Indeed, there was much to celebrate: as the next hour unfolded, students from Goizueta’s Philanthropy Lab course handed over checks totaling nearly $100k to 15 local nonprofit organizations addressing inequity in Atlanta. 

How to Give Better 

Emory’s Philanthropy Lab Course has been running for six years, with this year’s cohort being the largest yet at 48 students. The 2025 edition was co-led by Managing Director of Goizueta’s Business & Society Institute Brian Goebel, Executive Director, Black Wealth Data Center Tené Traylor, and Emory alumna, former Executive Director of Kendeda Fund, and adjunct professor Dena Kimball. Their broad cross section of experiences in and around philanthropy gave this dream team an edge in providing well-rounded perspectives to the course.   

Emory University is one of 32 schools that operate in partnership with The Philanthropy Lab program. The organization, based in Fort Worth, Texas, aims to expand student interest and participation in philanthropy. Since 2011, the Philanthropy Lab program has invested nearly $17 million in partner schools to facilitate experiential courses on philanthropy. Goizueta’s course is co-supported by several partner organizations, including the Center for Civic Innovation, the Shapiro Foundation, and United Way of Greater Atlanta (where both Goebel and Traylor started their careers). 

The goal of the course is an ambitious one; in 14 weeks, students are asked to form teams, which represent foundations, and craft a foundational philosophy and mission. The mini-foundations develop a rubric from their coursework to determine what makes a non-profit effective before reviewing several real Atlanta nonprofits and offering funds to one or two of them.  

This project-based format transforms the classroom into a live lab, where students grapple with real-world consequences and complexities of philanthropic decision-making. It also demands a deep dive into the many nuances of nonprofit work and the communities they serve. Given the evolving nature of nonprofit work, course instructors gather to revise the syllabus every summer, ensuring the course materials are timely and relevant. 

Guest lecturers and panelists are another powerful learning tool in the course’s arsenal, including the class’s engagement of Emory alumni working across the philanthropic sector like Alvin Glymph of United Way, Jon Goldman of the Robin Hood Foundation, Rohit Malhotra of Center for Civic Innovation, Danny Shoy of Arthur M. Blank Family Foundation, and Lara Wagner of Regions Bank. Additionally, the class welcomed experts from local organizations including Nathaniel Smith of Partnership for Southern Equity and Dr. Janelle Williams of Kindred Futures to help students understand both the longtime challenge of inequity in Atlanta along with the how philanthropy centered on equity can be delivered.  

“Professionals visiting class helps us to go beyond theory to practice. Speakers also provide students with valuable insights into the diverse, changemaking career and civic pathways that they can consider whatever they do next,” said Goebel. 

Mini-Foundations with a Big Mission 

The mini-foundations are initially formed based on a questionnaire which asks students to indicate their top three impact areas. The teams are then clustered by unique interests such as “The Green Givers” who focused on environmentally-related equity disparities, or “the Culture Catalysts” who homed in on amplifying youth through the lens of the arts. 

According to Grace Zhang 25BBA, a member of the Culture Catalysts, the common thread that brought her team together was their shared passion for arts and human expression, along with a deep belief in philanthropy as a vehicle for relief and societal improvement.  

“Beyond arts’ ability to educate and heal, our research revealed that investing in the arts is investing in economic empowerment,” says Zhang. “For example, according to Americans for the Arts, Atlanta’s nonprofit arts and culture sector generates $890 million in economic activity annually and supports 12,719 jobs. Ultimately, we were excited to support organizations like The Aster Project and ChopArt who were using creative approaches to provide healing and justice in Atlanta.” 

For Allison Silas 25BBA, her learning felt like a series of ‘ah-ha’ moments—the importance of the giving philosophy being a big one.  

“When my foundation team was first instructed to build our team giving philosophy, none of us took it that seriously,” Silas admits. “We chose some impact areas, found some statistics, and called it a day. As the grantmaking process continued, though, we realized that our original giving philosophy wasn’t working. It was broad, vague, and didn’t really reflect our values or guide our decision-making in a meaningful way. After some advice from our wonderful coach Dena, we engaged in an honest discussion about our values and priorities, and we were ultimately able to construct a concise and direct giving philosophy that served as a ‘north star’ in guiding our decisions. This experience taught me the importance of digging deep to figure out what truly matters—and backing that up with your actions.” 

The fact that philanthropy has a complex, and—at times—questionable history is not lost on any of the course’s stakeholders. When Silas addressed the event attendees to repeat a quote originally provided by Rohit Malhotra—“we don’t need more social impact businesses—we need to put problems out of business,”—her words were met with vociferous approval. The dynamics that create wealth inequality and permit a select group to determine to whom money will be doled out and what strings will be attached to it has caused harm, even when well-intended. 

We urge students to embrace the tensions inherent in philanthropy. Students learn to ask the big questions: If we alleviate suffering, are we shortchanging the momentum needed for bigger changes for justice? If we give in the direction of our personal interests, are we being self-indulgent? These tensions cannot be resolved; there is no single correct approach.

Dena Kimball

Ross Hegtvedt 25MBA explains that in the play on words in his team’s title—“Thee, Equalizers”—the comma is critical: it places the awardees as the subject of the sentence. 

“These issues aren’t going to be solved by funders from on high,” says Hegvedt. “The folks closest to the problems will always be the most powerful agents for change.” 

Another important takeaway from the course touches on the eternal koan of “knowing what you don’t know.” 

 “I’ve learned to acknowledge what I don’t know and then seek to fill that knowledge gap,” says Shruti Nemala 26BBA. “Through Philanthropy Lab, I was exposed to so many diverse causes that I care about, but unfortunately, I am not always well-versed in the specifics. However, I want to build on that moment of not knowing by better educating myself and seeing how I can better support these causes and organizations that are actively on the ground.” 

Real Money, Real People, and Real Change 

One by one, each student team took to the stage and welcomed their selected grantees to join them (accompanied—of course—by an empowering walk-up song by the student DJ). 

The teams introduced their foundation’s name and philosophy, before introducing the mission of each recipient organization. The causes these organizations support are diverse: Housing and educational access, resources for incarcerated mothers, mental health relief, environmental health. The student teams touched on what they admired most about each organization before handing over the sweepstakes-style giant check. They cited qualities like unwavering commitment in their chosen nonprofits, the manner in which the organizations embody their mission, their inclusive approach to feedback, and leaders who weren’t hesitant to get their hands messy by doing the tough work themselves. College AIM, for example, received praise for having former mentees come back as mentors—a sure sign they were doing something well, and building something sustainable. 

For many students, this experience was beyond academic. The enthusiasm in the room was authentic and robust, and the gratitude expressed between mentors and mentees, or granters and grantees, stirred hearts and a few tears. 

“Seeing our grantees in the room makes everything feel so much more real,” said Silas.  

“The way you inspired youth inspired us,” said Zhang to a representative of ChopArt as she handed over the award. 

This kind of emotional buy-in is exactly what the course facilitators hope for as they plot the syllabus.  

“We learn best by doing,” says Kimball. “We give the students as much agency as possible; we want them to feel both the thrill and the responsibility of taking charge and doing something real.”  

For Traylor, the emotional component is just as important as the academic one.  

When you’re doing this head and heart work, you marry the art and science of philanthropy, so you’re intentional in what you do, but also loving in what you do. These students are talking to people, not just “grantees,” and that attitude is clear.

Tené Traylor

The emotional impact was felt amongst other stakeholders in the room, too.  

“Receiving this grant from Emory’s Goizueta Business School was such an affirming experience,” says Campaign and Operations Manager of Women on the Rise GA Dominique Grant. Women on the Rise is a membership-based organization led by a diverse sisterhood of Black women impacted by the legal system. Through organizing and support services, it builds leadership to end mass incarceration and advance collective liberation, transforming both individuals and communities.  

“As a Black woman and organizer, it meant a lot to share space with students who genuinely wanted to understand how community-rooted work moves us closer to collective freedom. We were proud to share our story, reflect on what liberation really looks like, and be part of shaping future leaders who see justice as a shared responsibility. Programs like this show what’s possible when institutions truly connect with community.”  

Chief Community Impact Officer of United Way Alvin Glymph 94C was moved as well. 

“As an alum of Emory, I was catalyzed as a servant leader on that campus, and seeing current students embrace these values through the Philanthropy Lab literally gave me goosebumps,” says Glymph. “Their careers will be accelerated because at an early stage, they are learning how strategic and equitable philanthropic management ensures efforts are both impactful and sustainable.” 

My experience supporting the Philanthropy Lab was remarkable,” he added. “The rigor and intentionality displayed by the students in their philanthropic activities was truly inspiring. They clearly understand the importance of their efforts and how they make critical, tangible contributions to local nonprofits.” 

For Nemala, the course fundamentally changed her understanding of her hometown.  

“Despite growing up in Atlanta for almost 20 years, I feel like I’ve never been able to go this deep on learning about all these amazing causes and nonprofits that exist to remedy these issues,” says Nemala. “It’s been very inspiring to see how many people there are out there looking to directly impact their neighborhoods, and it has honestly given me a lot of hope for positive change in Atlanta going forward.” 

“Do it Anyway” 

Toward the end of the ceremony, Goebel acknowledged to the crowd that when contemplating the many injustices and ailments in our communities, it’s easy to become overwhelmed and discouraged. In those moments, Goebel encouraged them to remember a quote from Roberto C. Goizueta inscribed on the wall of the Goizueta Business School: “The cynics will tell you that the good you do today will be forgotten tomorrow. Just do it anyway.” 

“There are maybe more cynics than ever; they’re loud,” says Goebel. “I think of this quote and remember this sentiment. It gives me the courage to keep moving forward, and I trust it inspires our students to do the same. No good actions are truly lost.” 

