The BBA Beat

NavigatiNg the JuNior Year iNterNship LabYriNth

06

05 | Letter from the Editor

06 | Navigating the Junior Year Internship

LabyrinthLearn how to land the internship of your dreams with advice from

insiders

12 | Community Service—Redefined

Discover the appeal of “Service Made Social” with Community Bucket, founded by two BBA

program graduates

16 | Q&A with McKinsey Business Analyst

Exclusive interview with Imran Manji 12BBA

20 | Mozilla’s New Operating System

Can Mozilla, a new contender in the smartphone industry, outfox Apple &

Android?

22 | BBA Club Profile: GIMG

Interested in investing? Find out how the Goizueta Investment Management

Group may be the club for you

Cover Illustration byWilliam McCabe/The BBA Beat

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16

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2 | The BBA Beat Spring 2013, vol. 1

04 | Letter from the Dean

EDITORS-IN-CHIEFKenneth WongDavid Linstone

WrItING & EDItOrIALMANAGING EDItOr

Stephanie van GelderCOpY EDItOrS

Amrit Basu, Dylan Wolfinger, Kara MaynardStAff WrItErS

Jenna Kingsley, Kevin Sheng, Lauren Taylor, Melvin Shieh, Vrinda Pande

DESIGN & LAYOutDESIGN EDItOrWilliam McCabe

ASSIStANt DESIGN EDItOrNageen MerchantphOtO EDItOrS

Minyue Wu, Jon Darby

BuSINESS DEvELOpMENtvICE prESIDENt Of BuSINESS DEvELOpMENt

Ishaan JalanDIrECtOrS Of COrpOrAtE rELAtIONS

Deenie Schlass, John KimCOrpOrAtE rELAtIONS MANAGErS

Andrew Ethridge, Noormin Sohani, Zaraif HossainDIrECtOr Of ALuMNI rELAtIONS

Lillie HuangALuMNI rELAtIONS MANAGErSAlexa Feuerstein, Ishan Prakash

DIrECtOr Of COMMuNItY rELAtIONSHanbi Lee

COMMuNItY rELAtIONS MANAGErSChen Chen, Charlotte Zhou, Kyu Ree Kim, Robert Lu

hEAD Of ACCOuNtSJeff Meng

ACCOuNt ExECutIvESKahaan Patel, Crystal Hsu, Simon Wong

MArKEtING & DIStrIButIONChIEf MArKEtING OffICEr

Rachel RosenbaumMArKEtING MANAGErS

Annie McNutt, Dhruv Kapur, Joshua Chinnaswamy, Rafi Hoq, Shayan Shah, Shiyu Song, Vishesh Parekh

SOCIAL MEDIA MANAGErMelanie Rieder

DIStrIButION DIrECtOrZach Lawrence

fINANCE & ACCOuNtINGChIEf fINANCIAL OffICEr

Jialei Zheng

Kenneth WongChairman and

Editor-in-Chief, The BBA Beat Magazine

David LinstoneVice Chairman and

Editor-in-Chief, The BBA Beat Magazine

Andrea HershatterSenior Associate Dean, BBA Program,

Goizueta Business School, Emory University

Hannah ChungPresident, BBA Council, Goizueta Business School, Emory University

Lee PasackowBusiness Librarian, Goizueta

Business Library, Emory University

Nikki GravesBusiness Communications Professor,

Goizueta Business School, Emory University

Ellen GablerInvestigative Reporter and Assistant Editor, Milwaukee Journal Sentinel

Board of

Directors

Spring 2013, vol. 1 The BBA Beat | 3

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It is my pleasure to write this note of congratulations on the launch of this inaugural issue of The BBA Beat. I am delighted to count this ambitious student-created publication among the portfolio of resources available to BBA students. I think the Beat fills a vital

need by allowing you to hear from alumni, faculty, staff and especially each other about the things that most interest you.

One of the things I already love about the Beat is that it addresses such a wide range of topics. This issue covers community outreach, club activities, an alumni interview, internships and technology. In doing so, I think it begins to capture the multi-faceted breadth and depth that distinguish our BBA Program.

This year marked my 25th anniversary working at the Goizueta Business School and I have been using the occasion to reflect on the program and my role within it. When I started in 1988, I never imagined that I would still be here two and a half decades later. My professional goals then were probably somewhat like yours are now; I wanted to pursue a path that allowed me to use my knowledge, talents and abilities to the fullest. I was seeking a career that I found challenging, intellectually fulfilling, and personally rewarding. Those were pretty high aspirations and I consider myself incredibly lucky to have achieved them right here in the Business School.

Although my job description for the last 17 years has consistently been to help lead the BBA Program, nothing about it is ever boring. That is because, just as the faculty challenges you to reach new heights, you challenge us to push the boundaries of what a BBA Program can and should offer to its students. We understand that to stand still is to move backward, and so we endeavor to continuously innovate, grow and evolve along with you. Together, we create new ways to augment and enhance your Goizueta experience. I believe The BBA Beat is one example of that process and I hope you are as excited as I am to see it come to fruition

Thanks,

Andrea HershatterSENIOr ASSOCIAtE DEAN, BBA prOGrAM, GOIzuEtA BuSINESS SChOOL,

EMOrY uNIvErSItY

Letter From the DeaN


Letter From the eDitor

Welcome to the very first issue of The BBA Beat Magazine. What you are currently reading reflects months of diligence, hard work, and persistence by our staff members and board of directors.

