We are constantly amazed by the innovative spirit of our Quantic students and alumni who are pioneering solutions for today’s complex challenges. It’s this same spirit that drives us to push the boundaries of online education — to make it higher quality, more accessible, and more effective. You may be familiar with how we’ve innovated in graduate school education with Quantic, but did you know that Pedago (the company behind Quantic) is launching another school? We are thrilled to announce that we will soon be launching Miya Miya, a platform enabling mobile education to #ChangeTheCourse for young students in need.
Miya Miya is a free, online, mobile-first school empowering disadvantaged Jordanian youth and Syrian refugees to obtain a high school STEM education and skills that are vital to their future career prospects.
This program aims to supplement classroom teaching for children and young adults who have been unable to access a traditional education due to hardship beyond their control. Like Quantic’s platform, the app-based curriculum uses active learning, in which students are prompted every eight seconds to engage. Because it is mobile-first, students can learn wherever and whenever they’re able to.
The concept of Miya Miya was conceived as a digital curriculum delivery solution that caters to refugee children and youth, but will eventually be made available to all learners with content that is adapted to the national curriculum of host countries.
The program will run for a period of three years, and is in line with the Jordanian Government’s priority to tackle the low passing rate of ‘Tawjihi,’ the General Secondary Education Certificate Examination. According to a UNHCR report, only around 20% of secondary-school-aged Syrian children are enrolled in formal education, while the rest mostly work to support their families. Not attending secondary education prevents students from passing the final exam and receiving the necessary school certification to gain access to the job market, or study further.
“We are delighted to collaborate with Dubai Cares, Questscope and the Queen Rania Foundation to make our breakthrough technology available to Jordan’s most vulnerable students” said Tom Adams, Pedago and Quantic Co-Founder and CEO. “Miya Miya is designed to be the premier solution for delivering Tawjihi-based instruction, and it works on smartphones.”
While Miya Miya will initially launch in Jordan, Pedago’s mission is to bring this affordable, accessible, and impactful education to all children around the globe. Through this school and other programs, we hope to continue to #ChangeTheCourse of traditional learning and help tomorrow’s leaders achieve their educational and career goals.
In today’s job market, having a competitive resume means having solid work experience and degrees from top educational institutions. However, there comes a time when many people are forced to choose between continuing their studies or adding to their work experience in order to advance their careers. Fortunately, Quantic’s mobile-friendly MBA allows students to do it all.
Alumnus Patrick Glauner is a perfect example of this. While he was earning his MBA, Patrick was also working towards his PhD in computer science.
Patrick graduated as Valedictorian from Karlsruhe University of Applied Sciences in 2012, where he earned his B.Sc. in computer science. At that time, he was hired by the European Organization for Nuclear Research (CERN) in Geneva, where he worked for 3 years. He then went on to earn his M.Sc. in machine learning from Imperial College London in 2015 and his PhD in computer science from the University of Luxembourg in 2019. He first became interested in computer science as a kid, and taught himself how to program, and later, spent time in high school reading books about data structures and algorithms.
While he was in the final year of his PhD studies, Patrick saw that the depth and focus of the degree could lead to a narrow career trajectory and he was unsure if being a specialist was right for him. That’s when he decided that he wanted to earn his MBA — to gain knowledge that would position him to move into management roles where he would oversee cross-functional teams and fast-forward through speed bumps slowing others down. With this, he chose to enter the workforce and secured a management job with a major mechanical engineering company, Krones.
“Having done the MBA was certainly very helpful from finishing the PhD and to going into management in a major company,” said Patrick. He went on to say, “I felt that I was only able to do that so quickly because I had done the MBA in addition to my technical training.”
When Patrick was able to complete his PhD, he became a full professor of artificial intelligence at Deggendorf Institute of Technology in Germany at the young age of 30. He became a professor after discovering an affinity for teaching while working as an adjunct lecturer. However, he witnessed other professors’ careers slowing down at points when real world work experience became essential to have in order to teach certain topics. He decided that continuing his work in artificial intelligence was vital to being at the top of his game as a professor.
