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Students at BYU's Marriott School are gearing up for study abroad programs hosted by the Global Management Center.
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.
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.
Admittance to the Marriott School of Management’s elite finance program requires experience and passion.
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.
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.
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.
Working as an attorney at one of the oldest firms in New York City, Chandler Tanner finally understood what the classic rock band Loverboy meant when they sang “Working for the Weekend.”
BYU finance students returned to campus with a brighter future on Wall Street after placing second in the Duff & Phelps YOUniversity Deal Challenge.
The national publication highlighted research by David Benson and Jim Brau on how firms cover up policies investors won't like.
Curtis Bedont thought he knew what it meant to be in the military. Though he spent his formative years on bases in foreign outposts, his fighter-pilot father never faced deployment.
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.
Call it a cruel but fortunate twist of fate: Dan Handy’s companies tend to undergo extreme growth when it comes time for him to hit the books. As an undergrad and a grad student at the Marriott School, the current CEO of Bluehost.com guided two internet start-ups to success, sometimes smashing against current trends with a Ping-Pong paddle.
Fifty-six years and 1.3 million birthday parties may seem impossible, but it sums up John Huish’s career. He’s had a hand in facilitating cake-and-candle celebrations across five states and has provided jobs for more than one hundred thousand people.
BYU's undergraduate and graduate entrepreneurship programs were ranked No. 4 and No. 7, respectively.
Finance professor Karl Diether took second place in the Journal of Financial Economics' Best Paper Prizes.
Many business schools are not teaching MBAs to create new businesses, according to two of BYU's innovation gurus.
It only took five seconds for Ryan Judkins’s boss to approve his beard plan. Surprised, Judkins, a sales representative for Callaway Golf and a normally clean-cut guy, asked, “You do realize I might have a beard that’s five, six, or seven inches long at one point?”
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.”