IIM BANGALORE

Case analysis :
SG Cowen New Recruits
In partial fulfillment of the course on Managing People and
Performance in Organizations
Submitted to: Prof. Ravi Kumar
12/3/2012

Submitted by
Harsha Jyoti Malviya (1211343)
Ishan Vishnoi (1211346)
Karthik P (1211347)
Kavya Gollavilli (1211349)
Koneti Nishitha (1211350)
Rajani Ch(1211368)
Ritesh Yarlagadda (1211372)
S.Sairam(1211376)
Soumya Basu (1211385)

Introduction
SG Cowen is a financial industries firm based in the United States. The firm is
looking to recruit for its Associate program. The case outlines the methods,
process and decision criteria that the company uses to arrive at the final
decision. We have studied and assessed these processes, criteria using the
models from the course book and material and have suggested improvements
wherever possible. We have also designed a linear model that will allow the firm
to standardize and quantify the various criteria it uses in its hiring decision.
Using this linear model, we have assessed 4 candidates that the firm is looking
to hire and pinned down the 2 most eligible candidates

Situational analysis - The hiring process and decision points

at each stage
The hiring process for new associates used to begin in the fall. The company
would make presentations in the core schools, but resumes from non-core
schools would also be accepted. The presentations focussed on educating the
students about the company and the advantages of being a part of S G Cowen.
The process after that can be broken up into three stages. Each of these stages
helped the company make a decision about the candidate and is a key decision
point for the firm. Different parameters were looked at different stages. The
three stages and the decision points in each are as follows:
Stage 1 - Informational interviews
After the campus presentations, interested students were invited to visit the S G
Cowen office and interact with the bankers there. Though this process was not
evaluative, some amount of insight about the candidate could be gathered in
this stage. Some decision points that were involved in this stage were:
Is the candidate interested in the company? - Chip Rae believed that this
stage helped in self selecting students who were actually interested in the
firm. He believed that the students who wanted to be more prepared for the
first round interviews will take the effort and visiting the office.
Is the candidate a self starter? - S G Cowen was a boutique firm and had an
entrepreneurial culture. Most of the associates were given responsibilities
and decision making power right from the start. Due to this, it was believed
that if a student went the extra mile to know more about the company, he
would fit well in the culture of the firm. That is why having a background as
an entrepreneur helps the case of the candidate.
Stage 2 - On campus round
In the on-campus round, interviews were done to screen the candidates for the
Super Saturday. These interviews were conducted by the associates or senior
associates from the firm. This was because Rae believed that the senior
employees should be involved in the final interviews and on closing offers. It

was also believed that the associates and senior associates will be more in tune
with the requirements of the job and will be more rigorous in assessing the
skills. There were two rounds of interview conducted and finally 3 candidates
were shortlisted from the school.
Some decision points which are considered in this stage are:
Does the candidate have the required skill set for the job? - The
associates and the senior associates tested if the candidate was
competent enough to be a part of S G Cowen. As the banking sector
required specific skills, this was an important criterion.
Is there a cultural fit between the candidate and the company? - Chip Rae
believed that having a cultural fit was more important than a person who
lacked a bit in the skills. The cultural fit included things like if the person
will be able to devote the long hours, to forego a social life and be able to
adjust to a new location.
Stage 3 - Super Saturday
The 30 students who were shortlisted in the on campus round were invited to
the S G Cowen office for the final interviews. These interviews were conducted
by the senior employees of S G Cowen. Each candidate had to go through five
interviews and each interview lasted for almost half an hour. The major decision
points which were considered while evaluating a candidate were as follows:
Do they demonstrate a pattern of success in their past life? - Schoenberg
believed that what a candidate has done in the past did not matter much
in choosing the ideal candidate. It was very possible that a person had a
different career choice before, but he excelled in whatever he did. Such a
candidate proved to be a good candidate.
Will they really love working at S G Cowen? - Fennebresque, the CEO of
the company, believed that it was essential for a person to like what he is
doing in his job. A person might be good at something, but if he doesnt
like it, then there is no point in him doing the job.
Are they interested in technology and emerging markets? - S G Cowen
was a boutique firm which focussed on technology and emerging markets.
So a candidate which had an interest in these areas proved to be an asset.
Will they be committed to the firm and be loyal to the firm? - In the
banking industry, the company used to have high turnovers as many
employees used to shift to a different firm. So, it was essential to have
people who were loyal to the firm.
Do they have good interpersonal skills? - The work required the
employees to interact with clients who were looking for a person with
energy and enthusiasm. Thus, interpersonal skills became an essential job
requirement.

