really valuable for me,” Le said. “Moving forward it’s made me more willing to go learn from these undeveloped systems. For me to even start working on healthcare reform I have to be in the trenches myself. I very much want to be a part of burning down these inequitable systems.”

That type of broad thinking is exactly what BHP hopes students will gain, Alder said, whether in Ghana or down the street through projects like the West Valley Community and Health Center in Salt Lake City. No matter where the students or the projects are, the question is always the same: how do we help people stay healthy and prosper?

Part of answering that question is understanding the causes and factors that are limiting health and prosperity, and this is where another business principle comes into play. Through a partnership with the Map the System program at Oxford University, BHP is training students to apply business mapping models to social problems.

Liesel Madrian, a senior studying Health, Society, and Policy, was a member of the first team from the U to participate in Map the System at Oxford. Her team was tasked with uncovering the top causes of the shrinking of the Great Salt Lake. They put the lake at the center of their map, and then conducted research and interviews with experts to define the problem accurately and find the best solution.

The team discovered that while personal water consumption and global climate change are most often cited as reasons the Great Salt Lake is shrinking, water diversion for agricultural use was actually the biggest culprit. Correctly identifying the issue meant the team could map a more impactful solution, Madrian said, and developing that problem-solving skill was her key takeaway from the experience.

She was able to put it into practice almost immediately when she traveled to Ghana as a program coordinator with BHP in 2022.

“The biggest barrier to successful, sustainable problem-solving in developing countries is understanding the problem correctly and empowering local people to solve it,” she said.

Part of her work in Ghana was conducting health resource inventories –working with nurses, families, and local politicians to map their own system of healthcare resources and identify what concerns there were, what resources already existed, and what gaps needed to be bridged.

“For a lot of the students I talked to it was the first time they experienced the reality of trying to make an impact on a community,” Madrian said. “It was so amazing to see that and be able to speak to people and do it in the right way.”

Issues of global health and inequities can seem overwhelming, Alder said, but through the programs and experiences offered at BHP students learn to break them apart, solve one thing at a time, and then see how their small part impacts the greater whole. The cross-disciplinary approach of the center also helps students see a broader application for their skills and experiences.

“This starts to change the mindset of students from, ‘Here’s what I don’t know,’ to ‘Here’s where I’m building capacity and here’s what I bring to the table,’” Alder said. “I think of us in many ways as a producer. Our job is to face a challenge and then produce and pull together resources to apply to these really sometimes tricky problems.”

Ultimately, Alder said, the BHP approach is the perfect blending of the goals of its founders, Elder Robert C. and Dr. Lynette N. Gay. Bob believes in innovation, Alder said, and making the best use of the resources available, while Lynette believes that if those innovations and resources don’t improve peoples’ lives, they are wasted.

It’s also an approach that pairs well with the desire of the current generation of college students and young leaders to put their time and effort towards things that make a tangible, positive impact and address some of the inequalities they have experienced.

Said Alder: “They want to have a role in what happens in the world.” ■

insight impactful

Q&A with Elder Robert C. and Dr. Lynette N. Gay

The Center for Business, Health and Prosperity focuses on integrating innovation and entrepreneurship with health-enabling practices in pursuit of economic, social, and political well-being. We caught up with Center founders Elder Robert C. and Dr. Lynette N. Gay to talk about the relationship between innovation and social good, and why students are best positioned to lead the way.

Why is it important to you to support impact-oriented student experiences through the Center for Business, Health, and Prosperity?

Lynette: We have a personal and vested interest in the Center and we have seen the impact that these students have first-hand. We have seen how they’ve been able to be involved with the communities in West Africa, have that cultural experience, and then come back to their home and bring that impact with them.

Bob: Nobody has a monopoly on social impact, and inspiration can happen anywhere. If you can get students involved in the trenches, you get a much richer variety of ideas and inspiration than can happen just in a classroom setting. I think it’s the wave of the future.

What unique experiences does the partnership between Ensign Global College and the Center for Business, Health, and Prosperity provide for students to make an impact?

Lynette: It is a very personalized experience they are going to have through the Center. They will be able to work with people in the villages and local communities on a project they choose. They will have experiences in leadership, and experiences being with people from other countries and communities and cultures.

Bob: On the flip-side, the University of Utah is a world-class institution and this partnership exposes people who grew up in rural villages in West Africa to things they never would have dreamt of. Everything we are doing here is about lighting a fire of hope and possibilities in young people that are trying to go out and make a difference in the world.

Why is it important for students to build confidence in their ability to make an impact?

Bob: We want to build confidence so they can overcome all the things people tell them they are not good enough to do. If you are operating out of fear instead of confidence, you’ll never reach the potential you have.

Lynette: So many young people are so much more capable than they believe they are. As they come to the Center, it puts them in a new environment and gets them out of their comfort zone. They discover new attributes and strengths and interests they didn’t have before. Life

is

a

Outside of your involvement with the U, what are other ways you try to make an impact?

We have seven children, 22 grandchildren, and a lot of extended family so we think of family a lot when we think about where we want to have an impact. How can we inspire them and try to lift

Lynette: Mother Teresa said you can be one tiny pebble, but when you are thrown into a pond the ripple effect goes on forever. We want to support our family and dear friends and the associates that support us, and support all the good things we have an opportunity to. ■

unstoppable force good S

adie Bowler got the idea to change the narrative of the health and beauty industry while she was standing in a grocery store aisle with her dad. They were buying a few personal-care essentials for an upcoming

“My dad held up these two bottles of shampoo and said, ‘Do I want touchable softness or all-day shine?’” Sadie recalled. “It was funny when it was applied to him, but it wasn’t as funny when it was applied to me. I was just a 15-year-old girl trying to figure out who I was going to be.”

The experience stuck and on that camping trip Sadie, her dad, and her older sister, Abby, started brainstorming what a personal care brand that spoke to teenage girls would actually look like. Sadie was already a hair expert – she’d had her own hairstyling business since she was 11 – and she’d never found a brand that felt like it was

“Just being immersed in the beauty and personal care industry at such a young age, I realized I was their ideal customer, and they weren’t speaking to me at all,” Sadie said. “These brands and these messages were simplifying

As they brainstormed a new kind of personal care brand on their camping trip, that was the first thing Sadie and Abby wanted to change. How would life be different for girls like them if they didn’t spend so much of their brain power and energy on their looks?