Our organization is proud to have the privilege of serving as a student-run publication of the BBA program. This year, our program was ranked #7 in the annual ranking of undergraduate business programs published by Bloomberg Businessweek. We have been ranked among the top ten in all eight years that the ranking has existed. But numbers don’t tell the full story. The BBA community consists of the most creative, diverse, and talented people that I have ever had the pleasure of meeting during my time at Goizueta Business School.

It is our hope that inside this magazine, you will find a wide variety of entertaining and informative content that will help showcase all aspects of our community—past, present, and future. As you will see in the coming pages, our articles are not just limited to current BBA students and their accomplishments, but also BBA alumni and future students. We hope to build upon this trend in future publications.

I have to say that getting this entire operation off the ground was extremely exciting. It was a pleasure collaborating with members of the BBA Council, BBA program staff, and Senior Associate Dean and BBA Program Director, Andrea Hershatter, to launch this publication. Without their contributions and guidance, none of this would have been possible. In fact, I would like to express my deepest gratitude to everyone who had a part in making our publication a reality.

Furthermore, we could not do this without all of you: our readers. On behalf of David and the rest of the staff, thank you for choosing to read The BBA Beat. We hope you enjoy what you see.

Thanks,

Kenneth WongEDItOr-IN-ChIEf

the iNauguraL issueKenneth Wong is a junior at

Goizueta Business School concentrating in finance and management consulting.

Kenneth serves on the executive board for Emory Global Business Brigades, is a managerial accounting teaching assistant, and founder & CEO of his web startup, JustSwoop Inc. Prior to becoming editor-in-chief of The BBA Beat Magazine, he was founder and editor-in-chief of The Oxford Business Bulletin, president of Oxford Business Club, political science teaching assistant, and vice president of finance and administration for Phi Eta Sigma National Honor Society. This summer, he will be interning with Goldman Sachs’s Special Situations Group, which specializes in credit and structured equity principal investing.

David Linstone is a sophomore at Goizueta Business School concentrating in finance and real estate.

He is also pursuing a second major in economics and mathematics in Emory College of Arts and Sciences. David recently graduated from Oxford College of Emory University in December 2012. While at Oxford, David was president of The Oxford Finance Society, editor-in-chief of The Oxford Business Bulletin, and a financial accounting and macroeconomics teaching assistant. This summer, he will be interning with a real estate development firm, which specializes in luxury hotels, high-rise residential and commercial properties.

Spring semester of junior year means one

thing above all for business majors: finding a summer internship to ensure you’re not jobless upon graduation.

Companies are no longer hiring as they used to back in the pre-recession heyday. There are a limited number of internship spots and in order to set yourself apart, you need to have prior experience. However, in order to have prior experience, you need to have, well, prior experience. This vicious cycle appears despairingly difficult to overcome.

Although the recruitment process poses real challenges, many students come into it with commonmisconceptions. In fact, the strategy for attaining an internship is fairly straightforward. Success requires time, effort, and diligence.

By Melvin Shieh

Illustration by William McCabe/The BBA Beat6 | The BBA Beat Spring 2013, vol. 1

NavigatiNg the JuNior Year iNterNship

LabYriNth


to provide insight into the recruitment process, I reached out to MIChAEL BECKEr 08BBA, who is currently working at the Blackstone Group in the tactical Opportunities Group, a recently formed special situations investing group. he previously worked at Goldman Sachs in the Structured

products Group within the Mortgages Department and the financial Institutions Group within the Investment Banking Division. he has also held various internships, including working for four summers and three winters at MSD Capital, Michael Dell’s private investment firm. While at Goizueta, Michael was the four-year president and co-founder of Goizueta Investors (GI), which received $100,000 in capital via its subsidiary, Goizueta Investment Management Group (GIMG). Michael’s exemplary leadership, exceptional efforts, and contributions while at Emory were recognized through his receipt of the BBA meritorious Service Award.

Michael, what can you tell us about how to approach the recruitment process?

Before you start applying for internships, do your research. The best role for you may be a role that you never imagined at a firm that you never heard of. Have an open mind and narrow down the search by finding positions that suit you best – not based on where your friends are applying.

If you are seeking a full-time position in Investment Banking, for example, consider both the “traditional” path (e.g., Investment banking, Research, or Sales & Trading) and the “non-traditional” path (e.g., any finance role where you can learn transferable skills, such as Corporate Finance at a company that sparks your interest).

Researching a broad range of opportunities and reading career overview materials (e.g., Vault guides), which are free and accessible to all Goizueta students, will help you identify and learn about roles and firms that may best fit your goals, personality, and skills.

Network. Everyone says it, but what you need to do is really roll up your sleeves and spend the time and energy. Speak with as many people as possible. I suggest meeting and speaking with people working both inside and outside of your prospective industry to benefit from hearing different perspectives.

Networking requires patience and disciplined persistence because the unfortunate reality is that not everyone will be responsive. While it only takes one offer to

complete your internship search, placing just one phone call is unlikely to suffice. Once you have spent time researching various companies to determine where you want to work, cross-reference those firms with your contacts and extended networks; then schedule brief introductory calls over email. Use a spreadsheet to compile contact information relevant to your search and keep track of your correspondence. Also, be sure to tap into all the resources available to you, including those commonly known but not necessarily commonly used (e.g., LinkedIn, Facebook, Bloomberg’s People Search, the online Goizueta Alumni Network Database, friends, and former classmates).

Now that you have familiarized yourself with the opportunities available to you, take a step back


As a junior who just recently completed the summer internship recruiting process,

Michael’s words resonate with my experience. The process was far more intensive than I had anticipated. In fact, it took up the majority of my time. If I was not applying for positions, I was networking. If I was not networking, I was prepping for interviews.

