What are Wharton students thankful for?

As part of the broader goal to facilitate debate and discussion around gender equality, the 22s organized a series of dinners the past week focusing on gender equality in business school. The dinners provide a great opportunity to share and learn different perspectives on the issue from a personal and professional viewpoint (over great food and wine). The dinners are part of a continuing series with a different topic discussed every week.

Dinner 1 Participants: Isabel Ramberg, Deepa Shah, Mohammad Al-Ali, Mitch Krautkramer, Steffi Li, Liz Hernandez

The main thrust of our discussion around gender discrimination in business schools was around whether it exists, causes for discrimination, and potential solutions.

We started with the question on whether or not gender discrimination in business school exists.  The overwhelming consensus is that it does.  We discussed the need to collect more evidence and data points to make the case and spur reflection – particularly around expectations and behavior in classrooms and in teams.  For example, in classrooms where professors do not cold call, do they tend to give men more air time?  On teams, are women expected to act more accommodating and encouraging than men?

We quickly moved on to what might be the cause of gender discrimination in business schools.  We recognize that school is actually a fairly protected and unique environment, and that the data shows that gender discrimination in pay, for example, typically becomes much more pronounced several years out of school.  This led us to identify that gender discrimination, to the extent that it happens in business school, is mostly subconscious.  We spoke about the need to work with our fellow classmates to reflect and bring discriminatory behaviors and biases more into the conscious so they can be addressed.

We discussed a few broad-based solutions, such as working norms and hours and longer maternity leave policies, and how to enlist men in the support of broader solutions.  The opportunity cost of losing one working parent in families is very high in our demographic, and we agreed that more gender-neutral working norms would not only benefit women but also men.

Finally, we talked about some strategies to create awareness among our classmates on this topic. We agreed that small group dinners are a safe environment that encourages discussion and leads to meaningful reflections that will prompt us to take action. We also discussed other strategies such as posting posters on campus. While not all participants agreed on the effectiveness of this particular measure, we agreed that no measure is going to appeal to every single person, and, in fact several measures are necessary to reach students in such a diverse class.

The discussion was extremely engaging, open, and productive.  We encourage all of you to continue the conversation.

Dinner 2 Participants: ​ Alex Rosen, Kasia Janczura, Dan Katz, Rob Veling, Greta Carlson, Ashley Wells, Shani Scharfstein, Wangenheim​, Jordan Mock, Laszlo Syrop

Our dinner discussion spanned many aspects of gender discrimination in business school but focused around two main concepts:  the importance of language in shaping and reflecting culture around women and how to bring conversations about gender discrimination to the larger, mostly uninvolved Wharton population. We also discussed what feminism means both to us as individuals and in society today. Many of us felt as though there was a level of intimidation that comes with using terms and concepts specific to feminism and gender discrimination. In order to involve the larger school community in this discussion, there needs to be a united effort to introduce these concepts to the less familiar and help them to internalize their meaning and importance.

Another topic that was covered is the underhanded way that some people qualify women in business school. Something that women (and likely, minorities) frequently heard when applying to schools was: “You have a great shot of getting into a top business school; you’re a woman.” This is often coupled with the statement that it is extremely hard to get into business school as a “white male.” When individuals qualify women as having been admitted on the basis of gender rather than merit, intellect, and professional potential, it discredits women’s equal footing in the classroom, recruiting, and beyond. This led us to a broader recognition that business schools have a long way to go in communicating the data-driven value of diversity in admissions and the classroom.

Before coming to Wharton, family and friends would approach me, asking “So, what is your wife, Aivi, going to do while you are in Philadelphia?” I would answer, “She will be studying an MBA, I am actually going as her partner.” After an awkward silence they would shoot a nervous smile and try to pretend that it is the most normal thing to do. I have since found that, among Wharton partners, I am the only Latino male that quit his job and moved to Philadelphia.

As a partner at Wharton, I couldn’t be better-off. I have capitalized on all the benefits of Wharton and successfully outsourced all the responsibilities (i.e. exams, papers, homework) to my wife. Some of the perks include:

• Nurturing my personal development through events of the Real Estate Club and networking with top players in the industry.
• Improving musical skills as the drummer of the WHALASA band “Polar Vortex” – finalist in Wharton’s Battle of the Bands 2014.
• Hanging out with awesomely smart and outgoing people at small group dinners, trips, and, of course, Pub.
• Being able to dedicate more time to going to the gym. Being a trophy husband is tough, with the competition at Wharton one has to step it up.
• Actually having time to choose what is going to be my next Netflix “project”.

There are few of us “official male partners,” and from time to time we need to get together to vent and complain about how we need to send a Google calendar request in order to be noticed by our student-partner. Given the abundance of activities, I have found myself going to events that Aivi would have liked to attend but couldn’t – including the lecture by Sharen Jester (CEO of Victoria’s Secret) and Eric Schmidt’s book presentation. The platform of the University of Pennsylvania is very diverse and you can choose where and how much to get involved. The faculty, staff, and students are very welcoming to partners and have referred to the partner’s club as the non-official “Cohort P.”

Many male partners are hiding in anonymity because they find it hard to cope with their partner’s success. However, I think that being a partner is valuable because you are sharing two years in one of the most thriving and enriching environments. And remember—no homework, no exams and you get to sleep in as long as you want, particularly after the White Party.

Related article from the archives: Cohort P: A Partner’s Perspective by Kambria Thomas P ’15

See more from the Wharton Journal Valentine’s Day Issue:

• Philly’s Best Date Spots by Salimah Nooruddin WG ’15
• Spicy Romance: A Love Story by Jake Gorelov WG ’15
• The 16 Most Desirable of 2016
• Love Life Tips for the Wharton Maximizer by Geoff C. WG ’16
• The 2015 Wharton Journal Love (#sex) Survey

And then check out The Wharton Journal on Facebook!

By Geoff C, WG ’16

Now that you’ve landed your dream internship, do you want to start filling the gaping void that has been your love life for the last four months, but don’t know how to start? Or if you have ended FRP without your offer of choice, are you worried that the time you spent on endless months of info sessions and coffee chats was all for nothing? Either way, you’re in luck.

I have come to learn that the same tactics employed during recruiting can transform your dating life. How you ask? Simply follow these guidelines:

The Dating App Profile (aka The Resume)

Pro tip: Treat your online dating profile the same way you would your resume. It’s what will land you the interview.

• Use your profile to highlight the prestigious brands you’re associated with. Make sure your profile picture includes clothing with the word “Wharton” on it. If you have a selfie in which you are wearing your Wharton tee AND Bain beanie, even better.
• Make sure that each bullet in your profile includes not only the action, but the impact as well. For instance, instead of simply writing “top”, write “experienced power top resulting in the acquisition of three previously straight men”.
• “Endowment” size – does it belong on your profile? As with the GMAT, there is a simple rule for this. According to career services, include it only if you score above 7.30 inches.

The First Date (aka The Interview)

Pro tip: Attack the first date with the same skills you developed preparing for your summer internship interviews.

• Practice thirty second and two minute versions of your answer to “tell me about yourself”, as it is likely the first question you will receive. Make sure you highlight the attributes the other person is looking for, and end your answer with how this person is a natural next step for your development.
• Almost all dates will involve some form of behavioral questions, and as with your McKinsey interview be ready to handle probing and detailed follow ups. During your last hookup, what color were the bedroom walls? What exactly did you say when he claimed to be “allergic” to condoms? What action did you take when your roommate walked in ten minutes later and refused to leave?
• Come prepared with thoughtful questions for your date by doing your research ahead of time. Remember that certain topics, like your performance in comparison to other candidates, is strictly off limits.

The Offer (aka The Offer)

Pro-tip: Navigating offer management can be a treacherous undertaking. Follow these MBACM guidelines to assure success.

• It is possible that you may receive an offer after only one meeting. However, be prepared for a second, and in some cases third round of dates before receiving a final decision.
• Be tactful when refusing an offer – the way in which you conduct yourself reflects on your school and your fellow students. In addition, burning bridges can come back to bite you down the road.
• What do you do when your Goldman Sachs dream guy gives you an offer after you have already accepted an offer from that UBS dude living in South Philly? At the end of the day the decision is up to you. However, accept multiple offers simultaneously at your own peril.

—The author acquired his last boyfriend by sending a PowerPoint slide to him on Grindr. He uses a probability brain teaser he was given in an I-banking interview to assess potential mates.

