Higher employment scores and starting salaries for the March 2021 graduates were key factors in this ranking.
Quantnet bases 55% of its ranking on employment outcomes, including employment rate at graduation (10%), employment rate three months after graduation (15%), average starting salary and sign-on bonus (20%), and an employer survey score (10%). Student selectivity accounts for 25% of the ranking, and a peer assessment score for 20% of the ranking.
Find a full report at Quantnet.com. In comparison, the Berkeley Haas MFE continues to rank #1 in TFE (The Financial Engineer) Times.
When Élida Bautista arrived at Berkeley Haas as director of diversity, equity, and inclusion in 2018, she found a community “ready to do the work and not just pay lip service” to diversity.
Since then, she’s worked alongside that community, building the school’s first five-year DEI strategic plan and creating a culture shift toward one of greater belonging—or, as she puts it, “a place where people can see themselves.” This week, Bautista—who came to Haas after spending 15 years developing programs focused on social justice, diversity, and inclusion for UCSF’s Department of Psychiatry—became the first woman and Chicana/Latina to be named chief DEI officer at Haas.
We spoke toher about her most pressing priorities, how the pandemic impacted her work, and the diversity-related initiatives she plans to work toward over the next five years.
What are you most proud of accomplishing during your interim DEI chief role at Haas in the past year?
One of the accomplishments I am most proud of is getting input from the community to implement our DEI strategic plan. Last year, the Diversity, Equity, and Inclusion (DEI) team started off with listening sessions across Haas.
We wanted to learn what teams were accomplishing, how they were integrating DEI in their work and to give people a space to feel heard. Those listening tours helped us refine and implement a Haas-wide DEI strategic plan and positioned us as thought partners in helping teams carry out their own DEI initiatives.
As we launched, it was important to be transparent with our community. We publicly shared the plan on our website, and shared regular updates about progress on our deliverables on our website, something that had not happened before. That was meaningful to our community because it allows everyone to get involved and to see our progress as well as any delays.
Beyond the DEI plan, what broad initiatives are you working on that dive deeper into DEI?
We are looking to continue creating a DEI culture shift at Haas. But we’re not just thinking about diversity as scholarships and increasing admissions and representation. That’s an important part of it, but we must simultaneously build a place where people can see themselves. We’re thinking about how we get more diverse folks in the door, but also about their experiences once they’re here in the classroom or the workplace.
We must…build a place where people can see themselves.
We are creating a sense of belonging through a variety of offerings, including co-curricular educational and professional development activities, as well as community social events.
We also need to invest in pathways toward making our faculty more diverse. One way we’re doing this is by creating a postdoctoral fellowship through a gift from Allan Holt, MBA 76. Postdocs offer the opportunity to bring scholars into the faculty pipeline who might not otherwise pursue a faculty career at a university where there is a very high level of research activity. We also set aside part of the funds to integrate DEI into the curriculum.
What are your most pressing goals in the new role?
As a chief diversity officer who sits on the management team, my pressing goals are focused on partnering with our associate deans of academic affairs to increase diversity in faculty hiring, support retention and promotion efforts for our underrepresented faculty, and support DEI curricular offerings. At a strategic level, my goal is to support our dean and our senior managers in effectively addressing diversity, equity, inclusion and belonging-related challenges, and collectively continuing to make progress on our strategic plan. Additionally, I will be involved in providing feedback to the chairs of the search committees about the diversity of our faculty candidates. Over time, our postdoctoral fellowship will be an additional source for increasing the diversity of the faculty pool.
How has COVID impacted your job during the pandemic?
COVID magnified a lot of existing disparities and social injustices—everything from who had to keep going to work in-person to who had access to health insurance to treat COVID if they got sick. We also saw a rise in visibility of violence targeting some communities. This increased the sense of vulnerability that needed to be integrated into our team’s offerings and approach.
Initially during the pandemic, a lot of our work was about holding space for community members to reflect, as well as offering managers tips to understand how to support staff who might be having a different experience during this time. We asked: How do we extend empathy at a time when everybody is feeling overwhelmed and stretched?
How does it feel to be back on campus?
Now that we’re back on campus, there’s a renewed sense of connection that we all need. Being back allows people to engage in a more authentic way with each other, which makes my work a little bit easier when we’re talking about learning across differences. Being online made these connections more challenging. For example, if everyone is off camera and one person is talking and nobody’s clapping or smiling or affirming, it’s unclear if your message has resonated with anyone.
What would be a major achievement for Haas in the next five years in DEI?
I think we’re well on our way, but a major achievement would be to make Haas the leader among business schools in reputation regarding diversity, equity, inclusion, and belonging, based on our robust offerings, the skills our students gain while at Haas, and the type of leaders we produce.
Another major achievement would be to make meaningful gains in the representation of women among our students across degree programs and among our faculty, including more women of color, LGBTQIA+ women, women veterans, and women with disabilities.
Also, as UC Berkeley continues to advance toward becoming a federally designated Hispanic Serving Institution (HSI) by 2027, a major achievement would be to align Haas with the recommendations of the HSI task force and position ourselves to serve the needs of Latinx/Chicanx and underrepresented communities on campus.
Berkeley Haas welcomed more than 750 new students in the full-time MBA, undergraduate, and PhD programs to campus over the past week, kicking off the start of fall semester with a flurry of online and in-person events.
The new students, among the first to return to class in person since the COVID-19 pandemic, join the evening & weekend and executive MBA students who arrived earlier this summer.
Full-time MBA Program
A total of 291 new full-time MBA students in the Class of 2023 arrived for Week Zero, five days of sessions on topics including academic life at Haas; diversity, equity, and inclusion, and career planning. Second-year MBA students Vaibhav Anand, Jose Philip and Jessica Hwang served as Week Zero co-chairs.
Dean Ann Harrison welcomed the class at Andersen Auditorium during Monday’s kickoff. “Getting here is not easy,” said Harrison, who earned a bachelor’s degree from UC Berkeley with a double major in economics and history and served as a professor in the Department of Agricultural and Resource Economics from 2001 to 2011. “You’ve selected the right school and you really belong here.”
Harrison said the MBA program would challenge students both academically and personally. “We know that every single one of you has what it takes to succeed in this program,” she said, noting that the smaller program gives students the opportunity to get to know each other.
Peter Johnson, assistant dean of the full-time MBA program and admissions, discussed the meaning of resilience, quoting Huffington Post founder Ariana Huffington, who described resilience as the ability to not only bounce back, but bounce forward.
“The fact that you are sitting here today shows that you have the capacity to bounce forward, and it’s a critical skill that’s going to enable you to be strong leaders now and in the future,” he said.
Throughout the week, students met with cohort members, joined “ask me anything” sessions with professors, took a sunset cruise, and performed community service at the supportive housing community Alameda Point Collaborative and its social enterprise, Ploughshares Nursery.
During orientation breaks, they gathered in the courtyard.
“It’s so nice to see everyone here,” said Anhelo Benavides, MBA 23, who grew up in Mexico and worked as a management consultant at Kearney in Dubai before coming to Haas. Highlights of orientation for her included meeting her cohort and hearing from Bree Jenkins, MBA 19, a leadership development associate at Pixar, who spoke to students about making their “house” at Haas into a true home.
Benavides added that she loved the heartwarming welcome video from Haas alumni around the world, who greeted the students with a “Welcome to Haas” cheer. “This video brought joyful tears to my eyes,” she wrote on her Linkedin page.
A diverse group
The new MBA class is a diverse group composed of 38% women and 37% international students. About half the class are U.S. minorities, with 23% of the students identifying as underrepresented minorities (Black, Latinx, and Native American). Sixteen percent of the students are first in their families to attend college, and 14% of the class identifies at LGBTQ+.
The class is academically exceptional, with average GMAT scores of 726 and average GPAs of 3.67.
With an average of 5.4 years of work experience—about 19% of the students are from the consulting industry; 16% are from banking/financial services; 12% are from high tech; 7% are from nonprofits; and 7% are from healthcare/pharma/biotech.
Tomoe Wang, who joins the MBA program from Australia, said she’s planning a career pivot at Haas, so she found the Career Management Group’s orientation panel useful. Organized by MBA Career & Leadership Coach Julia Rosoff, the panel was led by second-year MBA students Caroline Shu, Shane Wilkinson, Lisa Chen, Rachel Stinebaugh, and Kayla Razavi.
“I had no idea what to expect with the hiring process, so it was good to have panelists walk you through it,” Wang said.
Thirty-nine students are enrolled in dual degree programs in public health, engineering, and law, including 19 MBA/MPH students, 18 MBA/MEng students, and two MBA/JD students.
John Thompson, MBA/MEng 23, of Shrewsbury, Mass, said he’ll be taking his first engineering courses at UC Berkeley, alongside his business courses. Thompson said he’s looking forward to joining the Food@Haas club, and is interested in exploring the intersection of agriculture and technology as a dual MBA/engineering major. “It’s an area ripe for innovation and growth,” he said.
Dean Ann Harrison and Erika Walker, assistant dean of the Undergraduate Program, gave a warm welcome yesterday on Zoom to the 457 new undergraduate students. The group includes 245 continuing UC Berkeley juniors and 101 transfer students.
Continuing students hold an average GPA of 3.79, and the transfer students’ GPA averages 3.91. The class was accepted from a total of 3,304 applicants.
Orientation sessions on Zoom included a lecture by Distinguished Teaching Fellow Janet Brady, who discussed tools students need to be successful academically; an intro to career resources by Karen Lin, assistant director of career counseling; and an overview of the fall schedule.
Cohort events were held today in the Haas courtyard, including a team-building activity and a networking mixer.
The 2021 PhD cohort includes 12 students—seven women and five men. This year’s class includes two students in Accounting; three in Business and Public Policy; two in Finance; three in Marketing—one in Marketing Science and two in Behavioral Marketing; one in Management of Organizations (micro) and one in Management of Organizations student (macro).
The new students are from the U.S., India, France, China, South Korea, Taiwan, and Canada.
