Student Spotlight – Suchi Sundaram

SuchiLike many BHP students, Suchi Sundaram came into BHP knowing exactly what she wanted to do after graduation. She wrote her admissions essay about her aspirations, which included eventually serving as the Secretary of State. Suchi, who is now a senior studying BHP and MPA in the program, even secured an internship the summer after her freshman year with a congresswoman in Washington, DC. Out of around 200 interns on the Hill that summer, Suchi was one of only three freshmen interns. She was immensely grateful for the experience and felt it was life-changing for her; not only was she able to learn key communication and interpersonal skills, but she also realized she did not want to pursue a public sector role upon graduation.

“I realized I wanted to do something involving more technical or quantitative skills, ideally utilizing those skills to help others,” said Suchi. That fall, she took the BHP Sophomore Lyceum course and had the opportunity to hear Amy Bell speak. Amy is a BHP alumnae working for JPMorgan as Executive Director of Sustainable Finance. Her work connected with Suchi, and it clicked for her that she could work in impact investing and satisfy her desire to do quantitative work while helping others.

She set up an informational interview with Amy over the phone, and Amy graciously spent nearly an hour providing key insights into her career path. She helped Suchi discern what path she should take to work in a position similar to hers. She suggested Suchi start her career in investment banking and then work her way into impact investing. After the call, Suchi pursued and secured an internship with JPMorgan in investment banking. Amy even met with Suchi again prior to her interview to give her advice about the recruiting process.

Suchi’s extracurricular experiences at UT have also helped to prepare her for the future. She got involved in Global Brigades her sophomore year and went with the group to Ghana, where she was able to help spread financial awareness and create sustainable business plans to empower local communities. She has also served as president for the Indian Cultural Association, spearheading a grass-roots recruitment initiative as well as a national Bollywood Dance Competition called Jhalak. “These experiences have been invaluable to me; they taught me how to lead. As a leader, you really have to be able to listen to everyone and unify a vision,” she said of her prior leadership experiences.

For the past year, Suchi has been focused on developing a social finance fund at UT. Similar funds exist at peer institutions, and she has been researching those models to try to determine which model would work best for UT. She continues to research this area with a McCombs Business, Government, and Society professor. Last year, she presented her findings to the Dean of McCombs and is currently talking to social enterprise organizations on campus to increase support for the cause.

“I was very confused for my first two years, but now I feel like I have really figured out my path,” she said. Suchi’s path is not uncommon for BHP students. Many come into the program feeling pretty certain about their path, only to determine that they want to pursue something else. Through internships, being active in organizations, advising appointments, and guidance from alumni of the program, students are able to find their path and set themselves up for success.

Alumni Spotlight: Yasmin Bhatia, Class of 1998 – CEO of Uplift Education

yasminYasmin Bhatia has been the CEO of Uplift Education in the Dallas/Fort Worth area for seven years. Prior to joining Uplift, she was at McKinsey & Co. for nine years. Yasmin graduated from BHP in 1998 and went on to receive an MBA from Stanford. Uplift operates a total of 34 schools with 14,000 students enrolled.

Tell me more about Uplift Education and the goals of the organization.

Uplift is the largest network of high performing public charter schools in the North Texas area. Our mission is to help children who are economically disadvantaged or educationally underserved and provide them with a high quality education to help them get into and complete college. This year, more than 75 percent of our graduating seniors are the first in their family to go to college. We have a track record of 100% college acceptance for our graduating seniors. We are all about making college accessible for students who don’t come from a family where that has been part of their history. Ninety percent of our students are minorities and 74 percent are classified as low income by the federal government. We were founded 20 years ago in the DFW area.

What drew you to education?

