Tag Archives: BHP

Alumni Spotlight: Angie Lee – Marketing and Communications Director at General Assembly

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Marketing guru, Angie Lee, BHP ’99, has led marketing strategy for some very different types of organizations from Teach for America, to HarperCollins, IDEO, and now General Assemb.ly. Lee recently sat down with us to talk about her career path. She emphasized the importance of relationships, hard work, and how a willingness to be open to new opportunities has led her to some really interesting roles over the years.

You have worked for a variety of companies and organizations. What are the challenges and rewards of always jumping out of your comfort zone?

For me what is most rewarding is being able to be constantly challenged. By moving, I can focus on my core skill set and my flexibility of being able to put these skills to use in any role. Coming into a new role, I bring a fresh perspective while keeping a sense of what skills I bring to the table. I know that what you experience when you are on the inside working for a company is different than preconceived notions. If I let my perceptions cloud my perspective, I wouldn’t be able to do what I need to do. It is very important to listen and balance the needs of the organization with the skills that you bring. There is never a one size fits all solution, so you have to try things tailored to the organization.

These different opportunities were a result of my willingness to be open to new opportunities. They didn’t come from me seeking them out. They were a result of relationships I had formed in other working partnerships. I stayed open to new opportunities and always focused on doing my best work.

What is General Assemb.ly and what drew you to this new role?

It is a global network of campuses for technology, business and design. We help individuals who want to round out a skill set, learn new skills, and learn from the best instructors. The company was started a year and a half ago and we are in 6 cities right now. We have ambitious plans to be in 10 markets by end of this year. I learned about it at IDEO and was impressed by them, then they approached me and originally I had different plans in mind, but decided to take this opportunity.

What were the other plans you had in mind?

I was strongly considering starting a business of my own, but I realized I could learn what it takes to build a business and to rapidly scale it at General Assemb.ly. I also realized these were really smart people and that I would really enjoy working for them. My coworkers are some of the most talented people I have worked with. I love their curiosity in the world around them. I really appreciate how everyone I work with approaches a problem with a solution in mind, instead of finding a reason why it can’t be done. It is very refreshing.

What are you doing for the company and what do you love about your job?

I am working with a team to lead the charge on marketing and communications strategy. In my role, I am working on brand alignment, awareness of General Assmb.ly, and growing the brand globally. When you rapidly scale a business, you need to align messaging, so I am helping them do that.

What did you find most interesting in working for IDEO, a company which is all about innovation and human-centered design.

My role was to grow business in the New York studio. I was tasked with finding ways of telling our story to new audiences. For the first time I was working in B2B. It was challenging because it required a different mindset. Conversion was different in working B2B rather than B2C. I had to market a service instead of content, which was what I had been doing at Harper Collins. The biggest thing I learned in my role with IDEO was the importance of relationships and networking. Aligning yourself with the right brands and organizations can help you relay your message in a better way, and partnering with the right people allows you spread your message more efficiently.

You have on your LinkedIn profile that you “helped Harper Collins spread ideas,” tell me more about what you mean by that.

In book publishing, you aren’t selling books, you are convincing consumers to latch onto a story, which is very different from selling an actual product. We looked at emotional connections of consumers. I worked in fiction and non-fiction and helped authors from Sarah Palin and Gretchen Ruben to Michael Crichton. In all instances, what compelled consumers to make their purchases were their beliefs and ideas, not the books themselves.

What should someone wanting a career in marketing keep in mind?

Be open to experimentation. There are so many new technologies that come your way that you have to be open to experimentation and failure. When you do fail, think of it as an opportunity for learning. It helps you get deeper perspective as to what might work. Also remember that the power of relationships is important. Always play fair and keep your integrity. You never know when a relationship will come back to hurt or help you.

What stuck with you from your time in BHP?

I didn’t realize at the time the quality of the BHP students. I took for granted how professional, smart and polished the other students were. When I went into the working world, I realized how lucky I was to have been part of that and grow with such talented people. I look at what my classmates have gone on to do and it is amazing all the different directions they have gone in and passions they pursued, it is really inspiring.

What advice do you have for current BHP students?

If I were to do my undergrad over again, I would allow myself to be curious and broader in bigger ways. I thought of myself as defined as a business student. I was interested in graphic design too, and I would have been more open to exploring this as well. In order to be successful you need to have curiosity and interest in other area. That is what differentiates you from other business grads in interviews. Allow yourself to be all of those things and make room to grow. Some of the most successful people I know took non-sequential career paths because they followed their curiosity. It is about enjoying your every day. Now days you can really blend your passions to find a niche for yourself.