The Berkeley Haas PhD program is a five-year, full-time, in-residence program, leading to a PhD in Business Administration. There are a total of 69 students in the program.
Berkeley, Calif. — UC Berkeley’s Haas School of Business announced a new flexible online option for its top-ranked, part-time Evening & Weekend MBA Program. The new Flex option offers the same curriculum and faculty and the same Berkeley Haas MBA degree in a highly customized and flexible online and on-campus format.
Students enrolled in the Flex option will take their core MBA courses online. After completing their first three semesters of the core curriculum, students can take their elective courses either in person on the Berkeley Haas campus or online.
Applications for the Flex option will open on August 17 through the Evening & Weekend MBA Program (EWMBA). The first group of about 60 Flex students will enroll in July of 2022.
The Flex option will be part of the Berkeley Haas Evening & Weekend MBA Program, which is ranked #2 among part-time MBA programs by U.S. News. The program typically takes three years to complete, with some students completing their degree in just 2.5 years.
“Students in the Flex cohort can get a top-ranked Berkeley Haas MBA from anywhere, without the commute to campus every week,” said Dean Ann E. Harrison. “They will have flexibility in how they complete their MBA program. Yet they can also enjoy the in-person and campus experience, giving them the ability to access the extracurricular experiences Berkeley and Haas have to offer.”
The Flex option is designed for high-achieving and ambitious professionals with five or more years of professional work experience who seek additional skills to advance in their careers or to change jobs. They will join a network of 41,000 Haas alumni around the world.
In the Flex option, 40% to 60% of the online core courses will be delivered synchronously to create a robust, cohort-based learning experience. The significant percentage of synchronous content ensures that Flex students have the same opportunity for discussion and feedback as students in on-campus courses. Students will be assigned to study teams that are carefully selected for diverse skills and backgrounds, ensuring that students learn as much from each other as they do in the classroom.
Given the importance of community in our EWMBA program, the Flex option also includes five in-person events:
WE Launch, the required orientation over a long weekend (Friday through Sunday) in late July on the Berkeley Haas campus.
Leadership Communication, a required course taught on the Berkeley Haas campus as a weekend immersion (Friday through Sunday) in the second half of the second semester.
RE Launch, an optional weekend immersion on the Berkeley Haas campus in October of the third semester.
Business Communications in Diverse Environments, a required weekend immersion (Friday through Sunday), taught typically at a resort site in Napa Valley on the Martin Luther King Jr. holiday weekend in January of the fourth semester.
WE Lead, an optional weekend celebration and reflection on the MBA experience held in May of the graduation year.
“In this fast-changing environment, our MBA experience provides professionals not only with a rigorous management education but also with an understanding of how innovation, inclusion, and sustainability will shape the future of business,” said Dean Harrison. “Our innovative courses will help prepare our students for what’s next, addressing a wide range of workplace challenges—from questioning the ethics of artificial intelligence to recognizing how unconscious bias impacts management decisions.”
In 2022, Haas will celebrate the 50th anniversary of its part-time MBA program. “We think the creation of this new Flex cohort reflects our commitment to innovation and UC Berkeley’s mission,” said Jamie Breen, Assistant Dean, MBA Programs for Working Professionals, who oversees the new Flex option.
As the second-oldest business school in the United States, Berkeley Haas has been questioning the status quo since its founding in 1898. It provides research, thought leadership, and talent development to lead the way to a more inclusive and sustainable future.
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.”
After a year of delays due to the COVID-19 pandemic, the summer Olympics are here—and four Haasies are in Tokyo to compete in golf, swimming, and water polo.
The Games of the XXXII Olympiad are scheduled from from July 23 to Aug. 8, 2021. The group of competing Haas athletes includes:
Collin Morikawa, BS 19, joins Justin Thomas, Xander Schauffele and Bryson DeChambeau on the men’s U.S. golf team.
The U.S. will have have more golfers represented than any other nation during this year’s Games, according to Golf magazine. Pro-golfer Morikawa won the 2020 PGA Championship in his first-ever attempt last year.
When he enrolled at UC Berkeley, Morikawa had a single-minded focus to learn how he could succeed as a professional golfer, treating the endeavor as much as a job as a sport. “If you look at big professional athletes, they’re running their own business, which is their name and their brand,” he told Berkeley Haas Magazine. “I wanted to invest in my future and learn as much as I could so when I turned pro I would be ready for the outside world.”
In 2016, Murphy won gold in both the 200m and 100m backstroke, and swam to victory in the 400m relay medley with Olympic legend Michael Phelps, Cal alum Nathan Adrian, and Cody Miller. “I honestly didn’t think I’d win the 200m backstroke, but that’s the event I really trained for,” he told Berkeley Haas News at the time. “The 100m back comes a little more naturally to me, so the 200 is the one I have to really work for. It’s the one that meant a lot because I know what’s gone on behind that whole race and what I did in coming up with the best strategy to win it.” This year, he’s serving as an Olympic team captain for USA swimming.
Johnny Hooper, BS 19, a 6’2″ attacker, qualified for Tokyo as a member of the Men’s Senior National Team, USA Water Polo. Hooper is Cal’s #2 all-time leading scorer with 245 goals, and he helped lead the squad to the 2016 NCAA Championship. The team trained remotely during the pandemic, and Hooper, along with many of his teammates, spent part of the last year playing professionally in Europe.
Alicia Wilson, BS 22, qualified for a spot on Great Britain’s swim team to compete in the 200-meter individual medley, a technically challenging race involving equal parts backstroke, butterfly, breaststroke, and freestyle. Wilson, a rising senior from England, had an incredible 2021 season, capturing the 2021 Pac-12 crown in the 200-yard individual medley.
Wilson said her inspiration started in 2012 when the London Olympic games “were literally on my front doorstep.” Read an interview with Wilson here.
Commencement speaker Soyeon Yi, MBA 14, South Korea’s first astronaut, congratulated the Berkeley Haas Full-time and Evening & Weekend classes last Friday for making it to the finish line, sharing her own challenge in space that almost took her life.
Yi, who survived a near-fatal landing in 2008 after her spacecraft flipped upside down upon reentry to earth, urged the students to learn from their experiences during the pandemic.
“Like my landing, you’re passing one big challenge now,” Yi said. “There will be many more challenges ahead of you, even if we face the most unluckiest situation again. The most important thing we should do is ask how we can go through it and what we can learn from it.”
A total of 276 Berkeley Haas Full-time MBA students and 167 Evening & Weekend MBA students graduated last Friday with virtual ceremonies that included congratulatory videos from Dean Ann Harrison, student speakers, and alumni. (Watch the FTMBA video hereand the EWMBA video here.)
Harrison praised the graduates for their academic achievements, along with their empathy, and leadership. The students not only continued to pour energy into clubs and conferences held online during the pandemic, but also called attention to racial injustices and helped small businesses stay afloat through many volunteer efforts, she said.
“This required more thought, more ingenuity, more dedication than in any prior year,” Harrison said. ”But you persevered and you became stronger leaders for it.”
‘This is our unique story’
Peter Johnson, assistant dean of the Full-time MBA program, commended the class for its accomplishments inside and outside of the classroom.
“I’m honored to play a role in celebrating everyone’s success today, including the family and friends of these graduates,” Johnson said. “This is your celebration too.”
Fede Pacheco, the full-time MBA commencement student speaker, talked about one of the darkest days of the pandemic, when wildfires brought an apocalyptic orange sky to the Bay Area, and the photos he took to mark that day.
Pacheco urged students to savor the good times and reflect on the moments when they found creative ways to lean on each other, in spite of the unprecedented year they all endured.
“This is not a beautiful story, but it’s our unique story. We are our unique story,” he said. “We found each other, we have each other. We have to hold onto each other.”
‘Become more than you can even imagine’
Jamie Breen, assistant dean of MBA Programs for Working Professionals, said that the students in the EWMBA program continued to balance school, work and their personal lives with “grit, grace, and energy,” during the pandemic.
Commencement student speaker Kate Hughes, EWMBA 21, noted that members of her class arrived at Haas with a unique set of “brands” or labels that influenced their identities such as gender, family status, and lived experiences. They are leaving the school as Haas graduates, another distinctive brand, she said.
“We’ve been pushed to lead with authenticity, harnessing our backgrounds to foster a different way of creative thinking,” she said. “As we step into this new chapter of our lives, I challenge you to become more than you can even imagine. I challenge you to embrace everything that we’ve learned at Haas to create a new brand of leader. One that can make a profound impact at a time when our country and planet need it the most.”
Haas alumni, who ranged from recent grads to veteran business leaders, also sent their well wishes and encouraged grads to tap into their network regularly.
Among those alumni were Shantanu Narayen, MBA 93, chairman, president, and CEO of Adobe; Scott Galloway, MBA 92, a professor at NYU’s Stern School of Business; and TubeMogul founder Brett Wilson, MBA 07; Abhishek Sharma, MBA 16, founder and CEO of Shake the Cosmos; Bree Jenkins, MBA 19, a leadership development associate at Pixar; Jessie Tang, MBA 20, principal and head of strategic initiatives at Gratitude Railroad; and Liz Rockett, MBA/MPH 10, director of Kaiser Permanente Ventures.
Haas faculty also bid farewell to graduates and told them to stay in touch as they start the next chapters of their lives. Among those faculty were Prof. Ross Levine, Assoc. Prof. Yaniv Konchitchki, Assoc. Prof. Panos Patatoukas, Rebecca Portnoy, a professional faculty member, and Mark Rittenberg, a continuing professional faculty member
Award winners for the full-time MBA class of 2021:
Achievement Award: Devan Courtois
Student always: José Ramón Avellana
Beyond yourself:Kendall Bills
Question the status quo:Fayzan Gowani
Confidence without attitude:Fede Pacheco
Cheit award for Graduate Student Instructor: Devan Courtois
Haas lecturer Jenny Herbert Creek, who teaches finance, won the Cheit Award for Excellence in Teaching. Students in each degree program choose faculty each year to receive the award, the top teaching honor at Berkeley Haas.
