Hundreds of new Berkeley Haas Evening and Weekend,Executive MBA, and Flex students arrived on campus in July to meet their study groups and cohorts, engage in collaborative games, and learn more about the school’s Defining Leadership Principles before beginning classes.
EWMBA Class of 2027
The WE Launch orientation weekend, which kicked off July 19, included a busy three days of tours, info sessions, skits, and a special performance by the Cal Band.
Most of the 350 new EWMBA students hold full-time jobs, and many balance parenthood with the demanding three-year course of study, taking classes during either the evenings or on Saturdays.
The new class has an average age of 31, with 42% hailing from outside of the Bay Area, including 24 states outside of California. Internationally, the class includes students from Canada, India, Japan, South Korea, and Venezuela. Other quick facts:
More than half of the class was born outside of the United States; 68% of the class is bilingual; and 22% are first-generation college students.
With eight years of work experience on average, the majority of the students work in industries like tech, health care, and finance, in various roles, including management, software development/engineering, and marketing/sales, among others.
The class includes students from many diverse backgrounds working for 280 companies and organizations. The group includes athletes (a former professional baseball player who became a pitching analyst for the San Francisco Giants); entrepreneurs (the founder of Korean Japanese restaurant chain Koja Kitchen); several doctors (including a veterinarian who developed an EEG machine for sea lions); and government leaders, (the research director for the United States House Committee on Financial Services).
The Flex cohort—students who complete core classes online with an option to come to campus for electives—joined fellow EWMBA cohorts on campus, too. The class includes 120 students, 74% who live outside of the bay area in 22 states and five countries.
(All photos: Jim Block)
EMBA Class of 2026
Students in the tight-knit Berkeley Haas MBA for Executives Program also arrived on campus July 19.
Orientation highlights included a welcome from Wendy Guild, vice dean of MBA programs, a talk from Distinguished Teaching Fellow and EMBA alumna Maura O’Neill on the transformational power of the EMBA program, and a primer on the school’s Defining Leadership Principles, delivered by UC Berkeley Chancellor and former Haas Dean Rich Lyons.
(All photos: Brittany Hosea-Small)
With a global perspective, 60% of the 70 students in the incoming group were born outside of the United States.
About 40% of the class hails from outside of the Bay Area. International students join from China, Mexico, and Thailand.
The class shares an average of 16 years of work experience within 66 companies and organizations in tech, health care, the military, consumer products, and finance. Many students work in management at the department and corporate level at companies ranging from Amazon to Northrop Grumman to Hachette Books.
With an average age of 40, 39% of the class are women; 20% of the class is from underrepresented minority groups.
With 2024 commencement quickly approaching, Ravinder “Ravi” Khaira, EMBA 24, decided it was time to help rally his classmates around the annual class gift to the school.
Khaira, a founding doctor and clinical director of Capital Pediatrics, as well as a pediatrician, reached out to Dennis Worden and Lee Helms, the class co-vice presidents of philanthropy, to explore how they might step up student participation.
Khaira pitched an idea that he thought might work: a gift from his family’s Khaira Family Experiential Learning Fund, led by his wife, Kamal, to match the total of all student donations. That idea quickly caught fire, leading to perhaps the largest-ever donation to theHaas Fundduring a commencement gift campaign. The Khaira Foundation not only matched the $51,000 raised by the class—they added an additional $24,000, bringing the total to $126,000.
The gift reflects both the generosity of the Khairas and the spirit of the 2024 class, Helms said.
“We enjoyed spending time together, we got energy from each other,” he said. “We sought to leverage that love when assembling this gift. It’s an expression of that love for each other.”
Wendy Guild, vice dean of Berkeley Haas MBA Programs, said the school is grateful for the gift to the Haas Fund, which since 1978 has been used to offset what state funding, tuition, and other philanthropy doesn’t cover.
“We use this critical fund to cover everything from hiring outstanding new faculty and strengthening our programs to awarding scholarships and building out career services,” Guild said. “We are so thankful to the Khairas for their generous support.”
Dedicating the gift
The EMBA 24 gift is even more meaningful to the class this year for its dedication to the memory of Luke Kreinberg, the former associate director and a career coach with the Haas MBA Career Management Group, who passed away in February.
“Luke was just there for us and he was a part of our journey,” Helms, who is director of Innovation Programs at the San Francisco Opera, said. “We all grew close to him, and we were devastated when he died. We decided that it made a lot of sense to dedicate this to his memory as a permanent and official way for our class to remember him.”
Worden said the class gift is special “not only because of the Khaira’s gift and for honoring Luke Kreinberg, but also because the cohort stepped forward during our campaign.”
For Ravi Khaira, beyond yourself, one of the Haas Defining Leadership Principles, resonated when he was considering executive MBA programs. “As Sikhs, part of our faith is about giving back,” said Dr. Khaira, who practices in the Sacramento area. “If you have enough, then you give to others. And so we do. We have a comfortable life, and we believe it’s important to give.”
As a lifelong learner, he said he found the MBA program both enlightening and fun. A teacher himself, he is an associate professor at California Northstate College of Medicine, where hopes to pass that passion for knowledge on to his students.
“I probably epitomize the lifelong learner,” he said. “I was the second oldest in the EMBA class (to Dr. Peter Fung), and I don’t think in my career that I have ever enjoyed school as much as I did at Haas. …There’s always something to learn and you can never master everything to its n-th degree. The importance is to continue wanting to go out and learn.”
Supporting education, health care
Kamal Khaira, who has run the Khaira Family Foundation for six years, directs foundation support in two key areas the couple cares deeply about: education and health care. The foundation has made gifts to the Christian Brothers High School and Sutter Hospital in Sacramento, where their twin girls were born, and to their alma mater, UC Davis, where Kamal is director of the CalFresh Healthy Living program.
Last year, the Khairas gave $1 million to the College of Biological Sciences at UC Davis to support student initiatives, faculty excellence, and advances in life sciences research.
Both are UC Davis alumni: Kamal, who has worked extensively in nonprofit and healthcare management, earned bachelor’s and master’s degrees at UC Davis, and Ravi earned a bachelor’s degree in biological sciences from the school before attending medical school.
During a joyful commencement ceremony, 72 students in the newly minted class of Berkeley Haas Executive MBAs were urged to continue to draw on the great people in their circles and pursue their true life passions.
Dean Ann Harrison welcomed students, their families, and friends to 2024 commencement on June 1 at Hertz Hall.
“You have conquered one of the world’s top EMBA programs,” she said. “You did it! In your student lives, your work lives, and your personal lives, you have learned and led with authenticity, collaboration, and inclusiveness.”
Harrison noted more than half of the class came to Haas having already earned an advanced degree, eight are U.S. service members, and more than half are parents, altogether with 79 children. “Having juggled spreadsheets and sleep training, you deserve your own category of MBA: master of balancing acts,” Harrison said.
She added that Haas will now always be a part of students’ journeys.
“Your classmates, your professors, and, of course, your alumni network. …They will be some of your biggest champions throughout your professional life,” she said.
Student Speaker Lee Helms, director of Innovation Programs at the the San Francisco Opera, told the class that when he first thought about what an MBA experience would be like, imposter syndrome set in.
“Imposter syndrome, in fact, is not uncommon,” he said. “Many of us have talked about it. But what I learned at Haas is the things about me that I thought made me an imposter are the very same things that give me strength as a leader.”
Commencement Speaker Richard Wilson, EMBA 15, senior vice president at Astellas Pharma, noted that an MBA, at its core, is a leadership credential. “We are in a moment where the world needs more leaders like you who can lead with empathy, clarity, and tolerance, with a focus on others over self and the ability to never take oneself too seriously,” he said. “If you do this right, your job becomes to not just become a singular leader, but to create other leaders in turn and get out of their way.”
Elizabeth Stanners, executive director of the EMBA Program, announced the Earl F. Cheit Award winners and student awards, including:
Steven Huff, the faculty Cheit Award winner. Huff has taught graduate courses on marketing strategy, digital marketing, and creativity and problem-solving for more than 14 years across four universities, comprising more than 50 courses and reaching more than 2,000 students.