BHP Alumna and COO of Knoll, Inc. Shared Insight with Current Students

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Lynn Utter, COO of Knoll, Inc. and Director of Wesco International, Inc. came last Wednesday to speak at the sophomore lyceum course. Through her back-and-forth banter with Dr. Prentice, the former ERB BHP alum enthralled students with humorous anecdotes and words of wisdom learned from her prolific business career.

Utter graduated from the Business Honors Program, and went on to earn her MBA from the Stanford Graduate School of Business. She then worked in management consulting for five years. Utter said consulting provided a great opportunity to explore different career opportunities; however, “I’m a doer,” she affirmed. That drive to act, landed her in a VP slot for the Frito-Lay warehouse located in Denver.  Afterwards, she worked for Coors Brewing Company and soon became the company’s Chief Strategy Officer. She now works as President and COO of Knoll, Inc., a modern furnishings and design company, and serves as a director on the board for Wesco International.

Across her diverse career journey, Utter has learned many lessons. One she learned while overseeing warehouse workers for Frito-Lay, was to listen before speaking and be open-minded and fair. She said it is important to establish credibility and make some tough decisions. While working for Coors, she improved the firm’s all-important bottling and canning plants by setting up joint ventures with the best firms in the world in those industries. By bringing in the partners, she helped Coors grow tremendously. Then she went on to work with architects and designers as President and COO of Knoll, Inc., stating that it was a great opportunity to lead such a large company that had a great brand and valued people.

During the Q&A session with the students, Utter took different questions concerning leadership and her career. She believes everyone is born with a “leadership muscle,” but like any muscle, you have to exercise and develop it. One student brought up the subject of the glass ceiling and how it had affected Utter. Utter stated how it was difficult at times, mentioning she has worked with 50+ white males who said they never worked with a woman before. She overcame this by “establishing credibility and promoting change from within.” In one of her anecdotes about a leadership program she partook in while in school, she said the program asked, “What do you want to do with your life?” “Honest answer,” she affirmed, “I wanted to run my own company.”

In her closing remarks, and throughout the presentation too, Utter stated how the students should seek out “people you can confide in, and confide in them.” “I’m all about people,” she said. “The companies that motivate their people are the ones that win.” Utter further stressed to each of the students that they should use their networks and develop the relationships with the people sitting next to them in the room. “Ya’ll are part of BHP. That’s something to be proud of. Don’t turn that off. You guys are going to graduate. Don’t lose track of each other. Find your friends and colleagues to take that journey with you.”

One student asked what legacy she would hope to leave behind. Utter replied that she hopes to leave a legacy where [she and her company] gave back to the community. She challenged the students, “What legacy do you want to leave?”

Written by BHP Sophomore Dennis Phelan

Student Spotlight: Holland Finley

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BHP junior Holland Finley loves sports. She is a world champion wakeboarder and has competed in pole-vaulting, cheerleading and diving as well. She attributes her competitiveness and perseverance to being raised around sports. She brings that same drive to her academics and leadership activities at UT. We sat down with Holland recently to find out more about her passion for wakeboarding and what she has been up to lately.

You are a world champion wakeboarder. Tell me more about that.

When I was 7, I started water skiing on a family vacation. Over the next couple of years my brother became interested in wakeboarding and encouraged me to try it when I was 12. I was a cheerleader and had learned tumbling moves growing up. My brother and his friends, recognizing the parallels between the sports, encouraged me to try some of my tumbling moves on the water. My first trick was called a “tantrum,” which is like a standing back flip from wake to wake. I had a lot of falls before I landed my first invert, but I was determined – you never land a new trick your first time. As my brother became more invested in the sport, he became sponsored and was asked to compete in the national tournament for wakeboarding. I was 13 at the time, and my dad encouraged me to compete in the national tournament as well. I ended up taking second place in the 13 and under girls’ division and from then on I was hooked. After that tournament I received product sponsorships from a couple different companies including Cobian Solewear, Angel Eyewear, and Gator Boards.

Growing up wakeboarding definitely had its challenges. I was really one of the only girls riding competitively in Texas. When I would practice, it would be me and 18 to 20 year-old guys. It was tough at first, but I got used to it and always had my older brother and family supporting me.  When I was 17, I was elected to the U.S. Wakeboard Team to compete in South Korea for the World Championship. I met so many riders from around the world and won a world title! That same year I was voted “Female Amateur Wakeboarder of the Year,” and was honored with a  write up in the US Waterskier Magazine.

What lessons do you think you learned from those experiences?

