Tag Archives: McCombs School of Business

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.

Jonathan Goldman, CEO of Genesis Capital, Visited with Students in Lyceum Course

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Jonathan Goldman, Founder and CEO of Genesis Capital, an independent investment and merchant banking firm based in Atlanta, stopped by to speak to students in the BHP Lyceum course last week. Goldman started Genesis Capital in 2003 with a group of fellow investment bankers he had worked with at Robertson Stephens, where he served as a managing director, heading their Healthcare Group and working with leading technology solution and service providers.

Goldman hadn’t planned on starting his own company, but after working for multiple firms that went through a series of mergers, and getting lost in the shuffle, he decided it was time to start his own independent firm. He started signing clients and bringing on partners in the new endeavor, and Genesis Capital was born in record time. “Things happen for a reason. You just need to look,” he said. “I started my firm out of necessity, resourcefulness, and because I saw a pattern in the industry that wasn’t sustainable in the long-term.”

Goldman said he loves what he does because he has a passion for helping clients execute their strategies and encouraging them to pursue their visions for their own futures. He made some decisions early on to make his company a different kind of firm. Whereas most investment banking firms focus on one type of client, Genesis Capital works with a variety of clients, from family-owned businesses to public corporations. “We focus on need, not size,” he said. They also offer a variety of services. He thinks this strategy has been crucial to their growth and that being an independent firm has been a huge asset given the current financial issues facing many of the larger firms.

Creating their own path was important to Goldman and he cautioned the students not to let others put them in a box and to work hard for what they want. “Think about how you want to approach the marketplace and define your image. Give the best you have to everything you do and the best will come back to you.”

This is also a motto he adheres to in his personal life, demonstrated in his philanthropic commitments. Goldman serves as a director on several boards, including Children’s Healthcare, Children’s Healthcare Foundation, The Paradies Shops Inc., and the Atlanta Charity Clays. “Philanthropy is important to me,” he said. “The more you give, the more you get back. It also gives me perspective and fulfills my soul.”

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.”

Sean Bauld, President of spxk, Spoke to BHP Students in Lyceum Course

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Last week students in the BHP Lyceum course had the opportunity to hear from Sean Bauld.  Bauld describes himself as a transformation leader. His career has taken him to realms beyond what one might expect from a career in marketing research.  However, transformation starts with information, and Bauld is an expert at manipulating information and using it to create profound strategy changes.

Bauld started his college career at UT as a computer science major.  It was not a good fit, and he was invited by the University to leave it.  He briefly pursued a career in marketing in Houston where he stumbled upon the value of empirical marketing research.   Deciding he wanted to go back to college and earn a degree, Bauld gained readmission to UT after seven unsuccessful appeals.  The eighth time was the charm, apparently.  He quickly earned a business degree followed by an MBA from McCombs and a Masters in Public Affairs from the LBJ School.

While earning his masters degrees, he joined Intelliquest, a market research start-up as an intern. He became Intelliquest’s eighth employee after graduation.   During his seven years there, the company grew quite a bit and went through an IPO right after he left.  “Equity matters and it drives a significant portion of your compensation,” said Bauld. He also advised the students to negotiate for what they think they are worth and to always leave a company on good terms.

After Intelliquest, Bauld took a position with IBM as Director of Market Intelligence and Competitive Strategy. “The breakthroughs I had while in the position were driven by fundamentals of company and customer needs. You have to be able to hear what is really being said and see behind those observations,” he said. He spent six years at IBM and was then recruited by Thomson Reuters, where he spent another five years before going on to an emergency services start-up called New York City 24 7, before joining Avid Technology in 2010.

Leadership is a recurring theme of the class and Bauld shared a bit about his leadership philosophy.  As a team leader, he looks to find the right positions to fit the skills of the people working for him, be transparent to his employees, and get to know and support them. “Think about what your aptitudes are and what you are interested in, and let your career follow from there,” he said. Good advice for BHP students who are just starting down their own path to be transformational leaders in their own right.