Lokesh Mandava, the graduate student instructor Cheit Award winner.
Afsheen Iftikhar was the EMBA 2024 valedictorian, having earned the highest GPA during the program.
Defining Leadership Principles award winners included:
Michelle Koffler, Question the Status Quo Award.
DennisWorden, Confidence Without Attitude Award.
Peter Fung, Students Always Award.
Eric Koo, Beyond Yourself Award.
Audrey McGrath and DennisWorden, Berkeley Leader Award, given to students who represent all four of the DLPs.
Before handing out degrees, Stanners acknowledged the many people “supported our EMBAs throughout this extraordinary and transformative journey.”
“In recognition of this support, every student will be presented with two yellow roses, symbolizing gratitude, to offer those that have aided them along the way,” she said. “These roses, given to students, will be shared with those individuals who supported them, symbolizing the shared journey and gratitude for their unwavering support. that they will give to those that helped support them.”
Berkeley Haas has named alumni leaders in C-suite talent recruiting, investment platform innovation, and novel gene therapy commercialization as the 2024 commencement speakers this spring.
Monica Stevens, MBA 96, an executive search consultant in Spencer Stuart’s San Francisco office, will serve as commencement speaker for the graduating full-time and evening & weekend MBA classes. Jasvinder Khaira, BS 04, a senior managing director at Blackstone, the world’s largest alternative asset manager, will be the undergraduate commencement speaker. Richard Wilson, EMBA 15, senior vice president and primary focus lead of genetic regulation at global pharmaceutical company Astellas, will serve as the commencement speaker for the executive MBA class.
Commencement ceremonies will be held at the Greek Theatre for undergraduates on Wednesday, May 15, at 9 a.m., and the FTMBA and Evening & Weekend MBA combined classes on Friday, May 17, at 2 p.m.. The MBA for Executives Program graduates will celebrate a few weeks later on Saturday, June 1, at 3 p.m. at Hertz Hall.
Monica Stevens
As a member of Spencer Stuart’s Financial Services and Boards practices, Stevens focuses on executive search, leadership advisory, and succession planning work for C-suites and boards across corporate and commercial banking, payments, real estate, and risk. A seasoned banker and nonprofit board member with more than 25 years of experience in general management, customer relationship development, talent acquisition, and learning and professional development, Stevens is a champion of diversity and inclusion in business and in her community.
Before joining Spencer Stuart, Stevens spent more than two decades at Wells Fargo, where she held multiple sales, credit, and leadership roles in commercial real estate, capital markets, and global banking. Most recently, she was senior vice president and chief credit and risk officer in the company’s Merchant Services division.
At Wells Fargo, she co-founded the company’s first Black/African American employee resource group, and more recently, she served as co-chair of the Wells Fargo Merchant Services group’s Diversity Council. A champion of talent development, she ran, repositioned, and doubled the size of a program that recruited talent at various levels of the firm.
A veteran, Stevens is a graduate of the United States Naval Academy, where she earned a bachelor’s degree in political science. She started her career as an officer in the U.S. Navy, before eventually coming to Haas, where she received an MBA with a concentration in real estate finance.
Stevens is a member of the Haas School Board, and she was awarded the school’s Raymond A. Miles Service Award in 2017 for her contributions in supporting and enhancing diversity, equity, and inclusion initiatives. She was also previously a trustee for the Redwood Day School in Oakland, where she led the Diversity Committee.
Jasvinder Khaira
Khaira is a senior managing director and founding partner of the Tactical Opportunities Group, or Tac Opps, at Blackstone. Tac Opps was founded in 2012 to invest across private investment opportunities outside of traditional private equity and private credit. Today, Tac Opps has $34 billion of assets under management.
Khaira was born in Singapore and raised in the Bay Area. He joined Blackstone in 2004 in the Private Equity Group after graduating Phi Beta Kappa from UC Berkeley with degrees in Business Administration and History. In 2007, he joined a small team within Blackstone that eventually led the firm’s initial public offering. Before the IPO, he accompanied the firm’s founders on a roadshow that raised more than $7 billion.
Since helping found Tac Opps, Khaira has led more than 40 transactions for Blackstone totaling over $10 billion of equity invested. He was named the 2023 TMT Investment Leader of the Year and is a founding sponsor of the Berkeley Changemaker program, and a board member of the Berkeley M.E.T Program and the New York Philharmonic. Khaira is married and the father of three boys and lives in New York City.
Richard Wilson
As senior vice president and primary focus lead of genetic regulation at Astellas, Wilson is responsible for a portfolio of novel gene therapies designed to treat life-threatening genetic diseases.
Wilson has more than 30 years of experience in research, development, and commercialization of small molecules, biologics, and gene therapies.
Prior to Astellas, he held leadership positions at a range of organizations, including BioMarin Pharmaceutical, Glaxo Wellcome (now GSK), BioChem Pharma, Theravance, and Innoviva. He has also delivered new medicines to market for diseases such as asthma, COPD, and PKU (a rare disorder that causes an amino acid called phenylalanine to build up in the body), in addition to leading R&D programs in anti-infective, cardiovascular, rheumatology, and urology disease areas.
Wilson has served on a variety of advisory committees and boards, which include Berkeley Executive Education and the Alliance for Regenerative Medicine, and currently teaches at San Francisco State University on lifecycle management in the pharmaceutical industry.
Wilson earned a BSc in chemistry from the University of Manchester before making his way to Haas, where he received his MBA in 2015.
At a time of life when many of his peers are well into retirement, Peter C. Fung is having “the time of his life” as a student in the Berkeley Haas Executive MBA Program.
But for Fung, 76, a retired neurologist and self-proclaimed lifelong learner, retirement was never an option. It’s the reason he wanted to earn an MBA and why he connected immediately to Students Always, one of the four Haas Defining Leadership Principles (DLP).
“Age is not important,” said Fung, EMBA 24, who sits on the El Camino Health District Board of Directors and for a decade led the hospital’s stroke program, which is named after him. “When we’re using our brains in thinking or learning new information, neuronal pathways from neuron to neuron are formed. This is the best anti-aging therapy. Just like an old car, you have to keep it running to keep it from rusting.”
Developing leadership skills
As a physician, Fung, an advocate for health, wellness, and disease prevention, has spent more than 35 years improving health care quality and access. Now, he’s running for an open seat on the Santa Clara Board of Supervisors, where he hopes to tap what he’s learned at Haas on the journey.
In the EMBA program, Fung said he’s developed leadership skills that he believes will help him stand out as a political candidate. He’s also gained new expertise in economics and data analysis—and a deeper understanding of organizational finance that he hopes to apply to overseeing the county’s budget and tackling the deficit.
He said he is impressed that his classmates—busy with careers and young families—are all committed to learning new skills, pivoting to new jobs, starting companies, and helping each other.
“The cohort has been treating me as one of their own,” he said. “I was terrible with the computer, especially with Excel, when I started the program. But I was finally able to master this very powerful tool. I actually did quite well on my finals. I have enjoyed the challenge. It was a thrill.”
Fung believes he brings something unique to the program. His classmates agree.
Abdus Sattar, EMBA 24, collaborated with Fung during a recent business policy immersion trip the cohort took to Washington D.C. Their paper on “Medicare Drug Price Negotiation, “offered me an opportunity to delve into crucial healthcare topics,” said Sattar, who holds a PhD in electrical engineering.
Saya Honda, EMBA 24, said that Fung “pushes us and encourages us to challenge ourselves.” She said Fung embodies all four of the Haas Defining Leadership Principles: He questions the status quo by being unafraid to ask questions; he shows confidence without attitude by using humor in public speaking; he’s a student always as the oldest person in the cohort and as someone who believes in the importance of education; and he’s questioning the status quo by running for county supervisor.
