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Bryan Flashcardlet Decks > Kellogg > Flashcards

Kellogg Flashcards

1
Q

Tell me about yourself.

A
  1. Small town, close-knit family2. UCD: double, AROTC scholarship3. Army:- 2 primary roles: supervisor + Mx mgr, strategic planner- Leadership/Mgmt (up to 60x pax, 8x acft, $300M eqpt)- Strategic plans: Plt, Co, Bn- Operated across the globe (3 continents, 15 countries)- Led in combat: 5x OEF, 4x Pacific4. Unique exp. last 5 yrs = PID EP:- SpecOps (OBL) = unique opps- Project mgmt of int’l exercises = create, build, and cultivate from scratch- Built SOA Co. from gnd up (few pax, 2x acft to 60x pax, 8x acft, combat proven - most HR msns in the last 3 yrs.)5. Separated in pursuit6. Insight = learning opp = small business owner ($100M tgt)7. MBA is next step in my plan
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2
Q

Short term?

A

Consulting:1. Naturally systems/process-minded, analytical:- SOAR: fixed S3 (Bn nucleus)- Apple: rocketship (179%); building for long-term growth- Consulting seems exciting/engaging to me: small, close-knit tms, problem solving2. Phenomenal developmental opp:- Externality- New to business = feel conceptually siloed- Exposure- Learn best practices across multiple industries

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3
Q

Long term?

A

Build a values-based organization in fitness:1. Fitness is a major component in my life2. TNT = realization3. 4. Originally: retail; now: tech5. Recent idea became Strava6. Values = Corp Social Responsibility:- Lead w/culture- Values: people, community, sustainability, resp. sourcing- Appreciate about Apple: leading tech w/supplier responsibility and openness

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4
Q

Why MBA?

A
  1. Army = strong leadership skills2. Insight = PID quant & analytical shortcomings:- “Swinging in the dark””- Want proven
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5
Q

Insight

A
  1. Global VAR for IT. 2. HW, SW, solutions provider.3. Unique ties to F1000 space4. 5,300 employees
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6
Q

Apple PM

A
  1. Business development plans2. Marketing and pricing strategies unique to the Apple line3. Supervise and work w/sales, marketing, & operations4. Foster the Apple relationship5. Develop solutions-based opps (product, accy, service)
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7
Q

Mil Svc Goals

A
  1. OVERALL: Make a difference. I want my life and every ounce of it to matter.2. Serve my country, esp. in time of need.3. Be a pilot.4. Join special operations.
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8
Q

What do I contribute?

A
  1. Leadership and team-building exp in uniquely complex, stressful, dynamic situations.2. Extensive international experience3. Perspective: SpecOps = unique worldview 4. Combined = unique contribution to the team, versatility. Successful ldrship in various functions w/diverse teams.
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9
Q

Meaningful Ldrship Exp / Teamwork 1

A

VBK/FE:S: organizer and supervisor of month-long int’l tng msn in SK. Purpose: crisis response, int’l relationship-building.T: SpecOps helo role: deployment plan, logistics, training plan w/4x GF, coord w/7x US and SK defense orgs.A1: 10 mo: 3x planning conf in SK w/wk-long site assessments. A2: Create and resource 15 tng scenarios: from intel to LZs. A3: Manage and sync once underway. R: Building and running my own enterprise.- Increased confidence in global mgmt.- Learned limits: overextended, then delegated/cross-trained. Integrate people earlier. - ***One of my strongest teams. AV vs. staff gap. Interservice. US vs. SK.

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10
Q

Failure 1/Time something didn’t go as planned?

A

Flt school helo crash:S: Day 3 of tng. Learning to hover. T: Good enough to practice landing. Takeoff from a slope. Tail Rotor=DR. Helo destroyed. Fire. Egress.A1: Got back in the acft. A2: More focused: perfected maneuvers, SME in AV.R: Better AV officer and leader: - Mettle: convert fear into confidence. - Inspired confidence w/Expertise: risk mitigation. - 1,200 hr., combat and other, w/o accident or incident.

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11
Q

Failure 2/Time something didn’t go as planned WHILE LEADING A TEAM?

A

S: X-country Flt ISO ST1. Major exercise. Coord. a/f using imagery and phone con. Failed to PID tilled earth. Huge brownout on app.T: Damage cntl: dangerous results? Bad PR: Bad for Army, worse for SOAR.A1: Called off approachA2: Overhead survey on limited fuel + no LZA3: In-flight phone msg: a/f mgr A4: Contacted: Cdr, Safety, PAOA5: AAR.R: Turned a neg. into a positive:- A/f mgr inspired by our concern & timeliness.- PID: need to integrate add’l facets to recon.