As the DJ queued the next celebratory track and students posed with community partners holding oversized checks, it became clear that the real gift of the Philanthropy Lab wasn’t just financial—it was the lasting relationships, the sharpened perspectives, and the lived experience of learning to lead with both heart and mind. 

“As leaders, you lead from the seat that you’re in,” Traylor reminded her students at the event’s conclusion. “You don’t need a title, you don’t need a bunch of money. The future is yours to shape. You got next.”  

2025 class grantees include ChopArt Corporation, College AIM, disABILITY LINK, Dream Builders of Atlanta, Environmental Community Action (Eco-Action), Freedom University, Georgia Advancing Communities Together, Goodr Foundation, Motherhood Beyond Bars, Showcase Group x READI, Southern Women In Motion Foundation, Street Angels, The Aster Project, The Scholarship Academy, Women on the Rise GA.

Read more about how Goizueta’s Business & Society Institute is shaping business for the future.

The post Leading with Head and Heart: Emory Students Give $100K to Fight Atlanta Inequity appeared first on EmoryBusiness.com.

As part of the challenge, Travelers asked the students to imagine they worked as modelers for the company’s fraud detection department and tasked them with creating a predictive model that could help the company identify the key drivers that cause fraudulence. “The problems that we put out there for modeling competitions are not easy, and they tend to be of the type where the answer is not obvious,” explains Girish Modgil, SVP and chief AI officer at Travelers and a member of the MS in Business Analytics program’s curriculum advisory board. “It allows them to get direct and real time feedback from industry leaders on what they’re learning.”

Good Models Matter, but Communication is Key

Teams that are the most accurate or precise in terms of the metrics Travelers looks for in the competition generally do well, noted Modgil. “But it’s also about the communication,” he says. “How [the teams] are able to communicate about what the problem was, how they tackled it, how they worked together, how they brought diverse opinions and thought to it, and how they were able to cobble together an answer that was presentable and showed some progress toward achieving a solution.”

Qiu and her team went on to win the competition. She believes her team won, in part, because of its presentation and its business insights.

Everyone can do modeling. What really makes you stand out are your communication skills, your presentations skills.

Wenye Qiu 22MSBA

As a result of the competition, Qiu earned an interview—and ultimately a job—at Travelers. There, she builds pricing models for small commercial lines of business as a senior associate data scientist in the Data Science Leadership Development Program, a three year rotational program at Travelers. Qiu, who lives in Atlanta, also became Travelers’ campus representative for the modeling competition and, in 2024, took on the role of organizing the event. “I was happy to take the lead and give back to the program because I know they are awesome students,” Qiu says. “They deserve to have this opportunity to show off their skills.”

This past year, 30 teams from eight different schools—including three teams from Goizueta’s MS in Business Analytics program—presented as part of the Travelers University Modeling Competition. Two Goizueta teams tied for first place.

“For our MS in Business Analytics students, these experiential learning opportunities aren’t just valuable—they’re fundamental,” says Scott Radcliffe, the program’s managing director. “They transform classroom concepts into tangible skills, preparing our graduates not just to analyze data, but to drive impactful business decisions from day one.”

Mutually Beneficial

In 2024 Travelers, headquartered in New York, NY, opened a 2,800 square-foot office in Midtown Atlanta’s Technology Square. The site houses the company’s AI, data science, and other technology operations. “As part of our continued expansion and involvement in the community, we want to make sure that when we hire the talent, they’re well-equipped with the coursework and the experience that they ought to have to come in and start driving value,” says Modgil. “With that in mind, the best way is to go to the source.”

In addition to the modeling competition, Modgil’s work on the MS in Business Analytics program’s advisory board allows him to gather insights from students. During the advisory board’s bi-annual meetings, a handful of current Goizueta students are selected to give presentations on their research interests and career aspirations. “We get to see and experience what the current crop of students are hoping to do—and possibly adjust the ways we interview and recruit accordingly,” says Modgil. “And from an academic perspective, Scott and his team learn what is current, what companies are looking for and the types of skills we need.”

Coming Full Circle

When asked about her current role, Qiu explains that while she builds the pricing models first, she needs feedback from the teams using the models to make sure they work and work well. “My role actually involves a lot of presentations—delivering your model and your business insights to your business partners,” Qiu explains. “It’s a really good combination of technical and business.” This is something Modgil also underscores when describing Goizueta’s MS in Business Analytics program as “the perfect intersection” of business and data analytics. “Since Goizueta is such a good business school, you see a more well-rounded candidate coming out of the program,” says Modgil.  

To learn about career opportunities at Travelers, please visit https://careers.travelers.com/

Learn how Goizueta’s MS in Business Analytics program turns data-driven students into business-ready leaders. Explore a curriculum built on experiential learning, industry collaboration, and real-world impact.

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The Hatchery, Emory Center for Innovation, with the support of the Roberto C. Goizueta Center for Entrepreneurship and Innovation (CEI), has launched the latest evolution of a long-standing initiative designed to elevate student innovation and foster future-ready skills: the Innovation Consulting Fellows (ICF) Program.

With a strategic focus on empowering student entrepreneurs across all Emory schools, this program equips fellows with the knowledge, tools, and experience needed to thrive in innovation and entrepreneurship (I/E) consulting.

A New Direction for the Innovation Consulting Fellows Program

The origins of the Innovation Consulting Fellows program reflect its iterative nature and responsiveness to the needs of Emory’s innovative ecosystem.

What began in 2020 to help student clubs navigate the challenges of remote operations during the pandemic has now transformed into a high-touch consultancy model serving ventures across diverse fields. Last year’s fellows developed and supported Hatchery programs like STEM Sync and Wonderful Wednesdays.

This year’s fellows are working directly with ventures in The Hatchery’s Incubator program, applying their expertise in areas like designing customer discovery interviews, assisting with prototype development, and providing code review — which are vital steps for helping ventures move forward effectively.

“This year’s program is a testament to The Incubator’s evolution and growth,” says Ben Garrett, director of The Hatchery. “The addition of the program directly supporting our student founders is just one of the ways we’re continuously refining and expanding our programming to ensure we’re meeting the needs of every innovator at Emory. This model not only benefits our student founders but also develops a pipeline of entrepreneurial talent and leaders for the future.”

Supporting Ventures, Empowering Fellows

The Innovation Consulting Fellows Program is rooted in practical, hands-on learning. Under the mentorship of The Hatchery staff and guided by I/E principles, the five innovation consulting fellows began collaborating last semester with members of The Hatchery’s Incubator cohort for the 2024-25 academic year. Their mission is to help student entrepreneurs navigate challenges, refine strategies, and create actionable roadmaps for success.

Each fellow brings expertise in the core areas of finance, technology, and business management. Together, they serve as a dedicated consultancy team, meeting monthly with ventures, conducting due diligence, and delivering tailored recommendations to advance venture goals.

The program is managed by Rizky Etika, innovation program coordinator at The Hatchery with support from Michael Nkwocha 25MBA, an MBA candidate at Goizueta and fellow at The Roberto C. Goizueta Center for Entrepreneurship & Innovation. Recognizing the dual benefits of the program, Etika emphasizes that “the Innovation Consulting Fellows Program is designed to serve both student founders and the fellows themselves. Founders receive critical support and expert guidance tailored to their ventures, while fellows gain hands-on consulting experience and skills that are transferable to any industry.”

Muhammad Jaiteh 25BBA, finance innovation consulting fellow, has been a part of the program since 2023 and has seen great personal growth.

“The program has been more than just an experience; it’s been a journey of discovery and purpose,” says Jaiteh. “It’s shown me that leadership isn’t just about guiding others; it’s about inspiring them to believe in the power of their ideas and their potential to make a difference. I’m deeply grateful to The Hatchery team for their unwavering support and investment in me over the past years. Their mentorship and belief in my potential have been instrumental in shaping my confidence and ability to make a meaningful impact.”

Meet the 2024-25 Innovation Consulting Fellows

Finance innovation consulting fellow

Muhammad Jaiteh, a fourth-year student studying business administration specializing in finance and organization and management. Jaiteh brings expertise in financial analysis and strategic planning.

Business management innovation consulting fellows

Ryan Lin, a fourth-year student majoring in computer science and math. Lin merges technical and management acumen.

Nick Salyers 25MBA, a full-time MBA candidate at Goizueta Business School. Salyers leverages professional business insights to support venture growth.

Tech innovation consulting fellows

Alex Bryant, a fourth-year student double majoring in computer science and English. Bryant combines technical expertise with creativity.

Malia Wakesho-Ajwang, a third-year student studying computer science and psychology. Wakesho-Ajwang provides interdisciplinary solutions to technical challenges.

Learn more about The Roberto C. Goizueta Center for Entrepreneurship & Innovation at Emory University’s Goizueta Business School.

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This year’s team included Saanvi Sood 25BBA; Catherine Ly 26BBA, chair of competitions; Sean Walsh 26BBA; and Yashonandan Kakrania 26BBA 26MAcc, team captain. They recently traveled to New Zealand to compete in the Champions Trophy Case Competition at the University of Auckland—and they won third place.

“In the Bachelor of Business Administration (BBA) curriculum, our undergraduate students gather and analyze data, model outcomes, deconstruct multi-layered problems, think creatively and strategically, and make actionable recommendations. They also present with confident professionalism,” says Andrea Hershatter, senior associate dean of undergraduate education and associate professor in the practice of organization and management.

“I saw all of those capacities in action with the team, along with their resilience, drive towards continuous improvement, and superior sportsmanship. I could not have been prouder of the outcomes they achieved and, especially, the way they competed.”

The Story Starts in California

In the spring of 2024, a group of Goizueta undergraduate students traveled to the University of Southern California for the Marshall Case Competition: Jonathan Ross 24BBA, Harrison Coorey 24BBA, Michelle Li 24BBA, and Sood.