A passion for learning
Originally from China and having grown up in Hong Kong, Fung came to the United States to study at the University of Michigan Medical School, where he became board-certified in internal medicine and neurology and also earned a master’s degree in neurochemistry and neuropharmacology.
“His passion for learning is not only impressive but also infectious,” said Elizabeth Stanners, executive director of the Haas Executive MBA program.
When a professor recommended a PhD program, Fung’s wife, who missed living in Asia and warmer weather, balked. “She said, ‘We’re going to move to California.’ he said. “That pretty much was an ultimatum. So we came to San Jose, where I was the only neurologist in my area of the city.”
For Fung, 1996 proved a turning point in life after his mother had a devastating stroke that left her paralyzed on one side and unable to speak. Fung managed to consult with the chief of the stroke program at Stanford about a new drug called tPA, which his mother received. “The next day, she asked, ‘Why am I here?’ Her arm was no longer paralyzed, and she was speaking fluently,” Fung recalled.
Running for supervisor
After that experience, Fung decided to study strokes, immersing himself in articles and at conferences for a decade. Along the way, he became the first physician in the Bay Area to be board-certified in stroke neurology. “I thought I would work as a stroke and vascular neurologist for the rest of my life,” he said. “But then, I started thinking about what else I could do.”
Running for office was part of that plan, to expand his commitment to improving access to care for everyone. Earlier in his career, Fung served as co-director of the El Camino Health Chinese Health Initiative, to provide education and access to the Asian community. The initiative is now the largest nonprofit organization catering to Chinese patients in California.
In 2014, he ran for the El Camino Healthcare District, which manages the budget for the district’s hospitals. The Santa Clara Board of Supervisors is the next step, where his work would have impact on a larger population.
If elected, he said he’d tap into the DLPs to help with decision making in critical areas that are top of mind for constituents: crime, safety, healthcare, inflation, education, and housing. “After thorough research and analysis, I would delve deeply into the issues at hand, engaging with fellow political leaders to gain diverse perspectives, and to develop well-informed and practical solutions,” he said.
Meanwhile, Fung is looking forward to adding an MBA to a long list of accomplishments.
“If I’m the oldest student to graduate successfully from Haas, and I go on to make a meaningful life after graduation, that will be something to write about,” he said. “That’s my goal.”
The changes in the part-time and full-time MBA outcomes are largely due to drastic changes in the rankings factors.
The Berkeley Haas EWMBA Program, which includes our evening, weekend, and Flex cohorts for working professionals, regained the top spot after four years, thanks to its improved peer assessment and an increased emphasis on the significant work experience of Haas students. Chicago Booth dropped to #2 from #1.
The FTMBA programtied with Columbia and Duke for the #11 spot this year. Columbia and Haas previously tied for #8, while Duke ranked #12 in 2022. U.S. News increased the weight of placement success—compensation and employment within three months of graduation—to 50%, compared to 35% previously. The weighting of quality assessments, including the peer and employer polls, decreased to 25%, compared to 40% previously.
Haas reported significant increases in career outcomes for the FTMBA Class of 2022. Starting salaries were up more than $10,000 from the prior year, and 92.7% of graduates had started jobs three months after graduation. Amazon, Bain Consulting, and McKinsey & Co. were the top three hiring firms, followed closely by Adobe, BCG, Deloitte, and Google. While many Haas graduates benefit from stock options, which do not factor into U.S. News, and some take lower salaries initially to land the jobs of their choice, their lifetime career earnings are among the top three of all business schools, according to Payscale.
“The ROI of the Berkeley Haas MBA remains strong,“ said Jamie Breen, assistant dean of MBA Programs. “According to the Financial Times, our alumni reported earning the fifth highest salaries in the world three years after graduating.”
The Berkeley Haas MBA for Executives Program ranked #9 among EMBA programs, compared to #7 last year. This ranking continues to be based entirely on peer assessment by deans and full-time MBA directors.
In the U.S. News specialty rankings, based on peer assessment, the FTMBA ranked in the top 10 in the following areas:
#4 Real estate
#4 Nonprofit
#5 Entrepreneurship
#6 Business analytics
#8 Finance
#9 Management
#9 Marketing
#10 International
Overall, the five ranked Berkeley Haas degree programs appear in the top five in key rankings:
FTMBA: #4 among U.S. schools in the Financial Times
EWMBA: #1 among part-time MBA programs in U.S. News
MBA for Executives: #1 in the last published Economist EMBA ranking (2020)
Berkeley Haas Dean Ann Harrison, lauded for keeping the school’s six business programs ranked among the world’s best and significantly expanding the breadth and depth of the faculty, has been appointed to serve a second five-year term.
UC Berkeley Chancellor Carol Christ and Executive Vice Chancellor and Provost Benjamin Hermalin announced Harrison’s reappointment today. Her new term begins July 1, 2023.
“Please join us in congratulating Ann on her reappointment and her many accomplishments,” they said in a campus announcement. “With a focus on innovation and entrepreneurship, sustainability, and DEIJB (diversity, equity, inclusion, justice, and belonging), her bold and transformative vision for the future of Haas will continue to set it apart from other top business schools.”
Harrison said she is thrilled by the reappointment and the opportunity to continue supporting student learning and well-being, growing the faculty and providing them with the necessary resources to conduct groundbreaking research, teaming up with the superb staff, and strengthening the school’s finances and reputation.
“As a public university, our mission is to transform the lives of as many students as possible and lead the world with path-breaking research,” Harrison said. “I am so proud of our faculty strengths across so many different areas—from real estate and finance to strategy, economics, marketing, and management. Haas graduates are transforming business to tackle the world’s most pressing challenges.”
“I am so proud of our faculty strengths across so many different areas—from real estate and finance to strategy, economics, marketing, and management. Haas graduates are transforming business to tackle the world’s most pressing challenges.”
Advancing the mission
Harrison is the 15th dean of Haas and the second woman to lead the school. Her new book, “Globalization, Firms, and Workers” (World Scientific Books, 2022), collects her path-breaking work on globalization and international trade. She is now the world’s most highly cited scholar on foreign direct investment.
Harrison earned her BA from UC Berkeley in economics and history, and her PhD from Princeton University. She held previous professorships in UC Berkeley’s College of Agricultural and Resource Economics as well as at Columbia University and the Wharton School, where she was the William H. Wurster Professor of Management.
At Haas since January 2019, Harrison has advanced the school’s mission in a number of critical areas, including:
increasing the size of the faculty, which allowed for diversification and the creation of new faculty groups. Since she arrived in 2019, Harrison has led the hiring of 33 new professors; 52% are women and 52% are people of color.
creating the first Flex online MBA cohort at any top business school. Haas applied learnings from the pandemic, using new technology to make the MBA available to expanded groups of international students and working parents who require flexible schedules.
raising a record $200 million over the last four years, including a record $69 million last year. Under Harrison, Haas secured the largest single gift in the school’s history—$30 million from alumnus Ned Spieker, BS 66—to turn the undergraduate program into a four-year program.
committing to making Haas a more inclusive school by creating a more diverse Haas Advisory Board; employing extensive resources to diversify the student body; rethinking faculty and staff hiring; and incorporating anti-bias training for senior leaders, staff, and students.
Harrison said she will continue to work with her team to strengthen academics as well as the student experience at Haas. One important goal is to ensure that the school’s six degree programs remain the best in the world. In its 2023 b-school ranking, announced today, the Financial Times named the Berkeley Haas Full-time MBA Program #4 in the U.S. and #7 worldwide, a record high for the program. US News & World Report ranks both the highly-selective Haas Undergraduate Program and the Evening & Weekend MBA Program #2 in the U.S. The Master’s in Financial Engineering (MFE)Program is also ranked #2 globally.
In its 2023 b-school ranking, announced today, the Financial Times named the Full-time MBA Program #4 in the U.S. and #7 worldwide, a record-high for Haas.
Three priority areas
She also plans to continue work in her three priority areas: sustainability, DEIJB, and entrepreneurship.
