Emory Business Magazine Fall 2021

A MAGAZINE FOR ALUMNI AND FRIENDS OF EMORY UNIVERSITY’S GOIZUETA BUSINESS SCHOOL

EMORY | BUSINESS

Leadership through Crisis Goizueta Offers Students Immersive Experiences to Build Responsive Skills Transformational Scholarships | Big Data, Big Risks | 2036 | Peachtree Minority Venture Fund

ANYTHING BUT BUSINESS AS USUAL Challenge yourself and transform your career options with a top-ranked Goizueta graduate business degree. Let us nurture your potential, fuel your passions, and prepare you for the challenges and possibilities of tomorrow.

Discover how you can drive your career–and business–forward.

ONE-YEAR MBAMBA | TWO-YEAR MBA | EVENING MBA | EXECUTIVE MBA | MS BUSINESS ANALYTICS | MASTER OF ANALYTICAL FINANCE | EXECUTIVEFINANCE EDUCATION ONE-YEAR | TWO-YEAR MBA | EVENING MBA | EXECUTIVE MBA | MS BUSINESS ANALYTICS | MASTER OF ANALYTICAL

EMORY.BIZ/GBS 2 | fall 2021

CONTENTS FALL 2021

FEATURES

01 001001 001000101 001001 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 011 0 1 00000000 01 001001 00100 0101 0010010010 0010 100100 10010001 0001001 001001 00100010100100000 0100100010100100 1001000101 0 0 1 0 0 1 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 0 0 1 0 0 0 0 1 0 0 1 0 0 1 0 0 1 0 0 0 10 1 0 0 1 0 0 1 0 0 1000101 001001 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 011 0 1 01 001001 00100 0101 0010010010 0010 100100 10010001 00000001 001001 001000101 0010 0100100010100100 1001000101 001 0 0 1 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 0 0 1 1 0 1 0 1 0 1 0 0 1 0 0 1 0 0 1 0 0 0 10 1 0 0 1 0 0 1 0 0 1 0 0 0 0 1 0 1 0 0 1 0 0 1 0 1 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 011 0 1 01 001001 00100 0101 0010010010 0010 101 100100 10010001 01 001001 001000101 0010 0100100010100100 1001000101 001 001 001000101 0010010010001 01001001001000101 001001 0010 00101 001001 001000101001001001001101 01 001001 00100 0101 0010010010 0010 100100 10010001 01 001001 001000101 0010 0100100010100100 1001000101 001001 001 000101 0010010010001 0 1 0 0 1 0 0 1 0 0 1 0 0 0 10 0 1 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 0 0 10 100100100010100100100010 001 01 0 0 100 100100 0101001 001 000100

08

14

The Transformational Gift of Student Scholarships

When a Breach Occurs, Will You Be Ready?

Scholars Making Waves

Big Data, Big Risks

20

Leadership through Crisis Goizueta Offers Students Immersive Experiences to Build Responsive Skills

CONTENT

03

26

35

John R. Lewis Racial Justice Case Competition

Tracy Barash 93MBA Marketing and Franchise Planning Leader

Counter-Marketing in Vice Good Consumption

Buzz

New Course: Disrupting your Business Strategy New Faculty Hires Goizueta Launching Online EMBA Peachtree Minority Venture Fund

#MeetGoizueta

Benjamin Holladay 22MBA Military Veteran Debbie Perantoni 00EVMBA Alumna Volunteer

New Goizueta Dean Search

Octavius “O.C.” Chen 22BBA Innovative Storyteller

The Sum of Us Common Read

Lindsay Topping Goizueta Legacy

Must Reads for Leaders

Princell Hair 06EMBA News Network CEO Sameen Haroon 19MSBA Data Scientist Onu Okebie 19EMBA & Brian Boland 19EMBA Entrepreneurs

EMORY BUSINESS is published by Emory University’s Goizueta Business School and is distributed free to alumni and other friends of the business school. Send letters to the editor at gbs_communications@emory.edu. For archived editions, visit emory.biz/magazine. ©2021 Goizueta Business School, Emory University. All rights reserved. Articles may be reprinted in full or in part if source is acknowledged.

Emory University is an equal opportunity/equal access/affirmative action employer fully committed to achieving a diverse workforce and complies with all applicable Federal and Georgia state laws, and executive orders regarding nondiscrimination and affirmative action in its programs and activities. Emory University does not discriminate on the basis of race, color, religion, ethnic or national origin, gender, genetic information, age, disability, sexual orientation, gender identity, gender expression, and veteran’s status. Inquiries should be directed to the Office of Diversity, Equity, and Inclusion, 201 Dowman Drive, Administration Building, Atlanta, GA 30322. Telephone: 404-727-9867 (V) 404-727-2049 (TDD).

#GoizuetaKnows

Closing the Class Gap in the U.S. Using Information to Navigate the Wild West The Gargantuan Growth of Passive Market Funds The Real-World Impact of Digital Disruption

40

Class Notes

At Goizueta Business School, the safety and protection of our students, faculty, staff, and campus visitors is our first priority.

Our COVID-19 response includes a multi-layered approach to infection and illness prevention. We are committed to living our mission and nurturing a vibrant learning experience, while protecting those most vulnerable in our community by reducing transmission and promoting vaccinations. For the most updated information on Goizueta's COVID-19 protocols and procedures, visit emory.edu/forward.

emory business magazine | 1

DEAR ALUMNI AND FRIENDS, As we enter the midpoint of our fall semester, I would like to express my gratitude to the Goizueta community. Each day as I reflect on our progress, I see faculty engaged in exceptional instruction, research, and scholarship; students discovering new passions and disciplines; and alumni working to build a better world.

Over the past year, in the face of immense change and uncertainty, your resilience, resolve, and commitment to our school and overall community has been truly remarkable. We’ve celebrated so many successes, in large part due to the support of our alumni, faculty, staff, and students. Thank you!

As we launch our 2036 fundraising campaign this fall, we will continue to build on these successes and take our programs and strategic initiatives to the next level.

We remain steadfast in our mission to produce principled leaders who positively impact the world in which we live and work. Through transformational gifts and ongoing support, we will continue to strengthen our focus on entrepreneurship and innovation, leadership development, data analytics, and the impact of business on society.

Perhaps most importantly, we hope you will invest in Goizueta by investing in our students through scholarship giving.

This critical funding enables us to attract the best and brightest candidates and build a community full of diverse ideas, perspectives, and lived experiences.

It has been my honor to serve the Goizueta community as interim dean. As we search for the next distinguished leader to take on the unique challenges and immense opportunities of the future, we will keep you updated on our progress.

Time and again, our community has demonstrated its unique commitment to positive change. Now we come together to double down on that commitment, challenging ourselves to break into new and uncharted territory. As we launch our 2036 campaign this fall, we hope you will join us on this journey.

The future starts here. The future starts now. The future starts with you.

Thank you for all of the ways you’ve given back to the Goizueta community to date and your commitment to the future.

With gratitude,

Karen L. Sedatole Interim John H. Harland Dean, Goizueta Business School

2 | fall 2021

GOIZUETA BUZZ

2022 RACIAL JUSTICE CASE COMPETITION EXPANDS Inspired by its civil rights namesake, the student-run John R. Lewis Racial Justice Case Competition at Goizueta Business School is moving forward in its second year. More student leaders will consult for major corporations seeking to lead innovative solutions for actionable racial justice initiatives.

Students from these four universities will work with Goizueta student leaders to organize the January 2022 event and host the semifinals: • Cornell University SC Johnson College of Business • Howard University School of Business • Rice University Jones Graduate School of Business • Yale School of Management “Cornell, Howard, Rice, and Yale will help expand our reach to more applicants, new sponsors, and more people interested in the finals,” says Kegan Baird 22MBA, who

included HP, Salesforce, Southern Company, Truist, and Walmart.

serves as managing director of the case competition. “It’s incredibly unique to have the opportunity to participate in or lead something like this in an MBA or academic career. I'm honored to be in a situation where I can help others create change.”

More than 500 students from 52 universities participated in the first competition in 2021, won by the University of Southern California Marshall School of Business. The winning team created a bold plan for Johnson & Johnson to create comprehensive programming, creative content, and strategic partnerships to inspire more than two million Black girls in STEM. Other corporate partners from the inaugural competition

In 2022, volunteer judges (including Goizueta Business School alumni) will name 20 semifinalist teams. Each semifinalist team will be assigned to one of five corporate partners (who will be announced in November 2021) and given a case prompt specific to their partner's racial justice and equality goals.

“The issues of injustice and inequality are so big that we can’t be territorial,” says faculty sponsor Lynne Segall 99MBA, associate dean for management practice initiatives. “We need to lock arms and be in this together. We want to be seen as leading a broader coalition of university students to make a difference.”

To get involved, visit emory.biz/jlcc.

—Michelle Hiskey

NEW ONLINE COURSE: DISRUPTING YOUR BUSINESS STRATEGY An agile mindset is a critical success factor for executive leaders faced with organizational change and staying ahead of the competition. But in a rapidly changing world, how does a leader begin to think intentionally about the interaction between strategy, mission, innovation, and human interaction?

Through Emory Executive Education, senior executives, general managers, innovators, socially responsible leaders, and executive teams are invited to register for Disrupting Your Business Strategy, a short course offered for lifelong learning and professional development.

“Unleash your inner innovator and empathize with your team,” challenges Scott Sanchez, affiliate faculty member for Emory Executive Education at Goizueta Business School, who brings a customer-driven approach to innovation to organizations of all sizes. As he leads this new three-day course, Disrupting Your Business Strategy, he draws on extensive experience in innovation, product management, and design. “To transform, it’s vital to understand the basics of design thinking, a human-centered approach to innovation. This methodology will guide you to reinvent strategy as a business discipline and think beyond the short term.”

Using real-world case studies, class discussions include how innovative thinking will lead to reinvented missions that can reframe an organization’s place in the world. This course is designed to challenge status quo thinking and prepare leaders to disrupt their own business before someone else does.

The Disrupting Your Business Strategy course is applicable to the Strategy & Innovation Certificate and the Certificate in Business Excellence. Explore the wide array of courses, programs, and professional certificates available through Emory Executive Education. Read more at emory.biz/eee.—Michelle Valigursky

emory business magazine | 3

GOIZUETA BUZZ

GOIZUETA WELCOMES NEW FACULTY Marina Cooley 14MBA joins Goizueta as its newest lecturer of marketing and will pilot a course called Content Marketing in the Digital Age, offering one class for BBAs and one for MBAs.

“Telling stories has been a defining part of my career as both a brand marketer and a management consultant. I’m looking forward to transferring that knowledge to the classroom,” Cooley says. “Reading is my favorite thing, and the idea that I get to read and think for a living, to translate those ideas to students, fills me with so much joy. I can’t imagine teaching for any other school than my alma mater.”

The course leverages the techniques behind screenplays to understand how Hollywood constructs movies and the science behind sticky ideas, and breaks apart some of the most successful marketing initiatives of the last three decades—all to learn the craft of storytelling. With the foundation of effective communication in place, students will explore how to create breakthrough content on the biggest digital platforms of the day, including Instagram and TikTok.

After graduating from NYU Stern with a bachelor’s degree in marketing, Cooley worked as a management consultant in the Global Business Services division at IBM, where she lived and worked in places ranging from Richmond to Amsterdam to Puerto Rico. Soon after, Cooley left Big Blue for something completely different.

Tonya Smalls 05EMBA is a new assistant professor in the practice of accounting.

She comes to Goizueta from Clark Atlanta University and previously taught at Clemson University, Kennesaw State University, and Georgia State University.

Now that Smalls has joined Goizueta’s faculty, she will have worked at all of her alma maters, as she received her bachelor’s in accounting from Clark Atlanta, her MBA from Goizueta, and her Doctor of Business Administration from Kennesaw State.

personal insight on how their degree, or their interest in accounting, can be utilized in a variety of companies or industries.

Sharing knowledge is powerful, and just having those opportunities in and outside of the classroom is what I’ve found most rewarding.”

Smalls, a certified public accountant, has more than 25 years of professional work experience with an affinity for nonprofit organizations. She spent 11 years at the American Cancer Society in executive leadership roles, including chief financial officer for the South Atlantic Division and managing director of finance for the global headquarters.

Smalls’ primary research interests lie in accounting fraud, behavioral and ethical decision-making, whistleblowing, nonprofit accounting and financial management, and teaching and learning in the area of accounting education. Her work has been published in three academic journals, and she was recently awarded a grant to research the factors that influence minority accounting students’ success in achieving the CPA certification.—Christina Perrier

At Goizueta, she will teach Financial Accounting for undergraduate students, as well as a course titled Accounting for Government and Nonprofit Organizations for students in the Master of Professional Accounting program.

4 | fall 2021

After earning her MBA in marketing at Goizueta, where she was a Woodruff Scholar, Cooley went on to work as a brand marketer for The Coca-Cola Company for six years. She then transitioned to be the chief marketing officer for a Series B startup called Lavva, a plant-based superfood yogurt and lifestyle brand.

“I’ve been passionate about democratizing healthy food for as long as I can remember, and I’ve had the privilege of working on several unicorn brands, including Gold Peak Tea and Honest Kids, which served as proof points that it’s possible to scale brands to contribute to a more sustainable food system,” Cooley says. “I look forward to helping students find a similar passion.”—Christina Perrier

She founded a natural food brand called Better Butter.

“Now that I’m in academia, I can leverage all of my experience and give students my

GOIZUETA BUZZ

ONLINE EXECUTIVE MBA TO LAUNCH FALL 2022 Ahead of its peer institutions in the top 25 business schools, Goizueta will launch an online Executive MBA program to complement its on-campus and hybrid EMBA formats.

The online EMBA will consist of the same courses taught by the same faculty as the other program formats but will deliver synchronous and asynchronous content.

In the fall semester 2022, the program will use The Roberto C. Goizueta Global Classrooms to connect students across the globe to world-class Goizueta faculty in real time.

The new program aims to expand opportunities for high-performing, senior level professionals working both domestically and in international markets who are looking to expand their business acumen and leadership potential.

