Or at least a thinly disguised portrayal of him.

Eisman’s name was changed to Baum for the movie, but he was the main character as himself in the best-selling Michael Lewis book upon which it was based. Eisman, who has carried his The Big Short fame into a well-regarded public speaking career, has remained heavily engaged in the U.S. financial sector. Since 2015 he has served as senior portfolio manager at Neuberger Berman.

In April, Eisman delivered the John Robson Lecture to two classes taught by Jeff Rosensweig, director of the John Robson Program for Business, Public Policy and Government. In a 45-minute address to 160 MBA students in Rosensweig’s Global Macroeconomic Perspectives course (plus an additional 30 minutes for audience questions) and in a similar course for BBA students, Eisman outlined his viewpoints on why the financial crisis of 2008 took place and what led to it, what’s happened since then and what could happen in the future with a new administration in Washington.

“What do you need for a financial crisis?” Eisman asked then quickly answered. “Too much leverage, a big asset class that blows up and structurally and institutional important firms that actually own the asset class. Unfortunately for planet Earth, we had all three.”

Throughout the presentation, Eisman’s  observations were tinged with a wry sense of humor that made his appearance equal parts entertaining and informative. Eisman explored a variety of subjects in detail, such as…

The psychological underpinnings of the financial crisis:

“Firms were making more money every year, because they were becoming more leveraged every year. And what was happening is that Wall Street executives mistook leverage for genius. If you had gone to any of these CEOs in 2006 and said ‘the entire paradigm on which you’ve based your career is wrong,’ the response they would have given is ‘I made $15 million last year, how much did you make?’”

Mortgages:

“Every single year, underwriting standards deteriorated. So that by 2006, the underwriting standards of the United States were, ‘can you breathe?’ If you can, we’ll give you a mortgage.”

The bank bailout:

“Did we really have to bail them out? As distasteful as it was, the answer is yes. What would have happened if the answer was no? Lehman would have still gone down, AIG would have gone down, and they would have taken a lot of companies with them and there would have been a full-blown panic. Any industrial company that had a commercial paper program of any size would have had to file for bankruptcy. People would have lost fortunes in the money market accounts throughout the country, 10 percent employment would have become 30, and the Great Recession would have become another Great Depression, it would have been a disaster.”

The Fed’s work in picking up the pieces:

“Since 2011, Daniel Turullo [of the Federal Reserve, who resigned effective April 7], has had more power over the U.S. banking system than anyone since Alexander Hamilton. I sent him an email the other day and told him, ‘you are in my personal hall of fame of bank regulators and there is only one member.’ The banking system is safer today than it has been in anyone’s lifetime.”

Dodd Frank:

“You hear that Dodd Frank is bad because banks aren’t lending. It’s a great argument. There is only one problem with it… it’s a lie. It’s definitely true that it’s harder to get a mortgage today than it used to be. But that’s not a Dodd Frank issue. That’s a J.P. Morgan was fined $20 billion during the financial crisis and they want to be super-careful issue.”

What will happen in the future:

“The Administration will probably not change Dodd Frank. It takes 60 votes in the Senate. The president will nominate someone new to the Fed and that person will have a more liberating position. Banks will be able to buy more of their own stock. Leverage levels will go up, but not close to where we have been.”

Eisman made his final observation in the form of encouragement to the students to challenge themselves.

“One of the most important things I’ve learned is my career is to figure out my paradigm,” he said. “What are the underlying assumptions of it that nobody questions? And then think outside those.”

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“I think I was the last one to raise my hand,” Buenaventura laughs. “I was so scared of it.”

He got over that fear pretty quickly.

After earning his MBA and returning to Chile, Buenaventura saw an opportunity. His love for his homeland runs deep, and Chile’s natural, artistic, and culinary wonders stack up impressively against higher-profile South American destinations such as Argentina and Brazil. Buenaventura wanted to introduce Chile to the world, and in 2014 he figured out a way to do just that.

That year, Buenaventura launched VM Elite, a luxury travel company that delivers Chile’s treasures to a growing global clientele. VM Elite’s experiences transport affluent guests from the world’s driest desert to the glaciers of Patagonia in a day; deliver gourmet meals prepared by world-class chefs paired with award-winning Chilean wines; sponsor gallery tours that include the Chilean artists themselves; and much more. With so many options available, Buenaventura says the key to success is personalization.

