Alumni Spotlight: Jonathan Morgan – Principle at Brown Bear Capital

Jonathan Morgan

 

Jonathan Morgan, BHP ’98, had his mind made up while in school to move to New York and work in investment banking. A BHP and Finance major, Morgan is now Principal at Brown Bear Capital in New York City. His path to the Big Apple included stops in Asia, Europe, and Wharton, as well as many valuable lessons along the way. We sat down with him to learn more about his career path.

 

Talk a little bit about Brown Bear Capital Management and your role there?

Brown Bear Capital Management manages a $100M hedge fund. We are a small shop, with only three people. The company launched in 2008 with 10 investors. I came on in 2009 to serve as lead analyst and trader. I mainly cover industrial companies and invest across the capital structure (credit and equity) looking for cheap or expensive securities. Most large funds have separate research analysts and traders, so my position now is a hybrid where I do both.

What has it been like transitioning to a small shop?

There are positives and negatives. I have more bandwidth in a smaller shop. I have learned a lot and it is easy to get the boss’s attention. What I suggest is done, as opposed to my last position, where everyone was trying to get time in front of the decision makers. As a small fund though, you don’t get as much attention from Wall Street. At a big fund you are invited to more conferences and meetings with bank analysts and company management. We don’t do as many trades, so it is more difficult to get their attention. The resources are a lot less as well. I have to wear more hats and work on the business as well as everything else. At this point in my career though, it is good because it is hands-on experience for how to run my own shop if I want to go down that road in the future.

What was your career path leading up to your current position?

I majored in BHP and Finance. Pretty early on I decided I wanted to go to New York and do investment banking. I had some offers with big companies, but I ended up going directly to a private equity shop in Dallas called Lone Star Funds. A good friend of mine from BHP had gotten me an internship there, and they ended up offering me a job. They were a small fund at the time managing about $400 million. They have grown significantly since then and now manage $33 billion. I was with them for five years. At the time, 80% of their business was in Asia. I mainly worked with real estate investments and company buy-outs. I went to Korea for two years to look at new deals, oversee the due diligence process, and oversee the asset managers. I then went to Europe for a while.

After that, I went to get my MBA at Wharton. Shortly after graduation I moved to New York and went to work for Avenue Capital Group, a large high-yield credit fund. It was a big move to go from private equity to a hedge fund in public markets. I worked for the European fund and spent lots of my time in Europe buying corporate bonds for companies that are likely to default or had already. It was a typical Wall Street experience. I worked there for a couple years and learned a lot about securities trading and got sector experience. I learned how to look at company structure and see what is attractive and what isn’t.

From there I went to One East Partners, a fund launched in 2006. I joined about 6 months after it launched. It was a newer fund and I was only the fifth analyst hired, so it was a bit of a gamble. I was making a bet that they would be able to grow the fund. Unfortunately, they took a hit in 2009 and were down about twenty percent like everyone else. Because they were a newer fund, they had trouble rebounding. I left about that time to join Brown Bear.

What was daily life like in these jobs?

When I was in Korea, we had a lot of strict deadlines, so I was working some all-nighters and at one point worked 45 consecutive days. So in many ways it was similar to the hours a typical I-bank analyst would work. With hedge funds, it isn’t as deadline intense, so I was actually working less hours. Hedge fund hours are pretty much 60 hours a week normally. That said, there are times when it is a high pressure environment and you are working at a fast pace in a very intense environment.

What skills have you found particularly valuable when making trading decisions?

Having a broad understanding of accounting and finance is very important. Intermediate accounting was one of the most useful classes I took. I think students need to go beyond what they learn in the classroom and figure out how they can apply it. When they interview for investment banking, they will be competing with grads from ivy-league schools, which don’t have undergraduate business programs. When companies see that a student went to UT, they are going to ask them accounting and finance questions since they should have that background. They need to be ready to answer those questions. They should be able to look at a company’s financial statements and break them apart.

Many BHP students find Texas jobs easier to come by than NYC positions. As a BHP alum in NYC, what advice do you have for students who really want to work in the Big Apple?