While the new online format can be completed without stepping foot on

Emory's campus, Goizueta will create optional opportunities for on-campus engagement. Online EMBA students will complete an in-person Global Experiential Module with their cohort as other Goizueta EMBA students do.

The Goizueta EMBA program is currently offered to executive-level students in both an on-campus format, which meets every other weekend, and a hybrid format, for which students complete coursework online and meet on campus three times a semester. Neither of these options is currently available to international students.

“This online format provides broader outreach and more diverse perspectives of thought for the whole class,” says Jackie Conner, associate dean, Executive MBA. “Enrolling students from all over the world is extremely valuable to our faculty, to our alumni base, and to the overall Goizueta community. We strongly value their

perceptions, opinions, and perspectives, especially at a global level.”

Conversations about the program started prior to the pandemic; however, the major shifts resulting from COVID-19 catapulted the discussion to a new level and underscored the advantages, such as reach and flexibility, of conducting advanced learning online.

The Roberto C. Goizueta Global Classrooms combine the best of digital learning and teaching technology, enabling faculty to be highly responsive and flexible with students—through real-time polls that gauge the “temperature of the room,” breakout room options for small group discussion, whiteboard technology, and engagement analytics.

“It’s history in the making,” Conner says.

“What sets us apart from our competitors is our global classroom technology and our world-renowned faculty.”—Christina Perrier

GOIZUETA SEARCHES FOR ITS NEXT DEAN Emory’s search is underway for the next John H. Harland Dean of Goizueta Business School. Dean Vikas Sukhatme of Emory School of Medicine will serve as the chair of the search committee, which began meeting on June 16, with the goal of having a new dean in place during the coming academic year.

Interim John H. Harland Dean Karen Sedatole, Goizueta Advisory Board Term Professor of Accounting, has led Goizueta since May 2020. While maintaining the high standards and rankings for which the school is known, Sedatole has also successfully led Goizueta through Emory’s COVID-19 response and recovery.

Previously, Goizueta was led by Erika H. James, who left to assume the deanship of Wharton School of Business at the University of Pennsylvania.

Members of and advisors to the Search Advisory Committee include a wide range of stakeholders, including Goizueta students, faculty, staff, and alumni, as well as representatives from Emory leadership.

They are requesting community input about the most important attributes for the new dean and arranging listening sessions to hear from members of the Goizueta and Emory communities.—Michelle Valigursky

emory business magazine | 5

GOIZUETA BUZZ

PEACHTREE MINORITY VENTURE FUND ASSISTS FOUNDERS

Goizueta students are carrying on the legacy of recent MBA graduates who sought to act against systemic racial inequalities in business. The result is the Peachtree Minority Venture Fund of The Roberto C. Goizueta Center for Entrepreneurship & Innovation, the first student-run fund in the United States that creates capital opportunities exclusively for U.S.-based Black, Latinx, and Native American entrepreneurs. Students recognized this void in the venture funding space, with underrepresented minority founders receiving less than 3 percent of U.S. venture capital investment.

To refine the fund, students turned to Robert Kazanjian, Asa Griggs Candler Professor of Organization and Management and academic director of the center, and Amelia Schaffner, director of the center.

Goizueta Business School provided $1 million to start the fund, which will allow students to research hundreds of minority entrepreneurs and recommend investments. The fund is expected to make its first investments—ranging from $5,000 to $50,000—in 2022.

Says Miguel Vergara 22MBA, one of the fund’s managing partners, “This [fund] relates to why I chose Goizueta. My experience has been shaped by being a minority and first-generation graduate who has experienced issues of injustice we are seeing now. To me it’s important to think about racism in the funding space and how tough it is for entrepreneurs to receive resources when their livelihoods are at stake. There are institutional obstacles to navigate, not just socioeconomic status.”

Joined by managing partners Alexia M. Brown 22MBA, Dylan Cowley 22MBA, Humza Mirza 22MBA, and Jack Semrau 23EvMBA, other students may apply to be senior associates and analysts.

Students will receive technical financial training in venture capital investing within a course focused on the fund that highlights underrepresented minority entrepreneurship, unconscious bias, and other determinants of investment inequalities. Prior investment or finance experience is not required.

“It’s not enough to say that we support diversity and inclusive environments,” Kazanjian notes. “Our students are saying, ‘We want to do something to address the inequities we have observed.’”

—Michelle Hiskey

THE SUM OF US: WHAT RACISM COSTS EVERYONE AND HOW WE CAN PROSPER TOGETHER Goizueta's Common Read program provides a forum for self-education and a safe space for honest dialogue for those seeking to be allies. Through common book reads, faculty, staff, alumni, and students explore a range of topics including understanding stereotypes and unconscious bias, becoming effective allies, and developing anti-racism mindsets. The next common read is The Sum of Us: What Racism Costs Everyone and How We Can Prosper Together by Heather McGhee who will join the Goizueta community for a Q&A session on November 10, 2021.

The Common Read program is managed by Goizueta's Diversity, Equity, and Inclusion initiative. "Over time, this series will include many different aspects of diversity, with this session focused on racism and the toll it takes on society,” says Jill Perry-Smith, senior associate dean for strategic initiatives and Goizueta Term Professor of Organization and Management.

6 | fall 2021

GOIZUETA BUZZ

MUST READS FOR LEADERS Podcasts, videos, online classes, and other platforms may offer tangible leadership advice, but sometimes what you need is a good book, recommended by a trustworthy source. We asked Goizueta faculty and staff for book recommendations, and here’s what they shared.

KIRSTEN TRAVERS-UYHAM | Associate Professor in the Practice of Finance and Academic Director, Master of Analytical Finance My favorite business book for any aspiring leader is The Global Economy as You've Never Seen It by Thomas Ramge and Jan Schwochow. The first thing you will notice is that it is a beautiful book to flip through, with amazing graphics and colors! Most importantly, every page shows what a good leader must do every day—take complex ideas and simplify them into clear, concise, and complete pictures.

BRIAN GOEBEL | Managing Director, The Roberto C. Goizueta Business & Society Institute I highly recommend From Generosity to Justice: A New Gospel of Wealth by Darren Walker. This book challenges leaders to approach changemaking differently, presenting a compelling case for why generosity alone will not address the complex inequity present in today’s society. When they center their actions on justice, next-generation leaders in business and society can truly solve systemic challenges.

ROB KAZANJIAN | Asa Griggs Candler Professor of Organization and Management and Academic Director of The Roberto C. Goizueta Center for Entrepreneurship & Innovation What we know about leadership is a mosaic of findings that cut across a range of subdisciplines. With this understanding, I have several favorites: The Effective Executive by Peter Drucker is a great starting point.

Emotional Intelligence by Daniel Goleman was a major advance in recognizing the importance of selfawareness to the development of effective relationships that are so central to a well-functioning organization.

Lastly, Good to Great by Jim Collins is a qualitative study of companies that were average in performance, but through clear strategies and effective execution transformed to perform at extraordinary levels.—Breckyn Wood

emory business magazine | 7

SCHOLARS MAKING WAVES The Transformational Gift of Student Scholarships

BY MICHELLE VALIGURSKY & SALLY PARKER

“At Goizueta, we strive to create an environment where every person can thrive and grow without exception, allowing us to attract, develop, and engage the best talent and equip our graduates to be principled leaders in a diverse society. Increased access to scholarships based on merit and financial need is critical to this strategy.”

—KAREN SEDATOLE, INTERIM JOHN H. HARLAND DEAN, GOIZUETA BUSINESS SCHOOL

8 | fall 2021

FEATURE

L

earning begins with a single drop of inspiration, a longing to explore and acquire wisdom about new and interesting subjects, and a passion to sharpen skills and hone talents that open a world of professional possibility. Education, some say, is a wide-eyed quest to meet new people and explore the world through their diverse perspectives.

For many, the gift of scholarship triggers a ripple effect of personal and professional growth with limitless potential to reach, strive, and impact change in the world.

CURIOSITY, INTELLECTUAL COURAGE, & INTEGRITY At Goizueta Business School, our school’s namesake championed a student’s right for transformational education. As a Cuban-born immigrant to the United States and former chairman and CEO of The Coca-Cola Company, Roberto C. Goizueta embraced education and the notion that curiosity, intellectual courage, and integrity were the cornerstones of growth.

With a focus on philanthropy that continues through The Goizueta Foundation today, he once shared, “We in business have an obligation to give something back to the communities that support us.”

Robert W. Woodruff was a renowned businessman and philanthropist who headed The Coca-Cola Company for many years and gave generously to Emory University. The founding and signature scholarship of the Emory Scholars Program is named in his honor. Woodruff’s personal creed read, “There is no limit to what a man can do or where he can go if he doesn’t mind who gets the credit.” Woodruff Scholars leave a lasting imprint on Goizueta Business School and Emory University through their leadership, academic performance, and lifelong relationships.

A SAFE & SUPPORTIVE SPACE TO GROW & TRANSFORM As a native Brazilian, Willi Freire 19BBA immigrated to Florida at age six with his mother. “English was so hard at the beginning. I cried every time I got home from school for my first six months,” he recalls, but his mother instilled in him the critical value of education. Soon, fully bilingual in Portuguese and English, Freire set his sights on going to college. In high school, a guidance counselor suggested he investigate QuestBridge, a national nonprofit that matches talented first-generation and low-income high school students with 45 top-ranked partner universities.

To his surprise and delight, “Emory reached out in my senior year,” he recalls. In consideration for the Robert W. Woodruff Scholarship, “They invited me to interview on campus for a week, and I loved everything about it—the intellectually stimulating interviews and the conversations with faculty, staff, incoming students, and applicant peers. The universe took me to the right place at the right time.”

From the start, the Woodruff scholarship opened Freire to a world of peer scholars who helped each other stay accountable. Research opportunities, internships, alumni interaction, and work with the Robert W. Woodruff Foundation allowed him to immediately build community. “I had the chance to make my undergrad experience very intentional. At Emory, the opportunities are plentiful,” he says.

Freire became the president and liaison for QuestBridge scholars at Emory.

With these philosophies held as guiding principles at Goizueta, and through the generous support of our partners, we have offered transformational scholarships to students—leaders who have become change agents in their own communities and beyond.

“I never had the means to attend a university like Emory. I had no college fund or savings from my family. It made the impossible possible and gave me the resources and confidence to thrive, and I am deeply grateful for the scholarship and the program.”

—WILLI FREIRE 19BBA

emory business magazine | 9

When he became a Deferred Action for Childhood Arrivals (DACA) recipient in 2012, “I was suddenly allowed to work and live in the United States. It completely changed my life and ensured college was a viable opportunity.” Inspired to help other first-generation students experience the same intellectual and professional freedom, Freire worked closely with then Emory president James W. Wagner, then Emory University provost and executive vice president of academic affairs Claire E. Sterk (who later became Emory University’s 20th president), and a team of faculty and students to implement policy changes that allowed students to disclose by choice their documentation status. “They could be DACA or undocumented, and Emory gave them the pathway to receive financial assistance,” he says. “There is so much miseducation around undocumented communities. Theirs is not a one-size-fits-all story, rather one with so much more depth and diversity.”

Freire learned of two other DACA students in his class, and it sparked a personal mission. “We had never really shared immigration status before,” he remembers. “But at an event, I caught the energy in the room, and I shared my story. It was a critical inflection point in my undergrad journey, and this moment gave me my community.”

Through Undocumented Students of America at Emory (USA), “We created a pathway for community, faculty, advisory services, mentorship, and storytelling events,” he says of the resource.

“These students need resources, help for family emergencies, guidance in the job market. DACA students are still living and breathing at Emory.” As the executive vice president of the BBA Council, Freire led “Undocumented Truth,” an intimate campus storytelling event that allowed students to share their stories in

a safe, non-judgmental space. He also welcomed the opportunity to honor Nikki Graves, associate professor in the practice of management communications, for her work with undocumented students.

Now at PwC Consulting Solutions in workforce transformation and diversity, equity, and inclusion, he enjoys being an active alumnus who conducts workshops and provides opportunities for future generations of Goizueta students.

“The Robert W. Woodruff Scholarship provided me with the unimaginable ticket to attain higher education at a world-renowned institution with absolutely no cost to me or my family. I never had the means to attend a university like Emory. I had no college fund or savings from my family. It made the impossible possible and gave me the resources and confidence to thrive, and I am deeply grateful for the scholarship and the program."

CONNECTING WITH A TRANSFORMATIONAL ECOSYSTEM As a student athlete in track and field and a Goizueta Scholar, Casey Rhode 17BBA called Goizueta home for four years. During this time, he balanced athletics and education with precision, maintaining a perfect grade point average. “It was an incredible experience,” he recalls of his quest to engage in as much as he could while part of the on-campus community.

As a sophomore, he joined forces with the Emory Impact Investing Group (EIIG), started by classmates. The organization gives small businesses throughout Atlanta greater access to investment capital, student consulting services, and low-interest loans.

“Leading this organization as CEO made a huge impact on me,” he shares. “I connected with students and the community and during my time at Emory started a board of advisors to tap into the incredible ecosystem of alumni in our area, a board that I continue to participate on today. Atlanta has some of the best and brightest people, and our students have access to them. These interactions can be formative in choosing a career.”

“Atlanta has some of the best and brightest people, and our students have access to them. These interactions can be formative in choosing a career. My Goizueta scholarship opened doors for me within the broader community.”

—CASEY RHODE 17BBA

10 | fall 2021

FEATURE

“My scholarship was a blessing and offered me the time to explore the social issues that will shape my work in medicine. This past year, I’ve gotten more involved in social justice and opened my eyes to what’s going on in the world.”

—ARPITA GAGGAR 20Ox 22BBA

“My Goizueta scholarship opened doors for me within the broader community,” he says.

The Goizueta Scholars Award, implemented in 2007, supports four years of undergraduate study, including study-abroad options, and ranges from one-half of tuition to full tuition and fees. Through the program, Rhode met another scholar who worked at global independent investment banking firm Perella Weinberg. He joined the firm to work in health care investment banking. “After a great experience, I made the career switch to OneOncology to work with 600 cancer care providers at over 180 community-based sites across the country,” he explains. “Community oncology is positioned to be the backbone of cancer care in the United States and to address skyrocketing costs,” he says. “To be senior director of strategic finance for a company that helps impact communities on such a high level is huge for me.”