“Travel is not about me showing you what I think is important,” says Buenaventura. “It’s about catering to a traveler’s interest and customizing the experience for them. We want this trip to be the best time of your life.”

From the age of 15, Buenaventura had a dream of earning an MBA abroad. When the time came to choose a school, he picked Goizueta because it offered “a classic American collegiate experience.” At that point, Buenaventura had been working in the US for a Chilean-based luxury travel company, so he knew the business. Still, prior to VM Elite’s launch, he invested two years in R&D. After creating a strategic commercial and operations plan, Buenaventura worked to form relationships with transportation providers, high-end resorts, culinary experts, civil servants, and dozens more Chilean cultural leaders. He got their support, and many of those early backers remain partners.

“I love building relationships,” says Buenaventura, whose easygoing charm is mixed with an intense attention to detail that makes him perfect for his chosen line of work. “I also love nature and the outdoors. The quality of life you have in the travel industry is unmatched. Sometimes it seems like you are working 24/7, but you get to see unique destinations of the country.”

When he’s not working 24/7, Buenaventura gets up early to ride his bike, taking in the beautiful landscapes he loves. “It’s my way to connect with nature and de-stress,” he says. He also makes time for his family—his wife, Olivia, and young daughter Julia.

Buenaventura has kept his ties with Goizueta. VM Elite’s nine-person staff of international employees includes a college intern, Jeremiah Washington, son of Vincent Washington 11EMBA, a classmate during Buenaventura’s time at Goizueta.

“Emory gave me the confidence to be an entrepreneur. It’s as simple as that,” Buenaventura says. “I might never have tried it had I not gone through Goizueta’s MBA program.”

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The presentation featured J4 Joint Logistics staff officers US Army Colonel Tom Rivard and US Navy Captain Pam Theorgood, who came to Goizueta from the Pentagon for the event.

“The Department of Defense runs one of the biggest logistics operations in the world,” said Nikolay Osadchiy, assistant professor of information systems & operations management. The lecture was for Osadchiy’s class, Supply Chain Management (BUS 553G), and he organized the event with the assistance of retired Army Lieutenant General Ken Keen, associate dean of leadership development.

“We wanted to give the class an inside perspective on what it takes for military logistics to succeed and how the approaches are similar or different compared with for-profit firms,” Osadchiy said.

Rivard and Theorgood’s lecture covered logistical challenges ranging from combating Ebola in West Africa to battling ISIS in the Middle East. “We have to decide between efficiency and effectiveness,” Rivard said. “For instance, if we have to prosecute a war, but we can only do it for seven days based on the amount of munitions we have, we have to figure out what to stockpile. What if we bought 50,000 of something that’s the best thing going, and the next year technology changes, making those weapons obsolete? We’ll have spent billions of dollars on something we’ll never use.”

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Benn Konsynski, George S. Craft Distinguished University Professor of Information Systems & Operations Management, and Morgan Cloud, Charles Howard Candler Professor of Law, share a mutual interest in technology and privacy. When they met in 2016, they observed the need for a new course to explore the legal, technical, and business issues of privacy in our increasingly interconnected world. The result of their conversations is Privacy in the Digital Age (BUS 559), which debuted in the spring and includes an inquisitive mix of undergraduate and graduate business students, second- and third-year law students, and four JD/MBA students. Konsynski and Cloud coteach.

A certain amount of improvisation goes into each class meeting. There isn’t a set syllabus per se. Much of the course discussion arises from articles tweeted out by Konsynski—covering WikiLeaks, artificial intelligence, drone surveillance, social media posts coming back to haunt their owners, and so much more—that lead to a week’s worth of exploration and contemplation. The subject matter moves faster than a lot of the planning does.

“Little did we know the avalanche of issues, events, and debates that would ensue,” Konsynski says. Because of his and Cloud’s teaching schedules, the course will likely be offered every other year, Konsynski adds.

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GALA launched in 2007 with an ambitious, innovative curriculum featuring a mix of seminars, guest speakers, and tailored coaching designed to develop full-time MBA students into thoughtful leaders. But the true test for GALA fellows came then, as it does now, with a capstone trip to the British Virgin Islands, where fellows put their burgeoning leadership skills to the test by sailing open waters.

