Over the last four decades, she’s shared this passion whether working in private industry, in public accounting or in academia. The underlying factor that weaves the different strands of her life together, she says, is teaching. Since 1996, Sevier has taught accounting at Goizueta Business School—a long and rewarding tenure, during which she has witnessed significant changes in her industry, across her student cohorts and within the school itself.

Emory Business sat down with Sevier to talk about teaching, change, work-life balance and the importance of giving back to one’s community.

EB: You say that you’ve been a teacher in all three of your careers. What do you mean by that?

MAS: Whether you’re working with companies or business administrators or with students, it’s about putting yourself in the shoes of someone else and giving them the understanding, the insights, the tools and the support to solve their problems. The role is essentially the same, and it’s a teaching role. You build relationships with clients the same way you build relationships with your students, and, I believe, the dynamics are much the same.

EB: Teaching runs like a thread through your life then. Would you describe it as your vocation?

MAS: Yes, absolutely. I’ve been incredibly happy as a teacher. My position is one of service to the school. I’ve been very happy teaching, advising and mentoring students here.

EB: Your experience with Emory began on the other side of the desk, so to speak. You started out as a student and graduated with an MBA in 1994. What brought you to the school?

MAS: Back in the early 1990s, the economy was sluggish and real estate in particular wasn’t firing on all cylinders. To progress as an accountant, you needed a graduate degree, and that was my primary motivation in giving up my job as controller of a commercial real estate developer and construction firm and coming to Emory. When I finished the MBA, I initially went back out into the marketplace and continued consulting. The opportunities I did find, however, weren’t providing the kind of professional satisfaction that I needed. I’d done some tutoring as part of my studies, and I knew I had a strong connection with academia, so I ended up coming back to Emory in 1996 to teach.

EB: What was the school like when you began your tenure?

MAS: When I started teaching, we’d just renamed the business school in honor of Roberto C. Goizueta, and the East Side was being constructed. We were working on a smaller scale than today. Our classrooms held about 45 students, and I was hired as an adjunct professor to teach a small slate of BBA accounting courses. I was grateful and excited about the opportunity. My office was in a trailer with some other adjuncts, and I think we were all excited for the opportunity. There was a real feeling that something was happening, and although we were small, we were projected to grow rapidly. It was an exciting time to be at Emory.

EB: Of course the school has changed and grown radically since then, as has your industry.

MAS: Yes, accounting has experienced unprecedented evolution in the last 25 years. Like other sectors, we made the shift from paper to computers. And it’s a positive change. With automation what we’re seeing is the mundane things—the boring and repetitive tasks—being pushed to bots, which allows more time for the rewarding, analytical work. Accounting standards have really evolved—things like lease and revenue recognition standards have improved. The standards themselves have been reorganized and structured into one single authoritative source called the Codification. And there’s been an upward shift in skills too. Accounting is an industry that is constantly evolving.

EB: New skills for new accountants. Are your students very different today than previous generations?

MAS: I don’t think people change that much intrinsically, and our graduates are still highly educated high performers. Students today are perhaps a little less patient than their predecessors. This is a generation that’s grown up with instant access to information, so they want more immediacy in feedback, in career progression and in terms of their own personal impact. Something I tell my students is that accounting work is completed in teams, so give your very best effort each day to the success of your team. Part of teamwork is making things better for everyone on your team; it’s about being accountable and motivating others to be accountable as well. So I encourage them to prioritize things like adaptability, generosity and empathy. At the end of the day, the more you give, the more you get back.

EB: Our Network section features graduates of the class of 1994. Do you stay in touch with any of your classmates?

MAS: I kept in touch with a few of my classmates for a number of years, but as new opportunities transferred them out of Atlanta, we lost touch. I would love to reconnect with them.

EB: Looking back over your career at Emory, do you feel you chose the right path for yourself? Any unfulfilled ambitions?

MAS: The school has changed plenty over the years, but the mission has remained the same. Emory is still a special place where you can find your dreams. I feel like I’ve had a successful life here, working behind the scenes to change other people’s lives and meeting people and making plenty of friends along the way. I’m also excited for my students—accounting is a really exciting place to be now, and their experience will be completely different from my own. When I think about my own future, when the time comes for me to retire, I’d say I’ll be spending time discovering new ways to give back to the community. And maybe getting my golf handicap down to single digits.