Citing his undergraduate personal and professional development, he praises Andrea Hershatter, senior associate dean of undergraduate education and senior lecturer of organization and management. “She pushed me to do more and think more critically about what I wanted to do while I was in school. She really challenged me, and I appreciate that. She’s a great mentor to me, even today.”

DRIVE, PERSEVERANCE, & BOLD IDEAS

While the COVID-19 pandemic grew around the world, Gaggar’s interests aligned into sharper focus. “My scholarship was a blessing and offered me the time to explore the social issues that will shape my work in medicine,” she says. “This past year, I’ve gotten more involved in social justice and opened my eyes to what’s going on in the world.”

While studying from home, Gaggar researched more. “I developed an approach to thinking critically about the news media I consumed and delved deeper rather than accept statements at face value,” she says. “That’s helped me become a more knowledgeable global citizen.”

An active member of Bridging Medicine at Emory and an intern in Goizueta’s marketing & communications department, Gaggar is evaluating paths to achieve her clinic. She aspires to a dual MD/ MBA degree or perhaps health care administration and consulting, along with world-expanding opportunities such as Doctors Without Borders that will enrich her relationships with the pediatric patients that she hopes to serve one day.

With explosive growth in the science, technology, engineering, and mathematics (STEM)-related businesses, many Goizueta students begin by nurturing both their love of science and their desire to understand the dynamics of business.

Like Gaggar, Goizueta Scholar Georgia Kossoff 18BBA has always been driven to uncover scientific puzzles and their impact on society. “Dean Andrea Hershatter advised me from the start that I could handle both chemistry and business majors.”

Arpita Gaggar 20Ox 22BBA received the Donahue Family Scholarship at Goizueta and pursues a challenging dual major of business and neuroscience and behavioral biology. With future dreams of opening her own clinic, Gaggar knows she needs more than scientific strength. “The business aspect is going to come into play.”

Setting sights on the intersection of health care and business, Kossoff sought for “literacy on both sides.” She conducted student research on a relatively new corporate model, the public benefit corporation—or B Corp—that balances profit and purpose with a direct social or environmental impact.

emory business magazine | 11

“Being part of the Goizueta Scholars community provided a network of role models and mentors that shaped the course of my career.”

—GEORGIA KOSSOFF 18BBA

INNOVATION & ENTREPRENEURSHIP Kossoff worked with professors Wesley Longhofer and Peter Roberts at Social Enterprise @ Goizueta, now known as The Roberto C. Goizueta Business & Society Institute. With classmates, Kossoff founded the Translational Research and Innovation Network (TRAIN), which formed multidisciplinary student research teams. Some TRAIN researchers went on to earn grant funding for their work.

A transformative experience for Kossoff came in her senior year.

A Goizueta Scholars junior year seminar led by Professor in the Practice of Business Law Allison Burdette, in which students pitched the city of Detroit, Michigan, as a site for the Olympics, served as inspiration for a career-changing event. Using this previous Goizueta experience as a guide, Kossoff challenged herself.

“The location of Amazon HQ2 was under speculation,” she recalls.

“A fellow Goizueta Scholar and I approached Dean Hershatter and Professor Burdette with the concept of launching a student campaign to showcase Atlanta from the student and young adult perspective. We knew it would create more opportunities for Atlanta students.” Multiple companies sponsored the initiative, and Invest Atlanta and the Georgia Department of Economic Development owned the corporate search project. With the involvement of more than 600 students statewide, “We aligned to create a video of students sharing their love for the city.”

Through the experience, Kossoff gained invaluable consulting, research, and presentation skills. Now as a consultant for Bain & Company, Kossoff is appreciative of the foundational skills her Goizueta education provided. “Outside of my core casework, all of my community involvement focuses on social impact.”

12 | fall 2021

As a pre-med biology major, Chis Anen 21MBA was headed for a career in medicine, but an innovative idea steered him in a different direction. With the concept blooming, the entrepreneur launched a marketplace to sell limited edition and vintage sneakers and streetwear. Fascinated by tech and encouraged by a professor, he joined an accelerator program.

At 23, Anen moved cross-country to Los Angeles, with company funding provided by famed venture capitalist Troy Carter. “At Throne, I really got to grow my business, and I managed people twice as old as me,” he recalls. With 10 employees, the company thrived until it ran out of money in 2017. “The experience was eye-opening. We tried to do too much too fast,” he explains of his learn-by-doing venture. “It was a good lesson on how to build and operate a company, and it taught me that I wanted to work in tech.”

A series of jobs with other startup ventures followed. When a boss encouraged him to seek an MBA, Goizueta made Anen’s short-list for its small class sizes and location in a city with a robust entrepreneur environment. Anen came to Goizueta through The Consortium for Graduate Study in Management, where he received a fellowship. He became an Entrepreneurship Fellow and earned both the Michael H. Lee Scholarship as well as the Apollo Scholarship for Visionary Leaders, which honors demonstrated interest in entrepreneurship and visionary leadership. Yahoo CEO Jim Lanzone 98JD/MBA funds the Apollo scholarship. “We spoke in a brief call,” Anen says, “and through that, we created a simple but valuable connection.”

FEATURE

His first venture—and the difficulty of raising capital for it—is never far from his mind. With 2021 MBA classmates Willie Sullivan, Alan Quigley, Kristen Little, and Chris Wolf, Anen has helped to launch the Peachtree Minority Venture Fund, a student-run venture capital fund for underrepresented minority entrepreneurs. It’s the start of a personal effort to create more such VC opportunities.

“For my previous company, this was one of our struggling points. It was hard for us to raise money,” Anen says. “Eventually we raised a million dollars, but it took a long time. A lot of underrepresented minorities face the same situation.”

Anen is now a project manager at Facebook, but still nurtures his entrepreneurial spirit. With classmate Lyndsey Fridie 21MBA, he is backed by a top VC firm to launch CampusTalk, a closed platform for MBA students to communicate and collaborate with peers at other institutions.

YOUR GIFT TODAY TRULY TRANSFORMS Pursuing an undergraduate or graduate degree is a significant financial investment, and Goizueta is committed to making educational goals become a financial reality. Scholarships transform the student experience, creating opportunity for those who would not otherwise be able to pursue their degrees and relieving the economic pressures of funding tuition, textbooks, housing, and co-curricular activities. Gifts to need- and meritbased scholarships are critical as Goizueta works to attract and retain the most talented students with a rich diversity in experiences and backgrounds. Give to support the full potential of Goizueta and our students.

To support a student like Willi, Casey, Arpita, Georgia, or Chis, please scan the QR code

EMORY.BIZ/GIVE

“I would like to express how thankful I am for receiving the Michael H. Lee Scholarship. Some of my biggest passions in life are business and entrepreneurship. By taking the road less traveled and starting a business early in my career, I realized how difficult and lonely the journey could be," Anen says. "My biggest struggles were learning the best practices of entrepreneurship and accessing initial sources of capital to help spark my ideas.

From these experiences, I vowed to always lend a helping hand to other underrepresented entrepreneurs while they’re on their own journey to drive change in their communities and bring new innovations to the world. I’m grateful that Goizueta Business School has provided me more access to founders in need and the opportunity to help create initiatives like a minority-focused venture capital fund to help embrace and grow the pipeline for future Black entrepreneurs.”

“I’m grateful that Goizueta Business School has provided me more access to founders in need and the opportunity to help create initiatives like a minorityfocused venture capital fund to help embrace and grow the pipeline for future Black entrepreneurs.”

—CHIS ANEN 21MBA

emory business magazine | 13

01 001001 001000101 00000000 01 001001 00100 0001001 001001 00100010 01001 001000101 00100 1000101 0010 01 001001 00100 010 00000001 001001 001000101 001 001000101 001001 000 0 101 00 01 001001 00100 010 01 001001 001000101 00 001 001000101 0010010 00101 001001 01 001001 00100 010 01 001001 001000101 0010 000101 0010 01 001000101 100100100 0 0 100

BIG DATA

BIG RISKS

By Michelle Valigursky

14 | fall 2021

1 001001 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 011 0 1 0101 0010010010 0010 1 0 0 1 0 0 1FEATURE 0010 FEATURE 0100100000 0100100010100100 1001000101 0 1 0 0 1 0 0 0 1 0 0 0 0 1 0 0 1 0 0 1 0 0 1 0 0 0 10 1 0 0 1 0 0 1 0 0 001 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 011 0 1 01 0010010010 0010 100100 10010001 1 0010 0100100010100100 1001000101 0 0 1 0 0 0 1 1 0 1 0 1 0 1 0 0 1 0 0 1 0 0 1 0 0 0 10 1 0 0 1 0 0 1 0 0 1 0 1 0 0 1 0 1 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 011 0 1 1 0010010010 0010 101 100100 10010001 10 0100100010100100 1001000101 001 0010001 01001001001000101 001001 0010 1 001000101001001001001101 01 0010010010 0010 100100 10010001 0100100010100100 1001000101 001001 010010001 0 1 0 0 1 0 0 1 0 0 1 0 0 0 10 0 0 1 0 0 1 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 0 0 10 0010100100100010 001 01 100100 0101001 001 000100

I

n the dark recesses of the digital world, sophisticated and intelligent cybercriminals stalk, ready to strike at the first sign of a crack in your security firewall. Daily, these attacks expose vulnerable data, disrupt operations, impact revenue, and create digital harm to organizations and individuals. As data gathering and business analytics have continued to grow globally, data risk has become an increasingly unwelcome bedfellow to day-to-day business. So, what steps can you and your business take now to protect yourselves?

emory business magazine | 15

01 001001 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 011 0 1 01 001001 00100 0101 0010010010 0010 1001 001001 001000101 0010 0100100010100100 100 001000101 0010010010001 0 1 0 0 1 0 0 1 0 0 1 0 0 0 10 1 0 0 0 1privacy 0 0is 1top0of mind 0 1for business 0 Be 0 Cyberwise: 1 0 0 0 1Don’t 0 1Let0Data 0 1Thieves 0 0 1 0 0 1 0 011 0 1 igital information 0 1 0 0 1analysts, 0 0 especially 1 0 0for1Ramnath 0 0 K.0Chellappa, 1 0 1associate 0 0 1 0Steal 0 1Personal 0 0 1 Information 0 0010 1001 dean and academic director, MS in Business Analytics. As Given the 0 0 1 0 0 1 the0Goizueta 0 1 0Foundation 0 0 1Term 0 Professor 1 0 0of1Information 0 0 onslaught 1 0 0 of1cybercrime, 0 0 0 how 1 0can1consumers 0 0 1protect 00 100 themselves?

Systems Management, 0&1Operations 001 0 0 0 he1 helped 0 1 coin 0 the 0 term 10010010001 010010010010

D

“cloud computing” and continues to investigate the effects of data breaches on consumers and businesses.

“We like knowing what traffic we’ll face as we leave the office, or how many steps we’ve walked in a day. But all that digital information has a cumulative impact on privacy,” Chellappa says.

Though consumers may give out data, consciously or unknowingly, “The whole impact is far greater than the sum of the parts.” He explains, “Suppose a corrupt individual knows a person’s email address. With that basic information, the criminal can find out even more—associated phone apps, physical location details, images from personal life, vacation status. Personalization offers very real convenience, but the flip side is always privacy concerns.”

On an individual level, “Our entire digital profile is what defines us,” Chellappa adds. “If you put a chip on every device we use and give it an internet protocol [IP] address, that chip generates and shares data. No longer are we just concerned with the physical aspects of being human.”

In addition, ownership of data is often murky and analyzing it unwieldy. Chellappa points out, “Publicly available information is massive. But who owns the rights? How does Google have this information? Are they the legal and moral guardian of it? Now, data can be masked or partially hidden. It can be collated with other data to create new data. Potential violation of privacy is one of the unintended consequences of technology. We don’t know all that the data can do or how it can grow.” Users, he says, don’t know how to claim their data rights.

“First and foremost,” suggests Jesse Bockstedt, professor of information systems and operations management, “Consumers need to think through who they allow to access their data.” He cautions users to carefully review “Terms of Service” agreements to avoid “signing up for sketchy services that put your privacy at risk.”

In his ongoing work on digital information, Bockstedt understands the increase in data breaches is concerning; however, several studies have found that the out-of-pocket expense to consumers due to identity theft is about $1,000. “Which isn’t zero, but it’s not like a few years ago when [identity theft] ruined your life and destroyed your credit,” Bockstedt says.

Email phishing scams can trick users into providing sensitive personal information. “Don’t take the bait,” Bockstedt says. “When an email uses a credit card corporate logo and asks you to update your user information, stop and analyze before acting. Does the message contain typos or odd language? Is the sender’s email address atypical? Does the URL for the link they want you to click look like it will take you to the corporate website? What at first glance may look official, in fact, may be fraudulent.” He advises, “Typically, real companies will not call, text, or email you to ask for private information or your login credentials. When in doubt, call the company directly to make sure.”

Enabling multi-factor authentication, along with installing firewall, security, and anti-virus software on your computer, tablet, and mobile phone, will enhance information security. Creating unique passwords individual to each required login is also important.

“Password management tools such as 1Password or the password manager in Google Chrome are great tools to help you keep track of everything.”