“The experience mimics what students would encounter at a new job,” says Harriet Ruskin 90MBA, director in the MBA Program Office and the trip’s organizer. “They don’t know the details of the organization, and this is an opportunity to use their skills in a new environment.”

GALA is a perfect example of experiential learning. The majority of the fellows have little to no nautical experience, so from the outset, it’s sink or sail. But the true educational experience comes with navigating team dynamics.

“The experience of the sailing trip provides an interesting set of metaphors that reveal to students how they work in an organization and how they work in teams,” says J.B. Kurish, senior associate dean for executive education and co-lead for the programs. “The immediate feedback they receive from team members, not to mention to the trajectory of the boat, provides insight and opportunities for self-reflection and course corrections.”

“You learn to work cohesively, develop a culture, celebrate the small wins, and avoid getting bogged down or frustrated with failures,” notes Kim Walter 17MBA. “Most importantly, you understand how to learn from those failures.”

Such insights have been key GALA elements from the beginning, but the sailing trip has evolved in a variety of ways. The fellows’ time on the water now is significantly longer than before, going from 4 days/3 nights to 7 days/7 nights. This results in smaller, more efficient crews (five students, one GBS facilitator, and a professional skipper) that ensure each student sailor can serve in every role the boat allows.

“What makes GALA so effective in leader development is the combination of rigorous coursework to introduce and hone concepts and the sailing trip that then allows them to put those skills into action,” says Ken Keen, associate dean of leadership development and co-lead for the program.

Years after docking, many GALA alumni still list the program as not only the most memorable experience of their time at Goizueta, but among the most treasured times of their lives.

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The trio had five minutes to present their product to a panel of seven judges—all entrepreneurs and Emory graduates—who would then pepper them with questions about that product, the team’s business plan, the market and pretty much anything else they could think of. The panel would repeat that process for the other three presenters. To the winner would go $5,000 and a pledge of support as the team moves forward.

Welcome to Goizueta’s Bernard Pitch the Summit Competition, which began with preliminary rounds in late February and culminated with the final two rounds of presentations during the annual Emory Entrepreneurship Summit, Friday, March 24.

A total of 24 teams began the competition and those ventures left standing on the final day included an eclectic mix of ideas that were equal parts creative and ambitious. There was one company that built sustainable, attractive furniture out of paper. Others—at various levels of development—connected parents to college students earning extra money as babysitters; created a peer-to-peer lending platform for common items like irons and phone chargers; helped international students with U.S. college applications; and area college students get jobs and scholarships.

Jiang, Woolley and Nguyen were there, too, with Nerv, a dietary supplement formulated to combat anxiety. If they felt any anxiety themselves, it didn’t show. They smoothly discussed the product’s benefits, such as it being available over the counter to anyone regardless of age and that it is non-habit-forming, and without sugar, calories, or caffeine. They also outlined their marketing plan, as well as the challenges inherent in promoting a liquid packaged in a 2-ounce bottle.

“The way we’ve tried to differentiate ourselves from the outset is that we use a different color palette and design. We don’t use a loud color like a of energy drinks.” Jiang said. Instead, Nerv’s bottle is a subtle combo of silver and pale green.

“We’re also not going to market this like an energy drink,” he continued. “We intend to approach organizations like mental health institutions with a message of, ‘here is a product you can use while someone is waiting for therapy, for example.’”

The judges were impressed. Nerv’s pitch was a strike. The team won the $5,000 first prize. Dara Schaier 17MBA took second prize of $2,500 for her fledging company, BOOP (Built Out of Paper). Third and $1,000 belonged to Ifra Khan 17BBA and Omer Ersin 17BBA and their babysitting app, Usit; and the fourth prize of $250 was given to Lend, Peter Yao’s 18BBA and Numan Dharani’s 17BBA idea to leverage the sharing economy for the benefit of local college students.

The alumni entrepreneur panelists included Angie Bastian 91MSN, Eden Chen 09BBA, Jeffrey Chernick 04BBA, David Gaspar 02BBA, William Hockey 12BBA, Nathan Meeks 07BBA, and Brian Rudolph 12BBA.

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At the Feb. 10 Case Competition, the Goizueta team finished second out of 11 teams.