See more from the Wharton Journal Valentine’s Day Issue:

• Spicy Romance: A Love Story by Jake Gorelov WG ’15
• The 16 Most Desirable of 2016
• The 2015 Wharton Journal Love (#sex) Survey

1. Meet the Slates:

2. Vision for Wharton:

3. Why should 2Ys vote for you:

4. Representing Wharton:

5. Bloopers!

Check out the slates:

• Team Saul
• Team Laura
• Team Zach

Hi! Hola! Olá! Zdrávstvujte! Sà-wàt-dee! Konnichiwa! Nǐ hǎo! Namaskār! We are your new WGA 2015-2016 Executive Board – Zach Kahn (Prez), Anirudh “AJ” Jangalapalli (Student Affairs), Katie Kilborn (Clubs & Conferences), and Jeannie Chen ($$$$). First off, thank you Wharton for your support! We are really excited to be taking the helm of the WGA and cannot wait to get started. Shout-out to the lame duck outgoing administration of Alana “Never in a hurry but always in a” Rush, Jackie “triple axel lutz” Wong, Ted “I’m not a fan of the font comic” Sands, and Laura “I make it rain monopoly bills” Nugent. This group of rock stars and their WGA Council were and continue to be responsible for many amazing initiatives and we know that we have big shoes to fill. First off, we would like to tip our cap to both Team Laura (Laura Minskoff, Scott Casale, Pauline Koningsveld, Emeel Salem) and Team Saul (Saul Gorman, Priya Boyington, Joyce Chai, Maciej Flakowicz) for their impressive campaigns and commitment to making Wharton a better place for everyone. Both slates pushed our team to think and work harder. We look forward to working with you all and incorporating your ideas into the new WGA Board. If you have not met these groups of amazing classmates, please do. They have a lot of great experiences and stories to share, like many of our fellow Whartonites. There is a question we sometimes hear, “What is WGA?” Literally translated, WGA is the Wharton Graduate Association. Maybe you were surprised, just like many of us, when you discovered that WGA was a thing when Alana appeared during Welcome Weekend Round 2 in a penguin costume. (Or maybe you’ve forgotten everything pre-Ski Trip?) Many great things are being planned for Q4 and beyond. Wharton 54 is approaching (think White Party, but different costumes), the Spring Gala is also on our minds, and we cannot wait for the annual Argentina-inspired Asado (“cookout”) in April (this one is near and dear to Zach’s heart). Our team is coming into office with a focus on a few key topics, including diversity and international at Wharton, club financial transparency, 2Y/recent grad engagement, and improved 1Y assimilation into Wharton. For more detailed plans, check out www.whartonfullife.com. We do have one important action item for you all: hold us accountable. This is your school, so make sure we are doing things right. We have opened an email account for Wharton students to contact us with suggestions for improving the school, comments on how WGA is doing, and any dating advice for AJ (Frasier is way out of his league). Please, talk to us: wgaexecutive@wharton.upenn.edu. One more thing: keep an eye out for the WGA Council application, which will be released the week after spring break. If we are going to get anything done, we need an all-star group of 25 individuals to come together and push the envelope. Hopefully that’s you! That’s all for now….

Check out more from the Wharton Journal:

• David Fajgenbaum, “Leadership in Overdrive” Peer Perspectives On Leadership Talk
• Why Professor Barbara Kahn Won Iron Prof
• One for the World: A Practical, Effective Approach to Meaningful Philanthropy

Below are the 25 semi-finalists for the Wharton Business Plan Competition (presented in alphabetical order). Last year’s winner was Slidejoy, an Android app that pays users to view advertisements every time they unlock their smartphones.

Bungalow Insurance

Team Leader: Tom Austin WG’15
Team Member: Zack Stiefler WG’15

Bungalow Insurance is using technology and design to create an insurance experience that meets the needs, habits and expectations of Millennial consumers.

Cure Accelerator
Team Leader: David Fajgenbaum M’13/WG’15
Team Members: Grant Mitchell M’14/WG’14, Daniel van den Bergh WG’15, Greg Davis

Cure Accelerator (CA) is a centralized data repository and collaboration platform that collects clinically-actionable information on rare diseases to accelerate drug development and help patients to get the right drug based on thousands of aggregated cases.

Curifi
Team Leader: Arun Villivalam WG’16 (WEMBA-West)
Team Members: Nick Prieto WG’16 (WEMBA-West), Shika Pappoe WG’16 (WEMBA-West), Tom Ronay WG’16 (WEMBA-West), Charlie Tseng WG’16 (WEMBA-West), Aravind Aluri WG’16 (WEMBA-West), Dan McDole WG’16 (WEMBA-West)

Curifi is an online marketplace that lowers costs for facilities and increases pay for physicians and healthcare workers significantly by bringing together high quality healthcare providers and facilities in a seamless way using technologically advanced custom algorithms. Our team has an incredible insight into how to bring a fresh, advanced, and efficient solution into the healthcare staffing industry.

EntrepreNourish
Team Leader: David Trecker WG’15 (WEMBA-East)
Team Member: Cheryl He

EntrepreNourish repairs the $600B small business lending market by consolidating financing and customer acquisition into one process.

FeverSmart
Team Leader: Aaron Goldstein W’16
Team Members: Collin Hill W’16, William Duckworth ENG’16, Becca Goldstein C’14

Fever Smart is redefining the thermometer market by providing technology that integrates seamlessly into people’s lives. No longer do parents have to wake up sleeping children, or nurses have to check each hospital patient’s temperature one by one. Instead, responsible parties can easily track patients’ temperatures continuously and remotely using a smart device.

Fig Loans
Team Leader: John Li ENG’07/W’07/WG’15
Team Member: Jeff Zhou WG’15

Fig (smalldollar.herokuapp.com) is a social enterprise that provides small dollar, short-term loans to borrowers currently served by payday, title or pawn lenders. Fig loan bridges the gap between traditional credit options and predatory small-dollar products, offering a better alternative for borrowers with better credit profiles who are facing hard times.

FluFind
Team Leader: Anastasia D’Orazio WG’16
Team Members: Matt McGuire WG’16, Sydney Shaffer, Rohan Joshi

A venture dedicated to bringing to market an innovation that uses RNA FISH to diagnose influenza in under 5 minutes.

FOCUS Foods
Team Leader: Julia Kurnik WG’15
Team Member: Geoff Becker

FOCUS Foods’ urban aquaponics farm will be a self-sustaining symbiotic fish and produce system serving the local Philadelphia community.

From:Earth
Team Leader: Behrad Javed WG’15
Team Members: Priyanka Aggarwal WG’15, Emily Newkirk WG’15

FROM:EARTH is a responsible natural oral care company offering consumers a suite of simple, effective, elegantly designed products that are gentle, chemical-free, and built with both consumers and the environment in mind.

GenHERation
Team Leader: Katlyn Grasso W’15

GenHERation© is a female empowerment network for high school girls. We provide girls the opportunity to work with national corporations and nonprofit organizations to develop their own advocacy campaigns to address community issues through our online platform.

Ignite
Team Leader: Evan Glickman WG’16
Team Members: Mark Kozlowski WG’16, Kiran Pookote WG’16, Tyler Neal L’16

Ignite is a mobile bar ordering and crowdsource promotion app that will reduce wait times for drink orders and pay users to bring their friends to participating bars.

KidFoods
Team Leader: Neil Vangala WG’16
Team Members: Rishi Reddy WG’16, Jessica Winschel WG’16

KidFoods is a revolutionary service that delivers healthy, affordable meals to children through a solution that is more convenient and comprehensive than any other product on the market.

Learn.Dev
Team Leader: Mayank Gandhi WG’15 (WEMBA-East)
Team Member: Patrick DellaValle C’02/WG’15 (WEMBA-East), Bryan Winther WG’15 (WEMBA-East)

Learn.Dev is a unified platform where the best existing eLearning content is curated across Massive Open Online Course (MOOC) platforms (Coursera), and delivered for corporate training needs. Unlike traditional providers, Learn.Dev is revolutionary in that it brings MOOCs to corporations, creating additional revenue and a new market for content creators.

My Best Friend’s Weekend
Team Leader: Tisha Vaidya WG’15
Team Member: Lauren Raouf WG’15

My Best Friend’s Weekend is a Wharton startup in the travel & hospitality space. Our mission is simple: being the maid of honor’s wing woman throughout the whole bachelorette planning process. We are a full-service concierge service focused on creating customized bachelorette weekend experiences. We started the company in March 2014 and formally launched in June 2014. To date we have planned 40 bachelorette party weekends across 16 cities.