“NOW, DATA CAN BE MASKED OR PARTIALLY HIDDEN. IT CAN BE COLLATED WITH OTHER DATA TO CREATE NEW DATA. POTENTIAL VIOLATION OF PRIVACY IS ONE OF THE UNINTENDED CONSEQUENCES OF TECHNOLOGY. WE DON’T KNOW ALL THAT THE DATA CAN DO OR HOW IT CAN GROW.” —Ramnath K. Chellappa, Associate Dean and Academic Director, MS in Business Analytics 16 | fall 2021

1 100 10010001 01000101 0010 01001 0010001 1 100 10010001 01000101 0010 0 0 0 10

FEATURE

01 001001 001000101 001001

0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 0 1 1 0 0 0 0 0 0 0 01

01 001001 00100 0101 0010010010 01 001001 001000101 0010

0010100100 100100010000000

01001000101001001001000101 001001 0010

0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 0 0 10 1 0 0 1 0 0 1 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 1 0 1 0 0 1 0001010010010010011010110101010100000000000000000 01 001001 00100 0101 00100100101010010101010100100 10010001 01 001001 001000101 0010101010010001010010010011001000101 001001 00 1000101 00100100100011001001001001000101 001001 001000101 001010101 0 1 0 1 0 1 0 0 1 0 1 0 1 0 0 0 0 0 0 1 1 0 1 0 1 0 1 0 1 1 0 1 0 1 0 1 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 011 0 1 10 0100 010001001 001000101 001001001010001010101010

100100 1001

01 001001 001000101 0010101001001000101001001001000101 001001 00100 0 1 0 1 0 0 1 0 0 1 0 0 1 0 0 0 1 0 1 0 1 1 0 1 0 0 1 0 0 1 0 0 1 0 0 0 10 1 0 0 1 0 0 1 0 0 1 0 0 0 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 0 1 0 0 1 0 1 0 1 0 1 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 011 0 1

As Benjamin Franklin so profoundly stated, “An 000 0 0 0ounce 0 0 1 0 0of0 prevention 10010010000101 0010010010 0010 100100 “FIRST AND FOREMOST, is worth a pound of cure.” Bockstedt,0 too, 1 0 0urges 1 0 0 1consumers 0 0 1 0 0 0 1 to 0 1put 00100100100010100100 1001000101 001001 data safeguards in place to protect priceless personal information CONSUMERS NEED TO THINK from ending up in the wrong hands.

Trending: C-Level Focus on Data Privacy According to the Identity Theft Resource Center, cybercrime, including data breaches and ransomware, has increased 51 percent in just the past ten years. In fact, cybercriminals operate wide-reaching and well-organized enterprises comparable in operations to legitimate businesses. Almost daily, news headlines decry cyberattacks against municipalities, hospital systems, utility and transport companies, retailers, banking and financial service companies, and manufacturing facilities. So, with serious cyber risks so prevalent, what is a business to do?

“Ransomware as a mainstream threat is hard to prevent,” says John A. Wheeler 90BBA 99MBA, global research leader in risk management technology for Gartner. “Threats will continue to grow in number and potential for damage. While you need to focus on prevention, the better alternative is to mitigate the risk. Know that it will come.”

10010001 00100010

THROUGH WHO THEY ALLOW TO ACCESS THEIR DATA.”

–Jesse Bockstedt, Professor of Information Systems & Operations Management

In past decades, cybersecurity measures were thought to be an extra cost of doing business and were managed primarily by information technology teams. To grow their companies, C-level business leaders are now making greater investments in threat preparation.

Integrated risk management links corporate strategic objectives, hardware, software, material and digital assets, data, and human capital. Developing an action plan that ties these key metrics together prior to a cybersecurity event allows leaders to better articulate to key stakeholders. “They can no longer lean on just their information technology teams to manage these events,”

emory business magazine | 17

01 001001 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 011 0 1 01 001001 00100 0101 0010010010 0010 1001 001001 001000101 0010 0100100010100100 100 001000101 0010010010001 0 1 0 0 1 0 0 1 0 0 1 0 0 0 10 1 0 0 01 001001 0With 0 1onsite 0 and 0 0remote 1 0workers 1 0relying 0 1on0cloud-based 0 1 0 service 0 1 0 011 0 1 Wheeler says. “Instead, companies need a solid business continuity 0 1 plan 0 0that1includes 0 0 how 1 to0restore 0 1data, 0 0strengthen 0 1digital 0 1security, 0 0 1 0providers 0 1 to0move 0 1and0store data, 0 “Companies 0 1 0 need to have a 1001 resume business operations, and reassure customers post-event.” firm grasp on where their most critical assets should reside as 001001 001000101 0010 0100100010100100 100 they relate to the business processes and new product launches.

Recovering 0 1from0a global 0 1 pandemic 0 0 0has 1 strained 0 1 business 0 0 1 0 0 1 0They0must 1 0understand 0 0 1how the hybrid, offsite 0 1 work 0 0model 1 0can0 1 0 0 1 0 operations and challenged continuity plans. “Too often, boards of directors and senior business leaders will only consider an enterprise risk management view without understanding how business operations factor into risk mitigation at the tactical execution layers,” Wheeler says. "Risk mitigation must be integrated throughout the business for successful recovery efforts.”

affect operations and ensure that the work of those employees central to the organization’s existence is the most secure,” he says.

“Organizing assets in a more secure way might mean building in some level of redundancy in both workforce and process.” For small and midsized businesses, this can be a financial and logistical challenge.

Warning: Data Breaches Will Occur

To mitigate long-term data damage, Wheeler recommends a corporate best practice. “Establish a cohesive security program and practices that emphasize integrated risk management to ensure business continuity if—and when—a breach event occurs.

Ransomware and hacking are big business. Criminals are not looking to make one big score and walk away. Using ransomware is a recurring revenue stream for these operations. And whatever feeds that business model will lead to the next big threat.”

First offered in the late 1990s, cyber insurance is now available to companies as a safeguard against catastrophic loss due to cybercrimes such as hacking or ransomware. “Direct written premiums for stand-alone cyber policies climbed 28.6 percent in 2020 to $1.62 billion,” according to an S&P Global Market Intelligence analysis. While cyber insurance may be expensive, not carrying it can be even more devastating to a business’s bottom line.

The cyber insurance boom may be driven by fear of unknown assailants and the damage they might do. But is cyber insurance valuable?

“For midsized businesses, yes,” Wheeler says. He suggests careful review of policy provisions and limits. “The associated services of the policy, such as forensic detection after a breach, ransomware negotiation, customer notification, and post-event care can be invaluable. In addition, once a breach occurs, the forensic technicians can detect exactly where the breach occurred, identify how it proliferated through the organization (including through a third-party service provider), and determine what needs to be fixed.”

Outsourcing, off-shoring, and cloud-based methodology add complicated layers of risk to business operations. “When data is out of sight and out of mind,” Wheeler notes, “we start to see cracks in the system.”

From the business analytics and data management perspectives, “In just a few short years, everything about information security has changed. Infrastructure now poses legal dilemmas regarding physical location of data. Going forward, it is especially important to understand that we must make good laws and public policy,” Chellappa says. “Technology is outpacing the lawmakers.”

Playing a complicated game of catch-up, leaders weigh consumer privacy against digital piracy in an ongoing battle. “When you have unimpeded access to data, or access without enough consequences, the potential for information misuse rises.”

Chellappa shares a final thought. “As we continue to think about personalization and privacy, we embrace a two-faced chalice,” he notes. “While we certainly need to be fearful and concerned, we also need to be aware that the solution is to not shut down the data collection.” Data management, he says, “will be a much more delicate struggle in the future.”

“WHEN DATA IS OUT OF SIGHT AND OUT OF MIND, WE START TO SEE CRACKS IN THE SYSTEM.” —John A. Wheeler 90BBA 99MBA, Global Research Leader in Risk Management Technology for Gartner 18 | fall 2021

1 100 10010001 01000101 0010 01001 0010001 1 100 10010001 01 0 1 0 0 0 1 0 1 0 0 1 00011 00 00 11 00 00 11 00 00 11 00 00 00110011000011000011 0 0 1 0 0 001001000 1 0 1 0 0 1100001100001 01 011 0010001 01 001001 001000101 0010 0100100010100100 1001000101 0010 0 0 0 10 01 001000101 0010010010001 0 1 0 0 1 0 0 1 0 0 1 0 0 0 10 1 0 0 1 0 0 1 0 0 1 0 0 0 1 01 01 01 01 01

FEATURE

01 001001 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 011 0 1 01 001001 00100 0101 0010010010 0010 100100 10010001 001001 001000101 0010 0100100010100100 1001000101 0010 001000101 0010010010001 0 1 0 0 1 0 0 1 0 0 1 0 0 0 10 1 0 0 1 0 0 1 0 0 1 0 0 0 1 01 001001 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 011 0 1 01 001001 00100 0101 0010010010 0010 100100 10010001 001001 001000101 0010 0100100010100100 1001000101 0010 001000101 0010010010001 0 1 0 0 1 0 0 1 0 0 1 0 0 0 10 1 0 0 1 0 0 1 0 0 1 0 0 0 1 01 001001 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 011 0 1 01 001001 00100 0101 0010010010 0010 100100 10010001 001001 001000101 0010 0100100010100100 1001000101 0010 01 001000101 0010010010001 0 1 0 0 1 0 0 1 0 0 1 0 0 0 10 0 1 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 0 0 1 0 1 0 0 1 0 0 1 0 0 1 0 0 0 10

BUSINESS ANALYTICS STUDENTS HONE SKILLS TO INTERPRET DATA RESPONSIBLY Goizueta’s STEM-designated Master of Science in Business Analytics combines business, data, and technology to create business data scientists ready to engage in a data-driven world. In a 10-month, immersive business analytics degree program, students engage in hands-on learning in real-world partnerships with organizations like FedEx, InterContinental Hotels Group (IHG), and The Home Depot.

The lens through which data scientists interpret data is also crucial. “The same dataset may be interpreted in multiple ways: marketing, governance, compliance, or other areas,” Chellappa says.

China native Frank Li 18MSBA, who came to the program after pursuing financial engineering at Shandong University of Finance and Economics, says,

“The business analytics degree makes me a much better problem solver than I was previously. Now I not only have the data skills but can also speak the language with clients.”

“We teach our students to understand the difference between business models and what ends up actually happening in the real world,” says Chellappa. “When dealing with data, it is critical for students to realize that unintended consequences can occur. For example, a bank might have a goal of nondiscrimination based on race. However, if that bank ran a model that used zip codes instead of race, it could be semi-legal but can end up being discriminatory if those zip codes skewed toward a particular race as primary residents.”

He concludes, “Interpreting data comes with great responsibility.”

emory business magazine | 19

LEADERSHIP THROUGH CRISIS

Goizueta Offers Students Immersive Experiences to Build Responsive Skills

By Allison Shirreffs

20 | fall 2021

FEATURE

“LADIES AND GENTLEMEN, WE’RE EXPERIENCING A CRISIS. I HAVE TERRIBLE NEWS. AN ACCIDENT AT OUR FACTORY OUTSIDE ROCHESTER HAS LEFT SEVERAL EMPLOYEES DEAD.”

T

hat’s the news a corporate leadership team receives one Tuesday morning, interrupting their quarterly review and strategic planning meeting.

The room falls silent as the executives absorb the severity of the crisis. One by one, these critical leaders begin to recognize the role each will play in dealing with the tragedy. Accurate information will need to be gathered for press releases, communicated internally with factory management and the company’s board of directors, as well as externally with the families of the employees who died and with those customers affected by a factory shutdown. Media will need immediate and frequent updates. The community will demand assurances. The list goes on and on.

Each action these executives take—or do not take—will result in vastly different financial and reputational implications for the company. Time is of the essence and their well-organized response is critical to the company’s success.

What will these leaders do? Better yet, what should they do to ensure effective leadership through crisis?

emory emory business business magazine magazine || 21

Real-World Stakes

In our recent history marked by an unpredictable pandemic, social unrest, and political upheaval, crisis leadership has become an even more important component of a leader’s overall business plan.

“Classroom lectures and reference materials are great prep for understanding academic concepts, but nothing prepares a leader more than having experienced decisionmaking based on well-informed, timely, and critical information,” notes Lieutenant General (Ret.) Ken Keen, senior lecturer of organization and management and associate dean for leadership. “With real-world stakes, leaders need authentic practice in managing business crisis response. Goizueta builds this credibility in our graduates.”

Currently, Keen and his team are designing a crisis leadership simulation with funding from The Goizueta Innovation Fund’s Advances in Teaching Experimentation Zone, which encourages and provides funding for faculty and departments seeking to leverage advanced technology-based educational tools that support the cognitive engagement experience for students.

According to Stephanie Parisi, associate director of instructional design, the simulation will allow participants to have “the opportunity to play unique roles where their actions and decisions impact the crisis

experience and their team performance,” she says. A leadership decision in an earlier round will affect later rounds—including what information is given to players and/or the intensity of a situation. “We are spending a lot of time linking the different scenarios and outcomes so that participants can experience leading during a crisis as close to the real thing as possible,” Parisi adds. In addition to offering participants an impactful experience, Keen and his team are striving to push the envelope of leadership simulation by including meaningful innovation.

“Goizueta prepares its leaders to guide businesses through the problems we face now, and those that we have yet to anticipate,” says Karen Sedatole, Interim John H. Harland Dean of Goizueta Business School. “If the pandemic has taught us to be prepared, simulations like these are crucial to prepare responsive leaders to face unforeseen challenges tomorrow.”

Innovation through Adversity

As the COVID-19 pandemic unfolded, attending class took on new meaning.

Several of Goizueta’s experiential learning programs, such as the Leader’s Reaction Course at Fort Benning, had to be reimagined or put on hold when classes began to meet virtually. When Keen couldn’t put groups of students through this course, he looked for alternatives that delivered the same learning objectives, but that could be

delivered online. Keen had used simulations before and decided they could play a bigger role.

Throughout 2020, student teams virtually climbed Mt. Everest, mitigated wildfires in the western U.S., and fought to stop a pandemic spread by zombies. While the simulations helped students deal with team building and crisis leadership issues, they lacked a basic component: the multi-faceted impact of a business crisis. “The simulations we used were very effective to attain learning outcomes, but what we were really looking for was a business simulation where we place students in executive leadership positions within a company,” Keen explains.

A Proprietary Crisis Leadership Simulation Platform

Keen spoke with multiple vendors in pursuit of a “dynamic online simulation centered on business crisis leadership,” but couldn’t find one. He thought—why not design it ourselves?