Will they be good team players? - The life of an associate was strenuous
as he had to spend long hours at work. Most of the deals were the result
of team activity and so, good team players were needed.
Are they mature in their judgements? - Since most of the decisions taken
at S G Cowen involved a lot of risk and responsibility, the candidates were
expected to show maturity in their judgements
Are they technically sound? - In the banking industry, it was very essential
to have knowledge of core finance concepts. Most of the decisions taken
were based on analysing financial data and making specific models.
Hence, the candidates needed to have strong technical skills.
Are they flexible and versatile? - Due to the inherent uncertainties of the
job, the candidates were required to be flexible and versatile

Other decision points

Apart from the decisions relating to the hiring of the candidate, a few other
decisions were also taken, especially at the planning stage:
Which schools should be targeted as core schools?
How many positions are available to be filled?
How many of the positions need to be filled from summer interns,
promotions and college hires?
How many rounds of interviews should be done?
Who all will the interviewers be?
These questions were mostly related to the planning stage and had to be
decided before the start of the recruitment process.

Evaluation of the process used by S G Cowen

Different components of the hiring process have been evaluated in the following
manner:
Talent Pool from which candidates are hired
SG Cowen hires three kinds of candidates for Associate positions:
1. Analysts who have completed three years at the firm and do not have any
business school education.
2. Summer interns with the firm
3. New outside hires from business schools
We believe that this is a wide talent pool and gives SG Cowen the opportunity to
select the best candidates for the associate position. Hiring from analysts makes
the recruitment process easier because these candidates have been with the
firm with three years. They have a better understanding about the firm and
have proven their cultural fit.

Informal Interviews
SG Cowen used informal interviews to gauge the interest of students in their
firm. Each core school had Team Captains who would usually be the alumni of
these schools and were responsible for interaction with the candidates. This was
extremely beneficial as it gave the students a chance to learn about the banking
industry. However, students at non core business schools did not have such an
option and had to approach bankers themselves for conducting these
interviews. This process was difficult and cumbersome as usually the bankers
would have extremely busy schedules. As described by Schoenberg, SG Cowen
was not very receptive to the people from non core business schools. The
process of informal interviews might thus create an undue advantage to people
from core business schools.
Also, the team captains are not human resource professionals and thus may end
up testing only skills and not personality. This might lead to bias creeping in the
process as the team captains might be selecting candidates on few
characteristics and thus stereotyping the candidates. The involvement in
recruiting activities was taken into consideration in the performance reviews
which decided year-end bonuses. This might be an insufficient motivation for
the team captains.
On Campus Round
Two rounds were conducted in campus. The first round was usually conducted
by associates or senior associates. Candidates were also tested for cultural fit in
these interviews. This helped to select candidates who would be able to work
efficiently and satisfactorily in the organisation. At the end of the first round
interviews, the two or three people who were interviewing candidates discussed
their observations about the candidates and compared their notes about the
different candidates. They had a fixed number of candidates to be chosen after
this round, ie, 6. The focus of interviewers was to quickly conduct a second
round so that they could be conducted on the same night for the 6 shortlisted
candidates. Ideally they should allow time between the two so that the
candidates are relaxed and at ease to give their best. Also, having a fixed
number of students whom they want to forward to the next round might result
in losing out good candidates or selecting not so good candidates.
Super Saturday - post lunch process - collective decision making
The collective decision making process lacks a proper structure. The process is
more qualitative than quantitative. The process relies on the recruiting skills of
the bankers who are more suitable to evaluate the job talent of the candidates
which forms only a part of the objective of recruitment process. One managing
director gets turned off by the salesy nature of the candidate while another
feels that he is eager to contribute and has a great attitude. When there is

