The Latin American Magazine ÁmericaEconomía ranked Berkeley Haas #5 among global full-time MBA programs and #3 among U.S. peers. Haas ranked #6 globally and #3 among US schools in 2019.
The ÁmericaEconomía ranking focuses on the best business schools for Latin American students, based on data provided by participating business schools and a reader survey. Its weighting goes as follows: 22.5% multicultural experience and diversity, 15% networking for Latin American students, 25% school activities in Latin America, and 27.5% selectivity, and 10% innovation.
The full report, published June 12, is available in Spanish here.
Here@Haas is a student-run podcast that tells the stories of current MBA students.
Here@Haas podcast host, Paulina Lee, speaks with Akonkwa Mubagwa an engineer, entrepreneur, musician, and student of life. Akonkwa was raised in Zimbabwe, the U.S., and Belgium, and has studied and lived in Paris and Switzerland before becoming a full-time MBA student. He is a two-time entrepreneur with a passion for the advancement of technology in Africa. Together with Wing Tse, he founded Winko Solar which aims to provide affordable solar energy and internet connectivity to rural villages in West Africa and the DR Congo. Akonkwa is Jacobs Fellow, a Maxwell Fellow, and a Belgian American Exchange Foundation Fellow.
As protests erupted across the U.S. in response to the murders of George Floyd, Breonna Taylor, and Ahmaud Arbery, the MBA community at Berkeley Haas and beyond jumped into fundraising action.
Harshita Pilla, a Berkeley alumna and incoming first-year at Michigan’s Ross School of Business, emailed students in the Consortium — an organization whose mission is to increase representation of underrepresented minority students at top business schools–asking if anyone would be interested in fundraising for organizations supporting the Black community.
Within hours, Pilla formed a committee, which included Juliana Rivera and José Avellana, both MBA 21, along with MBA students from five other business schools, to raise $20,000 for Color of Change, an Oakland-based racial justice organization.
“Raising that kind of money in such a short amount of time is incredible,” said Pilla. Having met their initial goal, Pilla, Rivera, Avellana, and the rest of the fundraising committee, have decided to extend the campaign through the end of June, setting a new target goal of $100,000. So far, they’ve raised more than $50,000.
One motivation for launching MBA Students Care was to show “allyship through action,” Rivera said. “I firmly believe that rising tides raise all boats. It’s not a zero-sum game.”
They also said they were motivated because, as people of color, they empathize with the Black community and are aware of the long history of racial injustice against Black people in the U.S.
As a civil engineering student at Berkeley, Pilla said she remembers learning about government-sponsored practices like redlining and how it barred Black people from purchasing homes in primarily white suburban communities.
“Taking those classes at Berkeley shaped my viewpoint as an urban planner,” she said. “Not only do I think about how to build infrastructure on a large scale, but also how infrastructure is accessed.”
The MBA Students Care fundraiser is just one of many projects that the trio plans to do to tackle racial injustice, said Avellana. “We’re playing the long game. We want to strike while the iron is hot and build on what we started, whether that means doing subsequent fundraisers or creating spaces to educate people at our respective schools,” he said.
Rivera agreed. “To quote a line from the musical Hamilton, ‘This is not a moment, it’s the movement’ and as allies, it’s our responsibility to continue the conversation and bring it to any forum.”
In addition to the MBA Student Cares Fundraiser, Haas students have also created The Haas Clubs Solidarity Fund to support Black Lives Matter and racial equity organizations. The fund’s organizers hope to raise a total of $12,000 by June 19, or Juneteenth. To make a donation, visit here.
This grad photo just might best sum up the quirky humor of Joe Sutkowski, who was chosen as graduation speaker for the 2020 Full-time MBA class.
On this graduation celebration day, we asked Sutkowski a few questions about where he’s heading post-Haas and what he loved best about his MBA program.
What’s the hardest part about graduating online and do you like Zoom?
Not being able to hug all of my classmates, especially those who are going abroad.
I love Zoom. Students have gotten SO creative with their Zoom backgrounds. Shoutout to my classmate who photoshopped themselves as Elon (Musk’s) baby! My plan is to drink champagne and furiously text puns to friends. Also, the students have made graduation week amazing with Family Feud, Ted Talks, and Olympics, all of course done in Haas style. They have made this experience nothing short of beautiful.
Do you have a favorite memory from your time at Haas?
So many come to mind here: Fieri Fest, hiding inside a cooler at Haas Boats, Drageoke, tug-of-war, Haasemite, getting Thank Yous from my students from my teaching/advising appointments, having my mom and sister come visit, probably all the soccer shenanigans, and many more.
Your favorite professor or class?
Power and Politics. It’s an expert blend of cases, in-class discussions, lectures, and role-play scenarios served with a side of humor and authority by Haas’ own Cam Anderson. It challenged me to think hard about who I could become.
Where are you heading after graduation?
Google. I would love to travel a little bit before, but obviously that is super limited. I will most likely stay in California. The San Diego beaches may pull me down south though.
The Berkeley Haas Full-time MBA Class of 2020 has shown “real grit and resilience” with leaders who embody the Defining Leadership Principles, Dean Ann Harrison said today in a video made for grads.
“I want to thank you for staying engaged and for your positive spirit,” Harrison said. “Many of you went above and beyond. From student startups that quickly pivoted to provide much-needed supplies for COVID-19 to classmates who kept you sane with yoga and mindfulness classes or entertainment, baking, and movie tips.”
Student speaker Joe Sutkowski praised the”courage of Haasies” in his speech. (Read an interview with Sutkowski here)
“Over the past months of shelter in place I’ve witnessed an online community emerge that’s every bit as vibrant as the community I fell in love with many months ago,” he said. “I’ve seen the courage of Haasies donating their time to the less fortunate…I’ve seen resilience in our professors and our faculty. I’ve heard humor through Zoom and Slack channels.”
Individual Haas alumni then took turns congratulating the class, offering advice, and wished them well.
Full-time MBA award winners
Cheit Award for Excellence in Teaching: Kimberly MacPherson, who taught three courses this academic year. Unlocking Digital Innovation in Healthcare, Commercializing Biotech and Pharma, and Healthcare in the 21st Century.
GSI award: PhD student Livia Alfonsi, who was the GSI for Aaron Bodoh-Creed’s Microeconomics class.
Adam Burgess, MBA 20, was also named the best GSI in the EWMBA program.
Academic Achievement Award: Brian Shain, the MBA student with the highest GPA.