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12
Q

Most significant leadership experience?

A

EC11:S: organizer and supervisor of month-long int’l tng msn in Thai and CB. Purpose: crisis response, int’l relationships.T1: SpecOps helo role: deployment plan, logistics, training plan w/5x GF, coord w/8x US, Thai, and CB defense orgs. T2: CB: austere, scant AV resources. T3: X-border, esp. w/TH and CB. A1: CB: x-function, 6-person team for wk-long assessment = 4x C17s for 100 tons. A2: X-border: heavy coord, no resources = 3x HAR, 1x SAR and intel. R: Largest, most successful ex in Bn history:- Built CB relationship = future opps. - Logistics blueprint. - X-border=precedent.

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13
Q

Convince 1

A

Flight Lead eval ICW FE12S: Lead planner for int’l exercise in Korea (SOF contingency tng, int’l relationships). Need FLDs due to DEPTEMPO.T: Convince ldrship to conduct 1st ever FLD eval in PACOM. - Challenge 1: FLD evals are resource heavy: min. 2x ISR, 2x CAS, GF, HAR, gnd fuel, dissimilar a/c (4x A10s, 2x F16s, 3x C-130s, 45 GF, 4x HEMTTs)- Challenge 2: High vis ($, # of customers) = no fail. - Challenge 3: Korean regs and SUAS are difficult. A1: Data proving FLD necessity. A2: Contingency plans: wx re-routes + b/u days, triple fuel redundancy, alternate intel scenarios.A3: Extensive consulting w/US + Korean agencies for plan/airspace approvalA3: Brief to CEO-level for approval.R: 1st ever PACOM FLD eval = future prec. - FLD = improved DEPTEMPO + org. longevity.

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14
Q

Creative/Convince 2

A

EC11 Night Flights:S: $$$ SpecOps event. CB: no NVG flts=not SOA. We were going to be cast aside.T: Find a way to support nighttime overwater tng w/ships too small to land all acft.A1: SME white-board sesh. Plan: Reposition min. pkg. to shoreline A/F. Leap-frog to the ship at dusk/dawn. Use int’l waters. A2: Briefed my leadership, got support.A3: Org’d a conf. call w/PACOM leads, GF, and USN. Gave brief to PACOM ldrship (CEO).R1: Plan was well rec’d and dubbed remarkably innovative. R2: Exercise was a huge success.

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15
Q

Teamwork 2

A

S: Fragmented S3 shop:- Lacked strong leadership, goals, focus- Nexus of Bn. Sets tone, direction, goals for Bn. S3 fails, so does Bn.T: Restructure: collab, systems, accountabilityA1: Collaboration: clear hierarchy, team-building events, integrated all players, COMMSA2: Systems: from network to event execution roadmaps A3: Accountability: gave responsibility, but w/perf metrics and held them to standardsR: strongest team, best shop in Bn:- Applauded successes, picked up each others’ failures- Efficiency = success = closeness

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16
Q

Uncertainty while leading a team?

A

CASEVAC in OEF w/no navigators:S: Wounded, 25 min away; no nav systems in acftT: Fly the acft to wounded and extract w/no navA1: Contingency prep: handheld mapsA2: Inspired team confidence, involved everyoneA3: Flew to site + extractedR: Inspired confidence in my crew, strengthened our teamwork/reliance on one another

17
Q

Time trusted instincts?

A

Fast-rope plan for EC11S: Ex planner for Thai. Needed to get safety onboard for the mission to happen (too far out at sea). T: Create a way. F/R plan - never before ventured in history.A1: Researched: definitely possibleA2: Created a tng timeline/plan.A3: Signed up at conf; briefed higher immediately after.R: Event happened; was a major tactical success.

18
Q

Disagreed w/Boss

A

OEF DEPTEMPO tracker:S: Co Ops officer. BC wanted us to change rotations to alleviate DEPTEMPO. Not supportable.T: Convey this plan would break our backs.A1: Conferred w/other Cos.A2: Produced collaborative data that conveyed the thought.A3: Arranged a planning summit and backbriefed BC. R: BC relented.

19
Q

Challenging project?