—Áine Doris

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UBSLC

In February, this year’s Undergraduate Business School Leadership Conference (UBSLC) explored the concept of innovation during networking opportunities, team building activities and thought-provoking talks with Goizueta professors.

In addition to alumni sharing key aspects of their experience and faculty providing insight, students were treated to a fireside chat with keynote Victor Luis, CEO of Tapestry Inc., a New York–based house of modern luxury lifestyle brands including Coach, Kate Spade and Stuart Weitzman.

Luis discussed the company’s core values and the importance of getting agreement across the organization. “We asked them, across the three brands, what they believed in,” said Luis. The resulting values—optimism, innovation and inclusivity—bind Tapestry’s brands together while enabling them to seek individual brand expression.

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Healthcare Futuring Competition

Also in February, six teams were chosen to present their visions of healthcare delivery in 2040 at Goizueta’s Healthcare Futuring Competition finals, in partnership with Goizueta Healthcare Association. The competition asked students to complete a “futuring,” or scenario development, to envision the landscape of the U.S. healthcare system in 20 years. Students from throughout the Emory community and other Atlanta-area schools participated to compete for a prize pool of $10,000.

Creator and organizer Renee Dye, associate professor in the practice of organization & management at Goizueta, said the participants excelled at the challenge. “All of the judges were tremendously impressed with the creativity each of the student teams demonstrated in describing their visions for Healthcare 2040,” Dye said. “We were even more impressed with the students’ command of the complex issues facing U.S. healthcare that will play out over the next two decades.”

The winning team, Healthcare Odyssey, was composed of Shirley Gao 20MBA/MPH, Taylor Richardson 20MBA, Steven Cheng 19MBA, Avi Scher 20MBA and Marnie Harris 20MBA.

In their vision of the future, Healthcare Odyssey saw the consumer becoming the center of a healthcare system where information is just as valuable as dollars. They envisioned the creation of a trusted third-party data storage system they called the Biodata Bank.

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mEmory Accounting Research Conference

In March, it was the alumni’s turn to show their skillset along with other faculty during the mEmory Accounting Research Conference, which highlighted the research of Goizueta faculty and current and past PhD students.

“The conference provided an ideal forum to celebrate the 100th anniversary by bringing together current and former faculty and alumni,” said Karen Sedatole, one of the organizers. “The goal is to make a ‘mEmory’ by showcasing our rich history of developing top researchers.” Jan Barton, Usha Rackliffe and Karen Ton rounded out the faculty coordinators.

Among the presenters were:

• Suhas Sridharan, presenting “Non-GAAP Disclosures and Investor Uncertainty”
• Cassandra Estep, presenting “The Unintended Consequences of Material Weakness Reporting on Auditors’ Acceptance of Aggressive Client Reporting”
• Paul Madsen 10PhD, presenting “Is Accounting a Miserable Job?”
• Willie Choi 11PhD, presenting “When Do Tangible Rewards Motivate Greater Effort Than Cash Rewards? An Analysis of Three Commonly Cited Differences”

Emory Entrepreneurship Summit

The fifth annual Entrepreneurship Summit rang in the month of May. This year’s offerings included straight talk about the tough choices entrepreneurs have to make and the way alumni have overcome obstacles to reap rewards.

During the summit, participants had the chance to network, hear from successful entrepreneurial alumni, learn from micro-entrepreneurs and present their own ideas in the “Pitch the Summit” competition. Attendees also heard the kickoff Founders’ Addresses from William Hockey 12BBA, cofounder, president and CTO at Plaid and David Politis 04C, founder and CEO of BetterCloud.

Prior to the summit, student entrepreneurs had the opportunity to compete in early rounds of the Pitch the Summit competition. Those who advanced to the final rounds presented their ideas to a panel of distinguished entrepreneurial judges, who selected the most successful three pitches, which were then delivered in an open session.

The winning team was named Innohealth Diagnostics and was pitched by Angela Udongwo 20MPH. The team developed a test for the parasitic disease schistosomiasis, which they hope will increase early detection and lower the rate of the disease. The winners will receive guidance, financial support and a seat for a semester at Atlanta Tech Village.