Unbeknownst to the team at the time, this event was a qualifier for the international event in New Zealand. In fact, it was one of only two qualifying events that exist in the United States.

The team flew to Los Angeles with the intention of having fun and doing their best—and they won first place.

“It was an incredible honor and such a privilege to win first place and represent Goizueta, especially as a newly established team,” says Sood.

Some teams prepare for months on end, often with professional coaches, but the Goizueta students had an advantage: The undergraduate business curriculum includes cases and presentations in class.

“Our success was a big testament to our Goizueta education because it’s so practical and hands-on,” says Sood, who used a skill she learned in a data analytics course to help the team win the Marshall Case Competition.

A Trip to New Zealand

As a result of the first place honor in California, Goizueta secured a spot in the Champions Trophy Case Competition in New Zealand. Since most of the team graduated in 2024, Sood was tasked with recruiting new members.

Her selling points were the opportunity to connect more deeply with Goizueta peers and meet students from programs around the world. Sood shared how valuable the experience is in putting the skills learned in class or through internships to the test in high-pressure, real-world scenarios that require collaboration. For younger classmates, case competitions are great talking points for job interviews.

The team also secured funding to fully cover the trip and all expenses through the Robson Program for Business, Public Policy, and Government and the support of Jeffrey Rosensweig, director of the Robson Program and associate professor of finance.

“The funding was a testament to Goizueta believing in our ability to do well, but also wanting us to have meaningful experiences, regardless of what the outcome is,” says Sood. “A lot of people in the Goizueta community came together to make this happen, and it’s something that I will be truly appreciative of when I look back at my time at Emory.”

The International Competition

The Goizueta team arrived at the Champions Trophy Case Competition surrounded by teams who regularly compete at the international level. What made the competition even more unique—in addition to the location and prestige—was that teams were not allowed to use the internet…for anything. Participants were forced to use the skill sets of their teams and even create paper slide decks for their presentations.

“I actually liked the fact that there was no internet allowed,” says Ly. “It made us really test our critical thinking in a straightforward manner, rather than worrying about how slides looked.”

Because of this added challenge, Ly says the key was a deep understanding of the strengths and weaknesses of each teammate so that, together, they created a “strong dynamic.”

“No team is perfect, and no one is ever ‘fully ready,’ but as long as you’re willing to give your 110%, adapt, and be open to feedback, that’s all that matters,” says Ly.

For Kakrania, one of the exciting aspects of a case competition is problem-solving a real world business issue. An additional challenge the Goizueta team faced was thinking about New Zealand culture and companies for the cases, rather than approaching the competition from the U.S. perspective.

“It’s been incredible to witness the team’s rapid growth,” says Kakrania. “The chance to represent Goizueta at one of the biggest case competitions in the world filled me with immense pride. I wanted to not only compete at the highest level, but also showcase what makes Goizueta stand out as a top business school on the global stage.”

The team achieved that goal: They have since received numerous invitations to participate in case competitions at other universities in Europe, Asia, and Canada.

“Case competitions are one of the most exciting and rewarding experiences you can have as an undergraduate,” says Kakrania. “I’ve learned how to work effectively in teams, leveraging diverse backgrounds and skill sets while refining ideas through collaboration.”

The Future of Goizueta’s Case Competition Team

Kakrania says the team plans to start incorporating more outside-of-class practice to help prepare members for a wide range of business challenges.

“The case competition team welcomes all interested undergraduate BBA students,” says Hershatter. “Case competitions are a phenomenal learning experience and can provide truly transformational opportunities.”

Interested students can start in small, internal events before participating in intercollegiate and international events. Email Paula Zwillich to find out how you can join.

Ready to take on your own real-world business challenges? Learn more about Goizueta’s hands-on undergraduate business degree.

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“Our success in the competition would not have been possible without the invaluable lessons learned at the intersection of Goizueta’s undergraduate business degree and MS in Business Analytics programs,” says Andy (Khang) Dang 25BBA 25MSBA, a Data Swoop team member. “The Business Analytics program equipped us with the technical skills and methodologies to tackle complex challenges, while the undergraduate program prepared us to think critically about stakeholders and strategic decision-making. These complementary skill sets were instrumental in achieving this accomplishment.” Jason Evans 25BBA 25MSBA, Ian Poe 25BBA 25MSBA, and Zetao “Tommy” Pan 25BBA 25MSBA rounded out the Data Swoop squad.

“This win is a testament to the quality of our students and the market-relevant skills they acquire through the undergraduate BBA program and the MS in Business Analytics program,” says Zuzana Hlavacova Gurung, associate dean, specialized masters programs. “We are excited to see students apply their business and analytics skills to real world business problems and triumph in the competition.”

Data4Good: The Case and The Cause

The client at the center of the case competition was Tragedy Assistance Program for Survivors—TAPS—a non-profit organization that, according to its website, provides “compassionate and comprehensive resources to all those grieving a death in the military or veteran community.” As part of its mission, the organization has developed a “survivor journey map” to guide staff in how best to care for bereaved families and help survivors navigate their grief journey. However, creating and updating the survivor journey map is labor-intensive. As a result, the organization’s ability to use the map to connect survivors with the most relevant care is limited.

For the competition, the teams’ task was to leverage “interaction data” between the survivors and the program to improve how the organization offers support . The teams developed an AI-powered solution that would automatically map survivor survey responses to the existing survivor journey map. The teams also created an innovative methodology that would aggregate and analyze survey data to generate improved versions of the journey map over time. Data Swoop’s strategy focused on creating customized support programs tailored to the unique needs of survivors and their loved ones.

As part of the competition, teams received free expert training for AI-900: Microsoft Azure AI Fundamentals Certification, access to DataCamp courses, and INFORMS Job Task Analysis (JTA) Training. “This holistic experience not only provides an opportunity to use data, technology, process, and research-based methods to make good decisions for good problems, but also connects participants to leading data analytics organizations through credentialing and networking,” states the Data4Good’s case competition webpage.

Following the win, Dang thanked the organization for “the opportunity to solve a meaningful problem.”

“The competition broadened my perspective on the transformative potential of data science to drive positive societal change, while reaffirming my passion for combining data-driven insights with strategic decision-making to create lasting impact,” says Dang.

A Powerful Academic Combination

Andrea Hershatter, senior associate dean and undergraduate program director considers the Data Swoops victory a terrific example of the educational scope of the dual degree program. “The MS in Business Analytics program is built at the intersection of business, data, and technology and shapes cutting-edge business data scientists. Our undergraduate BBA students enter the Business Analytics portion of the program already equipped with foundational core business knowledge and contextual, strategic understanding of data-driven decision analysis,” explains Hershatter.

The joint degree is an incredibly powerful academic combination that clearly prepares students quite well, not just for competition in this instance, but also in making deeply informed and actionable recommendations in a business environment.

Andrea Hershatter, Senior Associate Dean and Undergraduate Program Director

The dual degree allows Goizueta undergraduate business students to complete both degrees in four and a half years rather than the typical four-year undergraduate degree followed by the one-year MS in Business Analytics program. Admission into the program is reserved for current Goizueta undergraduate students who are encouraged to apply during their junior year. The dual-degree students devote their senior year to the business analytics curriculum, after which they return to the undergraduate program to complete their final semester.

Discover how Goizueta’s dual degree programs can equip you with the skills to make an impact. Learn more.

The post Goizueta Team Wins Big at Purdue’s Data4Good Competition appeared first on EmoryBusiness.com.

That’s what happened for Kali Arnold, owner of Sati Yoga & Wellness, located in the heart of Kirkwood in Atlanta.

“My collaboration with Emory Impact Investing Group has been instrumental in helping me reach my personal and professional goal of creating a Yoga Teacher Training program,” says Arnold. “This would not have been possible without the funding and support I received. Through the Yoga Teacher Training program, we have developed our studio. We now have nine students who will soon become yoga teachers. They will continue to share the healing benefits of yoga with the community. These students will begin to offer free yoga classes this spring, providing accessible yoga for the community.” 

Arnold is one of the latest entrepreneurs to benefit from the robust organization comprised of students from Goizueta Business School’s undergraduate BBA program.

The Power of Microloans

Since its inception in 2014, Emory Impact Investing Group has awarded 24 microloans ranging from $5,000 to $15,000 and helped a bevy of local, early-stage entrepreneurs from historically underserved communities, create strategic moves that have a tangible impact on their businesses and their community. Entrepreneurs who apply go through a rigorous due diligence process for an average of three-to-four months. Then, if approved, it takes a month for funds to be disbursed. Recipients have three years to repay the low interest loans.

From the beginning, research conducted by Peter Roberts, professor of organization and management and founding academic director of Social Enterprise at Goizueta, has influenced the group’s intent to bridge the microbusiness gaps in lower income areas that, historically, don’t have access to resources or financing. “His research showed the importance of small businesses in communities and the impact these businesses can have on the economic prosperity of communities,” says Saanvi Sood 25BBA, the group’s 2024 CEO. “Inspired by this research, a few students started Emory Impact Investing Group and they fully fundraised by themselves, with money from family and friends, to get their first $5000 loan disbursed.”

Building a Lasting Legacy

To celebrate this 10-year milestone, the group’s leadership team made a series of strategic moves of its own.

“We engaged in an extensive fundraising campaign to grow our fund. Then, we fundraised close to $160,000 with a few commitments on the way,” notes Sood. “We were able to go from a $200,000 fund to $360,000 fund.” This total includes a matching gift from Emory, which was supported by Gareth James, the John H. Harland Dean at Goizueta, and spearheaded by Andrea Hershatter, associate professor in the practice of organizations and management, senior associate dean of undergraduate education, and the group’s academic advisor.