“Business plays a critical role in mainstreaming everything from fighting climate change to creating more inclusive and equitable workplaces,” Harrison said. “Haas is preparing students to lead in those areas.” The school’s Accounting Group, for example, is assessing SEC proposals to increase financial disclosure requirements for climate risk, she said.
In sustainability, Harrison brought in Michele de Nevers, a top sustainability expert, from the World Bank, whose team has worked to combine the existing sustainability curriculum with new courses. By the end of 2023, all core courses at Haas will be on track to incorporate cases, topics, and assignments that will empower students to address climate change and other sustainability challenges through business. Haas is now set apart as the only school that offers depth and breadth across all of the key sustainability areas aligned with the UN Principles for Responsible Management Education: energy, food, real estate/built environment, corporate social responsibility, and impact finance.
In diversity and inclusion, Harrison oversaw the building of a team led by Chief DEI Officer Élida Bautista, which includes four full-time staff and a part-time diversity expert who is working with faculty on curriculum and teaching. This past spring, the school launched its first-ever core course on leading diverse teams.
Known for its strength in entrepreneurship and innovation, Haas will be breaking ground on a new entrepreneurship hub this spring. In partnership with UC Berkeley, which is the #1 public institution for startup founders (as reported by Pitchbook), the hub will bring together students from across campus to network and innovate. On the faculty side, Harrison oversaw the creation of the new Entrepreneurship and Innovation faculty group in 2020.
Cross-campus collaboration
Harrison, who has deep relationships with leaders across UC Berkeley, has also prioritized cross-campus collaboration, increasing the number of academic programs offered by Haas. She worked closely with the Berkeley School of Public Health and School of Law to bolster their joint programs and launched the Robinson Life Science, Business, and Entrepreneurship Program with the Department of Molecular and Cell Biology, the MBA/MEng degree with the College of Engineering, and the summer minor in sustainable business and policy with the Department of Agricultural and Resource Economics.
She is currently developing a concurrent degree program for a joint MBA and master’s degree in climate solutions with the Rausser College of Natural Resources.
Team: Matthew Parker (co-founder and CEO), Hamed Adibnatanzi (co-founder and head of legal), Noman Shaukat (co-founder), Marcus Rossi (COO), and Mandy Kroetsch (CMO), all EMBA 23.
When Mandy Kroetsch met Matthew Parker last year in the Berkeley Haas MBA for Executives Program, she was juggling classes while bidding on houses in southern California.
“I was getting up at 4 a.m. and checking listings,” said Kroetsch, EMBA 23. “I found houses that came on the market before my agent even told me.”
Kroetsch started questioning the value of her real estate agent. Meanwhile, her challenges confirmed for Parker, a veteran Seattle real estate broker, that she probably didn’t need one.
So Parker decided to solve the problem by partnering with EMBA classmates to create startup Alokee. The company, which functions as a virtual real estate agent, empowers California home buyers to bid directly on properties.
The site is designed for people who grew up banking, paying bills, and shopping for most everything online without an intermediary, Parker said.
“Increasingly, Gen Z and other digital natives are baffled by why they have to talk to a real estate broker when they find all of the listings and tour the properties themselves and want to just make an offer,” Parker said.
“Increasingly, Gen Z and other digital natives are baffled by why they have to talk to a real estate broker.” —Matt Parker
Ease of use, money back
Launched nine months ago, the Alokee website is live in California, featuring photos of homes that have sold in San Jose and San Diego. The company plans to expand soon, and has a waiting list to beta test the site with customers in Washington, Oregon, Arizona, and Nevada.
Alokee’s selling point is its ease of use: Create an account, provide proof of funds for a down payment, and then “make 12-to-15 decisions” on offer price, a closing date, loan payment schedule and amount, and other sales decisions. A buyer could potentially be in contract to buy a house in a matter of minutes, Parker said.
A second benefit is that the buyer receives a chunk of the agent’s fee in cash back after a sale. In San Francisco, for example, where the agent commission on a home sale averages $40,000, Alokee takes a set fee of $9,000 and returns $31,000 to the buyer. “We don’t want to chase down the big commissions,” Parker said. He added that the check comes at a perfect time, as buyers typically invest the most in their houses—additions like solar panels, window replacements, energy-efficient appliances, and insulation—at the time of purchase.
An EMBA team
Parker started Alokee with classmate Hamed Adibnatanzi, a legal affairs veteran. Adibnatanzi used his law expertise to make sure that the mass of paperwork required for any real estate deal on the site was simplified for a direct buyer and met federal, state, and local requirements.
Meanwhile, the team is still sorting out the website’s technical complexities. Noman Shaukat manages the code behind the offers that flow through the site. “It’s a technical challenge, not a legal one for us,” Parker said.
Parker also asked Marcus Rossi, a former commanding officer with the U.S. Marines, to be Alokee’s COO and invited Kroetsch, a chemical engineer by trade, to join as CMO. “I told him I’d love to help,” said Kroetsch, who worked with a branding agency to come up with the name Alokee, which combines the words Aloha and key (meaning the key to a house).
“We are working through the marketing plan right now, and I am happy to be a part of this team,” she said.
Learning to scale
This is Parker’s second startup. He came to Haas after starting national home improvement repair and renovation service ZingFix. At ZingFix, he realized that there are different skills required to manage a company as it scales across state lines. “A quickly-growing startup was a new business challenge for me,” he said. “The more people that joined, the more I realized that I would need an MBA to take care of our stakeholders.”
Deciding on Haas, he said the program has provided priceless support for what he’s trying to achieve, from mentorship to participating in the UC LAUNCH accelerator program and competition, in which Alokee was a finalist. “Once you get to the finals of LAUNCH you get introduced to top-tier mentors and a storytelling coach. These people understand what you are doing, and they pick apart your business model,” he said. Senior Lecturer Homa Bahrami spent time coaching the team, helping them to develop a hiring framework. “Everything she told us was correct,” Parker said. “She’s probably in the top 10 smartest people I’ve met in my life.”
He added that Distinguished Teaching Fellow Maura O’Neill’s New Venture Finance course also helped them navigate as the company works to land a seed round of funding.
While saving homebuyers money is a goal, Parker said the company will build more gender and racial equity into the home buying process by giving buyers direct bidding power. “Homes are how people stay in power and get in power,” he said. “We want to give all people the power to win in the real estate game.”
While tech employment remains strong, a wave of layoffs is shaking up the industry. According to the tracking site layoffs.fyi, about 137,000 people have lost their jobs since layoffs started ticking up in May.
To find out more about what is driving this shakeup, we spoke with Saikat Chaudhuri, faculty director of the Management, Entrepreneurship, & Technology (MET) Program and of the Berkeley Haas Entrepreneurship Hub. Chaudhuri, an expert on corporate growth and innovation, mergers and acquisitions, outsourcing, and technological disruption, says the upheaval offers the opportunity for a reset and a chance to pursue growth in emerging areas.
The economy and labor markets are going strong. So why are so many tech companies laying off workers?
Many people are confounding two different things. We should not mix up the events specific to the tech industry with all the other issues that are going on in the broader economy due to the challenges of macroeconomic shocks, like Russia’s war on Ukraine, the aftereffects of the pandemic including supply chain problems, and the general inflationary pressures. The technology industry is also affected by those events, but there are additionally more fundamental factors at play.
“I am not worried about the jobs coming back. What we are seeing are structural changes. The jobs will be shifting, and will grow in up-and-coming areas.”
What’s happening in the tech industry is really a natural shakeout after over a decade of phenomenal growth. It is not unlike when the dotcom bubble burst in 2001. The sector was overheated and it could not continue as it had. The same is true now, as many startup and unicorn valuations skyrocketed over the last years, especially because the pandemic accelerated the growth to record levels as the deployment of technology and digital transformation became necessary everywhere. On the bright side, it’s actually not all bad. While I recognize that layoffs are painful for many people right now, the industry as a whole needs this adjustment to bring us to a path of more sustainable economic growth in tech. Because what was happening, especially with hiring over the last few years, was just completely unrealistic.
How did we get here?