Phili
Team Leader: David Coleman WG’16 (WEMBA-East)
Team Members: Greg Hagin WG’16 (WEMBA-East), Carolyn Kim WG’16 (WEMBA-East)

Phili is a universal philanthropic web based platform for donors. It engages new donors in the joy of giving; enables convenient giving for regular donors; and elevates the sophisticated donor experience. Phili uses micro transactions and free-to-play concepts to help established philanthropists invest in the next generation of philanthropic behavior.

Prayas Analytics
Team Leader: Yash Kothari W’15
Team Member: Pranshu Maheshwari C’15/W’15

Prayas Analytics brings the power of data to the in-store customer experience, focused on the checkout. By collecting continuous data on store operations, we allow retailers to make changes to their in-store offering, similarly to how tools like Google Analytics allow websites to be optimized. All of the data is collected seamlessly by analyzing the video feeds from security cameras in the store. No hardware setup required.

Secrecity
Team Leader: Kristof Schum WG’16
Team Member: Adam Szekendi, Domonkos Szabo

Secrecity provides new experience by combining gaming and reality. Its escape game branch builds adventure facilities downtown. Its holography-based tour guide apps turn city tours into exciting discovery games. Finally, its platform branch enables scholars, marketers and friends to develop own applications, that harness the creative power of augmented reality.

Silver Lining
Team Leader: Rel Lavizzo-Mourey WG’15 (WEMBA-West)
Team Members: Miriam Williams C’04/WG’15 (WEMBA-East), Pav Dharwarkar WG’15 (WEMBA-West)

Silver Lining is a double bottom line company that creates custom lined outerwear ​in collaboration with artists ​to highlight the idea that “It’s what’s inside that counts.”

Sklippers
Team Leader: Russell Warriner G’15/WG’15
Team Members: Dean Drizin WG’15, Martin Jonca C’06/WG’15, Den Ly, Nestor Phan

For skiers of all ages and abilities who want a break from their ski boots, Sklippers are comfortable, lightweight, weatherproof and high-traction slip-on shoes that fold and fit conveniently in a jacket or pant pocket. Unlike ski boots, Sklippers are intended for casual wear while taking breaks on and off the mountain.

Smart Pregnancy
Team Leader: Patrick Byrne WG’15 (WEMBA-East)
Team Members: Mario Moreno WG’15 (WEMBA-East), Mayank Gandhi WG’15 (WEMBA-East), Nicolas Bar Armstrong WG’15 (WEMBA-East), James Byrne

Smart Pregnancy is a low cost, highly automated, personalized population health management program developed by nationally recognized obstetricians that is designed to improve outcomes and reduce the costs associated with pregnancy. Smart Pregnancy completely transforms how prenatal care is delivered, aligning patients, physicians, and payers through an innovative technology and business strategy.

Soceana
Team Leader: Tess Michaels C’15/W’15
Team Member: Natasha Doherty W’18

Soceana is a Software-as-a-Service technology platform that enables corporations to better manage and promote corporate social responsibility. Soceana’s corporate volunteerism tools enable skills-based matching, data metrics, and employee engagement through social media. Soceana bridges philanthropy and volunteerism using a patent-pending digital social good currency. Soceana’s SaaS platform integrates the internal CSR systems with a vibrant social media network generating social good of a higher order of magnitude.

StudentsCare
Team Leader: Erica Sokol SPP’15

A nonprofit organization that empowers undergraduate college students to engage in meaningful volunteer experiences. The organization will provide resources, tools, and one-on-one advising to identified student leaders, and guide them in establishing chapters of our organization on their campus and initiating our meaningful, hands-on volunteer programs in the healthcare field. One such program is a Hospital Buddy Program (piloted in 2010), in which students are matched one-on-one with children in the hospital being treated for cancer. All programs will be student-run, with staff guidance.

ThirdEye
Team Leader: Rajat Bhageria EE’18
Team Members: Ben Sandler C’18/ENG’18, David Ongchoco C’18, Joe Cappadona ENG’18

There are over 7 million blind Americans who are largely dependent on others. We believe in empowering the blind. Thus, we built ThirdEye (ThirdEyeGlass.com): a product that uses smart glasses to verbally tell visually impaired persons what they are looking at. Already, we have beta tested our product, been featured in international media, and have secured a partnership with the largest blind persons’ organization in America. Help us convert our vision to a reality.

Wellness Café
Team Leader: Pearl Hou WG’15
Team Member: Harry Du GEN’14

Wellness Café’s mission is to bring Chinese consumers healthy and safe food and goodies made in the US. We aim at becoming China’s most trusted e-commerce site for premium health and wellness products and services.

WeTrain
Team Leader: Jonathan Sockol W’09/WG’16
Team Member: Lisa Barnett C’11/WG’16

Personal training is expensive. In Philadelphia, a trainer costs ~$80/hour, yet he/she takes home just ~25% of the fee. WeTrain creates efficiency by leveraging economies of scale. WeTrain is a mobile application that connects people with their social network to create small group training sessions. This increases trainer productivity by +50%, and cuts the consumer’s cost.

Check out more from the Wharton Journal:

• How Wharton Entrepreneurs are Disrupting the Bar Experience
• David Fajgenbaum, “Leadership in Overdrive” Peer Perspectives On Leadership Talk
• One for the World: A Practical, Effective Approach to Meaningful Philanthropy

Meet one of the WBPC Semi-finalists! See the full list here.

Mark Kozlowski, Evan Glickman, Tyler Neal and Kiran Pookote have created a mobile app currently called Ignite that focuses on removing inefficiencies in nightclubs by allowing customers to order drinks from their phones. In addition, it will incentivize customers to bring their friends to a particular nightclub by generating discounts based on the drink price and the number of friends. Here’s what Mark Kozlowski had to say about the idea:

Can you quantify the impact of this app on the bar and its customers?

MK: The biggest impacts of the app to patrons are increased speed of service, control over their bar experience, and the institutionalization of large-party discounts that are normally handled through negotiations with bars.  We are projecting a 50% increase in bartender efficiency, which will translate to customers getting their orders much faster.  As it relates to the bar experience, Ignite provides users with much more information and purchasing power in what was previously a very powerless environment.  If you want a drink immediately, you can pay for VIP service or simply order the FastLane item.  If you choose to wait, you’ll know roughly how long it will take and you can stay with your friends instead of hovering by the counter.  And lastly, Ignite will credit users’ accounts based on the size of their party.  The bigger the party, the bigger the discount.  We think that with a good amount of people, this will be in the $10-$15 range — so pretty sizable.

For bars, the value-proposition comes down to volume and cost savings.  How many more drinks would you order at your favorite downtown bar if you knew you could get them instantly?  Even more importantly, how much of a factor would this speed be in your bar choice?  The crowd-sourcing discount isn’t really that much different from a cost perspective for bars – they do group-discounts all the time.  Automating group discounts through the app just makes the process easier for all parties involved.

Another thing that maybe not everyone realizes is that bartender theft is a major issue for bars and nightclubs.  In Philadelphia, the industry standard is that 17% of revenue at bars is ‘lost’ due to bartender’s over-pouring drinks or straight-up gifting them to encourage higher tips.  Since tipping is pre-set (much like Uber) and Ignite controls all portions of the transaction, the opportunity and incentive for this type of theft is removed.  Bartenders are thus better off taking Ignite orders because of the increased volume they can serve, in some cases doubling their income/tips.

How will you respond to restaurant apps who may start to sell their services to nightclubs?

MK: This isn’t a major concern for us.  Restaurants and nightclubs are very different environments with different needs and infrastructures.  What will work at restaurants (also a pretty open field right now) will almost certainly not work at nightclubs.  There are very different customer/owner needs for the different establishments.

What are the biggest risks you anticipate?

MK: We have some legal risk – every locality has their own unique liquor laws, but we’ve researched some of the harsher states like MA and NY and we are pretty confident that our service falls squarely within the law.  Even so, we are likely open to some litigation when something goes wrong, which is pretty scary but manageable.  There are also a lot of other players in this space.  We think we are highly differentiated but at the end of the day there are a lot of factors to balance between user, bartender and bar owner experiences and someone else may get the formula right first.  We are counting on the overall industry growth to shield us from most of the competitive forces but we won’t know until we are out there en force.  Receiving the Wharton community’s full support come go-live will be a key dependency of Ignite’s success.  We are confident that the value Ignite creates for each stakeholder (bar owner, patron, and tender) will be enough to make it a must-have within the bar experience.

Check out more from the Wharton Journal:

• David Fajgenbaum, “Leadership in Overdrive” Peer Perspectives On Leadership Talk
• Why Professor Barbara Kahn Won Iron Prof
• One for the World: A Practical, Effective Approach to Meaningful Philanthropy

Never been on stage? Never danced before? Never Miss A Beat. Wharton Dance Studio’s annual Spring Show is here! After three months of rehearsals and hundreds of hours of hard work, over 300 dancers are ready to dazzle Wharton with a diverse set of dance styles.