Defining Leadership Principles (DLP) award winners:
Question the Status Quo: Evan Wright
Confidence without Attitude: Celeste Fa’ai’uaso
Students Always: Nina Ho
Beyond Yourself: Benny Johnson
Berkeley Leaders: Molly Zeins & Ezgi Karaagac
Also celebrating this month were 11 Berkeley Haas PhD students who are slated to graduate this year. Nine of the PhD grads are heading to jobs in academia and two landed positions in industry both in the U.S. and abroad. Read more here.
In honor of Asian Pacific American Heritage Month, we’re featuring profiles and interviews with members of our Haas community.
Augustine Santillan, MBA/MEng 21, lived in the Midwest for most of his life. Though he identified as Filipino American growing up, Santillan hadn’t fully explored all of the richness and nuances of his Filipino heritage until he was an undergraduate at Northwestern. At Haas, he hopes to initiate more conversations about diversity and inclusion and encourage more Asian American students to enroll at Haas.
Tell me about your background and where you grew up?
I’m Filipino-American. I was born in Guam, but my parents are from Metro Manila, the capital of the Philippines. My family and I moved to the U.S. when I was two months old. My mom is a neurologist and my father is an IT specialist and so we moved wherever the jobs were. I like to say that I’m from the Midwest because I lived in Cleveland, Green Bay, and later the suburbs of Chicago when I was a college student. As I was growing up in the Midwest, though, I did have some trouble defining myself and my heritage. There weren’t a lot of people who looked like me and so I had to go on this journey of defining my own cultural identity on my own.
So how did you go about defining your cultural identity?
I think it was difficult for me to relate to my culture because I really didn’t feel like I could own it. I didn’t feel authentic at all, especially since I didn’t speak Tagalog. But that changed when I went to college. When I was a student at Northwestern, I joined a Filipino student group that was open to everyone, not just Filipinos and Filipino Americans. As a group, we reflected and talked about our identities, participated in race-focused workshops, performed traditional dances, and wrote skits about our cultural experiences. All of these experiences have helped me define my relationship to my culture, given me more of a nuanced appreciation for my cultural context, and an even stronger sense of pride and gratitude for my family.
Growing up, what were some of the ways you connected and explored your heritage?
I explored and celebrated my heritage through food and family gatherings. We’d cook some of our favorite dishes like pork Nilaga, a stew made with pork neckbones, and chicken adobo, chicken cooked in soy sauce, vinegar, and garlic. My family and I would also go on road trips to visit our extended family in Chicago, especially during the holidays. Karaoke is also a huge part of my heritage. My family and I love to sing. I’ll always remember hearing my parents and their friends sing songs from the Beatles and ABBA in the basement of my uncle’s house. I’m personally a big fan of Marvin Gaye and Tammi Terrell’s song “Ain’t No Mountain High Enough.” It’s a great duet for karaoke.
Why did you decide to go to business school and did your heritage play a role in your decision?
I think my upbringing and my love for travel were factors that led me to take on consulting, especially for airlines and hotels. I learned early on that change is the only constant and that there’s always going to be new challenges to tackle. So going to business school and looking at new career paths that address global issues through social impact work is another challenge for me–one that excites me. Soon, I’ll be working at Tesla where I’ll have the chance to combine my passion for transportation with sustainability and clean energy. I’ll be working on strategy for their charging infrastructure, which I’m excited about.
Another reason I wanted to go to business school was because I was excited about creating more representation. Sometimes I feel like people don’t think that they belong in these spaces [business school]. Oftentimes, you hear about Asian Americans being overrepresented on college campuses, especially at Berkeley, and that we don’t need to invest as much energy in recruiting them to come to business school. There’s so much richness and color under this bucket of Asian Americans and I’ve been pushing the community at Haas to think about that diversity. It’s not just Chinese and Korean Americans that are part of the community at Haas, but also Pakistani Americans and Filipino Americans, to name a couple. That being said, I want to be here to pave the path for other Asian Americans and show them that they belong here and that they can be successful.
Two years ago, Alex Severin, MBA 20, worked on a team that had been called on to build an innovation lab for a professional services firm operating in aviation and commercial energy markets.
With no corporate manual outlining an approach for building it, Severin, a management consultant, worked around the clock to help found Spark Labs. The lab, which now has 15 employees, helps clients tackle the “hairiest, cross-disciplinary challenges,” while teaching their employees and leaders about the “innovation mindset,”—which for many is hard to define, he said.
“Innovation is the most overused word in the English language,” he said. “You have all these large organizations saying, ‘This is the time we need to start investing in innovation,’ but nothing ever comes of it except giving Wall Street this impression that they’re investing. It amounts to little more than innovation theater.”
That experience hooked Severin on innovation, leading him to Haas, where he’s studying design thinking—a human-centered process for creative problem solving. Getting to the bottom of how to get the design thinking process right in companies is his mission and the subject of his new research, which will be presented at a Design Management Institute’s Academic Design Management Conference August 3-7.
To go deeper into innovation, Severin launched an independent study last year with another Haas design thinking expert, lecturer Vivek Rao, exploring how large organizations use both design-based innovation activities and labs. For the project, Severin conducted interviews, mostly by video, with 19 high-level innovation executives from 14 companies in sectors including energy, education, healthcare, consumer electronics, and professional services.
A commitment to deep, critical thinking
The study resulted in a research paper, which Severin wrote with Rao.
“I think it’s remarkable that a full-time MBA candidate like Alex is producing publishable research,” Rao said, noting that research is usually the domain of PhD students. “The rigorous curriculum and extracurricular demands at Haas often leave little time for scholarly research. That Alex was able to do this is evidence of his commitment to deep, critical thinking.”
That Alex was able to do this is evidence of his commitment to deep, critical thinking.
The innovation community is small, which helped Severin convince leaders of the importance and broad applicability of his research. “Once people knew that they would get a copy of this report, they were more than happy to speak candidly,” he said. “People were willing to talk in a way I haven’t experienced in other research projects. They understand that this is a very hard thing to do right, so that creates a willingness to chat.”
The deep interviews led to five best design thinking practices:
Set the right expectations through strategic pilot projects immediately following launch. “Quick wins help get people on board,” Severin said. Make sure that the pilot outcome is easy for everyone at the company to understand so you can say, “Hey, we piloted this and look at the change,’” he said.
Establish a shared set of metrics with the business units to build buy-in and quickly create trust.