Networking turned out to be the most important factor in my search. Without the Goizueta Finance Trek and the contacts I made from it, I would not have received any offers.

As for interviews, telling a great story and being genuine are two

mYeXperieNCe

and ask yourself where you want to be in five years. The goal is to map out a plan to get there. When evaluating an opportunity, determine whether it fits into your future career aspirations. Don’t worry if you haven’t developed a clear goal yet – it will evolve naturally, over time. Your internship will help shape your goals, as we are a product of our experiences. Throughout the internship program, evaluate whether you want the full-time role; you do not want to end up with a career that does not fit your interests and goals.

I have heard conflicting advice on how to best approach your contacts. Is it better to have a direct approach and be open about what you want, or should you try to build rapport first?

When you reach out to new contacts, simply speak to them the way you would want to be spoken to if you were receiving the same cold call. You should be as genuine as you would be with friends but as professional as you would be in an interview. Establishing rapport requires trust, which is best instilled by being honest and transparent.

Start early – building any relationship takes time. Do not wait until the day before an application deadline to make the first phone call. Focus on getting as much insight into an industry, a company, and a particular opportunity as soon as possible and seek advice on how best to position your application. Do not be afraid to ask for advice. Expand your network by speaking with colleagues and friends of your

contacts, their colleagues and friends, and so forth; referrals have a higher success rate than cold calls.

how should you approach the interview?

The most important thing is to tell a story. That story should be a genuine reflection of where you have come from, where you want to go, and how this relates to the opportunity at hand. Ultimately, the interviewer wants to know three things:

1) Are you qualified (e.g., can you handle the technical aspects of the job)? Here there will be a focus on your experience and relevant coursework.

2) Are you a good fit for the role (e.g., how does your personality align with your potential co-workers and the job’s responsibilities)?

3) What sets you apart (i.e., both ‘on’ and ‘off’ your resume)? Why should they hire you versus the next highly qualified candidate?

Remember the obvious things too: dress and act professionally, come prepared, arrive early, and ask good questions. You only get one chance to make a first impression.

Do you have any advice for what to do once you have an internship?

Some of the best internship-related advice I ever received was from a mentor at MSD Capital. He explained that when you get an internship, you “hold all the keys.” During those short weeks, you have the opportunity to meet

and get to know anyone at the firm, ask any questions (e.g., concerning the role, organization, and industry), and learn about the full-time position you are effectively “trying out” for. It is a unique and exciting opportunity.

Invest time and energy to learn while you are an intern. It will pay dividends down the road. Also, stay in touch with all the individuals you speak with throughout your search and internship experience, as they may just become future colleagues and even close friends.


pam, what advice do you have for those who are still actively searching?

Definitely keep looking and do not panic. Only 51% (119 out of 234 seeking) of the class has reported having an offer at this point [March 27, 2013] and at least 75-80% of the class will have an internship this summer. The early

internships are mostly finance and banking. Consulting recruitment is ongoing. Marketing is happening, as well, but it will ramp up as the summer approaches. There are also many general management roles available through May.

From the employer’s perspective, big companies expect to hire a lot, but a lot of smaller companies do not know yet, and won’t until April or May. Many of them hire on a need-by-need or just-in-time basis, or when they get additional funds. Remember, the real world doesn’t work six months in advance. The same goes for full-time hiring.

You mentioned that most early internships results are in finance and banking. What about those who are still looking

What do you do when things do not go according to plan? pamela Brown,

Senior Director of Employer Relations at Goizueta’s BBA Career Management Center and manager of the annual BBA New York finance trek, has answers.

indispensable pieces of advice. Most of your interviewers have been through countless interviews and it is easy for them to tell whether a candidate really wants the job or not. Knowing how to solve technical questions or case studies is important, but your story is where you differentiate yourself. It is often the first thing an interviewer asks and is critical in forming a positive first impression.

How do you tell a good story?

Simply put, it must make sense. The interviewer must be able to glean from your story that you genuinely want to do whatever role it is you are interviewing for and that you have done everything in your power to pursue this interest. The story should be concise. No one wants to listen to someone ramble on in bullet point format, so tell your story as a taut narrative. Make yourself interesting too. Interviewers want to know you can do the job, but they also want

for banking internships?

If you are still looking for an internship now there are several things you can do:

1. A warm call is better than a cold call. Contact alumni at small firms and reach back out to people in the Bulge Brackets. The larger banks have mostly completed recruiting, but we have had situations where spots opened up later in the semester. There’s a very small chance it will happen, but take it anyways.

2. Look in other areas. If you want banking full time, what other jobs can make you more competitive? Work in a corporate finance program in a mergers and acquisitions role. Look for a position that can simulate the

the CmC is here to heLp

to know that they can stand being with you for a large part of each day.

Finally, remember that recruitment is straightforward, as is evident in the three-step process that Michael outlined (research → network → interview yields an internship). While there is no guaranteed way to attain an internship, putting in the time, effort, and diligence will put you in a position to succeed.

role you want, whatever it may be. For example, we’re in contact with Davidson Hotels. It is not investment banking but you can definitely translate valuing hotels and properties for a banking interview senior year.

What should you tell full-time recruiters if you didn’t have an internship junior year?

Honesty is always the best policy. When asked why you didn’t do a relevant internship junior year, you want to tell them you made the best effort but didn’t receive any offers. You want to say you continued to network and improved yourself in other ways to be more competitive. If you can’t find a position with relevant roles, take a “Training the Street” program.

Are there more positions available full time relative to junior year?