Never Miss A Beat will be hosted by Amaan Banwait (WG15), Mengxi Hu (WG16), and Zach Kahn (WG16), and will feature 19 dances and maybe even a surprise or two.

The journey for the dancers started in October, when many had their first experience with choreographed dance at the fall placements. After that, our 31 brilliant choreographers put together the dances that the dancers began to learn at the start of the new year. Never Miss A Beat will be a showcase of exactly what Wharton students are capable of … under the spotlight.

Don’t miss it! It will be an incredible night of dance, lights, and music!

Never Miss A Beat
Wharton Dance Studio Spring Show 2015
Annenberg Center for the Performing Arts
Wednesday, March 25, 2015
7:30 p.m. (doors open at 7 p.m., no one will be seated in Act I after 7:30)
After party at Woody’s (13th/Walnut)

Dances (in alphabetical order)
90s Pop
– Krishna Deva, Josh Warren

Advanced Indian Fusion
– Isha Gupta, Aditi Nim, Deepa Vanamali

Afro-Caribbean
– Tiffini Andorful, Nohemie Sanon

Belly Dance
– Leticia Suzuki
Bhangra
– Aditi Nim, Shivan Patel, Harman Singh Narula

Bollywood
– Malvika Agarwal, Sagar Pagare

Chinese Contemporary
– Jennfier Yang

Club Pop
– Alexandra Lapinsky, Mae Wang

Contemporary / Modern
– Emily Jimenez, Jessica Yen

Contemporary Ballet / Modern
– Kathleen Betz

Hip Hop
– Shilpa Rao

Indian Classical Fusion
– Suma Dash

Israeli Folk
– Lila Holzman

Latin Fusion
– Malvika Agarwal, Robert Bond, Vichet Ou

Pointe
– Alexandra Lapinsky, Saki Tanaka

Salsa
– Vikram Chandrasekhar, Priyanka Mehrotra

Street Jazz
– Alli Chandra, Liliya Ivanova, Joanna Lin

Street Jazz / Hip Hop
– Emily He

Tap
– Quinn Thomas

Check out more from the Wharton Journal:

• 9 Reasons You Won’t Forget Japan Trek
• Highlights from Kenya
• Getting Lost in Lost-in-Time Cuba

You don’t know which club to join. You’ve been bombarded by too many group emails. You’ve started tuning those emails out. But we at The Wharton Journal are here to help you navigate which group to join during your two years here (ours). Here, five definitive reasons why you should join The Wharton Journal.

1. Classmates Will Actually Read What You Wrote

2. You Get to Meet Cool People

3. You Will Get Picked Up by Poets & Quants

4. You Join the Ranks of Esteemed Editors — Like This Guy

5. We’re Free

via GIPHY

Sungwoo Chung (WG 17, organizer) – “Leading a trek to a success”

Based on my personal experience as a trek organizer this time, I learned that there are three key elements to make a trek successful.
First is to build a well-balanced travel plan; e.g. being touristic vs. being local. ‘Korean BBQ’, ‘Karaoke’, and ‘Shopping at night’ – those were the answers from Korea Trek joiners when they were asked ‘what is the most exciting thing that makes you want to visit Korea’. That became the foundation for the itinerary of the trek. Later, inspired by the India Trek during the last winter break, I wanted to strengthen the itinerary in order for Trekkies to fully experience what local people do in Korea by adding programs such as ‘Korean Sauna’ and ‘Temple Stay’.
Next, it is critical to form a great team of organizers. Eun, a former consultant, provided a great roadmap for preparing the trek. Kay, based on her professional experience in hotel business, helped the team receive the best deal for the accommodation. Jiwon contributed the team to manage overall budget efficiently with her background in banking. Having led an event marketing start-up business prior to Wharton enabled me to execute the trek effectively.
Lastly, the success of the trek heavily depends on the genuine passion of trek leaders. During my two year military service at the 8th U.S. Army base in Korea, I witnessed that understanding different cultures incredibly promoted alliance between two nations. I am truly passionate about helping my schoolmates form a quality friendship with Koreans at Wharton and I am confident that leading people to the Korea Trek is one of the most powerful way to do so.
Now, let’s deep dive into the article by Vivien, one of Korea Trek joiners, to find out what sort of activities we’ve done during the trek more in detail.

Vivien Wu (WG 16, participant) – “Korea Trek: Touching the Past, Present, and Future”

An octopus tentacle dancing on your tongue.
Sunrise meditation with a Zen master in a temple from the 5th century.
Standing on the most heavily militarized frontier in the world.

My experience on the Korea Trek ranged from the neon hyper-speed shopping of Myeong-dong to the rapt silence of listening to a North Korean defector explain why and how she left her hometown. After a week of touring this amazing peninsula, there was no other way to return to Philly but with my heart full and my suitcase stuffed with K-beauty products and salty snacks.

In Seoul, I encountered a modern city of gleaming infrastructure (and enviable public bathrooms), but also a sincere sense of community. I was tickled to see many young couples inscribing their initials onto padlocks at a love memorial, and people doing homework together at a public bathhouse. Sungwoo challenged us to sweat out the toxins at a Dongdaemun 24-hour sauna – his recommended hangover cure! For only about $18, Korea’s bathhouses give you 24-hour access to igloos, hot and dry sauna rooms, multiple hot tubs, chill and pamper zones. You can even play video games, watch K-dramas, or get full body scrubs in these spas.
To give us perspective on the pursuit of worldly pleasures, we escaped to a temple retreat in the historic capital of the Silla Kingdom: Gyeongju, the home of Korea’s most prized UNESCO heritage sites and Buddhist artifacts. We stayed overnight at Bulguksa Temple, the head temple of the Korean Buddhist order, and attended evening and morning monastic ceremonies and meals while a monk coached us on walking and seated meditation.
The most impactful part of the trek for me, though, was the visit to the De-Militarized Zone (DMZ), the border between North and South Korea created by the 1953 Armistice Agreement. Unpacking the complicated legacy of foreign intervention, proxy warfare, and national identity alongside my Wharton classmates is the most important experience I had on this trek which was already full of highlights.
There are many wonderful spring break experiences to choose from at Wharton. I hope you consider the Korea Trek next year because it truly allows you to touch the past, present, and future.

Eun Ro (WG 16, organizer) – “Team and People through Korea Trek”

Leading Korea Trek was a summary note of my Wharton life. It was all about team and people.

Firstly, I learned that a team is larger than individuals. Before forming a team, I already put together my own plans for the trek by conducting a survey, compiling artifacts from previous treks in and out of Wharton. With 1st year organizers coming aboard, however, some of the original plans were modified, work style had to adapt. But it was only for the better. From Kay, Jiwon, and Sungwoo, I learned how to manage organized communications, move forward with agility, and be at ease with the unexpected. I learned the value of having a diverse, dedicated team which will shape my perspectives post-Wharton.

Second part was the joy of meeting great people. We were lucky to have 22 incredibly interesting and thoughtful participants who I couldn’t have better known without this trek. A few of my highlights include hearing Vivien sharing her personal story and talking to Abby about nurturing leadership. It was more than rewarding to find all of them enjoying Korea in such open-minded, positive lights. Also our alumni network in Korea played a big part – from alum dinner, private dinner hosted in one of our alum’s Hanok house, to most candid discussions at Samsung – who assured us of the continuing relationships of Wharton.

Last but not least, all the hard-working, ordinary people we met from companies, restaurants, and taxis, shaped our memories in the trek. When I was leaving for Wharton 1.5 years ago, there was a dismantling event – sinking of Sewol ferry* in Korea. Criticisms on the broken system aside, I felt frustrated about our community falling apart — because we were all too busy to spare a moment even to mourn for such a tragedy**. Meeting people back home after a while, however, I felt that people are still there who are diligent, honest, and capable of remedying the system and moving forward.

Wrapping up with MBA, I often feel grateful of how much I’ve gained in the past two years. People are always the biggest part. Korea Trek was a very special time for me to get reminded of the power and importance of them both in Wharton and in communities.

