Healthcare executive Rebecca Saunders saw a high ROI from her Executive MBA journey.
EMBA 33 graduate Rebecca Saunders leads among her peers with her passion and drive to make a broader impact, which she elevated in 2008 with her decision to enroll in the Executive MBA program at Olin Business School.

The St. Louis Business Journal salutes its annual list of the Most Influential Business Women this month and it’s no surprise to find five outstanding Olin MBA women graduates among the honorees. Congratulations to all 25 women on the list!

We’re especially proud of the five Olin alumnae featured on the 2016 list. Drumroll, please:

  • Mary Jo Gorman, MD, EMBA ’96, Lead Managing Partner at Prosper Women Entrepreneurs Startup Accelerator
  • Linda Haberstroh, EMBA ’10, President, Phoenix Textile, Corp.
  • JoAnn Levy, AB ‘83/JD ‘86/EMBA ‘99, Vice President of Systems Operations at Mercy
  • Mary Mason, MD ‘94/PMBA ‘99, Senior Vice President, Chief Medical Officer of Specialty Companies, Centene
  • Sara Wade, EMBA ‘07, Senior Vice President and Chief Human Resources Officer at Express Scripts

“The 25 women featured on this list have helped grow the St. Louis business community while making a difference with local charities and nonprofit organizations,” according to the Business Journal. Link to article.




CATEGORY: Career, News

Alumni in the news

Mikhail Pevzner, associate professor of accounting in the University of Baltimore’s Merrick School of Business and program director of Merrick’s Master in Accounting and Business Advisory Services program, has been appointed an Academic Accounting Fellow for the U.S. Securities and Exchange Commission’s Office of the Chief Accountant. He will serve in this role in the SEC’s Washington, D.C. offices beginning this August and continuing for one year. Pevzner earned his PhD at Olin.

The Office of the Chief Accountant acts as the primary adviser to the SEC on auditing and accounting matters. Academic Accounting Fellows serve as research resources for SEC staff by interpreting and communicating research materials as they relate to the agency.

The fellows have been assigned to ongoing projects in the Chief Accountant’s office including rulemaking, monitoring the developments of the accounting and auditing standards-setting bodies, and consulting with registrants on accounting, auditing, independence and reporting matters.

MPevzner196Pevzner says he is deeply honored that the SEC has selected him to be one of the two visiting academic fellows during the upcoming academic year.

“I sincerely hope that my academic expertise in auditing and financial reporting will help the SEC in their very important mission of ensuring the effective regulatory oversight of the U.S. capital markets,” he said. “I want to express my deep thanks to everyone within and outside UB for their support in my pursuit of this highly prestigious fellowship. I am very hopeful that the knowledge I will gain from working at the SEC will greatly benefit UB students and my faculty colleagues upon my return to teaching.”

Pevzner earned a bachelor’s in business administration with a focus in accounting from the University of Minnesota. He earned Ph.D. in business administration with concentration in accounting from Washington University in St. Louis and is a licensed CPA in Maryland and Minnesota. Pevzner is a member of the American Accounting Association and the Maryland Association of CPAs. He holds the Merrick School’s EY Chair in Accounting and its Yale Gordon Chair in Distinguished Teaching. He also serves as academic director for the M.S. in Accounting and Business Advisory program.

Pevzner recently was awarded the school’s Black & Decker Outstanding Article award for a co-authored paper entitled “When Firms Talk, Do Investors Listen? The Role of Trust in Stock Market Reactions to Corporate Earnings Announcements.” The article, co-authored with Profs. Fei Xie of University of Delaware and Xiangang Xin of City University of Hong Kong, was published in July 2015 issue of Journal of Financial Economics.

From August 4, 2016 News Release from The University of Baltimore



Intel literally puts the silicon in “Silicon Valley” and is the world’s largest and highest valued semiconductor chip maker based on revenue. In 1978, Intel engineers invented the x86 architecture, which has been adopted as the industry standard for manufacturing microprocessors. Intel architecture provides stability for hardware and software solutions throughout the value chain. Intel sells processors to computer system manufacturers like Dell, HP, Lenova, Apple, and Samsung. As a result, Intel processors are found in most personal computers and other computing form factors. The engineers at Intel are the premier experts in their field and often have as many as 20 patents to their names.

Innovation is not a buzz word at Intel to be thrown around lightly.

Intel business leaders and engineer architectures developed processors for the Saturn V rocket that put man on the moon, and they continue to develop solutions that will eventually power smart cities and machine learning in the near future. If you stream Netflix, you are witnessing the power of an Intel Xeon processor in an Amazon server farm.

For my internship, I was assigned to the Client Computing Group (CCG). CCG is Intel’s largest group by revenue and sells Pentium, Celeron, and Core processors to large enterprises and consumers. My project was to find specific new use cases or markets for a technology called Intel Active Management Technology (Intel AMT). Intel AMT provides out-of-band manageability, or manageability even when the system is turned off or when the Operating System is failing, for enterprises to manage their IT systems more effectively. Intel AMT has been around for 10 years, and commands the highest product margin in the enterprise desktop and notebook space.  For business clients, Intel’s strategy has always been to drive sell-up to AMT Core i5/i7. This sell-up provides millions in incremental revenue each year for Intel’s Client Computing Group.