disagreement on candidates, it is observed that the interviewers on both sides

have strong positive or negative opinions about the candidate in question. Thus,
there is a deadlock in the process.
We see the following problems with the group decision making process:
Escalation of Commitment for the interviewers
The 5 interviewers who have interviewed the candidate are made to
commit to a Yes, No, Maybe before the start of the interview process. So
when they present their views about the candidate to the group, they are
representing the candidate whom they have said Yes and have already
taken a position. Thus, they will try their best to protect that position.
There is very little chance that this opinion might change even after
discussion. Also, when interviewers are forced to take a position, there is
more chance of the final decision being more of a political decision than
being a scientific decision as co-bankers in the group are more likely to
vote for the candidate who has been approved by someone they like and
vice-versa
Groupthink
In the Super Saturday meeting, the 5 interviewers are made to commit to
a Yes or a No about the candidate she/he has interviewed. During the
post-lunch discussion process, where the final call is taken on the
candidate, there is very high probability for the rest of the group to be
biased by the number of yeses and nos and might go with the majority
due to conformity pressures. Say, a particular candidate has got 5 yeses a
1 no from his/her interviewers. There is absolutely minimal chance that
the rest of the group will even take interest in discussing the candidate
and might just want to get to the next candidate.
To overcome the above problem, we feel that they can make use of the
nominal group technique. In this method, the group can follow the following
process.
When a candidates name comes up for discussion, the 5 members
present their views of the candidate on various parameters using
examples from the interview. Some might be positive and some might be
negative
The remaining members of the group then ask for clarifications on the
views expressed by the interviewers to make sure they have understood
them correctly
There shall be no rebuttal of the views made by the interviewers or any
one-on-one discussions
After this period, there shall be a silent period and the different members
of the group shall vote Yes or No for the candidates.

Chip Rae will collect the votes and the results shall not be announced
immediately but shall be withheld till discussions on all 30 candidates are
completed. At the end of all the discussions, the candidates will be ranked
according to the number of yeses they have received and the top 20 shall be
given the offers.
Some additional features that can be added are:
Instead of the 5 interviewers presenting their views within the group, Chip
Rae can himself present the views without revealing the names of the
interviewers. This will reduce the chance of other members of the group
being biased by the source of the feedback (boss, subordinate, same team
etc)
Chip Rae can take the initiative to lead the group discussion. According to
researchi, one of the most powerful methods to improve decision making
is simply to make group members consider the opposite of what they
are thinking. This has been found to reduce errors in judgement caused by
biases.
Testing cultural fit at the first stage
The firm followed the practice of interviewing candidates for cultural fit in the
first round by asking questions about work and education experience and this
was used as one of the criteria for eliminating candidates. Research findings ii
have exposed the myth that companies that screen for values have better
performance than those that screen for intelligence. The research suggests that
though culture is a good determinant of job satisfaction and longevity in the
firm, it has low correlation with job performance. Moreover, given that the
industry in question here is banking which involves complex skills, we believe
that cultural fit should be given secondary importance and should be done at a
later stage in the process.
Overall positives of the S G Cowen hiring process

They hold their interviewers responsible for the quality of candidates they
bring thus ensuring that only the best candidates come to the firm.
It was made sure that the bankers were not partial in their selection
process and favouring candidates from their own alma maters though its
not mentioned how.

They looked for the right people with the attitude to work at SG Cowen
and were willing to go the extra mile to create jobs for them if required.

Writing down comments and making extensive notes about candidates

made it easier to recollect and discuss about their abilities.

Making sure that candidates are relaxed and comfortable before Super
Saturday.

They did reference checks with previous employers and ensured that
candidates gave the right information.

Their process answers the three fundamental questions necessary for

Selection Interviewsiii:
o Are the candidates competent for the job? : Candidates are
shortlisted on the basis of their resumes and their skills are checked
in the first round of interviews
o Are the candidates well motivated? : Informal interviews are done to
see if the interviews are really interested in the firm.
o How well they fit in the organisation? : Cultural fit is checked during
the interviews.

Other recommendations for the hiring process

One gap we find is that the process is fraught with uncertainty about
whether the candidate will accept the offer or prefer another firm. They
need to have an alternative in place so as to mitigate this risk. And the
recruitment process is also sandwiched into a very short time frame and
this will cause a lot of stress both for the interviewers and the
interviewees. Given that the firm is very particular about cultural fit,
initiative and on the job learning and they are inviting all shortlisted
candidates for a Super Saturday, SG Cowen can try to create an
Assessment Centre for the candidates in the long run.iv Assessment
Centres can provide a more comprehensive and balanced view of the
suitability of a candidate for an organization. They can design exercises to
simulate the key characteristics that they are looking for in candidates
and this will eliminate the subjectivity in the process. Since performance is
measured in several dimensions and several candidates are assessed
together to allow for interaction, it would facilitate better comparison of
candidates potential.v
A student who comes for a summer internship works in the organization
for 2-3 months. During this period, the organization can judge the
candidates skills, cultural fit and future potential and hence the firm can
make a better decision on hiring for a full time position. The students who
intern at SG Cowen has 2 months to understand the culture of the firm
and hence can make an informed decision if they want to pursue a career
with the firm. So the acceptance rate will be much higher compared to

