Thanks to the generous support of the Texas Bankers Association, Dwight Garey ’67 has been named the Texas Bankers Foundation Executive Professorship in Commercial Banking at Texas A&M University’s Mays Business School. Garey has led the Commercial Banking Program since 2016 and this endowed award speaks to the difference Garey brings to the Department of Finance within Mays.

Garey’s career in banking and financial services spans more than 40 years, with 27 years of his banking career in correspondent banking at First City Bank-Houston, and Amegy Bank in Houston. He managed Amegy Bank’s Correspondent Banking department from 2006 to 2016, a regional line of business for a three-state region. He graduated from Texas A&M University with a bachelor’s degree in finance, then earned an MBA from the University of Houston Clear Lake.

He is also a graduate of the Southwestern Graduate School of Banking at Southern Methodist University, where he was a director of the Alumni Board of Directors and was president of the Alumni Board 2012-2015.

“I am truly pleased with the appointment of Dwight to this important endowed professorship at Mays,” shared Eli Jones, dean of Mays Business School. “This appointment, which I supported along with others in Mays Business School and the highest level of administration at Texas A&M, reflects Dwight’s continuing contributions that are bringing distinction to the Department of Finance and Mays Business School. Endowed professorships are a priority at Mays, established as part of our grassroots strategic planning process which began in 2016. Through these professorships, we are able to recruit and retain individuals who will advance the world’s prosperity, our vision at Mays.”

“We’re fortunate to have Dwight represent the Texas Bankers Association in this endowed professorship and know that it will be a resource within the Commercial Banking Program for developing transformational leaders, part of our mission at Mays,” shared Sorin Sorescu, Interim Executive Associate Dean at Mays Business School. “Banking is a relationship-driven business, and our college is thankful for the generous support the TBA has established to help us educate the next generation of bankers. All of us at Mays know that Dwight will continue performing in this high honor in order to serve our students and equip them to enter the banking industry fully prepared to bring the necessary hard and soft skills, along with the Aggie Core Values, every day.”

####

About Texas Bankers Association

Founded in 1885, the Texas Bankers Association is a member-centric state organization based in Austin whose members represent the voice of the banking industry within the state and national halls of Austin and Washington, D.C. In addition, its members participate in discussions around financial and economic roundtables where community leaders ponder safety and soundness issues confronting the state and national economics.

About the Commercial Banking Program

The Commercial Banking Program at Mays is designed to equip students with the banking and finance skills needed for a career in banking. The program prepares students to serve the personnel needs of banking organizations in Texas and the United States. The students in the program establish relationships with banking professionals, and other students, who serve them throughout their banking careers, and develop the financial skills critical to success when beginning careers with a commercial bank.

The Commercial Banking Program allows students to learn industry skills and terminologies within a focused curriculum and provides experiences that are not otherwise available to finance majors.

About Mays Business School

At Mays Business School, we strive to advance the world’s prosperity. Our mission is to be a vibrant learning organization that creates impactful knowledge and develops transformational leaders. Mays Business School educates more than 6,300 undergraduate, masters, and doctoral students in accounting, finance, management, management information systems, marketing, and supply chain management. Mays consistently ranks among the top public business schools in the country for its programs and for faculty research.

For more information, visit mays.tamu.edu.

Categories: Dean Eli Jones, Departments, Donors Corner, Faculty, Finance, Mays Business, News, Programs, Texas A&M

COLLEGE STATION, TX, June 29, 2020 – Texas A&M’s Executive MBA program has been named a top ten public program by The Economist, the international publication headquartered in London. The program, delivered at CityCentre Houston, is ranked the #1 public program in Texas, the #9 public program in the U.S., the #21 overall program in the U.S., and #37 overall globally.

The Economist survey was based on feedback from current students (classes of 2020 and 2021) and Former Students (alumni) from the classes of 2017, 2018, and 2019.