Seek deep company experience in innovation team leaders; seek external perspectives in all other roles. Every successful innovation team had a person in charge with deep company experience, he said. “Trust is so important,” he said. “If you come in as a hotshot off the street there’s no trust that exists from the start.”
Don’t fall in love with your framework. The most successful design and innovation teams sell tangible outcomes, not branded frameworks. “The sad truth is that few really care about the intricacies of your framework,” he says. “All they care about is what it means for them, and what the expected outcomes are. Speak their language, don’t expect them to learn yours.”
Stand up separate centralized and embedded teams with distinct missions to fulfill the mandate of corporate innovation teams. “The most effective application of a centralized team is an ‘A Team’ attached to the meatiest, most complex opportunities,” Severin said. Conversely, embedding a few people within the organization’s different business units promotes more precise work, better relationships, and a straighter path to successful democratization of innovation, he said.
Note: Berkeley Haas News followed two of this year’s 25 teams participating inLAUNCH, an accelerator for UC startup founders that has helped create more than 200 companies since 2015. At last Friday’s Demo Day finals, 10 UC teams remotely pitched VCs and angel investors, competing for $70,000 in funding. Startup SuperPetFoods made the finals; BumpR did not.
María (Mar) del Mar Londoño, MBA 21 and CEO of SuperPetFoods, headed into last week’s LAUNCH Demo Day finals determined. After failing to place in the top three at last month’s Hult Prize Global Regional Competition in Bogotá and the 2020 Rabobank-MIT Food and Agribusiness Innovation Prize finals, she’d buffed up the startup’s presentation, polished answers to potential questions, and emerged ready to win.
Her team’s efforts paid off, as SuperPetFoods took second place (and was voted audience choice) at LAUNCH Demo Day May 1, netting $20,000 to move into the summer phase of developing her eco-friendly dehydrated pet food, made from black soldier fly larvae. Digiventures, a Berkeley Haas MBA led team that built a platform enabling Latin American customers to be evaluated for credit, took the top prize.
Missing from Demo Day, however, was BumpR, an undergraduate team aiming to produce an inexpensive Internet of Things (IoT) device that drivers mount on their cars to easily collect data over geographic areas. The startup, founded by Armaan Goel, Aishwarya (Ash) Mahesh, Shreya Shekhar, all M.E.T. 23 students, and Justin Quan, BS 23 (Electrical Engineering & Computer Science), didn’t make it to the finals, mainly because the team pivoted right before the semifinals and ran out of time to do the necessary customer interviews to vet their new idea.
BumpR will continue to work on the idea at UC Berkeley’s SkyDeck this fall, as a SkyDeck Hot Desk team. Rhonda Shrader, the executive director of the Berkeley Haas Entrepreneurship Program (BHEP), which sponsors LAUNCH, also helped the team apply for a $25,000 VentureWell grant to prototype and test their product. “The lessons we learned along the way under the guidance of all the LAUNCH faculty will stick with us whether it’s with this product idea or another,” Ash said.
“The lessons we learned along the way under the guidance of all the LAUNCH faculty will stick with us whether it’s with this product idea or another.”
We spoke to Mar, who founded the company with Thais Esteves, MBA 21, and Gina Myers, MS 20 (bioengineering), about LAUNCH and what’s next for SuperPetFoods.
What was the biggest challenge participating in LAUNCH during the coronavirus crisis?
There were many challenges. The first was managing the emotional stress that coronavirus brought to this— worrying about your family and evaluating your priorities. As a team leader my biggest challenge was being able to give my team the space they needed while seeing this project as something that could make them feel excited about the future. That’s a difficult balance. You want to give them their space but you also want people to be engaged.
Another challenge was the operational part. Literally, we had to start cooking the food in Washington state, where Gina is staying in her family’s cabin. All the people we contacted to do pet food trials are in Berkeley or the Bay Area.
So Gina is cooking the food you plan to send out for trials this summer?
Yes. Dogs are lucky to have a trained chef from the Culinary Institute of America cooking for them. At this point, Gina has everything she needs to start cooking: a recipe that offers complete nutrition that was formulated with a board-certified pet nutritionist, and the required machinery: a dehydrator and a bag sealer. Our target for the summer is to give 100 free samples to friends, family, and people who have shown interest through Facebook ads.
Depending on feedback we get from people, we’ll be able to go on to a bigger scale and go to local pet food stores. We are at a stage where we are literally testing how people feel about a pet food that is highly disruptive. It’s not only that it’s made of insects. It’s also dehydrated, so people need to add water, stir and serve. This format is more nutritious and tasty for dogs, so we have the hypothesis that pet parents will like it and prefer it to kibble. But that’s for us to test.
You plan is to eventually produce the food in your native Colombia. What’s the timeline this summer?
Producing in Colombia will give us a cost advantage and that is a crucial element of our operational model. However, we are focusing our efforts on two fronts this summer: testing product market fit and building the brand identity. First, we need to collect feedback on our product. All of our work so far was gathering consumer insights and understanding their sentiment around feeding their pets insects. Now we will get their feedback with an actual product. Second, we need to develop the brand identity and translate that into a website, package, and logo. We already conducted an A/B test that proved that the sustainability angle has more appeal than the nutritional one. Next step is to define which tone to convey around sustainability. We need to identify which is more effective: the loving, caring, tree-hugger kind of tone, or the more vigorous approach targeting changemakers who are empowered to make a change in the world.
What was most valuable about the LAUNCH experience?
Belonging to a cohort of collaborative teams. The collective brainstorming when you present progress and roadblocks, and having the other teams there. They help you think and you can identify elements from listening to them that might be useful for you—like what platform you’re using to set up your website. It’s a good place to get help. The second thing is you see how the teams are progressing and that allows you to have accountability for what you are doing.
Members of the winning team included Maryam Rezapoor, MBA 20, and Asif Mohammad, Cynthia Sobral, and Vera Xiao, all MBA 21. The Haas team, one of 25 teams representing 10 universities, won $5,000.
The Technology Club at Haas has held the tech-focused MBA case competition at the school since 2011. The challenge, which moved online between March 30-April 3, brings together MBA students from top programs around the country, providing an opportunity to solve real-world business challenges.
Teams this year were asked to write a three-page response to the question, “How should businesses or organizations think about resiliency, recovery, and hope in the face of unforeseen global crisis?” Teams could choose to write from the point of view of a CEO sharing thoughts with employees on how to brace for the next 12 months, or as a reporter working for a major news publisher “who will write an article read by millions.”