Thanks to Goizueta’s strong network, monies raised will allow Emory Impact Investing Group’s fund to sustain in perpetuity. “There should not be a need to ever fundraise again,” Sood says.

In addition, the group hosted a 10-year celebration in November, which included panel discussions with new entrepreneurs who just received loans, and a networking event on Patterson Green, where close to 150 people, including entrepreneurs, advisors, alumni, students and donors, gathered to celebrate.

Student Leadership: The Driving Force

While some things have changed over the years, the group’s team approach to empowering entrepreneurs remains.

“What’s unique about the support Emory Impact Investing Group gives, goes beyond the microloans,” notes Sood. “First, our relationships are long lasting. We help entrepreneurs throughout those three years of repayments. They have a team of students for the entire step of the process. Second, we help them with implementation. We don’t devise a strategy then hand it off to an entrepreneur. Instead, we go further, and make it come to life by applying the strategy to their business and being able to see that tangible impact,” she says.

James Carr can attest to the benefits of working with Emory Impact Investing Group. Carr is founder and CEO of Farmers Jam, a company that makes all natural, fruit-forward cocktail syrups.

Working with Emory Impact Investing Group reinforced our strategy. Explaining it to curious, intelligent students who brought fresh eyes to our business and receiving their buy-in gave me confidence we were moving in the right direction.

James Carr, Founder and CEO, Farmers Jam

“If anything, they helped to enhance and shape our existing strategy and enabled me to focus on what I do best for the business,” says Carr.

In addition, notes Carr, his team urged him to embrace the company’s beginnings. “We started as a jam band of local farmers. Music has played a smaller and smaller part of our business as we’ve grown, but the group encouraged me to highlight the musical elements more often because it is the root of our company, and more people are interested in music than agriculture,” adds Carr. “It opened a new avenue for creativity that we look forward to expanding on.”

A Growing Network

Such strategic insight is why the group has not only grown in influence but in membership. Students apply to join and, if accepted, begin their journey in one of the group’s four branches: Due Diligence, Research, Consulting, or Development. The latter group sources the socially impactful entrepreneurs that eventually join the loan program and builds connections with accelerator partners like Goizueta’s Start:ME Accelerator program as well as other consulting clubs at Emory and local agencies. Last year, the group numbered 240 members strong, making it the largest club at Goizueta and one of the largest at Emory. So far this year, the group totals 140 students.

A fact that brings a chuckle from Brandon Walker 16BBA, an analyst at Coatue Management in New York and co-founder of Emory Impact Investing Group. “We had to beg people to join,” he recalls. On a serious note, Walker, who welcomes the opportunity to advise CEOs when requested, sees the group’s evolution as a testament to the leaders who came after him.

The thing we were really trying to do, beyond the core mission of attacking the small business gap in Atlanta with inexpensive debt, was to establish a group on campus where the most entrepreneurial and high-potential students would want to join—where they had license to make an impact on the group. I think that has been the coolest part of watching the group grow.

Brandon Walker 16BBA, founding member, Emory Impact Investing Group

Walker adds that while the founders “had some good initial success, what has allowed the group to stand for over 10 years is that every year the baton of CEO has passed to an incredible student, and they have driven it to the next height, and the next height, and the next height.”

“That’s why Emory Impact Investing Group is what it is today,” adds Walker. “Not just because there was a group of great founders, but more so because there’s been a cascade of awesome student CEOs.”

Walker also notes that the impact of building the group as they tackled real-world problems continues to pay dividends. Not only did his experience give him confidence in his own ideas and ability to execute, but he learned “the simple Xs and Os of a business model,” which, as a hedge fund analyst, “is very valuable for evaluating the quality of a business and whether or not the business is failing or working or anything in between.”

Indeed, Gina Wang 26BBA finds great value in leading the due diligence process for Emory Impact Investing Group last year. Not only did working with entrepreneurs strengthen her ability to assess a business, but it enhanced her skillset, enabling her to lead the group as its CEO for 2025.

“Over the past three years, I’ve definitely strengthened a lot of skills like communications,” Wang says. “It’s vital to constantly keep your audience in mind and be able to switch viewpoints. When you are talking to entrepreneurs, they have different backgrounds and experiences than where you come from. This is something I learned throughout the experience.”

Similarly, Sood’s four years with Emory Impact Investing Group have provided an incredible experiential learning opportunity that’s resulted in a depth of understanding in finance, business, and leadership. She’ll use this knowledge as an associate with Boston Consulting Group upon graduation.

From the beginning, Emory Impact Investing Group has attracted outstanding student leaders. In turn, their real-world experience with the organization has enhanced and informed their careers. Among the BBA alumni who helped shape the group are Casey Rhode 17BBA (CEO 2017), chief strategy officer at OneOncology; Jonathan Ross 24BBA (CEO 2023), business analyst, McKinsey & Company; Jonathan Moore 18BBA (CEO 2018), advisor for TCG; Christopher Kusumonegoro 22BBA (CEO 2020-2021), program assistant with Arabella Advisors; and Priyanka Desai 20BBA (COO 2020), senior manager strategic finance at Nexus Circular.

Looking Ahead

Today, Sood notes that extending the group’s impact remains a strategic focus. Last year, she and the executive board worked to find ways to help applicants who were denied a loan. This included tapping community partnerships with organizations both within Emory—like Consult Your Community, a Goizueta club that offers pro bono consulting for small businesses—and beyond, to accelerators in Atlanta or government entities and organizations, to offer resources to the entrepreneurs.

“If we reject an entrepreneur, we will refer them to those resources. It improves their chances of receiving a loan,” she says.

Sood adds it’s very common for entrepreneurs to be denied loans, referred to resources, then return to apply again. “Even after being denied a loan, people still have faith in the program. They are willing to apply again and feel comfortable making that decision again.”

Moving forward, Sood and Wang are united in their vision for the future: staying true to the group’s mission and ensuring the organization remains accessible to all students.

Wang stresses the importance of “reaching more of our community and maximizing our impact within our membership.” Specifically, “We want to ensure we provide a great experience for every student. Regardless of assignment, we want to make sure they all work well together. I would love to see this sustained and carried further in the next 10 years.”

Join Emory Impact Investing Group in empowering small businesses and fostering lasting community impact. Learn more about EIIG’s mission and how you can get involved.

The post Emory Impact Investing Group: Celebrating 10 years of Influence and Impact appeared first on EmoryBusiness.com.

Designed to introduce Goizueta BBA students to the skills necessary to prepare and deliver effective client presentations, Bcomm 365 culminates in a professional communication strategy case competition. During the month-long competition, students put their new-found communication skills to the test as they work with a company—in this case, UPS—to address a real business challenge.

In late October, UPS representatives explained its project to 18 student teams. UPS’s ask: create a strategy that increases use of UPS self-service options from 70 percent to 80 percent. UPS allotted the teams a hypothetical budget of $900,000 to come up with their strategies. “UPS presented a real challenge for our students through this highly ambiguous and open-ended problem,” noted Steve Savage 21EvMBA, assistant professor in the practice of Organization & Management.

Three weeks after the initial meeting, the teams presented their plans to their Bcomm professors—Savage, Molly Epstein, professor in the practice of Organization & Management, and Nikki Graves, associate professor in the practice of Organization & Management. Following those presentations, each professor selected two student teams to present their strategies to the UPS team.

“All six of the teams who presented to UPS executives exceeded our rigorous expectations,” said Graves. Those teams were Team Charlie, Unstoppable Problem Solvers, Beyond Boxes, Sammy’s Team, Savage Consultancy and Tobinators.

“As a Goizueta alum, it is great to see the continued excellence that these students bring to the challenges put before them with their creativity, executive presence, and rigor of their final presentations,” UPS Experience Strategy Senior Manager, Neal Marshall 21MBA wrote in an email.

Charlie the Chatbot Takes First Place

During initial brain-storming meetings, the members of Team Charlie, Erin Koo 27BBA, Ishaan Attal 27BBA, Ashmit Dua 27BBA, Jezmin Chavarria 27BBA, Kaitlyn Furbay 27BBA, Ellis Whiteson 27BBA, and Zhuyue “Julie” Jiang 26BBA, decided the best strategy would be one that cut costs versus one that would increase revenue. Research done by Team Charlie indicated that customer service calls cost UPS $20 million a year. But when the students went through the UPS My Choice app, they encountered a less-than-optimal user experience. “We realized that creating a super-functional and convenient app would be a key strategy and really effective in pushing consumers to utilize self-service,” noted Ellis.  

Team Charlie’s winning idea was anchored in what Graves called “an interdisciplinary approach:” the creation of Charlie—an AI chatbot that would guide users through the UPS’s My Choice self-service platform as well as the creation of a rewards campaign encouraging users to download the app.

While Team Charlie was not the only team to suggest a chatbot, Team Charlie did have an advantage—Chavarria, who Furbay described as “a pro at graphic design.” Chavarria was able to utilize her graphic design and coding skills to create a workable mockup of Charlie. “That was probably one of the things that put us over the edge,” said Attal. “Showing them what a prototype could look like.”

During their presentation, Team Charlie incorporated a slide demonstrating how the chatbot would respond to voice commands. The task was assigned to Dua. Getting the mockup to work “was an amazing feeling,” Dua said. “Seeing everyone—our professors, the UPS reps—in the room smile when we did that slide, it was honestly surreal.”

Ellis called the team’s focus on Charlie’s implementation rather than a typical communications campaign “a very calculated risk.” Attal added that the team decided it wasn’t “a productive use of our time” to go into detail when they defined demographic groups. “We [decided] to say, ‘We’re targeting Millennials.’ We thought [the UPS executives] knew what a Millennial was,” he said.

Team Charlie recognized that other teams would have similar ideas and that they needed to do something to stand out. “We were competing with a ton of smart business school students who were going to come up with great ideas,” Furbay explained. She added that the team’s dynamics led to constructive conversations. “None of us were afraid to speak up when there was a mistake or provide each other with constructive criticism,” Furbay added.