“When I knew I wanted to do a professorship, I knew I wanted to do something on the side that kept me linked to the real world. I wanted to work with companies and not just write papers,” said Patrick.
Patrick started his own artificial intelligence consulting company, skyrocket.ai, with the purpose of teaching company executives about artificial intelligence and helping them develop strategies to implement it effectively. As an expert on AI technology, Patrick believes that many small to mid-size companies in almost any industry could benefit greatly if AI is implemented properly. He also believes that if companies don’t invest in AI, then they could very well be out of the market within the next 10 years.
However, Patrick also said that AI could have negative effects for individuals. He brought up the dilemma that companies face when deciding to use AI or a human.
“We’ve seen automation for a long time. But what had happened in the past is that we automated repetitive tasks,” said Patrick. “Humans are great at making very different decisions all day long, but it is also very slow. AI enables us to automate that kind of work.”
When Patrick had just started his company, he quickly secured a major client. The board of a top-30 company in Germany with over a 100,000 employees hired his company to put on a workshop about AI to help them develop strategies and implement them. Starting a business is no small feat, and having a major company be one of your first clients is a testament to Patrick’s expertise. But how did Patrick manage to do all this so quickly?
“One of the things that proved to be very helpful was that I had experience in the industry and that I’ve worked in consulting before. It made it very easy to start my own business because I had a network, the skills and expertise, and I knew how to sell things,” said Patrick.
In addition, his newly acquired knowledge from Quantic’s MBA was beneficial, as it gave reliable support for his already acquired industry experience. Patrick’s advice for up-and-coming entrepreneurs? Have a clear business plan and make sure that you build trust with other businesses. Patrick stressed the importance of prior work experience and how that plays into building credibility and a positive reputation. His advice once again demonstrates the importance of the intersection of education and extensive work experience.
Patrick has published many papers and articles from his extensive research in academia. A major study on AI by McKinsey cited his research, and a journalist from New Scientist interviewed him about his AI technology research. However, when asked about what accomplishments he’s most proud of, Patrick immediately responded that the recent birth of his child is his crowning achievement. Congrats to Patrick and his wife, a fellow Quantic student, on their new baby!
With every day bringing news of how the COVID-19 pandemic is impacting global health, the economy, travel, and work, an MBA or Executive MBA program shouldn’t cause additional stress. At Quantic, we are fortunate in that our programs and required peer collaborations are entirely online, and our staff is well accustomed to working remotely. As such, our programs will continue without interruption.
We have, however, instituted changes to ensure the safety of our community and to be there to support our students and applicants, as well as the broader global community, in whatever way we can.
As many have been affected financially by the pandemic, we will be increasing both the number of scholarships we award, as well as the amount. We offer both need-based and merit-based scholarships for our Executive MBA. As always, our MBA is completely free to those who are admitted. For additional financial support, please inquire about employer-backed tuition reimbursement here.
Free open courses: We offer several free open courses available to the public. Courses include Business Foundations, as well as a handful of other MBA-level courses like Blue Ocean Strategy. Just sign up and visit your Dashboard to start learning right away.
Extensions or Deferrals: If you are admitted to one of our programs but need an extension or deferral to another cohort due to circumstances related to COVID-19, just let us know and we’ll do everything we can to accommodate.
Events: Until further notice, we have canceled in-person meet-ups and events/conferences. Instead, we’ll host online events to enrich the curriculum and bring students from all cohorts together.
Registrar: If admitted, we request official transcripts from your previous schools. But due to school closures and restricted movement, it may not be possible to obtain transcripts at this time. If this is the case, we will work with you to make alternate arrangements.
For the past seven years, Quantic has been a pioneer of online, mobile-first graduate education, enabling students to learn wherever they are and according to their own schedule. While this is a scary time, we remain optimistic. As many of us in the education sector adapt and shift into roles that solve the challenges we’re all facing, we will continue to leverage our resources and platforms to help our fellow learners.