With the help of Parisi and Nicola Barrett, chief corporate learning officer, Keen is doing just that. “We’re bringing in expertise and thought leaders to help us build a unique platform simulation for our students,” Keen notes.

“We all face business crises at some point in our careers, whether it is the shared experience of the COVID-19 pandemic or

Will You Be Ready?

The Goizueta Leadership Program infuses leadership into every aspect of a student's experience, including a robust curriculum, a variety of co-curricular activities, and immersive experiential learning opportunities. Here are just a few examples: • •

•

Leadership Coaching Fellows—Through one-on-one executive coaching, students learn how to coach and be coached Leader’s Reaction Course—Leveraging the U.S. Army facilities at Fort Benning, Georgia, students build team-based problem-solving, decision-making, and effective communication skills Goizueta Advanced Leadership Academy—Students put their burgeoning leadership skills to the test by sailing open waters in an intense team-based leadership scenario

“Our students leave Goizueta understanding how to improve individual and team performance, flex their problem-solving and team-building skills, and cultivate their personal leadership styles,” Keen says. “Goizueta leaders are nimble and responsive to changing conditions in the workplace.”

22 | fall 2021

FEATURE

“A simulation like the one we are creating will put professionals in realistic crisis situations that will stretch their skills and build their capacity to shape the outcomes of whatever future crises they will face.”

—Nicola Barrett, Chief Corporate Learning Officer

other business crises that impact the financial strength, reputational integrity, or legitimacy of our businesses. The more we can do to help professionals prepare themselves, their teams, and their companies to avoid, reduce the impact of, or handle a crisis, the more resilient they will be,” says Barrett. In her role, she was instrumental in helping the program secure funding from The Goizueta Innovation Fund.

“A simulation like the one we are creating will put professionals in realistic crisis situations that will stretch their skills and build their capacity to shape the outcomes of whatever future crises they will face.”

play out—integrating business decisions, leadership behaviors, change management, and communications strategies with the ability to assess learners against defined competencies in these and other areas.

The simulations may replicate a particular market environment (such as a global health crisis that affects the entire economy) or present something more esoteric (a product failure that opens the door to competitor advantage).

Sudden and Smoldering Crises

Over the course of his military career, Keen has experienced firsthand his share of crisis leadership. As part of the U.S. Southern Command, Keen was stationed in Haiti in 2010 when a devastating magnitude 7.0 earthquake hit, affecting more than three million people. The quake destroyed almost all of Haiti’s government ministries, and Keen was tasked with mobilizing a multitude of support efforts.

Keen has worked on the project since the end of 2020, but he and his team began to build the simulation platform in late spring 2021. The team is working with Forio, a software company based in San Francisco, to create a simulation capable of offering a breadth of crisis scenarios, from sudden events—an earthquake, a massive cyberattack, a significant product failure— to smoldering events, “those that create disturbance in the company, but if dealt with could be overcome fairly easily,” explains Keen. “If you don't pay attention to these types of events, or if you react to them in an inappropriate way, they could spiral out of control and lead to a crisis.”

Keen hopes to roll out a pilot by the end of this year, gather feedback, and iterate. The plan is to begin running the simulation by late spring 2022.

The intent is to develop crisis leadership simulations that are as multidimensional as the real world in which an actual crisis might

Jaclyn Conner, associate dean, Executive MBA. “We are ecstatic to offer this experiential learning in our classes as it will provide a realistic leadership environment for students to practice and shape their skills.”

“We plan to make these simulations adaptable and agile,” Keen notes.

Leadership Built on Experience

While he plans to draw on personal experiences like this to develop the simulations, Keen recognizes the need for thought leaders to provide a businesscentric perspective. “We want to develop storylines that are realistic, challenging, and forward-looking,” Keen says.

In addition to his Goizueta colleagues, Keen will consult with experts within Emory about the physiological impacts of stress on human behavior that will add a critical dimension to the leadership simulation.

“These types of simulations allow students to be immersed in real-world experiences to strengthen their leadership skills,” says

emory business magazine | 23

“With real-world stakes, leaders need authentic practice in managing business crisis response. Goizueta builds this credibility in our graduates.”

—Lieutenant General (Ret.) Ken Keen, Senior Lecturer of Organization & Management, Associate Dean for Leadership

Onset of a Virtual Crisis

The crisis simulation will run three to four hours and can be completed in a half day or incrementally. The simulation will integrate virtual reality (VR), videos, and “cross-functional responsibilities, situational awareness, team dynamics, and other realworld issues,” Keen says.

Because the simulation is still in development, the team can’t reveal too many specific details. “Our simulation is unique in that it will offer interactive video components and immersive opportunities for learners to experience real-world crisis leadership situations through the use of virtual reality in targeted areas that support learning outcomes,” Parisi explains. “What we're not doing is just throwing in virtual experiences for flash. We really care and are being very thoughtful about how we include VR and how it impacts the learning experience.”

Key focuses will be on-brand messaging development that reflects core values, timely public and internal responses, empathy, personnel concerns, corporate financial repercussions, service interruptions, logistics changes, supply chain needs, communications delivery, governmental agency interaction, communication engagement, media relations, and much more.

Each player will be designated a different role, such as chief executive officer, chief people officer, chief financial officer, media relations director, head of human resources,

24 | fall 2021

and more. Coordination of on-brand messaging is key and should reflect a unified response.

don’t have to be in the same location. They could be together in one room, meeting virtually, or a mix of both.

For instance, in the previous example focused on an industrial accident with fatalities, the chief executive officer would deliver a message to the board that may not reflect what the chief people officer wants to communicate to employees, as well as to the families of the employees that died.

And the chief operating officer may have a completely different message he or she wants to deliver to customers and supply chain partners. Response organization is paramount. The biggest questions to be answered before anyone responds are, "What is the chain of communications command, who does which task, with whose approval, and in what sequence?"

“Regardless of how you run the simulation, the coach will witness what the players are doing and how they’re communicating with one another,” Keen adds. While coaches won’t manipulate the simulation in any way, having them observe in real time will allow coaches to better facilitate an afteraction review.

Keen says that through the simulation, “You send the players off and they craft their statements independently. Then you ask, ‘Are the talking points synchronized?

Is one person suggesting saying one thing that contradicts another statement? Did the executives talk before they finalized their statements? Did they compare notes?’”

As he did when he ran the out-of-the-box simulations during the pandemic, Keen will enlist business coaches to assist the players as they go through the game, albeit with a twist. “Coaches will be able to observe what the players are doing.

That capability doesn’t exist right now,” says Keen. The simulation will be run on computers, but as in a true crisis, players

Keen envisions the simulations being offered across many of Goizueta’s programs—MBA, BBA, Executive Education—and as leadership development opportunities for faculty, staff, and other organizations within Emory University, such as the Rollins School of Public Health.

According to Keen, it’s conceivable that Goizueta could design a simulation platform that would fit almost any curriculum/cohort at Emory. “If you’re training at the university for crisis events like contending with an active shooter, for example, you can use a simulation to deal with the crisis as part of your training,” says Keen.

It's a fact. Crises happen. “It’s not a matter of if—but when—you will be faced with a crisis, so the more we can help prepare business leaders and the more realistic that learning preparation is, the better they will handle these situations,” says Barrett.

“The bar has been raised, and at Goizueta we are raising it further by investing in advanced simulations like the crisis leadership simulation.”

FEATURE

ALUMNAE TAKE THE LEAD Gender diversity in boardrooms and in top leadership roles within Fortune 500 companies has long been discussed and researched in the business world. In fact, Fortune noted in 2020 that the number of female CEOs in the Fortune 500 reached a record level: 7.4 percent.

Goizueta nurtures leaders to take on multifaceted challenges that impact business and communities. We asked, "As a female leader, what would you tell other women in positions of power when the time comes to lead through a crisis?"

AINSLEY TEGROTENHUIS 05MBA

Global Director, Partnerships Marketing | Facebook

Be confident in sharing your voice and perspective in leadership forums. You’re in the room because you bring a distinct expertise and unique vantage point.

Lean into your strengths and solve for your gaps. Know your strengths and how they help you navigate the situation. This also requires you to know your growth areas. Find colleagues who can fill your knowledge gaps to ensure you’re solving the problem holistically.

QAADIRAH ABDUR-RAHIM 11EMBA Chief Equity Officer & Executive Director One Atlanta: Mayor’s Office of Equity, Diversity, and Inclusion In a crisis, you come to understand more of what you're made of—not only as a leader, but as a person. One of the most important lessons I've learned during these times is to seek out opportunities to advance connections that foster humanity and understanding throughout our culture.

Lead with empathy. While a strong leader may tactically get a team through a crisis, a leader who demonstrates empathy and care along with solutions will engender trust and confidence, and ultimately long-term business value.

I reflect on this Maya Angelou quote when considering how I show up for my team during crises: “I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

emory business magazine | 25

#MEETGOIZUETA

Goizueta students, alumni, faculty, and staff work, volunteer, and live fascinating lives around the world.

In #MEETGoizueta, we share insight into student experiences, bold career moves, and community impact, offer entrepreneurial advice and strategies for innovators, and examine the influence of principled leaders across all industries.

Read on to meet members of your Goizueta network.

26 | fall 2021

#MEETGOIZUETA

TRACY BARASH 93MBA

Alumni

How Intentionality Catapulted Tracy Barash's Career Tracy Barash 93MBA turned to Goizueta Business School when she needed to find her next step. She had been laid off in the tough economy of the early 1990s, and in the MBA program she honed her resilience, ingenuity, and intentionality. Lessons begun there have helped her career journey.

Today, she is senior vice president of marketing and franchise planning for Turner Sports and Bleacher Report for WarnerMedia. Giving back is important to Barash, who served on the Goizueta Alumni Board for nine years. When students and alumni ask her for advice, which is often, because she guest lectures and speaks on alumni panels, she leans in. Education is a critical component of her business success.

“I learn from Goizueta students all the time,” she says. “Their perspective is different than mine. While I’ve worked in TV for a long time, the current generation consumes media differently than I did, and I’m constantly thinking about those choices of technology, content, and the marriage of the two.”

Barash started her current position in March 2020, but before she could unpack her office and meet her team, the pandemic sent everyone home to work. League and tournament schedules were suddenly ruled by uncertainty.

“I wanted a holistic picture of business,” she says, and in the slow economy of the early 1990s, she developed skills at each job that transferred to the next. She leveraged licensing expertise from housewares to move into packaged goods at Diageo, one of the world’s largest producers of spirits, where she learned marketing. She broke into entertainment as a director of worldwide marketing for Warner Bros. consumer products working on Harry Potter. She spent a decade in marketing, branding, and franchise planning for Cartoon Network.

Barash surfs these changes with skills amassed over three decades. When her second job—marketing internet software “before anyone knew what the internet was”—ended in a layoff, she chose Goizueta for her MBA because it was a top-25 business school in a big city with small classes.

“It’s not always about moving up.

Sometimes I accepted a lower title to get the experience I wanted,” she says, repeating advice that she gives the Goizueta community. Another Barash tip: don’t just learn your job, learn the business, and you’ll find your next opportunity. “Flexibility is crucial. You’ve just got to look at everything

as an opportunity, including change, which is the number one thing these days.”

As an MBA student, she got involved in the community through a work-study position with Associate Dean of Engagement and Partnerships Julie Barefoot, who rarely forgets a name and consistently stays in touch. Barash approaches her relationships with the same intentionality.

Intentionality also became Barash’s guiding principle in 2020 as she has led a team that could not meet in person.

“There was no more running into someone in the break room, and that meant being really intentional to develop relationships with my colleagues and team,” she says.

“It will be interesting to see how that experience influences the way we operate in the future.”—Michelle Hiskey

emory business magazine | 27

#MEETGOIZUETA

BENJAMIN HOLLADAY 22MBA Student

Goizueta Student Holds Rigor as Core Value You might call Benjamin Holladay 22MBA competitive. He certainly does. Whether he’s developing nuclear propulsion solutions for the U.S. Navy or concocting authentic Neapolitan pizza, Holladay is precise, and he wants the best.

“Choosing to join the Navy, and more specifically joining the Naval Reactors team, was a defining moment for me,” Holladay says. “I had never planned on it, but the challenge of operating within the highly selective Naval Reactors team was enticing and motivating.”

After receiving his bachelor’s degree in chemical engineering from Auburn University, the Alabama native began his fiveyear stint with the Naval Nuclear Propulsion Program in Washington, D.C. The program, which began soon after World War II, is responsible for the safe, reliable, and long-lived operation of nuclear propulsion plants onboard naval vessels.

As of 2015, the Navy had traveled a combined 157 million miles on nuclear power—more than enough to get to Mars and back.

“Working there was often intense,” says Holladay, “which makes sense when the consequences of the work are as high as they are in a military application of nuclear power. But this environment challenged me and stretched me to grow in the best way possible.”

In 2020, Holladay was ready for a new challenge: business school. “In my role with the Navy, I found that I enjoyed the business aspects of my job more than the technical engineering work,” he says. “I knew that an MBA would provide a great opportunity to shift my long-term career focus to better match my interests.”

With characteristic grit, Holladay zeroed in on Goizueta as the place that would push him the hardest. “Goizueta holding rigor as a core value really resonated with me. The MBA process should absolutely be a challenge and a bit of a grind— otherwise it wouldn’t be worth doing,” he says. As a Woodruff Scholar and summer associate at Bain & Company, Holladay is already maximizing his Goizueta experience.

In his downtime, Holladay seeks pizza perfection: “I spare no expense when it comes to using quality ingredients and having the best equipment,” he says. “I love making homemade pizza and am meticulous about my process. My dream house has a backyard built around a wood-fired pizza oven.”—Breckyn Wood 28 | fall 2021

#MEETGOIZUETA

DEBBIE PERANTONI 00EvMBA

Alumni

Goizueta Alumni Service Offers Lifelong Bonds international roaming and long distance to her role as director of consent and preference management.