“We think the more powerful message is to take the focus off looks entirely,” Abby said. “We think the world doesn’t need you for how you look. They need you for what you do and how you

By the end of the trip, Sadie and Abby had conceptualized their first product, a shampoo called The Adventurer, designed for girls like them doing exactly what they were doing.

“We walked away from that trip sketching bottles and writing mottos,” Abby said. “We were so bought in to the idea.”

A few weeks later, their dad challenged the sisters to make their idea a reality. An entrepreneur himself, his experience bringing his own business ideas to life was a big part of the Bowler family culture — and if their dad thought they had an idea worthy of a business, Sadie and Abby believed him.

So right there, at the kitchen table, SadieB Personal Care was born.

SadieB is a girl-founded, -led, and -operated personal care brand that’s about who girls are, not how they look. They offer shampoo, conditioner, body wash, and body spray in four different lines, each inspired by girls they know and love.

The Adventurer line came to life on the camping trip. The Creator line was inspired by Sadie and Abby’s younger sister, Annie, who loves doing art, and the idea for the Athlete line came from Abby’s experience as a competitive high school swimmer. The Go-Getter line was created with other academically minded, highly motivated girls in mind.

After a lot of time spent carefully designing bottles, refining branding, and testing product formulas, SadieB officially launched on May 19, 2022. By the end of that year, the sisters had processed more than 220 orders and brought in $10,000 in revenue. They operate out of an office at Lassonde Studios, where Sadie also lives as a sophomore at the David Eccles School of Business. Abby is studying business at Brigham Young University.

“We think the world doesn’t need you for how you look. They need you for what you do and how you treat people. ”

While SadieB aims to provide more practical beauty and personal care products for Gen Z girls, the mission of the company is much broader than that. Instead of selling girls a message that they need to change how they look, they are hoping to remind girls of all the incredible things they can do.

“It’s not, ‘I don’t want to look nice anymore,’ but more about helping people find their interests and reach their goals,” Abby said. Sadie agrees.

“Shampoo isn’t going to change their life, but changing how they feel about themselves will change their lives,” she said. “So, changing that dialogue is really our mission.”

“That’s how we keep girls at the center of the brand,” Sadie said. “It makes sense when you look up who’s running these big, global brands and its middle-aged men. Of course they’re not speaking to us.”

With the company successfully launched, Sadie and Abby are already thinking about the next phase of impact they can make. They are refining a picture of their ideal, converting customer, and developing their next product lines. They are also working on ways to make their product –currently sold on their website – more accessible through partnerships with large retail chains.

Simply put, Sadie and Abby want SadieB to be the #1, go-to brand for Gen Z girls. But one thing that will never change no matter how the company grows is the core mission: to empower every girl, everywhere.

“It’s not just self-care and face masks. You need to take care of yourself because you are capable of so much. Girls can accomplish so much,” Sadie said. “Our company mission is to empower every girl to be an unstoppable force for good.” ■

SadieB is also a company that practices what they preach. The company’s Instagram account, @sadieb.co, features regular content from the “SadieB therapist,” a mental health professional who shares tips about common concerns facing Gen Z girls such as dealing with anxiety at school or navigating difficult situations with friends. SadieB also has an ongoing partnership with Girl Up, a UN-backed organization working to develop girls into leaders all over the world.

And when Sadie and Abby say they have a company led and run by girls, that is exactly what they mean. Every position at the company, from the sisters in the C-suite to marketing to accounting, is held by a girl just like them, with a board of local business owners and leaders offering guidance and advice. It helps even the playing field for women and girls who are often shut out of these kinds of professional experiences, especially early in their careers, and it also helps ensure the brand stays true to the customers its designed to serve.

“Our company mission is to empower every girl to be an unstoppable force for good.”

Secret Sauce it’s all in the

Every summer, Olayemi Aganga watched the marula tree outside the window of his home in Botswana produce hundreds of kilograms of fruit. His neighbors treated the windfall like a nuisance, but Aganga saw something else: an opportunity.

Marula is indigenous to Botswana, and one piece of the fruit contains eight times the Vitamin C of an orange. But instead of being used for food, oil is extracted from the seed and used in the cosmetic industry, while the pulp – 300 tons of fruit for every 12 tons of oil – is discarded.

What if instead, Aganga wondered, all that native fruit was turned into food?

Aganga started experimenting with recipes, harvesting the fruit from the tree outside his house and turning it into jam.

“I was able to get my hands in the dirt, so to speak,” he said.

Once he had a formula perfected, he shared a sample with his long-time friend, Bonolo Monthe. What he handed her was a jar of jam, but she saw something else: an opportunity. Aganga wanted to turn the jam into a business, and she wanted to help him do it.

“I tasted the jam, and I caught the vision immediately,” Monthe said. “We both agreed it was time for a big rebranding project for this fruit.”

Monthe had grown up working in her family’s businesses – a bakery, a butchery, and a specialized grocery store – and that influence gave her the courage and confidence to jump into a new entrepreneurial venture. The fact that she was bored out of her mind in her job as an HR recruiter didn’t hurt, either.

“That leap of faith to quit my job and say yes to Yemi, I think my parents’ example helped me,” Monthe said. “That appreciation has fueled my drive and my motivation to keep going when it doesn’t make sense. My family gave me the courage to try something new and be something different.”

Monthe and Aganga started harvesting marula fruit wherever and whenever they could find it – including on the side of the road with Aganga in a three-piece suit on his way home from his day job as a lawyer. They cooked the jam in their home kitchens and sold it at markets and to friends and family. In 2019, their little company, Maungo Craft, was incubated by a local enterprise authority, and they were able to secure space for an industrial kitchen.

Still looking for more capital – and customers – Monthe and Aganga entered Maungo Craft in a Pan-African entrepreneurial challenge called GoGettaz. Short-listed out of 3,000 applicants, the duo took their product to the finals of the competition in Ghana.

Reaching the final stage of the competition was a thrill, but there were even more surprises ahead. One of the sponsors of the competition was a graduate of the David Eccles School of Business who told all the finalists he would sponsor anyone interested in applying to the school’s brand new Master of Business Creation (MBC) program.