From art teacher to Facebook partner, Ian stresses the importance of finding your “common thread”
Something that most (if not all) Quantic students have in common is the desire to learn. Students come from a wide variety of backgrounds, with interests and expertise in everything from biotechnology, investment banking, and engineering, to start-ups, non-profits, and more. Some of these students, often with an insatiable sense of curiosity, wish to earn a degree in business so that they can transition into a new field. Moving from one industry to another can be difficult, but it goes smoother with the right mindset and guidance. This is the lesson that Quantic Executive MBA student Ian Saville learned and mastered.
Ian has changed career courses multiple times. In high school, he wanted to become a priest, but was also interested in math and physics. So upon entering his freshman year in college, he was set to double major in physics and religion at The University of the South. But, ever in search of a challenge, Ian opted for a major that pushed him out of his comfort zone: art. He realized that math and physics had answers that were too defined. He was drawn to art because there aren’t right or wrong answers, and that openness left room for him to problem solve and figure things out on his own. Upon this realization, he switched majors and completed his B.A. in studio art, and then earned his M.A. in Art Education from Columbia University.
“I think a lot of art making is about problem solving, coming up with unique expressions and novel ideas to address issues,” said Ian. “It’s challenging, and I like challenges.”
Problem solving is a big deal for Ian. It is something that has guided his career, influencing the various jobs he’s pursued. After college, Ian became a middle school art teacher in New York City because he felt it would help promote kids’ ability to problem solve and think critically. While he was passionate about educating kids, he realized that being a teacher wasn’t his true calling.
Ian then went on to become a career coach. He said that he wanted to help people reach that moment where they realize their potential and what they really want to be doing. He believes that if you can think about the underlying concept of why you are passionate about something, then you can find clarity in what you want to do. While he preached this concept to others, Ian realized that he needed to do this himself.
Ian needed to make a change — a big one. The thought of moving into a new industry can be an anxiety-inducing endeavor; there’s always the risk that what you think you want to do, won’t actually pan out in reality. It’s cause for some serious self-discovery and Ian heeded the call. He decided to meet with a mentor of his to find clarity.
Ian’s mentor helped him recognize that there was one thing connecting all his jobs and interests — a desire to help people grow. Ian originally wanted to be a priest to help people, he became an art teacher to help kids, and he was a career coach to help people improve their lives. This commonality was the beacon Ian needed to figure out his next step.
“I think there’s something about career transitions and pivots where it feels really daunting, but once you understand what that common thread of your work is, it actually makes it a lot easier,” said Ian. “But you really have to do the work and reflect on it to get there.”
This realization may sound simple, but it is not easy to come to. It takes a great deal of patience and focus to truly take an objective look at yourself and figure out your strengths, weaknesses, and passions. Ian did not simply snap his fingers and figure it out.
“It took a lot of screwups,” said Ian. “I had a lot of really bad interviews in that process. It’s not like an overnight ‘aha.’”
Even though Ian had figured out what he wanted to do, he struggled to convey his industry-hopping in a way that was attractive to employers. Ian realized that he had been going about it all wrong, and that he was trying to hide and downplay his teaching experience instead of using it as a strength. He figured out that the main idea of teaching is “taking abstract concepts and turning them concrete.” By reframing his experience in this light, he discovered that his work had quite a few parallels to the tech industry.
It was in this reframing that Ian was able to land a job at Facebook, where he started as a Knowledge Manager before his current position as a Learning and Development Partner. Even at Facebook, Ian continues this idea of improving the way people figure out what’s important, out of an abundance of unnecessary junk, and builds knowledge pipelines to streamline the essential information.
“When we think about learning and development, there’s the need for learning and there’s the solution,” said Ian. “If we could reduce the amount of time between the need and the solution, then we are doing the right work.”