Being on the board has given Perantoni “a new infusion of people into my life that makes it more fulfilling,” she says. It also strengthened relationships with Goizueta faculty and staff. In addition to board duties, Perantoni has acted as both a judge and as an AT&T sponsor for Goizueta IMPACT projects. “We encourage alumni to share their time, talent, or treasure with Goizueta,” says Perantoni. “Through their engagement, they strengthen Goizueta’s reputation and brand, which in turn makes their degree more valuable.”

The most memorable part of her MBA experience, Perantoni recalls, was “the level of camaraderie” she gained with classmates. She admits she might be biased (she met her husband, John Perantoni 00EvMBA in the program), but Perantoni believes that the three-year timeline for the evening MBA cohort creates unique opportunities to connect. “That camaraderie and collaboration is what stays with me,” she says. “I’m still in touch with a lot of people in my class. It’s a lifelong bond.”

When Debbie Perantoni 00EvMBA became president of the Goizueta Alumni Board in 2019, she had no idea just how much of her tenure would be spent on Zoom. “It made it easy for us to meet and engage, especially for board members living in places like San Francisco, Seattle, and New York,” says Perantoni, director, consent & preference management, AT&T. “For those of us who socialize before and after the meeting, it was a little less fun, but we made the most of a challenging year.”

From 2013 to 2018, Perantoni acted as a Goizueta@Work ambassador at AT&T, helping to foster an alumni community at AT&T. She joined the Goizueta Alumni Board in 2017 and was elected vice president in 2018. Her tenure as president ended in August.

Perantoni began her career at AT&T (then BellSouth) in the late 1990s. While she never envisioned staying for more than 20 years, her roles have varied. “The MBA helped me accelerate my career as well as do things I wouldn’t have considered,” she says.

This past April, Perantoni moved from product management in

Speaking of lifelong loyalty, Perantoni is a founding member of Atlanta United, the city’s Major League Soccer team, and she, her husband and twin 16-year-old boys are big fans.—Allison Shirreffs The Goizueta Alumni Board actively engages with the school’s network of 23,000 alumni through programs including Goizueta@ Work and the Goizueta Mentor Program. Alumni engagement gives graduates the opportunity to be part of a vibrant community, and supports the ongoing education of principled leaders who are changing the future of business and society. For more information on ways you can give back, contact lindsay.topping@emory.edu.

“That experience of camaraderie and collaboration is what stays with me.

I’m still in touch with a lot of people in my class. It’s a lifelong bond.”

emory business magazine | 29

#MEETGOIZUETA

OCTAVIUS "O.C." CHEN 22BBA

Student

The Stories We Tell in Business and in Life An infinitely curious storyteller, Octavius "O.C." Chen 22BBA brings many talents to the Goizueta classroom and his leadership on campus. As executive vice president for Emory Entrepreneurship & Venture Management (EEVM), Goizueta’s premier undergraduate entrepreneurship organization, he’s future-focused and loves working with students. “We support innovation and beyond,” says Chen.

the accompanying quote. The experience was mind-blowing. It is beautiful that we, life, exist right here and now, and it’s humbling to know that there are things astronomically bigger out there. This realization puts everything into a whole new perspective.”

Each year, the group hosts HackATL, the largest business “hackathon” in the Southeast, which draws more than 1,000 students to build a business in 48 hours and pitch it to venture capitalists, angel investors, and judges. Though COVID-19 forced adaptation in 2020, this year’s October format will boast in-person and virtual events. The challenge: “innovate against all odds.”

Chen marks his growth through lessons learned in both business and life. “As a Taiwanese citizen, I completed my military service in Taiwan during the pandemic,” he says. “It forced me from my comfort zone and social circle to work with people from every background. Military service taught me to be more responsible.” With restricted social media access and time for critical thinking and reading, Chen experienced digital detox. “Without phones and internet as distractions, I managed my time and thoughts in a cleaner way.”

With creative business as his focus, Chen enjoys STEM-related disciplines and cites the physics class of Emory University's Erin Bonning as eye-opening. “She showed us the Pale Blue Dot photograph and recited

Setting his sights on a branding, digital marketing, and marketing consulting career, Chen notes, “I’d love a career that allows me to tell others’ stories and make them matter.” He uses Notion, a customizable

30 | fall 2021

productivity tool that keeps him on task.

Fluent in English, Mandarin Chinese, and German, Chen’s language skills have prepped him for international work.

An accomplished photographer, Chen appreciates the visual medium to meaningfully mesh purpose and storytelling. “I believe a story, a brand, and a business driven by purpose will work better naturally.”

Street photography is a touchstone for Chen, connecting him deeply to vital issues of inequity and discrimination directed toward immigrant workers in his homeland.

“These immigrants are from other homes and cultures. They come to Taiwan to support their families back home, but the Taiwanese society is not necessarily nice to them,” he says. Chen often visits the plaza where these individuals work, shop, and temporarily live. “I hang out with them, we talk, and I take pictures. Photos tell beautiful stories when people aren’t able to.” —Michelle Valigursky

#MEETGOIZUETA

LINDSAY TOPPING

Staff

Another Topping Advances Goizueta’s Growth Your Goizueta Business School story does not end at commencement, and Lindsay Topping likely will field your questions: How can I help Goizueta students? How can I stay engaged as an alum?

As senior director of alumni engagement, Topping delivers answers with a strong personal connection of her own. Her father, Peter Topping, is a professor in the practice of organization and management.

“He encourages me to be my authentic self and transparent,” she says. “I am direct with alumni, students, and faculty. I don't overpromise, but I do show them how we can add value and facilitate a meaningful relationship with the school.”

She eagerly responds when alumni want to tap the 23,000-strong Goizueta network (including 2,000 international alumni) because campus connections have meant so much to her.

From 2004 to 2011, Topping worked at Emory Executive Education, the Emory Alumni Association, and the Office of Annual Giving before embarking on a decade-long career in advancement from Rochester to Raleigh.

Mentored by her father, she learned to rely on integrity and compassion to rebuild teams that connect genuinely with alumni, donors, and faculty.

In early 2021, she left North Carolina State University and rejoined Goizueta Business School and the revamped alumni and advancement staff led by Chief Development Officer Reshunda Mahone.

“Being away from Emory made me appreciate it much more,” Topping says.

“Because our team is new, alumni will see great programming and engagement opportunities start to roll out. We are committed to preserving the long-standing traditions such as the student-to-alumni mentor program and bringing back Goizueta@Work and alumni awards.”

Real estate near Emory is so scarce that she bought a house sight unseen to be close to generations of Toppings, including brothers Carson Topping 09Ox 11C and Jason Topping 07Ox 09C, sister-in-law Kristel

Topping 08Ox 10C, and stepmother Therese Techman 85M 86MR 94MR. “I love to be challenged, and it’s been exciting to come back during a time of change and rebuilding,” she says. “With a new president at Emory, a search for a new dean at Goizueta, and a new fundraising campaign launching this fall, it’s a new day.”

—Michelle Hiskey To discuss ways you can engage with Goizueta as an alumnus, contact Topping at lindsay.topping@emory.edu.

emory business magazine | 31

#MEETGOIZUETA

PRINCELL HAIR 06EMBA

Alumni

Launching a News Network during Turbulent Times sit in high-level finance meetings, and we would be discussing ROI, CAGR, time value of money, etc. I wanted to better understand those concepts and how they impact business decisions.”

For Hair, the weekend Executive MBA program at Goizueta Business School was “a perfect fit both personally and professionally,” especially given his limited schedule and ambitious timeline for achieving his degree. He also made valuable relationships.

“Several EMBA classmates have been great sounding boards over the years,” he says. Hair gives this advice to current MBA students: “Learn from each other. The hidden value of the EMBA program is the relationships you build and the knowledge you gain from each other every time you interact with your classmates.”

Goizueta Business School helped Princell Hair 06EMBA recognize exceptional business case studies. Now he’s in the middle of one himself: how to launch a cable television network amid a global pandemic, social unrest, and the audience’s cord-cutting trend.

Hair is president and CEO of Black News Channel (BNC), the nation’s fastest-growing news network in 2021 thanks to agreements that he negotiated with most major cable and satellite providers, which put BNC in more than 50 million homes. In March 2021, under Hair’s leadership, BNC’s programming lineup got a shakeup with a new daily morning show and prime time shows hosted by African American thought leaders including Marc Lamont Hill and Charles Blow. Nielsen started rating BNC, too.

“BNC is an emerging news network with a mission to provide multi-platform 32 | fall 2021

programming that is informative, engaging, inspiring, and empowering to Black and Brown communities,” says Hair. “It’s the only network of its kind to offer a perspective unique to those cultures.”

Hair built his broadcast career through a series of local news markets and positions, becoming vice president of news for CBS Television Stations Group. In 2003, he became the first and only African American to lead CNN as executive vice president and general manager. Overseeing 1,500 employees, Hair achieved substantial ratings growth and viewership gains during significant news events including national political conventions and election night coverage.

“An MBA was always a personal goal,” Hair says. “As I advanced through my career, I realized that I wanted to connect more with the business side of broadcasting. I would

Before being named to lead BNC in 2020, Hair had supervised Comcast’s portfolio of sports networks in major markets; served as senior vice president of news and talent for NBC Sports Group; and excelled as senior vice president and general manager of NBC Sports Boston, a regional sports network that experienced audience growth across all platforms and generated several of the network’s most profitable years.

“The broadcasting industry is constantly changing. I’m consistently strategizing with my team on how to stay ahead of the consumer,” Hair says. “The critical business thinking I learned through the EMBA program helps fuel those discussions and my success as a leader.”—Michelle Hiskey

#MEETGOIZUETA

SAMEEN HAROON 19MSBA

Alumni

Building Future Data Scientists Sameen Haroon 19MSBA knows strategy, and a few years back, she paused her career for Goizueta’s MS in Business Analytics program. Since then, she hasn’t looked back. Supported by this decision and foresight into its benefits, Haroon has launched a successful career in marketing analytics and consulting.

environment. “I loved being a part of a small class where we learned with and from each other, which made even the occasional late nights in the library fun. I never felt like I was on my own.”

Prior to joining Goizueta, the Pakistan native worked as a senior knowledge analyst in Boston Consulting Group’s (BCG) digital marketing practice. Although her role included quantitative work, she wanted to expand her analytics skill set and business acumen.

“The Goizueta MS in Business Analytics program felt like the perfect fit, with rigorous, challenging coursework that shapes students into data scientists and supportive faculty at an outstanding business school,” she says, appreciating the school’s focus on analytics and realworld business applications.

Today, as a project leader at BCG in Atlanta, she works closely with project teams to optimize marketing strategy, execution, and operations for corporate clients.

“I love being able to solve complex problems that unlock insight and value across a host of industries, while partnering with team members and clients who bring diverse perspectives and skills,” Haroon says. “I constantly find myself growing and stretching into new capabilities, whether they're strategic,

tactical, or quantitative in nature. It's a lot of fun.”

Haroon credits the immersive MS in Business Analytics program for setting her up for success in her current role.

“Each course in the program pushed me to get to the ‘so what’ of data science problem-solving through final projects that focused on the business value of analytical solutions.” This included her capstone project with Carnival Cruise Line that enabled her to obtain real-world experience by “working closely with teams and clients to frame analytics problems, develop solutions, and communicate the value of those solutions.”

In addition to exceptional faculty, the program offered Haroon opportunities to learn from cohorts in an intimate learning

To future data scientists, Haroon offers this advice: “Be enthusiastic and willing to learn from those around you. Some of the best moments in the program happen outside of the classroom—by learning different ways to solve the same problem from your teammates, by enriching your understanding of the world through the diversity of those around you, and of course, by striking up conversations with faculty and staff, who can help answer questions you didn’t know you had.”

—Bruce Brooks

“Each course in the program pushed me to get to the ‘so what’ of data science problemsolving through final projects that focused on the business value of analytical solutions.”

emory business magazine | 33

#MEETGOIZUETA

ONU OKEBIE 19EMBA & BRIAN BOLAND 19EMBA

Alumni

Goizueta Duo Poised for Success For some, attending an MBA program is about acquiring the business acumen for a promotion, a salary increase, or an industry change. For Onu Okebie and Brian Boland (both 2019 EMBA graduates), attending Goizueta's Executive MBA program has proven to be even more life changing.

Both came to Goizueta with successful business careers and a desire to pursue their passion for entrepreneurship and make valuable connections. The two engaged in experiential learning as part of the Center for Alternative Investments and through an innovative Entrepreneurship Through Acquisition program taught

by Klaas Baks, professor in the practice of finance and the center’s executive director. These classes were supported by the teachings, industry experience, and influence of Goizueta Adjunct Lecturer David Panton, managing partner at SPAC Opportunity Partners LP. After class one day, Okebie and Boland got together to discuss their collective desire to acquire and manage a business. Okebie was inspired in part by his own experience of having started, grown, and sold an asset-based logistics business. Boland came from a long line of family entrepreneurs in his native Ireland, and business ownership was an integral piece of his overall dream.

34 | fall 2021

In 2017, Okebie and Boland officially launched Reserv Equity Partners while still enrolled in the EMBA program, spending countless hours working to build the firm.

After some near misses in recent years, the duo recently landed their first acquisition, which aligns perfectly with the company’s niche strategy: they acquired a full-service freight brokerage based in Charlotte, NC. This acquisition was important to the Reserv team because it aligned closely to their investment thesis, which is to target firms in the lower middle market ($5 to 50 million), a space in which many large private equity firms typically don’t participate.

Okebie serves as CEO, managing the day-to-day operations along with the current management team. Boland serves as CFO and business development lead, digitizing the finance and accounting functions and identifying further add-on opportunities to support growth.

Says Okebie, “We want to take our firm from zero to 60 as fast as we can, growing our business organically through additional marketing along with identifying potential add-on companies that fit our model.” —Bruce Brooks

#GOIZUETAKNOWS

Goizueta faculty are world renowned for their experience and business expertise. They focus on researching important problems that affect business, and their insights shape the future of business.

The following is a sample of recent faculty research.

Michael Lewis Counter-Marketing in Vice Good Consumption Michael “Mike” Lewis enjoys studying the intersection of analytics and human behavior. “Whether it’s drafting a quarterback or hiring a new dean, data plays a role.