Monthe and Aganga knew it was an opportunity they couldn’t let pass them by. Monthe applied for the program and was accepted. She completed her degree online, staying up late into the night to attend classes virtually, and then running the growing business with Aganga during the day. The business partners often listened to the courses and tackled many class projects and assignments together. Aganga was even invited to present a guest lecture on international law.

The best part about the program, Monthe said, was that it was completely focused on their business, and everything they learned had a direct and immediate application. And, perhaps most importantly, the mentorship, encouragement, and support of the MBC network not only validated the business idea Monthe and Aganga had given so much to already, but helped them polish and refine it.

“There was a lot of help thinking through our problems,” Aganga said, “which was good because we were coming up with new problems every day.”

The biggest problem to hit Maungo Craft was the onset of COVID-19. The company lost 95% of their business during the pandemic. Using what they had learned in the MBC program, Monthe and Aganga pivoted away from jam and started producing more widely popular items including sauces, syrups, and fruit leather.

“The sauce literally saved our business,” Monthe said.

or crazy.

Take your pick.

Aganga chimed in: “You could say it was our secret sauce!”

The company is still building back from that setback, but they are on track to double their sales year-over-year. They now sell locally and internationally, through Amazon, and are working to get their product into large retail chains both in Botswana and around the U.S.

“We are currently in a stage of expansion, despite all those difficulties,” Aganga said.

Monthe chimed in this time: “We are tenacious or crazy. Take your pick.”

Whichever one it is, it’s working. Maungo Craft is the first food safety-certified company in Botswana in the natural and organic sector.

They have won 13 industry awards – 11 of those when they were still making jam at home – and they are the first Botswana-based food company to sell on Amazon.

From the very start, though, Monthe and Aganga saw Maungo Craft as more than just a business. They see it as a way to transform their country and their home.

Botswana’s economy is dominated by diamond mining, but that industry is not sustainable and often leads to exploitation of local resources and workers. Meanwhile, other more sustainable industries, such as local food production, are ignored. Botswana imports 98% of its food while indigenous crops like marula fruit go underutilized and under-commercialized. In the current global food market, 85% of food comes from just five crops.

The impacts, Aganga said, are economic as well as cultural.

“It’s about getting people to reconnect with what maybe their grandparents have eaten but maybe they are not familiar with,” Aganga said. “We can support our local communities if their resources are valued, but when their resources are not valued, those communities become subject to more harmful industries, like mining.”

Through Maungo Craft, Monthe and Aganga partner with local villages and employ thousands of women during harvesting season. They also work with processors extracting oil from marula fruit to take their discarded pulp and upcycle it into Maungo Craft products.

Their next mission is to help other local companies thrive and make a community impact the way they have. Aganga is the secretary of the Natural Products Association of Botswana, and Monthe is an active member. They are sharing everything they’ve learned with other small businesses in the natural, organic, indigenous products space, with the ultimate goal to build a new, export-based economic sector in Botswana that capitalizes on all the local, historical, and indigenous strengths the country has to offer.

And soon they will be doing it not just as business partners, but as a husband-and-wife team. After years of friendship and working together, Monthe and Aganga were engaged last spring.

We'll keep exploring the topic of Con dence to Impact Your World through conversations with more valued members of our Eccles community. The season debuts March 16, with new episodes every other week. Join us at eccles.link/businessbuzz

In a Spring 2022 survey of graduating seniors, 25% of respondents indicated they had gone hungry at least once in the previous year due to lack of sufficient financial means to buy food.

In a Pinch was created to provide access to free basic essentials, including non-perishable food and personal hygiene products. Help us continue supporting Eccles students in need by donating and scanning the QR Code below.

Keep learning about the impact Eccles students and alums are having by tuning in to Season 4 of the Eccles Business Buzz podcast.

ready to

make an impact

Generation Z is used to shaking things up. Coming of age and entering the workforce in a difficult time – both economically and socially – Gen Zers have a strong sense of equality and justice, and they also are keenly aware of the ways existing corporate and social structures have contributed to many of the challenges they face.

According to Deloitte’s 2022 Gen Z and Millennial Survey, financial worries, climate change, mental health challenges, and sexual harassment are among the top concerns for this generation. A generation of digital natives, Gen Z is skilled at bringing attention to these issues and driving collective action through social media platforms and grassroots organizing.

But, as Gen Z enters the workplace, they need to do more than just tear down the systems they don’t like. They also need to develop skills that will help them build the companies and organizations they want to see. The Goff Strategic Leadership Center at the David Eccles School of Business aims to do just that.

Goff offers three programs:

▪ The Explorers program lasts for one semester and pairs students with a for-credit internship, as well as provides a concurrent leadership and skills-development course.

▪ In the Trailblazers program, students spend one semester working on a project for a business client, receiving feedback from professors, business advisors, and the client along the way.

▪ Goff Scholars work on multiple client projects over the course of two semesters, guided by an Eccles School professor, who also provides a strategic framework and business analytics tools to help support class projects and students’ future careers.

Anchored in hands-on learning, Goff provides a bridge between the classroom and the community, preparing students to be effective, impactful leaders wherever they land.

Ready to Make an Impact – Whatever Comes Next

As funny as it sounds, Cathleen Zhang says the best feeling she’s ever had was the feeling of being the dumbest person in the room – and it was her experience at Goff that gave it to her.

“The Goff Strategic Leadership Center brings the best people together,” Zhang said. “I love the feeling of being the dumbest person in the room, and I am OK with that.”

As a junior studying sociology, Zhang applied to the Goff Scholars program on a whim and soon found herself being challenged in all the best ways. Tasked with completing four real-life projects for four real-world companies during the year-long course, the expectations of both the professors and the clients were high. Zhang found herself driven to succeed in a way she never had been before.

“From the very beginning the professor told me, ‘I expect a lot of everyone in this class, but every single time the students have delivered.’ That kind of trust and high expectations in a classroom setting really stuck with me,” Zhang said. “It was so transformative. And I had a great time.”

Through the projects she completed with Goff, Zhang saw she had more skills than she realized – and she saw in real-time the impact those skills could have. One project she and her team worked on was for a local janitorial company that was looking to expand their business. After a lot of market and technical research, the team recommended that the company expand into cleaning laboratory spaces and the company decided to pursue their recommendation.