Other alumni entrepreneur presenters included:

• David Gaspar 02BBA, DDG
• Todd Richheimer 02BBA, Lawfty
• Joshua Sigel 02BBA, Lasso Ventures
• Sarah Van Dell 04C, Plum Relish
• Jonathan Ende 05BBA, Seamless
• Andrew Berman 07BBA, Stealth (Voice)
• Nathan Meeks 07BBA, Gigzolo
• Eden Chen 09BBA, Fisherman Labs
• Alexandra Samit 09BBA, Alexandra Bath Designs
• Cyril Berdugo 11BBA, Landis
• David Gelbard 09BBA, Parachute Health
• Colin McIntosh 12BBA, Sheets & Giggles

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Provost Dwight A. McBride convened the inaugural faculty pop-up, noting that it was “an opportunity to sample the incredible breadth of work going on at Emory.” Approximately 60 attendees were treated to presentations by George Easton, associate professor of information systems & operations management, who uses data analysis and statistics to tackle real-world problems; Diwas KC, associate professor of information systems & operations management, who focuses on understanding and improving the performance of service systems, with an emphasis on healthcare delivery; and Donald Lee, associate professor of information systems & operations management, whose research deals with statistical machine learning to build decision tools for complex systems, such as those in healthcare. Amy Chen, associate professor of otolaryngology and head and neck surgery at Winship Cancer Institute and Emory School of Medicine, also spoke about her research on collaborative decisionmaking within multi-disciplinary oncology conferences, coauthored with Jill Perry-Smith, Goizueta Foundation Term professor of organization & management, and Kate Yeager, assistant professor of nursing, Neil Hodgson Woodruff School of Nursing.

—MAT

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March 2019 saw another worthy batch of PhD students awarded the Sheth Fellowship. Sponsored by Jagdish Sheth, Charles H. Kellstadt Professor of Marketing, and his wife, Madhuri Sheth, the $1,000 award provides much-needed funds to doctoral candidates who pass their comprehensive exams.

This year’s award winners and advisors pictured from left: Jinsoo Yeo, information systems & operations management; Da Young Kim, marketing; Kristy Towry, vice dean of faculty and research; Professor Sheth; Karen Wallach, marketing; and Brian Kim, organization & management.

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The civil rights icon met with Dean Erika James, then spoke to an MBA class comprising of 150 students, faculty and administrative leaders. Later in the day, Young was interviewed by CNN anchor Natalie Allen during Rosensweig’s BBA class of 65 undergraduates. In addition to the class sessions, Ambassador Young had lunch with several BBA and MBA student leaders, including members of the Black MBA Association.

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Not every start-up aims to be the next Uber or Airbnb. Many are budding social enterprises located “outside of the streetlight,” explained Peter Roberts at Goizueta Business School’s Social Impact Speaker Series earlier this year. Roberts recently published a book on the subject with coauthor Saurabh Lall: Observing Acceleration: Uncovering the Effects of Accelerators on Impact-Oriented Entrepreneurs (Palgrave Macmillan 2019).

Roberts, professor of organization & management at Goizueta, and Lall, assistant professor at the University of Oregon, wanted to know if accelerators that target specific impact areas, marginalized regions, sectors and entrepreneurs can help companies such as Wanda Organic, a Kenyan-based start-up dedicated to providing bio-technological solutions for small- to mediumscale farmers in Africa.

To find out, Roberts and Lall spent five years studying approximately 600 ventures—some, like Wanda Organic, that worked with accelerators and others that did not. They utilized an extensive data set collected as part of the Global Accelerator Learning Initiative (GALI), a partnership between the Aspen Network of Development Entrepreneurs (ANDE) and Social Enterprise @ Goizueta. The data provided insight into the effectiveness of accelerators operating in this space, in particular, their ability to help close knowledge, network and capital gaps, as well as to determine their effectiveness in emerging markets.

Observing Acceleration is an important book for accelerator programs, the donors who support them, policymakers and anyone interested in maximizing the economic potential of impactoriented entrepreneurial organizations.