Aggie MBA faculty celebrate success with thumbs upTexas A&M’s Executive MBA program received the top mark in both “Quality of Faculty” and “Student Rating of Teaching Quality” categories above the rest of the 70 international programs ranked this year. The program ranked #2 in the “Student Rating of Faculty” and “Student Rating of Content” categories, a testament to the sentiment current and former students have for the value of the program.

“I am savoring this moment knowing we have been judged by The Economist as the #9 U.S. Public Program,” said Associate Dean for Graduate Programs, Arvind Mahajan. “This ranking is a major recognition of the incredible students we have matriculate through our program. The expertise and dedication of our faculty and the hard work and perseverance of these students results in an incredible experience and transformation for each cohort. That vast change is the true output; these rankings are an outcome that measures how our students’ entire lives are improved.”

“It’s wonderful to have The Economist recognize the hard work and dedication that the Executive MBA program faculty and staff put in every semester,” said Eli Jones, Dean of Mays Business School. “Congratulations to the faculty, staff, and students that comprise this Executive MBA program and the impact each of them makes to advance the world’s prosperity. I want to specifically thank Julie Orzabal, the director of the program, who since its inception 20 years ago, has led executive leaders and gained results like these.”

Mays Business School's CityCentre facilityApplications for the Texas A&M Executive MBA program are being accepted now for the class of 2022. For more information, visit mba.tamu.edu.

 

 

Categories: Accounting, Alumni, Dean Eli Jones, Departments, Faculty, Featured Stories, Former Students, Mays Business, MBA, News, Programs, Rankings, Staff, Students, Texas A&M

“Creative destruction” is a phrase used by Joseph Schumpeter, an early 20th century economist and probably the “OG” scholar in the field of entrepreneurship. Schumpeter was talking about the role of entrepreneurs in our society as agents of change. Entrepreneurs recognize opportunities that others often miss and create new markets for products and services that sometimes have the potential to disrupt or even destroy established industries.[1] In a sense, change and market disruption is nothing new to entrepreneurs. For that reason, we can anticipate that their skills and unique way of looking at the world will play a critical role in our social and economic recovery from the effects of the COVID-19 pandemic.

Many of us shy away from risk. We try to live our lives and achieve our desired goals while mitigating risk as much as possible. That’s one reason why we struggle with such unexpected and extreme developments as those set-in motion by the global pandemic. In fact, we may feel that our “risk-meter” is off the charts, with few options for bringing it back down. There are reasons to suggest that entrepreneurs, on the other hand, perceive risk very differently. Research shows that they tend to make an objective assessment of the level of risk in the market environment and then work to control or guide outcomes in the best way possible, given that degree of risk.[2] Under the current conditions, entrepreneurs may react by simply resetting their risk estimates at a higher level. With this updated information, they can start planning new strategies and taking actions to improve their likely outcomes, while many of the rest of us remain focused on, or even paralyzed by, the risk itself.

There are other characteristics and perspectives we associate with entrepreneurs that may help them face the challenges of the COVID-19 pandemic. First of all, entrepreneurs are persistent. They find ways to thrive in harsh business environments. We have observed this in emerging markets, areas of the world often lacking financial capital, legal, regulatory, and other resources and institutions we tend to take for granted in developed economies. Entrepreneurial activity still emerges in such settings, growing organically through informal economic systems outside of the traditional institutions.[3] Entrepreneurs are also resilient. They find new paths forward in the aftermath of devastating events. Research following the 2008 global financial crisis shows that many young, entrepreneurial ventures were well-positioned to weather the storm.[4] Startups are generally smaller and may be more agile than established firms, making it easier for them to quickly react and adapt even to extreme and unexpected changes.

Entrepreneurs know how to build businesses through conventional planning, but they have other tools in their toolkit that can help them react and adapt. The business planning process we frequently teach in MBA programs involves causal thinking, the careful assessment of how current conditions and possible strategies can lead to future results. This calls for upfront resource planning, the development of market and production strategies, and the analysis of which outcomes are most likely to occur after executing the business plan. Many entrepreneurs certainly have this skill – think of the carefully constructed plans they often present to investors when seeking capital investment. This process is popularized in TV and streaming shows such as Shark Tank or Elevator Pitch. The problem we have right now is that COVID-19 has thrown everyone a curve. We don’t necessarily have the context to effectively analyze and predict future outcomes. For that reason, most causal-thinking business plans probably aren’t going to work until we get further along in this extraordinary period of uncertainty.