“As someone who is working on UPS chatbot technology, Team Charlie did their research and highlighted current trends, cutting edge technologies, and packaged their insights for their UPS clients superbly,” said John Mccauley 21MBA, UPS Experience Strategy Senior Manager.

Team Charlie’s second recommendation called for the integration of a rewards program. Customers would earn points for downloading the UPS MyService app, for interacting with Charlie to address quick fix issues, and for completing short surveys. Team Charlie also recommended that UPS establish a “quid pro quo” campaign with some of the corporation’s most visible partners, including integrating Charlie into its partner’s branding.

“We were so impressed with all the teams and especially with Team Charlie,” said Kelsey Lindsey, UPS Experience Strategy Senior Manager. “It was clear they understood our customer pain points and their ‘Charlie’ AI chatbot solution effectively demonstrated how it could assist customers digitally while improving the user experience.”

Team Unstoppable Problem Solvers also chose to tackle UPS’s digital experience, recommending a reorganization of the existing UPS app as well as clarification on how to access the app’s self-service options. The team—Sara Larson 26BBA, Ashima Girdhar 26BBA, Oliver Hutchison 26BBA, Abel Zurita 26BBA and Sean Baik 27BBA—also suggested UPS engage with micro-influencers to extend the company’s existing “Be Unstoppable” campaign, which was created to empower diverse-owned small businesses and help them recover from the global pandemic.

“This team was special. Driven, dedicated, and highly communicative with each other— in both the easy and more difficult conversations,” said Savage. “The depth of research they performed and the level of integration they brought from their other majors at Emory (including psychology), added that extra layer to their deliverable in the most compelling way. I couldn’t be prouder of what they achieved this semester.”

UPS’s McCauley was impressed with all the finalists’ presentation skills. “Generous eye contact, appropriate hand gestures, confident tone, excellent pacing, and overall professional demeanor way beyond an early career level,” he said.

Alumni Judges Passing the Torch

Of the UPS executives that served as case competition judges, two—McCauley and Marshall—were alumni. “Our alumni see these opportunities as vehicles for repaying the support they received when they were students,” Savage said. “That fosters the attitude in our current students to do the same one day. It’s a real hallmark of the enduring community and support that our school is known for.”

Real Solutions for Real World Problems

Graves described experiential learning as “the backbone of Bcomm 365.”

“Working with a corporate client on a live business problem equips students with critical thinking, teamwork, and presentation skills essential for success in the workplace,” said Graves. “Students thrive on the real-world challenges that the case competition provides, and our clients benefit from the innovative recommendations that our students provide.”

Going through the class often causes students to adjust their thinking. “At first, I wasn’t sure how much I could gain from the class, but it completely shifted my perspective—even inspiring me to become one of Graves’ teaching assistants this [spring] semester,” said Dua. “The class stood out from all my others because it focused on real-world application rather than just theoretical concepts.”

Taught during the first year of the BBA program, Bcomm 365 is often a BBA student’s first foray into experiential learning. In their final year, BBA students are required to enroll in an immersive project-based elective where they address and analyze a real-world organizational or societal need.

Goizueta’s undergraduate business program empowers student to make significant positive contributions to the organizations they serve and to society as a whole. Learn more about pursuing a BBA at Goizueta.

The post Goizueta BBA Students Innovate Winning Strategy for UPS Challenge appeared first on EmoryBusiness.com.

All of these solutions—and more—were presented at the 2025 RAISE Forum (Retention and Advancement for the Southeast at Emory) this past November. This hallmark event of Emory University’s Goizueta Business School brought together a dynamic mix of entrepreneurs, investors, and students. Now housed under the Center for Alternative Investments, the annual forum continues its mission to catalyze the Southeastern startup ecosystem while providing Goizueta students with unmatched experiential learning opportunities.

Raising the Profile of Atlanta’s Business Landscape  

Now in its 11^th year, the RAISE Forum is going strong, says Professor in the Practice of Finance and Executive Director of the Center for Alternative Investments Klaas Baks. 

“My colleague Charlie Goetz has been a driving force in bringing this program to Emory—I consider this event to be Charlie’s brainchild,” says Baks “I would describe myself as the ‘finance guy,’ while Charlie is the ‘entrepreneurship guy.’”  

The RAISE Forum is not dissimilar to the setup of the show Shark Tank. Its focus, though, is on connecting Southeastern startups with investors who are equally committed to the region’s growth. This year’s event featured seven startup companies pitching to 39 investors. Their specialties ran the gamut of industries, including healthcare, software, logistics, and even food circularity and waste reduction, showcasing the Southeast’s entrepreneurial depth.  

“Most companies are pretty niche, and they’re working to improve all kinds of issues,” says Rowland Lewis 25MBA, one of the event’s primary student organizers. “For example, one startup created a simple minimally invasive way to disrupt scar tissue from forming when performing surgery with a unique tool that almost looked like a toothbrush.” 

This year’s forum showcased startups like Good Agriculture, offering scalable, tech-enabled platforms for farmers to manage back-office tasks and improve profitability; EVQLV, revolutionizing antibody discovery in healthcare with AI to reduce timelines and increase success rates; and TendoNova, a med-tech company developing micro-invasive tools described by Rowland above. Other standout startups included Goodr, a logistics-based solution tackling food waste and hunger, and Smart Response, which applies AI and patented communication tools to enhance emergency response and 911 call efficiency. 

From Probable to Pitch-Perfect 

The RAISE Forum’s impact extends beyond pitch day. The process begins with an intensive application review, during which selected companies receive hands-on support to refine their pitches. Those companies selected participate in a preparatory mini-course to hone their presentation skills, focusing on crafting concise, impactful messages for investors. 

“The presentations are only 10–12 minutes long, so every moment counts,” said Baks. “We help entrepreneurs build the strongest case for their company in a way that resonates with investors.” 

“The Southeast gets less attention than other parts of the country,” Baks noted, “but the energy and innovation here are undeniable. This event helps companies secure critical funding while giving our students exposure to real-world investing and entrepreneurship.” 

Experiential Learning in Action 

Picture medical students. We hold them to a high standard; when training future doctors, medical students engage in “rounds,” observing professionals in action as they treat real patients in clinic or perform surgery in an operating room.  

Goizueta sets a similar standard for their students with opportunities like the RAISE Forum. The forum is much more than just a simple simulation. RAISE provides a genuine opportunity for start-ups in the Southeast to find the funding they need and for investors to continue transforming the entrepreneurial landscape—while permitting students a golden experiential learning opportunity. 

“The startup scene is competitive and exciting. It’s a difficult area to transition to, and our goal is to help launch students into these careers,” says Baks. 

The forum is part of the school’s Entrepreneurial Practicum course, allowing students to engage directly with both startups and investors. Students assist in organizing the event, observe entrepreneurial training sessions, and gain access to exclusive investor discussions. 

According to Baks, “Students see the interplay between entrepreneurs presenting their visions and investors analyzing the risks and opportunities. They learn to ask critical questions: Is the market big enough? Is the product proven? Is this the right team to bring this to success?” 

Rowland echoed the excitement: “Being in the room with bona fide entrepreneurs and investors is exhilarating. It’s an unparalleled opportunity to network, learn, and observe the questions that really matter to investors.” 

Strengthening the Southeast Ecosystem 

The RAISE Forum remains committed to bolstering the Southeastern United States by requiring participating companies to remain in the region for at least five years if funded. This ensures that the innovation and economic benefits stay local, creating a robust entrepreneurial ecosystem. 

Sponsors such as Trevelino/Keller, Warren Averett, and Thompson Hine continue to provide critical support, while Emory alumni investors like Sig Mosley 68BBA (Mosley Ventures) and Jason Kuo 19MBA (Tech Square Ventures) underscore the university’s deep ties to the startup community. 

For many involved, the RAISE Forum is more than an event—it’s a career-defining experience. Rowland highlighted the mentorship from president of the Keiretsu Forum Atlanta and co-founder of the RAISE Forum Barry Etra and the collaborative opportunities with peers like Patrick Latting 25BBA and Andrew Rothberg 26MBA as yet another asset of the program that just can’t be replicated in a traditional classroom alone.  

“We get to expose our students to the real world,” says Baks. “I love it.”  

Established in 2008, the Center for Alternative Investments drives innovation and collaboration in private equity, hedge funds, venture capital, and real estate. Explore how the center is shaping the future of finance and join the conversation here. 

The post How the RAISE Forum Powers Southeast Startups and Shapes Student Futures  appeared first on EmoryBusiness.com.

The start of a new year is a symbolic clean slate. It’s a chance to embrace fresh opportunities, set ambitious goals, and imagine what lies ahead.

It’s also a great time to pause for a moment of reflection. Before diving headfirst into the demands of work, school, or life’s daily rhythm, we can appreciate the journey we’ve traveled over the past year. It’s a chance to celebrate our achievements, reflect on the lessons learned and challenges faced, and carry forward the wisdom we’ve gained.

So, before we launch full steam ahead into the new year, let’s take a look back at some of the most compelling and memorable stories that defined 2024 on EmoryBusiness.com.

Welcoming Impressive Inaugural Classes to Two New Programs

Meet the Inaugural Cohort of Goizueta’s New Master in Management Program

One of Goizueta Business School’s newest additions is the Master in Management degree, a program for recent college graduates with liberal arts and science majors. Spanning 10 months, the program acts as a “fast track” option for students to gain business skills to complement their undergraduate work. Among the inaugural cohort, 38% graduated from an Emory University program, with a total of 84% of the class graduating from their undergraduate programs in 2024.