* The sinking of Sewol ferry, occurred in 2014, was caused by dysfunctional rescue system of the government to fail to rescue 304 casualties mainly composed of high school students
**Korea is ranked #2 in work hours among OECD countries with 2,163 hours per year on average (’14)

I come to praise Adam Grant, not to bury him. Sure – it would be easy to point out that a book titled “Originals” is actually unoriginal – more a conglomeration of interesting anecdotes, psychological principles, and business case studies then cohesive or unique work.  And of course, the fact that the very first lines and much of the content of the book refer to Warby Parker might make some Wharton students wince, as we’ve heard the Warby Parker more than few times. And yes, when I emailed Grant for an interview, I was redirected to his press assistant who treated me like regular media and couldn’t schedule me with a professor at a school I’m paying a quarter million dollars to get a degree from. But I digress! Originals is actually an interesting read that is worth your time.

The book derives its strength not from any overarching thesis, but from aggregating a plethora of stories and studies apposite to the conduct of business. My personal favorite is the browser study.

Economist Michael Houseman was conducting a study examining customer service agents stayed in their jobs longer than others. He had data from over 30k employees, his hypothesis was that empoyees with a history of job-hopping would be more likely to leave their jobs sooner. When he found that was not the case, he started to looking at other random variables. The factor he found most determinant as to whether an employee would quit or not was what browser they logged into when applying for their job. Employees who used Firefox or Chrome stuck with their jobes 15% longer that those who used IE or Safari.  He kept looking and found that these employees were also 19% less likely to miss work, and also gleaned higher performance ratings. Houseman did some studies to see if these workers were merely more tech savvy, but that was not the case. What accounted for the differences in performance was that users of these browsers had to download them (they did not come preinstalled in their computers like IE or Safari). Thus, browser use selected for “initiative”, and employees with this initiative fared better at their jobs. The unoriginal employees who stuck to their default browser fared worse.

You may have heard of this study, as it is taught in Wharton classes, but I promise the work includes studies you have not heard of, and presents them in interesting ways. It’s full of valuable tidbits, which is why it is a solid buy. However, I’d be remiss if I did not bring up a serious flaw. In a Warby Parker (sigh) anecdote, Grant recounts how the founders initially wanted to sell a pair of glasses that typically retailed for $500 for $45, they were given a bit of Smart Pricing advice:  “a marketing expert warned them that their costs would increase – and that price was viewed as sign of quality.”  The “marketing professor expert” who dispensed the advice critical to making everyone’s favorite startup successful is, of course, Wharton’s own Jagmohan Raju, who is, in my mind, the best professor at UPenn. Not mentioning him by name seems like professional malpractice.

But wait! Maybe I’m not making an honest critique – maybe I’m nitpicking in order to sound smart. After all, Grant cites multiple studies questioning the veracity of book reviewers. Teresa Amabile asked respondents to judge the intelligence of a book reviewer by showing them one of essentially the same two reviews of the same book. The only difference was that one review had negative adjectives and the other had positive adjectives – all other language was exactly the same. Yet people rated the negative reviewer as much more intelligent. People assume it takes brain to be critical.  Perhaps that is why, as Grant points out, many early reviews of the greatest works of literature still had one-or-two sentences which were negative.

Interesting!

You never know when you’re going to meet the love of your life. For me, it was over a greasy slice of pizza at my friend Alex’s apartment in New York. A few of my friends and I were going out that night and I’d picked up dinner on my way over. Cameron was one of Alex’s roommates. I was sitting in their kitchen, poring over my cheesy treat, when he walked nonchalantly out of his bedroom. If memory serves me right, Cam was engulfed in a halo and there was this angelic humming in the background. There might’ve been doves and hair blowing in the wind, slow mo’ style. Everything stopped and for the next few hours, there was nobody else but Cam.  After a few months of blatant flirtation and batted eyelashes, we made it official and practically screamed it from the rooftops.

You never know when the love of your life is going to become your life. The first year of my relationship with Cam, we were inseparable. We were so consumed with each other that it felt like we were basically living together. We went to concerts. We went to San Francisco. We walked across the Brooklyn Bridge. I met his family, he met mine.

We fit so well into each other’s routines that we seamlessly embedded ourselves into the fabric of our day-to-day. It was effortless. So much so, that there were times when I resented him for having friends and things to do outside of devoting all of his attention to me. I was so in love and obsessed with him that I forgot about myself a little bit. That year was both exhilarating and exhausting.

You never know when the love of your life is going to tell you that they’re moving to a different city. When I found out Cam was thinking about business school, my heart skipped a beat. I knew this meant he’d move away and abandon me and leave me behind and forget about me. That’s not true; but I knew we’d be entering the forbidden Long Distance Realm and I wasn’t sure if I could do it without falling apart. For so long, I’d forgotten how to be alone and take care of myself. I had this incredibly kind and thoughtful human picking up the pieces of my life and making me feel whole, as if there was always something that I was missing. And now, for the first time in our relationship, he was putting himself and his future before mine and against my own will, I had to support him and encourage him to do what was best for him. Whenever business school essays and applications would come up, I’d flinch and smile as if that were the best decision Cam would ever make. We talked about student life and networking opportunities and Cam’s future ad nauseum. I pretended like I was OK for so long, that I eventually had a meltdown and told him all of my worries and fears. Cam comforted me and, to my surprise, he told me he was worried and afraid, too.

So what have I learned over these last eight months? Here’s a shortlist:

1. Distance really does make the heart grow fonder, if for no other reason that it reminds you of how good you have it and how dumb you’re being when you’re sad
2. It’s really nice to starfish facedown in bed when no one else is there
3. Ubers in Philly are way cheaper than New York
4. Just because your boyfriend moves to a different city for business school, it doesn’t mean that he’s abandoning you 
   • And if it did, he’d probably just dump you because that’s easier than being in a long-distance relationship
5. It’s ok to call your long-distance boyfriend when you miss him
6. It’s not ok to call your long-distance boyfriend when you miss him and then just make him feel guilty for leaving
7. Whenever you feel like something’s off in your relationship but you can’t tell because you only text and things can get misconstrued, it’s always a good idea to speak up; chances are, nothing is wrong and it’s all in your head
8. It is possible to be in a loving committed long-distance relationship and still be two completely independent people
9. The best thing about business school, even as a partner, is all of the wonderful people you will meet

Beware of Out4Biz’s White Party

To the Wharton community,

Welcome to the WWIB takeover edition of the Wharton Journal! WWIB Week and the Wharton Women’s Summit are upon us, and we could not be more excited.

A word on this issue.

Or rather, four: challenge the status quo. We aim to bright to light issues that are not often talked about in the open, from the role men should play in the fight for gender equality to the taboo (and confusion) around menstrual pain. We explore the role of gender in negotiations with Wharton faculty and start a candid conversation on the challenges of being a female entrepreneur in a male-dominated VC world. We share the struggles and the joys of being an MBA mom and follow the introspective journeys of female administrators at Wharton. This issue has been put together by our Marketing VP, June Wu, and we hope you will be inspired by the women around you and eager to continue the dialogue we’ve started.

A word on the Wharton Women’s Summit 2016.

Our conference team – Emma Lonsdale, Lauren Plotnick, Liya Shuster, and Elena Pujals – spent countless hours putting together an exciting summit this Friday. You’ll notice that it’s a bit disruptive this year. That’s intentional. We are hoping to focus the content on issues that businesswomen care about the most but that are not always the ones discussed as openly. It will be fascinating, thought-provoking, and inspiring.

A note on WWIB for the 2016-2017 year.

This year, WWIB is focusing our programming around three pillars: connection, cultivation and collaboration.

WWIB connects a diverse and talented student body of female business leaders with our extensive, powerful alumnae network globally. We engage a community of leaders locally to foster a network of mutually enriching relationships. Our executive board, made up of 35 first and second year MBA students, creates a range of programming that incorporates our community throughout the year. From exclusive networking opportunities to leadership development workshops to health and wellness programming, WWIB aims to foster personal and professional success for all Wharton women.

WWIB cultivates and celebrates female leaders, both in the business world and beyond. We host female executives and influencers in the fields of technology, finance, non-profit, retail, consulting, fashion, and entrepreneurship who interact with students in intimate settings and speak candidly about the challenges and opportunities of being a woman in business. We work to inspire strong women to be authentic, effective leaders.

WWIB collaborates across student groups by promoting diversity initiatives and fostering dialogue across campus. We create spaces for constructive conversations, even when those conversations aren’t easy conversations to have. To that end, we have a fantastic organization of Wharton men who partner with us, the 22s, whose name is inspired by the wage gap that exists between men and women in the U.S. We also work closely Return on Equality, an organization whose mission is to nurture appreciation of, and advocacy for, inclusive practices across lines of difference.

Connect. Cultivate. Collaborate.

Proudly,

Christine Casey WG ’17, Sharon Skinner WG ’17, Maggie Diehl WG ’17

WWIB Co-Presidents, 2016-2017 school year

We sat down with MBACM student advisors Jennifer Savoie and Manisha Jain and Director of Employer Services Michelle Hopping this week to get their recruiting tips for first-years, second-years, and international students.