Consulting has more opportunities for full time. For banking, it is very valuable to have a summer internship. There are not necessarily more positions for full time, so definitely make yourself more competitive in whatever way possible.

there are plenty of well-qualified students that still do not have internships. What are major reasons why those students who deserve offers haven’t received them?

It could be that they do not adequately express their passion. You need to fully understand the role and have the passion. Interviewers will ask you technical questions, but they only ask to

see if you know the basics. If you can answer a few good questions, they will focus on fit. Fit is huge, so rejections do not necessarily mean you’re unqualified.

Is there anything you can tell us from your perspective about the recruitment process that students may not see?

The importance of showing interest. Go to company presentations and networking events. Recruiters will look at the RSVP list and compare it to who actually attended. There is a checklist. I cannot reiterate how important it is to talk to alumni and attend all company events. If you can’t attend an event, write an email to us and attach a resume. We will forward it on with an explanation.

Alumni sometimes ask deans and professors for recommendations about the candidates. We can tell them that you’ve gone on the finance or marketing trek, that you’ve expressed interest, and attended company presentations. There is a checklist that employers look for: Have you reached out? Have you attended events? How many people did you speak to? Have you followed up? These interactions count.

I also strongly encourage everyone to attend the treks. Of the 46 finance trek students, 45% have reported having offers as of late March. Of course, this figure is skewed because more trek students should have offers given their focus (Investment Banking, Sales & Trading, and other finance internships recruit early) but it still says something about the usefulness of the treks.

Regardless, if you think you have everything on track or if you are completely lost and do not know what you want to do, come in and talk to us. Tell us what you’re interested in and ask whom you should contact. You never know what opportunities you may have missed. Some employers go through the semester without hiring anyone because they didn’t get leads. We will do anything to help students get the job they want, but if we do not know you there is only so much we can do. Our biggest resource is that we care.

I understand that sometimes the Career Center gets some flak for not taking a more active role in helping students find work. however, it seems there is a plethora of untapped and fairly unconventional resources out there for proactive students. I think the problem is many do not know they exist. What are some of these unconventional resources?

The biggest thing that the Career Center does is to make connections. There are plenty of connections people do not know about. For example, we have an MBA student here 8 hours a week who is an investment banker. We have BBA coaches who have secured jobs and can talk about their own experiences.

Do you have any advice regarding networking?

I think the biggest misconception is that alumni are bothered when you reach out. Not once has an alumnus complained about receiving emails—it is always the opposite. They want you to reach


For additional resources, there are several blogs out there written by professionals that I would

recommend, including: “Mergers & Inquisitions” for banking and trading, “Life on the Buy Side” for Investment Management, and “Management Consulted” for, you guessed it—Management Consulting. I believe these blogs will give you the most realistic picture of what it is like to work in each profession. It also offers practical information as well as how to position yourself for a career in that field. These blogs are useful for all phases of the process, with information on the industry, how to network, how to prepare for interviews, and how to succeed once you land the offer.

It is a good idea to start reading the

Wall Street Journal or Economist to keep up with current events if you do not already. You can access these from the Goizueta Business Library home webpage by using the database, Factiva. Also, do not underestimate how much your resume and cover letter can be improved. I have gone through dozens of revisions on my resume this past year and have updated it as recently as February. For the resume, it is as much about aesthetic appearance as concise articulation of your experiences. Recruiters will typically spend—at most—30 seconds on your resume. They may spend even less—if any—on your cover letter. Resumes and cover letters are a reflection of your attention to detail, so do not make any typos.

As for technical questions, I

out. It is a nice connection back to the school and a way for them to give back. They look good when they hire Emory students so they want to talk to you.

Make the connection early and maintain it, even if you do not get a job at the place. Even if you never hear back from your contact, he or she probably forwarded your name on. Emails can stay in inboxes for months without being answered, serving as mental notes. If you are following up on a lead and they do not respond after a few times, reach out to me. I can email them and ask them to follow up without disclosing your identity. Also, be persistent. Some employers have stated that they will not respond until they have heard from you 5 times. You need to show that you are serious.

can only speak from a banking standpoint, but I would recommend the following: Ibankingfaq.com, Mergers & Inquisitions interview guide, and Investment Banking by Joshua Rosenbaum and Joshua Pearl. You should practice answering both technical and fit questions until you can articulate your responses naturally, with confidence and precision. You should not memorize your responses because interviewers can tell when you are merely reciting.

Junior year recruitment can be challenging and exhausting, but as long as you maintain your drive, you will be rewarded with an offer. Just remember—as Michael pointed out—at the end of the day, one offer is all you need.

Another misconception is that networking ends when you get the job. Network outside of your group and your company. Even after securing a full-time offer, keep on networking. You probably won’t be there forever, and the quickest way to be promoted is if everyone knows who you are. Keep a spreadsheet of people you’ve talked to and track when you reached out to them.

Last question, do you have any advice for sophomores?

The first semester you are here, meet with the Career Management Center. Let us know what firms you are interested in. If you know you are going abroad, network in the spring and summer. Let us know if you will be abroad, as we can notify companies and forward

your resume. Reach out early. Tell anyone and everyone what you want to do—you never know where connections will turn up. Even other undergraduates can become a resource for you.

Any final comments?

I don’t think students understand the importance of filling out the surveys I send out regarding their recruitment process. Every time a student comes and asks me questions regarding recruitment, I use the survey answers to help them.

To access Pam Brown’s Surveys click below:

https://emory.qualtrics.com/SE/?SID=SV_9N8Qrj7mb7ZeNNP

https://emory.qualtrics.com/SE/?SID=SV_cTv5A1yPOD5vsBD


Melvin will be interning at BMO Capital Markets in New York this summer as an Investment Banking Summer Analyst.