“Knowing the things you recommended and put a ton of time and research into was something the company trusted – that felt really good,” Zhang said. “It made me really confident in my own research abilities and my ability to work on a team.”

Her experience with Goff also opened Zhang’s eyes to different avenues she could pursue to make a positive impact besides the paths that were already familiar to her. Now a senior at the David Eccles School of Business, she has added economics and Quantitative Analysis of Markets and Organizations (QAMO) to her major. The program gave her new insight into the positive impacts businesses can have on social problems. She even joined the Student Investment Fund at the Eccles School and got interested in the field of impact investing.

“I never thought in a million years that I’d want to do anything related to business, accounting, or finance,” she said. “That’s something I never would have had the confidence to do before this program.”

The program also helped Zhang feel comfortable even in uncomfortable moments. Through self-evaluations and peer evaluations, she learned how to receive constructive criticism and how to correctly assess her own strengths and not sell herself short. It’s all valuable preparation for whatever comes next.

“It was so wonderful. I had never received feedback like that before. Sometimes we have perceptions of ourselves that aren’t entirely cognizant with how other people see us,” she said. “I don’t know what’s next but, thanks to Goff, I know I am prepared.”

Forging an Impactful Path – and Inviting Others to Follow

Ethan Black always knew he wanted to do something with his life that made a difference for other people – he just didn’t know how. Growing up in St. George, Utah, he didn’t have any examples of people who had gone from where he was to where he wanted to be. Goff, he said, helped him forge that path.

“The whole world is accessible, but it can be hard to feel that way,” Black said. “Goff really helped me bridge that gap. This program is really good at not making you feel too small.”

Black, who majored in finance and graduated in the spring of 2022, participated in the Trailblazers program during the Fall Semester of 2021. His group was assigned to work with a small start-up in New York. After the school year was over, Black interned with the company, walking to

their offices on Wall Street every day. He was with the company as they raised $10 million in Series A funding. They went on to rase $130 million in Series B funding and achieved unicorn status.

It was the first time, Black said, that he saw a clear picture of what he wanted to be – and what he could do.

“You can fall into a trap of not thinking big enough, but this allowed me to see beyond the traditional way of thinking and really broaden my perspective,” he said. “I was lucky to be able to see what happens when you give something your all.”

Through a connection at the start-up, Black was introduced to the business leadership program at LinkedIn. Black said he was attracted to the company because of their mission to connect people all over the world to the jobs and opportunities that will help them thrive – the way Goff did for him.

“I was drawn to this sense of the company that everything I do can make a difference for someone else,” Black said. “I’ve never been so excited to work with someone or for something.”

Black is the first student from the University of Utah ever accepted into the prestigious two-year program at LinkedIn, but he is walking in without any sense of imposter syndrome, he said, thanks to the confidence and perspective his time at Goff gave him. Now as an alum of the Eccles School, Black is also committed to sharing his journey with other students like him and giving them a real-world example of what is possible.

“I say go out there and get that perspective and experience,” Black said. “It will be scary, but it provides so much value. It makes the world feel wide open to see that you can do so much more than the scope you might have.”

Creating Impactful Spaces for the People Who Need Them Most

The goal of Michelda George’s non-profit organization, Versatile Image, is to help business leaders think differently about the role of artists and creatives in their companies. To accomplish that goal, George had to start thinking differently about her own skills and company, and a partnership with the Goff Strategic Leadership Center helped her do it.

George, who is of Haitian ancestry, started Versatile Image in 2010 as a for-profit event planning company specializing in fundraising events for Haitian earthquake relief. She soon branched out to other event projects and clients, but the industry was difficult to keep up with and she never felt like she was getting ahead.

Eventually, George put Versatile Image on the shelf and started working in the financial planning industry. But she couldn’t shake the idea that Versatile Image could become a vehicle for developing and promoting Black and brown creatives.

5 Pieces of Advice from 5 Strategic Leaders

Adapted from the Goff Strategic Leadership Center blog

George said. “But I was able to see this group through my life experience and the experiences of my creative friends and the support they needed.”

After relocating to Utah to live closer to her brother, the pieces finally started coming together for George. In 2019 she converted Versatile Image to a 501(c)3 non-profit, “and the flood gates opened up,” she said.

Versatile Image now provides professional development and business development – such as marketing and branding assistance – for Black and brown creatives from visual artists to graphic designers and copywriters to web developers. The organization also receives job requests and then matches them with the best creative to meet the need. It is something no one was doing before.

“These are skills that are vital to the success of businesses, but there really wasn’t a space that was carved out for Black and brown creatives,” George said. “There was no community for artists.”

Versatile Image is also committed to advocating for Black and brown creatives, George said, by ensuring they receive fair bids and payments.

“When it comes to Black and brown creatives as compared to our white counterparts, we would get bids that were significantly less,” George said. “I am here to make sure everybody wins, but it has to be fair. That starving artist crap is dead.”

With her non-profit officially off the ground, George partnered with Goff to explore the idea of building a development center and coworking space for her clients. Nine different student groups presented research and recommendations about what was possible for the company and its growth.

“They really came with it,” George said. “It was amazing to see it come to life. They gave us a lot to implement and a lot to think about.”

To George, Goff’s work doesn’t just impact students or businesses like hers – it’s a win for the whole community.

“Providing support to community members is so important,” George said. “They were really open to connecting me to resources and introducing me to people. I felt seen. They wanted to create space and my organization was worth supporting.” ■

“The best part about being in a leadership position is that you become aware of your strengths and weaknesses. As great as it is to contribute your strengths to a project or team, the real opportunity that comes with leadership lies in growing your areas that could use improvement. Take advantage of any leadership opportunity possible, and use it to develop the areas that you want to grow in. The best leaders are born out of experience and consistent, challenging growth.” Daren Thai, Goff Ambassador

“As a college student years ago, I struggled to find my voice, or even to see myself as a leader. I found myself taking more of a reactionary role in teams, instead of proactively contributing and taking ownership of decisions. I was great at completing the exact responsibilities I was assigned, but I didn’t seek out much more than that. But gradually, my mindset changed – thanks to mentors, lots of self-reflection, and realizing that the decision to become a leader was entirely up to me. I learned that I needed to identify my strengths, find situations to use them, put intentional thought into not just completing tasks but into creating the maximum amount of value, and be receptive to feedback. And then use a growth mindset to start that process all over again. Everyone has the potential to develop a strategic leadership mindset. It starts with you, and it takes work – and it’s worth it.”