If you’ve been following this blog, you might sense a theme in the people we’ve profiled for Student Spotlights — they are all natural leaders. Ian is no different. In his career advising, he worked with executive-level clientele and learned a great deal about leadership. He believes that the key to being a good leader is consistency; consistent in how they delegate, ask questions, and create inclusive environments where everyone’s voice can be heard. Ian says that leaders need to think about the people they are leading and put themselves in their shoes.
“Be really empathetic to the people you are trying to empower or influence,” said Ian. “What do they want? What’s in it for them? Why should they care about your perspective?”
Ian also believes that good leaders need to be conscious of what they do and don’t know. It is important to reflect on themselves and think about where they have weaknesses and who under them has strengths in those areas.
“Great leaders have the awareness of knowing what they don’t know and can bring in others quickly to fill the gaps,” said Ian. “A bad leader is someone who holds all of the pieces to themselves and feel as though they need to be in control all of the time.”
Outside of advising others and his work at Facebook, Ian stays occupied by looking for other problems that need solving — in one instance, finding a better way for kids to learn Chinese. So, he and his wife created a children’s music book that teaches Chinese. The idea for the book came from Ian’s wife, Peipei, who was born in Shanghai. She wanted their son to learn the language but they soon realized that it was difficult to find books that teach young children Chinese. Peipei and Ian accepted the challenge and recently published the book, Bao Bao Learns Chinese.
During this process, Ian’s knack (or perhaps, penchant) for problem solving came into play when he and his wife had to figure out a business plan, despite neither of them running a business before. While Peipei was the one who actually created the book, Ian supported her with the business aspects. Even though Ian was a novice in this arena, the business parts of launching this venture went smoothly, thanks to the knowledge he gained in Quantic’s Executive MBA program. Ian said that Quantic helped with the awareness of business principles and decision making needed for the success of the book. Ian and Peipei, who works at Facebook as well, also used their combined knowledge of digital marketing to help launch the book.
Ian leveraging what he learned in Quantic to publish a book is something that reflects Quantic students as a whole — they are driven, self-motivated people who aren’t afraid to tackle new challenges. These students actively seek new opportunities, such as continued learning and switching industries, in their quest to reach their true potential. While transitioning to a new industry may seem scary and difficult, Ian’s talent for navigating complexities and the discovery of his “common thread” allowed him to find his dream job. It’s a story we can all learn from and ask ourselves as we broach any major career change — what’s my common thread?
The following post is by Lindsey Allard (MBA 2016), Co-founder of PlaybookUX, a video-based user feedback solution for B2B companies.
It was 2015, and I had recently graduated from Dartmouth College with a liberal arts degree. I was looking for a way to gain general business knowledge while working as a product manager, and I came across the Quantic School of Business and Technology MBA. During my time in the program, I loved the courses because I was able to learn useful concepts in a short, quiz-like format that fit with my full-time work schedule. I didn’t have to stare at endless textbook passages. Everything was on my smartphone, and I could constantly test myself to ensure the content was committed to memory.
After my Quantic graduation in 2016, I worked as a product manager at a new company. I was leading a team of developers building SaaS products and mobile apps. Product managers are like “mini CEOs”. You need to know a little about a lot of things, and Quantic helped expand my areas of expertise during this point in my career.
After a few years of working at different start-ups, I decided to take the leap and co-found my user research company PlaybookUX with another Quantic alum, Kristen. User research is the process of getting feedback on things like product usability, pricing model, marketing copy, and concepts. By getting direct feedback from your target demographic, you are able to make better product and business decisions. However, as I know from my time as a product manager, the process of conducting user research has big challenges, like being extremely time-consuming and requiring a lot of manual work. And I didn’t see solutions out there that successfully addressed all the problems.
When developing PlaybookUX we sought to solve three main pain points:
Finding the right participants is challenging for B2B companies
Here’s how we solve these pain points with PlaybookUX:
Our product solicits video-based feedback, so that product owners can remotely conduct research, and then easily store and reference video records, ultimately saving them lots of time.
Again on the saving-time front, we do everything from recruiting the right participants, to incentivizing them, transcribing the sessions, and analyzing the videos with A.I. to extract actionable insights.