Fortunately, many entrepreneurs can leverage other tools to successfully identify and pursue opportunities, even under difficult conditions such as those presented by the COVID-19 crisis. First, rather than wasting time in the current market environment writing up a wish-list of resources, they would like to have (and are unlikely to get), entrepreneurs are very good at bricolage; making use of what is at hand to construct something useful.[5] The closest many of us get to using bricolage is probably when we have to scrounge something for dinner – we grab some cans from the pantry, leftovers from the refrigerator, maybe pulling the odd tomato from the plant growing on the back patio. Luckily, entrepreneurs tend to be much better at this technique.

My favorite examples of bricolage during the COVID-19 pandemic showcase creative efforts to provide products that help prevent and treat the infection. Cummins Inc. has a stockpile of materials used in producing air and fuel filters for diesel engines. With the shutdown of their engine production line, this inventory would be sitting in giant rolls, collecting dust in a warehouse. Through some creative connecting of the dots, the technical managers at Cummins realized that this material could meet the standards for producing the vital N95 masks that may soon help us begin to safely return to work. We have seen a similar process of bricolage in Ford Motor Company with their use of stock auto parts in the production of medical ventilators. Numerous breweries, distilleries, and even perfume companies are using their materials and equipment to produce hand sanitizer. We can only imagine the countless other acts of entrepreneurial bricolage that are happening all throughout the economy.

Entrepreneurs have another trick up their sleeves. Many of them show skill in effectual thinking. Similar to bricolage, effectuation starts with a look at the readily available skills, tools, and resources.[6] However, the interesting difference in this type of thinking is that it doesn’t start with any particular outcome or destination in mind. Refer to our search of the kitchen pantry at dinnertime – this might involve looking through our available supplies, and instead of preparing a meal, we find spaghetti noodles and marshmallows and decide to start a quick project to build a model of the Eiffel Tower. We had no prior intention of pursuing this project – the available materials, the situation, and our own interests may have organically led us down this path.

Our social network society makes this type of effectual thinking more effective. As entrepreneurs brainstorm various uses for their available skills and resources, they need to test and refine these ideas. This requires a sounding board to communicate their thoughts to potential customers, partners, investors, or others who can help refine and advance the project. Researchers have shown that social media platforms such as Twitter can enhance this process by allowing entrepreneurs to work through their effectual thinking more quickly, getting input from followers, and directing them toward new and unexpected opportunities.[7] Crowdfunding platforms such as Kickstarter or Indiegogo provide another example of this rapid feedback process. Investors and campaign participants can preview early-stage ideas, post comments and questions, and ultimately let their money do the talking by offering financial support to worthwhile projects. These social network platforms have dramatically improved the pace and potency of effectual thinking for entrepreneurs.

As we speak, entrepreneurs are undoubtedly scanning the new environment shaped by SARS-CoV-2. They are imagining unexpected opportunities to match available resources to market needs, serving end goals that none of us (including them!) could have anticipated a few months ago. It’s hard to say what they will come up with next, but some areas of activity seem likely. As social beings, we’re all growing tired of these periods of isolation. Entrepreneurs may find new ways to balance our craving for social interaction with our need to control the risk of infection. Internet streaming and digital interaction have been the most obvious domains for these activities, but others could certainly emerge.

Through entrepreneurial thinking, we can crowdsource the restart. Businesses throughout the country face the challenge of reopening while protecting the safety of their customers. We have already seen creative solutions as restaurants and stores find new ways to provide curbside and delivery service, sometimes even offering unconventional grocery products or packaged deals. As they return to in-store dining and service, entrepreneurs will find a wide variety of ways to enable social distancing and limit the risk of contagion. The best ideas are likely to catch on, further speeding the pace of the economic recovery.