Stephanie Baugh, MA, Goff Manager

“Always continue to learn. Always keep learning and seeking to understand even the smallest things.” Greg

Goff, Founder

“Being a strategic leader is not only about creating value for your team or organization, it’s also about creating and capturing value for yourself. I’ve found that strategic leaders are incredibly dynamic – they don’t rest on the laurels of how success is currently defined or even on the strengths they have today. They continue to be self-aware, to relentlessly focus on what value means to them, to align the resources they need around them, and to take ownership over their own personal growth.”

Ruchi Watson, MBA, Ed. D., Goff Managing Director

“I would say in order to be a strategic leader, you have to think for not only yourself but for your whole group/community. It is your job to look out for those in need, create compromises when necessary, and always be a resource for others.”

Addie Collins, Goff Ambassador

“These big companies just don’t think about how artists are the backbone of their business,”

They dedicate themselves to the things that give them meaning and purpose. People who commit to the things they are most passionate about see their dreams and ambitions ourish, often leading to a positive change for the people around them, too.

They commit to continual self-improvement. Don’t ignore that voice in your head that tells you to keep going even when it’s hard! That’s the voice that will lead you to success and positive impact.

They engage with people in an open, mutually bene cial way. Impact can start with a short conversation or a quick co ee. Someone else’s story might be the key to your own locked door – and vice versa.

They bring other people with them as they rise. When you celebrate other people’s success, they will celebrate yours. A rising tide can lift all boats, and sharing the credit keeps everyone motivated to do their best.

They embrace the journey instead of the goal. The nish line isn’t always the most important part of the race. Focus on the small steps that get you there, and your impact will come into focus.

They use their power and in uence well. Wherever you are making an impact, people are watching. When you use your power for good, in a small corner of the world or a big one, you are making positive change.

They invest their time and energy in what can be – rather than what is. The people who make the biggest impact are always looking a few steps ahead, instead of getting comfortable and complacent in the now.

They share what they know. It takes a village to do just about anything, including making an impact. Share your knowledge to help others build their own skills and con dence to make a di erence.

They embrace constructive criticism. Correction doesn’t mean failure, it means other people are invested in your success.

The Covid Economy:

digging for data

COVID-19 has proved to be not only a health crisis, but also an economic one. Thankfully, Utah has fared better than most states, in large part thanks to Maclean Gaulin and Nathan Seegert. The pair developed a method to predict the risk of COVID-19 and the hidden infection rate using publicly available data on positivity rates, working tirelessly to provide policymakers with data and analysis through the Utah Health and Economic Recovery Outreach, or UHERO project. These efforts provided the most reliable data in the world in real-time to Utah policymakers.

The pair then leveraged their work with UHERO to develop the Eccles Household Business surveys, which provide policymakers and Utahns monthly reports on the pulse of the economy. The Household survey asks 400 Utahns about their current and expected income, spending, and saving every month, with changing topical “deep dive” questions about government programs or COVID-19 topics such as perceived risks, mask-wearing, and vaccines. The Business survey also asks the same 1,000 firms each month about their current and expected revenues, with rotating “deep dive” questions on strategy, risk concerns, hiring, inflation, etc.

Gaulin and Seegert have had dozens of breakthrough findings. They show that information-based voluntary social distancing is more effective than mandatory lockdowns; that people go out to retail stores and spend more when COVID case counts are lower, when more people are wearing masks (and there are mask mandates) and when they are vaccinated; and that employers are reporting a “skill gap” between their hiring needs and potential employees. See the latest findings at www.econ-update.com. ■

Maclean Gaulin

Assistant Professor, Accounting

Nathan Seegert

Associate Professor, Finance

Maclean (Mac) Gaulin is an Assistant Professor of Accounting at University of Utah’s David Eccles School of Business. His research interests include corporate narrative disclosures, information demand and dissemination, and resultant economic outcomes.

Nathan Seegert is an Associate Professor in the Finance Department at the Eccles School. He studies how government policies affect corporations, urban growth, entrepreneurship, and uncertainty in the economy.

Human Biases

in the eyes of AI

We’ve all grown used to algorithms helping us make decisions like what show to binge watch, or what our next online purchase should be. The strength of AI systems and the reason for their wider adoption is their ability to identify patterns in existing data to make accurate risk predictions. In line with recent research, Arul Mishra believes that this strength becomes a weakness when existing data include historic human biases, including race, gender, age, or income-based biases. AI systems, unfortunately, represent these biases as relevant rules that humans utilize in their decision-making processes, which leads to a cycle of discrimination, in which models learn biases from past human decisions, and themselves make inequitable predictions.

Mishra utilizes different methods, causal and computational, to examine how algorithms might influence whether a consumer will receive a line of credit; whether a defendant will be denied a favorable sentence; or whether a consumer will be shown different job or product advertisements all based on their group membership such as race, gender, income, age, etc. Working with several for-profit (e.g., national lenders, retail outlets) and non-profit organizations (e.g., legal organizations working for better access to justice), she has examined whether algorithmic predictions could be biased, the causes of such bias, the individual and social impact of the bias, and importantly, how the algorithms can be debiased. ■

Arul Mishra

Professor, Marketing

Arul Mishra is a Professor of Marketing at the David Eccles School of Business. Her research focuses on understanding different aspects of a person’s decision-making process. She is interested in examining research questions in the domains of consumer decision-making, behavioral promotions, risk perception, and financial decision-making.

a fireside chat with

Ryan Smith

The David Eccles School of Business felt a little bit like game night at Vivint Arena this fall as Ryan Smith, founder and executive chairman of Qualtrics and owner of the Utah Jazz and Real Salt Lake, spoke to a standing-room only crowd as keynote speaker for the 32nd Annual Spencer Fox Eccles Convocation.

Smith started Qualtrics when he was a student at Brigham Young University’s Marriott School of Management. He has grown the Provo-based company from a basement start-up to one of the fastest-growing technology companies in the world. Smith is also the co-founder of 5 for the Fight, a crowdfunding campaign with the goal of eradicating cancer. In 2020, he and his wife, Ashley, purchased the NBA’s Utah Jazz, and two years later they became majority owners of Major League Soccer’s Real Salt Lake. As owners of the Jazz, the Smiths launched a program to create college scholarships for every Utah Jazz win during the pre-, regular, and post- seasons.