But human judgments also come into play,” says Lewis, professor of marketing and faculty director, Emory Marketing Analytics Center (EmoryMAC). Focusing on that intersection also allows Lewis to satisfy his love of sports and his appreciation for meritocracy. “At the end of the day, the fastest runner wins the race and the strongest athlete lifts the heaviest weight,” says Lewis. “There is a truth to sports that is absent in many other aspects of life.”

In recent research published in the Journal of Marketing earlier this year, Lewis took a closer look at the role branding and counter-marketing play in the consumption of “vice” goods such as cigarettes, sugary sodas, casinos, and fast food. Coauthors of the report include Yanwen Wang 14PhD, associate professor of marketing and Canada research chair in marketing analytics at the University of British Columbia, and Vishal Singh, professor of marketing, NYU Stern.

From 2005 to 2010, the researchers found that big cigarette brands, such as market leader Marlboro, were less affected by tax increases on cigarettes than they were by restrictions on smoking. While it might be counterintuitive, the authors' research suggests that if companies had to choose between increased taxes on cigarettes or restrictions on smoking, leading cigarette brands would be better off pushing politicians to levy taxes rather than limit smoking. Governments would increase tax revenue, and market-leading cigarette companies would increase their market share. “It’s not always going to be a clear-cut battle of good versus evil. It’s more a matter of people advocating for a position that doesn’t harm the business,” explains Lewis, adding that this type of result may hold true in other vice categories. “I believe that the role of analytics should be to help decision makers course correct and see new possibilities.”

Through EmoryMAC, Lewis is currently studying “fandom and consumer passion,” he says. “We are digging into the psychological and behavioral differences across generations.” He hopes to publish several papers later this year.

When Lewis isn’t analyzing data, you’re likely to find him at his boxing gym or honing his sharpshooter skills at a local gun range. “I also have a couple hundred pounds of dogs—both rescues,” he says. “One Great Pyrenees and one blue-eyed half-husky, half-Pyrenees.”

—Allison Shirreffs

emory business magazine | 35

#GOIZUETA KNOWS Dittmann’s focus on class and background and her commitment to using science to design real-world solutions—to close equality gaps—have their roots in a lifelong fascination with psychology.

Andrea Dittmann Closing the Class Gap in the U.S.

“I have always been drawn to the dynamics underlying human narratives. Academia, and working in the business school context, has also always resonated. This is a field where intellectual rigor and scientific inquiry intersect—where you can test ideas, build solutions to real problems, and have actual impact. It’s a field that permits you to really unpack things that fascinate you.”

“Inclusion” and “diversity” might make you think of dimensions like race, gender, and sexual orientation. It’s less likely that you will think about social class. Yet, class dynamics and the ways that social background can accelerate or impede careers, impact pay, and shape the way that employees interact in the workplace are hugely significant, says Goizueta Assistant Professor of Organization & Management Andrea Dittmann.

“A kind of taboo shrouds the social class debate in the United States. In part, it’s driven by deeply held beliefs about society as a meritocracy. Upward mobility is part of our shared American identity: the notion that anyone can make it with enough talent, ambition, and hard work. What we’re discovering is that society can systematically disadvantage people who come from lower social class backgrounds.”

Only recently has academic inquiry ventured into the impact of social class on things like entry into college, grades, and careers in the U.S. Some of the most revelatory inroads in this emerging field have been made by Dittmann.

Dittmann’s 2020 PhD thesis, "Social Class at Work," is a case in point, shining absolutely groundbreaking light on ways that lower-class employees excel at teamwork relative to upper-class colleagues.

The paper finds that working-class contexts can engender a more interdependent view of self. Where financial resources, choices, and opportunities are essentially scarcer, people are more likely to cleave together as a group to provide each other with greater support. Middle- or upper-class 36 | fall 2021

groups, on the other hand, foster a more independent sense of self. These people are expected to take charge, to influence others, and to stand out. The status quo in corporate America clearly favors this demographic. Candidates from more privileged backgrounds are four times as likely to be hired as working-class candidates; they are 34 percent more likely to be promoted into leadership roles, and they earn around 17 percent more on average—even with similar qualifications.

Dittmann’s research unpacks why these gaps exist. It asserts the need to address them and advances the kinds of actionable, evidence-based insights and recommendations that businesses, HR leaders, and others—college admission adminstrators among them—should keep front of mind.

“We know that diverse organizations outperform homogeneous ones. But we need to understand diversity in terms of social class, too. My research shows that people from working-class backgrounds tend towards behaviors that are more relational. They are better at working together. If these people fail to succeed in the workforce, organizations miss out on opportunities to form more effective, collaborative teams.”

Dittmann is fascinated by what COVID-19 is revealing in the more nuanced differences between social groups in the U.S. She is part of a multi-institutional research group looking at how the interdependent, relational nature of human interaction among working-class Americans might be driving greater emotional and psychological resilience during the pandemic—another strength that could help close the opportunity gap, she adds. Dittmann also has an early-stage paper exploring attitudes to mentorship across leaders from different social backgrounds.

“I bring my work into my teaching and have students really explore the connections between things like social identity, teamwork, and organizational behavior. Using my own case studies in the classroom is a way of teasing out these connections and bringing them to life.”

Dittmann is committed to showing students the techniques and methodologies that she, as a researcher, uses—techniques that can unearth and identify new, innovative solutions for future careers. “After all, business should also be a research-based endeavor.”—Áinè Doris Learn from Andrea at emory.biz/podcast.

#GOIZUETA KNOWS Suhas A. Sridharan Using Information to Navigate the Wild West How do we use information to make decisions? It’s a question that has long fascinated Suhas A. Sridharan 08C, assistant professor of accounting. From her undergraduate days at Emory, through her PhD in business administration at Stanford, and in her prolific research which is regularly featured in media powerhouses, such as the Financial Times, Sridharan has consistently sought to unpack the mechanisms that underpin economic decision-making. Accounting as a discipline is important, she says, because it gives people the information they need to make better choices.

“What makes business academia in particular so rewarding and necessary is that real-world application. Your research can generate solutions to problems that people are grappling with in real time,” she says.

A good chunk of Sridharan’s research is specifically focused on risk management in capital markets and the impact of investment decision-making. Most recently though, she has been interested in how investors navigate uncertainty emanating from the broader environment, including areas like climate change and the current political climate.

One compelling paper published in 2021 looks at the impact of corporate social responsibility (CSR) activities undertaken by firms to mitigate these kinds of broader risks—and how CSR efforts can stimulate greater trust on the part of investors.

“What we see is that investors react more quickly and more favorably to

In times of increased volatility, having investors on board is critical in weathering the bad times along with the good, and CSR can be a game-changing tool in building that necessary trust. performance announcements made by organizations that are committed to CSRstyle initiatives. Typically, these kinds of announcements are lengthy and dense; they take time to process. So the intuition here is that when your firm plants a flag on responsibility and accountability, investors are more likely to take your disclosures at face value—they’re more likely to trust you.”

Forthcoming papers explore some of the key risks to firms, among them the political environment and future policy changes, along with how IPOs can provoke litigation in competitor companies. These are questions that stimulate Sridharan’s academic interest— and the research they engender “hugely complements” her teaching, she says.

In times of increased volatility, says Sridharan, having investors on board is critical in weathering the bad times along with the good, and CSR can be a gamechanging tool in building that necessary trust. As a finding, this also informs the regulatory landscape around corporate responsibility, which is still in its infancy and which Sridharan likens to something of a “Wild West.”

“My research makes me a better teacher and vice versa. My IPO paper came out of a discussion with a student, in fact.

When you’re in class, you’re constantly interacting with talented young people who are straddling the worlds of academia and business. That means your focus stays relevant, while your research continuously informs the learning. It’s a win-win.”—Áinè Doris

emory business magazine | 37

#GOIZUETA KNOWS Jeffrey Busse The Gargantuan Growth of Passive Market Funds Jeffrey "Jeff" Busse spends a tremendous amount of time pondering the stock market. “It’s just something I love to think about,” says Busse, professor of finance.

Busse’s latest paper, “Impediments to Active Stock Selection and the Growth in Passive Fund Management,” focuses on why, over the last decade, the assets of passive funds have grown substantially while those in active funds have lost market share.

Coauthored by Goizueta alums Kiseo Chung 17PhD, assistant professor, Texas Tech University, and Badrinath Kottimukkalur 17PhD, assistant professor of finance, George Washington University, the paper reveals that passive funds, which track indices such as the S&P 500, Dow Jones Industrial Average, NASDAQ

38 | fall 2021

Composite, and Wilshire 5000, are hard to beat—even as active fund managers and their analysts scour the market for overlooked stocks with positive alphas (stocks that outperform an index).

“the net assets of passive funds are less than an eighth the assets of active funds.”

But by the end of 2019, “the market share of passive equity funds increased to more than 50 percent."

This is in large part, the authors note in their paper, because the so-called “FAANG” stocks—Facebook, Apple, Amazon, Netflix, and Google—comprise such a large part of these indices. “The market caps of these companies are huge, and they’ve done exceptionally well since the financial crisis,” Busse explains. And with the exception of some isolated periods, including a month or so around the start of the pandemic in March 2020, the decade since the financial crisis has lacked volatility. Without wide swings in prices, fund managers have less opportunity to buy low and sell high.

While Busse and his coauthors weren’t surprised by the growth of passive funds, they were surprised by how much they grew. During the 1999 to 2019 period the trio studied, the number of actively managed funds grew by 11 percent while the number of passively managed funds increased by 244 percent. “There haven’t been any papers that try to explain why passive funds have gained so much market share,” he says.

As a result, it’s been difficult for active funds to justify the fees associated with managing them. While active fund managers have realized that these costs are not paying off and have moved to reduce them, active funds continue to lose market share. In 1999, explain the authors,

Currently, Busse is also working on a pair of papers that focus on the timing ability of mutual funds. Busse, who started his career as an electrical engineer before deciding to get his MBA and a PhD in finance, considers his research wheelhouse to be “mutual funds and the movement of stock prices and the stock market.”

—Allison Shirreffs

#GOIZUETA KNOWS Vilma Todri The Real-World Impact of Digital Disruption

#GOIZUETAKNOWS

Vilma Todri

Ask if there is a unifying theme to her research, and Vilma Todri will tell you: it’s all about keeping it real.

For the assistant professor of information systems and operations management, keeping it real means keeping it focused on digital disruption. More specifically, honing in on the technologies that are continuously and dramatically reshaping customer behavior.

“I am fascinated by technological change.

Everyone on the planet is exposed in some way to its transformative impact—it is a truly global phenomenon,” she says.

“Throughout my career, I have always been drawn to understanding the ways in which digital innovation disrupts everyday life and affects the decisions we make about what to buy and what to invest in—or not.”

Todri’s career sits right at the vanguard of digital innovation. Prior to her PhD in information systems at NYU Stern, she worked as an account strategist with tech behemoth Google. Her research, she says, has always been inspired by real-world experience.

Most recently, that research has looked at things like recommendations in the online space and how dynamics shift and change by geography. Another 2020 paper sheds stunning new light on the impact of adblockers—a phenomenon that constitutes one of the biggest disruptions to the global online advertising industry but that until now has remained poorly understood.

Parsing three years of online consumer data, Todri’s paper has established that ad-blocking shaves an astonishing $14.2 billion in global advertising revenue—a finding that will surely give businesses significant food for thought.

“Throughout my career, I have always been drawn to understanding the ways in which digital innovation disrupts everyday life and affects the decisions we make about what to buy and what to invest in—or not.”

“I’ve been able to quantify the negative impact in financial terms, but this paper points to a couple of additional trends that should be on advertisers’ radars. First, I found that ad-blocking also decreases consumer spending on new brands. There’s a concomitant drop of around 5 percent in consumer searchers when they are not exposed to the ads,” she says. Then there’s the flip side finding: that advertising does work, she laughs.

“There’s probably an imperative here for advertisers to find new formats in terms of reaching their targets and to strengthen their organic channels and social presence

online. Advertising clearly does impact search and purchasing behaviors, so firms need to get creative while being cognizant of the fact that consumers find ads annoying.”

In class, Todri’s students find her research genuinely interesting. She consciously highlights the applied data-science methodologies she uses in her own work as tools that can be applied to other areas of business inquiry—something her students appreciate. Then there’s the real-world dimensions of the findings that simply resonate, she says.—Áinè Doris

emory business magazine | 39

CLASS NOTES For real-time updates, tweet your news and celebrations using the hashtag #GoizuetaKudos and share with us via email at gbs_communications@emory.edu.

1970s Rob Goldberg 74BBA is senior vice president/senior counsel at Allegiant.

1980s James Todd Mayer 80C 84JD/MBA of Chicago, IL, has joined Nixon Peabody LLP as commercial real estate partner.

Doug Hooker 87MBA of Atlanta, GA, received the 2021 President’s Award from the National Association of Regional Councils.

Doug is executive director, Atlanta Regional Commission.

Sarah Beth Brown 89MBA of Atlanta, GA, received the 2020 Ellis Island Medal of Honor for "an outstanding commitment to serving our nation professionally, culturally, and civically." Sarah also serves on the Goizueta Advisory Board.

1990s Dirk Brown 90MBA of Atlanta, GA, received the 2021 J. Pollard Turman Alumni Service Award for decades of volunteerism and service to Emory.

Bill Carr 94MBA of Seattle, WA, coauthored a book, Working Backwards: Insights, Stories, and Secrets from Inside Amazon. Bill is a former vice president, Amazon.

Brian Fry 96EMBA of Covington, KY, has been appointed president, Commonwealth Hotels.

Lisa Vogel 96MBA of Charlotte, NC, is senior vice president, Boston National Title's Commercial Title Services.

Zander Lurie 99JD/MBA of San Francisco, CA, was named one of Glassdoor’s Top CEOs of 2021. Zander is CEO at Momentive (formerly SurveyMonkey).

40 | fall 2021

Matt Reilly 99EvMBA of Atlanta, GA, is CEO, Randall-Reilly, an Aurora Capital Partners company. Matt also serves on the Goizueta Advisory Board.