When you are a sophomore or junior, start figuring out where you want to go and how you are going to get there. Ask the people who are recruiting what stands out on a resume so that you can get the interview. Tailor your resume to what the companies are looking for. That goes for applying to MBA programs too. The BHP alumni network really helped me and got me my first job. I kept in touch with my classmates who went into investment banking and networked with them so they could help me. I also think getting an internship in New York will help a lot. Find companies that have UT alums because they will value the UT brand. Also, have a good reason why you want to work in NYC because recruiters may ask that.

Reflecting back on your time at UT, was there anything you would have done differently?

I would have taken advantage of the greater UT community. I would have taken classes in stuff I didn’t maybe have an interest in to expose myself to it. I was very tied to the business school and wish that I would have done more outside of it, like taking on a minor in something else, or joining some other clubs. Anything you can do to broaden your experience outside of business will set you apart from others and enrich your college life. I also wish I had spent more time exploring Austin.

Is there anything else you would like to add?

Be willing to take risks. When I joined Lone Star, it was a risk. I turned down some of the bigger banks and took a chance. Working for them gave me the opportunity to live in other places, which was a great experience. Be very comfortable with who you are working for. Working for the right boss, who is invested in helping you grow, is very important. Ask who you will be reporting to, because that is huge.

President of Chevron Energy Technology Company, Paul Siegele, Shared Challenges of Oil Business with BHP Students

Being the President pf the Chevron Energy Technology Company is no easy task, but Paul Siegle loves the challenge. He took a job as a petroleum geologist with Texaco after graduating in 1980. Texaco was later acquired by Chevron and Siegle worked his way up from petroleum geologist to his current role, moving all over the U.S. and world in the process, including five stints in Houston.

The son of a Lutheran preacher who grew up in a small town in North Dakota, Siegle never imagined he would be in the field of oil and energy. A geology professor he had his freshmen year of college sparked his fascination for geology and led him to pursue the field of study. “There is a lot of risk and excitement in the field,” he said.

Heading up Chevron’s strategy involves a long-range outlook and knowledge of an overwhelming amount of variables. The three main components of his job include looking at the financial side of research projects to see what research is actually affecting their bottom line; protecting their intellectual property; and making bets on technology that keep the company profitable in the long-term using the current outlook, or what he describes as “skating to where the puck is.”

Being in the oil business also requires a thick skin and an ability to bounce back from failure. Siegle explained that most of the time in the oil exploration business, you aren’t going to find oil and you are going to spend a lot of money looking for it, but sometimes you find a well that is so big it more than makes up for the time and money spent drilling the ones that came up dry. Siegle was fortunate enough to have been a part of such an occurrence during an assignment in the Gulf region, and said that the string of discoveries was rare and ultimately catapulted his career at Chevron.

It wasn’t just good fortune that led to his climb up the ladder. Siegle shared some words of wisdom with the students on how to be successful. “Do the best you can with the job you are given and the rest will take care of itself,” he said. “Be open to opportunity, and willing to move around if you can. Treat people well. Be accountable for your leadership responsibilities, and work hard.” When asked about his personal leadership style, he said he likes to empower his team, adding that there is a fine line between empowerment and abandonment. “Lead by example and know your team well enough to know if someone needs help.”

Fielding questions from the audience, he addressed ethical issues in the oil business. “We operate at the confidence of the public. We get results the right way. We don’t expect results at any cost.” Siegle said Chevron’s strong ethical standard has been very important to him personally and that he is very proud of the company’s social responsibility program, which invests in the communities where they operate.

Student Spotlight: Sterling Hill

Sterling Hill, BHP & Finance ’13 spent the spring semester in Washington D.C. participating in the Archer Program. The Archer Program brings UT students to D.C. to allow them to experience working in government and politics. There are around 30 students per semester accepted from across the UT system schools. We sat down with him to hear more about his experience in the program and what he plans to do after he graduates.

Why were you interested in the Archer Program?

I have always been fascinated by politics and am minoring in government. I thought it would be a good opportunity to get outside of the business school and wanted to merge my interests in business and politics. I applied to the program, then shortly after I was admitted, I found out that I was going to have the opportunity to work for the financial sector.

Tell me more about what you did while you were in D.C.?