We live in unprecedented times; working to balance aggressive actions taken to limit the health impact of COVID-19 with pressures to reopen our businesses and restart the economy. This is creating risk, uncertainty, and challenges to our prior business models and ways of viewing the world. Fortunately, we have an extraordinary group of individuals in our society who often view the world through a different lens. They understand risk, thrive in conditions of uncertainty, and are uniquely equipped to handle these challenges. Fortunately, we have entrepreneurs.


[1] Schumpeter, J., 1942. Creative destruction. Capitalism, Socialism and Democracy, 825, pp.82-85.

[2] Sarasvathy, D.K., Simon, H.A. and Lave, L., 1998. Perceiving and managing business risks: Differences between entrepreneurs and bankers. Journal of Economic Behavior & Organization, 33(2), pp.207-225.

[3] Webb, J.W., Bruton, G.D., Tihanyi, L. and Ireland, R.D., 2013. Research on entrepreneurship in the informal economy: Framing a research agenda. Journal of Business Venturing, 28(5), pp.598-614.

[4] Davidsson, P. and Gordon, S.R., 2016. Much ado about nothing? The surprising persistence of nascent entrepreneurs through macroeconomic crisis. Entrepreneurship Theory and Practice, 40(4), pp.915-941.

[5] Baker, T. and Nelson, R.E., 2005. Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50(3), pp.329-366.

[6] Sarasvathy, S.D., 2001. Causation and effectuation: Toward a theoretical shift from economic inevitability to entrepreneurial contingency. Academy of management Review, 26(2), pp.243-263.

[7] Fischer, E. and Reuber, A.R., 2011. Social interaction via new social media:(How) can interactions on Twitter affect effectual thinking and behavior? Journal of Business Venturing, 26(1), pp.1-18.

 

Categories: Center for New Ventures and Entrepreneurship, Entrepreneurship, Faculty, McFerrin Center for Entrepreneurship

On May 1, 2020, a Faculty Learning Community Showcase was held to display the Mays Transformational Leader mindsets at work, all of which add value to the teaching mission and stoke the fire of innovation at Mays. 

 

The come and go Zoom meeting hosted by Bailey Lenzen, Lecturer, and Program Coordinator, facilitated multiple breakout rooms, all of which showcased various combinations of the MTL mindsets and the innovative ways that they have been implemented. Lenzen said, “As we work to fulfill the promise of MTL development (Strategic Initiative 4.2), we continue to seek classroom opportunities for students to practice mindsets identified in the Mays Strategic Learning Framework. Creating such opportunities is best accomplished within a community of engaging, interesting, and similarly motivated peers. The MTL Faculty Learning Community invites about ten faculty members each year to develop at least one experiential learning opportunity designed to develop one or more Mays mindsets, implement and assess the learning opportunity, and present what was designed and implemented at a showcase each spring.”

 

In the Spring 2019 edition of @Mays Magazine, we focused on Academic Innovation. The magazine expressed how Academic Innovation asks the question, “what we’re doing is great, but how can we be better?” A large piece of being better is utilizing the mindsets of the Mays Transformational Leader. Taking advantage of the Analytical, Entrepreneurial, Ethical, Global, Inclusive, Social Impact, and Systems Thinking MTL mindsets, our students, faculty, and staff become innovators. 

 

The question, “How can we be better?,” is constantly being asked in the halls of Mays Business School. In the pursuit to advance the world’s prosperity, our goal is to put our future business leaders into a place to be successful. 

 

This means priming students in their undergraduate years to hit the ground running in the first few years of their career so that they, too, can be better. Akshaya Sreenivasan, Marketing Clinical Assistant Professor, learned that the students leaving Mays had a phenomenal grasp on domestic marketing markets but were struggling with international cases. Thus, the “Dunkin’ Donuts assignment” was born. Created to look at how American brands can be rebranded and positioned to fit foreign markets like India, a retail boom with high growth, this course requires students to use their Systems Thinking, Ethical, Analytical, and Global mindsets.