Meet the First Cohort of Goizueta’s New Master in Business for Veterans

Goizueta Business School launched a new graduate degree last year, and the first cohort of students started in May. The Master in Business for Veterans program is led by Retired U.S. Army Lieutenant General and Associate Dean for Leadership Ken Keen. The inaugural cohort of this working professional program includes 31 students. Among them are two Air Force, 19 Army, five Marines, and five Navy veterans and active duty service members. These men and women have decorated and accomplished backgrounds, including several careers of service to the United States.

Experiential Learning Opportunities Abound

MBA Students Explore Denmark’s Model for Work and Well-being

This summer, more than 25 MBA students from Goizueta Business School ventured out of the classroom and across the globe, traveling to Copenhagen, Denmark to explore how the Danes approach their short work week (standard 37 hours), while having some of the most productive companies in the world. The immersive experience is part of a new course at Goizueta, Life Design for the Modern MBA, focused on helping Goizueta students—who are passionate, ambitious, and often working in overdrive—to find meaning and fulfillment in both career and life.

Team Building with Taste: Lessons in Leadership from the Kitchen

At first, Yaqi Liu 26BBA wasn’t keen about getting up early on a Saturday to cook. But over the course of the day, Liu changed his mind. “It was a really good experience,” he says. That experience is called “Team Building with Taste.” It’s a cooking competition in the style of Bravo network’s “Top Chef,” except with the ultimate goal of improving team dynamics. The challenge is a part of the undergraduate BBA program’s Team Dynamics and Leadership class. Over multiple weekends this fall, student teams were given a $50 budget, a set time to plan and shop, and one hour to cook and plate their meals. The teams then presented their dishes to a panel of judges.

How HackATL Fosters Future Changemakers

A lot can happen in 48 hours. For Selina Kao 27BBA, that was the turnaround time afforded her team at this October’s HackATL competition. Their mission? Transform a fledgling business idea into an actionable plan. Hosted by The Roberto C. Goizueta Center for Entrepreneurship & Innovation of Emory University’s Goizueta Business School, this year’s event—powered by a dynamic collaboration between InnovATL, the City of Atlanta and the center—brought together more than 300 students from across the Southeast. After two days of frenetic brainstorming, building, and pitching transformative start-up initiatives to a panel of judges, the top teams took home over $13K in prizes.

Accomplished Alumni Create Meaningful Impact

Goizueta’s Veterans: Meet Matt Smith

In February 2025, Matt Smith 01MBA will retire as a two-star major general for the U.S. Army. His story is unique because of its many twists and turns. Smith joined the Army in college, before heading to the corporate world in Atlanta in the late 90s and enrolling in Goizueta Business School’s MBA program. However, it wasn’t long before Smith realized that the military was where he was meant to be. He resumed active duty for the Army in 2019, and in December 2022, he stepped into his current role as commander of the Joint Task Force – North. His team has helped federal agencies with interdepartmental coordination and assisted U.S. Border Patrol when they needed additional observation help. Smith says the skills he gained from earning an MBA have helped set him apart as a military leader. Now he’s he’s giving voice to Goizueta’s veterans as part of the advisory board for the new Master in Business for Veterans program.

Meet Marnie Harris: Building Hotels with Purpose

When Marnie Harris 20MBA was an undergraduate biomedical engineering student, she dreamed of building a more accessible world. Harris helped found The Excel Program at Georgia Tech, a certificate program for students with intellectual disabilities. When Harris graduated, she stayed on to welcome the first cohort of Excel students. But she soon came to believe that creating meaningful employment for this demographic must begin inside business, where the jobs are. So, Harris enrolled in Goizueta Business School’s MBA program, where she received the Woodruff Scholarship, Emory’s most prestigious named scholarship, awarded to Emory applicants who want to make a positive social impact. Now, Harris serves as the director of business and marketing strategy at Pavilion Development Company. There, she’s developing and franchising the Shepherd Hotels brand, which focuses on employing staff with intellectual disabilities.

Holistic Health Starts at Home: Meet Kyle Brown

After enrolling in the One-Year MBA program at Emory’s Goizueta Business School, Kyle Brown 20MBA became interested in holistic living and the various ways cannabidiol (CBD) could improve one’s health. Brown soon teamed up with his aunt, an expert gardener and advocate of natural medicine, who had long been growing her own herbs for healthful teas. The duo developed a series of CBD tea formulas, and ultimately launched their brick-and-mortar cannabis bar Bookstore Gallery. While its products assist in pain management on an individual level, Bookstore Gallery leads the charge of healing on a community level. Brown’s holistic healing mission comes to life through diverse events, including therapy-focused happy hours, game nights, tailgates, spoken word poetry, men’s mental health meetups, and creative outlets like “Puff and Paint.”

Groundbreaking Research from Goizueta’s Brightest Minds

Mitigating Bias in AI: Sharing the Burden of Bias When it Counts Most

From directions on Google Maps to job recommendations on LinkedIn, by now, we’ve all grown accustomed to AI systems’ integration in nearly every aspect of our daily lives. But are AI systems fair? The answer to this question, in short—not completely. Fortunately, some dedicated data scientists are working around the clock to tackle this big issue. One of those data scientists is Gareth James, who also serves as the Dean of Goizueta Business School as his day job. In a recent paper titled “A Burden Shared is a Burden Halved: A Fairness-Adjusted Approach to Classification” Dean James—along with coauthors Bradley Rava, Wenguang Sun, and Xin Tong—have proposed a new framework to help ensure AI decision-making is as fair as possible in high-stakes decisions where certain individuals—for example, racial minority groups and other protected groups—may be more prone to AI bias, even without our realizing it. 

Hiring More Nurses Generates Revenue for Hospitals

Underfunding is driving an acute shortage of trained nurses in hospitals and care facilities in the United States. American nurses are quitting in droves, and that’s bad news for patient outcomes. For beleaguered administrators looking to sustain quality of care while minimizing costs (and maximizing profits), hiring and retaining nursing staff has arguably become something of a zero-sum game in the U.S. But could there be potential financial losses attached to nurse understaffing that administrators should factor into their hiring and remuneration decisions? Research by Goizueta Professors Diwas KC and Donald Lee, as well as recent Goizueta PhD graduates Hao Ding 24PhD (Auburn University) and Sokol Tushe 23PhD (Muma College of Business), would suggest there are.

Training Innovative AI to Provide Expert Guidance on Prescription Medications

A new wave of medications meant to treat Type II diabetes is grabbing headlines around the world for their ability to help people lose a significant amount of weight. The two big names that come to mind are Ozempic and Wegovy. However, both medications come with a host of side effects, and are not suitable for every patient. Many clinics and physicians—particularly in smaller communities—do not have immediate access to expert second opinions needed to make decisions about prescription medications such as these. That’s one of the reasons Karl Kuhnert is using artificial intelligence to capture the expertise of physicians like Caroline Collins MD through the Tacit Object Modeler, or TOM. By using TOM, Kuhnert and Collins can create her “decision-making digital twin.” Though there are a number of ways TOM could be useful to the healthcare industry when prescribing medications, not least among them is the potential to expand access to the expert opinions of medical specialists to rural areas experiencing significant health disparities.

Help keep the great Goizueta stories coming with a gift of support to Emory’s 2O36 campaign.

The post The Best Stories of 2024 from Goizueta Business School appeared first on EmoryBusiness.com.

That experience is called “Team Building with Taste.” It’s a cooking competition in the style of Bravo network’s “Top Chef,” except with the ultimate goal of improving team dynamics. Located in the Atlanta suburb of Doraville, the Team Building with Taste venue has everything a chef might need—multiple prep spaces, deep fryers, gas stoves, commercial griddles, utensils, seasonings, and proximity to an H Mart grocery store.

While the students’ primary goal may have been to create a tasty dish the judges would love, the greater goal of Goizueta’s undergraduate BBA program was to teach team dynamics. “The thread of team dynamics and leadership is woven into the entire BBA program,” says Jeremy Billetdeaux, director of co-curricular programs for the BBA program office.

The challenge is a part of the program’s Team Dynamics and Leadership class. The course requires second semester undergraduate business students to participate in an immersive, team building activity. Over multiple weekends this fall, student teams were given a $50 budget, a set time to plan and shop, and one hour to cook and plate their meals. The teams then presented their dishes to a panel of judges. The competition spanned a total of four hours from start to finish.

A Low Pressure Setting

“Most of our students, in some way or another, will be working in teams throughout their careers and will take on different leadership responsibilities,” says Billetdeaux. “This experience is one of many reflection points that are built into the undergraduate program.” After the experience, the students were asked to evaluate themselves and their fellow team members. They then met with their program advisor for a coaching session. The aim of the session was to help students assess their capabilities as a team member and help them acknowledge, going forward, if there were things they would like to do differently.

“I’ve often observed how easily students interact when they are on athletic or other co-curricular teams,” explains Andrea Hershatter, associate professor in the practice of organization and management and senior associate dean of undergraduate education. “Yet the same students sometimes struggle to determine their most effective roles when working together in academic settings.”

Team Building with Taste combines the more collegial aspects of out-of-class experiences with the structure of a course assignment. I think it is a fabulous way for participants to exhibit and reflect on their own productive behaviors in a lower pressure setting that they can then transfer back to classes and work settings.

Andrea Hershatter, Senior Associate Dean of Undergraduate Education

“Learning Together” through Collaboration in the Kitchen

The early start wasn’t the only thing that caused Liu to be apprehensive. It turns out he’s not much of a cook. But Team Building with Taste assigned a chef to each student team to help them plan and execute their dishes, and that helped Liu and his team “learn together about cooking,” he says. “And everybody took a leadership role because we were all in charge of making something.” His task? Making rice and curry for the team’s chicken dish.