We have an affordable, pay-for-what-you-use pricing model so that customers don’t need to commit to large subscription fees up-front. This expands access to UX research to start-ups, founders, and small business owners. Previously, they were priced out.
Our testing participants are verified through LinkedIn so businesses know exactly who they’re speaking to.
During the process of launching my company, I leaned on Quantic lessons. Financial topics were always difficult to wrap my head around, and I was able to successfully price our product and build our business model with that in mind.
On top of the valuable knowledge gained from Quantic, I’ve been able to leverage the student network to get in touch with like-minded product managers. The network is a strong supplement to my undergraduate network.
At PlaybookUX our goal is to make user testing accessible to everyone. At the time of this post, we’ve been launching for a few months. It’s been a great few months—with hundreds of clients using our platform. We’ve had success with UX Researchers and Designers, but our goal is to make research easy for Product Managers. In the future, I plan to lean on the Quantic network for advice on growth hacking to take PlaybookUX to the next level.
Quantic students are often initially attracted to the program for its flexibility and affordability, but there’s something deeper at play that draws people in — particularly those of a certain mindset. To truly be successful in the program one must be highly self-motivated, disciplined, and passionate about learning new skills. Amy Dalton, a Quantic Executive MBA student and Senior UX Designer at GE Aviation, has these traits in spades. Like many Quantic students and alumni, Amy’s resume credentials are impressive, yet they don’t convey the full scope of the accomplishments she’s had outside of her “standard” job description.
As a UX designer, Dalton has built her career in a male-dominated field and has placed an emphasis on attracting and empowering other women and girls to enter this line of work. Though she’s been met with obstacles in her own career, she has never stopped advocating for herself and others. From public speaking engagements, mentorship, charity work, and founding an award-winning program for GE Women, Dalton’s drive to improve her career prospects and those of others is something worth acknowledging.
Dalton is from Toledo, Ohio and studied journalism at Ohio University. However, she was more interested in graphic design and after graduating, decided to pursue user experience (UX), eventually leading to her current position with GE. While her inevitable trajectory doesn’t directly apply to the degree she earned, Dalton said that her background in journalism has been incredibly valuable in her career because “communication and the ability to write well is such an important part of any job you have,” and it allows you to come up with ideas and communicate them clearly and succinctly.
This knack for communication is evident in her multiple public speaking engagements. Dalton was a guest speaker at the 2019 GE Women In Science & Engineering Symposium, the keynote speaker at Early Career Women Collective’s Co-Create Live 2019, and a guest speaker at New Orleans’ FrontEndParty. These experiences not only reaffirm Dalton’s ability to command the attention of a room, they are a testament to the value that her words and actions bring to others. In short — her words of wisdom are in high demand.
Further proving her leadership abilities, Dalton was the recipient of the 2018 GE Women’s Network Empower and Inspire Award, which recognizes women across the 280,000 person company for outstanding work and engagement that supports the Women’s Network (WN). As a Co-Lead for the WN, Dalton is committed to supporting women in STEM fields.
“I have a passion for bringing more women and girls into technology because it’s always been a struggle to achieve gender parity in the field,” said Dalton. “I’ve been in it my entire career and there are relatively few women in the field — and for those who are in it, there are a unique set of challenges we face everyday.”
Dalton said that getting more women into STEM fields starts early, “it’s about exposure at a young age to spark their interest in it.” This is why she helped start GE Girls Camp, a week-long free STEM camp for 12-14 year-old girls. During the camp, girls learn to code, are introduced to robotics, and can even learn about cybersecurity and other in-demand sectors of the industry. The importance of early involvement serves as a pathway for young women to envision a career that they may not have otherwise pursued.