 

2020 has been no stranger to problems requiring Academic Innovation or the MTL Mindsets. As a pandemic threatened the world, Texas A&M was required to move an entire semester online in just one week. The extraordinary efforts of Mays Business School faculty and staff transitioned approximately 2,300 students online all while adjusting to new work schedules, new workplaces, copious Zoom meetings, and changes in home life. With the majority of the Spring semester and the entirety of Summer sessions being held virtually, the Mays Business School faculty and staff exemplified both the Aggie Core Values and the MTL Mindsets. 

 

To get a better idea of the student experience of remote/online classes, a survey was created and sent to Mays students. Nancy Simpson, a Mays Clinical Professor, Director, and Faculty Development Fellow, led the survey initiative and the showcase discussion on the feedback that was received. From appreciation for professors’ flexibility and empathy to challenges with internet and computer availability, survey respondents provided a gamut of information that will not only be beneficial in building future online courses but helpful in creating new, better, best practices for on-campus learning as well.

 

To see the presentations held at the MTL Faculty Learning Community showcase from this year and years past, please visit: https://mays.tamu.edu/strategic-plan/mtl-learning-community/

 

Categories: Faculty, News

Congrats Aggie Grads - join the celebration gradcelebration.tamu.edu

Categories: Alumni, Departments, Faculty, Former Students, Mays Business, News, Programs, Rankings, Students, Texas A&M, Uncategorized

The Full-Time MBA program at Texas A&M University’s Mays Business School has again been named a top program globally, according to the 2020 rankings released by Financial Times. Texas A&M Full-Time MBA ranks as the #19 public program in the U.S. and, overall, #86 globally.

In addition to the Top 20 public program in the U.S. ranking, Texas A&M Full-Time MBA ranks #10 globally in “Value for Money,” a score measuring salary, course length, tuition, and other costs, including opportunity cost.

…Read more

Categories: Dean Eli Jones, Faculty, Featured Stories, Mays Business, MBA, News, Rankings, Staff, Students, Texas A&M

On April 24, hundreds of students, faculty, staff, and former students packed Wehner lobby for James Benjamin Day. Energy and excitement pulsed through the room, as attendees wearing t-shirts and stickers that showed “I heart James Benjamin” filed into the lobby.

The event was standing room only as participants waited eagerly from the balcony, lined the stairs, and filled the elevator banks for the celebration to begin.

Dean Jones began the celebration by welcoming students, faculty and staff, and the accounting advisory board to the special event. Among his numerous high praises for Benjamin, Dean Jones declared that Benjamin epitomized the Aggie core values of excellence, integrity, leadership, loyalty, respect, and selfless service. Dean Jones also shared that at the beginning of the naming campaign, naysayers told them, “Crowdsourcing won’t work.” However, the campaign ultimately proved otherwise and raised over $10 million for the department. Dean Jones added that Benjamin has served Texas A&M and Mays Business School for 45 years as faculty, and 37 years as the accounting department head. Benjamin positively impacted countless students’ lives and set an example of excellence during his time at the university.

Brian Bishop, the Assistant Vice President of Development at Mays Business School, delivered some words of affirmation and praise for Benjamin. Bishop stated that to have a department named after an individual, “40 years of service and $10 million raised” would be a fantastic place to start. Bishop continued in his praise for Benjamin, describing him as an “excellent human being and an educator.” Bishop encouraged the current students attending the celebration to look around the room and appreciate the accomplishments of those before them. He then instructed each student to ask themselves, “How can I give back, and how can I make my degree more valuable?”

Christy Bauman ’95 took the stage to share her thoughts, insights, and appreciation for Benjamin. Bauman was a member of the third group of PPA students and explained that raising money for the department was, “One of the easiest things to ask for because of Jim and who he is as an individual.”

Professor Mary Lea McAnally then joined the excitement by kicking off a round-robin share out about the magnitude during Benjamin’s tenure in a segment titled, “James Benjamin by the Numbers.”