Award winners for the evening & weekend MBA class of 2021:
Achievement Award: George Pradhan
Student Always: Lindsey Hoell
Beyond Yourself: Kyle Cook
Question the Status Quo: Alyssa Farrelly
Confidence without Attitude: Kate Hughes
Berkeley Leader Award Winner: Anna Lee
Cheit Award for Graduate Student Instructor:Atusa Sadeghi
Prof. Panos Patatoukas, who teaches financial information analysis, won the Cheit Award for Excellence in Teaching in the evening cohort and Prof. Ross Levine, who teaches macroeconomics, won the Cheit Award in the weekend cohort.
On top of persevering through the rigorous curriculum, the Berkeley Haas undergraduate class of 2021 faced rolling blackouts, wildfires, and the global pandemic. It may not have been the experience they expected, but it will shape them for life, said commencement student speaker Phoebe Yin, BS 21.
“Today we celebrate something that’s unique to our generation: It’s a soft strength to stay malleable when the world is hard on us,” Yin said during virtual commencement last Saturday. “Our story is just beginning…we have nothing to stop us because we are ready for anything. To think only about the things we have lost would be to ignore the compassion, creativity, and unparalleled resilience we have gained.”
The graduating class of 380 students included the first 41 graduates of the Management, Entrepreneurship & Technology (M.E.T.) program and three students graduating early from the Global Management Program (GMP).
The M.E.T. program, a collaboration between the Haas School of Business and the UC Berkeley College of Engineering, grants students two degrees in business and engineering in four years. GMP students enter Haas as freshmen and earn an undergraduate business degree with a concentration in global management.
“Your class has by far had the most impact on me during my time teaching here at Haas,” commencement speaker Diane Dwyer, BS 87.
Dwyer, a former broadcast journalist who is on the professional faculty at Haas, acknowledged that students are living in a time of widening income inequality—including within their own class. She noted that one of her students couldn’t afford to buy a working laptop, while another logged into class from a traveling adventure.
“…Stay humble…even in the midst of great accomplishments like the one you’re obtaining today. Stay resilient. The last 18 months have surely taught us that. And stay appreciative, even despite the unfairness and the obstacles that your class has faced,” she told the graduates.
Dean Ann Harrison, who wore full regalia for the sendoff commencement video, also congratulated the class for its many achievements.
“Your world was upended in the middle of your junior year at Haas due to a global pandemic, yet you showed true grit, mastering a rigorous academic curriculum during one of the most turbulent years any of us has experienced,” Harrison said.
Speakers praised the grads for all of their work outside of class during their years at Haas, including calling attention to racial injustice, winning case competitions, creating startups, and providing face masks to essential workers.
“You have endured over a year of college life that was unlike anything you could have ever imagined four years ago. Yet you met the challenge with grace, compassion, creativity, reflection, and in many cases, a redefined sense of purpose,” said Erika Walker, assistant dean of the Berkeley Haas undergraduate program.
Haas alumni, who ranged from more recent grads to veteran business leaders, also sent their well wishes and encouraged graduates to live by the Haas Defining Leadership Principles every day.
Among those alumni were Shantanu Narayen, MBA 93, chairman, president, and CEO of Adobe; Kenneth Chen, BS 03, vice president and chief audit executive at Spotify; Scott Galloway, MBA 92, a professor at NYU’s Stern School of Business; and TubeMogul founder Brett Wilson, MBA 07; Austin Drake, BS 18, who works in global operations at Facebook; Double Bear Lucky Sandhu, BS 96, MBA 15, president of Reliance Financial; and Jordyn Elliot, BS 20, a marketing associate at Ingenio.
Graduate Student Instructor (GSI) Award winner: Sooji Kim
Dan Mulhern, who teaches leadership in the Management of Operations Group as a member of the Haas professional faculty, won the Cheit Award for Excellence in Teaching. Students in each degree program choose faculty each year to receive the award, the top teaching honor at Berkeley Haas.
A sustainable, space-saving vertical strawberry farm that produces ultra-sweet berries without pesticides and an online bank for “free thinkers, rebels, and entrepreneurs” were among the new companies that propelled Berkeley Haas to No. 4 for fundraising on the Poets & Quants Top 100 MBA startups list this year.
Annually, Poets & Quants ranks b-school startups with at least $5.5 million or more in funding. To be considered, founders must have launched their startups within the five prior years (2015-2020) and have at least one founder enrolled in an MBA program within that time frame.
This year, five Haas companies founded in that period raised a record total of $125 million. Two Haas startups made it into the Top 20, including Oishii, founded by Hiroki Koga, MBA 17, ($50 million) and Oxygen, founded by Hussein Ahmed, EMBA 18, ($33 million).
Also on the list were Kyte, a car-sharing startup co-founded by Ludwig Schoenack, MBA 19, ($18 million); Time by Ping, a timekeeping automation company co-founded by Kourosh Zamanizadeh, EWMBA 18, ($17.3 million); and healthcare startup Twentyeight Health, cofounded by Amy Fan, MBA/MPH 19, ($6.08 million). Twentyeight Health also made Poets & Quants’ 2020 “Most Disruptive Startups” list.
Stanford, Harvard, and Columbia Business School had seven startups on the 2021 list, while Haas, the University of Pennsylvania’s Wharton School, and France’s INSEAD all had five.
“We’re so proud of what these startup founders have accomplished,” said Rhonda Shrader, executive director of the Berkeley Haas Entrepreneurship Program, noting that founders from four MBA degree programs–full-time MBA, evening & weekend MBA, MBA/MPH, and executive MBA—are represented on the P&Q list. “Their ongoing success is proof of the depth and breadth of our entrepreneurship programs across campus, and a testament to the drive that so many of our students have to build world-changing startups.”
More proof of that drive came this week as Ryan McQuaid, MBA 08, announced that he’d sold his startup, virtual primary care platform Plushcare, to Accolade for $450 million. McQuaid, who started Plushcare at Haas, made previous Poets & Quants Top MBA startup lists.
Entrepreneurship is one of Dean Ann Harrison’s top three priorities for the school, and Haas continues to invest in new resources, recently announcing three new professors in its Entrepreneurship & Innovation group and a plan to build a new entrepreneurship hub on campus. “It’s gratifying to see so many Haas founders on this list who are solving important problems that impact everything from the environment to healthcare,” Harrison said.
Validating the business model
Jersey City-based Oishii, ranked No. 14 on the list, runs a vertical farming operation, raising top-quality strawberries that are tested to ensure two to three times the sweetness of conventional berries.
Founder Koga arrived at Haas in 2015 after working as a consultant in the vertical farm industry in Japan. Realizing that agriculture was no longer sustainable, he decided to tackle the problem by growing crops indoors, which allowed him to use 90% less land and water, eliminate the use of pesticides, and cut down on food transportation distances.
The MBA program provided two years to assess his hypothesis and validate the business model in the U.S., something he said he could never have done from Japan. During Koga’s second year, he entered the LAUNCH accelerator program—and won the competition, “which gave us more credibility and recognition as we were raising our seed round.”
Oishii’s strawberries, coveted by chefs, sold out pre-pandemic, Koga said. But as more people started cooking at home over the past year, they became increasingly aware of what they were eating and more willing to pay for higher-quality produce. As a result, many vertical farm companies have grown quickly and experienced a significant increase in revenue and funding, Koga said.
Filling in missing pieces
Startup Oxygen, No. 19 on the P&Q list, offers banking to freelancers, consumers, and small businesses, with no monthly fees, marketing itself as a new kind of bank account for “free thinkers, rebels, and entrepreneurs.”
Ahmed said he founded Oxygen out of personal experiences with banks. “Living for a big part of my life as a “solopreneur,” consultant, and business owner, it was always a struggle to work with banks and financial institutions because I didn’t fit the typical molds they have—either a 9-to-5 full-time employee or a corporation—nothing in between,” he said.
The pandemic, while horrible, was “a blessing in disguise” for Oxygen, he said. With stay-at-home orders, digital banking suddenly became the only way to bank “without having to drive down to a branch and wait in line masked up,” he said. There was also a massive boom in new business formations in the U.S., which significantly accelerated Oxygen’s small-business banking growth.
Ahmed, who has an engineering background and started companies before he arrived at Haas, said the MBA program helped fill in missing pieces.
“With an engineering background and product focus, along with scars and wins and street smarts, I was still missing the academics and business tactics from economics, finance, and accounting,” he said. “Having those subjects, great professors, and class discussions gives a lot of perspective on how to think about all those different angles and perspectives—while being at the helm dealing with everything on a day-to-day basis.”
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).
Haas Voices is a new first-person series that highlights the lived experiences of members of the Berkeley Haas community.
The myth of the “model minority” stereotypes Asian Americans as a polite, law-abiding, hard-working group that’s overcome discrimination to achieve educational and career success through drive and innate talent—typically in math and science.
The myth defies the fact that the Asian American community is diverse socioeconomically and culturally. The perception of the Asian community as a monolith is also the reason why people remain mystified by anti-Asian racism, says UC Berkeley alumna Hua Hsu, who wrote in the New Yorker recently that the “needs and disadvantages of refugee communities and poor Asian Americans have been obscured.”
Recently, several high-profile incidents of violence against Asians have shone a spotlight on long-simmering anti-Asian racism, and also highlighted the way the “model minority” myth has been used as a wedge between Black and Asian communities. We talked to two undergraduate students who are Chinese American, along with a recent undergraduate alumna who is Black, about what the myth means to them and how it impacts their lives.
Mia Character, BS 20, a native of Gretna, Louisiana, grew up in Redlands, Calif. She is now a recruiting coordinator at Robinhood via contract with AppleOne.
When did you first hear the term “model minority?”