Advice for 1Ys

AM&CC: What do 1Ys tell you they wish they knew before recruiting for a summer internship?

JS: At the end of first year, most students tell me they wish they had not worried as much throughout the process. In reflecting back, they discover that perhaps their worrying may have undermined their confidence, and that’s never helpful for any job candidate.  

MJ: Don’t rule anything out. You are at Wharton to change or grow your career, but be sure to do your own research to see what that means for you. Once you understand what you want to do, identify where there are gaps in your skills or knowledge and create a plan to address them. You can be successful recruiting in any industry if you are deliberate and focused, but you can’t do everything at once.

AM&CC: What advice do you have for students focusing on a mix of mature and enterprise recruiting?

MH: Recruiting for both mature and enterprise will give you a chance to keep a lot of options open. Tactically, students need to be doing things to move both forward in parallel. Additionally, take advantage of career advisor time. Finally, remember to keep your networks on both sides warm. For mature recruiting, there’s a great network available between the companies that visit campus and your classmates that have worked in these industries. For enterprise recruiting, build your network in the fall by using the offer directory to find which 2Ys were in roles that you’re interested in as well as thinking about the alumni population.

AM&CC: How should candidates think about a balance of networking and interview preparation when allocating time to recruiting?

MJ: Every year, my colleagues and I hold focus groups with students who were especially successful in recruiting. Every single person in those sessions emphasizes the importance of thorough preparation. Networking is expected more often in some industries than in others, but use networking as a way to gather information, get smart on the industry, and learn details about the day-to-day skills needed for the job. However, make enough time to do your homework on the company, prepare your behavioral stories thoughtfully, and to get comfortable with the technical or case aspects of the interviews. I’ve never heard firm representatives say “I wish students networked with us more,” but I have heard them say “I wish students spent more time understanding the industry in depth.”  

Advice for 2Ys

AM&CC: How should 2Ys who are switching gears after this summer craft their story for employers, especially those who had a bad summer experience and/or did not receive a return offer?  

JS: It’s important to take time to genuinely reflect on the summer experience and uncover positive elements. Students should try to identify things they did this summer that were new to them and will enhance their story.

It’s also important to avoid speaking negatively about your summer employer. A great way to keep things positive is to focus on what you learned and what you accomplished.

MJ: Frame your summer experience as something that helped you refine your vision for what you want to do full time. Leverage the story of your summer experience to highlight that you are self-aware and thoughtful about your career path, or at least that you are able to take on a less-than-ideal situation with a positive attitude and an appetite to learn.  

AM&CC: What advice do you have for 2Ys who come back with an offer that might expire before they have a chance to recruit for other companies?

MH: This is a great opportunity to dig into with a career advisor, who can help with your thought process or give you ideas for alternative paths. Ultimately, it’s an individual decision and speaks to that person’s risk tolerance.

Advice for international students

AM&CC: What advice do you have for international students looking for work in the US?

MH: If you are targeting jobs that will require an H-1B visa, know the facts – understand how the process works and be aware of the deadlines. Each year about 60 percent of Wharton’s international students land in the U.S. post-MBA. Do your research to determine the likelihood of sponsorship within an industry or at a company. We have historical data on which companies have sponsored in the past and can point you to examples of how students were successful in their U.S. job search.

Secondly, be flexible – if you want a job in the U.S., remain open and amenable in other criteria of your search. Have a Plan B (and C!) – be open to alternatives and long-term strategies for landing U.S. roles. Explore multi-national firms and opportunities in your home region if obtaining a visa becomes challenging. MBACM is in your corner on this. In addition to tools like our “networking in the U.S.” workshop for international students, we are keeping a vigilant watch on factors that may affect visa availability and remain in contact with employers about this topic.

You’ve seen these ladies pitching to audiences with conviction, directing teams with multi-color post-its, smiling from the pages of a beta-version website.

But what challenges do entrepreneurs face when nurturing a seedling business as a full-time MBA student? Wharton women in five ventures open up about the not-so-glamorous side of start-up life and what it really takes to disrupt the status quo.

Amaka Cypriana Uzoh, WG ’18, M.D. candidate., co-founder, My Muse Dolls

• We are guided by the vision: “For every girl to see her beauty, for every girl to seize her dream™”.  Our start up furnishes customizable multicultural fashion dolls for customers to act as social change agents. We design 18-inch Muse Dolls for today’s modern girl that celebrate non-traditional career paths and embrace multicultural beauty and fashion realities.
• Female entrepreneurs can mistakenly believe: they absolutely need a co-founder to get something off the ground. I’m all for teamwork, but I wish for an environment where women don’t feel paralyzed by the inability to find co-founders early on. More specifically, I hope more female entrepreneurs with the desire to start a business do so on their own. Many of our male counterparts are advancing their business ideas solo, then raising capital to onboard strategic co-founders on their own terms.
• My entrepreneurial hack to stay focused at Wharton is: turning off my phone. I found GroupMe and other app notifications to be master hijackers of my attention span and to create an uncomfortable sense of false urgency. Updates tangentially relevant to my life were competing with internal dialogues that my creativity and concentration thrive on.  So, the update bubbles had to go!

Antina Lee, WG ’17, co-founder, Perseus Mirrors

• We are: a consumer tech startup bringing the world’s smartest mirror to market.  Perseus is an interactive, voice-activated, digital display mirror that helps people stay connected, be efficient, and have fun.
• My most uncomfortable moment: was backing out on an offer I accepted at another start-up and getting fined by career services. During the spring, I recruited for start-ups and pushed on Perseus at the same time. A company extended me an offer in March, but by April, I realized my venture would require a much higher time commitment than anticipated. I approached the start-up, explained the circumstances, and withdrew from the internship. The company was understandably upset, and career services issued me a fine. Moral of the story: if you’re serious about your idea, don’t be afraid to focus on it.  It’s unfair to your venture and internship companies, if you try to do both.  
• My entrepreneurial hack to stay focused at Wharton is: to write three goals on a whiteboard in my room. Every time I feel overwhelmed, I ask myself whether my tasks fall into those three buckets and de-prioritize them if not. The reality of being an entrepreneur is that even with prioritization, you still need to sacrifice some things. But it’s worth it!

Divinity Matovu, WG ’17, CEO, MBA Mama, Watotolly

• The focus of my start-ups is: solutions for busy parents and mothers. MBA Mama is an online platform that provides ambitious women with tools and resources to leverage an MBA and strategically navigate family and career planning. Watotolly is Airbnb for babysitting. Our proprietary technology allows busy parents to exchange childcare in a peer-to-peer marketplace.
• My biggest fear is that: the entrepreneurial risks I’m taking will put me in a position where I am unable to financially provide for my children if my start-up fails. I often think about settling for a job with a predictable career trajectory, salary, and benefits. Ultimately, I know entrepreneurship is the path for me to live a fulfilled life. To me, having the freedom and flexibility entrepreneurship provides is more important than my fears.
• The popular advice for entrepreneurs I most disagree with is: take all the VC money you can get. I am committed to hustling and bootstrapping for as long as possible to grow organically before I take on financing that would significantly dilute my ownership stake.

Jane Fisher WG ’17 and Jenna Kerner WG’17, Co-founders, Emery & Elizabeth

• Our mission is: to support and empower women by providing fairly-priced, everyday bras without the hassle. We offer a seamless online shopping experience, curated designs to simplify choice, and risk-free home try-ons for quality bras that won’t break the bank.
• The hardest thing about starting our own company in business school is: time.  There are so many things we’d like to take advantage of and participate in at Wharton, but we dedicate a great deal of time into getting the business off the ground. For all other activities, it’s impossible to give 100 percent. What’s really tough is hearing friends say, “you’re always so busy,” but we’ve had to get used to these realities.
• One of our unique challenges is: male-heavy pitch audiences. While this is a hurdle for all female entrepreneurs, it has proven to be especially difficult for a woman’s lingerie business. Nearly every audience we’ve faced is comprised of 80 percent or more men, making it difficult to convey product benefits on a personal level.