CommuNitY serviCe—reDeFiNeD

How does volunteering with your best friends, making a real difference in the community, and

then gathering together for a few laughs and a good time afterward sound? Just like an ingenious way to do community service.

Founded by Mike Guardalabene 10BBA and Jesse Grossman 10BBA in August 2012, Community Bucket (CB) strives to integrate the social aspect of community

service with the feel good aspect of helping others. Since its inception, over 300 volunteers have already dedicated themselves to one or more of the service events.

Events occur every month, ranging from small to large scale projects, which allow everyone to contribute. A unique element of CB is its service flexibility. Anyone in the community can submit a request through the website. This direct link between the needs of the community and service enhances the value and meaning of volunteering for all involved. Through CB, a community or

cause can gain benefits from even the smallest group of earnest volunteers who have a vision for change and action.

The types of service that CB offers also cater to the preferences of the volunteer. If someone is unable to work hands-on, they can still give back through fundraising or donating their skills to help a non-profit. According to Guardalabene, CB has organized service acts ranging from planting trees to developing social media strategies for the American Cancer Society. Those who work 9-5 can meet others with

UBy Lauren Taylor

USpring 2013, vol. 1 The BBA Beat | 13

similar lifestyles and interests while impacting the community through volunteering with CB. Recognizing the time crunch most others feel, Guardalabene offers CB as a volunteering option that satisfies the social needs of the individual as well. He also tells people to be prepared to leave a CB volunteering activity having built new friendships. It’s important to realize that CB not only completes projects, but also connects people to the larger network, thus creating a stronger community in all aspects.

Guardalabene believes that Goizueta Business School prepared him to relate to and reach out to a wide base of people with the goal of unifying individuals. While Guardalabene’s original career goal was to work in consulting or banking—after being employed in a couple of jobs in the real world—he decided to become an entrepreneur. Guardalabene recalls, “ I realized I could leverage my knowledge and my education to create a lot of value, not only for myself, but for the world around me”. Both co-founders are proud that they were able to quit their previous jobs and venture into entrepreneurship: “It takes a lot of courage”, Guardalabene admits.

He also shares that his biggest challenge is paving a path for his venture. An established support base is key to continuing the successful growth at CB. He is quick to point out that the support of the Emory community, along with an established support base, will help CB continue to find success in empowering individuals to make a difference while building long-lasting friendships. Photos Courtesy of Community Bucket

Why does Community Bucket appeal to so many people?

I think Community Bucket appeals to so many people because we try to combine two things that are inherent in our interaction with others—being social and helping others.

Think of non-profits as individual businesses and volunteers as employees. Research shows that when you take care of the needs of your employees, your business prospers. That’s why so many businesses today are starting to focus on employee well-being programs. Non-profits should not be any different. Volunteers are still giving their time in the hope that they are adding value to the non-profit, but the volunteers themselves also derive value out of doing good. Non-profits have historically assumed that the heartwarming feeling that people get is payment enough for volunteering, but we’ve found that you can significantly increase the impact that volunteers want to and can make by intrinsically motivating them to want to volunteer. Our generation is so time-crunched that people want

to spend their limited free time meeting their social needs, so volunteering often gets bumped down the list of priorities. By combining volunteering with social programming, we can convince more people to volunteer and create that intrinsic motivation.

What are the kinds of connections the volunteers make together when they work with Community Bucket?

We’re really trying to create a community around volunteering and socializing. By emphasizing the social element, people are more easily able to make lasting connections with the people they volunteer with. Since they know that most people will be of a similar age, it automatically exposes young professionals to a bunch of like-minded people. In our limited run, there’s been plenty of occurrences where volunteers have made new and lasting friendships just by volunteering with strangers.

What has been your biggest success and biggest challenge with Community Bucket?

Our biggest success was having the courage on both of our parts to

quit perfectly good jobs to pursue this. There are plenty of millennials out there with great ideas, but the thought of leaving a perfectly good job in today’s economy is dreadful to many people—for good reason. However, neither of us have regrets, and we want to inspire others to do the same thing.

Our biggest challenge is navigating around our naiveté. While we both have a great education and great work experience under our belts, there are plenty of things in a startup that you just can’t be trained for. You have to hit them head on and learn from your mistakes—and trust us—you will make plenty of them. As long as you can brush yourself off and keep moving, you’ll be fine. Most startups are not killed by competition- they are killed by lack of creativity and lack of trying.

how did your Goizueta Business school training prepare you for launching Community Bucket?

Goizueta provided us with a lot of the skills that we use today. It really takes a well-rounded person to be able to run a startup. Of course everyone has their specialties, but you need to be able to have an

iNterview with Cb FouNDers: mike guarDaLabeNe & Jesse grossmaN


intellectual conversation on a wide variety of topics with a wide variety of people. Goizueta provided the foundation for that. There’s also a lot you just can’t learn in the classroom, but having an excellent education combined with excellent real world experience definitely helps our odds.

Is your life now different than you imagined when you graduated from business school?

Without a doubt. I’m 24 and I’m on my third career in two years. I couldn’t be happier. When I left Goizueta, the thought of being an entrepreneur didn’t really cross my mind. I had grandiose visions of being an aspiring banker/consultant/non-entrepreneur. It was only after gaining some real world experience did I realize that I could leverage my knowledge and my education to create a lot

of value, not only for myself, but for the world around me.

What do you miss about the life of a student?