Erinn Wong: I first heard the term back in high school. I thought it meant to stereotype Asians as hardworking, good at math and education—that somehow we work hard and we succeed and it was very much aligned with the meritocracy myth. I really bought into that and internalized it growing up, believing that if you work hard, you’ll be successful. It wasn’t until college that I was able to put two and two together and recognize that these stereotypes are rooted in anti-Blackness and white supremacy to show that Asian Americans are the “model minority” and to situate Black Americans as the “problem minority.”
Mia Character: It was probably when I first moved to California from the South that I was first introduced to Asian people and to the stereotypes. I don’t think anyone within my inner circle or family perpetuated these stereotypes, but I did hear them in the media or at school with jokes the kids at school would tell. From early on, I always thought of Asian American students not as competition, but as the ones to emulate because they were really good in their classes and played all these instruments and seem to have it all together. It wasn’t until I got to Cal that I really started paying attention to and listening to other Asian American folks that I learned how dangerous the model minority myth is.
It wasn’t until college that I was able to put two and two together and recognize that these stereotypes are rooted in anti-Blackness and white supremacy to show that Asian Americans are the “model minority” and to situate Black Americans as the “problem minority.” — Erinn Wong, BS 21
Vivian Feng: I’ve been aware of it for so long, but I didn’t really put a name to it. When I first heard it, I just thought of the stereotypical views of how Asians are better at math and internalized the belief that if I worked hard enough, I would be able to achieve success. But I never really talked about it until high school, when I fully embraced my identity.
How did your thoughts about the model minority change once you got to Berkeley?
Mia: I think it wasn’t until I got to Cal that I realized that the model minority myth impacts the Asian-American communities a lot more than just a simple “Oh, you’re good at math.” It’s a socioeconomic issue and it’s very systemic. At Cal, I started listening and paying attention and I was able to learn and grow in my understanding. There are groups within the Asian-American community that are disproportionately impacted by things like colorism that I didn’t know about in high school. Everybody has a different experience in America and all minorities face different stereotypes. I think my time at Cal has made me a lot more comfortable having conversations with my Asian friends and asking how they’re doing and how they have been impacted by racism and the systems of oppression that America is built on.
Vivian: It affected me mentally before even going into Berkeley because I felt like I had to go to Cal to meet expectations. In the end I chose Berkeley because it was the only college that I applied to with a major that lined up with my interests of international development, cross-cultural experiences, and traveling. When I got my acceptance letter, I had some doubts, but I ultimately felt this need to pursue my passion. Being at Haas as a freshman is even more drastically different because most people typically get in their junior year. You have this imposter syndrome. People internalize the model minority myth and say, “You got in, you’re smart. You can get through it, you’ll pass your classes.” But in reality, I don’t feel like that because I am a first-generation college student who went to an under-resourced high school. I do not feel prepared, and I’m literally in a system that wasn’t necessarily designed for me to succeed.
People internalize the model minority myth and say, “You got in, you’re smart. You can get through it, you’ll pass your classes.” But in reality, I don’t feel like that because I am a first-generation college student who went to an under-resourced high school.— Vivian Feng, BS 24
Erinn: Coming to Cal was my first time experiencing being with a larger East Asian population in school. I feel like people lump all Asian Americans together. I went to high school with, and was classmates with, many Hmong students, who are severely underrepresented in higher education and other areas, not to mention Pacific Islanders and Native Hawaiians. The model minority myth is really destructive. My classmates who were Hmong would either go to community college or work to support their families or go into the military and a few would go to a state college.
I also learned here at Berkeley that the identity and label “Asian American” had radical roots. It was coined by graduate students Yuji Ichioka and Emma Gee, who formed the Asian American Political Alliance in 1968 at UC Berkeley to bring together Chinese, Filipino, and Japanese students to stand in solidarity. They fought for the self determination and collective liberation of Asian Americans and Third World Peoples, and in the Third World Liberation Front strikes, which led to establishing Ethnic Studies majors at colleges across the U.S. Asian American was a radical label then because it brought together a multi-ethnic, multi-class, and multi-generational coalition of Asians and shifted away from the “Oriental” label. To call yourself an Asian American at the time was a political statement. It’s wild now that Asian American has lost its radical, political roots because of the way it has been wielded by the white mainstream and model minority myth, and then internalized by all of us, to homogenize, invalidate, and erase our struggles and solidarity with each other and other communities of color.
How does the model minority myth hurt you personally?
Vivian: I’m told I’m too aggressive, but I don’t like being quiet when I feel the urge to speak up. I wasn’t engaged politically when I was younger because I had this perception that politics was only for white people. It was just ingrained into my life. Growing up, whenever I brought up politics with my mom, my thoughts were dismissed. It felt like I was talking to a wall. Eventually, I realized that my mom’s lack of political engagement is because of her lack of education while being in survival mode. Many East and Southeast Asians in my community have to worry about their basic necessities before even thinking about studying. As I became more knowledgeable about the model minority myth, I was always told that I was “too political” among my peers.
However, this fueled my desire to stop being a bystander and conforming to societal standards. Our reality is that the model minority myth hurts everyone as it perpetuates white supremacy.
Erinn: I got feedback at two tech corporate internships that I needed to be more confident, even though I thought the way I presented myself was fine, despite struggling with imposter syndrome and confidence at times. At the same time, in other spaces I’d get feedback that I was too strong and too aggressive, something East Asian women face. You’re expected to be submissive, not speak up, and just do what you’re expected to do. And when you do speak up and contribute, you’re seen as too strong, aggressive, bossy, a bitch. It’s the long-standing East Asian stereotypes of East Asian women being docile and exotic, while also being the dragon lady or tiger mom. The term also impacts how much space I take up, because as an East Asian woman, I’m expected to not take up space. The model minority myth compounds that by making me think, “Oh, maybe my struggles are not as marginalized as another person of color and I cannot take up as much space.”
You’re expected to be submissive, not speak up, and just do what you’re expected to do. And when you do speak up and contribute, you’re seen as too strong, aggressive, bossy, a bitch. — Erinn Wong
I’ve heard both East and South Asians say ‘we’re not really people of color,’ which is not true. I think it’s the model minority myth that creates this feeling that we’re not “POC enough.” But something that helped was what Haas alumna Michelle Kim said to me: that we need to think of ourselves as co-strugglers with Black people and other people of color, not as perpetual allies because that’s a white model of allyship. And when I really sat with that and made the connections to how the model minority myth makes me feel shame and guilt for “taking up space,” I saw how it’s white supremacy that makes me feel like I can’t take up space alongside other people of color because white supremacy creates and thrives from scarcity, that there is only enough space for one marginalized group to share their struggles and to thrive.
Mia: As a Black person growing up in a state with a fairly large Asian American population, the model minority myth had an adverse impact on me. It was created to pit Asian American and Black people against one another by saying, “if Asian people can thrive in America and be exceptional and thrive in their roles in our capitalistic society, then Black people should have been able to do it, too.” But if you take a step back and look at the different histories, they aren’t comparable. They don’t need to be compared and contrasted because we faced different kinds of oppression that all stem from white supremacy. Growing up and not understanding this, it was easy to feel like you have to be just as “perfect” to be worthy of respect. That you have to get the best grades, be a part of multiple clubs, and go to the best universities to prove that as a Black person you are worthy.
Growing up and not understanding this, it was easy to feel like you have to be just as “perfect” to be worthy of respect. That you have to get the best grades, be a part of multiple clubs, and go to the best universities to prove that as a Black person you are worthy.—Mia Character, BS 20
How do you think that the model minority myth hurts your community?
Erinn: The model minority myth has real impacts on the Asian community. For example, in tech, East and South Asians are overrepresented in certain departments. But as a whole, we don’t hold a lot of power, which is another reminder that under/overrepresentation is different from marginalization. We are least likely to be promoted to management, and there’s still a “bamboo ceiling.” This can be attributed to people internalizing the model minority and stereotypes of how we’re supposed to just shut up and work hard, or that somehow we don’t have “leadership potential and qualities,” communication skills, or “executive presence.” Southeast Asians, Native Hawaiians, and Pacific Islanders are severely underrepresented in tech, and data on Asians is rarely disaggregated.
Beyond tech, Southeast Asians are systemically impacted by deportation, ICE raids, and poverty, Chinatown neighborhoods and Asian-owned businesses have been struggling in this pandemic, and Filipino nurses, Pacific-Islanders, and Native Hawaiians have had some of the highest COVID-19 mortality rates. The model minority myth ignores our struggles and our communities lack sufficient resources and attention. And I learned last year that less than 1% of philanthropic funding goes to Asian American Pacific Islander causes, which proves the model minority myth is at work again.
What are your thoughts about how the myth is connected to the recent anti-Asian violence?
Mia: This was happening long before Trump, but violence against Asians is never talked about. In some ways I think that’s also part of the model minority myth. We’re taught that because Asian Americans are the “model minority,” they can’t face racism and the violence that comes with it.
Vivian: It’s nothing new. Historically, many fail to recognize xenophobic practices, such as The Chinese Exclusion Act, Japanese internment camps, as well as the murder of Vincent Chin. Asians are never really talked about in our history classes, and if it is, it’s always about East Asians from a divisive Eurocentric perspective. Now, the main difference is that anti-Asian violence is captured on camera and that more people are open to talking about it in the younger generation. Social media has changed everything in the way we approach politics. The elderly, especially Asians, are either scared or there’s a language barrier and they won’t report the incidents. And at least in Oakland, the violence has happened for as long as I can remember. I know so many people who have been affected by the violence before the pandemic and it’s a shame that it wasn’t recognized until now.
Adair Morse, an associate professor of finance at the Haas School of Business, has been named to the Biden Administration’s treasury department as deputy assistant secretary of capital access in the Office of Domestic Finance.
“I’m thrilled to have the opportunity to serve in the Biden Administration and to join the team at treasury, serving the people of this great country,” said Morse, the Soloman P. Lee Chair in Business Ethics, who is taking a leave from the Haas Finance Group to commit to her new role.