that in the case of new recruits. The current number of associates hired
from summer interns is 8. This can thus be increased in the future.
MBTI to assess work ethics and personality type
While a lot of emphasis is laid upon personal fit in the organization, it is
quite difficult to gauge a persons fit objectively. To eliminate any
discrepancy and to scientifically analyse a prospects work ethic and fit,
we could have them answer an MBTI. The MBTI is a standardised test and
we have results from past tests to guide us in this regard. Study of a
number of Investment Banking personnel profiles has revealed that
Investment Bankers typically fall into one of these personality types: INTP,
INTJ, ESTJ, ENTJ, ISTJ.vi

Assessment of current evaluation criteria

Currently the candidates are being judged on the basis of the following
parameters:
Commitment to firm
Judgement/Maturity
Interpersonal skills -(Impact/Presence and Communication Skills)
Leadership -(Initiative and Motivation)
Technical Skills -(Creativity, Modelling, Accounting/Finance and Prioritizing)
Work Ethic
Commitment to firm:
Almost all firms without exception would want to recruit for the long term.
Especially in the current scenario in the investment banking industry where
firms are fighting for talent and given that SG Cowens employees would be
wooed by the top banks, it makes all the more sense for the firm to measure
candidates commitment to the firm. This can be gauged by the candidates
profile, interest shown in the informational interviews.
Interpersonal skills
Given that SG Cowen is a boutique Investment Bank, Associates would be
involved in a high level of exposure to clients. They need to be well versed in
oral communication since that is crucial to perform their duties effectively.
According to Rae long-term success .. came from loving the work, loving to
teach and sell . Candidates would need to have very good inter-personal
skills to be able to sell well
Leadership
The firm needed people who were go-getters, self-driven individuals who could
take initiatives without being given instructions on what to do. This can be
gauged by the past leadership experiences of the candidates and whether they
demonstrated a pattern of success in such opportunities and the way they

handled such an opportunity in their previous work environment..In

Schoenbergs words Wall Street does not give enough time to people to
develop slowly and according to Fennerbresque We want the type of person
here who doesnt need to be told what to do. . We want the self-starter. Thus,
we can figure that leadership and initiative is very important for prospective
candidates
Technical skills
At the end of the day a persons technical prowess, number crunching skills,
domain knowledge of Finance & Accounting, creativity and ability to prioritize is
what helped one deliver his duties. So the management had earlier rejected
candidates who fell short on these criteria. And we too think this is the right
move since at the end of the end this is what the client would be paying for. For
instance, from the Exhibits, we infer that Bill Berry had been rejected since he
lacked number crunching skills and William Xu had been dinged since he fell
short on Accounting Skills.
Overall, we are in agreement with the usage of the criteria in the evaluation
form. But we feel there is no scientific basis for the overall rating in the
evaluation form. This may introduce bias in the final decision. Some may feel
technical skills are more important, while others may feel interpersonal skills are
more important and their overall rating might depend on their personal opinion
Move form subjectivity to objectivity - Need to construct linear models
Based on our analysis of the process and evaluation form used to judge a
candidate, we feel that the role of intuition is very high. Though intuition is a
very useful and powerful tool, it is fraught with biases and can be counterproductive especially in an exercise like recruitment. There has been research
done in this area to create systematic strategies to help people overcome
these biases. Researchers in this field have distinguished between two types of
thinking - Type 1 which is intuitive fast, automatic, effortless and emotional
and Type 2 which involves reasoning slower, conscious, effortful and logical.
Research advocates using linear models to move decision making based on Type
1 to one based on Type 2. This has especially been found to be useful in hiring
and admissions.
The usage of linear models will reduce the subjectivity that is currently present
in the process and will also bring in consistency in judging different candidates
on similar grounds. Chip Rae should take the lead in designing this linear model
as he is exposed to the different banking teams and has been a banker himself
and he can design a model that reflects the overall wisdom of the firm.