  • $35,700,000 raised
  • 4,617,600 minutes worked, $8 per minute of funds raised
  • 17,102 students graduated
  • 5,008 PPA graduates
  • 15 former students now serving as professors at Mays
  • 2,113 Business Honors graduates during his tenure
  • 1998 – Outstanding Professor of the Year from Texas A&M
  • 1992 – Benjamin began the PPA program
  • 1968 – Benjamin earned his CPA, in Maryland, with the second highest score in the state
  • 1600 companies employ his graduates
  • 960 business honors students in his Accounting 229 course
  • 314 publications by Ph.D. graduates
  • 258 graduates who are partners at CPA firms
  • Accounting 229 – countless students have taken Benjamin’s course
  • 199 – the average number of words in a paragraph in an email from Benjamin
  • 158 Ph.D. graduates since Benjamin
  • 61 computers in KPMG lab on cutting edge of technology
  • 42 years in the Department of Accounting
  • 37 years as department head
    • Budgeting
    • Hiring
    • Year-end reviews
  • 8 accounting faculty have become administrators at Mays
  • 5 deans Benjamin has served under
  • 40 years ago – James Benjamin was Strawser’s professor
  • 3 PPA Directors reported to Benjamin during his tenure

Finally, Benjamin took the opportunity to share his thoughts and appreciation for the celebration. He said that one of the most rewarding aspects of his career has been watching students he once taught reach retirement. In humility, he added that though he may be the face of the accounting department, there are four necessary ingredients to his success:

  1. Exceptional students
  2. Deeply caring faculty built to mirror students
  3. Leaders – he has been at the business school under five deans, and never had a bad boss in his life
  4. Incredibly supportive former students

In a nod to his engaging demeanor, Benjamin expressed that he thinks it is fitting that the accounting department will now share the nickname for 100 dollar bills.

 

Categories: Accounting, Alumni, Business Honors, Departments, Faculty, Former Students, Mays Business, News, Ph.D., Texas A&M

Mays Business School hosted the 2nd annual Interactive Marketing Research Conference (IMRC) during March 27-29 at the CityCentre campus in Houston. Dr. Venky Shankar, Coleman Chair Professor of Marketing at Mays, chaired the event. Approximately fifty researchers from all over the world attended to showcase their research on data and market trends, featuring over twenty topics.

Keynote Presentations

The event kicked off on Wednesday, March 27, with a research poster session, followed by a reception at the nearby Hotel Sorrells with an address from Mays Business School Dean Eli Jones.

Thursday morning began with an industry keynote address from Damian Fernandez-Lamela, VP Analytics at Fossil. Fernandez-Lamela spoke on the watch market experiencing continuous negative growth from since 2015, with major disruptions in two areas, product technology and distribution/supply chain. The goal of the Fossil marketing department now is to improve the ROI and make smarter decisions using analytics. The company is also working on expanding its focus from just the U.S. to the global market. He also highlighted two marketing challenges: analyzing every touch point along the purchase journey, and determining consumer willingness to pay using surveys.

The academic keynote address came from K. Sudhir, James L. Frank Professor of Marketing at Yale University. Sudhir discussed changes associated with the big data revolution in the customer journey (marketing, engineering/CS, social science) and transparency across firm silos (cross-functional coordination). Sudhir is director of the Yale China India Insights (CIIP) Program. He leads the data-driven consulting and research collaborations with a range of Fortune 500 companies at the Yale Center for Customer Insights.

Thursday concluded with a dinner and a keynote address from Puneet Manchanda, Professor of Marketing at the University of Michigan’s Ross School of Business. Manchanda focused on the topic of how society achieves content creation and consumption through a historic analysis of online behavior with the news publishing industry as the focus. Going forward, “if you’re not willing to reward people for creating content, you won’t have it,” he explained.

Award Winner

Mays Marketing Ph.D. student Unnati Narang was presented with the 2018 Shankar-Spiegel Award for the best dissertation research in interactive marketing. Her proposal was chosen from a large competitive pool of research proposals. Her research is on mobile marketing, in particular, retailer mobile apps

Research Presentations

The research presentations by academics covered a gamut of topics, including social media, mobile marketing, robots, digital consumer behavior, and artificial intelligence. A wide array of methodologies were on display, ranging from econometrics to field experiments to machine learning.