“We will miss Adair at Haas, where she has conducted groundbreaking finance research and launched the Sustainable and Impact Finance (SAIF) initiative with (former Haas Dean) Laura Tyson to train many new leaders in the field,” said Dean Ann Harrison. “She has already made an impact in helping small businesses in California through her work on the California Rebuilding Fund. I have no doubt she will have an even greater impact on a national scale.”
The Office of Domestic Finance develops policies and guidance in the areas of financial institutions, regulation, capital markets, and federal debt finance. Its community and economic development division coordinates small business finance and development, housing policy, capital access, and issues related to underserved communities.
Morse, who holds a PhD in finance from the University of Michigan’s Ross School and two master’s degrees from Purdue University, joined Haas in 2012 from the University of Chicago’s Booth School of Business. Her research interests include equity issues in financial services and algorithms, small business survival, sustainable investing, discrimination and corruption, venture capital, and pension management. The unifying theme in her work, she has said, is “leveling economic playing fields.”
“Adair’s groundbreaking research has looked at important issues, like small business survival in the city of Oakland, consumer lending discrimation in fintech, and the pervasiveness of corporate fraud,” said Prof. Catherine Wolfram, associate dean for Academic Affairs and chair of the faculty. “As a pioneering, creative thinker in so many areas, she will have plenty of opportunity to bring her financial and social impact leadership to the table.”
As a pioneering, creative thinker in so many areas, she will have plenty of opportunity to bring her financial and social impact leadership to the table. —Prof. Catherine Wolfram, chair of the faculty
Morse has spent much of the pandemic using her finance expertise to try to help small businesses. Last spring, Morse and Tyson began working on a strategy to use public capital to attract private lenders to provide low-interest credit to help vulnerable small businesses get through the crisis. They first helped develop a program with the City of Berkeley, and then worked with others—including Yellen, who was then on Gov. Newsom’s Task Force on Jobs and Competitiveness—to implement an innovative public-private loan structure at the state level. Their work helped launch the California Rebuilding Fund, run by the Governors’ Office of Business and Economic Development (GO-Biz) and aimed at some of the state’s smallest businesses in under-resourced communities.
At Berkeley Haas, Morse also ran the Haas Impact Fund and Sustainable Investment Fund curriculum, managing two endowment funds with Haas students. The Sustainable Investment Fund is the first and largest student-led Socially Responsible Investing (SRI) fund within a leading business school.Until recently, Morse served on the Governance and Allocations Committee of the California Rebuilding Fund, as well as on the expert panel for the Norwegian sovereign wealth fund, advising on issues of sustainability and innovation.
Haas Voices is a new first-person series that highlights the lived experiences of members of the Berkeley Haas community. Our first perspective is by “double Bear” Luis Alejandro Liang, BS 12, EWMBA 23, who is among the approximately 644,000 Deferred Action for Childhood Arrivals (DACA) recipients granted special immigration status because they were brought to the U.S. as children. Liang’s path to Berkeley was challenging—he’s been accepted three times. He shares his story below.
Many times over these past four years, I’ve woken up in fear. Fear of deportation. Fear about what was going to happen to our community. Fear that ICE could knock on my door and take me away.
I grew up in Sinaloa on the Pacific coast of Mexico. I’m half Chinese, half Mexican. I grew up multicultural—going to Catholic church on Sundays but celebrating Chinese New Year. I started helping my family in their Chinese restaurant when I was six years old. I was surrounded by entrepreneurs.
When I was 14, my mom moved me and my three little sisters to Orange County because she wanted to provide us with better chances. I entered high school as a sophomore without knowing any English. It was a culture shock, but I wanted to honor my mom’s sacrifices by excelling academically. I was put back in algebra, even though I was taking calculus when we left Mexico. As a senior, I got into a couple of UCs, but my first scholarship was taken away because I didn’t have a social security number.
So I decided to go to Fullerton College. In high school, I had been really shy because I was new, so I didn’t know anything about things like AP classes or honor society. When I got to community college, I decided to get involved. I joined the Puente Program, which is mostly for Latino students to help get us into four-year colleges. I was really active, working long days because I was also a tutor. The Puente Program gave us a tour of all the UCs. That was the first time that I actually went to visit the campuses.
When I visited Berkeley I fell in love. I remember the Campanile, Sather Gate and thought of all the famous people who went there, including Mexican presidents.
I knew that I wanted to study business. I also knew that I was gay by that time too, and that San Francisco was LGBTQ friendly. I knew I could be myself at Berkeley.
My dream came true when I got accepted to Haas as a junior and received the prestigious Regents’ and Chancellors’ Scholarship, given to the top 2% of students. But when I went to the financial aid office, they again took away my scholarship because I still didn’t have a social security number. I was crying, and the woman who broke the news to me was crying too.
They again took away my scholarship because I still didn’t have a social security number. I was crying, and the woman who broke the news to me was crying too.
I remember seeing the César E. Chávez Student Center in front of me and I just went in and I started walking around. I thought, “If this is César Chávez’s building, there’s going to be a Latino person here who can help me.” I ended up meeting Lupe Gallegos-Diaz, director of the Chicano Department at Berkeley. Lupe became a support for me when I returned to community college more determined to achieve my dreams.
I became more politically active, creating the Fullerton College Dream Team to support undocumented students. In 2010, I got into Berkeley Haas for the 2nd time, having raised $70,000 to cover my tuition.
When I graduated, I was a first-generation Berkeley Haas grad deemed ineligible to work in the U.S. I felt lost, but by then I knew I wasn’t alone. My life took a turn when President Obama passed DACA in 2012, extending opportunities previously unavailable to those of us brought to the U.S. as children. A door of possibilities opened up and led me to a job at Salesforce, helping non-profit organizations leverage technology to amplify their impact.
My life took a turn when President Obama passed DACA in 2012.
Being the first DACA employee at Salesforce motivated me to use my voice in a space where underrepresented groups lack a sense of inclusion. I worked with the chief equality officer on a podcast about diversity and inclusion, served on the leadership board of multiple employee resource groups, and came out of the shadows by sharing my story on a video called “Proudly Me.”
In 2013, another dream came true when I traveled to the White House and met President Obama after I received the LGBT DREAMers Courage Award, which honors individuals who have shown courage and perseverance in the face of injustice.
Still focused on social impact at my current job at Twilio, I decided it was time to go back to school for an MBA. I applied to the Berkeley Haas Evening and Weekend MBA program and got into my dream university for the third time, starting last fall. My focus is to become a chief social impact officer and a social leader at a company. In my classes, surrounded by fellow Type As, I’m learning things that I put into practice at my job. I love the community and I can’t wait to get back to campus.
Growing up, I thought that life would change the day I could finally get my residency—that something would change inside of me and that things were going to be better. But as the years passed, thinking that way made me believe that I was incomplete and something was missing. But being paperless doesn’t make us powerless. We have purpose and an eagerness to give back, by creating communities, by finding the power in helping people. I now find so much joy in helping other “Dreamers” get into school and finding their dream jobs.
But being paperless doesn’t make us powerless. We have purpose and an eagerness to give back, by creating communities, by finding the power in helping people.
There are 11 million undocumented immigrants living in the U.S., not by choice, but because we needed to survive. I hope to highlight the narrative of joy, love, and pride that comes from living a life dedicated to serving our families’ and communities’ dreams.”
Luis Liang, an account manager in social impact at communications company Twilio, is passionate about advocating for human rights and supporting Latinx, LGBTQ, and undocumented immigrant communities. Liang has served as a board member for the Association of Latino Professionals for America, The Greenlining Institute Alumni Association, and on several corporate Employee Resources Groups.
Berkeley Haas is expanding its Accelerated Access program, allowing all undergraduate seniors or final-year graduate students to apply for deferred admittance to the full-time MBA program.
Haas first piloted the Accelerated Access program in January 2020, limiting it to UC Berkeley students. The pilot’s success led to an expansion of the program to a wider variety of applicants, said Eric Askins, executive director of full-time MBA admissions.
“We wanted to provide a new opportunity for young professionals who are planning to make an impact earlier in their careers through earning an MBA,” Askins said. “Deferred admission is the perfect option for many of these students, and we’re looking forward to meeting them.”
Under the program, undergraduate and master’s students apply to the MBA program during their final year. Successful applicants gain conditional admission, and can then enroll after a flexible two-to-five-year deferment period during which they gain professional experience, which is typically required for all traditional MBA candidates.
The program allows students to “do work that aligns with their passions with the reassurance that they will be able to return to a top-ranked MBA program within a few years,” Askins said.
The program is expected to increase the diversity of the class, he said, encouraging more international students and students from a wide variety of academic disciplines to consider an MBA—from graduate students in environmental science who want to pursue careers in sustainability to engineering students who want to complement their technical skills with a business foundation.
Askins added that the program enables the admissions office to get to know potential applicants earlier in the process, when they are planning their careers, deepening their academic passions, and considering an MBA.
Admitted applicants can join a Slack community, to meet other deferring students who want to stay on top of the admission process and connect with future peers.
Students will check in annually during the deferral period with admissions to make sure that they are on track and supported, Askins said.
The first deadline for applicants is April 5. The application process is similar to that of the full-time MBA program, with requirements that include a resume, two letters of recommendation, two short essays, undergraduate transcripts, and either the GMAT or GRE standardized test. An interview will be required for admission.
While these applicants will not be able to tap into work experience on their applications, they have much to offer, Askins said. “We’re looking for strong academic indicators paired with clarity of purpose. If you know an MBA will be useful in your future goals, it means you’ve thought about a plan. We are looking for clarity on that plan.”
If ever there was a year that called on all of us to embody the Berkeley Haas Defining Leadership Principles, it was 2020. It so happened that this tumultuous year also marked the 10th anniversary of codifying these principles, which have become deeply embedded throughout our school over the past decade.
This year, many in our community went beyond themselves to help those struggling with pandemic impacts, while others questioned the status quo, speaking out against racial inequities and violence against Blacks and African Americans. Others showed confidence without attitude in sharing expertise and skills to help small businesses or solve other problems related to the pandemic. And we were all reminded to be students always as we adapted to life online.