An excerpt (edited for clarity) from the forum follows:

Somani: Since the passage of the Affordable Care Act we have seen a frenzy of consolidation. How is this consolidation changing the healthcare industry?

Chip Clark, transaction advisory service partner, EY: There is tremendous pressure to reduce healthcare costs, so at EY we talk about two types of transactions. “Scale”-type transactions are financially motivated. For instance, we can integrate and consolidate back office functions in the hospital space; we can take costs out of the system “Convergence” transactions are not just a hospital acquiring another hospital–maybe it’s a payer trying to acquire a provider. Many of those are aimed at improving quality.

Jay Janco, head of contracts and pricing, UCB: We are seeing a lot of consolidation in the payer market. Information technology can provide a competitive advantage. The payers who are able to leverage data and determine what provides the best outcomes have an edge.

Brian Walsh, entrepreneur in residence, Coulter Translational Program: In the device industry, there has been a fundamental shift in the customer. Historically, it was the physician. Now, the physician is more of an adviser. Today, we frequently deal with purchasing agents. There was a time when a physician could go to bat for you and your product. Those days are long gone.

Somani: What are the challenges with a consolidating marketplace?

Grant Lynde 15WeMBA, associate professor of anesthesiology, Emory School of Medicine: There are no anesthesiologists in the Atlanta market who are not part of a large group. Profits are not made out of efficiency. It’s these large groups are telling new graduates, “we are paying you 20 percent below what you otherwise could have earned.”

Shelley Sweazey, director of market strategy, Kaiser Permanente: We are seeing integration across groups whose missions aren’t aligned. You have for-profit health plans that are driven by cost efficiency vs. physician groups who are driven by providing the best care to patients. That is the extreme, but it happens

Somani: Anthem and Cigna tried to merge and it was blocked. Was that the right decision?

Sweazey: There are not too many large players and they already have a lot of leverage to negotiate rates. What the DOJ is saying is that it’s better for consumers to have more competition in the market.

Walsh: Looking at this from the employer side, every recent year, the cost of health insurance has risen between 9 and 22 percent. You want to lower costs, but you also want equitable coverage. It forced us where, about every other year, we try to renegotiate our contracts, so more competition was better.

Somani: Regardless of whether the ACA goes away, there is going to be a lot of demand in terms of healthcare. What types of things you as bigger challenges we need to be focusing on to provide effective care?

Lynde: I’m an obstetric anesthesiologist and I sit on the Georgia Maternal Mortality Review Commission. We review the medical records of women who die while pregnant or die within one year of childbirth. Perhaps as many as 50 percent of these patients—women of child-bearing age—who die in the state of Georgia, it’s due to issues of mental health, prescription or illegal drug use, or some preventable socioeconomic condition. So if you are on the side of the political aisle that says the government has no responsibility, we’re not going to fix these problems–well, what’s the cost to society when you have a dead mom? Until we as a country are able to acknowledge these societal ills, we’ll be unable to tackle some of these bigger issues.

Clark: Moving more of the care into the home. Does that help on the clinical side? It seems like a natural solution, but there are concerns about fraud and compliance.

Lynde: There are some studies out there where if you take elderly diabetic patients and you pay someone to go to their home to trim their toenails, you decrease the patient’s amputation risk. Not only do you improve the quality of life, but some of these patients are just lonely. Having someone come in and just say “hi” improves their mental health and even increases medication compliance.

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Bin Cai 14MBA, is providing strategic direction through data analytics at Mölnlycke Health care, a world-leading provider of single-use surgical and wound care products for customers, healthcare professionals, and patients.

“Analytics, or big data, in the healthcare industry isn’t about social media or web statistics,” says Cai, a manager on Mölnlycke’s strategy and data analytics team. “Healthcare providers use data analytics to make decisions about adopting new technologies to improve the delivery and quality of care. As a leading medical device company, we use data to solve business problems and better serve our customers.”

Prior to seeking his MBA, Cai worked in business development in the manufacturing industry. His career goals focused on strategic planning, decision-making and problem solving.

After completing his first-year coursework, Cai interned at Mölnlycke’s US headquarters in Norcross. It was there that Cai put his Goizueta training in strategic analysis and data analytics into practice. During his internship, Cai provided valuable insights and made significant contributions, while receiving support from the senior leadership for career development.