Dalton isn’t just working on opening doors for young minds, she also started a program aimed at empowering women in the GE Women’s Network called Bragging Rights. Dalton initially had the idea to start the program after meeting a few of the GE interns. Even though they were just out of high school, they had accomplished amazing things and few people in the company knew much about them. This experience mirrored another observation Dalton had had — too few women spoke up about their accomplishments in the workplace. This had implications for career progression too, as she learned that women are often less likely to seek acknowledgement for their work than men. In fact, men are four times more likely to ask for a raise than women. Bragging Rights became a forum to enable and encourage women to openly and proudly share their accomplishments and challenges in life and in their career. These stories have become powerful sources of validation for those sharing them and inspiration for others involved in the program. Bragging Rights, which started at Dalton’s hub in New Orleans, took off and is now available at nine locations and still expanding. Dalton describes the program as “inexpensive but so effective” in its ability to provide women with the opportunity to grow their confidence and learn about each other.
“I think a lot of times women feel isolated and don’t have the natural tendency to put themselves out there as much,” said Dalton. “If we as women band together and understand each other’s skill sets, then we can help each other get promoted and put each other out there. We’re more likely to give kudos and talk about the person sitting next to us, than talk about ourselves. We’re more likely to lift that person up than lift ourselves up.”
Dalton is a natural leader. Prior to working at GE, she spent six years working at Ochsner Health System, where she held a management position for three years. While in this role, Dalton received the highest “employee engagement” score, a figure determined by how her direct reports rated her as a manager. Dalton received a score 20 points higher than the next highest score.
The key to Dalton’s successful management style? A more personal approach. She wanted to learn about the people she managed as much as possible, identifying their strengths and weaknesses. “If you spend enough time getting to know people and listening, really listening, you’re going to understand them enough to guide them,” said Dalton. “I focus so much attention on helping them be better at their jobs.”
This ability to listen, empathize, and understand others is perhaps one reason why Dalton is such a talented UX designer. “When you understand things from the user perspective and you put importance on that, that’s when your product is going to be successful,” said Dalton. “When I’ve had an awesome product owner, it’s because they put the person first and understood the value of UX.”
In her senior leadership role, Dalton emphasized the need for executives to have, at a minimum, a basic understanding of UX and design. In our digitally-driven world, having the ability to view and build online experiences from the perspective of the customer is essential. Being well-versed across disciplines is one reason Dalton decided to pursue an Executive MBA with Quantic School of Business and Technology. By adding business acumen to her technical expertise, Dalton is positioning herself to take on bigger roles and broaden her invaluable influence on her organization — and if past experiences are any indication, she’s more than ready to take on whatever is next.
We sat down with 2019 Forbes 30 Under 30 recipient–and Quantic School of Business and Technology MBA student–James Lu Morrissey to discuss co-founding Mentor Collective, learning with Quantic, and disrupting the world of higher education.
Quantic learners tend to reflect the platform itself: innovative, disruptive, and equipped with a global scope. Those are just a few of the qualities that have led to three Quantic learners being named to Forbes’ 30 Under 30 lists in the past two years.
James Lu Morrissey (MBA – August 2018) is a perfect example of this. Lu Morrissey’s personal experiences with international education inspired him to found his company Mentor Collective, an international online mentoring community. Lu Morrissey was born in the United States, but he attended elementary school for a couple years in Taiwan. Moving to a new school can be difficult for any child; moving to a new school in a new country is even more challenging.
Adjusting in school was made easier, however, by joining the school’s sports teams. There, he was mentored by his older teammates, who eased his transition and helped him find his place. At a young age, he began to understand that mentorship was critical to adjusting to and excelling in a new environment.
He also recognized the need for peer mentorship as an undergraduate student at Carleton College. He had several friends from international and diverse backgrounds, and he noticed that many of them had difficulty adjusting to college. There wasn’t always a clear structure like a track team with teammates that could mentor them.
“When adjusting to college, all students are a stranger in a strange land,” Lu Morrissey reflected. “You might be coming from Minnesota to go to NYU. That’s a very foreign experience.”