During the pandemic, we went more digital. People worked remotely and they could work from anywhere—Hawaii, the countryside, anywhere. Tech became a big factor as the economy shifted entirely online: online retail, online banking, online instruction, online meetings, online therapy. It brought significant disruption to all industries.
We need to keep in mind that the pandemic was a different kind of economic crisis. Usually in an economic crisis, everybody loses, but that didn’t happen here. Some industries actually gained significantly, especially most of the technology sectors. The growth rate that they experienced, whether hardware, software, e-commerce, healthcare apps, fintech, crypto—you name it—was completely unsustainable. Just take a look at tech hiring last year: Tech job postings hit their peak in March 2022 and have been declining sharply since. We hit the point where the trend reverses. It was going to happen, either now or a year or two from now. It coincides with what’s going on in the overall economy and world politics, leading to a perfect storm.
“Once that first domino falls, it is easy for others to follow.”
This situation also poses a great excuse for employers. They say: A recession is coming. I will have to let people go.” Once that first domino falls, it is easy for others to follow.
Are you saying there was an inflation of the workforce inside the tech industry?
Yes. The reason for this is very simple: You don’t get penalized for growing your workforce while the sector is growing so fast. Everybody knows it will have to stop at some point, but there’s no penalty for riding the wave.
In fact, there’s a loss for your firm if you don’t ride the growth. If you said, “We should be more prudent because some sort of adjustment is going to happen,” there’d be no gain and you’d be losing out on the potential benefits—profits, funding, talent. Because when the correction happens, you can simply lay people off by the thousands. Two years later, the same people who got laid off will come back to the industry (whether at the same kinds of firms or new areas that emerge), and the same VCs will invest. There are no consequences for these actions. That’s just the way of Silicon Valley and the tech world, as they go through cycles.
Is this correction just a tightening of the belt, or is the industry reorganizing itself to make room for a new wave of technologies that require new skills or a reallocation of resources?
There will be some reorganization happening, because some areas are growing faster than others. For example, Amazon decided that not all of its devices are doing so well. Companies have been carrying losses in some areas for a while. But it didn’t matter because there was so much growth overall, and they didn’t want to miss out on that wave. It is not unlike the dotcom bubble, where for instance network equipment companies were investing in an array of optical networking products that never properly worked, because regular routers and switches were minting money.
“A re-evaluation of talent needs will also play a role.”
Moreover, re-evaluation of talent needs will also play a role. I’ve been puzzled for a while about all the anxiety surrounding the shortage of software developers, and the salaries they were being offered in the mad scramble to secure such talent. So much basic programming work has become well-defined, codified, and routine that those skills can be learned at scale by a wider base of employees. If you think about it, thousands of software developers, even at companies like Microsoft and Google, are engaged to implement enhancements to products such as adjusting fonts or updating visuals or adding simple features—not product design or creation of new functionality. Those jobs don’t require computer science graduates, as IBM realized five years ago, when they began hiring non-college graduates with programming experience, at that time out of necessity.
In fact, there are tools now that can automate basic code writing, which are already being deployed. It won’t stop there, because we now also have algorithms which can do many sophisticated tasks; just look at Open AI’s ChatGPT, which is writing essays, poems, lecture notes, speeches, and other creative pieces at the click of a button!
Why now? Is there anything in particular that started this domino effect this year?
Now, with increased scrutiny from investors and others who look at a firm’s financial viability, this overstaffing approach is getting reined in. There have been excesses in view of rosy projections and seemingly limitless valuations. Now the bubble has popped, as it does in every tech cycle, and it’s been a great opportunity (and excuse) for firms to make adjustments, tighten their belts, and reduce their workforce.
Where do you see opportunities?
The next wave of growth will come from emerging sectors, like cleantech and green tech, new materials, breakthroughs in the life sciences, and novel products and services resulting from the maturation of general purpose technologies like AI. Just like the dotcom era was about the internet and all that it spawned—cloud services, big data, the internet of things, and other advances in information technology—there will be a wave of new technologies that will disrupt a lot of different sectors.
In many industries, the disruption has just begun and exciting new transformations are taking place that’ll unfold over the next decade—whether in education, healthcare, finance, automobiles, or aerospace, just to name a few. I am not worried about the jobs coming back. What we are seeing are structural changes. The jobs will be shifting, and will grow in up-and-coming areas.
“If I could give one piece of advice, it’s this: Don’t get sidetracked by group think and FOMO. To become a leader, you’ll need to be comfortable charting new paths and challenging conventional approaches.”
What does that mean for the students at Haas, and those considering an MBA?
For our own graduates, it would be healthy to see this as an opportunity. The most entrepreneurial people are the ones who look at these situations and say, “Change is good, and uncertainty has two sides. It’s what creates the opportunity for new things.”
Instead of defining your career in terms of a particular job at a particular company, you could think about which problem you want to solve. That is where you will find the opportunity to lead and to make a real impact.
It’s great to aspire to work your way up to an executive job at a large firm, and many of our graduates will do that and be very successful. Others will go against the grain. They will be the ones we hear about, because they actually change how Goldman Sachs works or McKinsey works or Google works for the next era. And of course there will be the entrepreneurs who will pursue startups that will redefine entire industries.
Take Stuart Bernstein, BS 86, former Goldman Sachs managing director and partner who shook up investment banking with his passion for clean energy and the environment. A true leader by definition changes things. That’s why we pay attention to them and learn from them.
A lot of our students come in wanting to make an impact early in their careers. What does it take to get there?
If I could give one piece of advice, it’s this: Don’t get sidetracked by group think and FOMO. To become a leader, you’ll need to be comfortable charting new paths and challenging conventional approaches. Leaders have confidence, without attitude—confidence in their vision and in their ability to make it happen, and the humility to learn and acknowledge challenges and risks.
The good news is, you don’t have to be born with it. An MBA program like Berkeley’s gives you the opportunity to develop that kind of confidence. You can train yourself to see the opportunity in ambiguity, embrace serendipity, and take intelligent risks.
Along the way you also learn key the business skills—finance, marketing, management, operations, and so forth—that you will need as a leader. All that will help you develop this vision for your path to make an impact, and the confidence and network to make it happen.
What opportunities are there at Haas and Berkeley to get ahead of the next wave?
As part of our strategic priorities, we are building a new entrepreneurship hub at Haas that will be a game changer for our students and students across Berkeley. It will draw people from all over the campus. The great thing about Berkeley is that it has so many top-rated departments, and we will be able to bring them to one place to talk to each other and collaborate. So many of our Haas signature programs are about this kind of cross-pollination. Take Cleantech to Market’s partnership with the Lawrence Berkeley National Lab, or the Berkeley Skydeck accelerator, or the dual degree programs we have with Public Health, Engineering, Law, and that we are developing with the Rausser College of Natural Resources.
The most pressing problems of global society today require interdisciplinary perspectives. The hub we are developing will not only allow diverse people to connect, but it will provide them with the space and resources to create community, build their ventures, and be discovered by investors. What is novel is that we will not only support those who have a good sense of the entrepreneurial path, but also those who simply would like to be exposed to what it’s all about—the “entrepre-curious,” as we call them. And anyone from around the university will be able to drop in to simply ask an expert for guidance on how to navigate the vast innovation and entrepreneurship ecosystem at Berkeley based on what they need.
“While the tech industry is doing a reset, it may be a great time for you to do a reset as well.”
What’s your big-picture advice?
Silicon Valley is our backyard. While the tech industry is doing a reset, it may be a great time for you to do a reset as well. Beef up your skills, develop your leadership potential, build your network, and embrace your inner entrepreneur.
C2M is a partnership between graduate students, startups, and industry professionals to help accelerate commercialization of cleantech solutions. Over 15 weeks, each C2M team spends nearly 1,000 hours assessing leading-edge technologies and investigating market opportunities.
Last week, teams presented their findings, followed by an audience Q&A. Dean Ann Harrison also took the stage, interviewed by Financial Times correspondent Dave Lee about the school’s work to put sustainability at the core of business education.