A native of China and graduate of Zhejiang University, Cai visited the US during summer 2007 on exchange at the University of Washington. When Cai came to Goizueta in 2012, transition was not that easy. Cai credits the Career Management Center (CMC) with helping him.

“The CMC is definitely one of the strongest differentiators of Goizueta’s MBA program,” he says. “I received strong support from the CMC team, not just on typical career topics, but also with personal and professional development. Speaking from the perspective of an international student, the CMC team helped me a lot in terms of understanding cultural differences and adapting to the US work environment.”

Since his Goizueta experience was so positive, Cai gives back to Goizueta when he can. Currently, Cai is a leadership member of the Goizueta Alumni Board’s Young Professionals committee.

“Goizueta is a very close-knit community,” he says. “As a student, when I reached out to Goizueta alumni, no matter the program—one-year, two-year, evening, weekend—they supported me. I enjoyed connecting with alumni, and that’s why I’m always open to helping current students or other alumni with their careers.”

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As a high school senior in Hopkins, Mn, a suburb of Minneapolis, Hork applied to several schools, including her top choice, Emory. She was accepted at almost every school, yet it was somewhat bittersweet when she learned that she was placed on Emory’s waitlist. Hork was a starter on Hopkins High’s girls lacrosse team and was ready to accept an offer from a university with a spot on their varsity team. Then on an evening during halftime of one her matches, Hork’s mother gave her some very special news. She was off Emory’s waitlist and had been offered admission to the class of 2006.

“It was raining and I was having one of my best games,” Hork recalls. “Yet I thought about lacrosse and that my passion for it wasn’t great enough to dictate my future. I realized that lacrosse shouldn’t be the single largest driving force behind choosing a college. So, I followed my gut and said, ‘I’m going to Emory.’”

Hork was not a complete stranger to Emory. Several family friends had attended, and she was aware of the university’s strong reputation. She also knew it had a club team in women’s lacrosse, which she would play on during all four years. Hork’s instinct served her well before she got to Emory and it pointed her in the right direction again when she considered a major. She took a lot of sociology classes her first two years in Emory College, but again decided that subject probably wasn’t home of her future career. She had a passion for studying consumer behavior and figured the best place to explore it would be Goizueta. Her gut was right.

Hork majored in marketing and, after graduation, took a position at The Nielsen Company, where she gained five years of invaluable experience in the consumer packaged goods market research industry. In 2011, she accepted a position at PepsiCo, specifically on Tropicana’s analytics and consumer insights team, and eventually transitioned into brand management.

Last November, Hork was promoted to senior marketing manager and put in charge put in charge of a brand portfolio for Tropicana’s beverages, encompassing dozens of individual products and accounting for more than $500 million in retail sales annually. She credits her Emory experience for providing the foundational knowledge essential for her success.

“I’m in a marketing job, but I partner with sales, supply chain, finance, legal, research and development—everything we learned about in class—every single day,” Hork says.

Hork leads a team that is involved in every aspect of their products’ branding. From packaging to advertising and media, it’s an all-encompassing job, and a big responsibility.

“What’s always been exciting for me is seeing a project through from start to finish,” Hork says. “Now we get to do that all time. Whether it’s developing and launching a new product or producing a new advertising campaign for an existing brand, every day is different, and it’s just a thrill.”

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Q: From aiding entrepreneurs to helping female coffee growers, SE@G is a project-driven area. How do you determine the best way to invest the group’s time?

Goebel: It can be challenging, especially since we come at issues with a comprehensive point of view. SE@G is an active research center. Whatever projects we take on, we root them in research, design with market challenges in mind, and implement with thoughtful action.

Longhofer: As a business school, we feel we should understand when markets don’t work and how certain populations are more vulnerable when markets fail. And that really guides how we choose projects and the direction of coursework. Our attention is not solely fixed globally, projects can be in areas of Atlanta where there is a dearth of small businesses, or it could be in Central America, where their coffee farmers are not being compensated because the markets aren’t working like they should.

Q: Would you give us an example of research that provided the impetus for further exploration?