While 2020 challenged us in many ways, it also taught us that a global pandemic can bring out the best in ourselves and our community, and there is a lot worth recognizing—and even celebrating—as the year comes to a close. Here’s what we’ll remember.
Black Lives Matter
As waves of protests swept the country in response to the murder of George Floyd, Breonna Taylor, and Ahmaud Arbery, Haas community members spoke out publicly about violence against Blacks and African Americans, sharing deeply personal narratives of anguish, frustration, and devastation. “If you read no further, understand this,” wrote Marco T. Lindsey, associate director of Diversity, Equity, and Inclusion at Berkeley Haas, in a widely shared letter to the community. ”Black Lives Matter = if anyone kills a Black person, their punishment should be the same as if they killed someone from any other race.” Responding to BLM, students, faculty, and staff rallied together, leaning on each other for support. They raised funds to rebuild damaged Black-owned businesses and for racial equity organizations, and embarked on personal journeys toward allyship through campus study groups, anti-racist challenges for students and staff, and “Ask Me Anything” sessions.
Students stepping up
Among the notable 2020 projects were the Berkeley Community Business Partnership, led by Lokilani Hunt, MBA 22. As president of the group, Hunt led 60 MBA students who worked with local community groups to offer consulting support to small Bay Area businesses. Their work ranged from organizing a worker-owned cooperative for struggling restaurants to developing new financing pipelines for women-owned businesses to helping small grocers build their online presence and upgrade their payment systems. The effort builds on a project launched last spring by theSustainable and Impact Finance (SAIF) initiative at Berkeley Haas. Meanwhile, Peter Gallager, EWMBA 22, a member of the University Development & Alumni Relations fundraising team, helped raise $10 million in three weeks for a pop-up coronavirus testing lab at the Innovative Genomics Institute. Raising that kind of capital can take months or even years to accomplish in normal times. “I’ve never experienced anything like that, but these are unprecedented times and people are responding in unprecedented ways,” he said.
Janet Yellen nominated for Treasury Secretary
Berkeley Haas Prof. Emeritus Janet Yellen’s career has been brilliant, groundbreaking, and defined by a commitment to public service. Among her many accomplishments: She was the first woman to chair the Federal Reserve Board of Governors, she chaired the President’s Council of Economic Advisors, and she taught thousands of Berkeley Haas MBA and undergraduate students from 1980 to 2006. Now poised to become President-elect Biden’s lead economic advisor at one the nation’s most challenging periods, Yellen is expected to be a champion for all those facing the economic devastation of the pandemic.
Former Dean Laura Tyson, professor of the graduate school and her longtime close colleague, told the Financial Times that Yellen is driven by neither the “power” nor the “kudos” of the position. “She is doing it to serve the public, through the tools she has to understand economic issues.”
The passing of faculty greats
Nobel laureate Oliver Williamson, a pioneer of organizational economics, passed away on May 21 at age 87. Williamson, known to friends and colleagues as Olly, shared the 2009 prize in economics with political scientist Elinor Ostrom of Indiana University for his insight on the “make-or-buy”decision—the process by which businesses choose whether to outsource a process, service, or manufacturing function. “Williamson’s work permanently changed how economists view organizations,” said Prof. Rich Lyons, who was dean when Williamson won the Nobel. “Yet for all of his intellectual creativity, I most often think of Olly as a person who lifts others.”
Last month we also lost Prof. Emeritus George Strauss, who passed away Nov. 27 at age 97. An icon in the field of industrial relations who served as a professor from 1960 until 1991, Strauss helped establish Haas as an organizational theory powerhouse starting in the 1960s. He was a prolific researcher and top scholar of organizational behavior, unions, workplace participation, and comparative industrial relations.
The scramble to move online
On March 9, it was all-hands-on-deck after Chancellor Carol Christ announced the campus would suspend in-person classes to control the spread of the novel coronavirus. Haas had to move 270 classes online virtually overnight. Faculty members scrambled to adapt, with Haas Digital, graduate student instructors, and other staff working overtime to support them. Those with more experience online stepped up to help colleagues. The work continued all summer, as faculty and staff worked to re-imagine classes, learn online pedagogy, and pre-record asynchronous material, while Haas invested in new technology. Dean Ann Harrison commended the efforts. “After watching our faculty and staff move within 36 hours to online teaching when the coronavirus broke out, I believe there’s little that we can’t do virtually going forward.”
Financial creativity to save small businesses
The Haas School of Business and Berkeley Law came together to play a critical role in developing the State of California’s new fund to support small businesses devastated by the coronavirus pandemic. The California Rebuilding Fund, a new public-private partnership operated by the Governor’s Office of Business and Economic Development (GO-Biz), uses government capital to attract private lenders to offer low-interest loans to small businesses—particularly the smallest firms and entrepreneurs from communities that have been historically disenfranchised. Professors Laura Tyson and Adair Morse contributed their finance and policy expertise to the innovative design of the fund. “The state put many groups together to try to get the best of the best ideas,” said Morse, the Soloman P. Lee Chair in Business Ethics. “We all came together to try to optimize a plan for the people of California.”
Haas had a banner year for welcoming new leaders to the Dean’s suite, including Loretta Ezeife, chief financial officer; Howie Avery, assistant dean for Development & Alumni Relations; Michele de Nevers, in the newly-created position of executive director of sustainability programs, and Michelle Marquez, assistant dean of Human Resources. On the faculty side, nine new professors, including five women, joined Haas. The diverse, international group hails from Italy, Argentina, France, China, Canada, and California.
Pride in our big wins
Alum Collin Morikawa, BS 19, stunned the golf world last August by winning the PGA Championship, making history as one of the tournament’s youngest winners. Highlights from our many student competitions this year include a FTMBA team win at the Berkeley Haas Spring 2020 Tech Challenge, and a first-place FTMBA finish at the inauguralOxford Global Private Equity Challenge in March. Yashoraj Tyagi and Akshay Gupta, both MFE 20, took first-place wins in the Moody’s Analytics competition. And another team of MFE students won first place in theCitadel West Coast Datathon. Eugene Kim, Zhuoran Li, Zixuan Chen, and Chen Su, all EWMBA 23, won the inaugural John E. Martin Healthcare Tech Challenge.
The Berkeley Haas Full-time MBA Class of 2020 overcame a challenging job market this year, with most graduates landing jobs three months post-graduation with salaries and bonuses that held steady over 2019.
“The value of the Berkeley MBA has held strong in the market despite the pandemic and great economic uncertainty,” said Abby Scott, assistant dean of Career Management & Corporate Relations. “We’re so pleased with the flexibility, persistence, and resilience of our grads and are thankful to our alumni, who stepped up, going beyond themselves to help this class secure positions.”
Of the total class of 291 students, 238 students were seeking jobs, and 212 of them—or 89%— received offers within three months of graduation. About 87% had accepted an offer within three months after graduation, down slightly from 91% for the class of 2019.
In addition to a mean annual base salary of just over $139,000, 73% of the graduates received signing bonuses that averaged over $31,000, and 43% received stock options or grants.
“The value of the Berkeley MBA has held strong in the market despite the pandemic and great economic uncertainty.” —Assistant Dean Abby Scott
More than a quarter of the class accepted consulting roles at firms, at an average salary of $147,000. About 18% of the class accepted business development and strategy roles that pay an average of $140,000 annually. Grads working in finance roles (17.4% of the class) received $142,480.
Top employers of Haas graduates, or companies that hired three or more students this year, included Adobe, Amazon, Bain, Ernst & Young (including Parthenon), Boston Consulting Group, Cisco, Deloitte, Goldman Sachs, Google, LEK, McKinsey & Co., Genentech, and Visa.
Tech, consulting again top sectors
Technology and consulting were again the most popular sector for Berkeley MBAs, pulling in 32.4% and 25.1% of those seeking work. But many graduates had to be flexible and pivot quickly in an uncertain economy. Some students accepted later start dates with consultancies, while others had to completely reassess their job searches. Many relied on the help of Haas alumni more than ever this year.
Ije Durga, MBA 20, accepted a job with Amazon in Seattle after an offer from a hedge fund where she had interned was rescinded. In May, Durga decided to pivot to interview for jobs in the technology sector. She reached out to Trisha Mittal, MBA 19, who had started a job at Amazon. “She sent me open jobs and said ‘Hey, write me back on Monday with five roles you want to apply for,’ and when she didn’t hear from me she’d email me. She was pushing me. She literally went above and beyond.”
An opening in Amazon’s risk-management group, which entailed keeping dangerous, unsafe, or illegal products off Amazon websites, appealed to Durga because she had done similar work in India before applying to Haas. “I found a great job,” she said. “This is a dream job, everything about it has just been perfection.”
A pivot from consulting
Healthcare, which includes digital health, biotech and pharmaceutical companies, was also a strong sector for grads this year, employing 11.6% of the class.
Marion Robine, an associate with Genentech’s three-year Commercial Rotational Development Program, landed her job through her summer 2019 internship at the company. Robine, a consultant before she came to Haas, said she worked with Hoyt Ng of the Haas Career Management Group to figure out if she was ready to leave consulting. “The (Genentech) internship was the test for me.” After she decided to take a job there, she didn’t look back.
“The internship was the test for me.”— Marion Robine, MBA 2020
About 15% of students accepted roles in financial services, including fintech companies.
Matthias Froehlich accepted a job as an investment banking associate at JP Morgan Chase & Co. in San Francisco, where he interned during the summer of 2019. Froehlich, who works in technology coverage, said he was relieved when he received the offer after interviewing the entire first semester with many firms. “It’s definitely stressful when you’re recruiting,” he said. “I really loved the (JP Morgan) internship and working with big clients and I enjoyed the culture,” so it was a relief to get the offer letter, he said.
For Hilary Platt, an account manager at payment technology company Stripe, a post-graduate job meant changing industries. Prior to Haas, Platt had worked in the clean energy sector. After graduation, she became interested in pursuing a job in sales. So Doug Massa of the Berkeley Haas Career Management Group connected her to James Vessa, MBA 19, who worked as an account manager at Stripe. Vessa put in a referral for her. “I had not been explicitly targeting the fintech space, but the more I learned about Stripe and their mission and their goals I became increasingly excited about the company,” Platt said.