This year’s winners of the MetLife Climate Solutions Awards included:
Niron Magnetics: The team won $20,000 for working on powerful, low cost, and environmentally-sustainable permanent magnets to free electrification from dependence on rare earth elements. The team included Andrew Cahill, EWMBA 23, Ben Brokesh, JD 24, Campbell Scott, MBA 23, Yiannos Vakis, MBA 23, and Sepideh Karimiziarani, MS 22, Development Engineering.
GenH: The team won $10,000 for working on a rapidly deployable, fully modular hydropower system to electrify non-powered dams and canal heads to generate clean, stable, and cost-competitive renewable energy. Team members included Emily Robinson, EWMBA 23, Hon Leung “Curtis” Wong, MS 23, Development Engineering, Maelym Medina, MBA 23, and Santiago Recabarren, MBA 23.
Quino Energy: The team won $5,000 for working on scalable, non-flammable energy storage made possible by a proprietary zero-waste process that transforms coal and wood tar into designer flow-battery reactants. Team members included Dongwan Kim, MBA 23, Ingrid Xhafa, MS 23, Development Engineering, James Wang, MBA 23, Kennedy McCone, graduate student researcher, UC Berkeley College of Chemistry, and Noah Carson, EMBA 23.
The Quino Energy team also won the Hasler Cleantech to Market Award as audience favorite based on online polling throughout the day.
MetLife is a corporate sponsor of the C2M Program; The Financial Times served as an event partner.
This month Haas welcomed 76 new Berkeley Executive MBA students—a highly-accomplished cohort that includes a pediatric cardiologist, a Green Beret, and an Emmy-award winning animator.
The EMBA Class of 2024 gathered on campus July 15-17 for an orientation that included workshops focused on academics and career management, a “life hacks” panel session with continuing EMBA students, a scavenger hunt, and a happy hour with alumni.
“We are thrilled that you have selected Haas,” said Jamie Breen, assistant dean of MBA Programs, in her welcome address to students. “The people in this room are going to be your life-long friends. You are going to share personal ups and downs, professional ups and downs. You will hire each other. You will invest in each other. And all together, this will become an incredibly important part of your life.”
The class represents a diverse range of backgrounds, industries, job functions, and countries of origin. The new students have an average of 14 years of work experience in industries ranging from tech to retail to consulting. All together, they work at 74 different companies, including IBM, Google, Amazon, Chevron, Salesforce, Intel, Walmart, and Ford.
Forty-six percent live outside of the Bay Area, hailing from around the country and world—including Nevada, Arkansas, Utah, New Mexico, Georgia, Hawaii, and Ukraine. And more than 60% were born outside of the U.S., including Bangladesh, Ghana, Germany, Italy, Japan, Brazil, and the United Kingdom.
More than half of the new students hold at least one advanced degree, including eight PhDs, three MDs, and one JD. Their average age is 38, and women make up 41% of the class—a record for the EMBA program.
Students said they’ve returned to Haas for an MBA for many reasons: to change their career path, gain new skills, or move up in their existing jobs.
Los Angeles native Richard Golfin III, head of legal and chief compliance officer at Alameda Alliance for Health, said he had been deciding between Yale and Haas, but ultimately chose Haas for its rigor and its Defining Leadership Principles: Question the Status Quo, Confidence Without Attitude, Students Always, and Beyond Yourself.
Golfin, who’s also a board member of local nonprofit The Bread Project, said he’s always looking for ways to grow. “As a young executive, I want to continue to improve and build myself as a leader and getting an MBA will do just that,” he said.
Nina D’Amato, an associate chief information officer for Santa Clara County, said she was also drawn to the school’s distinctive culture and the people it attracts. “It’s all about finding the right fit,” D’Amato said. “I came to Haas because I wanted to surround myself with highly-intelligent and talented people who believe in and reflect those principles every day, just as I do.”
Rob Bajohr, a tech marketing executive, said getting an MBA would give him the quant and leadership skills that he needs to lead in the tech and automotive industries.
“I went to school for design and that has been good in many ways,” Bajohr said. “But I didn’t learn about financial accounting or macroeconomics. The Haas MBA will increase my credibility and bridge the gap between my marketing background and my aspirations.”
Graduates of the Berkeley Haas Executive MBA Class of 2022 were urged to have confidence in their degrees, to make a difference in the world, and to live life with no regrets during a joyous commencement last Saturday.
It was a celebratory moment for families and friends, too, many of whom–including tots–crossed the stage alongside graduates.
In her welcome address at UC Berkeley’s Hertz Hall, Dean Harrison congratulated the 64 graduates for making the decision to invest in themselves and persevering through one of the toughest MBA programs during a global pandemic.
“We do not give out capes today,” Harrison said. “But maybe we should because what you showed was nothing less than a heroic commitment to your families, to the future, to going beyond yourself.”
Harrison encouraged graduates to look to the Berkeley Haas Defining Leadership Principles as guide posts throughout their career and to stay connected to the school’s 40,000-strong alumni network, which she called one of “the greatest gifts of their degree.”
Commencement speaker Laura Adint, EMBA 14, praised the class for successfully completing the program amid a pandemic. “The EMBA program is always hard,” she said. “It’s demanding, it’s challenging, it’s frustrating, it’s consuming, and to do it all in the backdrop of the most global event happening in our lifetime. I say ‘well done and congratulations.’”
Adint, an operations and strategy executive, noted the many challenges faced by graduates in the last two years, including adjusting to remote instruction during fall semester and postponing a few immersion trips. But she urged graduates to not regret a single moment of their program as “regret gives you nothing in return” and that their experiences positioned them to make a difference in the world.
Chosen by her peers as the student speaker, Seo Yeon Yoon reflected on the strong support she received from the class when she made the tough decision to drop her American name and change it back to her Korean birth name.
“When I struggled, you made me believe that if I acted on bravery that resided in me, all will be well,” Yoon said. “You actively embraced my [Korean name]. You cheered me on…You amplified my voice.”
“The legacy that you’re leaving behind today is of resilience and love. Proving that you can take the risk, acting on that resilience by moving forward in spite of the fear of the unknown. Believing that if you work and be kind, that success is guaranteed.”
Valedictorian Will Tuhacek thanked his classmates for helping him receive the highest academic honor.
“I would not be here today if it weren’t for the 64 amazing EMBAs that we have,” Tuhacek said. “If I have seen further it is by standing on the shoulders of giants,” he added, quoting Sir Issac Newton.
Tuhacek reminded the class that they’re now in the privileged position to be changemakers in their companies, communities, and the world. “Chance favors the prepared mind. Have confidence in yourself and in your degree. You are prepared and you can do anything.”
Those honored at commencement included Distinguished Teaching Fellow Veselina Dinova receiving her second Cheit Award for Excellence in Teaching, and Jon Wong, EMBA 18, a former student of Dinova’s, who received the Outstanding Graduate Student Instructor Award.
Student Honors:
Valedictorian: Will Tuhacek
Question the Status Quo: Jeremy Johnson
Confidence without Attitude: Tomás Klausing
Students Always: Kunal Cholera and Seo Yeon Yoon
Beyond Yourself: Lokesh Mandava
Berkeley Leader Award: Lokesh Mandava and Martha Ivanovas
Laura Adint, EMBA 14, an operations and strategy executive has been chosen as the 2022 Berkeley Haas Executive MBA commencement speaker.
The ceremony will take place at UC Berkeley’s Hertz Hall on June 4, 2022.
Adint, valedictorian of the 2014 EMBA class of 68 graduates, has focused in recent years on developing strategies for scaling organizations. Passionate about leading high performing teams, she said she’s applying many of the lessons from her Berkeley Haas program classes and classmates. (Read Poets & Quants profile of Adint.)
Adint has held several executive leadership roles at prominent tech companies as vice president of sales operations & sales development at Drift; vice president of sales strategy and operations at Adaptive Insights, and vice president of sales operations at SugarCRM. She’s also held senior roles at Kelly OCG, Xilinx, Ford Motor Company, and Accenture.