The Haas team opted to write from the perspective of a CEO, who emphasized the value of individual vulnerability and created a corporate culture of shared empathy to reassure employees during a major crisis.
We took the perspective of a CEO sharing his or her own story and brought that experience to a very personal level.
“We took the perspective of a CEO sharing his or her own story and brought that experience to a very personal level,” Mohammad said.
The team wanted to stress the notion of “experiencing grief both individually and collectively,” Sobral said. “We need to be honest about that. We need to consider how we find meaning in this crisis.”
The pitch also suggested encouraging employees to volunteer time to help a struggling small business and that the firm establish an impact investment fund and an accelerator to support startups. “We need to be preparing for the next crisis, so we sought to empower new companies for the future,” Rezapoor said.
Ultimately, the pitch encouraged employees to consider the bigger picture of helping a tech firm facilitate “more collaboration and innovation and to be able to think beyond themselves,” Xiao said.
After submitting their entries, teams participated in an April 3 round-table discussion with the judges—executives from cloud software company Nutanix, the competition sponsor, as well as Haas Lecturer Gregory La Blanc and Gauthier Vasseur, executive director of the Fisher Center for Business Analytics.
Even in the midst of a global crisis, participating in the Tech Challenge “gave me a sense of optimism,” Sobral said. “I shifted from thinking about the here and now to thinking about the future path for business and society.”
The eight teams in the event’s final round represented Haas, UC Berkeley’s School of Engineering, Carnegie Mellon, Columbia, Dartmouth, Northwestern, University of Chicago, University of Michigan, and University of Washington. Mary Yao, Corrine Marquardt, Dunja Panic and Brad Deal, all MBA 21, organized this year’s competition.
Berkeley Haas has launched the MBA Summer Internship Stimulus Fund, which will provide $5,000 stipends to students.
The stipends, which will help cover basic needs like rent and living expenses, will be awarded on a rolling basis to continuing MBA students who qualify. Full-time first-year MBA students, first and second year MBA/MPH students, and evening and weekend MBA students seeking internships may apply.
Students can apply once they’ve received a written job offer for a paid summer internship, so long as the salary offered is below market, said Abby Scott, Assistant Dean of Career Management & Corporate Partnerships.
“We know that some companies are experiencing significant financial constraints right now and supplementing student compensation through this stipend program will help impacted organizations access Berkeley MBA talent for the summer,” Scott said. “If a company cannot pay a typical summer salary, they can still hire a Berkeley MBA intern as long as they are contributing to student wages and meeting standards governed by employment law.”
All internships must be for MBA-level work and the internships must start by July 6 and run for at least six weeks.
Scott said she considers the fund “a stimulus package” that will benefit both students and employers.
“Ultimately we want all of our MBA students seeking internships to have a great experience and we believe this fund will help,” she said.
Click here for more information on the fund. The Haas Annual Fund for the Full-time MBA Program supports the Internship Stimulus Fund. To make a gift, click here.
The startup roundup series spotlights students and recent alumni who are starting a new business or enterprise.
Paz Co-founders: Dennis Hauser, MBA 20, Neal Sarin, University of Miami, BA 12
UC Berkeley undergraduate interns: Shomil Jain, full stack developer; Melanie Cooray, project manager; Sonal Kapoor, UX/UI Designer; Ryan Kwon, A&R/marketing intern
Long before the coronavirus outbreak, Neal Sarin and Dennis Hauser, MBA 20, saw a need to bring restorative music that helps people relax and rejuvenate to the masses.
Before coming to Haas, Hauser was an investment banker who moved from New York to California to pursue his passion for music and entrepreneurship.Sarin, a University of Miami graduate, is a music executive and record producer who noticed the lack of industry interest in restorative music.
The two friends, who met in high school, decided to work on their own solution, which led to the launch of Paz, a restorative music app aimed to relieve stress and provide meditative benefits for listeners.
Users can now download Paz on the Apple App Store and listen to an hour of mantra-inspired music for free, no sign-in necessary. Once the free-trial ends, users can sign up for a free or a $2.99 monthly subscription.
“When we first started Paz, we thought college students would be our primary audience,” Hauser siad. “But I think in today’s current situation, it’s something that everyone could benefit from to take their mind off the challenges that we’re facing at the moment.”
I think in today’s current situation, it’s something that everyone could benefit from to take their mind off the challenges that we’re facing at the moment.
As the A&R director for JioSaavn, a South-Asian music streaming service, Sarin said he noticed that music executives weren’t investing as much energy and capital into the restorative music compared to mainstream markets like pop or hip-hop.
“We’ve been conditioned to view music as a means of entertainment, but music is also really healing and can provide a lot of comfort to people,” he said.
Scientifically proven benefits
What distinguishes the music on Paz from other ambient or restorative music is that it’s scientifically tested to have meditative benefits, Sarin said.
Paz co-founders worked with Robert Knight, a UC Berkeley psychology and neuroscience professor, and commissioned a study with Nielsen Consumer Neuroscience to scientifically test their music’s ability to reduce stress. The study found that research participants experienced a significant decrease in reported stress levels, an increase in memory activation, and a decrease in attention processing after listening to 10 minutes of Paz music.
“A lot of apps and people can claim that their music is restorative or it has meditative benefits, but it was really important for us to ensure that our music really does,” Sarin said.
While Sarin oversees the music production and curation for the app, Hauser handles the finances. They are working with Grammy-award winning mixing engineers and independent composers to produce the music and a team of UC Berkeley undergrads to build and design the app.
“Berkeley was a key resource in bringing [Paz] to life,” Hauser said. “It’s one of the few places in the world where you have support to build and create a business and find like-minded people who want to contribute and bring a vision to life.”
Sarin and Hauser have self-funded and will soon begin to raise funds to grow the business.
“We’re at a nascent stage in terms of the restorative music market,” said Sarin. “We want to grow Paz and be a dominant force as a restorative app.”
Growing up, Jack Rolo, MBA 20, excelled at some things, like math and chess. He later went on to study physics in college. However, other things came less naturally, particularly reading and spelling.
After graduating from college, he was properly assessed and diagnosed with dyslexia.
“In hindsight, it was pretty obvious,” said Rolo. “However, at the time, the diagnosis was a ‘light-bulb’ moment. It made me look back on my life through a completely different lens.”