At every avenue (BHP, McKinsey, Stanford), whenever there was an opportunity to do pro-bono or community engagement work, I always picked things related to children. When I decided to leave McKinsey, I identified that I would like to do something at a high level to help children. I wanted to focus on one organization, not have to be spread out among clients, and not have to be one step removed from making a direct impact. Uplift was looking for a new CEO, and they were looking for someone to help them grow while maintaining and increasing academic quality. The board really respected my strong sense for systems and process, my focus on talent being an important driver to an organization’s success, and how to grow Uplift in a sustainable way that improved the outlook for the students. There was and still is a huge demand for Uplift schools, so they wanted to ensure they did not implode from growing too quickly. When I joined, we were at 3500 students across 15 schools, and now we are at 34 schools with 14,000 students. We are considered one of the best charter school networks in the nation based on academic outcome.

What do you attribute to that growth?

When you have a high quality product, parents will talk about it. Last year there were 2,500 open spots, and we had 20,000 applicants for those spots. We basically run nine applications for every one opening at Uplift. The demand was driven by the quality. Luckily we had donors who cared about increasing access to college for students who have previously been locked out due to family circumstance.

How would you like to see education transformed in the next 5-10 years?

I try not to pontificate on what is going to happen. At Uplift, what we believe to be true is that you will see more opportunities for more personalized and differentiated education in the classroom. This is critical because it is hard for teachers to teach to one set of students in a classroom who may be at different levels. Teachers able to differentiate for students at different places in their learning helps them grow faster academically. In the future, there will also be an increased focus on social and emotional learning, as well as character development. We want to help students make good decisions, be strong leaders, and productive citizens to society. We are currently running pilots on different character education in a meaningful and purposeful way.

What immediate goals are you pursuing and what is most challenging in accomplishing those goals?

Two things and they both have to do with leadership and human capital. First, is finding people who want to come teach in schools like Uplift and who are qualified. We have very high expectations. We value teaching for what it is. It is an intellectually demanding exercise with a lot of planning. It is a rigorous and demanding job. Teachers need to be thoughtfully planning for students in their classroom. The second challenge is keeping those teachers. They get hired away by school districts who can pay more since traditional public schools receive $1,000 more per student in State funding than charter schools. How can we keep teachers for upwards of 10 years, when the average is only 3, is a major issue.

It is also a challenge to find people who want to be a principal. It is incredibly demanding. You are basically managing a small company of 30-40 employees including a board, parents, students, and the teaching staff. The principal is tending to those stakeholders, and complying with the overarching state accountability system. We rapidly promote teachers who demonstrate leadership potential because we have to. You could be a principal in our network at 28, which is hard to do in a company, so it is a great place to come and grow. Then later in life, these individuals can move on to newer industries with real practical management knowledge. Sure, students can go to famous firms, but if they want to become a manager, they can go faster working in a high performing school network like ours.

When you were with McKinsey, you were working with some of the foundation clients. How did that work prepare you for what you are doing now?

Our foundation clients helped me understand the sector, the multiple stakeholders and political forces that exist in social issues. There is an underlying political dialogue that is happening in education. It was helpful to understand the complexity behind the social issues. It comes into play on a regular basis in my position. I have to manage community perceptions. We just spent a month on a public fight we got drawn into with a Dallas ISD trustee who didn’t want another charter school in her elected district. It created dialogue with the media about whether the ISD should be allowed to choose if it has competitors, and whether the ISD has to meet or beat the competition, as opposed to denying a competitor’s ability to exist in order to limit competition. At the end of the day, we won 7-6, but it was controversial, and was mostly about the overarching politics.

What did you most enjoy about your time in BHP and at UT?

I loved my time at UT. I loved having a cohort. I really got to know everyone in my cohort and I loved the case-based learning and the caliber of the people in the program. There were no slackers. I loved being surrounded by smart, leadership-oriented peers. I became involved in HBA, Business Council, Forty Acres Fest, and I loved being involved. It helped build early leadership skills that laid a foundation for going on to McKinsey and Stanford.

How would you recommend graduates go about getting involved in their communities and finding the organizations that fit their interests?