She holds a B.A.S. in mathematics and economics with highest honors from the University of California, Davis. She also received the 2010 YWCA Silicon Valley Tribute to Women Award.
This month, as we celebrate Women’s History Month and prepare to mark International Women’s Day on March 8, we are called on to imagine a world where women across all intersectional identities have equal access to opportunities, income, safety, political representation, and choices.
Throughout our history, despite seemingly insurmountable barriers, women across the globe have strived and sacrificed to be seen for our capabilities, and fairly valued for our contributions. Women of all intersectional identities have organized and been a part of many movements to gain equal rights, and to advocate for reforms that impact everyone, including safe working conditions and labor practices, improved accessibility for people with disabilities, obtaining and protecting voting access, and other civil rights. However, women—here in the U.S. and around the world—continue to face epidemics of sexual and gender-based violence and harassment.
Yesterday, President Biden signed the Ending Forced Arbitration Act, a landmark piece of legislation spurred by the #MeToo movement, ending the use of hidden language in contracts that prevented employees from suing in the case of sexual assault or harassment. It is a victory, with so many more battles ahead.
March 24 is All Women’s Equal Pay Day, the day that marks how far into the new year women must work to be paid what men were paid the previous year. On average, women are paid 82 cents for every dollar men are paid. Disaggregating the data shows a deeper disparity.
Asian American women are paid 85 cents for every dollar white men earn, making March 9 their Equal Pay Day. For Black women, Equal Pay Day doesn’t come until August; for Native American women, it’s September. For Latinas, the date comes near the end of October, with their average pay being 57 cents for every dollar paid to white men. The disparities do not stop there.
Women with disabilities make 72 cents for every dollar paid to men with disabilities; but as a whole, people with disabilities make only 68 cents for each dollar earned by able bodied people. Mothers earn 75 cents for every dollar fathers make. There is not precise national data on equal pay for lesbian, bisexual, queer, or trans women, indicating our need to advocate to include all of our sisters in the data.
Important research insights uncovered by our faculty point to real-world solutions to pay inequity. In a recent op-ed in the Wall Street Journal, Professor Laura Kray and post-doc scholar Margaret Lee highlighted their findings that women are given smaller teams to manage on average than men, which contributes to the pay gap; Kray is working with Dean Harrison to dig into why the pay gap between men and women MBA graduates increases over time. Assistant Professor Solène Delecourt is studying inequities in business performance; three of her recent studies have pinpointed the factors that cause women-owned businesses to underperform men’s around the world, and how that can be fixed. Former Dean Laura Tyson was the co-author of a key UN report on women’s economic empowerment. Kellie McElhaney, founding director of the Center for Equity, Gender, and Leadership (EGAL) and EGAL Assistant Director Genevieve Smith co-authored a teaching case focused on the importance of pay transparency in closing the gap.
We know the progress toward equity took a giant step backwards during the pandemic. By the end of January, men in the U.S. had regained all of the jobs they had lost since February 2020. But 1.1 million women who left the labor force during the same time had yet to return, pointing to long-standing structural inequities (with caregiving responsibilities topping the list) that make it harder for women to return to work. Recognizing that women in heterosexual dual-career couples, with or without children, still do most of the household/care work, EGAL developed 7 evidence-based ‘plays’ to support dual career couples.
Burnout brought on by the pandemic has pushed many women to reevaluate and identify new approaches to career and personal life. That re-evaluation is the focus of this weekend’s “Re:set, Re:imagine, and Re:build,” the 26th annual Women in Leadership Conference at Haas. Conference organizers intentionally have integrated intersectional identities throughout the program. The conference will be held tomorrow, March 5, in Chou Hall’s Spieker Forum. You may register here.
We have incredible representation of women in senior leadership roles at Berkeley Haas, including our Dean, our chief operating officer, our chief financial officer and several assistant deans and program directors. Yet we have more work to do to achieve balanced gender representation among our faculty and students. Our senior leaders are working to continue to foster a climate of belonging, and strategizing on outreach, recruitment, and yield to increase representation of women among our faculty and students.
As we celebrate International Women’s Day and its theme #BreaktheBias, I treasure all of the accomplishments of women around the world and I am grateful to have benefitted from the progress achieved by those who came before me. I also realize that “la lucha sigue” (the struggle continues), as we say in my community. Women with multiple marginalized identities often have even longer, bumpier roads to travel.
We each have the responsibility to continue unlearning the gender bias we have absorbed throughout our lives and we must hold ourselves accountable at an individual level. We have the power to use our leadership to create structural changes at all levels. Collectively, working together, let’s #BreaktheBias.
Berkeley Haas welcomed 354 new students in the MBA for Executives and Evening & Weekend MBA programs for in-person orientation in July, the first time since the start of the pandemic.
These working professional students, along with Master of Financial Engineering (MFE) students who returned in June, are the first cohorts in 16 months to kick off the semester on campus.
Executive MBA (EMBA) Program
During orientation, held July 16-18 in Spieker Forum, a total of 71 EMBA students participated in bonding activities and workshops, including a scavenger hunt, a diversity and equity session led by Kellie McElhaney, executive director of the Center for Equity, Gender & Leadership, and a condensed version of a popular MBA class called The Science of Productivity and Performance, which focuses on strategies to yield high-performance at work and school.
Women make up 30% of the class and 17% have either served or are currently serving in the U.S. military. Members of the class represent 64 companies including Google, Facebook, Deloitte, Chevron, and Oracle and have an average of 13 years of work experience.
Emma Daftary, executive director of the 22-month EMBA program, praised students for choosing Haas and reassured them that they have what it takes to successfully complete the program.
“If you hear a little voice called imposter syndrome, tell it to be quiet because you belong here,” Daftary said. “You’re here with people who are going to push you to be your best selves and we’re here to support you every step of the way.”
Susan Petty, director of EMBA admissions, noted that this class was the most geographically diverse cohort in the program’s history. Sixty-five percent of students live outside of the Bay Area, including Hawaii, New Mexico, Washington, D.C., and Brazil, and about a third of the class were born outside of the United States, hailing from Ukraine, China, India, Japan, Uzbekistan, and Taiwan.
Why an MBA?
When Cassie Dickerson, EMBA 23, was applying to b-schools, a friend from her undergraduate days at Ohio State, Isaiah Samuel, EMBA 20, suggested she add Berkeley to her list. Dickerson attended a diversity event at Haas last fall and fell in love with the people and culture.
“Everyone I met exemplified Haas’ DLPs,” Dickerson said, a technology business strategist for GoHealth. “People showed up as their authentic selves and that deeply resonated with me.”
Naveena Gopinath, an IT database consultant at OptumServe, said it was her father’s entrepreneurial spirit that inspired her to pursue an MBA.
“My dad was an entrepreneur who owned many businesses, including a real estate and an exporting business in India,” said Gopinath, EMBA 23. “Seeing him pursue his passions pushed me to pursue mine.”
Gopinath had her choice of top business schools, but ultimately decided to attend Haas because of the people she met and the school’s Defining Leadership Principles (DLPs). She had worked in a mission-driven workplace before and wanted a similar MBA experience. Now that she’s at Haas, she can only imagine how the DLPs will transform her, she says.
Johnny Zaragoza, EMBA 23, was accepted to Haas last year, but decided to defer for a year to take care of his family during the pandemic.
Zaragoza, a controller at San Francisco-based management firm White Oak Global Advisors, said he chose Haas because he had a transformational experience during Block Zero. “The support you get from the program office, career management group (CMG), and your peers, is bar none.”
Evening & Weekend MBA Program (EWMBA)
Berkeley Haas’ newest EWMBA class also arrived on campus for WE Launch orientation July 23-26.
Collectively, the 283 students have an average of eight years of work experience and represent 213 leading global companies, including Google, Apple, Amazon, Facebook, LinkedIn, Uber, Microsoft, and Chevron. Women make up 40% of the class, a record high.