During a fireside chat with University of Utah President Taylor Randall, Smith talked about everything from his time as a student, to starting Qualtrics, and even addressed some of the audience’s burning questions about the Jazz. Here are five key takeaways...

Find what matters most to you and use that to guide your decisions. Smith encouraged students to think hard about what they care about and what they would fight for. For him, it’s his family, his faith, Qualtrics, the Jazz, and the state of Utah, he said. Your life will never be perfectly in balance, he told the students, but when you know what matters most, you can put your attention in the right place at the right time.

Look for doubles and triples. On the topic of balance, Smith also encouraged students to look for opportunities to maximize their efforts. He illustrated the point with a personal example. Smith said he was due for a visit with his grandmother, but he also wanted to teach his daughter how to ride her bike, and all five of his kids needed dinner. So, what did he do? Packed the kids in the car, went through the drive-thru, took everyone to grandma’s and taught his daughter to ride her bike while grandma looked on. “That’s a triple,” he said. “Doesn’t get much better than that.”

Being a fast learner is the most important skill you can develop. When Smith is hiring new employees at Qualtrics, he isn’t just looking for someone who can do the job he needs done now – he is looking for people who can do the job he needs done two jobs from now. Being a fast learner trumps experience almost every time, he said.

Figure out how to fight through friction. Smith asked students to think of an accomplishment they are proud of. Then he asked them to think about whether it was an easy thing to achieve. “Nothing good happens without friction,” he said. “No one will say something they’re proud of that they didn’t fight for.” The key is knowing when you stay and fight, and when it’s time to take the off-ramp and try something different.

Remember, there are no extra points for going it alone. The most valuable thing students will gain from their experience at the Eccles School, Smith said, is the network they are building and the relationships they are developing. “Everyone in this room should be thinking about how they can open doors for each other,” he said. “Everyone in this room should think, ‘I’m starting a business, and these people here with me are my first draft pick.’”

Finally, Smith reminded students that he is there to help them and root for them, too — as are all the members of the Eccles School community, near and far. And this is what Spencer Fox Eccles Convocation celebrates most of all. This favorite tradition brings the Eccles community together each fall to celebrate the start of a new school year, and to recognize the pivotal role of Spence Eccles and his aunt, Emma Eccles Jones, in establishing a $15 million endowment that has benefitted the Eccles School since 1991. To close this year’s event, Smith recognized Spence Eccles himself, expressing admiration for his commitment to building and supporting the communit y around him — an example Smith said he hopes to follow.

“There are a lot of people here who care about you,” he told the students, alums, and others gathered at the event. “We want you to be successful. We need you to be successful.” ■

“We want you to be successful. We need you to be successful.”

campus news

David Eccles School of Business Celebrates Record-Breaking Scholarship Donations at Annual Luncheon

The Eccles School achieved a new milestone this academic year, reaching a total of more than $20 million donated to student scholarships. At a celebratory luncheon held in honor of all scholarship donors and recipients, the school was also pleased to recognize two Distinguished Scholarship Donors: Chris Palacios, who has served as a mentor, donor, and board member for the First Ascent Program; and Wheeler Machinery and the

Campbell Family, who have been contributing to scholarships at the Eccles School for more than 50 years!

“Scholarship support is integral to the success of the Eccles School, and our students,” said Dean Rachel Hayes. “Many of our students wouldn’t be able to attend college without the generous support of our donors. Not only would those students miss out on a college education, but the Eccles School would miss out on their unique perspectives and experiences. Scholarships help increase the diversity of our school, and they allow us to expand our reach and impact to the students and communities that need it most.”

Sorenson Impact Center Releases On-Demand Bootcamp to Disrupt the Status Quo in Entrepreneurship

The Sorenson Impact Center recently debuted Project DEEP, a multi-pronged initiative that aims to accelerate the growth of women and people of color entrepreneurs and equip more intentional investors and decision makers. The on-demand series includes six courses that can be watched online, any time. Topics include:

• Demystifying Entrepreneurship with Kimmy Paluch

• Funding for Growth with Christina Taylor

• Scaling through Systems with Raquel Wilson

• Women Investing for Change with Rose Maizner

• Entrepreneurship Ecosystem Building with Dell Gines

• Designing Economies for People and Planet with SecondMuse

“More and more women and people of color are launching themselves into the world of entrepreneurship. In fact, Black women specifically are the fastest growing demographic of business owners,” said Frederique Irwin, Founder of Her Corner, Inc., and Managing Director at the Sorenson Impact Center. “However, these businesses and others owned by women and people of color, statistically don’t have the same access to funding, networks, and growth opportunities as their white male counterparts. We want to help change this.”

Learn more and access all the courses at www.project-deep.com.

University of Utah Launches Entrepreneur Program for All Alumni

This fall, the Lassonde Entrepreneur Institute launched Lassonde for Life, a new program available to all University of Utah alumni who are interested in entrepreneurship. The program offers alumni lifelong support for their entrepreneurial pursuits, by providing resources and support from the top-10 ranked Lassonde Entrepreneur Institute, an interdisciplinary division of the David Eccles School of Business.

Alumni can participate free of charge and from anywhere on the globe to explore entrepreneurship, get help starting a company, grow a company, attend events, make connections, find mentors, and more. The program is provided through a partnership between the Lassonde Entrepreneur Institute, PIVOT Center, and the university’s Office of Alumni Relations.

“This is a first-of-a-kind program to support all of our graduates who have a business idea or imagine starting one sometime in the future,” said Troy D’Ambrosio, executive director of the Lassonde Entrepreneur Institute and an assistant dean at the Eccles School. “We want to help them all become entrepreneurs and follow their dreams, while also helping each other through workshops, mentoring, and other resources.”

Learn more about the program and register at www.lassonde.utah.edu/life.

University of Utah College of Engineering Receives Historic Gift, Renamed as John and Marcia Price College of Engineering

The University of Utah College of Engineering recently announced a historic $50 million gift from the John and Marcia Price Family Foundation that will benefit future students, educational programs, research centers and entrepreneurism, as well as the construction of a new $190 million computing and engineering building on the U campus.