The best thing to do is to find a couple of nonprofits you really enjoy and be an active volunteer. People will draw you into board roles. They will be more likely to put you on a board if they see you give of your time first. In Dallas, there are organizations like Leadership Dallas. Organizations like these which are taking young people into service projects and teaching them about civic issues in their community are great. Gain exposure to different organizations, and different leaders, and you will start to build a peer network. Pick one or two organizations to be involved in and go deep with those so you can put yourself on a path to join the board.

My husband and I actively volunteered for Make a Wish because we believe in the mission of giving hope to families through the granting of a wish to a child who has a life threatening illness. We did that for several years and then my husband was approached about joining the board. On that board were CEOs of other major companies that he has been able to connect to. Take a long range view of this. In some ways it is like college in becoming a member and then becoming a leader of an organization. You have to do that as well in the working world, and in the community. You have to start laying foundations that you can build on later.

New Interdisciplinary BHP Case Competition Tackles Austin Traffic Issues

First Place Team: Abhishek Ramchandani, Eric Saldanha, Tejas Choudhary, and Andy Patel

First Place Team: Abhishek Ramchandani, Eric Saldanha, Tejas Choudhary, and Andy Patel

The Business Honors Program in partnership with Women in Computer Science (WiCS), hosted its first interdisciplinary case competition focused on Austin traffic this past weekend. Given the population explosion, record number of crashes, and insufficient infrastructure development, students were asked to provide City of Austin with a technology-driven solution to substantially alleviate these transportation issues for a significant portion of the population. Forty-four students from Business Honors, Computer Science, and Engineering competed for the top spots. The teams thoroughly enjoyed the chance to work with people outside of their majors, and the winning team talked about how the interdisciplinary team structure helped them approach the case from multiple angles. BHP sophomore Eric Saldanha said, “I focused on all the political considerations, while the engineering and CS majors figured out the mechanics behind our solution, and the other BHP-er ran the numbers to ensure the financial sustainability.”

The competition judges included experts from the City of Austin, the Austin Transportation Department, transportation start-ups, venture capitalists, and UT professors in IROM, urban planning, and civil engineering. They watched eleven teams pitch innovative and imaginative solutions, but it was ultimately team Pacific Solutions, made up of Abhishek Ramchandani, Eric Saldanha, Tejas Choudhary, and Andy Patel, that won our judges’ approval and took home first place in the competition. Their solution focused on two key aspects: (i) Intelligent Transportation System (ITS) – automated traffic signaling, hard shoulder reform, and variable speed limits, and (ii) Traffic Demand Management (TDM) – a dynamic pricing model for parking, a carpooling program, and staggered work shifts. The judges were highly impressed with the quality of the presentations, the innovative ideas, and the incredible team work reflected by the teams.

This competition focused on a public sector issue that Austin residents face on a daily basis and gave students a chance to make a significant impact in improving the safety and mobility of our city. We were extremely impressed to hear that many teams had already reached out to key figures in government influencing the transportation dialogue to present their findings outside of the competition. Congratulations to all the teams that competed, and we hope to continue this new tradition of collaborating with other UT colleges on real, societal issues every year.

Student Spotlight: Karan Mahendroo

Karan MahendrooKaran Mahendroo is a sophomore in BHP who is truly making the most of his four years in college. Karan has completed an internship for BCBG Max Azaria in their social media department, twice attending New York Fashion Week supporting BCBG. He is currently creative director for Narrative Edge, an Austin-based company providing video production and distribution services. He is also president of Austin Connect, a group that brings students together with CEOs and corporate influencers in Austin. Karan has many interests and is pursuing them all. We sat down with him to find out more.

What role do you think social media plays in branding in the fashion industry?