The class of 2024 is also geographically and internationally diverse. Forty-three percent were born outside the U.S. and speak 17 different languages. Almost a third of the class reside outside of the Bay Area, hailing from Colorado, Florida, Georgia, Massachusetts, New York, Japan, and Singapore.
During orientation, students participated in workshops focused on leadership communications, inclusive leadership, and case-study methods. They also heard from Career Management Group (CMG) staff and received an introduction to Teams@Haas, an academic program designed to build stronger team outcomes.
In his welcome speech, Prof. Don Moore, the associate dean of Academic Affairs, commended students for pursuing an MBA at a time when society is grappling with so many global challenges.
“There is no better place to be than a dynamic university like Berkeley that has always been on the forefront of scientific and social progress,” he said.
Moore added that Haas’ culture helps develop business leaders that the world could benefit from—leaders who question the status quo, who have confidence to create change but do it without attitude, who go beyond themselves by taking the long view in their decisions, and are students always.
“We have such a diverse and accomplished class this year,” said Jamie Breen, assistant dean of the MBA Programs for Working Professionals. “And it is so great to have our second year students on campus for the first time as well. These are the leaders that business and society need.”
Culture plays big role
After listening to the Haas podcasts, attending a diversity event last fall, and speaking with students and alumni, Dominic Williams, EWMBA 24, said he was “all in” and applied only to Haas.
“The school’s DLPs and its focus on inclusion resonated with me,” said Williams, a program manager for consumer goods at Google. “Now that I’m here, I feel compelled to share my perspective to advance the Haas community. I don’t think I would feel this way anywhere else.”
The school’s culture was also a big draw for Christy Tormey, EWMBA 24, who works as a lead strategic planning analyst at Chevron.
“Question the status quo deeply resonates with me. As a woman mechanical engineer who works in an oil refinery, I challenge the status quo every day,” she said. “I’ve worked hard to gain a seat at the table and even harder to keep that seat. I hope to encourage and inspire all women to do the same, no matter what field of study or industry.”
The full-time MBA rankings are based on data provided by participating U.S. schools and on polls of business school deans and directors of accredited MBA programs, as well as surveys of corporate recruiters and company contacts. The score is calculated from placement success and starting salary (35%), student selectivity (25%), a peer poll (25%), and the average of the last three years of recruiter polls (15%).
Part-time MBA rankings are based on data from participating schools and on polls of business school deans and directors of accredited part-time programs. The score is calculated from the peer polls (50%), student selectivity (27.5%), work experience (10%), and percent of MBA students who are enrolled part-time (12.5.).
The specialty and the executive MBA rankings are based entirely on polls of business school deans and directors of accredited MBA programs.
The EWMBA ranked #2 for the third year in a row. The Full-time MBA ranked #7 for 13 of the last 14 years. The Berkeley MBA for Executives ranked #7 for the last two years.
View the full report here. (log-in may be required).
A team of MBA students and alumni is organizing a new social impact challenge designed to give students a crash course in corporate social responsibility (CSR) in the tech industry.
Students interested in signing up for the three-hour challenge will receive an introduction to the history, theory, and practice of corporate social responsibility in tech, network with professionals in the field, and design a CSR program for one of the tech companies participating in the challenge.
Challenge organizers include Joseph Zhang, Shotaro Ishizuka, Nicole Austin-Thomas, all MBA 21; Neha Dutta, Melody Liao, Stu Fram, all MBA 22; Scott Blons, EWMBA 23; and Adam Rosenzweig, EMBA 19, a Haas lecturer teaching Introduction to the Case Method and Red Teaming in both the EMBA and Full-time MBA programs.
The challenge came about after club leaders from the Tech and Net Impact clubs–Michelle Poon, Priscilla Luu, and Joseph Zhang, all MBA 21–met with Adam Rosenzweig who spoke about his social impact work at Okta during a Haas career night.
After meeting for several weeks, the group decided to organize a social impact challenge that would focus on the intersection of tech and corporate social responsibility–two of Haas’ strengths.
“Every company is becoming a tech company,” said Rosenzweig. “And Haas students go on to lead companies that aspire to make the world a better place.”
Participants will explore the relationship between businesses and their communities and the ways in which business leaders can create positive social impact that’s aligned with their company’s core strategy.
Joseph Zhang said he hopes students will learn that CSR is a vital and growing career field and that it must be “ingrained within the DNA of an organization if the organization truly wants to be successful.”
Zhang, who previously worked for educational nonprofit iMentor, said the most meaningful corporate partners he worked with weren’t just “check-writers or one-time volunteers, but the companies that pulled resources from across the organization to impact their communities.”
Rosenzweig, a senior manager for product impact at Okta, will facilitate the event and serve as a guest judge. Other judges for the challenge include Cory Boatwright, EMBA 21, head of military and veteran programs at LinkedIn; Lisa Boyd, director of social impact at Lyft; Christina Louie Dyer, head of social impact at Lob; Nora Silver and Cristy Johnston Límon from the Center for Social Sector Leadership at Haas.
If the challenge is a success, Rosenzweig said he hopes it will demonstrate demand to pilot a credit-bearing elective course, adding to the broad list of course offerings dedicated to social impact and sustainability.
About 30 students have registered for the event, which is nearly at capacity, but current students can still register for the Social Impact in Tech Design Challenge here.
A sensor that can detect any type of gas leak and a chemical process that makes plastics biodegradable earned top prizes at the 11th annual Cleantech to Market Symposium. The event was held online for the first time on Dec. 4.
Cleantech to Market (C2M) is a 15-week accelerator course that invites graduate students, industry leaders, and researchers to come together to pitch cleantech innovations from existing startups, government sponsored programs, and incubators.
Seven student teams–including 39 MBA and UC Berkeley graduate students from law, engineering, and chemistry–pitched promising innovations aimed at addressing everything from climate change to pollution.
In her opening remarks, Dean Harrison called C2M “one of those stellar and uniquely Haas experiential programs that would be hard to imagine at any other university” given the school’s locale within the UC Berkeley campus and proximity to Silicon Valley.
“We’ve long recognized that when you bring minds together from across campus, you make magic,” she said.
C2M alum Stephanie Greene, MBA 12, a clean energy director at the Rocky Mountain Institute, and Janea Scott, vice chair of the California Energy Commision, also gave keynotes and spoke to the importance of developing and introducing cleantech innovations to battle climate change.
“Our students never cease to amaze me,” said Brian Steel, director of the C2M program. “In spite of the remote environment that we’re in, our students rose to the occasion and delivered top-notch presentations.”
Here are 2020’s C2M winning teams:
Fullmoon Sensors, a high-performing gas detector that can identify any type of gas leak, earned the first inaugural Hasler Cleantech to Market Award, named after former Berkeley Haas dean William Hasler. Team members included Steven Brisley, Kair Dusenov, Zuren Hsueh, Jeff Sharp, all MBA 21; and Gabe Lewis, EMBA 21.
Radical Plastics, a chemical process that makes plastics biodegradable, earned the People’s Choice Award. Team members included Harshita Mira Venkatesh, Greg Turk, Alex Russomagno, all MBA 21; Lance Barnard, EWMBA 21; Branden Leonhardt, PhD 22 (chemical engineering); and Chris Jackson, PhD 21 (chemistry).
The Berkeley Haas community thanks our student veterans for their contributions to the greater campus and, more importantly, to their country.
“As we are experiencing a year unlike any other, it is even more important to recognize what we are grateful for and to express our gratitude to those who have served and continue to serve on our behalf,” said Dean Ann Harrison.
This Veterans Day, we asked four student veterans what dealing with times of uncertainty has taught them. Students interviewed include:
Manuel (Alex) Lopez, EMBA 20, former U.S. Marine Corps Sergeant (E-5)
Samrawit (Sami) Tamyalew, FTMBA 22, former U.S. Army Field Artillery Officer/Operations Manager
Nick Clark, EWMBA 22, former U.S. Navy Submarine Officer
Keagan Akles, BS 20, former U.S. Air Force Technical Sergeant