Based on the information given in the case, we have evaluated the importance
of each criteria and we have given the following weights for each of the criteria

Category

Weights

Commitment to Firm

10%

Judgement/Maturity
Interpersonal
Impact/Presence
Communication Skills
Leadership
Initiative
Motivation
Technical
Creativity
Modeling
Accounting/Finance
Prioritizing
Work Ethic
Team Player
Flexibility/Versatility
Motivation

10%
5%
8%
7%
8%
7%
7%
12%
6%
7%
7%
6%

Technical Skills: We have given this the highest weight. Investment banking is a
skill-heavy job and firms are fighting for candidates with high technical abilities.
Given that SG Cowens core competency and competitive advantage comes
from research, technical skills should be given the highest weight (32%).
Work Ethic: SG Cowen is a boutique firm. Because of its small size, its associates
usually work very closely with firms and they need to demonstrate good team
abilities and flexibility as they are given high responsibilities and very little
hand-holding. Also very important is the fact that the candidate must be
motivated to join the company as if a person rejects the offer after being made
one, then the company has committed an error. We have given this a weight of
20%
Leadership: The importance of initiative and drive is expounded by various
senior members in the firm. All of them unanimously feel that in a field like
Equity Capital markets, it is very important to have the drive to learn on ones

own. They also talk about the importance of being a self-starter in a small firm
like SG Cowen (15%)
Interpersonal Skills: SG Cowens associates work very closely with clients, often
taking on huge responsibilities that they would generally not take on at other
firms. Also, they need to frequently interact with co-bankers and managers as
this is a collaboration-intensive field of work. We have given this a weight of
13%
Commitment to Firm and Judgement & Maturity: As stated earlier, it is very
important to retain talent in the investment banking industry where there is
dearth of the right talent. Also, there are a lot of situations in I-banking where
bankers need to use their judgement to make a decision. We have given both of
these 10% each.

Evaluation of the four candidates

We decided to evaluate the candidates using the linear model proposed earlier.
Based on the weights accorded to the different parameters, a scorecard was
prepared for each of the four candidates. The candidates were given a rating for
each of the parameter Outstanding, Good, Fair and Unsatisfactory. Also, a
score was awarded for each of these parameters. The weights given to the
parameters were then multiplied with the scores to give a weighted average
score for each of the candidate. These scores are tabulated below:

Parameter
Commitment to
firm
Judgement/
Maturity
Interpersonal
Skills
Impact/
Presence
Communication
Skills
Leadership
Initiative
Motivation
Technical Skills
Creativity
Modeling
Accounting/
Finance

Weights
(total 100)

Natalya
Godlewska

Martin
Street

Ken
Goldstei
n

Andy
Sanchez

10

10

7
8

9
8

9
7

9
9

9
9

7
7

5
10

5
5

5
9

5
5

12

10

Prioritizing
Work Ethic
Team Player
Flexibility/Versatilit
y
Motivation
Overall Rating

7
6

7
5
7.07

5
5
5.9

7
5
6.59

5
6
6.88

A detailed scorecard (along with the reasons and observations) is provided in

the Appendix.
So based on the weighted scores, we can see that the two people who should be
selected are Natalya Godlewska and Andy Sanchez.

Appendix
Scorecard for Natalya Godlewska

Natalya Godlewska
Commitment to
firm
Judgement/
Maturity
Interpersonal
Skills
Impact/
Presence

Communication
Skills
Leadership
Initiative
Motivation
Technical Skills
Creativity

Weights
(total
100)
10

10

Mar
ks

Remarks

Outstandin
9 g

Reasons
Called the bankers she had met at
presentation for informational
interviews

7 Good

Having worked in the industry for 4

years, she showed an in depth
knowledge of the sector

Unsatisfact
1 ory

4 Fair

Seemed stiff and uncomfortable so

may not be a great cultural fit
Her less than perfect English might
affect her ability to work with fellow
team members, but she will be a hit
with the clients due to her positive
energy

Outstandin
9 g

Was highly recommended by her

referee and she displayed a "can-do"
attitude

Outstandin
8 g

She seemed ambitious and ready to

work hard

5 Fair

Modeling
Accounting/
Finance
Prioritizing
Work Ethic
Team Player
Flexibility/
Versatility
Motivation
Overall Rating

Outstandin
10 g

12
6

Outstandin
10 g
5 Fair

7 Good

7
6
7.07

7 Good
5 Fair

Worked 4 years in firm which

developed modelling software for
M&A firm
Secured the highest GPA in the
finance department and served as
graduate teaching assistant in
finance program at Cornel