Once at Haas, Rolo teamed up with his roommate Joshua Curry, MBA 20, and Meryll Dindin, MEng 19, and co-founded Thrive Education, a telehealth startup that uses technology to improve evaluations for learning differences such as dyslexia, ADHD, and autism. Rolo said Thrive Education is his attempt to create the product he wishes he had asa child.
Increasing access to evaluations
In-person evaluations with psychologists are expensive and Thrive aims to cut costs, which run run as high as $10,000 with six-month waiting lists. Thrive Education partners with licensed psychologists and offers remote evaluations at a fraction of the price and wait time.
Early diagnosis is the key to enabling people with learning differences to fulfill their potential.
“Early diagnosis is the key to enabling people with learning differences to fulfill their potential,” said Rolo. “We’re increasing access to evaluations for those who have been ignored by the school system or priced out by independent psychologists.”
Thrive Education determines whether a student has a learning difference in three steps: a two-hour online assessment with a licensed psychologist, an interview with a psychologist and feedback on next steps and learning strategies, and an official diagnosis. That diagnosis can be used to request an Individualized Education Program (IEP), 504 Plan, or other reasonable accommodations in school or the workplace.
Technology is also a key element to Thrive Education’s business.
“We’re doing some really exciting stuff with data,” Curry said. “From increasing the accuracy and precision of diagnostics to better understanding learning interventions, our ambition is to revolutionize the scientific understanding of learning differences.”
Rolo and Curry credit entrepreneurship lecturers Kurt Beyer and Steve Blank for Thrive’s early success. Beyer’s Entrepreneurship class and Blank’s Lean LaunchPad class helped build their business model, they said.
“These courses enabled us to make crucial pivots early on, almost acting as a simulation before we settled on our product and business model,” Curry said.
Deepak Gupta, a managing partner at Blue Bear Ventures and a Haas career advisor, also provided advice throughout their journey, they said.
Though their startup is in its infancy, the team aims to change the education industry forever. Thrive Education plans to formally launch this summer.
The decision to buy a publicly listed clinical research company and take it private landed a team of MBA students first place in the inaugural Oxford Global Private Equity Challenge. The competition, which was supposed to be held at the University of Oxford Saïd Business School, took place remotely on March 26.
Team members: Swamit Mehta, Shawn Meyer, Luis Reina, all MBA 20, Austin Nalen, MBA/MPH 21.
The field: Ten teams from the world’s top business schools competed for a grand prize of $5,000. Finalists included Haas, University of Oxford’s Saïd Business School, University of Chicago’s Booth School of Business, London Business School, Cornell University’s Johnson School of Management, and INSEAD.
The challenge:Playing the role of a private equity firm, the team had to conduct market research and recommend a take-private buyout of a public company valued between one to four billion.
The plan: The team decided to do a take-private buyout of Medpace, a clinical research organization focused on small to medium-sized pharmaceutical companies. The team built a detailed financial model of Medpace, spoke to healthcare professionals to understand the business and industry dynamics, and created an investment strategy to successfully convert Medpace into a private company.
Secret sauce: “The Haas community was our secret sauce,” said Swamit Mehta, MBA 20. “The CRO (clinical research organization) segment of the healthcare industry is incredibly complicated and opaque,” he said. “Fortunately, we were able to rely on our healthcare-focused classmates for our research.”
The Haas factor: “Huge thanks to Lecturer Steve Etter. Steve went above and beyond in terms of helping us draft our investment presentation and provoking us to think about the gaps in our investment thesis,” Mehta said.
Note: Haas News is following two of this year’s teams participating inLAUNCH, an accelerator for University of California startup founders that has helped create more than 200 companies since 1999. The teams are gearing up for the Demo Day final on May 1, when they’ll pitch their ideas to VCs and angel investors and compete for $25,000 in funding. This year the teams face an extra challenge: launching a startup at a time when the world has been turned upside down by the coronavirus pandemic.
If there’s one thing this year’s LAUNCH teams have had to learn overnight, it’s the value of flexibility.
Leading the LAUNCH teams through all of the ongoing uncertainty is Rhonda Shrader, executive director of the Berkeley Haas Entrepreneurship Program, who quickly shifted LAUNCH online, where the teams met on Zoom last Wednesday to share updates at the last webinar before the semifinals.
Dispatch Goods, for one, detailed its pivot from a reusable food container business for restaurants to a zero-waste co-op called Project Clean that fills recycled plastic bottles with hand sanitizer made by San Francisco-based distillery Seven Stills.
Dispatch CEO Lindsey Hoell, MBA 21, said the team’s shift to provide free hand sanitizer to homeless shelters, nursing homes, and low-income communities, has proven “a big saving grace.” “This has given us a reason to keep moving after a horrible disruption to our business model,” she said. “Sometimes you just have to keep active, engaged, and on the mission, so you can weather the storm.”
SuperPetFoods and BumpR, teams Haas News has followed since the start of LAUNCH in March, shared their own COVID-19 challenges on the call as they continue on their startup journeys.
Sticking to the plan: Since their last meeting, the team—María (Mar) del Mar Londoño, MBA 21, Thais Esteves, MBA 21, and Gina Myers, MS 20 (bioengineering), who is also a chef—finalized their recipe for dehydrated pet food. The food is made from black soldier flies (Hermetia Illucens) and Mar plans to produce it in Colombia, where her family has a farm in the coffee-growing region (and she’s surrounded by more than 15 dogs). The black soldier fly is capable of converting food waste into high-quality protein and fat with incredible efficiency, with an undetectable carbon footprint, she said. Now, they are looking closely at how to cut the cost of production, which is high, and studying their potential profit margins by benchmarking against market competitors.
Eye-opening data: Mar, who represented the team on the webinar Wednesday, said COVID-19 dashed her plan to do many customer interviews in person. So she shifted online, surveying 300 people on Reddit. About 41% responded positively to the idea of using insects as pet food (73 percent were either positive or neutral). Mar also discovered that vegans are a possible niche market, as they were open to the idea of feeding insects to their pets.
Her initial fear that people would prefer dog food made in the U.S., sourced locally, instead of in Colombia, turned out to be unfounded, which was a relief. “I have the contacts there, the knowledge of how to run a business there and the manufacturing costs are way, way lower,” she said. From 11 interviews, the team discovered that they needed to do more to convince and educate pet owners of the safety and nutrition level of pet food made from insects.