I was working for the Financial Services Round Table, whose mission is to protect and promote the economic vitality and integrity of its members and the United States financial system. They represent the interests of the 100 biggest financial institutions in the world. For example, when the Dodd–Frank Wall Street Reform and Consumer Protection Act came through after the financial crash, they represented the interests of the banks and financial institutions. I was an intern in this area and worked in the Government Affairs Department and worked directly under the chief lobbyist. I had the opportunity to attend a lot of committee hearings with politicians. My project for the semester was compiling election updates and results for lobbyists and politicians.

My favorite aspect of the program was being around 30 other super bright students who were all working at really interesting places. After talking with them, I was able to learn more about their experiences and it opened my eyes to other areas I am now interested in, like global trade.

Did you have any epiphanies about your career after school from the experience?

I did. I love Washington D.C. and learned more there than I probably have in all of my schooling so far. I am more knowledgeable now about politics. The experience helped me gain clarity on which avenue I want to pursue for my career, which I don’t think is politics after all.

What has been your favorite class at UT?

In the business school, it was Finance 376 taught by Robert Duvic. It taught me about global trade and how it affects the economy and people’s standard of living. It made me realize there is more to finance than just the numbers and showed me the actual human impact. Outside of the business school, I really liked the Theatre and Dance class that I took. I ended up going to see a bunch of shows on campus because I enjoyed it so much.

What are you involved in outside of class?

I am part of a service organization called Brothers Under Christ. It is a group of 200 guys who meet together each week to make a positive impact on campus. I also work for a technology startup in Austin called Predictable Data. They create data mining software for small businesses. I help with sales and finacials. I am also involved with a UT student organization called Students for Educational Reform, which educates students on the issues in education reform, while getting them involved in local schools.

What do you wish you had known coming in?

Get involved in something other than business to open your mind to new experiences and broaden your world view. Each time I got involved outside of the business school, it gave me a broader perspective of what is truly important.

Four Recent Alums Share Experiences in Dell Development Programs

The BHP is pleased to have Dell as a corporate partner this year. Dell has employed many BHP alumni over the years. BHP alumnae Casey Lehmann has worked there two years and says, “It is a great company to work for that empowers future leaders to collaborate with global teams, develop ideas and run with them.  There’s a work hard, play hard mentality, focused on driving for results through collaboration, leadership, and engagement.  The culture is also very open and encourages getting to know people from across the globe and outside of your day-to-day job.”

There are several development programs throughout Dell that focus on providing college graduates with a breadth of experiences that they can take & build upon in their future career.  These programs typically provide you with exposure to the senior leadership team, as well as mentoring, networking, community service & teambuilding opportunities.  Four recent BHP grads took the time to share their experience in development programs at Dell.

 

Mandy Ellison

Graduated 2010, MPA and Business Honors

Global Audit and Transformation (GAT)

Working on the Global Audit and Transformation team at Dell has given me the opportunity to learn various parts of the business through diverse assurance and internal consulting engagements that typically last 4 months each.  Past projects have included mapping the end-to-end sales process, reducing complexity in server manufacturing, realigning call center key performance indicators, auditing services revenue recognition and testing the India balance sheet accounts.  During my two years, I have travelled to the Philippines, India and Brazil to assist with training and engage in regional projects.  Working at Dell is a great fit for me because of the opportunity to work on challenging, cross-functional projects with global teams.

 

Elyse May

Graduated 2010, Marketing and Business Honors

Commercial Leadership Development Program (CLDP)

The Commercial Leadership Development Program was an amazing opportunity straight out of undergrad that truly set me up for success and enabled me to excel in my career early on.  The program is 2 years long and consists of four, 6 month rotations, starting in sales, and then allows you to drive your career based on where your personal and long term career goals lie. My four rotations were consumer sales, Dell@ marketing and sales support lead, media planning budget manager, and small office business planning. Through my four rotations, I got to launch a new channel, understand how Dell spends our marketing dollars, and the intricacies of putting together actions to drive strategy. The structure of the program is great because it allows you to see firsthand the collaboration across the business units and helps you understand how sales, marketing, operations, finance, and all other business functions are intertwined. In addition to your everyday job, the program provides you with brown bags with the senior leadership team, mentoring with CLDP alumni, and other development opportunities that allowed me to build my professional network.