Panel Discussion

Friday’s events included a panel discussion on interactive marketing with Pat Coyle, Chief Revenue Office for Texas A&M Athletics, Sarah Darilmaz, Head of Audience Excellence for Annalect , and Vineeth Ram, Chief Revenue Officer for OLI Systems.

Coyle focused on identifying the anonymous customer/fan and using data to track their behavior. He explained how fans wants camaraderie, consistency, recognition, and access to sports and their team. He talked about how to engage fans who approach athletics with a lot of passion through digital marketing.

Darilmaz spoke about digital billboard marketing and using geolocation data to support marketing content for the audience. She also discussed the difficulties with digital advertising against the privacy vs. personalization trade-off.

Ram discussed his experience in Business-to-Business (B2B) eCommerce, working with artificial intelligence technologies, and collaborating with digital publication companies, to grow OLI’s social media presence. He added that comparative metrics on digital media is what governs strategy.

 

ABOUT MAYS BUSINESS SCHOOL

At Mays Business School, we step up to advance the world’s prosperity. Our mission is to be a vibrant learning organization that creates impactful knowledge and develops transformational leaders. Mays Business School educates more than 6,400 undergraduate, master’s and doctoral students in accounting, finance, management, management information systems, marketing and supply chain management. Mays consistently ranks among the top public business schools in the country for its programs and for faculty research.

Categories: Faculty, Marketing, Mays Business, News, Research, Texas A&M, Uncategorized

Philippe Hercot, Executive Professor of Finance and Director of Aggies on Wall Street at Mays Business School, received the Aggies Celebrate Teaching! – Recognizing Transformational Learning’s Teaching Excellence Award on March 21.

Each year, the Center for Teaching Excellence at Texas A&M University welcomes nominations for this award from all current undergraduate and graduate students in College Station, Galveston, Qatar, Health Science Center, School of Law, and College of Dentistry. Students write 1,000- to 1,500-word essays giving evidence of and reflecting upon the professor’s impact on their lives. The criteria included challenging students to think in new ways, inspiring students to learn more deeply, supporting learning through transformation of educational experiences, and impact on students. Out of the numerous nominations submitted by a wide range of students, only six were selected for this prestigious award.

Hercot is the first recipient from Mays Business School.

…Read more

Categories: Departments, Faculty, Featured Stories, Finance, Mays Business, News, Texas A&M

The Memorial Student Center at Texas A&M University was bustling on Feb. 18 with business and community leaders serving as judges for the 2019 MBA Venture Challenge. Fourteen teams of Full-Time MBA students eagerly awaited their time to shine in front of the judging panels with the hope that they would take home 1st place at this year’s competition.

The MBA Venture Challenge is an annual competition held in partnership between the Mays MBA Program and the McFerrin Center for Entrepreneurship. The 2019 MBA Venture Challenge wrapped up its 18th year with three winning teams going home with a total of $10,000.

The winning teams – announced at a networking and awards reception immediately after the Venture Challenge – are:

  • First Place: Hasan Ahmed, Ahad Azimuddin, Hang Quan, Shelley Ruohonen, Jordan Williams; Medicinbox LLC
    • $5,000 sponsored by the McFerrin Center for Entrepreneurship
  • Second Place: Mark Dearden, Ahmed Ibrahim, Korbin King, Michael Reasor; VoCo
    • $3,000 sponsored by the Aggie Angel Network
  • Third Place: John Buancore, Cole Dietz, Clyde Fomunung, Chris Raman, Koki Tobita; Krueger Labs, Inc.
    • $2,000 sponsored by Fibertown
  • Elevator Pitch: Mark Dearden, Ahmed Ibrahim, Korbin King, Michael Reasor; VoCo
    • $500 sponsored by Mays Business School

…Read more

Categories: Entrepreneurship, Faculty, Featured Stories, Mays Business, MBA, McFerrin Center for Entrepreneurship, News, Students, Texas A&M