Social media is the coolest form of advertising you can use. So much of the perception of the brand is what is put out there through social media. Everyone is on social media, it is completely free, and you have to learn how to leverage that to make money off of it. I worked for BCBG over the summer in their social media department and we worked with a lot of different influencers. For Kylie Jenner to upload an Instagram picture with one of your products, it would cost from $10,000-$40,000. It really is the best billboard you can buy, though. It’s there forever and it gets more engagement than a traditional billboard or advertisement in a magazine. I have always been active on social media, but doing that for a big brand was even cooler and I learned so much about what it means to be famous online and how being Instagram famous is actually a career. It is a new world that I had always dreamed of being a part of and when I got in it, it was so much more complex than I had thought it would be and it was so much fun.

What were you doing specifically at BCBG?

When I was asked to intern, I sent the head of the social media department some samples of my work, like my graphic design and photography. He liked me, so even though my internship wasn’t supposed to start until June, he asked me to come to New York in February to help with New York Fashion Week. It was my first taste. Fashion week happens twice a year and it is the busiest and craziest week of the year. I jumped right in and learned a lot quickly.

The social media department is tasked with capturing everything. We manned the behind-the-scenes footage and the editorial shots of the new clothes, we live Snapchated, live Tweeted and live Periscoped, and updated the Instagram and Facebook accounts. After the show, we interviewed the models and featured the celebrities who were there. I got to take pictures of all the celebrities which was great.

During my summer internship, I was keeping people updated about what BCBG is doing daily. I was posting online daily and I actually developed a social media calendar and schedule for our posting that aligned with what our ecommerce department was doing. If there was going to be a sale on items, we would gift it to a celebrity, take pictures of them wearing it, and then post those pictures to make the item sell better.

I had a strategy for which three things we were going to post a day, mixing editorial, with sale items, with celebrity shots, lifestyle shots, etc., and then I would check with the other departments and make adjustments. I also worked on some bigger projects like benchmarking against other companies to make the case to expand the social media department at BCBG. I was designing reports and pitching to the higher ups. It was very fast-paced and nice mix of everything from business to creative.

Did you enjoy interacting with celebrities in your role?

When you are at a party and Kanye West is within 20 feet of you, it is a little shocking. The first time I went to New York fashion week I met Victoria Justice and she liked my glasses, and then I met her a few times in LA, and I got to go to a few parties with her which was fun. It’s fun to interact with celebrities. They know they are a big deal, but they also get nervous being in a new place, so you have to make them feel like a big deal without being a weird fan. I think building a person’s brand would be one of the most fun brand work to do. I would love to be a publicist. Working with them, getting them to come to a BCBG show, and making BCBG seem like a part of their brand was really cool.

We actually had binders of celebrities and I would make profiles for them to analyze who would be likely to come to our show based on their level of fame and our level of brand fame. We do a lot of work with fashion bloggers. They are taking over the Instagram industry. If they have a million or more followers, the fashion industry wants them to wear their clothes. I would track how many followers they had, what their average engagement was, what type of blogger they are, what brands they prefer to wear, how old they are and how that compares to our clients. Basically just different attributes. Then we send out invites to these bloggers and relate it to their brand by sending them the correct clothing. It was a lot of work.

You have been doing graphic design, website design and photography for a long time. Has that helped you land roles, having creative and business skills?

People want to hire one person who can do everything they want. If you just know creative, you won’t get a job. If you just know business, you won’t get a job, but if you know both, it makes it easier to get the jobs and rise faster in them.

A perfect example is the job I have now. About a year ago, I met a woman here who was starting a company called Narrative Edge and she hired me as an intern because of my diverse skills. It is a video production and distribution company, so we work with people like CNN and The Economist. We produce editorial video for their platform, geared towards C-suite executives. I was brought on as an intern, but within a month I was managing the other interns and doing a lot more than typical intern week because I could do a lot of the things she wanted. I started doing more sales, business development and creative director work.