Because Billetdeaux compiled the teams at random, Raaj Kumar 25BBA didn’t know any of his team members very well. When they all sat down to plan the meal, “we skipped over the get to know you part. It was like, ‘Okay, here’s the task, let’s work towards it,’” says Kumar. “Everyone was really upfront about their abilities and where they wanted to serve.” Given that Kumar’s cooking skills are limited to pasta and quesadillas, he let the more seasoned chefs in the group take charge. “I played more of an assistant role,” he says. Kumar cooked tofu and made a sauce for the team’s vegetarian dish, but it was the presentation where he felt he could contribute most. “My strong suit is communication,” he says. “I helped out where I needed to on the cooking but took more of a lead on the presentation.”

A Side Dish of Networking

According to Billetdeaux, creating teams of students that either don’t know each other or don’t know each other well is intentional. “The most valuable resource that the students have at Goizueta is each other, they just don’t recognize that now,” he says. “The people that are here are going to go on to do amazing things. So, expanding your network, interacting with new, different people—while not the overt goal of this experience—is one of the side goals.”

Liu is still in touch with two of his teammates from his Team Building with Taste experience, and one of Kumar’s takeaways was to be more open to new people and new experiences. “We tend to be really clicky,” he says. Since freshman year, Kumar has had the same set of friends. He considers himself social, but admits to “not branching out that often.” Now, he’s vowed to get better at hosting dinners at his apartment or getting meals with different people. “I think food is a way of merging interests and cultures,” he adds.

Building Competencies through Memorable Experiences

Hershatter explains that the undergraduate BBA curriculum is structured to provide experiences that help students build not only academic business capacities but also professional competencies. “There is a programmatic trajectory that starts at orientation and goes all the way through to a final required immersive elective. These opportunities provide students with multiple interactive experiences that focus on working synergistically together, stepping outside of their comfort zones, dealing with ambiguity, building resilience, and adding value when faced with a complex problem,” she says. “Although Team Building with Taste is just a short exercise, it is a memorable one and is followed by reflection and coaching. This set of experiences allows Goizueta BBA students to distinguish themselves by being self-aware and intentional in their behaviors.”

Goizueta Business School’s undergraduate BBA program develops students as professionals through cognitive, emotional, behavioral, and relational growth. These opportunities enhance student self-awareness, cultivate personal leadership abilities, and build community within the program. Learn more about the Goizueta BBA experience.

Get your fill of some winning dishes below:

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The immersive experience is part of a new course at Goizueta, Life Design for the Modern MBA, focused on helping Goizueta students—who are passionate, ambitious, and often working in overdrive—to find meaning and fulfillment in both career and life.

According to a recent study from Deloitte, 91 percent of respondents say having an unmanageable amount of stress or frustration negatively impacts the quality of their work. For just the third time in more than two decades, less than half of Americans say they are “very satisfied” with the way things are going in their personal lives.

From Classroom to Copenhagen: A Study in Life Design

During the semester, the new course covers topics such as the history of paid work, women at work, work/life balance, reflection tools, value identification, and goal setting. The trip is designed to inspire both group discussion and introspective thought on career, life, and the future of work.

“It’s incredible to see top business schools offer happiness and life design courses as part of the curriculum,” shares Marina Cooley, assistant professor in the practice of marketing at Goizueta. “With our tight-knit community, I thought we could go even deeper and ricochet against a work-life culture that is so different from our own in order to be inspired about what the future of work and leadership could look like.”

For Alex Banoczi 25MBA, the course offered a restart and a change in perspective, “As a professional coming from the world of consulting, I’ve dealt with my fair share of intense work weeks and tight deadlines. On paper, I achieved success, but indelibly felt the impact of those years on both my health and relationships—missed dinners, canceled events, and computers I brought on vacation,” he shared. “As someone returning to consulting after business school, I yearned for more knowledge on not only how to be a great leader, but a great balancer as well.”

Welfare and Dignity for All

During the trip, students headed to the Happiness Research Institute, an organization dedicated to scientifically studying well-being, happiness, and quality of life. They met with a panel of accomplished expats and a leading sociologist at Copenhagen Business School to compare the work/life experience in the U.S. and Denmark. They later boarded a bus and traveled to Lego, one of the most profitable CPG companies in the world to uncover how family life integrates with work. A common theme emerged: the Danes are committed to the happiness and welfare of their people.

Denmark operates as a universal welfare state and with that comes high taxes and far-reaching benefits for all social classes. These services include incredibly low-cost and high-quality childcare (think $450 a month; 3:1 ratios for kids to teachers in the 0-2 age group). Add to this free healthcare, free college (Denmark actually pays students a $900 stiped each month to attend), and high-quality elder care that focuses on keeping individuals in their own homes as long as possible—and you can see why people and policy makers across the world have studied Denmark in their search for a thriving society.

In fact, Denmark is consistently ranked as one of the happiest countries. During the trip, certified analyst Catarina Lachmund at the Happiness Research Institute shared that six factors explain 75% of the national differences in happiness: social connections, healthy life expectancy, gross domestic product, freedom, kindness, and trust.

In a panel with expats who’ve lived in Boston, Philadelphia, and Atlanta, students learned that social classes in Denmark live together and play together daily. It’s fairly common for a CEO and plumber or handyman to be friends. Maria Schraeder, an expat who now serves as senior product manager for Maersk, shares “Your job doesn’t define you.”

A Social Contract: Rights + Responsibilities

To achieve high-quality services for all, Denmark draws from a deep pool of dollars through high taxes and a wide base of workers. The country boasts extremely high employment; the vast majority of women work, and single earner households are a rarity. Population growth also represents an important part of the equation. The culture is defined by a dedication to working to support others. “In Denmark, you are part of the system,” shares Professor Caroline de la Porte of Copenhagen Business School. “You can’t opt out.”

Throughout various seminars and panel discussions, a common theme emerged: Trust plays a huge role in Danish society. Trust in the government, trust in the community, and trust between individuals all contribute to this societal framework.

In Denmark, it’s fairly common practice for parents to leave their babies in strollers outside shops and restaurants when grabbing a cup of coffee with friends or dinner with family. Kids often ride the local metro and buses to school starting at age seven or eight. Lachmund shared “Crime is low here. You can walk safely at night.”

Citizens and organizations also trust that they will give back to one another. In fact, the Ministry of Foreign Affairs estimates that 35% of Danes over 16 years of age engage in volunteer work.  Companies like Denmark-based Lego give a huge portion of their proceeds back to the greater good with 25% of its profits funneling to the Lego Foundation, a nonprofit dedicated to teaching children how to learn through play.

In Denmark, and in all of Scandinavia, the Law of Jante rules. It’s a flat country with a flat hierarchy that values humility and team over individual accomplishment.

Security and Trust Drive Innovation

In a country built on trust, innovation thrives. Employees are not tied to their jobs for social security, allowing individuals to job hop without fear. If they feel they are no longer contributing to the growth of the company, they pursue other passions.

At Pandora, the world’s largest jewelry brand, senior vice president of e-commerce Jesper Damsgaard shared, “Many people don’t consider money as the main reason for work. Instead, it is curiosity and the desire to do great work that drives them forward.”

Company Values Lead the Way

Many companies embed courage into their values. At Lego, two of its three corporate values speak to innovation—“brave” and “curious. ” At Pandora, leaders encourage employees to “dare” and “dream. ” During a tour of the manufacturing headquarters at Lego, Peter Meineche, director of quality and environmental, health, and safety shared “We see failure as a natural part of the process, and we encourage our team to fail and share learnings with others.”

Innovation is also critical to Lego’s bottom line. Meineche described how the company constantly asks its engineers to innovate with parts, using the same parts in multiple ways. “If we can use the red petal from our rose collection and also use this part as Spiderman’s face, we don’t have to build another $100K machine.”

Swinging Big: A Badge of Honor

During the trip, students also visited CopenHill, a waste-to-energy plant topped with a ski slope, hiking trail, and climbing wall. The facility is the perfect embodiment of Denmark’s commitment to innovation, sustainability, and play. Throughout the tour of the plant, the guide walked students through the journey of the facility from initial plans to its opening and future improvements. “It wasn’t a linear process and there were plenty of swings and misses, but there was a commitment to moving forward. The guide almost wore each of the missteps as a badge of honor for swinging big and learning along the way. It was a really eye-opening view into the mindset of the Danes,” shares Cooley.

This commitment to innovation drives Denmark’s economy. “Denmark’s economy is robust, sustainable, and internationally competitive,” shares Cooley. In fact, Denmark ranks among the top countries globally in terms of GDP per capita and serves as a global leader in renewable energy and sustainability. The green economy is a key driver of growth and innovation. The country is also home to global companies like Maersk, Novo Nordisk, Danske Bank, Pandora, and Lego.

Play is Valued and Expected

When Danes envision thriving, they aim high. During the panel discussion, expats described the goal as “self-actualization” and the culture as driven by an “existential calm. ” A big piece of the Danish culture is crafting your own version of play.

Visitors to Copenhagen quickly notice all the bikes littering the streets, a primary mode of transportation for Danes, including the wealthy. Biking is just one of the many ways play is integrated into the city center. Canal swimming is also a common pastime, representing a way to stay fit and enjoy the city’s waterways.

The Danish government also subsidizes hobbies and play. Residents often join official Clubs, focused on interests like kayaking, knitting, language, and reading for a small annual fee. Danes typically belong to multiple Clubs (one expat claimed her mother-in-law was currently part of 13). Clubs also represent a foundational way for Danes of different social classes and backgrounds to meet and mingle. In addition to weekly Clubs, Denmark also offers one-week immersive courses in subjects like music, drama, and film.

Even companies embrace the culture of play. In fact, Danish company Lego is actually an abbreviation of the two Danish words “leg godt,” meaning “play well.” Each year, on June 16, the organization has a company-wide play day where manufacturers, retailers, and engineers shut down and practice the joy of play.