I learned perseverance, determination, and how to hold your own in a field full of guys. I had so many injuries that I had to work through. I have had a torn MCL, separated ribs and scars all over. It is crucial  to persevere and have a competitive streak. I think being in sports has helped me manage my time and set goals in the academic setting. Wakeboarding was also my first introduction to business. I dealt with sponsors and was a speaker at different boat shows. That influenced me to want to pursue business as a degree.

Are you still pursuing competitive wakeboarding?           

I am a member of the Texas Wake, the wakeboarding club team for UT. Additionally, I give lessons on the side on Lake Austin during the summer and warm months. School is ultimately the most important thing in my life, and has taken a primary role the last couple of years.

What else are you involved in on campus?

I am the tappee trainer for the Orange Jackets. I educate new Orange Jackets and assist them with executing their year-long service project. I am also associate director of philanthropy for student government, where I am heading up a new initiative called Orange Outreach, and am on the philanthropy committee for my sorority, Tri-Delt.

What is the new initiative you are working on, Orange Outreach?

I am working with a team of people from Student Government to connect people to large-scale projects and build a bridge to different non-profits in Austin. We are producing a newsletter and blog with different volunteer opportunities. At this age, everyone is keen to be a part of the community and this is a great way to introduce people who have never volunteered before to doing that. As a member of UT community, I have learned the power of the student body to affect positive change. I have had a passion for volunteering since high school. Through student government, I have a platform to help develop that passion in other students as well.

You grew up in Austin. Did you always know you would attend UT?

I have burnt orange blood. Everyone in my family went to UT. I actually thought I would go out of state, but after visiting some of those schools, I realized that I HAD to go to UT. The platforms available here for students to have their voices heard is unique and not paralleled. I love it here. I went to Discover BHP and was so impressed by the BHP students who spoke at that event. Business Honors has had an incredible impact on my life and I really value the mentorship program and the fact that I know my classmates.

Any plans yet for after graduation?

I am planning on going to law school. I am going to write my Plan II thesis on corporate social responsibility and its importance in today’s society. I think corporations have immense capacity to do good, while building their brand. I think that type of mentality needs to be more prominent. I am hoping to ultimately find a role at a corporate foundation or as a consultant for corporate social responsibility.

Do you have any advice for students just getting started at UT and in the BHP?

Explore what UT has to offer. Go to performances and sports games. Talk to your advisor. Tap into the UT support network. I just saw John Legend and that was amazing. My first couple years I would wait and see what my friends were going to, but I have started just going to things myself and making new friends, I think that is important. Embrace the resources UT has to help you change the world, and have as much fun as you can in your time here.

BHP Advisory Board Chair, Dominic Sung, Honored with McCombs Rising Star Award

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Dominic Sung, BHP ’03, BBA ’03, recently took on the role of chair for the BHP Advisory Board and is being honored with the prestigious McCombs Rising Star Award during the McCombs Hall of Fame ceremony on November 9. The award is presented to alumni no more than 10 years out from graduation who have been successful professionally and helped strengthen the McCombs Alumni Network. Dominic, who is a Director of Structured Products in the Integrated Supply and Trading Group at BP, is looking forward to enhancing the BHP for future generations of students in his new role as chair of the board. He took the time to chat with us about his role at BP, his time in the BHP, and his plans for the alumni board.

What are you currently doing for BP?

In the Structured Products Americas team, we deal with counterparties that BP transacts with directly over the counter.  We create and execute tailored risk management structures for these customers in order to hedge their energy commodity risk.  Businesses have exposure to price risk around energy commodities due to the input or output of their business, and we help them manage this risk. For example, there might be a steel company that burns natural gas to smelt their steel. Natural gas price changes significantly affect their bottom line. They may call us and talk to us about how to manage this risk in order to meet their objectives, which may involve how they purchase the physical commodity and/or the financial hedging around that. We help create and execute solutions for each counterparty’s unique risk profiles.

You have been with BP since graduation. What do you love about working there?

I like it for the same reason I liked being in the BHP. It is a large company with a lot of assets and a big balance sheet behind it, but I am in a small group, working in a specific industry I enjoy. It is similar to how the BHP provided me a small group within a large university with many assets. I also like that I get to work in a global and exciting environment with no two days that are alike.

How have you determined when you were ready to make a move at BP?

I started in an analyst program, doing four roles in three years. I then found a more permanent role after that. It is a very performance driven environment. Your compensation is directly related to your performance. Many people in this job environment are less worried about titles and more worried about performance. For me, personally, it is about managing what is tantamount to my own piece of business.  When I feel like I have exhausted the growth opportunities within what I am doing and am not challenged at a level I am comfortable with, it is time to move on to something else or change what I am responsible for.