I miss how there was more of a structure around learning and education. My education was guided, and I didn’t have to worry about what I didn’t know. I knew what classes I was interested in, and I showed up and was told what was important to learn. After graduating, there’s a far greater responsibility to figure out what you don’t know and learn it quickly. The old saying of “you don’t know what you don’t know” is a great quote to hear, but if that’s the motto you live by, you’re going to have a difficult time adjusting to being a graduate.

how do you stay focused on what is important in life and work?

One of the reasons I made the jump to entrepreneurship is that I didn’t want to waste my 20’s slaving away in an office. While I work considerably more hours than the average person, I would say that my work-life balance is better because I can control when I work, how I work, and what I work on. Also, my only brother had two battles with cancer at the ages of 19 and 23, so that has helped to give me perspective. There are no guarantees in life, so you might as well spend it doing what you love. If I can do what I love and simultaneously improve the lives of those around me, then I’m perfectly content.

To learn more about Community Bucket, visit:

www.communitybucket.com.


Photo Courtesy of Community Bucket

By Kenneth Wong


with mCkiNseY busiNess aNaLYst, imraN maNJi

One friday afternoon in March, I was able to sit down and chat with IMrAN MANJI 12BBA. Imran concentrated in Information Systems and Operations Management (ISOM) and Organization and Management at Goizueta before graduating with highest distinction and receiving numerous accolades. Prior to becoming a full-time business analyst in the Atlanta office of the

renowned consulting firm, McKinsey & Company, Imran worked as a summer intern at McKinsey as well as in AT&T’s Business Solutions division, Ernst & Young’s Summer Leadership Program, and MassMutual Financial Group’s Financial Planning division.


tell me about your background before college.

I grew up in Karachi, Pakistan and lived there until I was 8. My family then moved around to different places, including Canada and several different southern U.S. cities, such as Houston and Orlando. We then moved to Atlanta and have been living here ever since.

Why did you choose Emory and the Goizueta BBA program in particular?

Few reasons: I wanted to go somewhere where I could challenge myself and develop personally and professionally. I wanted to go somewhere where I could develop new perspectives and really be challenged while having intellectual conversations. I thought that Emory would be a great institution to get the most out of my learning experience. I thought it was the best option and to this day I do not regret it one bit.

I chose the BBA program because I grew up in a family-owned business run by my mother and father. Even when I was just 10 years old, I would help out in whatever ways I could—whether it be in a sales capacity or by cleaning up things. I was very fascinated by how people would come in, buy things, and leave happy—all while you could make a profit out of it.

As I grew up, I learned more about business by reading the news and through general observations. I was just fascinated by how my parents could potentially change the way they did certain things. Since I was little I was all about

solving problems and doing things better. I felt joining a business program would allow me to learn the instruments and knowledge necessary to enhance my problem solving skills in an effort to improve business operations.

In the field of consulting, that’s how we help our clients. We help them rethink business in different ways to make their organizations more effective and profitable. I also get to apply what I learn in my operations and organizational management courses. For example, I remember once during a client meeting where I was able to add value by bringing in ideas that I learned through discussing negotiation tactics in the negotiations course at Goizueta.

While in the BBA program, what type of activities were you involved in?

I was very heavily involved with the Consulting Club—it’s probably where I focused most of my time. I really enjoyed helping students become successful in the field. I had an aspiration to move Emory towards becoming a target school and help our students break into the best consulting firms. I devoted all my time to providing students with advice and case interview practice. With the help of the BBA Career Management Center, I increased the number of networking events

and information sessions by reaching out to companies we weren’t connected to before. By making these resources available, we were able to showcase our students as excellent candidates for jobs at consulting firms.

I was also engaged in a good bit of volunteer service, which I enjoyed.


I knew that once I started work, I would not be able to contribute as much of my time. I also enjoyed exploring Atlanta’s culinary scene with my buddies (which I consider an activity).

Since we are on the topic of helping students, I think one of the best ways to help students is to teach them about the internship and job recruitment process. Could you describe how this works in consulting?

I’ll describe the general process. You know what your interview dates are, so you should start preparing at least a month in advance so you know what a case interview is and that you can do it well.

You should also be aware of all resume drop dates and make sure that you mark them down. If you hear back that you have been invited for an interview, start preparing heavily for the first round—given you’ve been putting in a fair amount of practice before. In McKinsey’s case, the first round consists of three parts:

a problem solving test, a case-based interview, and a behavioral interview. Mid-level managers and associates usually conduct the first round of interviews. If you are invited to the final round, you will then have four back-to-back case interviews and a few behavioral questions, conducted by partners and senior partners. After this, you find out soon if you get the offer or not.

From my own experience, I was lucky enough to get exposure to the process and knew that I

wanted to do consulting after my sophomore summer. I decided to reach out to people at consulting firms and tried to learn more about the differences between them and the type of work they did. Then I got some more detail about how to effectively prepare for case interviews. I started my preparation by reading here and there—basically whenever I had time, I essentially tried to turn everything into a case interview—as I’d walk down the street and notice a house, I’d question myself: how many

Manji, Commencement 2012

Manji & Dean Benveniste, Commencement 2012


bricks would be in that house? Or when reading an article about an airline merger: what would be the implications of the merger? Operations, people, technology? I also continued to stay in touch with the people that I reached out to. I filled out the internship application when it went online, while simultaneously reaching out to recruiters. I connected with some really great people. I think the fact that I networked was one of the main reasons why I was able to land an interview. Once I got the interview, the ball was in my court. I guess I was well prepared and fortunate enough to land the offer.

What do you thInk helped distinguish you from other candidates during your interviews?