Further, Danes value experimentation and play in schooling. Many teenagers in Denmark head to boarding school—or efterskole—for a year or two between the ages of 14 to 18. The schools provide “enlightenment for life rather than formal vocational training.” Post-high school, Danes often take two to three years off to travel, strengthening their global perspective—and their play “muscles”—before they commit to next steps in career and life.

Freedom for Family (and Friend) Time

While Danish society values work, time with family and friends holds equal weight. Both cultural practices and formal policy create space for social and familial bonding.

The statistics bear this out. In fact, according to the Organization for Economic Cooperation and Development (OECD), only 1% of Danes work long hours (defined as 50 hours or more a week on average) compared with 10% of other countries in this forum. Expats noted that colleagues who work longer hours in Denmark often don’t get a pat on the pack. Instead, colleagues express concern and confusion: “Why are you working longer? Are you not being efficient?”

Another stark differences between Denmark and the U.S. is its national policy on parental leave. While the U.S. has no formal policy, Denmark entitles mothers to four weeks leave before the birth of a child, and each parent receives 24 weeks leave after the birth—52 weeks in all. With regard to time off in general, the Danish national standard mandates five weeks of paid leave each year for all workers, in addition to public holidays.

When meeting with Damsgaard at Pandora, he recounts taking vacation with his family earlier this year. Many of the company’s employees took a consecutive 4-week holiday to truly disconnect and, while Damsgaard dialed back in a couple of times for key deliverables, he shares his boss set the tone for the team, “He didn’t check in or email. He fully disconnected.”

To student Alex Banoczi, that was inspiring, “A successful, striving executive not only took dedicated time away to recharge, but also held enough trust in those around him to relinquish control. It made me realize that the Danes are truly onto something—when you’re on, be on; when you’re off, take the time to replenish and come back stronger.”

The Future of Work: Reimagining the Status Quo

Now that students are back and the course is complete, Cooley and the Goizueta MBA students are reflecting on lessons learned and what they will bring to their version of the future of work. It’s a timely and thought-provoking question as there are many hurdles to overcome.

A recent study from Deloitte shows 77 percent of respondents say they have experienced employee burnout and 83 percent of respondents say burnout from work can negatively impact their personal relationships.

The future of happiness and fulfillment may just begin at work. Could the Danes point the way?

“It’s a great starting point,” says Cooley. “A workplace that values play, innovation, and the whole human is a wonderful step in the right direction. The MBA students of today will be managing Gen Z and Gen Alpha behind them and these cohorts have different expectations of work/life balance. We need to manage them in a new way.” She continues, “The ultimate goal is transforming workplace culture, teaching a whole new generation how to lead in a way that promotes passion, productivity, and innovation.”

The Takeaway: Culture is Key

For Banoczi, the experience has been impactful. “This idea of being present for every life moment, whether in a professional or personal setting, is something I will bring with me moving forward. I want to incorporate the idea of “no-ego” into my work; we all can learn from each other, so we all must listen actively,” he shares. “Finally, I need to be mindful that throughout my career, I will now be a role model to those around me. My actions today are an extension of their actions tomorrow. We should not see missed vacations as an indicator of commitment. Instead, we should have open discussions to understand others’ values so that we can assist in developing mindful and empathetic working cultures.”

Culture is key. In embracing these lessons, today’s future leaders and MBAs may be the key to shaping workplaces where passion, purpose, and well-being thrive.

Learn More

The Life Design for the Modern MBA course is just one way Goizueta builds experiential learning opportunities into the fabric of its MBA programs. At Goizueta, you’ll work on real projects for real business clients, go on immersive global experience trips, complete hands-on leadership training, and tailor your academics to your career interests. Learn more about the only top-20 full-time MBA that delivers an intimate learning environment in a global U.S. city.

 Learn more from Marina Cooley as she discusses life design and the future of work on 2O36: The Podium and the Goizueta Effect podcast.

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There are 20 MBA students and six undergraduate BBA students currently serving in the program’s fourth and fifth cohorts. Of these fellows, many have either started their own businesses or innovated within one. According to Cayce, nearly a quarter of the fellows either currently manage a startup or have in the recent past.

These students have some level of experience that indicates they’re willing and ready to explore what are otherwise unconventional paths for a lot of Goizueta students.

Brian Cayce, Managing Director, Center for Entrepreneurship & Innovation

As fellows, the students will have access to unique learning opportunities in three areas. These include venture development, capital formation, and corporate innovation and creativity. These opportunities include classes, experiential learning, and opportunities to connect and work with members of Atlanta’s startup and venture community.

From Healthcare to Film: Meet Two of the 2024 Fellows

Omid Razmpour 26MBA/PhD

The early stages of Omid Razmpour’s 26MBA/PhD nursing career coincided with the worst part of the Covid pandemic. Razmpour soon found himself battling burnout and let his manager know he was struggling. But rather than provide him with the resources he needed, Razmpour’s manager told him everyone was facing the same issues. So, when the struggle became unsustainable, he left. “That wasn’t my goal—to leave my job within the first year,” says Razmpour. 

Razmpour’s experience as a nurse made him passionate about reducing turnover in the nursing profession. To that end, Razmpour, who is also pursuing his PhD at Emory University’s Nell Hodgson Woodruff School of Nursing, created the RETAIN (Retention Evaluation and Turnover Analysis) Framework^©, an innovative, data-driven approach to quantifying the nuanced cost of nurse turnover. With RETAIN and his PhD dissertation, Razmpour is attempting to make the business case for investing in the nursing profession. “My partners and I really think this project has the potential to be industry-changing,” he says. 

Razmpour sees his time as a fellow at the center much as a nursing student who learns in the classroom and then applies that knowledge in a lab or hospital.

I’m really passionate about entrepreneurship, innovation, and investment, but if I didn’t have the opportunity to apply that knowledge, then I feel like it’s kind of a waste.

Omid Razmpour 25MBA

“That’s what the center offers,” Razmpour explains. “I’m going to be able to get into projects, work with the team, and be able to apply my learning.”

Cayce is excited to work with Razmpour to support his curiosity on how to grow nurse-founded ventures solving big problems the entire industry faces. “The fact that Razmpour has felt the pain of the target population he seeks to serve offers him the tremendous advantage of empathy,” says Cayce. “This will serve him as he evaluates startups and makes investment recommendations in this space.”

Parallel to his involvement with the fellowship program, Razmpour has connected with Nurse Capital. The venture capital company was started by a pair of former nurses and invests in “nurse entrepreneurs.” He’s working with the company’s general partners on due diligence, potential investment opportunities, and the organization’s backend operations.

Patrycja Kepa 21BBA 26MBA

After a brief stint in consulting, Patrycja Kepa 21BBA 26MBA joined independent film-making company Anchored Lens Productions as its chief operating officer. Dedicated to producing high-quality content, Anchored Lens is also leveraging the exposure that the film industry provides to help end homelessness (10% of the company’s profits from its feature films goes to its homeless foundation). The production company’s second feature film, The Grove, will debut in theaters in February 2025, and Anchored Lens is currently in talks with streaming services to distribute the film.

Cayce is excited to work with Kepa on the business side of media and entertainment, exploring the role of technology as well as potential opportunities for startups like Anchored Lens. According to Cayce, the fact that Kepa has raised a significant amount of capital and is currently running her business while also pursuing her advanced degree “is kind of off the charts for a Goizueta student.”

Kepa hopes to leverage Goizueta’s and the center’s networks and to learn from fellow entrepreneurs—especially when it comes to a long-term vision for Anchored Lens.

I’m excited to get guidance from people who’ve actually done that. I’m very open to new opportunities and to collaborating and seeing how it can benefit Anchored Lens Productions.

Patrycja Kepa 21BBA 26MBA

The center is working with the organizers of Avant South to bring its annual gathering of creatives, entrepreneurs, and business professionals from industries such as entertainment, music, content creation, and e-sports, to the Emory campus in the coming years. “I think there’s a huge opportunity at Emory to introduce more initiatives—even courses—about media and entrepreneurship,” says Kepa. “Atlanta is such a hot spot right now, and I don’t think it’s been fully tapped into yet.”

Expanding the Fellowship’s footprint

Later this year, the center fellows will get a chance to work on two technology conferences.

This October, the fellows will create a concierge-type service that matches attending venture capitalists with startups at Venture Atlanta, a conference that supports tech companies in the Southeast. And at Startup Atlanta, a non-profit focused on connecting, growing, and promoting Atlanta’s startup ecosystem, center fellows will provide judges with the due diligence reports to help them determine winners in several showcase categories.

“Students will see the themes that are really driving innovation. And that’s not just at Emory, but across the Atlanta ecosystem and beyond,” says Cayce. “They’ll also get exposure to some of the best startups in the area and learn about their process of securing investors for their startups.”

Tapping into the Emory Ecosystem

Additionally, the fellowship program continues to build connections across the Emory University ecosystem. The collaboration between Goizueta and the Nell Hodgson Woodruff School of Nursing on behalf of Razmpour is one such example. “We are diligently working to collaborate across the University with other schools,” Cayce explains.

This includes working with the University’s new vice provost for entrepreneurship, Wilbur Lam, professor and W. Paul Bowers Research Chair in the Department of Pediatrics and the Wallace H. Coulter Department of Biomedical Engineering at Emory University and Georgia Tech. Lam has been tasked with fostering a vibrant startup culture throughout the University.

The center is also assembling a robust mentor network. It hopes to offer “venture mentoring,” a team mentoring service for startups across the Emory ecosystem. “We want to be an agent for growing the number of founders that come through Goizueta’s doors and see success with their efforts,” says Cayce.

Learn more about The Roberto C. Goizueta Center for Entrepreneurship & Innovation at Emory University’s Goizueta Business.

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