What does the typical work day look like for you?

Every day and every client is different. I cover 200+ clients and they are all very different. I have to work to understand their business, and their needs, and solve those particular problems. I end up having to travel quite a bit to meet with my clients (which always sounds more glamorous than it is).  On those days the schedule can be rough, catching early flights and returning on odd-houred flights to be back in the office for the next day.  On a “regular” day in the office, I’m usually at my desk and booted up by around 7:00AM, eating at the trade desk during lunch, and leaving by about 5:00pm.  While the schedule can be demanding, the work keeps it fun and interesting. I use more of my finance education than I ever thought I would. Because of the complex financial derivatives I am working with, I use it all.

Why did you want to serve on the alumni board?

I have been blessed with many things and have always enjoyed giving back. I got a tremendous amount of benefit from the BHP and UT and want to ensure that the program is as beneficial for those coming after me as it was for me, hopefully improving upon it as well. As the program improves, so does the value of my degree. I feel like it is my responsibility to give back and help out where I can.

How would you like to see the BHP alumni community come together in the next year?

The BHP set us up for success. I want to foster a culture of staying involved. All of us have strong relationships with the people we went through the program with. It is about extending that back to the program and coming together not just for social purposes, but to impact the program. I would encourage our alumni to reconnect with each other and give money, time, or whatever they can to help the program and to build a strong alumni network.

What skills should BHP students have who want to do something similar to what you are doing?

They need to have a high level of intellectual curiosity, mathematical skills and finance acumen. They should also have the ability to process information quickly, be decisive and be adaptable. I think the BHP sets you up for that very well through extensive group work. If you can’t deal with people, you can’t do my job. We sit in very close quarters here and work with a lot of clients.

What advice do you have for current students?

Take advantage of all of the resources that are at your disposal at UT. If you have an interest in something, go and explore it while it’s available to you. There are so many organizations and resources. Business is applicable to whatever you are really interested in. Find what it is that you are passionate about and apply business skills to it.

Dell CFO Brian Gladden Opens Up to BHP Students

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Brian Gladden worked for GE for 20 years before being wooed away by Michael Dell himself to become CFO of Dell. Gladden spent time visiting with BHP students last week during the sophomore lyceum course. He shared a bit about his background at GE, where he held roles in internal auditing, finance, operations management, and finally as a CEO for GE Plastics. He said he is proud of the fact that he took the plastics business to a place where there was value for GE, selling it for more than anticipated. Once it sold, he stayed on for a bit until receiving a call from a recruiter about the CFO opportunity with Dell.

Gladden said he was initially hesitant about taking the opportunity because of the liabilities and responsibilities that go along with being the CFO of a public company, but ultimately the opportunities were so compelling that he made the decision to move to Austin and take the position. Coming in, he said he built his team to make sure he had good people around him who could teach him more about the areas he didn’t know. “Curiosity is important,” he told the students. “Don’t be afraid to ask dumb questions. Understand how it works, and why it works, so that you know as much as you can about the business and can respond to people’s questions.” Heeding his advice, our students asked Gladden a barrage of questions on a multitude of subjects, and he answered each one thoroughly and without hesitation, wowing everyone with his breadth and depth of knowledge.

One area of Dell’s growth that Gladden has been largely responsible for is their venture into mergers and acquisitions. Around five years ago Dell started investing in other companies, a strategy which he pushed to Michael Dell, and has acquired at least 25 companies since that time. “Think about acquisitions as a portfolio. Some are going to excel and some aren’t. We have to have a lot of bets going at the same time to have confidence that in the aggregate, we will deliver on your financial goals.”

Another strength that Gladden has brought to Dell is operational expertise. Part of his job is to provide a reality check for new ideas and initiatives. He asks the questions like how much will it cost, and what are the operations necessary to make this happen? He pointed out that stretching yourself and delving into new territories is a good thing, but that it can’t take up so much time that you aren’t doing what you need to do. One way that he keeps from getting too off track following new initiatives is to align his calendar with his business priorities. He actually takes the time to work out how many days per month he wants to spend on specific priorities and he audits his time monthly to make sure he is on track.

One of his priorities is developing the next generation of leadership for Dell. “Leadership skills have to evolve and be adapted to the current situation and environment. People build different skills in different situations,” he said. He went on to explain that this is why at Dell they push employees to move to new positions with new teams in different environments. As a top leader at Dell, Gladden said he is keenly aware of all that he is responsible for and the scrutiny that goes along with his position. “I try to set a great example for my employees and make sure that the company is growing and increasing profits for shareholders.”