To discover new use cases, I first developed a business framework to filter and test new ideas. The first part of the framework addresses if there is a need for remote out-of-band manageability. Often times, most problems can be resolved in-band, or when the power is turned on. AMT is only value-added if the customer needs manageability out-of-band or when the system is in an off-state. Then I looked at the specific capabilities of Intel AMT (power control, remediation, virtual boot) and decided which use cases would require these specific capabilities. The most important criteria in this part of the framework was the probability of system failure. If a system has a very low probability of failure, there is not really a compelling reason to have out-of-band manageability because in the very rare event of failure, there is no financially compelling reason to invest in Intel AMT. Finally, I conducted market sizing to determine the total addressable markets and market segment shares for use cases that were selected from the framework. After I developed a market model, I was able to provide net present value ranges for my project recommendations by analyzing the amount of upsell and market segment share gain my recommendation would receive.

The finance intern coordinators in Oregon did a great job of planning and executing extracurricular activities for the interns. In addition to a host of happy hours and social events, the coordinators took the interns zip lining, hiking, and white water rafting. There were plenty of opportunities provided to interact and network with operations partners and finance leaders from each of the business units, including iCap, Intel’s venture capital firm.

Intel finance roles require developing business acumen and becoming a strategic thinker.

Finance supports the various business units in a way that is similar to how combat arms branches support maneuver units in the Army. As a field artillery officer I was always supporting an infantry commander two or three levels above my own grade. It was my job to understand their intent and provide recommendations based on my indirect fires capabilities.

This relationship and organization is nearly identical to how Intel finance supports their business partners. A finance manager or controller often supports a general manager or vice president that is much senior. The operations partners depend on finance leaders to provide unbiased financial analysis that represents the shareholder’s best interests.

Guest blogger: Army veteran and 2nd year Olin MBA student Joe Langella

Photo courtesy of Flickr/summerfairy


Think of your online profiles, posts, and tweets as a dynamic résumé—an online presentation of your personal brand. They reveal your interests, personality, and expertise. A space like Facebook or Twitter may seem more personal, while LinkedIn is clearly a venue for professional networking and job searching.

However, there are still useful ways to leverage these ‘more personal’ channels to grow your professional network.

“Like” or follow companies

Search for pages of your target companies, and “Like” them. Interact on the page’s wall to highlight your interest in the products and services. Similarly, be sure to follow official company accounts on Twitter—it is a good way to stay up to date on industry and company trends.

Share relevant links, info, and stories

Post links to your profile that will position you as an expert in a field and may attract the attention of recruiters and hiring managers. Remember to stay away from controversial topics and inappropriate content or photographs.

“Like” articles on the web

Don’t be afraid to hit the “Like” on blogs, online news articles, websites, etc. When you “Like” interesting stuff, others may want to connect back with you as a resource, and it begins another connection.

Many people use Twitter to keep up on the latest buzz, including job opportunities. It’s also an efficient networking tool, and 140-character tweets force you to keep your message or question concise. When you make new contacts in your field of interest, ask whether they have a Twitter handle to follow. At conferences and social events, include your Twitter handle on your name badge.

Use Twitter as you would a business card—a point of entry for follow-up conversation.

As you build your network of colleagues and professionals, reach out to ask questions. And reciprocate by quickly answering questions directed to you.

How to tend to your network—using social media

Networking online doesn’t need to be time consuming. You can develop your professional reputation and help others in the process through simple etiquette practices that require only a few minutes each day:

  1. Be the first to have a point of view. Share relevant news articles, and add value by including any observations.
  2. Let them know they’ve been heard. Listen to what your network has to say, and make an informed suggestion or relevant introduction.
  3. Establish yourself as the go-to-person. Consider connecting your LinkedIn and Twitter accounts to establish more visibility.
  4. Try to add at least one new person to your network a week. Growing networks are far more effective than stagnant ones.

Protect your reputation online

Even with the strictest privacy settings, no social space is truly private, so heed our suggestions to protect your online reputation. On the other hand, don’t be afraid to be yourself; you’ll make your best impression if there’s a real human behind your online identity.

Don’t let social networking jeopardize your career opportunities. Protect your image by following these simple tips:

Keep it professional
Don’t post anything that you wouldn’t want a prospective employer to see. Derogatory comments, revealing or risqué photos, foul language, and lewd jokes all will be viewed as a reflection of your character. Carefully select your privacy settings. And since you can’t control what others post, you may want to block or hide comments from friends who don’t practice the same level of discretion.

Be prepared
Check your profile regularly to see what comments have been posted. Remember that other people can tag you, so check regularly, and if a post is not appropriate, untag yourself. Use a search engine to look for online records of yourself to see what is out there about you. If you find information you feel could be detrimental to your candidacy or career, remove it—and make sure you have an answer ready to counter or explain “digital dirt.”

Respect the wall
If you wouldn’t want to read it on a billboard, don’t post it to your Facebook wall—or anyone else’s. This holds true even if you use Facebook only to socialize. Remember, anyone you “friend” can see your comments, photos, and YouTube video links. Email or use Facebook’s messaging feature instead.