 

Rachel Robinson

Graduated 2010, Finance and Business Honors

Finance Development Program (FDP)

I am a recent graduate of Dell’s Finance Development Program (FDP), a 2-year rotational program designed to develop future leaders through a breadth of experiences and MBA-style coursework. The program offered me several great opportunities, including a one-year international assignment in Singapore. Working in Asia really strengthened my global skills and enhanced my understanding of Dell’s supply chain operations. I have now joined the Global Audit and Transformation (GAT) team, where I will continue to gain breadth and international work experience as well as develop my controllership skills. I love working for Dell because I’ve been given roles with large scope areas early in my career, and I’m constantly challenged to learn about different areas of the business. Dell is truly a great place to work!

 

Casey Lehmann

Graduated 2010, Finance and Business Honors

Finance Development Program (FDP)

I also participated in Dell’s Finance Development Program, and completed four six-month rotations throughout the Finance organization.  Each role (Services Finance, Software Pricing, Treasury & Global Operations) was very different and allowed me to explore what I liked and didn’t like about each area of the business.  In addition, I was able to grow my business & financial acumen through the curriculum & simulations the program provided.  I was also able to get involved in extracurricular activities, such as on-campus recruiting & planning networking events with executives early on in my career.  Since graduation, I have joined the Integration Management Office (IMO) at Dell, focusing on integrating the companies we have recently acquired.  Dell has been a great fit for me, because the support & encouragement from the leadership team throughout the company inspires me to put my best foot forward & learn something new every day.

Connect with us!

Twitter: @CareersAtDell

LinkedIn: Linkedin.com/company/dell/careers

Facebook: Facebook.com/delluniversityrelations

Dell.com: Dell.com/careers

Mandy_Ellison@Dell.com

Elyse_May@Dell.com

Rachel_Robinson@DELL.com

Casey_Lehmann@DELL.com

COO of Southwest Airlines Mike Van de Ven Shared Advice with BHP Students

Mike Van de Ven spoke to students this week in the BHP Lyceum Course. Van de Ven is the Executive Vice President and Chief Operating Officer of Southwest Airlines. He joined Southwest in 1993 as the Director of Internal Audit, became VP of Planning in 2001, and took on his current role in 2005.

He started his career at Arthur Young & Co. (now Ernst & Young) as an auditor, where he said he gained insight into companies of all sizes and learned to solve complex problems. He worked on the Southwest Airlines account for 10 years and became so interested in the company that he ultimately decided to leave the company and join Southwest full time. He took a pay cut and moved out of his posh office to a small office with just a card table and a folding chair. He was so excited about the job and company’s potential for growth, that he said he didn’t mind.

One of the biggest lessons Van de Ven said he learned right away from Southwest President Emerita Colleen Barrett was that if you want to lead people, you have to serve people. She taught him the importance of serving the people who are making your company great. Under her direction, he served hot dogs in the blistering heat to ground crews, and painted walls and hung photos around the office. A student asked him about the great customer service and friendly attitude Southwest is known for later in the class, and Van de Ven said he thinks part of that can be attributed to executives of the company serving and recognizing their employees.

Another experience he shared with the students was what it was like to be six months on the job as the head of planning for the airline on September 11, 2001. “It was the most eventful and chaotic day of my professional life,” said Van de Ven. There was a massive amount of problem-solving needed and he didn’t know if the plan he had for the airline would still be viable after what happened. “You will have defining moments like this in your career,” he told the students. “The things you are doing today will prepare you for these. Situations are going to arise where you don’t have an answer and you are going to have to fall back on something you know.”

Here are a few of the things Van de Ven knows and shared with the students.

  • “Pass the lunch test” – be interested in people and a good communicator, because if someone doesn’t want to go to lunch with you, you can’t be a good leader. Also hire people you want to go to lunch with.
  • “Have a mantra” – his has been to be “In scope, on time, and in budget” and he learned that from his time as an auditor. Good processes and procedures are key, but you also have to narrow problems down and solve what is most important first.
  • “There’s something about Mary” – actually, it isn’t something about Mary that is important, it is something special about you. You become crucial to an organization when there is some kind of experience that only you can provide.

In addition to these lessons, he stressed the importance of networking while you are in school, citing connections he made to professors and classmates whom he ended up working closely with later in his career. “Be deliberate in the connections you make now. The people you are sitting next to in class now are going to be the leaders of companies twenty to thirty years from now,” he said. “I never in my wildest dreams would have thought I would be COO of Southwest Airlines.”