Longhofer: One example is Peter Roberts’ work on coffee. It started as a relationship with a coffee farm in Nicaragua; then we began sourcing coffee and developed the Farmers to 40 idea to challenge the amount farmers get paid. Alongside that, Peter [professor of organization & management] wanted to better understand how the
coffee market works generally, which requires tracking roasters who are sourcing coffee from all over the world, looking into how they’re contracting with and compensating farmers, learning how much access farmers have to specialty markets, and so on. This is another great example of how you can have a serious research stream and
innovative programming. They inform each other.

Q: Alumni are involved in some of your efforts, but the numbers are small. How would you like to reach out to the alumni and business communities?

Goebel: One of the most exciting ways I’ve seen alumni get involved is through our MOMENTUM campaigns. Last year students raised more than $30,000, with the support of many alumni contributions from around the world.

Alumni have started coffee buyers’ clubs at their office or in their place of worship. It’s simple; just visit farmersto40.com to place an order and have high-quality coffee grown by amazing farmers shipped right to your door. Many Atlanta-area alumni have also jumped in as business mentors for our Start:ME Accelerator programs. Each winter they coach 30+ neighborhood-based business owners in East Lake and Clarkston. Our alumni do a fantastic job helping bakers, caterers, and handy-people get established, and they have fun while doing it.

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Q: How did the area of business analytics come about?

Chellappa: Data people and technical people don’t always speak the same language, so business schools started teaching information systems and management information systems as a way to facilitate better communications. Now many organizations have a third person in the conversation: the business person. Unfortunately, many of today’s business problems are the result of this lack of communication.

Q: How can data analytics help solve the problems?

Chellappa: Businesses generate a staggering amount of data. Who generates this data? Customers? Employees? We don’t always know. We need to understand the technology that generates all this data and to know the way to massage the data to not just create meaningful answers, but also to shape meaningful questions. That is the role of the business data scientists.

Q: What can you tell us about Goizueta’s new Master of Science in Business Analytics (MSBA) program?

Chellappa: The program begins in fall 2017, and we are currently accepting applications. A majority of the time, students will be working on projects and actively working with industries. There is a STEM aspect to the curriculum, too. The skills students learn through STEM education are really important in running businesses, helping them to understand customers, employees, and organizational relationships. Students with undergraduate degrees in other disciplines, like economics or computer science or the liberal arts, also could have significant quantitative interest in this type of study. It appeals to a lot of people. When you add the data aspect to the equation, the business school becomes the best equipped place for teaching analytics.

Q: What excites you about the attention the program is receiving?

Chellappa: We are looking at really important questions. All this data we are talking about—is it bringing new information to the table, or is it somehow reflective of what’s always been going on? A business data scientist can shed light on the subject. Also, what is the role of data in an organization, and what is the role of data to decision making? Is the role to support gut feeling and business instinct, or is the role actually to create new insights? My understanding is always that it should be an iterative process. Data should never be a replacement for business instinct. They go hand in hand.

Q: What about opportunities for engagement for the alumni and business community?

Chellappa: There will be certain initiatives from the program included in our executive education offerings that incorporate alumni and the business community. Also, we are working on ways to have alumni come back to Goizueta for a ‘version upgrade.’ These tools, skills, and languages change very rapidly, and it is in our best interest to give alumni opportunities for refreshers.

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Two years ago, Goizueta launched its nonprofit management concentration, which has been expanding in size, scope, and relevance ever since. Only Evening MBA students can enroll, but all Goizueta students may take nonprofit-related electives that make up the forward-thinking curriculum. Many of the EvMBA students entering the concentration already work for nonprofits, and they make up about 10 percent of Goizueta’s current EvMBA students.

“Nonprofit professionals are beginning to seek out business degrees as opposed to other avenues such as public policy,” says Kathleen Edwards, director of MBA admissions, Evening MBA Program. “Nonprofit professionals are finding that learning management skills and business fundamentals is important in not only advancing their own careers in the nonprofit sector but also making a difference in leading organizations more efficiently and more successfully.”

Concentration courses include business and society, social entrepreneurship, nonprofit accounting and, launching next fall, the new elective “topics in the nonprofit sector.” Those topics will encompass a variety of areas familiar to nonprofit professionals but not always explored in business schools, such as board governance, legal structure, impact measurement, and nonprofit revenue generation.

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