My MAP was with Microsoft, specifically at xbox and their Upload Studios unit which focused on video sharing for game play. It was a tremendous learning opportunity because the project was to uncover a predictive model that encouraged users to upload gameplay videos onto its platform. This MAP project was incredibly challenging because it went well beyond the core stats course and pushed me to accept that directionally correct is good enough and when to pivot. Microsoft is an incredibly nimble organization for its size. Yet, the skills that you gain at Microsoft are not necessarily transferable to startups. If you're looking to transition from a traditional tech giant to <$2B valuation startup, it can be a hard pivot because those startups are a completely different animal.
Cisco is another legacy tech giant that grows via acquisitions. As a result, they love business people and I had the wonderful opportunity of spending a summer as Product Manager working with software for data center networks. If you are looking to move quickly and ship products within a few sprints, Cisco's infrastructure is not built for the level of change management. On the other hand, there is a solid work life balance.
As the Head of Monetization, I focus on top line growth for Pantheon and how we get there. I have countless levers to pull and consider which ones to pull, when, and how. It has been the key driver to over $1.2B+ in value creation! I split my time 35% strategy/65% operations. On the strategy side, I create the vision and strategy of not only my team, but also influence the company's goals and OKRs. With goals set, I spend the majority of my time working with cross functional teams to bring various programs and projects to market. Over the course of a week, I can be found working with cross functional teams, such as with Product and Sales on what to package or a new policy we'll set in our GTM motion. During the same week, I will also lead execs through a workshop to decide whether we are ready to embark on company-wide changes.
The MBA 1 program at Ross is structured very well. You learn frameworks that don't go stale.
As an MBA 2, the following courses were great seeds of mental expansion:
Pricing Analytics and Strategy - MKT 608 - Every company needs paying customers. How do you get them to pay? And for what?
Entrepreneurial Turnaround Management - ES 735 - It forced me to make hard choices and commit to them.
Tools For Discovery - BA 528 - It was a delightful course that taught techniques for quick data analysis to gain quick directional data to make immediate decisions.
It nevers hurts to have more negotiation courses. The more practice, the better!
I came to Ann Arbor and Ross with a clear intention to pivot into tech, so there isn't anything I would have done differently. If you set out clearly what you want out of your MBA experience, you'll have a great time because you accomplished all the goals you set out and more!
Given my known challenges to pivot into tech, I got creative to network off-campus through various channels and had targeted outreach. Additionally, I was diligent on follow-up. You could say I became my own BDR and outbounded for career opportunities. Persistence is a key ingredient to positive outcomes.
I recommend to all, including myself, to tune out the noise that's not adding to your Ross experience.
I drink champagne and celebrate that the week is over.
Wine and pizza. ƒìòƒìòƒìò
For anyone interested in growing companies, startups in particular, I recommend In Depth by First Round Capital. These podcasts go deep on the why and more importantly, the HOW. It's also a shameless plug because I'm a Strategy and Pricing Expert-in-Residence at First Round.
Stay focused on your goals and remember there are countless paths to the same destination. Enjoy this time of exploration and trial; test your limits in this safe space. It'll pay dividends in your career. Don't forget to enjoy the moment!