Good reference from her referee

Speaks fluent Russian, Polish,
German and some French

Scorecard for Martin Street

Martin Street
Commitment to
firm
Judgement/
Maturity
Interpersonal
Skills
Impact/
Presence
Communication
Skills
Leadership
Initiative
Motivation
Technical Skills
Creativity

Weights
(total
100)

Mar
ks

Remarks

10

Unsatisfact
1 ory

10

7 Good

Reasons
Though he said he preferred the
boutique nature of S G Cowen, it was
not sure if he would accept the offer
if made
Having served for 4 years in the
military, he was expected to show a
high maturity level

Outstandin
9 g

Dynamic Personality

Outstandin
9 g

Confident and articulate

Outstandin
9 g

7 Good

5 Fair

Having served in the military, he led

a rescue operation in Bosnia
He was involved in a number of
activities, as diverse as marathon
racing.

Modeling
Accounting/
Finance
Prioritizing
Work Ethic
Team Player
Flexibility/
Versatility
Motivation
Overall Rating

5 Fair

12
6

5 Fair
5 Fair

7
7
6
5.9

7 Good

Grades not known due to college

policy
Grades not known due to college
policy

Expected due to his military service

5 Fair
5 Fair

Scorecard for Ken Goldstein

Ken Goldstein
Commitment to
firm

Judgement/
Maturity
Interpersonal
Skills
Impact/
Presence
Communication
Skills
Leadership
Initiative
Motivation
Technical Skills
Creativity
Modeling
Accounting/
Finance

Prioritizing
Work Ethic

Weights
(total
100)

Mar
ks

Remarks

Reasons

5 Fair

Family life balance was very

important for him

3 Fair

Had a lot of responsibilty in his

previous job. Used to be in charge of
things. However, it was believed that
he might be too mature and would
not be suited for associate position

7 Good

Had positive evaluation from all his

interviewers

7 Good

Had positive evaluation from all his

interviewers

Outstandin
9 g
Outstandin
9 g

Managed multiple teams

simultaneously; Won multiple
accounts
Quickly rose to the post of manager
at PWC;

5 Fair
Outstandin
9 g

Resolved technical issues for clients

12

Outstandin
9 g

Outstandin
9 g

10

10

7
8
7

Drew up budgets and pricing for

projects at his earlier firm
Handled a lot of responsibilty and
had a positive performance appraisal
showing that he manages
responsibility well

Team Player
Flexibility/
Versatility

Motivation
Overall Rating

Unsatisfact
2 ory

7 Good

There were concerns that he might

not be able to fit with the team due
to his experience at a high post and
the responsbility he had in his last
job.
Worked on various issues from
budgeting and pricing to resolving
technical issues

5 Fair

He wanted to maintain a work life

balance and give time to his family
which might not be possible due to
hectic schedule of an associate

6
6.59

Scorecard for Andy Sanchez

Andy Sanchez
Commitment to
firm
Judgement/
Maturity
Interpersonal
Skills
Impact/
Presence
Communication
Skills
Leadership
Initiative

Motivation
Technical Skills
Creativity
Modeling
Accounting/
Finance
Prioritizing
Work Ethic
Team Player
Flexibility/

Weights
(total
100)

Mar
ks

10

Outstandin
9 g

Reasons
He had several informational
interviews with the firm and talked
to other asosociates on several
occasions whenever it was possible

10

Outstandin
9 g

Had a profitable business; Was good

at making the right decisions for
himself at the right time

7 Good

Friendly to candidates; Good at

making people relax

Outstandin
9 g

Always sent follow up mails to

people he talked to; Spoke very
cogently about banking industry

Outstandin
9 g

Outstandin
9 g

7
7

5 Fair
5 Fair

12
6

5 Fair
5 Fair

7
7

5 Fair
5 Fair

Remarks

Started his own business during first

year of college - was successful
Enrolled in business school while he
was running his own business and
managed both the responsibilities
well

Though he had great GMAT and SAT

scores, his GPA was very less

Versatility
Motivation
Overall Rating

References

6
6.88

6 Good

Wanted to try out new challenges in

the banking sector and so he left his
venture

Milkman, K.L. , Chugh D. , Bazerman , M.H. (2010 Winter) Intuition vs

Deliberation: How decision making can be improved, Rotman Magazine
ii
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