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Matt Miller is a builder. A 2008 graduate from the BYU Marriott School with a degree in finance, Miller built his first computer at age eleven and his first business while an undergraduate student at BYU. He now helps build the visions of entrepreneurs into multi-million-dollar companies as a partner at Sequoia Capital, a world-class tech venture capital firm located in Menlo Park, California.
Research by Marriott School finance professor Taylor Nadauld finds schools increase sticker-price tuition sixty cents for every dollar of subsidized loans available.
Keith Olsen was looking for real-world experience when he arrived at BYU. This semester, Olsen found what he wanted by leading a team of five students in a case competition hosted by the Strategy Club. The team worked together for almost three hours a day to prepare a corporate strategy for LucidChart, a local software company.
Go. Learn. Become Global. The slogan for BYU’s Global Management Center (GMC) is something Stephen Shepherd, a senior at BYU studying finance and Portuguese, takes seriously. From Brazil to the United States and back to Brazil, Shepherd hops to and fro in an effort to gain global experience and stand out from other students.
Formerly ready to dabble in the arts, Erika Mahterian has become a passionate advocate for the opportunities to be found in the finance program.
Whether it be climbing the tallest mountains in Europe and Africa or climbing the ladder toward a successful business career, Charles Barrett, a 2009 graduate from the Marriott School strategy program, reaches the top one step at a time.
Admittance to the Marriott School of Management’s elite finance program requires experience and passion.
Nine new faculty members joined the ranks of the Marriott School of Management as the 2016-17 school year began this month.
Marriott School programs are notorious for having limited enrollment and low acceptance rates. Every summer, hopeful Marriott School applicants anxiously await the news of whether they’ve been accepted into their prospective majors.
New research from Cody Reeves, assistant professor of organizational leadership and strategy, can help leaders avoid headaches when telecommuters are on a team.
Most who hear the name Ned Hill think of Professor Hill, Dean Hill, or President Hill. But not everyone gets the chance to know the “real” Hill.
Life is just like riding a bike, right? Well for Jake Homer sometimes it is more like a sprint triathlon—literally.
Michael Hatch, a recent finance graduate, was honored at the 2016 NCAA Division I Men's Volleyball Championship for his academic achievements.
Jessi Valentine’s spirit animal is a chameleon.
A team of Brigham Young University students want you to scream for ice cream, especially on game day.
BYU finance students returned to campus with a brighter future on Wall Street after placing second in the Duff & Phelps YOUniversity Deal Challenge.
Whether you’re a freshman with a passing interest in business or a senior in the program with graduation drawing ever closer, the Business Strategy Club (BSC) can help give you both the “know how” and the “know who” to prepare you for the future.
The national publication highlighted research by David Benson and Jim Brau on how firms cover up policies investors won't like.
Katalin Bolliger’s first trip outside of the United States was just the experience she wanted—eight thousand miles away from campus and surrounded by tigers and elephants.
Finance professor Karl Diether took second place in the Journal of Financial Economics' Best Paper Prizes.
BYU's undergraduate and graduate entrepreneurship programs were ranked No. 4 and No. 7, respectively.
Many business schools are not teaching MBAs to create new businesses, according to two of BYU's innovation gurus.
It took ten years and three invitations, but last summer finance professor Karl Diether made the move from Dartmouth College to BYU’s Department of Finance.
Working at the Oracle Corporation, alum Liz Wiseman found herself constantly surrounded by intelligent people. But she noticed an ebb and flow—not of intelligence but of how leaders capitalized on or closed off that intelligence. One executive she coached was brilliant but shut down others, leaving their ideas untapped. Wiseman searched for something to share with this leader about the dynamic he was caught in but found nothing. “Someone needed to research how what leaders did either diminished or multiplied the intelligence of the people around them,” Wiseman says. “This seemed like a worthy pursuit, so I just did it.”