Seed funding challenges: Mar applied for a grant from Arrow Capital, the student-run investment fund, but the fund recently announced it was shutting. “We’ll have to look for more alternatives,” she said. She’ll be soon competing as a finalist for the 2020 Rabobank-MIT Food and Agribusiness Innovation Prize, as well as in the LAUNCH final, which could net the startup $25,000. Mar asked Rhonda for advice about presenting the company to judges. She advised against a graphics-heavy presentation. “One trend I have hated over the past couple of years is “entrepreneur-tainment,” Rhonda said. “Images are not what LAUNCH is about.” Judges want to look under the hood, she said, so weave metrics into the company’s story and make sure to present a strong narrative.
Challenges for BumpR: Responding to new campus COVID-19 rules, the undergraduate founders of BumpR —Armaan Goel, Aishwarya (Ash) Mahesh, Shreya Shekhar, all M.E.T. 23 (Management, Entrepreneurship & Technology); and Justin Quan, BS 23 (Electrical Engineering & Computer Science), — scrambled to move out of their dorms. Their move came at the same time as LAUNCHathon, a part of LAUNCH when participants across campus volunteer their skills to help other teams fulfill one item on their wish list. At the same time, the team decided to shift their business model. “Powered by instant ramen, we completed the move out from our dorms as well as our pivot,” Justin said.
The pivot: BumpR started out building a cloud-based back end for targeted advertising displays. The team decided that an ad tech company wouldn’t work, so they abandoned the original mission and started building a Smart Cities plan to help governments collect data more efficiently. In recent days, Justin and Ash started reaching out to city and public safety officials to collect data. Justin interviewed officials in Saratoga and Los Gatos by phone, while Ash scheduled phone calls with city officials in L.A. county, where she lives. They found that cities often hire traffic engineers to collect data before building structures like parking garages and public transit stations, which is an expensive and tedious process, or they rely on published general traffic data, which isn’t always accurate nor specific to individual cities. Both saw a problem that team BumpR can solve.
Validating the idea: Justin, who had just finished a computer science midterm moments before, and Ash asked for feedback from their instructor Rhonda. Their new business model centers on producing an inexpensive Internet of Things (IoT) device, similar to a city-registered electronic carpool sticker, that rideshare drivers mount on their cars to easily collect data over geographic areas. Revenue would come from payments for access to
datasets. The team said the devices could be used by planning departments, law enforcement, and fire departments.
Sharpening the focus: Rhonda asked team members to better define the key benefits to customers. Does BumpR help cities save money? Does it save time or improve quality of life? The team needs to figure out how much that savings would need to be to make the offering a priority for cities, she said. She also told them to not overlook the social part of their offering: the idea of making people look good to their bosses. “Test that with them. Ask them: how would this change your life if you had more accurate data that costs less? Think about that as you go out to do interviews,” she said.
When Daniel Diaz, MBA 20, joined Kennemer Foods in the Philippines as a fellow last summer he wanted to streamline cash payment processes between cacao farmers and their buyers. Diaz pitched the idea of using digital wallets to access cash payments via cell phone, an idea that quickly faded.
“Many farmers had basic phones and telecom companies weren’t offering money transfer services via text,” said Diaz, a former fellow at Kennemer Foods, which provides agronomic assistance, including financing, access to export markets, and crop management, to smallholder farmers. “Plus, a lot of these areas either lack internet or have spotty internet, so digital wallets weren’t going to work.”
Instead, Diaz pitched prepaid debit cards as an alternative payment method, which the company is now considering.
Diaz was one of nine full-time MBA students who received stipends from the Haas Social Impact Fund (HSIF) to cover the cost of social impact internships for the summer. Each spring, the HSIF organizes a fundraiser asking classmates to donate a day’s pay that they’d receive from a corporate internship.
Last year, students raised nearly $25,000–the most money since the program launched in 2004–and awarded summer stipends ranging from $1,000 to $6,000 to cover travel expenses, salary, and living expenses.
A grant enabled Pang Sittakaradej, MBA 20, to spend her summer at Small Enterprise Assistance Fund (SEAF), a Washington, D.C.-based social impact investment firm serving small to medium-sized businesses in emerging countries. While there, she created a “gender-smart” manual for equity firms looking to invest in companies dedicated to promoting gender equity policies.
Sittakaradej, a native of Thailand, said she’s grateful for her classmates who donated to HSIF because it allowed her to explore the social sector, a career field that she wants to pursue after graduation.
“To them, making a donation may have been a small gesture, but to me it was a huge help,” she said.
Aanchal Kawatra, MBA 20, said the HSIF grant enabled her to work at Roco Films, bridging her passions for social impact work and media entertainment. Over the summer, Kawatra developed a communications strategy or “pitch kit” to help Roco Films raise money for social impact documentaries.
“Getting funding helped me believe in the students at Haas,” said Kawatra. “Haas actually cares about these [social impact] issues and students who care about these issues. They provide for the students who want to make an impact in this world.”
Fundraising for the HSIF is scheduled for April 20-24, but donations to the fund are accepted year-round here.
To apply for HSIF funding, submit an application by April 24 or contact Paula Fernandez-Baca, MBA 21, MBA Association’s vice president of community to learn more.
Aanchal Kawatra, MBA 20, worked at Roco Films last summer.
Responding to the spread of the coronavirus and changes to GMAT and GRE testing, Berkeley Haas has updated the deadlines and procedures for late-round MBA applications.
The following is a list of information from the Haas admissions offices, created to guide applicants through the process of applying to our programs. The information will be updated as the situation evolves.
Application review continues for fall 2020, and we are on schedule to receive Round 3 applications. Admissions interviews have been transitioned to virtual formats.
We are opening a new extended deadline of May 4th, 2020 to assist candidates who have been delayed in completing their application due to their inability to take the GMAT/GRE or difficulty in obtaining letters of recommendation, etc.
Our Round 3 deadline will remain on April 2, 2020 with decisions released on May 7th. Candidates submitting applications for the May 4th extended application deadline will receive decisions on June 4th, 2020.
Throughout this time, we are available to connect with you virtually:
Live Q&A Sessions: We will be hosting live online admissions question and answer sessions twice a day for the next few weeks. Sign up here.
Application review and processing continues on schedule for all application rounds. Round 2 applicants can still expect a decision on April 10. Round 3 applicants will receive their decisions as planned on June 5.
Round 4: A new application deadline of April 7th has been announced. Applicants are encouraged to complete and submit their application, and decisions will be sent on June 5. If you are unable to complete part of your application by the deadline due to COVID-19, please contact our admissions office at email@example.com or call us at 510-642-0292.