Startup life: “You need the scrappiness”
About 14% of grads went to work for startups, including Sid Mullick, who accepted a job as a senior manager at electric adventure vehicle company Rivian, where he works on capital projects. Mullick said the experience he gained at Haas co-founding electric scooter charger startup Grido, along with his pre-MBA engineering and project management experience, made him a good candidate to work at Rivian.
“They were excited to have someone with my mix of background who could project a solid engineering mindset with a nimble acceptance of the startup ecosystem,” he said. “You need the scrappiness, but to also balance it with good engineering judgement.”
Of the remaining 2020 graduates, 5.4% took jobs at consumer packaged goods/retail companies, 3% joined nonprofits or the public sector, 2.5% accepted real estate jobs, and 2.4% took jobs in energy.
While working as a senior consultant at Deloitte, Stephanie Wenclawski, MBA 22, noticed that many of her clients lacked access to digital tools that could help them efficiently manage their finances. Employees at one women’s empowerment organization, for example, spent hours manually uploading travel receipts to an outdated accounts payable system. “It was time they could have spent focusing on their mission,” she said.
Now, as one of 13 full-time MBA students named among this year’s Berkeley Haas Finance Fellows, Wenclawski said she wants to tap what she’s learned in previous roles to develop fintech products that will help women better manage their money.
Haas grants finance fellowships annually to full-time MBA students. Fellows receive a $5,000 scholarship, priority enrollment for elective classes, and a mentor in their field of interest, usually a Haas alum who provides career guidance and support. Fellows are evaluated and selected based on work experience in their chosen field, career goals, and interviews.
Fellows receive a $5,000 scholarship, priority enrollment for elective classes, and a mentor in their field of interest.
The Finance Fellowship Program, now in its 15th year, has doubled in size and expanded its scope as student interests have evolved over time, said William Rindfuss, executive director of strategic programs for the Haas Finance Group. In addition to investment banking fellowships, the program now offers fellowships to students interested in private equity, venture capital, impact investing, public-markets investing, and fintech.
This year’s fellows are:
Investment Management: Ray Xu, Sarah Beauge, Cyrus Aga
Entrepreneurial Finance: Chris Quaidoo, Stuart Fram, Stephanie Wenclawski
Investment Banking: Ian MacLean, Adhithya Ravi, Alex Wong, Rita Wiley
C&J White Finance Fellows (selected last spring): Jimmy Yang, Eric Edelstein, Bryan Locascio
Before coming to Haas, Chris Quaidoo, MBA 22, worked as a research analyst at Snow Capital Management, picking technology stocks. Now, he’s shifting gears, setting his sights on becoming a partner at a venture capital firm. Moving toward that goal, he’s already secured an associate position at venture capital and private equity firm Griffin Gaming Partners.
Quaidoo, the son of Ghanaian and Jamaican parents, said one of his goals is to create more diversity in the venture capital industry and a pathway for more people of color to follow in his footsteps.
“If you don’t have a seat at the table, you can’t truly create change,” he said. “I want to create an industry that includes more people who have backgrounds like mine.”
“If you don’t have a seat at the table, you can’t truly create change,” — Chris Quaidoo, MBA 22.
Rita Wiley, MBA 22, said she’s looking forward to tapping her undergraduate life sciences degree with her MBA to launch a career in healthcare investment banking. Wiley, a former U.S. Army military police officer, is already reaping the benefits of her fellowship.
“I just accepted an early offer for a summer internship with Piper Sandler’s healthcare team, so I’m pretty excited about that,” she said. “They’re definitely one of the top companies I’d like to work for after graduation.”
Lokilani Hunt, MBA 22, watched her partner battle the coronavirus and friends lose jobs and businesses due to the pandemic. So for Hunt, becoming president of the Berkeley Community Business Partnership was deeply personal.
“I jumped right in and said, ‘I don’t care what it takes,'”said Hunt, who oversees a group of 60 MBA students who came together this fall to consult on volunteer projects that support small businesses.
The consulting work, which ranges from organizing a worker-owned cooperative for struggling restaurants to developing new financing pipelines for women-owned businesses, builds on a project launched last spring by the Sustainable and Impact Finance (SAIF) initiative at Berkeley Haas. That program aimed to assist hundreds of small business owners in Oakland who face language, technology, or income barriers, to help them access federal relief funds including Small Business Administration (SBA) loans, the SBA’s Paycheck Protection Program, and unemployment insurance.
Over the summer, Katherine Baird, SAIF’s program director, worked to expand the program within Oakland—and beyond.
Baird put together a leadership team of first-year MBA students including Hunt, Crystal Ang, Drew Schneider, Stuart Fram, and Colin Ridlon, who reached out to 19 organizations that are supporting small businesses across the Bay Area and the Central Valley.
That included surveying the needs of city economic development teams from Daly City to San Leandro and business associations like the Black Cultural Zone in East Oakland, the Fresno Hispanic Foundation, and the Chambers of Commerce for both Berkeley and Chinatown, among others.
“We are at risk of losing 30% of our small businesses, and all of these projects are designed to help support small businesses during this critical time,” Baird said. “Our program is also asking students to go beyond themselves, engaging support for low-income and marginalized communities that have been even more hard-hit than most.”
“We are at risk of losing 30 percent of our small businesses and all of these projects are designed to help support small businesses during this critical time.”
Under the new program, teams of MBA students are matched with one of the organizations for two months to tackle a project that supports areas of need identified by small businesses.
Ang, MBA 22, is helping the nonprofit Renaissance Entrepreneurship Center develop a step-by-step guide for digital marketing for businesses in San Francisco’s Bayview neighborhood. “Equity in economic opportunity is something that I’m so passionate about,” said Ang, who worked at an economic development agency in Singapore before coming to Haas. She’s working with two other MBA students, Alyssa Zhu, MBA 21, and Juliana Rivera, MBA 22, on a toolkit, which covers everything from helping businesses take more eye-catching photos of their products for social media posts to helping businesses navigate Facebook Marketplace and Instagram Shopping.
“Working with small businesses has been incredibly humbling,” Ang said. “A number of the businesses we’re working with were very successful before the pandemic, and built that success through hosting in-person events and trade shows. All of that is off the table now so we’re working with them to develop a social media and a digital marketing strategy.”
Schneider, who formerly worked at a startup that provided loans to small businesses, is working with the nonprofit Pacific Community Ventures in San Francisco. He and teammates Vishal Desai and Lifan Wang are creating a series of webinars and workshops focused on digital marketing and pivoting a business.
As president of the partnership program, Hunt oversees the progress of the student teams, keeping them on track with nonprofit clients. Hunt said the program has received a great response so far from MBA student volunteers, though at times it’s been frustrating to reach some of the struggling small business owners. “The virtual environment is limiting and has proposed unique challenges,” she said. “One team servicing Oakland expressed frustration with the barriers owners are experiencing that they’ve never experienced before.”
After conducting a midpoint survey of what teams have accomplished to date, Hunt said they’re planning a Nov. 20 virtual event to showcase all that they’ve accomplished.
“We’re still a long way from full economic recovery, but by dedicating over two months of their time, our MBA students are having an incredible, tangible impact right now on small businesses in our communities,” Baird said.
Founders: John Melizanis, BS 20, Joseph Lorenzo, a University of Tampa graduate, and Jake Lourenco, BA 20 (political science)
What does Newmen do (in 20 words or less)?
We’re a men’s grooming brand that helps hard-working men look good, feel good, and smell good.
How did you come up with the idea?
Joseph, my co-founder and best friend since fourth grade, had the biggest beard and didn’t like the grooming options that were out there. With that in mind, we both said, ‘Let’s make something happen.’ It’s the second company we’ve started together.
What problem does Newmen solve?
There’s an under-served demographic when it comes to men’s grooming needs. The men who come to our site are often buying products for the first time. We’re building a community around this group, offering products like scented beard oils, a beard straightener, and a protective heat spray for beards.
You participated in the UC LAUNCH accelerator with a different startup. What did you learn that you apply now?
LAUNCH taught us how to test products quickly. We did a lot of research on our Newmen oils, which are made by a small mom and pop shop in Detroit. We wanted to figure out what scents men liked and what’s good for the skin, so we looked at what a lot of women’s skin-care companies were selling.
We tested our products on hundreds of men super quickly, asking them how their faces felt after using our products for a week. We’re super close to our customers and we have early evangelists, people whom we text and email all the time. These people aren’t necessarily spending the most time on our website, but have been crucial in the development of Newmen. They might spend $40, but they’re giving us feedback all the time, telling their friends what they just bought and why.
Has anyone from Haas helped you with your startup?
Of course! Assoc. Prof. Panos Patatoukas has been super helpful. I met Panos before I came to Cal and he was extremely supportive throughout my undergraduate years. I’d be working on something and I’d ask him, ‘What do you think?’ He was a great sounding board and a supportive mentor. Additionally, Rhonda Shrader, executive director of the Berkeley Haas Entrepreneurship Program, has been the best, along with Aaron McDaniel, a professional faculty member at Haas, and Darren Cooke, a LAUNCH advisor.
I met Panos before I came to Cal and he was extremely supportive throughout my undergraduate years. I’d be working on something and I’d ask him, ‘What do you think?’ He was a great sounding board and a supportive mentor.
What are your goals for the next six to 12 months?
We’re selling only on our website right now. We’ve been making a profit so we haven’t thought about raising money yet. I don’t think much about the competition, I focus on what we’re selling. We’re thinking about new products and planning to sell a line of skincare, body wash, and shampoo in the future. As we continue to grow, we’re looking to sell into different channels, including regional and national retailers and barbershops around the country. We’re constantly focused on building relationships that can help us put our products in our customers’ hands wherever they might be in their grooming journey.