Anybody who gets an interview from the firm is an exceptional candidate, so I don’t want to say I am better than anyone else. However, I felt that I brought a fresh perspective to the interviews. I was able to showcase my work experience and demonstrate certain activities in my internships. For example, the work I did during my AT&T internship was featured on a podcast with the head of the sales business unit at the firm. It was a cool point to mention in the interview and more importantly the impact I created while at AT&T. Overall, just being able to execute on the case interview is a major part of your evaluation. But don’t do it to the point where your responses to questions are rehearsed. You simply have to enjoy the process. You want to bring in your personal view of the issue at hand. For example,

I was able to bring in examples from current events and classes, allowing me to freely answer the problem how I wanted to. You just have to get comfortable with problem solving—that’s all it is. Obviously there was pressure, but I was enjoying the interviews at the same time. Although you are stressed, you want to be as relaxed as much as possible.

In addition to technical knowledge that you gained in the classroom, what did you do outside the classroom to get prepared for interviews?

Just read. Read whatever you can—and not necessarily topics about business. Read anything that gets you thinking and that you enjoy. It’s tough to have that time for yourself where you can learn on your own. You’ll have plenty of time later down the road for business. Also, develop relationships with people. Get involved in meaningful things that you are passionate about, whether it be research, volunteer activities, or campus leadership. Do things because they are important to you. Don’t forget to have fun while continuing to educate yourself.

What do you think is the most important lesson that you’ve learned at work so far?

What we tend to do when we start work is to immediately get in and focus on the tactical things—such as “how can I be better at Excel and PowerPoint” or “how can I learn more about this industry?” Those things are important—don’t get me wrong—but my biggest suggestion to students out there is to take a step back and take a

look at your goals. What do you really want in life? Try writing down your values so that you are crystal clear on what you do and do not value—and base your judgments around those values. I guarantee you that it will set such a strong platform for your career. When you think you know what’s important in your life—whether that be family, friends, personal time, work, or anything else—make a 4x4 table and see why it is important to you. Put it on paper. Also keep in mind that we’re young. Goals evolve over time, but it’s good to have them on paper so that you understand them. When you base everything you do in your life around these goals, you will be able to make career and life decisions based on what’s truly important to you.

Where do you see yourself in the future?

Honestly it’s hard to say. I’m really enjoying my experience thus far and learning a lot. Two of my biggest passions are people and leadership. I think the plan is to pursue an MBA 2-3 years down the road and then either come back to the firm or pursue other opportunities. But regardless of what happens, I’d like to lead a group of people in whatever capacity. I’d like to do important things that are making an impact somewhere. If I can do this with a group of people that I’m passionate about, the work would be fulfilling to me. I don’t necessarily have to be a CEO and I don’t care if I work at a big or small company. Being able to lead people in any capacity is good for me.


CaN,

These days, you don’t have to go far to find mobs of students shuffling about, head-phones in, heads

down, and staring at a smart

phone. Chances are you might even be one of them. But if you take a second to notice, there is a good deal of homogeneity in the cellular demographic on campus. As it stands today, Apple and Google largely control the smartphone market. iOS and Android are the two most

prominent operating systems for smartphones. According to market research firm IDC, Android operated smartphones accounted for 75% of the world market share in Q3 of 2012; a figure that jumped to 90% in Q4.

Yet despite the popularity of

By Kevin Sheng

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a new contender in the smartphone industry, outfox

apple and android?


,

,

Apple and Google products, conditions seem to be ripe for new competitors to enter the stage. Mozilla is in the process of launching a new operating system for smartphones, the Firefox OS. New contenders are entering the field because there is still a lot

of the market share pie to be had. The launch of Firefox OS would ignite competition, result in greater product variety, and provide consumers with a quality product for the cheapest price. Emerging markets worldwide represent new opportunities for Mozilla and other competitors, like Microsoft, to establish their products. Not surprisingly, Mozilla is moving quickly to get a share of the profits.

In early March, Sony announced that it would launch phones in India using the new Firefox OS. Furthermore, Mozilla plans to launch handsets with Firefox OS in China, Europe and around 18 Latin American countries by June 2013. Other companies share Mozilla’s ambition. Microsoft is continuing its efforts to use its wide presence in personal computer systems as a stepping stone into the smartphone market. Blackberry has the advantage of

an established consumer base.

Mozilla’s plans may seem overly ambitious for an organization with little name recognition in the smartphone market. A crucial roadblock for Firefox’s success is the application’s lack of presence in the mobile application market. Android and iOS users currently have more than 1.4 million apps available to them, and the number increases with every passing moment. To truly capture and retain consumer support, Mozilla will have to play catch-up with the mobile giants.

This may be easier said than done. According to CNET reports from the Mobile World Congress, the new operating system is unimpressive in design and style. Critics complained “Firefox OS looks familiar to anyone who’s used Android and iOS: when you turn it on, you’re faced with the familiar grid of apps.” However, Mozilla also has innovative new features to show off. What makes the operating system unique is that it is browser-based, meaning that each use of your phone will help personalize it to your tastes. Running on Firefox’s browser engine also allows for “more performance out of lower-end phone hardware,” says Mozilla. A web-based operating system also grants programmers more freedom to experiment with app designs.

Such versatility is just what Mozilla needs to attract curious customers when Firefox supported phones launch in the United States during the second quarter of 2013. Higher-end devices will become available in 2014. Photo Courtesy of Flickr


“Mozilla’s plans may seem overly ambitious

for an organization with little name

recognition in the smartphone market.”