2000s Adam P. Handfinger 00JD/MBA of Miami, FL, has been named a Top Lawyer at Peckar Abramson.

Matthew D. Liebman 00BBA of Philadelphia, PA, joined Amplius Wealth Advisors as founding partner, CEO/wealth advisor.

David Nour 00EMBA of Atlanta, GA, released his book, Curve Benders: How Strategic Relationships Can Power Your Non-linear Growth in the Future of Work. David is affiliate faculty in the practice of strategy, leadership, and innovation at Goizueta.

Jennifer Saenz 00BBA of Dallas, TX, joined Albertsons Companies as EVP, chief merchandising officer. Jennifer was formerly PepsiCo’s global CMO and president of global foods.

Nick Weaver 00EMBA of Atlanta, GA, joined Webster Bank as senior vice president and regional manager.

Anvar Hodjaev 01BBA of New Providence, NJ, is managing director–head of commercial banking healthcare, MUFG Union Bank.

Matthew Holden 01BBA of New York, NY, has merged his law firm, Holden Legal Group, and joined A.Y. Strauss as a partner.

Jackie Martin 02MBA of Braselton, GA, is chief purpose and inclusion officer, FOX Factory.

Nick Ducoff 03BBA of Boston, MA, is cofounder and president of Edmit, which has been acquired by Vemo Education.

Yoshiki Kashiwagi 03MBA of Yokohama, Japan, has released the English-language edition of Getting the Go-Ahead: Using

Statistical Analysis to Maximize Your Business Plans. Yoshiki is CEO, Data & Story LLC. Steve Greenfield 04EvMBA and Justin Charbonneau 14Ox 16BBA, both of Atlanta, GA, raised their first $7 million fund as part of Automotive Ventures, an early-stage venture capital firm focused on global auto tech innovation. The $7 million fund has 70 investors and seven companies in its portfolio.

Lee Brodsky 05BBA of New York, NY, has been appointed to the board of directors, Alzheimer’s Foundation of America. Lee is CEO, BEB Capital.

John Laughter 05EMBA of Atlanta, GA, has joined Delta’s Leadership Committee, serving as EVP and chief of operations.

Mitchell Johnson 06EMBA of Atlanta, GA, is chief technology officer at MAXEX, a digital mortgage exchange company.

Ryan Paddock 07BBA of Atlanta, GA, was featured in The Atlantan along with his business, A Mindful Home, which orchestrates climate, entertainment, and security systems with architectural and interior design features.

David Bray 01C 04MPH 08PhD of Washington, DC, is inaugural director, GeoTech Center, and executive director, Atlantic Council.

Michelle Lynch 08EMBA of Clearwater, FL, is senior vice president of investment and Tampa Bay complex manager, Raymond James.

George W. Evans III 09JD/MBA of New York, NY, is real estate director, Goulston & Storrs.

Jolie Weber 09EMBA of Kennesaw, GA, joined the board of directors of Wyandot Snacks.

Jolie is CEO, Lenny and Larry’s, a company that makes plant-based protein cookies.

2010s Sridhara Gutti 11EMBA of Birmingham, AL, was declared Alabama’s 2020 Small Businessperson of the Year.

Saad Pall 11MBA is general manager at Uber– Middle East, North Africa, and Pakistan.

Akshay Shrivastava 11EvMBA of Atlanta, GA, is CIO, TOCA Football, a soccer-focused sports and entertainment company.

Kyle Smialek 11MBA of Atlanta, GA, is vice president of operations, Shiftsmart.

Stephen Alicanti 12JD/MBA of New York, NY, was named to The Deal Top Rising Stars Class of 2021. This list highlights exemplary new M&A-focused partners at top US law firms.

Josh Inglis 12EMBA of Atlanta, GA, received a $500,000 investment on Shark Tank for Phoozy, a line of products that provide thermal, drop, and float protection for phones, tablets, and other devices.

Tim Kelly 12EMBA of Chattanooga, TN, was elected mayor of Chattanooga.

IN MEMORIAM Donald Dietrichs 47BBA of Atlanta, GA Hugh Kenneth Pratt 48BBA of Evans, GA James Terrell Davis 49BBA of Decatur, GA John R. Paddison 49BBA of Savannah, GA Gilroy G. Walton Jr. 45Ox 49BBA of Lakeland, FL William G. Jordan 53BBA of Leesburg, VA Robert C. Mathews III 53BBA of Danville, IL Bryce H. Terrell 53BBA of Melbourne, FL Joe N. Unger 54BBA of Coral Gables, FL James A. Gentry Jr. 54Ox 56BBA of Snellville, GA

Joshua Jones 13EMBA of Birmingham, AL, is CEO of Alabama Capital Network, which provides investment, coaching, and connections for Alabama-based startups.

Benjamin Barry 14BBA of Chicago, IL, is vice president, Pritzker Private Capital's Services Team.

Anthony Tuggle 14EMBA of Atlanta, GA, joined AI software company Afiniti as president of customer operations. Anthony is also a Goizueta Advisory Board member.

Jamie Harrell 16EMBA of Atlanta, GA, was named a member of Out Georgia’s TGNC360 Advisory Committee.

Elizabeth Callen Davis 17EMBA of Atlanta, GA, is VP of product management, Apptega, a cybersecurity company.

Xin Zheng 17PhD of Vancouver, Canada, received the Competitive Manuscript Award from the American Accounting Association for his paper "A tale of two enforcement venues."

Xin is assistant professor at the University of British Columbia.

Nick Reyes 19BBA of Boston, MA, is an associate at Artemis, a venture capital and private equity firm.

George Sanders Morris 57BBA of Atlanta, GA Calvin Lewis Casey 60BBA of Williamsburg, VA Charles F. Worrell Jr. 58Ox 60BBA of Waynesville, NC Elizabeth Ann Lutz 68BBA of Hendersonville, NC Hugh Miller III 70MBA of Woodbridge, VA John A. Victor 73MBA of Savannah, GA George Marshall Scott Jr. 76BBA of Beaufort, SC

2020s Paola Juarez 20EvMBA of Atlanta, GA, is vice president, Callan LLC. Thomas Egge 21MBA of Atlanta, GA, was named to 2021 MBAs to Watch, Poets & Quants.

Kristen Little 21MBA of Atlanta, GA, was named to 2021 MBAs to Watch, Poets & Quants.

Drew Bullock 21BBA of Atlanta, GA, was named to 2021 Best & Brightest Students, Poets & Quants.

Lori Steffel 21BBA of Atlanta, GA, received this year’s Roberto C. Goizueta Award for Leadership for her on-campus leadership initiatives. She was also named to 2021 Best & Brightest Students, Poets & Quants.

Willie Sullivan 21MBA of Atlanta, GA, received this year’s Roberto C. Goizueta Award for Leadership for his racial justice advocacy.

Anupama Tadanki 21MBA 21PH of Atlanta, GA, was named to 2021 Best & Brightest MBAs by Poets & Quants.

E. Pete Contrucci II 81MBA of Kennesaw, GA Robert D. Flanigan Jr. 82EMBA of Decatur, GA Kirby H. Smith 83MBA of Dallas, TX Kenneth T. Millar 86EMBA of Smyrna, GA Thomas A. Striker 89MBA of Canton, GA Gary R. Lieberman 94JD/MBA of Atlanta, GA Steven Michael Corbett 02EMBA of Hamel, MN Ian Matthew Crystal 03MBA of New York, NY Adam Scott Cadranel 14BBA of Atlanta, GA Laurie Genise Manning 16MBA of Hyattsville, MD

GOIZUETA MOURNS THE LOSS OF FACULTY MEMBER TED RODGERS The Goizueta community lost a beloved member this summer with the passing of Ted Rodgers, associate professor in the practice of accounting, after his battle with cancer. Rodgers joined the Goizueta faculty in May 2010 from the Moore School of Business at the University of South Carolina. He taught courses in managerial and cost accounting, as well as auditing and financial accounting.

Rodgers leaves behind a wife, Michele, and two children, Bailey (20C) and Patrick (22MBA). Michele Rodgers wanted everyone to know that her husband “loved Emory so much. Please let everyone there know that they were a hugely important and formative part of his life. He was immensely proud to be a part of the Emory family.”

emory business magazine | 41

: 2036

THE FUTURE STARTS WITH YOU

Goizueta Business School goes beyond conventional thought by pushing the limits of what business school can provide. We can solve problems, change perspectives, and revolutionize what business can accomplish.

We’re united by our principles, driven by ideas, and determined to help each other make an impact.

ARE YOU WITH US?

SUPPORT FACULTY •

Distinguished Professorships: recruit and retain eminent, innovative faculty

SUPPORT STUDENTS • Scholarships: create a vibrant and diverse student body of the best and brightest

SUPPORT GOIZUETA •

•

•

•

•

Business & Society: address challenges confronting people, the planet, and the business community Entrepreneurship & Innovation: empower creative thinkers to develop and implement solutions responsive to business problems, unaddressed market opportunities, and significant social needs Data Analytics: leverage the power of big data and bold ideas to produce data-savvy graduates Leadership Development: develop holistic, principled leaders who value more than just the bottom line Goizueta Business Fund for Excellence: provide resources to meet top priorities, including scholarship support, operational support for degree programs, and co-curricular experiences, which richly add to the student experience

CONNECT. ENGAGE. INVEST. Learn more by contacting the Alumni Advancement and Engagement team.

404-291-2720 or gbsalumni@emory.edu

EMORY.BIZ/GIVE 42 | fall 2021

MEET YOUR GOIZUETA CAMPAIGN VOLUNTEER LEADERS Sarah Beth Brown 89MBA

Andrew Conway 92MBA

Jeff Denneen 92C 97MBA

Shan Cooper 89C 95EvMBA

Kim Chenevey 02Ox 04BBA

Leslie Patterson 99MBA

Emory Campaign Cabinet, regional co-chair

Atlanta Regional Campaign Council, member

Dan Philips 99BBA

New York Regional Campaign Council, member

Goizueta Campaign Council, member

Goizueta Campaign Council, member

Atlanta Regional Campaign Council, member

Atlanta Regional Campaign Council, member

Ellen Bailey 63C 87EMBA

Emory Healthcare/School of Medicine Council, member

DEAR GOIZUETA FRIENDS AND FAMILY, It is an exciting time as Emory University and Goizueta Business School embark on a transformation fueled by new leadership and energy. With the academic year underway, we are fortunate to have Interim Dean Karen Sedatole at the helm of Goizueta, Emory President Greg L. Fenves entering his second year, and newly appointed Ravi Bellamkonda beginning his tenure as Emory’s provost and executive vice president for academic affairs.

With leadership in place, it is with much enthusiasm that Emory is positioned to launch 2036—a university-wide campaign with an ambitious goal to further our mission to create, preserve, teach, and apply knowledge in the service of humanity. What does this mean for Goizueta? Our goal is to ascend to the next level as one of the nation’s leading business schools and remain a trailblazer in business education. The campaign will help us continue to educate principled leaders prepared to impact the business world immediately.

As a member of the Goizueta family, you play a key role in the school’s ability to equip students who will transform the world. As the campaign rolls out, you will learn about Goizueta’s urgent need for student support—at all program levels. You will also learn about our need for faculty and program support. There are countless ways to get involved and support the areas that mean the most to you!

We hope you will join us as we embark on this transformational journey at Goizueta.

With gratitude, Laura Balser 94BBA 01MBA Chair, Goizueta Campaign Council

: 2036

THE FUTURE STARTS NOW emory business magazine | 43

: 2036

THE FUTURE STARTS HERE

MEET YOUR GOIZUETA ADVANCEMENT AND ALUMNI ENGAGEMENT TEAM Reshunda Mahone Assistant Dean for Advancement and Alumni Engagement Reshunda leads the Goizueta Alumni and Advancement Team to advance the mission of Goizueta, engage its supporters, and raise funds for the Goizueta experience.

She’s got a huge life goal: “Traveling to space is on my bucket list!”

Darius Woody Director of Corporate Relations Call Darius to explore opportunities for your organization to work with Goizueta Business School.

Did you know? Darius is a self-described “military brat.”

Lindsay Topping Senior Director of Alumni Engagement Call Lindsay to build relationships with Goizueta and its 23,000 alumni.

Fun facts: Lindsay used to play competitive tennis and basketball. Her dad is Goizueta professor Peter Topping.

Dillon Boggs Managing Director of Development Alumni, parents, and friends reach out to Dillon to achieve their philanthropic goals at Emory University.

Guess what? Dillon is no stranger to Madison Square Garden. He played in two collegiate basketball games there!

Matthew Williams Director of Development for Georgia and California Members of the Goizueta community call Matthew to find impactful ways to invest in the Goizueta experience.

Wow! Matthew earned his black belt Aaron Booth Director of Development for New York and Georgia Call Aaron to explore how you or your family can build meaningful philanthropic ties to Goizueta.

You may not know: Aaron’s old office was above The Today Show set in Rockefeller Center.

The Goizueta Advancement and Alumni Engagement team is also deeply proud to work with Kat Collier, senior associate director of advancement and alumni engagement, Tifaney Millwood, assistant director of alumni engagement, and Claire Ferer, assistant director of advancement and alumni services.

WAYS TO CONNECT Want to engage with our 23,000 Goizueta alumni? Ready to volunteer? Need to find a career resource? Want to invest in the future of Goizueta? Reach out to one of our team members at 404-291-2720 or gbsalumni@emory.edu.

EMORY.BIZ/GIVE

BUSINESS IS CHANGING. ARE YOU?

Business is constantly changing. Evolving. Improving. And never done.

The same should be true for your career growth.

Gain new skills and insights and bridge business challenges with an Executive Education workshop, short course, or certificate.

EMORY.BIZ/EEE

Goizueta Business School 1300 Clifton Road Emory University Atlanta, Georgia 30322

GOIZUETA EFFECT A PODCAST BY

Hear about the latest trends, research, and innovations in business.

Change your perspective and change business for the better.

Listen and subscribe to Goizueta Effect on your favorite podcast app.