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“I am beyond thrilled to join the Goizueta and Emory communities. Our faculty, staff, students, alumni and friends have such a strong connection to Goizueta and an incredible desire to ‘GoBeyond’ in all endeavors,” Hall said. “It is an honor to work with Dean Erika James and our advancement and alumni engagement team to help Goizueta continue to lay the foundation for the next 100 years. I look forward to continuing to meet the members of our community in weeks and months to come.”

Prior to this role, Hall served as the director of development in the College of Arts and Sciences at the University of North Carolina at Chapel Hill (UNC), where she managed a team of fundraisers and worked as part of the senior leadership team in the College of Arts and Sciences UNC’s Campaign for All Kind. She served for more than ten years as a member of the development staff at UNC.

On May 1, Melissa Rapp assumed the position of associate dean for graduate admissions at Goizueta. She brings more than 15 years of higher education experience to the role. Rapp previously led a 12-person team focused on the Full-Time MBA and MSMS programs at the Kellogg School of Management at Northwestern University. While at Kellogg, Rapp was responsible for helping to meet or exceed class profile objectives as well as increasing GMAT scores and minority representation. She also implemented a data-driven approach to deploying a multimillion-dollar scholarship budget.

—MAT

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Through case studies and market research reports and analysis, and Twitter analysis of influencers and experts, GlobalData Disruptor focuses on disruptive technologies that are going to affect companies and industries three to five years from now. From artificial intelligence and robotics to blockchain and security tech, GlobalData Disruptor will help Goizueta alumni anticipate and understand emerging disruptors shaping technological change.

“This latest offering to the databases GBL licenses is truly unique amongst our current suite of databases and provides exciting content for our alumni,” said Susan Klopper, director of the Goizueta Business Library.

Gain more insights on GlobalData Disruptor and a listing of other services.

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Last year, Professor Jagdish Sheth turned 80 and shows no signs of slowing down. During this year’s commencement ceremony, he received the 2019 Thomas Jefferson Award. This prestigious award honors a faculty or staff member who has significantly enriched the intellectual and civic life of the Emory community.

For Sheth, Charles H. Kellstadt Chair in Marketing, who has won a number of awards, the Jefferson Award holds a meaningful spot.

“This award is really special because it is selected by a committee of university-wide peers,” says Sheth. “Also, it is special because the Jefferson Award reinforces the mission of an academic, which is to unlock the potential of others.”

Helping others find that potential is a passion of Sheth’s and has fueled his research and teaching. The breadth of Sheth’s work and activities were detailed in a six-page nomination letter from Erika James, John H. Harland Dean of Goizueta Business School, and seven others from across campus. The impact was not lost on the judges, all of whom are prior award winners.

“The committee was deeply impressed by the local, regional and international contributions Professor Sheth has made through his distinguished career at Emory,” says Carol J. Rowland Hogue, Jules & Uldeen Terry Professor of Maternal and Child Health, professor of epidemiology and director, Women’s and Children’s Center.

Sharing in the celebration with her father was Reshma Shah, associate professor in the practice of marketing, who won the Emory Williams Distinguished Undergraduate Teaching Award.

In other awards, Charles “Chip” Frame and Libby Livingston received the Donald R. Keough Award for Excellence. The award, named for and endowed by former Coca-Cola President and COO Donald Keough, is the school’s highest service award and recognizes extraordinary contributions by faculty and staff.

Ramnath K. Chellappa, associate dean, academic director of the Master of Science in Business Analytics program and associate professor of information systems & operations, is this year’s recipient of the Provost’s Distinguished Teaching Award for Excellence in Graduate and Professional Education Award.

In the fall of 2018, The Goizueta Foundation contributed a gift to endow the Roberto C. Goizueta Award for Leadership. This award, which is the highest honor a graduating BBA or MBA student can receive, recognizes two outstanding students who are academically sound and have demonstrated leadership tied to the shared characteristics of love of learning, inspirational leadership, creative thinking, courage and commitment, transparency and trust, excellence, and integrity. In accepting the award, student recipients identify the faculty or staff member who has been the most influential in shaping their time at Goizueta. Both students and faculty receive a cash prize in recognition of their noteworthy leadership.