John and Marcia Price are also valued friends and donors of the David Eccles School of Business. Of their $50 million contribution to the College of Engineering, an endowment of $32.5 million will go to student scholarships, teaching labs, educational initiatives, and more.

New Fintech Education Center Launches at the U

A new partnership with the Stena Foundation and founders Steve and Jana Smith will create the Stena Center for Financial Technology at the University of Utah. Total funds up to $65 million over the next 10 years will support the center, including industry-sponsored labs, venture funds, and fintech-focused degrees and certificates, with the goal to bolster the state’s international reputation as a hub for financial technology innovation. The center will also collaborate significantly with academic units on campus to develop programs and degrees, including the David Eccles School of Business, the John and Marcia Price College of Engineering, and the S.J. Quinney College of Law.

The center will also host an annual symposium, the fintechXchange, at the University of Utah. The first event was held in January 2023, with speakers including Utah Gov. Spencer Cox, University of Utah president Taylor Randall, Finicity founder Steve Smith, and Salt Lake City mayor Erin Mendenhall. ■

Ashley Birdsall

Degree from Eccles: Master of Health Administration, ’19

Current job title/position: Pharmacy Finance Management Analyst at University of Utah Health

What is your favorite memory of the David Eccles School of Business?

My favorite and most meaningful memory is being accepted to the Healthcare Administration program. I took the introduction to Healthcare Administration class without being accepted in the program. It confirmed that I wanted to pursue the Healthcare Administration degree, so being accepted to the program was very exciting to be able to continue achieving my goals!

What impact has your education from the Eccles School had on your life?

My education has given me several opportunities that I wouldn’t have had otherwise – including my current position.

How do you currently make an impact through your work or other activities?

Working in healthcare provides me a unique opportunity to feel like I am making an impact on a daily basis. I’m grateful that my education through the Eccles School allowed me to progress in my career. In my current role, I feel like I am a part of the University of Utah Health team that cares for so many.

If you could give one piece of advice to your student self, what would it be?

Ask questions! Everyone is happy to teach students; use the title “student” to your advantage.

What person has had the biggest impact on you?

The person who had the biggest impact on me during my time at the Eccles School was Joe Horton. The courses he taught heavily impacted me and my approach to work and life. I am also fortunate to continue working with him since graduating, as a teaching assistant in his Ethics course. I am grateful to continue learning from him as a mentor and friend.

Katie Fukumitsu

Degree from Eccles: Operations and Supply Chain, ’22

Current job title/position: Supply Chain Leader at Frito Lay

What is your favorite memory of the David Eccles School of Business?

My favorite memory was my trip to Barcelona and London with the Business Scholars Program. It was only my second time outside of the country and my first time in Europe. I had so much fun exploring the cities, visiting companies, and really getting to know some of my peers outside of class.

What impact has your education from the Eccles School had on your life?

I didn’t know what career or major I wanted to pursue going into college, but after participating in Business Scholars and learning about the different majors in business, I realized that business is what I wanted to do.

How do you make an impact through your current work or other activities?

Although my career is just starting, I am working hard to learn about every department and aspect in my company so I can make tangible changes.

If you could give one piece of advice to your student self, what would it be?

Even though I struggled a lot in the beginning with figuring out what major I wanted to pursue, I wouldn’t have changed it. My advice is to not worry so much about figuring out your life plan and instead just pick something you’re interested in and go for it!

What person has had the biggest impact on you?

Professor Sue Sundar has made a huge impact on me. I owe a lot to her. When I first met her, I lacked a lot of confidence as a woman in business and a woman of color. Her belief in me gave me the confidence I needed.

Yasmin Khan

Degree from Eccles: Master of Business Creation, ’21

Current job title/position: Founder and CEO, Khalm Skincare

What is your favorite memory of the David Eccles School of Business?

Unquestionably, my favorite memory of the David Eccles School of Business was the awe I felt the first time I walked into the the Garff building, where my MBC classes were held. The space gave a grand feeling that a meaningful change was about to occur for me as a woman and a person of color by saying yes to a surprising opportunity.

What impact has your education from the Eccles School had on your life?

I built a board for my company, Khalm Skincare, right after graduation so you could say I learned, then I executed. Personally, it’s shown my two daughters that securing education can be done at any time in your life.

How do you make an impact through your current work or other activities?

As soon as I graduated from the MBC program, I joined Women Who Succeed (WWS), where I am able to mentor young ladies who are pursuing college degrees and provide some scholarship funding.

If you could give one piece of advice to your student self, what would it be?

Underestimation is the death of opportunity. Don’t underestimate yourself.

What person has had the biggest impact on you?

I know she is a polarizing figure, but Meghan Markle has had a very big impact on me. She had such charisma and grace leaving an institution because she faced racism and non-acceptance. For me as an Indian-Pakistani woman, watching this helped me unpack some of my own history and personal feelings.

Kevin Mukai

Degree from Eccles: Marketing BA, ’91

Current job title/position: Founder of KKM Ventures, Adjunct Professor at the David Eccles School of Business

What is your favorite memory of the David Eccles School of Business?

The lifelong friends that were made from taking classes, in study groups, and going through the college experience together.

What impact has your education from the Eccles School had on your life?

My Eccles School experience provided me with the foundation to grow my skills and succeed in executive roles in Fortune 50 companies in domestic and international assignments.

How do you make an impact through your current work or other activities?

I make an effort to give back in areas where I have a passion. I have enjoyed being involved with the U with a broad range of organizations. I have been involved with Business Scholars over the past decade, and I am now on the University Board of Governors, the David Eccles Alumni Network Board, and teach at the Eccles School as an Adjunct Professor. In the community, I serve on a couple boards including the Japanese American Citizens League Credit Union.

If you could give one piece of advice to your student self, what would it be?

A favorite quote I wish I found earlier as a student is, "Everything we touch shifts, make each shift better."

What person has had the biggest impact on you?

Easily my wife, Kristen. I couldn't ask for a better life partner and best friend to experience life with and excel with through multiple careers, eight moves, living in six cities and two countries, plus raising four children and two dogs. I am blessed.

Swapnil Sinha

Degree from Eccles: MBA, ’07

Current job title/position: Head of Growth and Transformation at Google, Inc.

What is your favorite memory of the David Eccles School of Business?

My favorite memory of the Eccles School is the long hours spent cracking case studies as a team and then presenting those in the class.