Throughout this time, we are available to connect with you virtually:
Accelerated Access, a new Berkeley Haas program, will give undergraduates the option of applying early for a spot in the full-time MBA program and deferring for two to five years to gain the required professional experience. The program is initially open only to UC Berkeley undergraduate and graduate students in their final year of study, with a plan to expand to students throughout the University of California system and then more broadly in the future.
Deadlines remain unchanged and are April 2 for Round 1 and June 11 for Round 2.
Standardized Tests: We acknowledge that many standardized test centers are closed. If you plan to apply in the first round and have completed all other application elements, you may still submit by April 2 and complete the exam at the earliest possible date in the future, but no later than May 21. You’re encouraged to register now while dates are still available. On the application, add a “0” as the score received. This will alert us to watch for your test scores to arrive. Also, please email us with your unofficial scores once you have completed the test. The unofficial score will be added to your application while we wait for your official score to arrive.
If you plan to apply in the second round, the timeline is unchanged and the standardized test must be completed on or before June 11.
Letters of Recommendation (LORs): The letters of recommendation provide valuable insight into your character and achievements and are an important part of our evaluation. Please encourage your recommenders to submit their LORs as close to the April 2 or June 11 deadline as possible. Although we will accept your application without the recommendations, a review of your candidacy will be delayed until both LORs have been received. It is your responsibility to follow-up with your recommender.
Throughout this time, we are available to connect with you virtually. We will continue to monitor and promptly respond to all emails sent to firstname.lastname@example.org.
When Lauren Grimanis ran a rural education organization in a remote community in Ghana with no running water or electricity, she turned to yoga and meditation to handle the stresses of daily life.
“While I had community around me, I still felt socially isolated,” said Grimanis, MBA 20, who founded the nonprofit Akaa Project in 2008. “I had to climb a hill into a tomato farm behind my house to get cell service so it was difficult to connect with friends and family.”
Grimanis had no idea that what she’d learned about the value of mindfulness in Africa might prove a handy tool for both helping herself and her tight-knit MBA class cope with the isolation and frustrations of social distancing under the COVID-19 outbreak. As head of the Haas Mindfulness Club, Grimanis not only exercises online with her MBA friends; she’s also put together a Google doc listing everything from free meditation apps to CorePower Yoga classes and shared the doc with both FTMBA classes.
“Last week people were feeling really frustrated and anxious, both understandable feelings. I wanted to help, so we jumped into action,” she said. “We really want to get people to think more positively and use mindfulness in their new daily routines.”
Cheering each other up
Under COVID-19 restrictions, student life has continued online. Joey Parker, MBA 21, organized a toast on Zoom at 9 pm on St. Patrick’s Day for all MBA students. Chris Lee, MBA 20, celebrated his recent 30th birthday online, surrounded by about 50 of his MBA friends. The new reality won’t replace the in-person courtyard lunches, cohort parties, or Tahoe weekends, students say, but they’re working hard to use tech to keep their communities together and stay focused on their work.
The same rings true for evening and weekend students. Terrell Baptiste, EWMBA 20, said his classmates are phoning each other and tapping into the class’ WhatsApp chat group to keep in touch. About 40 classmates are using the app to cheer each other up or initiate discussions about the pros and cons of a shelter-in-place order and whether a stimulus package would help stabilize the U.S. economy.
Haas undergraduates, too, are finding ways to stay virtually connected.
Shun Lei Sin, BS 20, uses Zoom and has joined a Slack channel called SF Entourage, a private virtual community, where she can participate in cooking competitions, play games online or start a book club with friends. Zaheer Ebtikar, BS 20, uses Slack, Instagram, and Twitter to connect with friends while he finishes the semester at home. Neha Dubey, BS 21, sends Google hangout links to classmates, inviting them to virtual lunches. She’s also tapping into Berkeley’s Student Environmental Resource Center (SERC) to stay in touch with friends.
“One of my friends is the community engagement associate for SERC and she’s hosting virtual study sessions every Tuesday and organizing baking classes and Netflix parties. It’s just another way to have that human interaction,” Dubey said.
Despite not being able to see her friends in person, Dubey said life under COVID-19 has brought her friends closer together.
“All of my friends have really bonded through this. We’re all making an effort to be a larger part of our everyday lives,” said Dubey. “It’s a lot less texting and a lot more calling.”
For some international students in countries where borders are shutting, the decision to stay on campus or go home, depending on border and visa situations, is difficult. Before Thais Esteves, MBA 21, returned home for the summer to Brazil this week her friends threw her one last impromptu party. The party, initiated by a handful of classmates who were playing an online board game together, started after they sent a few photos to WhatsApp with a link to the virtual celebration. A bunch more classmates joined in to celebrate Esteves’ birthday, and to say goodbye before she boarded the plane. They donned costumes, as they often do at MBA parties, including a polar bear, a viking hat, a unicorn, and a ship’s captain.
A sari, never worn
Many students are grappling with the possibility of a virtual commencement. Ije Durga, MBA 20, said she understands why commencement can’t be held in-person, but is hurt that she won’t be able to say goodbye to her friends. Durga, who worked in India before coming to Haas, is also disappointed that she won’t be wearing a special sari she’d picked out for the ceremony and ordered from India. “I was looking forward to putting that on and surprising everyone—an African woman in a sari,” she said. She said the friend who was going to bring it to her can’t even travel to the U.S. now. “The world has changed so much in just two weeks,” she added.
For many students, spring break meant canceling planned trips, and treks, and suddenly wondering what to do with all that time off. On Thursday, Ana Christina Alanis, MBA 21 and the class’ VP of social, was canceling a web of spring break flights to Colombia. She’d planned to visit Medellin and then scuba dive in Cartagena with a group of 12 students, including her roommate. She was looking forward to relaxing for nine days and a break from her job search. “Spring break starts tomorrow and I have absolutely nothing to do,” she said. The upside? She might teach an online cooking class to Haasies—and she might be able to reschedule her trip with her Colombian classmates, who couldn’t go with her this time.
Get your Zumba on!
After in-person classes stopped, the FTMBA Association and Alex D’Agostino and Annie Powers, both MBA 20, got together and worked on a spreadsheet of classes that could be taught by students for students. Lipika Grover, MBA 20, is one of the first to go for it. She taught her first Zumba class ever on Zoom on Thursday morning. Grover, who had taken many Bollywood classes and loves to dance, was live teaching by 10 am from her home in Houston, where she returned to be with her family.