A lack of personalized support for college students is one of the factors contributing to a college completion crisis, particularly at public universities. According to Forbes, less than 60 percent of students graduate from public institutions in six years or less. Rising tuition and student loan debt coupled with the increasing necessity of a college degree for career advancement, often puts students who do not graduate at a serious disadvantage.
To solve this problem, Lu Morrissey and colleague Jackson Boyer co-founded Mentor Collective. Mentor Collective uses scaleable and transformative mentoring, through a format supported by technology and designed for large-scale application. Mentor Collective achieves this by matching students to mentors who have a similar background.
Working towards these results has certainly kept Lu Morrissey busy, but he has still found time to pursue a Quantic MBA. While residential MBA programs have a high opportunity cost, Quantic made it possible for Lu Morrissey to “continue running my company day-to-day, while having a flexible option to learn at my own pace.”
Furthermore, Lu Morrissey has found Quantic’s courses are directly applicable to running Mentor Collective. “I can complete a lesson, take what I’ve learned, and use it the very next day at Mentor Collective.”
Lu Morrissey also appreciates the flexibility and global perspective that Quantic offers. He tries to work overseas for two to three weeks every winter, and, with Quantic’s online platform, he doesn’t have to disrupt his learning schedule to travel. “I can do Quantic while traveling in Shanghai and not have any problems with time differences.”
Lu Morrissey also sees both Quantic and Mentor Collective as helping students receive the full value of higher education. Universities, with “massive endowments and very strong brands,” may not feel the urgency or need to innovate “in the same way as many other industries,” Lu Morrissey noted. “And that can come at a big cost to students. If a school is not making an impact on students’ lives, then it’s not fulfilling its promise.”
Like Quantic, Mentor Collective’s team is passionate about the students they reach. Lu Morrissey attributes Mentor Collective’s success rates in large part to his 24 Boston-based employees. Noting that his team is interested in social impact, he emphasized that “something unique happens when you collect a lot of very mission-driven, hungry learners and put them all in the same room.”
Congratulations to two Smartly MBA students who have been honored in the 2018 Forbes 30 Under 30 List.
Quantic (formerly known as Smartly Institute) is proud to announce that two of its MBA students have been honored in the 2018 Forbes 30 Under 30 List. The annual list by Forbes magazine recognizes young leaders who are making outstanding contributions to business and industry.
Kaitlyn Yang is being recognized in the Forbes 30 Under 30 Hollywood & Entertainment category. She is the founder of her own Los Angeles-based post-production studio, Alpha Studios, and has over 40 credits to her name, including the five-time Emmy award-winning Robot Chicken. Kaitlyn is a Quantic MBA 2016 graduate and also a graduate of University of Southern California’s Animation and Digital Arts Program. You can find Kaitlyn’s profile on Forbeshere.
Mary Iafelice is being recognized in the Forbes 30 Under 30 Social Entrepreneurs category. Mary is the co-founder of the Washington, DC-based humble ventures, which supports entrepreneurs from underserved communities, including veterans, women, and people of color. In the company’s first year, they’ve helped 25 startups raise over $4 million in funding and achieve nearly $1 million in revenue. Mary is a Quantic MBA 2017 candidate and also a graduate of College of the Holy Cross. You can find Mary’s profile on Forbeshere.
“Having not just one but two Forbes 30 Under 30 winners in the first year of our MBA program is a testament to the quality of the Quantic community. Kaitlyn and Mary are two high impact entrepreneurs that we’re proud to support,” said Tom Adams, Quantic’s CEO. “We look forward to seeing them continue to grow their respective companies.”
Congrats to Kaitlyn and Mary, and may they have continued success with their companies!
Here’s how to get the most out of your initial interaction with desired candidates for open roles at your company.
Finding a high caliber candidate in a pool of 1000s of resumes can be incredibly hard. Even when you find that one candidate you think is “perfect” from a big pool, you never know if their aptitude, skills and work ethic matches the attributes you see on their resume. To counter this problem, the brain trust behind Smartly built an education platform and hiring engine that work hand-in-hand to attract students from top schools and with great experience. Moreover, the candidates in Smartly are learning while working full time; they’re motivated individuals with the work ethic and drive to be constantly improving. It took years of content development and fine-tuning to ensure that Smartly’s learning programs and hiring engine are optimized to allow you to source, connect, and hire only the best candidates.
