“The great value of Tuck is in the range of opportunities and resources it presents.”
When I started at Tuck, I thought I’d have leadership nailed down because of my Army experience, but it wasn’t as easy as I expected. The military clearly defines the structure of leadership and creates a foundation for leaders to build on; everyone has similar expectations. But my Tuck classmates come from different
organizational structures—flat, hierarchical, matrix, small-team—so I learned that the greatest leadership challenges lie in the diversity of the team. Exposure to situational leadership experiences is an intentional process at Tuck, and it has made me a more confident leader. I become more committed to leadership as I continue to witness the power of the team.
Princeton University, BA, 2005; Reserve Officers’ Training Corps and U.S. Army Engineer School, 1998-2003
U.S. Army 52nd Engineer Battalion, platoon leader and company executive officer, Colorado Springs, Colo., and Mosul, Iraq, 2002-05; U.S. Army Space and Missile Defense Command, captain, training officer, 2005-06; TrailSmiths LLC, founder and director, 2007-11
Entrepreneurship, Advanced Entrepreneurship
Dartmouth Entrepreneurial Network; Tuck Women in Business; Armed Forces Alumni Network; flag football
First-Year Project to design mixed commercial-residential use property; Independent study with Peter Dolan T’84 to launch child nutrition nonprofit
Independent trek to Colombia to learn about sustainable land and property development practices in the region
Business development research for Army Cold Regions Research Lab; curriculum development for TrailSmiths
Mentorship from adjunct professor Gregg Fairbrothers D’76, founder of the Dartmouth Entrepreneurial Network
Warby Parker Eyewear, head of new stores and facilities, New York, N.Y.; founder and head trainer, Fitfighter Training, New York, N.Y.
An exposure to situational leadership experiences that made me a more confident leader.