Roberto C. Goizueta Award for Leadership

Student Award: Willi Freire 19BBA
Faculty Mentor: Nikki Graves

Student Award: Ted Kietzman 19MBA
Faculty Mentor: Daniel McCarthy

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Ask Afshin Yazdian 94BBA, president of Alpharetta-based Priority Payment Systems, and he’ll tell you it’s down to two things: patience and the ability to listen to other people.

And he should know.

For the last two and a half decades, Nashville resident Yazdian has enjoyed a career at the vanguard of innovation. Graduating from Emory in 1994, he went straight to law school to focus on mergers and acquisitions. However, the lure of business—entrepreneurship in particular—saw him switch direction in 2000 with the launch of a start-up incubator and from there to leadership roles at the helm of new businesses in the e-commerce and payment spaces.

Starting up at the height of the dot-com bubble gave Yazdian an appetite for the adventure of entrepreneurship and the transformative potential of technology. It also laid the bedrock for the professional and personal frameworks that have sustained a long and robust career at the forefront of digital disruption.

“The pace of change over the course of my life has been extraordinary. When I graduated from Emory, it was the early days of the internet, and most people still went to computer labs to use computers,” he says. “Today, technology has transformed the pace of business and operations in general, and access to information has made doing business easier yet established new challenges. There’s an overload of information available that can make it more difficult to differentiate a product or service and also requires faster change within any business model in order to stay relevant.”

Weathering exponential change, and leveraging it as Yazdian has done to explore new opportunities and build new ventures, comes down to persistence, perseverance and putting together the right kind of talent.

“I’ve learned that being patient is key because operating a business is a marathon. Day to day, it’s easy to get frustrated by a litany of events, but staying nimble and adjusting your path while still remaining focused on the long-term strategic vision usually works,” he says. “And when you think long-term, assembling the right team around you is key (and listening to them is even more important). I always joke that I know I have the right team around me when I am not the smartest person in the room. Success to me really boils down to putting together the right group of people whose ideas and experience help drive the overall strategy.”

There’s also no substitute for sheer hard work.

“Staying ahead of the curve means constantly investigating emerging technologies and, for our specific industry, new ways to handle payments in a rapidly changing world. This means putting in the time and effort to stay up-to-date on changes and having an active role in evolution. While at Emory, I learned that success doesn’t just happen—it’s earned, and no matter the business environment, working hard is key to success.”

Looking back over his career, Yazdian is struck by the patterns that emerge and how one decision leads to another to forge a trajectory. If a life in business hadn’t claimed his interest and become his passion back in the early 1990s, is there another trajectory he might have followed?

“History. I think I would have enjoyed teaching history at high school,” he says, adding with a laugh, “I like to think I could have been a decent basketball coach too.”

—Áine Doris

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Navigating a career in healthcare continues to be as thrilling as it’s been challenging, says Jeff Booth 84BBA 94MBA, executive director at Health Care Program Advisors, a boutique healthcare management consulting firm.

Booth has enjoyed leadership positions in healthcare, banking and consulting over the course of a career that spans three decades. And he’s witnessed plenty of change in that time.

“The healthcare industry is almost unrecognizable,” he says. “Healthcare today is more complex, more competitive and in many ways, more chaotic than in the 1990s.”

One of the biggest and most interesting areas of change, he says, is the generational shift—the differing values, priorities and goals that successive generations bring to the work culture.

“Young professionals coming into this sector today don’t have their sights necessarily set on climbing the ladder all the way to the top. They want different things—fewer working hours and more diversity in roles,” he says. “For leaders of my generation, there’s a challenge right there. The kneejerk reaction might be to say that these new team members are not team players. But that’s missing the full picture. Effective leaders, differentiating leaders, are leaders that accept and embrace difference and strive to understand what motivates people.”

Differentiating leadership—the capacity to adapt to change and to work with diverse groups of people—is a pillar that has undergirded Booth’s career. And it’s a leadership mindset that he staunchly attributes to his time at Emory.

“I went to Emory twice. First to get my BBA in finance and again in 1993 to get my MBA at Goizueta,” he says. “The MBA really set me on the path to leadership. Each project you encounter in healthcare is different; the dimensions of every challenge change. The MBA gave me the gift of agility to respond to change.”