A lot of guys are telling us that they’re so proud of their beards now. They’re talking about their morning routines. It’s crazy to think we’re helping people with that!
Aila Health is a data-driven, remote-care platform for patients with chronic illness.
How did you come up with the idea?
My cousin has what you would call an invisible illness, meaning she looks healthy on the outside, but is actually managing multiple chronic conditions. After watching her bounce between specialists for years before getting a diagnosis and seeing the lack of communication between her different doctors, I thought there had to be a better way for doctors to deliver personalized care to patients with chronic illness.
What problem does Aila solve?
There are nearly 50 million Americans living with chronic autoimmune conditions today. That’s more than diabetes and cancer combined. Despite the fact that these conditions cost the health system billions each year, they are not well understood or managed. We aim to change that.
There are nearly 50 million Americans living with chronic autoimmune conditions today. That’s more than diabetes and cancer combined.
How doe Aila work and how do teams use it?
Aila Health is a chronic care management platform that offers personalized remote care at scale. It enables patients with chronic illness to sync all of their health information in one place and quantify disease progression over time. It similarly gives their healthcare providers a holistic view of a patient’s health so they can track symptoms in real-time and deliver the right care with the right provider at the right time.
What’s been the biggest challenge for you as a founder so far?
There are so many inefficiencies in the U.S. healthcare system that Aila’s solution can help with. One of the biggest challenges for us was determining which problem to solve first. During our customer interviews, we learned that the COVID-19 pandemic had drastically shifted priorities for healthcare organizations. There is a need for new technical infrastructure to deliver value-based care and personalized remote care at scale.
Has anyone from Haas helped you on your startup journey?
Haas gave me a great community of classmates and mentors who have helped us along our journey. Rhonda Shrader (executive director of the Berkeley Haas Entrepreneurship Program), in particular, has been an amazing mentor and advocate for me. From cheerleading during some difficult transition periods to supporting our team’s application for the National Science Foundation’s I-CORPS Program, I really appreciate having her in my corner. Dan Cloutier, EWMBA 21, was also a wonderful health industry mentor for our I-CORPS team.
What are your goals for the next six months?
We are kicking off our first couple of pilots now. We want to execute these really well and validate our solution with an improved provider experience and patient outcome. In the next six months, we aim to bring more health systems onto the platform and raise an initial round of financing.
Seren creates serendipity online by nudging people into instant and personalized water cooler calls—using AI to preserve relationships and collaboration.
How did you come up with the idea?
When COVID hit in March, I started looking for opportunities in the chaos. I looked for areas undergoing massive change and picked remote work because I had experienced it and understood its shortcomings.
As I spoke to my classmates about our challenges with remote schooling, I noticed a pattern. Without chance meetings in the Haas courtyard or around campus, my peers were finding it harder to stay connected. We were being told to “be intentional” but it felt like a ton of work, and our social interactions and circles were shrinking. I came to Haas for the culture, and I loved interacting with my friends and classmates, but I was beginning to feel isolated. Then I interned as a product manager at Cisco, where I saw first-hand how the problem of not having informal interactions could affect business. When informal connections are disrupted, employees find it harder to maintain a sense of belonging, and scientific research suggested this could impact culture and innovation.
What problem does Seren solve?
Seren solves the problem of staying in touch online by helping people to “bump into” other virtually, so that brief and informal conversations can happen.
We are making water cooler chats better in some ways than in-person, even though we can’t quite replace face-to-face conversations…yet. With this technology, we can customize water cooler chats for individual preferences around how people like to engage, who they want to talk to, how long they want to talk, and what they want to talk about. We want to help people have better informal conversations over audio/video with colleagues, on any platform, whether that’s Slack, Teams, Zoom or the web.
With this technology, we can customize water cooler chats for individual preferences around how people like to engage, who they want to talk to, how long they want to talk, and what they want to talk about.
What’s been the biggest challenge so far?
My biggest challenge has been finding software engineering and machine learning talent to join our team. We have used BearX, Handshake, and LinkedIn and are really keen to find more people who are excited about impactful startups.
So far, I have been working with an amazing team of Berkeley undergrads and alumni—Leonor Alcaraz-Guzman, Helen Xu, and Patrick Zhu. In my Product Management class, I am on a diverse team with grad students from the School of Information, Fung Institute, and Haas, and we are learning so much.
Has anyone from Haas helped you with your startup?
I’ve had lots of help from faculty and staff. Early on, I took the NSF Bay Area I-CORPS course, which helped me learn how to do customer discovery. Rhonda Shrader, executive director of the Berkeley Haas Entrepreneurship Program, has been consistent in pointing us towards potential partners, competitions, mentors, and opportunities.
Vince Law, a professional faculty member, has reviewed more than one version of our early prototypes, and given critical feedback. In Jeff Eyet’s class on design thinking, he shared great advice on trying to understand users’ emotions and motivations for using our solution. Greg La Blanc, another professional faculty member, helped me think strategically about whether to even pursue this idea or space of remote work.
What are your goals for the next six months?
Our top goal is to get a strong sense of whether our product is exceptional at solving the challenge of creating serendipity for our users or not. We will need to launch and get lots of user feedback to answer that question. When you think about it, these are unique times with millions of people stuck at home, so if they want this, we should be able to quickly determine whether we can satisfy that need, and build a business out of it.
Another key goal is to clearly show a path to defeating our competition. I joke with my teammates that every week someone else has launched a new product to solve the same problem. Currently, we segment our competition in these categories: bots offering instant water cooler calls, standalone virtual office applications, and platforms that match people for conversations based on interests. We understand the competition and have a distinct path toward differentiating ourselves.
As a former banker, business school fundraiser, and veteran admissions expert, Eric Askins’ varied career helped shape him as a nimble and creative team builder. He was recently named executive director of admissions for the Berkeley Haas Full-time MBA program.
We talked to Askins recently about his New York roots, his varied career path in education, and his goals as new admissions director.
Tell us a little about your background and where you grew up?
I’m originally from New York and grew up with two sisters in an incredibly diverse neighborhood in Queens. I’ve always been incredibly proud of how my mother brought us up. An immigrant from the Dominican Republic, my mother cleaned houses and took care of other people’s kids to ensure we had what we needed. I know she was excited to see me accepted into the Bronx High School of Science, a specialized public school. I went to Hunter College, a school in the CUNY system, where I worked during the day and studied political science and sociology in the evenings. I learned to appreciate the way a community can support people through school, as I wasn’t the only first-generation Latinx college student working their way through at night.
What are a few of your first goals as admissions chief?
The primary role of any admissions head is to support the team of admissions professionals who work tirelessly to engage with the amazing applicants to our program. That will continue to be my number one priority. Externally, I’m focused on maintaining the academic standards of our program and broadening our outreach strategy.
Specifically, we will focus some of our efforts on increasing the percentage of women applicants to our program. Berkeley Haas was among the first business schools to cross the 40% women threshold. My goal is to consistently hold that figure. In order to move towards closing the gender divide, we are working to better highlight our programs like Women in Leadership and the work of our Gender Equity Initiative and our programs that develop leaders equipped to manage diverse and inclusive work environments. We also need to think about how we are reaching out to all women: women of color, international students, women from different academic backgrounds, and students with non-binary identities.
Berkeley Haas was among the first business schools to cross the 40% women threshold. My goal is to consistently hold that figure.
What was your first job after graduating from college?
I started my professional career in banking, in a process-oriented role at Sterling National Bank, shifting into commercial loan workout, and then to small business lending. I worked with small business owners, individuals whose entire lives were tied to the businesses. These were often immigrants, first-generation business owners opening restaurants, franchises, and dry cleaners.
I began my admissions career in 2010 at Fordham University in New York as an assistant director of admissions for the law school. In that role, I traveled the country and developed a deep interest in the pathways to graduate-level education. After a number of years, I decided to broaden my experience and take on a new challenge with Fordham Business School’s fundraising arm. I worked closely with the school’s alumni to help chart avenues for growth for the school. Among our successes was a partnership with the NASDAQ Entrepreneurial Center here in the Bay Area. I was amazed at the impact business school alumni could make on the community. I think it’s safe to say that that experience planted the seed that would eventually bring me to Haas.
Can you talk about how you diversified your experiences by working at The New School in New York, which has a design school, liberal arts college, and a performing arts college?
I was director of strategic initiatives and planning, managing net tuition revenue for an institution that was constantly looking for ways to shift, be nimble, and be dynamic. The New School was a collection of various different types of colleges and it’s connective tissue was cultural not structural. The New School provided a number of very unique challenges that engaged me intellectually. I worked directly with the college’s deans, doing scholarship modeling, developing enrollment strategies, building our strategic partnerships globally. But in this role I was no longer participating in the candidate’s journey, something that I enjoyed and have returned to at Haas.
What brought you to the West Coast?
I’ve been lucky enough to be with my partner for nearly 20 years. In that short amount of time we’ve had a number of different adventures, not the least of which has been our two children. Though we’ve both traveled significantly for work, neither of us had ever lived outside of New York City. So when she was offered an amazing professional opportunity here in the Bay Area it felt like the perfect time to start a new adventure.
I’ve always been aware of Berkeley and its reputation as a culture-forward institution. When we moved here we rented a house within walking distance of campus. I knew I wanted to work at one of the graduate schools and I loved the idea of the Haas MBA. It’s the least narrow degree providing the most opportunity to make a change. Through the Defining Leadership Principles, I had a very clear understanding of the school’s values and they closely reflect my own personal values.
Every person matriculating through Haas is going to make an impact, whether it’s in impact investing, tech, transportation, sustainability, or consulting. This is where I want to be, participating in some small part on that journey.
Every person matriculating through Haas is going to make an impact.
What’s your favorite DLP?
I most closely align with Confidence without Attitude. It prompts me to reflect not only on what I can contribute, but also calls on me to recognize where I need to grow. When I practice this DLP, I’m an active listener and I engage meaningfully with my partners and peers, so that I can learn from them and build with them. I’m excited to see what we build together in the coming years.