“Our most intense conversation at Tuck is about leadership. It’s part of our curriculum and our culture.”
There is no one right way to lead, and many ways not to. Our most intense conversation at Tuck is about leadership. It’s part of our curriculum
and a big part of our daily lives, our culture. Each of us is obligated to develop an individual leadership plan through an intense process of self-awareness that can involve exploring very personal, sometimes difficult things about ourselves. But the effort has a big return. I’ve learned that every person is an individual, that everyone has a story, and that leadership styles need to adapt to evolving teams, organizations, and situations. Tuck has shown me that when the situation requires a different kind of leader, I can change my style while maintaining the substance of who I am.
University of Kent at Canterbury, BA, 1999; London School of Economics and Political Science, MS, 2000
Going-there.com, web editor, London, 2000-01; Institute for Security Technology Studies, research associate, Hanover, N.H., 2001-03; Institute for Information Infrastructure Protection, progressing from senior research analyst to associate director of research, Hanover, NH, 2003-08
Negotiations; Technology Strategy; Operations Strategy; Structuring Mergers & Acquisition
Consulting Club; Soccer Club; MBA World Cup
First-Year Project quantifying the regional economic impact of a local half marathon
Summer internship at McKinsey & Company in Germany
McKinsey & Company, Cologne, Germany
Mentoring by former operations professor M. Eric Johnson
REWE Group, senior consultant, Cologne, Germany; McKinsey & Company, Cologne
Tuck showed me that when the situation requires a different kind of leader, I could change my style while maintaining the substance of who I am.