“It will hopefully lift people’s moods and we’ll get some exercise—wherever we are,” said Grover. “Virtual is the best way to be together and to be strong now. We have to make the best of what we have and come together as a community.”
The Berkeley Haas Full-time MBA Program placed #7 and the Evening & Weekend Program ranked #2 again in the latest U.S. News and World Report ranking published today. The Berkeley MBA for Executives program ranked #7, the same as last year. The EMBA ranking is based entirely on a peer poll among deans and FTMBA directors.
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.).
Haas also ranked in the top ten of the following specialty rankings, based on a peer poll among deans and FTMBA directors:
#2 Real Estate
#9 Business Analytics
Last year, the FTMBA placed in a three-way tie for #6. It ranked #7 for 11 years prior to that.
Jason Li, BS 20, was at brunch with friends earlier this month chatting about the impact of the coronavirus when an idea popped into his head.
“I realized that the coronavirus was getting worse, and that people should be informed of the figures so that they can properly assess their risks,” said Li, a senior who is a double major in business and computer science. “But without data, they can’t do anything.”
That idea led Li and his team to work two straight days and nights toward the launch of LiveCoronaUpdates.org. The website aggregates data on coronavirus cases from the WHO, local governments, and major American news outlets. So far, the website has had more than 210,000 page views.
Li and his team, which includes code-savvy interns and engineers who work at his chat-and-payment startup, LoopChat—currently housed at Berkeley SkyDeck—update the figures every three to four hours.
Li, a budding entrepreneur, says he aims to provide accurate, easy-to-understand information about the virus, including the number of deaths, confirmed cases, people who have recovered and active cases in specific geographical areas. The goal is to get the data to the largest audience possible and to help calm anxiety with facts people can rely on as they navigate the new normal of their daily lives.
CoronApp Team races to develop mobile app
Li isn’t the only student on campus to jump into action on a coronavirus tracker. Anupam Tiwari and Anushka Purohit, both electrical engineering and computer science (EECS) majors and exchange students at UC Berkeley, started working on CoronApp together. The pair recently added first-year MBA students Akonkwa Mubagwa and Manuel Smith to their team.
The group connected at a recent coffee meetup for entrepreneurs in the Haas courtyard.
“The idea (for CoronApp) was great, but the form and user experience wasn’t there yet,” Mubagwa said of the design Tiwari showed him. “It was impressive that he set it up so fast, and we knew it would be useful.”
The students joined forces and later added coder Sahil Mehta, an EECS undergraduate; Ean Hall, MS 20 (mechanical engineering) who specializes in quantitative analysis; and Daniel Smith, a software developer. Sevith Rao and Andy Cheng, both medical doctors and first-year MBA students at Berkeley Haas, agreed to serve as CoronApp advisers.
CoronApp for mobile browsers, now available, allows users to click on red dots on a map to provide updates on virus cases. It integrates COVID-19 data from Johns Hopkins University, the Centers for Disease Control and the World Health Organization (WHO), and a Twitter feed provides the latest curated news.
Tiwari first tested CoronApp on his roommates, who rated it a seven out of 10. Their feedback helped him improve how fast the app loads—and to decide to add a Twitter feed and information on the right way to wash your hands and wear a face mask. The team had planned to offer the app for iPhones, but Apple is currently only accepting apps “from recognized entities such as government organizations, health-focused NGOs, companies deeply credentialed in health issues, and medical or educational institutions.”
Once they have perfected the app, the team believes it will become a scalable platform for crowdsourcing during future emergencies — from disease outbreaks to wildfires.
Mubagwa said that the way that the team came together to form CoronApp is a perfect example of why he came to Berkeley.
“Excellence across schools—engineering, business, and public health—allows for spontaneous cross-pollination,” he said. “We are all very different and from different backgrounds, but we are tied together by entrepreneurship. That’s what makes Berkeley so special.”
Li, who has been working to get word of his website across campus, said it’s rewarding to build a product that so many people find useful. “A lot of people have been emailing me saying how much they appreciate it,” he said. “I like building stuff that helps people. That’s what entrepreneurship is about: making a positive impact.”
This is the first in a series of articles we’ll be writing throughout the year to mark the 10th anniversary of the Haas Defining Leadership Principles by showcasing community members who embody our culture.
When Sean Li, EWMBA 20, asks Haas students to come on his podcast, there’s usually some hesitation.
“Many people tell me, ‘I don’t think that I’m that interesting,’” he said. “But trust me, everybody has a story.”
And he’s right. Tune into Li’s OneHaas podcast and you’ll hear from a U.S. kickboxing champ, a former Marine turned sommelier, and an entrepreneur who created caffeinated gum.
Produced by Li and Raymond Guan, EWMBA 22, OneHaas takes about 25 minutes to tell stories of current students to foster community among all MBAs on campus. Since launching in March 2018, Li has interviewed more than 50 students, and many people are listening. OneHaas has been downloaded more than 7,300 times in more than 50 countries.
With so many people tuning in, Li tries to interview a diverse mix of students from all degree programs and backgrounds. One interviewee, Dana Zhang, EWMBA 21, said the podcast has helped her to get to know fellow classmates.
“As evening and weekend students, we don’t have the luxury to spend as much time as we’d like on campus to get to know each other, so the OneHaas podcast has been a useful forum for me personally to get to hear from my classmates,” she said.
Not only are current students tuning into OneHaas, but so are prospective students, which is part of the reason why Li created it.
“I’ve had at least 20 prospective students reach out to me,” Li said. “They’ll write and say, ‘You know, this one episode that I heard really convinced me to come to Haas. Thank you.’ That really moved me.”
Creating the podcast wasn’t difficult for Li. He’d produced DIY videos for two automotive e-commerce businesses that he co-founded prior to coming to Haas.
Asking the right questions and convincing students to share their stories were the hard parts.
“In the beginning, it was like pulling teeth to get someone on,” he said. “But once I produced the first five episodes, people started to realize that I was serious and that the podcast sounded pretty professional.”
Now that OneHaas is gaining traction and helping to strengthen ties among students, Li is receiving more support from campus leaders.
This past fall, Li received $1,000 from the Evening & Weekend MBA Association, the student body government association, and a $5,000 grant from the Berkeley Haas Culture Fund for audio equipment.
Li will graduate this May, but he plans to support the continuation of the podcast long after he’s gone.
“I feel so privileged to have had this platform to interview all these amazing students and hear their stories. I hope more students will join the team and help carry the torch.”