Goizueta Investment Management Group, known to its members as GIMG, is a growing

Goizueta Business School club that allows students to manage $100,000 in a U.S. Equity Fund. The club offers an interactive approach to the market as the members work to invest and oversee part of Emory University’s endowment. The group also serves the community by hosting financial literacy seminars for underserved youth in the Atlanta area.

“Basically, we have $100,000 and our job is to manage it,” said Goizueta Business School sophomore and GIMG Chief Investment Officer, Aaron Weiner. “It’s very hands-on.”

The $100,000 the club manages

Now iN its 2ND Year, this busiNess sChooL CLub is ChargeD with aDDressiNg this woNDerFuL DiLemma.

Student Organization Profile:goizueta investment management group

By Jenna Kingsley


iF You haD $100,000, what wouLD You Do with it?

was donated by notable BBA alumnus Rick Rieder, now Chief Investment Officer at BlackRock, member of the Emory University Board of Trustees, and Vice-Chair of the Finance Committee. Rieder originally donated the money for educational purposes–it was used in Professor Jeff Busse’s portfolio management class. Now, Busse and Rieder serve as advisors on GIMG’s Oversight Board along with Dean Larry Beneveniste.

The Goizueta Investment Management Group (GIMG) was formed within Goizueta Investors (GI) to capitalize on GI’s existing membership base, historically strong reputation, and successful track record. While in the works for some time, GIMG was formed by GI’s then President Shawn Shivalkar and then VP Corey Moore and officially launched in Fall 2011.

GIMG was recently granted a temporary charter from the BBA Council for this semester and will apply for a permanent charter in

the Fall of 2013.

The club has two main priorities: creating opportunities to develop investing experience for members and encouraging philanthropy by promoting financial literacy.

GIMG splits investment work between its more than 20 members. The students are divided into five teams with one associate and two to three analysts. Each

team is sorted by category and is in charge of the stocks that fall within their designated classification: technology and telecommunications, healthcare and consumer staples, energy and utilities, industrials and materials, and financials and consumer discretionary.

In addition to covering what GIMG holds in the portfolio, members also pitch new investment ideas,

Photos Courtesy of GIMG


Left to Right: Mike Filer, Evan Rhea, Ethan Beldengreen-Karas Charlie Donahue

Will Evans, Francesco D’Arcangelo

watch the market, come up with opinions for the club, and execute GIMG’s investment strategies.

Weiner facilitates this work along with Goizueta senior and President of GIMG, Charlie Donahue, and Goizueta junior Sean Lee, Chief Operating Officer of GIMG. As members of the Investment Committee, they work to monitor the portfolio, make sure sector coverage groups are doing their jobs, and facilitate discussion around managing the portfolio.

Each month, Weiner, Donahue, and Lee create what they call the Monthly Market Outlook, providing big-picture impressions regarding themes in the market for that month. The Outlook guides each team’s execution of its segment within the overall investment strategy set by the Investment Committee.

When looking to invest, Weiner says the conversation usually starts with questions such as “What does the business do?”, “How do they make money?”, and “Why do we think this is a viable company?” From there, they analyze fundamental evaluation metrics and discuss options with members.

“We’re definitely not traders,” Weiner said. “We’re investors, so most of our meetings are about company fundamentals.”

Currently, GIMG is invested in many consumer technology companies (for example, Google and Apple), but they’re looking to scale back in that sector and explore new options like energy and materials.

However,” Donahue said, “if a good stock comes across,

regardless of industry, we will not hesitate to put it in the portfolio if we feel there is more upside.”

Some popular investments for GIMG recently have been Community Health Systems (CYH), a leading hospital operator, and Signet Jewelers (SIG). CYH’s stock is up nearly 90% since GIMG added it to their portfolio, and SIG is up nearly 50%.

One of the most recent investments the club made just weeks ago was ADT, a prominent provider of electronic security systems.

“It’s our play on housing and also our play on what we think will be a theme in the market in general, more fully integrated


Michael Bolleter

home solutions,” Weiner said.

However, GIMG invests in much more than stocks—its members devote much of their time to teaching underserved youth and families in the greater Atlanta area about the basic principles of personal finance and financial literacy.

“Going to the middle school and helping kids understand interest, budgeting, and bank accounts is really cool, especially when you can see it ‘click’ with them,” Donahue said.

GIMG sets itself apart not only with its philanthropy, but also with the interactive, real-world market experience club members receive.

“We have the opportunity to manage real money, so there is a sense of responsibility that few other groups offer,” Donahue said.

Coupled with this sense of

responsibility is the many hours of work each club member puts into GIMG per week. The entire club meets every Saturday. But between meetings, teams of analysts get together to look over the stocks they cover and discuss any new investment proposals.

However, Weiner insists that the club is much more of a time commitment than just weekly meetings. A lot of what each member adds to the group, he said, is a general interest in the market. Analysts are always looking for trends and watching over their stocks.

“It’s almost day-in and day-out,” he noted.

Interest in the club has grown tremendously since its founding in 2011. During the Fall 2012 recruiting season, GIMG received over 60 applications for the 12

positions it was looking to fill.

Weiner remarked that one of the most fulfilling things about the experience was seeing the group develop into the organization it is today. Students now come out of the club with a professional body of work that can to be brought into an interview.

It’s also one of the closest things college students can get to real-world experience in asset management or equity research.

Being part of a leadership group that works to bring the club to the next level has been an extremely rewarding experience for Weiner.

“Of course, the goal is to manage the money and see it grow,” he said. “But it pales in comparison to making sure the group is valuable for our members, seeing it expand, and getting involved in the community.”


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