In May of 2015 she flew me to Dubai to attend the Arabian Travel Conference, the largest travel conference in the world. Ministries of tourism and huge hotel chains attend. I secured meetings with CEOs and ministers to sell them on our video services. I was doing sales there, but when I came back, I was working on the creative side. One of the clients we got was Aqua Power Systems, a renewable energy company in the Middle East. We sent a team to several places all over the world to film, and I did the behind-the-scenes work for that, telling them what to film, where to film and what the message should. I am now the creative director there. My boss says whenever she gets me on a project, she knows I won’t do just one thing, but will help with all the different steps of the project.

What would you say to people who are afraid to try working in a new industry they know nothing about, and how can they be successful in their role?

You have to just jump in. I had never done anything in fashion. I like to be in new situations and I am good at thinking fast on my feet. You have to learn the language of the world you are in, whether that is accounting or fashion. I ask a lot of questions and meet the right people. You need to take a step back and look at everything happening in the room when you first start. Who are all of the people go to? I knew who I needed to meet and be friends with, and I offered to help them with the things I do know how to do. If I was done with my work, I would help them. Then I would learn things from them as I went along. If someone can vouch for you, it gets you so much farther than a resume ever will. Networking is important.

I am currently leading Austin Connect. Every week we have coffee with someone very successful and it has really helped me grow my network. It’s all about meeting people and making a good impression. It’s best to just be real and not super uptight. Be casual and subtly talk about yourself in the right way, so that they know you are coming from a place of expertise. Don’t try to get something out of them. Just ask them about what they like, to set them at ease. Also, having something that makes you stand out helps people remember you. People always remember me as the kid with the red glasses. It is a defining look and people don’t even recognize me without them.

What is your goal for your remaining college years?

My goal with my four years of college is to try everything I want to try. I wanted to try the fashion industry. I was also interested in journalism, which is the job I have now. I also like music, publicist type of work, and consulting work, too. I want to have a million different internships and then decide what I want to pursue when I graduate. I am very interested in entrepreneurial work as well. I want to work with people who are starting small, but have big ideas that could be profitable, and come in to assist them with a bunch of different things that will help them grow the company quickly.

Sophomores Shine in 151H Case Competition

This past Friday, every BHP sophomore competed in the BA151 Sophomore Lyceum Case Competition. The case, presented by Accenture, focused on KIPP Austin and identifying strategies that would increase persistence rates in post-secondary institutions for their students. Out of 30 teams, five advanced to the final round. Each team took a very different approach to solving the problem, and the judges were impressed with the level of thought that went into the cases. The final round was judged by Anthony Salerno, Director of the KIPP Through College Program (KTC); Robert Prentice, BHP Faculty Director; and three Accenture employees – Amit Patel, Jacob Spangler and Casey Sherley.

In the end, first place went to Muhammad Ghauri, Nazifa Mim, Jiaying Han and Vinesh Kovelamudi. Second place went to Anna Wang, Jessica Breckenridge, Vamshi Gujju and Morgan Moulckers. Third place went to Jonathan Burstain, Reagan Stuart, James Rodriguez and Elliot Kim.  Yesha Shah, Sarth Raj, Matthew Wolf, Erika Rodrigues, Aasim Maknojia, Hank Golman, Ashley Chen, and James Abbott also made it to the final round, but did not place.

Accenture will be packaging recommendations from all of the cases to present to  KIPP Austin. The names of the winning team members will be etched onto a plaque, which lives on permanent display in the BHP office. Congratulations to all of these students and special thanks to Accenture for providing us with such a great case and tremendous support for the competition this year!

First Place Team - Muhammad Ghauri, Nazifa Mim, Jiaying Han and Vinesh Kovelamudi

First Place Team – Muhammad Ghauri, Nazifa Mim, Jiaying Han and Vinesh Kovelamudi

Second Place Team - Anna Wang, Vamshi Gujju, Morgan Moulckers and Jessica Breckenridge.

Second Place Team – Anna Wang, Vamshi Gujju, Morgan Moulckers and Jessica Breckenridge.