Negar Rajabi, WG ’17, CEO, Cemsica

• We develop: a novel nanomaterial-based technology for carbon capturing and gas separation for industrial use. Our focus is the energy industry, and our product is fully integrable in the existing infrastructure at lower cost and easier installation.
• Female entrepreneurs at Wharton can be feel challenged by: a very male-dominant investment community. As a woman working on a highly technical start-up, I was not considered a typical entrepreneur. We all hear that similarities are very important when you are trying to make connections, but sometimes, you need differences to work to your benefit. The more atypical an entrepreneur is, the more valid a reason she has to start such a company.  
• The entrepreneurial path for a first-generation immigrant is: exciting, challenging, and, at the same time, familiar. Creating a new life outside our home country is probably the biggest and the most important venture we have ever built as immigrants. We know the ups and downs, the disappointments and victories, and the fight for survival.  Through our personal experiences, we have lived the start-up life without even realizing it. Starting a new company is no different. With a bit of perspective, you can identify a real-world problem and find opportunities to commercialize a new technology.

At Wharton, female entrepreneurs require a particular brand of courage and resilience to pursue independent ventures. While entrepreneurship is risky overall, women face particular challenges.

This begins in the classroom, with professors who inadvertently use male pronouns when referring to hypothetical situations involving successful founders and investors: “The only time you’ll see a VC wear a tie is when he is meeting with his LPs.” Studying cases with only male protagonists has a subtle but important psychological impact. While Wharton’s entrepreneurship professors are excellent, only four of 31 are female — less than 15 percent. In our opinion, Wharton can do better.

The challenges for female entrepreneurs extend well beyond the classroom, and importantly, to funding opportunities. Last year, I pitched my company, MBA Mama, to an all-white, all-male panel for entry to Wharton’s Venture Initiation Program. After my pitch, one man on the panel began the Q&A segment by saying, “I don’t even know how to ask you questions about this MBA Mama idea without sounding like a jerk.” I was startled, but tried to mask my discomfort.

The lack of diversity within the VC investment community, compounded with low awareness, can create a hostile environment for aspiring female entrepreneurs. Last year, I read a case that spoke to the funding challenges faced by the founders of Rent The Runway (RTR). These women had to convince male VCs an entire generation removed that they had a viable business aimed at college women. While the women of RTR have been successful, their struggles, and those of Wharton women spotlighted in the Entrepreneur’s section of this issue, reflect a reality that can be very challenging. Outside of anecdotal evidence, research indicates that investors have a strong bias towards funding and supporting male founders.    

We would all like to believe that entrepreneurship is a meritocracy where people are judged solely on the viability of their ideas. However, for female entrepreneurs, it is especially important to overcome biases, develop resilience, and gain a pragmatic understanding of the challenges in this space.

The dialogue on gender in entrepreneurship should continue on both sides of the table. Our hope is that this issue sparks this conversation, bringing us closer to a world where all can benefit from more female-led ventures that are scalable, sustainable, and value additive.

Even in early October, the MBACM office is buzzing away. The lobby/waiting area reminds me of the 21 Bus that arrives at 17th and Walnut at 8:37AM – there isn’t an open seat to be found. Even though 1Y Recruiting hasn’t even begun in earnest, MBACM is already working with 1Ys and 2Ys to prepare them for this fall/winter’s recruiting season. Still, Michelle Hopping is kind enough to spare an hour to sit down and discuss her role as Director of Employer Relations at MBACM.

Sho Shetty (SS): Let’s start with the basics – what is Employer Relations and can you describe your role for us?

Michelle Hopping (MH): Sure! Employer Relations oversees recruiting and specifically relationships with companies that recruit at Wharton. The office focuses on both deepening existing relationships with companies as well as developing new ones. So, when you all are off campus, we spend our days on the road visiting employers. And, even during our busy season of OCR, we are on the phone with companies coordinating their campus visits, EISs, interviews, and the really the entire ‘experience’ for the employers.

SS: How much of your time is spent ‘deepening existing relationships’ versus ‘developing new ones’?

MH: Well, I like to explain it this way. For mature companies and industries, we have a fairly healthy supply of employers and interest. We already have many of the best companies coming to Wharton and interested in our students, so those relationships are about managing the experience: assessing their needs, developing a plan for their recruiting strategy, facilitating all their details, setting expectations, things like that. We want to grow those companies to recruit more functions, locations, divisions, or raw numbers. Enterprise recruiting typically requires more breadth. Those kinds of companies are usually hiring for just one or two positions. So, we need to have more volume of employers to satisfy student interest. Each year, about half of the 1Ys and 2Ys got offers through on-campus recruiting. And, while that’s great, it also means that there’s a large community of MBAs who aren’t getting their internships and jobs from the mature/OCR recruiting bucket. Last year, 500 offers across 1Ys and 2Ys were extended from Q4 to the end of June. So, there’s a ton of activity that happens late in the year. Ongoing enterprise outreach to companies is hugely important and that’s something we are constantly churning out behind the scenes. But, the longstanding relationships that we have cultivated are some of the strongest and have gotten that way from a multi-year commitment.

SS: Can you expand a little bit more on ‘satisfying student interest’? What does that entail?

MH: It’s one of the most important things we do. I’ve seen multiple Wharton classes recruit, and our office has to keep a pulse on how student interest in careers and job opportunities changes as the business environment changes. Things like geographies, industries, even specific functions within companies have fluctuating interest levels. And it’s our job to make sure that the “supply” of jobs and companies matches the student “demand”, as best we can.

For example, take FinTech. A decade ago, this wasn’t even on the recruiting radar. But now, it’s a trendy and growing interest among career opportunities for Wharton MBAs. Two or three years ago, when the FinTech club started on campus, we worked closely with that group of students to better understand what subsectors are of most interest and what kinds of jobs and companies they were interested in.

We use the clubs as partners, working with them and sometimes asking them to survey their membership to understand what kinds of trends and discussions the students are having about recruiting in a particular industry. It helps us keep a pulse on student demand, which helps us target the right companies and beef up the list of firms we are working with in Employer Relations.

SS: Stepping away from Employer Relations and focusing on the MBA recruiting process, what advice do you have for students about recruiting based on what you’ve heard from employers and your experience?

MH: There are certainly a few key messages or themes from employers.

Be Specific and Differentiated: One of the biggest things we hear from companies is the idea of being specific and differentiated and showing you’ve done your homework before you reach out. It seems obvious, but it matters! I went to Tesla the other week, and a Wharton alum verified that advice. She said “I have so many students that reach out with no other context beyond ‘I’m interested in working here’.” And, that’s clearly not enough for someone to advocate for you. How can you communicate you understand the trends and the next steps of the space? Why are you interested in the industry? And, what specifically interests you about a particular firm?

My advice is before you talk with an employer, turn the tables. Switch seats with them. And ask yourself, “Why should I champion you?” Virtually all of us come from past work experience, so we know what it’s like to get a resume or a job application. What would stand out to you? What would make a candidate compelling? And what about your personal story would make you compelling to the firm you now want a job from?

Know the Company: Every year, we survey interviewers after the recruiting season. And, ‘Company Knowledge’ is always the lowest-rated performance metric among students interviewed by employers. It’s so important that students do research on the companies they are interested in. And, based on the feedback we see from employers, it’s not done nearly enough. So, it’s another way to easily differentiate yourself from the crowd and make a really good impression on an employer.

SS: Any final words or thoughts?

MH: At the end of the day, everyone at MBACM is trying to create opportunities for all of the MBA students. Our office works tirelessly to bring companies to you in some form because we want to give you the chance to “take a swing” at those opportunities. And, sometimes, you may strike out. Even in my job, when I call up new employers to pitch recruiting, sometimes I strike out. The fit may not be right, or they don’t see the need for MBA hires, or they just aren’t interested for any number of reasons. But striking out at first doesn’t mean that you won’t have an amazing or impactful summer, or that you shouldn’t keep trying. The key is to develop and run your own job search, not someone else’s. And we can meet with you to start that process, root for you along the way, help you regroup when necessary, and celebrate with you when you sign on the dotted line.

Sunshine Singer’s experience gives her a unique perspective on recruiting, and informs how she works with students who come in for advising appointments at MBACM. The Journal sat done with Sunny to get a better sense of what her past experience taught her about recruiting, and what advice she has from working with MBAs – on both sides of ‘the interview’ – as recruiting season begins in earnest.

Sho Shetty: For those who haven’t met you, can you give a quick overview of your background?

Sunny Singer: I started as an auditor out of undergrad. After I realized that wasn’t going to be my career, I interviewed for HR roles and got offers from McKinsey and Goldman Sachs. Ultimately, I accepted GS’s offer, and began as an MBA recruiter. Over the next 10 years, my role expanded until I ended up as the Vice President of MBA/Undergrad/Experienced Hire Recruiting and the Analyst Program.

Sho: And, what made you decide to leave that life and come to Wharton?