A

OEF: SAL setup:S: 1st deploy, new base, never been = VOLUNTEEREDT: 72 hrs: assess, resource, receiveA1: Ops disc. w/GFA2: Assess: office, mx, parking, billeting, securityA3: Logistics = C-130 deliveries for 2 straight daysR: Success. Base still used today. - Led to our biggest op to date (2 wks long).

20
Q

Change course / something unforeseen / flexibility

A

OEF MeS to HR msn:S: Mes Msn, HR popped upT: Complete current msn, rapid mvmt to new base to prepA: Role: Lead acft: he was senior pilot, I was ranking officer = split duties:- Him (tactical requirements)- Me (personnel + logistics)- Assigned Chk 2 to monitor current msnR: Msn 1 was success; moved entire pkg fast enough to op that same night on other side of Afg

21
Q

Clubs

A

Extremely impressed w/the KSM clubs:- Extensive contact with KVA, Consulting, Entrepreneurship Clubs.- Largest, most professionally run.1. KVA (largest Vet contingent of any b-school): Awesome. Pay it forward.2. Consulting club. Case prep, Lunch & learns, Day in the life, 3. Entrepreneurship club. Distinguished E speaker series (Pandora.com CEO). SV & Chicago E Treks.4. Net impact. 2011 Grad Chapter of the Year. Corp Social Responsibility (e.g. Clif).4.

22
Q

Hobbies

A
  1. Reading (Outliers, Steve Jobs bio)2. Fitness (Tough Mudder in two wks, trying to organize the R2R)3. CC courses: Stats, Piano or Guitar4. Volunteer work: career center in Scottsdale, BB/BS?
23
Q

Questions I wish they would have asked?

A
  1. What are you doing to prepare for the academic rigors?- CC courses: Stats; if sched allows: Accting, Finance2. What will you uniquely contribute to the community? - Unique leadership exp.- Int’l exp.- Perspective: SpecOps- All combined: versatile ldrship: successful w/diverse teams in challenging circumstances3. Hobbies? Normal life?- Reading (Outliers, Jobs), Fitness (TM, R2R), CC courses, volunteer
24
Q

Questions

A
  1. Pre-semester “quant boot camp”“?2. 95% double
25
Q

Why Kellogg?

A
  1. Curriculum:- Hybrid: core = good foundation, like flexibility- Majors = specialization (Entre & Innov, Mgmt & Strategy, Marketing)- Experiential learning labs - Global Elective Req (G-Lab)2. Envision Kellogg/Think Bravely. Dean Blount’s msg: collaboration, innovation, broader wisdom (beyond yourself) - creative and innovation traits that align w/my goals and entrepreneurship mind. 3. Unique Entrepreneurial ecosystem:- Kellogg Innovation and Entre. Initiative (KIEI)- Levy Center for Entrepreneurship- INVO (Innovation & New Ventures Ofc): x-discipline- NUvention: Inc. mag’s top 10 E prgms in US4. Culture:- Openly discussed at KSM- “People
26
Q

Pedagogy

A

Case: 30%Lecture: 30%Team: 30%*** - “those who embrace group work will thrive”“Experiential/Simulations: 10%”

27
Q

Academic specialization

A
  1. 18 Majors, 25 Research Centers2. Mgmt & Strategy3. Entrepreneurship & Innovation
28
Q

Think Bravely

A
  1. Collaboration2. Understanding markets3. Innovation4. Broader wisdom
29
Q

Curriculum

A

Hybrid: core+flexible:- 3-term schedule (fall, winter, spring)- 10-wk terms- Global Elective Requirement (Global Lab, Int’l Marketing, or Int’l Business Strategy)

30
Q

First Year

A
  • 2-wk pre-term each year (1st and 2nd)- 3-terms: Fall, Winter, Spring (10-wks)- Each term has an A/B split- 9-core courses
31
Q

Second Year

A
  1. Entrepreneurship:- “Entre. & New Venture Formation””- ““Technology and Innovation Strategy”“2. Marketing Electives: - Prof. Anderson’s ““Pricing and Promotion in Consumer Behavior””- ““Information & Technology Based Marketing”””
32
Q

Contacts

A
  • KVA: Brooks Braden, Chris Miorin- eClub: Mattocks Swenson- Consulting Club: Michael Green- Entrepreneurship: Prof. Darragh
33
Q

Programs

A
  1. KIEI:- Cross-functional, campus-wide2. NUvention:- 2-quarters: current verticals: Energy, Medical, Web, Social Impact

Bryan Flashcardlet Decks (16 decks)

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