What impact has your education from the Eccles School had on your life?

I went back to school after a corporate stint of five years. It was a tough decision at that time to leave a well-earning job and family behind in India to be in the USA for an MBA. But that time at the Eccles School has been pivotal in transforming my career from being an 'IT consultant' to becoming a business leader.

How do you make an impact through your current work or other activities?

My current work requires me to prioritize my efforts for creating the largest impact possible. Our initiatives are focused on driving outsized business growth for our clients or enabling digital transformation for our partners. I also conduct meditation classes in the community.

If you could give one piece of advice to your student self, what would it be?

I have been inspired by this quote: "A leader thinks of himself as a perpetual student, and he learns from everybody, even a child." My advice would be to follow your passion, be flexible and open to new experiences, and stay grounded to your roots.

What person has had the biggest impact on you?

My aunt transformed the lives of many around her by propagating learnings from her own life. Hundreds of individuals and families went on to accomplish great things in their life and career after active mentorship from her.

Krista Sorenson

Degree from Eccles: Executive MBA, ’20

Current job title/position: Director, Sorenson Impact Foundation

What is your favorite memory of the David Eccles School of Business?

The summer week in Mexico City for our international trip is at the top of the list. I loved having their professors teach us about their country and how they see the U.S. — it was fascinating.

What impact has your education from the Eccles School had on your life?

Prior to business school, my background was primarily in medical sales/marketing. This experience allowed me to dive into other segments of the business world and then be able to speak more competently in what I am doing now. Also, the caliber of the students in my cohort was beyond measure. I continue to network and collaborate with many of them on a regular basis.

How do you make an impact through your current work or other activities?

Being part of the Sorenson Impact Foundation is all about IMPACT! It is truly fulfilling work to help social entrepreneurs challenge global issues that change the lives of millions of people. I also serve on several community boards that are dear to my heart.

If you could give one piece of advice to your student self, what would it be?

School is a wonderful window of learning — a true temporary state of imbalance! Enjoy it despite the challenges it may bring.

What person has had the biggest impact on you?

I'd honestly have to give my husband Jim the award. I've never met anyone who thinks more outside the box in facing life's challenges and creating opportunities for others. He's quite a guy!

Final Word

College professors made some of the most profound impacts in Sue Sundar’s life, inspiring her to become a professor herself. Now, as director of the Operations and Supply Chain program at the David Eccles School of Business, she is working hard to follow their example and make an impact on her students as well.

The best way to do that, in her opinion, is to help students build confidence in the strengths and skills they already have – and then help them apply that confidence to developing the new strengths and skills they need.

“I have taught hundreds of students, and it is that confidence that makes a huge difference in a student’s life,” Sundar said. “They have everything they need to be happy and successful, but they don’t always realize that. If we professors can make an impact on students, if we can help them realize their true potential and go in the direction they want to, even a little nudge helps more than we realize.”

Sundar has an open-door policy and prides herself on being available to any student who might need a little validation or encouragement. She has started several programs and recurring events in her department aimed at helping students build the confidence, experience, and networks they need, including a Networking with the Professionals fair, an alumni speaker series, and a peer support group called Nari Shakti, which is Sanskrit and translates to women of strength. These efforts matter, she said, even if the results aren’t obvious right away.

To remind her of that, Sundar keeps in her office a box of cards she has received from students over the years, thanking her for an impact she made on their lives without even knowing it.

“It’s a humbling experience to see we are in a profession where we can make students’ lives better. That’s our agenda,” Sundar said. “It’s always the first step that stops them. But if we can help them take that first step, that first plunge, they can fly.” ■

“It’s a humbling experience to see we are in a profession where we can make students’ lives better.”

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We’re here to help you do the things that matter most, with the people who matter most. Now and years from now. That’s what you get with a financial plan based on your life and your priorities. With personalized financial strategies tailored to your goals, planning looks less like planning and more like living. Spend your life living.®

We’re here to help you do the things that matter most, with the people who matter most. Now and years from now. That’s what you get with a financial plan based on your life and your priorities. With personalized financial strategies tailored to your goals, planning looks less like planning and more like living. Spend your life living.®

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Jeffrey Lewis, CLU®, ChFC® 111 E Broadway Ste 1400 Salt Lake City, UT 84111 jeffrey.lewis@nm.com

Jeffrey Lewis, CLU®, ChFC® 111 E Broadway Ste 1400 Salt Lake City, UT 84111 jeffrey.lewis@nm.com

801-433-1692 www.jeffrey-lewis.com

801-433-1692 www.jeffrey-lewis.com

Jeffrey Lewis, CLU®, ChFC® 111 E Broadway Ste 1400 Salt Lake City, UT 84111 jeffrey.lewis@nm.com 801-433-1692 www.jeffrey-lewis.com

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07-1004 © 2023. Northwestern Mutual is the marketing name for The Northwestern Mutual Life Insurance Company (NM) (life and disability Insurance, annuities, and life insurance with long-term care benefits) and its subsidiaries. Subsidiaries include: Northwestern Mutual Investment Services, LLC (NMIS) (investment brokerage services), a registered investment adviser, broker-dealer, and member of FINRA and SIPC. Northwestern Mutual Wealth Company® (NMWMC) (investment advisory and trust services), a federal savings bank. Not all Northwestern Mutual representatives are advisors. Only those representatives with “advisor” in their title or who otherwise their status as an advisor of NMWMC are credentialed as NMWMC representatives to provide investment advisory services. NM and its subsidiaries are in Milwaukee, WI.

To view detailed disclosures regarding individual representatives, view their information at jeffrey-lewis.com.

07-1004 © 2023. Northwestern Mutual is the marketing name for The Northwestern Mutual Life Insurance Company (NM) (life and disability Insurance, annuities, and life insurance with long-term care benefits) Subsidiaries include: Northwestern Mutual Investment Services, LLC (NMIS) (investment brokerage services), a registered investment adviser, broker-dealer, and member of FINRA and SIPC. Northwestern Company® (NMWMC) (investment advisory and trust services), a federal savings bank. Not all Northwestern Mutual representatives are advisors. Only those representatives with “advisor” in their their status as an advisor of NMWMC are credentialed as NMWMC representatives to provide investment advisory services. NM and its subsidiaries are in Milwaukee, WI.

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