Sunny: After my second child, I decided to leave GS and spend more time with my kids. Maryellen Lamb used to have my job and was going on maternity leave; since we had become friends through MBA recruiting events at Wharton over the years, she asked if I’d be interested in covering for her, which I was. There were a few more one-off events – Resumanias, Mock Interviews, things like that – that I was invited to before accepting a full-time job with Wharton.

Sho: So, you’ve gotten to see MBA students from both sides of recruiting. What have you observed from your experience? What do you think is most important for students to think about as they get ready for recruiting?

Sunny: It’s most important to be prepared and do your homework. There are a couple of ways to focus your recruiting efforts to make sure you wow them when you get your interviews:

• Bring in your Authentic Self: Employers want to hire achievement-oriented people first and foremost. But, at a place like Wharton where that’s not limited, they also want people that they just like. They want interesting people, those who their clients will like and their peers will like. Likability is usually under-emphasized in recruiting because it seems like it’s random. But, it really goes a long way. There’s an easy way to be likeable for recruiting – talk about *you*. It’s easy to create a pitch, but employers a lot of times want you to go deeper than the practiced/memorized speech. Because, they hear that speech from so many candidates! So, talk about where you grew up; work in your likes and dislikes; talk about the unique parts of your story as part of your pitch. The more authentic and genuine you are, the more memorable you are to an employer. And, that’s what makes the difference in a lot of times when resumes are pretty even.

• Show Firms You are Interested: If you really want a job at a company, you really need to work hard to make sure they know you do. The easiest way to do this is to meet as many people from the firm as you can. Go to the events (Editor’s note: more on this later in the interview!), connect with alumni at the firm, get to know more about the specific office/group/geography that you’re interested in. Another great opportunity to show interest is to ask questions. Whether it’s at the end of the EIS or during a coffee chat, you’ll be expected to ask questions. And, a tip for these is to get to know the person in the room as well as the company. That is, ask them about their decisions, their career, their challenges. People love talking about themselves. And, honestly, it gives them a better impression of how the interaction went. They come out of the meeting thinking “I really answered that question well” or “I really feel good about how that went” which has a halo effect on your candidacy.

• Be Honest with Yourself: Recruiting has an element of randomness. A lot of it is out of your control, despite how hard you work to prepare and get ready. If you aren’t getting invited to events or as deep into the interviewing process with firms as you’d like, don’t be in denial. Often, you can get a lot of information from the signals companies are sending you early on. Are people getting back to you? Do they want to help you? Are they being an advocate for you? If you haven’t been getting invited, either you need to course correct or you need to expand your search. Your advisors are here to help. We’ve been doing this for a long time, and we have experience working with students who aren’t getting the results they want. And, it’s easier/more helpful to have those conversations in December, rather than February.

Sho: How would you advise students prepare for various recruiting events to make the most out of their opportunities with employers?

Sunny: Before the interview, there are two main recruiting events students should prepare for (and prepare differently for): the EIS and the coffee chat/informational phone call.

For the EIS, don’t worry about making a huge impression; just don’t make a bad impression. A lot of students who aren’t familiar with recruiting in the U.S. tend to have a lot of anxiety about the EIS. They’re worried that if they don’t make their mark with the employer, they’re going to lose an opportunity to interview with the firm. But, that’s just not the case. In many cases, the EIS is an opportunity for the firm to see how you interact with your peers. Are you polite and conscientious? Or do you dominate speaking time? Try to leave them with at best a good impression and at worst a neutral/no impression.

The coffee chat is the first real chance for you to make an impression. This is something that you really want to prepare for and focus on how you’re going to be evaluated by those across the table from you. There is some information-gathering component (that is, where you ask questions about the firm and them), but mostly this is their first chance to really evaluate you. The goal for the coffee chat should be for you to walk away with starting a relationship with that employer.

Sho: Do you have a list of “Absolute Do not Dos” from being an MBA Recruiter

Sunny: There are just a few “absolute don’ts” that I would recommend:

• Don’t write the wrong company/person name
• Don’t blast the whole firm with the same thank you email; they all send it to the same person (that used to be me once)
• For the EIS specifically:
  • Don’t be someone who stands right next to the employee the entire Q&A and monopolize their time
  • Don’t barge into a conversation, and make sure you’re polite and courteous to your fellow MBA students
  • Don’t be too casual, even if everyone is wearing jeans or makes it feel like it’s a very casual company (they are still evaluating you)

At 12:30 AM on the dot she collapses onto her bed. It’s been a long day of cooking, preparing for the Thanksgiving feast that is to take place tomorrow. She smells like oats, sugar, and margarine, and her hands are sticky despite having washed them a couple of times. Inhaling deeply, she checks her iPhone.  Swiping into the iMessage app, the screen becomes greasy and shiny. Four texts from E-man:

3:37 PM: “Hey baby, I miss you!”

5:01 PM: “How’s the cooking going??? lolollool. By the way, can you make that sweet potato pie that I like even though it gave me diarrhea last time?”

7:03 PM: “I’m getting the sense the feast you’re preparing for us is going to be sick. Or else you’d answer me, meanieee. JKJK- your so nice.”

11:17 PM: It’s your boyfriend, Emmanuel. You call me E-man. In case you’ve forgotten about me, I’m at Wharton now studying to be the future CEO of the fucking world. Call me if you want to be my wife when that happens! LOL! But seriously, call me. (But seriously, call me). I hate you, I love you.”

    She sighs and writes to him: “Hey future CEO of the world, you spelled ‘you’re’ wrong.  And no, I’m making an apple cranberry crisp. Miss you.”

    It’s been three months since they’ve seen one another. The last time they had been together was in August. She helped move him into his apartment in Philly. It was a nice weekend. They went to Vedge, the sexy vegan restaurant; they visited the art museum because you can’t not visit it if you’re in Philadelphia, even though it’s not that great; they cooked salmon, asparagus, and mashed potatoes one night; and they discussed the state of their relationship. Back then, things were clear and the discussion was crisp. We are staying together. We love each other. Nothing will tear us apart. We’re getting engaged this year.

    The plan was for them to have a romantic Thanksgiving dinner together in her New York apartment, but when it took her more than one minute to come to the door, E-man knew something wasn’t quite right; she used to stand at the door, staring through the peep hole when she knew he was coming over.  

    “Hi!” she says, flinging open the door, wearing oven mitts and an apron. “I’m sorry that took a few seconds. I’m going to set this apartment on fire. Everything’s almost ready.”

    Ignoring her words, he drops his bags, walks to her, grabs her and hugs her tightly. Her hair smells and feels like the shampoo she always uses—Quidad for curly hair—fresh, minty, soft, and warm,

    She knew right then that he knew something was off. She could feel the fear and sadness in his hug. Her heart sinks.

    “What’s wrong, baby?” he asks. And she wasn’t expecting it to be so soon.

    “Nothing’s wrong.” Fake smiles.

    “Okay.”

    They shower together and hold each other and it’s sad like the rain. Saying nothing, they do shampoo, conditioner, and body wash. Saying nothing they take towels and dry off. Saying nothing they reclothe. Saying nothing they set the table. Saying nothing they sit down. Saying nothing she brings out all the food.

    “I have to say something,” she said.

    “Finally, something, baby I don’t know what’s going on. Most guys and girls at Wharton go home and break up with their partners over Thanksgiving, but all I do is think about you. All I want is for this to work.”

    “I know.”

    “So?”

    So they broke up, clearly. I mean, did you think they were going anywhere else? And if you didn’t predict that, then you suck, man!

    She told him there was no one specific reason, and that there weren’t many reasons either. It was just something she couldn’t put a name to. And I guess that’s what I’ve been trying to say with this story. Reading it over a hundred times, I realize my creative writing teacher might say, “Your piece is literally made of shit.” On the contrary, I’d say that some things, even in writing, can’t be explained. He might argue that the good writers can get anything across. But heartbreak? I don’t know, man, that shit could take years to describe, and today I’m not up for the challenge.

    On a personal level, I take Thanksgiving break to reflect. The weather finally starts to turn, my birthday approaches, and I think back to whatever it is I’ve done this past year. There are a whole bunch of things I accomplished this year, some that I never ever expected to even be on my to-do list, but for some reason, one I can’t point my finger on, I always feel a little cloud of heartbreak storming around my chest, even when things couldn’t be better. My goal for next year is the same goal I set every year, not to feel this morbid sensation even when life is as good as it can get. Realistically, though, my friends, that’s a goal I’ll likely not meet and I have a feeling that if I did, I wouldn’t strive to accomplish the greatness that I always manage to. See? There’s always an upside, even to the unexplainable. And I hope this can mean something to all of you reading this.

Happy holidays, everybody.