At Smartly Talent, we know that sourcing candidates is only the first move in the chess game that is a recruiting process. After matching with potential candidates, it’s important to swiftly reach out to move from match to qualified connection by piquing their interest in the role that you’re trying to fill. The initial contact you make with them often sets the tone for the rest of the recruiting process. To make things a little easier for you, we came up with a few tips on how to craft the best message(s) to reach out to our candidates. Here’s how to get the most out of your initial interaction:
1. Share briefly what makes you interested in the candidate’s skillset and identify any commonalities you may have with them or they might have with the company. Begin by asking for a conversation rather than giving a long spiel about the company and the role you’re trying to fill.
If their hobbies or interests align with something that you’re into, this would be a great way to open and build a connection.
Also, express what about their experience interested you.
2. State what position(s) you are recruiting for (i.e. title, team, and location).
You may also choose to go into some detail about the role, company structure, and perks to get the candidate excited about speaking with you further.
3. End with a time-specific call to action. Suggest a time and date (or two) to speak more about the role you’re trying to fill.
This could be a link to your calendar so they can pick a time and slot to speak.
You could ask for a phone call or a video meeting if there is mutual interest as well.
Here’s an example:
We are hiring for data scientist in our San Francisco office. Your experience at Company A suggests you might be a good fit. I also noticed you studied at University B; many folks in our office went there and I am happy to connect you with an alum.
Would you be interested in connecting about the data scientist role? I am free on Wednesday from 9-11am.
It’s important to remember that the candidates are often busy in their day-to-day. It’s best to give them a couple of days to respond to your message.
Ellen shares her story and hopes it gives you a voice to speak up and incentive to bring in essential sexual harassment training to your working environment.
The following is a guest post by Ellen M. Zavian, a sports attorney and professor at the George Washington University in Washington, D.C. Ellen teaches courses in Sports Law, Entrepreneurship and Leadership and Sports Marketing and has written columns for Conde Nast, Time, USAToday and NFL Insider.
There are many factors that can trigger sexual harassment in the workplace that are beyond a company’s control. Nevertheless, it is imperative for companies to create and ensure a safe working environment. Many of those seemingly harmless comments or inappropriate behaviors could be avoided, and victims could be empowered with the right knowledge on how and when to take action.
As the first woman to represent NFL players as an attorney, I received many sexual comments over my career, but I can tell you very little about what I’ve experienced because to name names would not do anyone good, especially me. As an independent contractor, I did not have the luxury of being protected by the many employment laws that protect men and women from such conduct.
When I was working at a law firm, one of the partners clearly crossed the line. Instead of filing, I left the firm. Another time, when interviewed for a team position, the head coach told me, “It would be too distracting to have you around the office.” I withdrew my name from the pool of candidates. Eluding these situations was probably not the best strategy.
As I matured, my skin got thicker, and my ability to confront comments quickly or diminish them with humor became sharper. It is this sense of confidence and humor that got me through many other questionable times. For example when i was representing the women softball players and the attorney for the American Softball Association was making fun of the women because they were complaining about having to wear male structured catcher equipment (which left little room for their breasts), I gave him an athletic cup (youth size) and told him to wear it for a day. Needless to say, we won that point and got the women proper fitting equipment (which included a helmet with a hole for their ponytail!).
It is for this reason, I wanted to share my story of silence with you… I hope this gives you a voice to speak up and incentive to bring in essential sexual harassment training to your working environment today. This question remains: how do we communicate this information effectively, achieving a greater goal than that of merely legal compliance? We must first look for tools and mechanisms to effectively transmit information to employees and then optimize understanding and awareness so that everyone in the workplace can feel confident and empowered to speak up and take action in circumstances like mine.