Booth’s relationship with Emory has also stood the test of time. In 2015, he received the Alumni Service Award, and over the years he has “worn a number of hats” at the school, leading MBA recruitment efforts for PwC Atlanta at one point and teaching classes in healthcare.

“It’s been a lot of fun. Teaching and sharing my expertise with successive cohorts of MBA students has given me privileged insight into their expectations and life goals as times change.”

In his own life and when advising students, Booth notes that sustaining a successful career is all about finding balance. That, and doing the right thing.

“I don’t believe in climbing the ladder at other people’s expense. If you don’t step on others on your way to the top, it might take you longer, but you’ll feel better about it,” he notes. “And then it’s critical to find balance between your professional and your private life. For me, that means spending quality time with my family. I encourage my team members to do the same whenever they can. Go home early once in a while and see your family. Believe me, the problems of the business world will still be there to solve tomorrow.”

—Áine Doris

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When Carol Lynn Brown–now Lynn Robinson–applied to colleges in the mid-1950s, she looked for a school where she could earn a business degree. Having grown up in the South, Robinson included Emory University in her college search. But at that time, Emory’s College of Business didn’t accept women. So she found a school that did — the University of Wisconsin, Madison — and made the trek up north. During her second year in Madison, Emory’s College of Business changed its admissions policy, and Robinson transferred to Emory as a junior. Of the approximately 200 students enrolled in the business school, Robinson was one of five women.

She earned a BBA with a concentration in finance and landed a young executive management role at Macy’s in New York City. While she described the men in management as “initially only somewhat welcoming,” she gave her Macy’s male bosses credit. “After all,” said Robinson, “it was men who hired me.”

Robinson returned to her home state of Alabama and married. While pregnant with her first child, she decided to pursue a PhD in marketing at the University of Alabama’s business school. (Along the way, she earned her MBA.) Robinson was one of only two women in the school’s PhD program and the only female in the marketing doctoral program. Once she entered the ranks of academia, it wasn’t only the gender gap Robinson needed to navigate, it was prevailing attitudes. When she was a graduate fellow at the University of Alabama, a department chairman and member of her dissertation committee passed her in the hallway, “patted me on the rear,” Robinson recalled, and asked her why she wasn’t at home with her baby. “I thought, ‘It’s just the era he grew up in,’” she said. “You can get your back up and be unproductive, or you can hunker down and work with people — and have a great time.”

Which is what Robinson did. She went on to become a department chair at the University of South Alabama and director of the school’s MBA program — all while busy with two children. “I didn’t do it alone,” Robinson said. Her parents lived in Mobile, and Robinson sometimes shared childcare responsibilities with friends. During this time, Robinson was asked to interview at a woman’s college in Colorado to become dean of one of the nation’s first female business schools. It was a tempting offer, but she declined the interview. “Where would I get help? What might be the adjustment pressures on my husband and children?” she asked. As Robinson put it, her “friends and family and infrastructure” were all in Mobile.

Married for 55 years to her husband, John, Robinson recently had her 80th birthday. In addition to her academic career, she had her own management consulting business and served on the boards of numerous nonprofits. She is
a professor emerita at the University of South Alabama. Though not a “Near-Deather,” she maintains membership in the International Association of Near Death Studies (IANDS) and has taught a not-for-credit course featuring near-death experiences and related occurrences. After a nursing school dean asked her to create a near-death experience–themed online course, she was told that her business degrees didn’t qualify her to teach a nursing course. She decided, instead, to turn the research she’d gathered into a book, one that took a path of its own. Loving to the End … and On: A Guide to the Impossibly Possible is described on its back cover as a “compelling mix of personal narrative and forthright reporting on end-of-life care and mis-care.” Robinson hopes the book will be of service and help others. “This book is mostly about the opportunity to love more deeply during terminal care and beyond,” she said.

As she has throughout much of her life, Robinson embraces the now. She hired a publicist to help promote her book, has a website (www.lynnbrobinson.com) and enjoys occasionally checking the analytics of her book sales on Amazon.com.

When reflecting on her life, Robinson downplays talk of being a trailblazer. She wanted a career in business and figured out a way to make it happen. “There were situations I found distasteful,” she said. “But I stayed in there and did what I could to get rid of the causes of distaste. I had fun, and I still do.”

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