Archive for the ‘Student Life’ Category

Hello everyone!

My name is Rachel Li. I am an international student from China and I’m now a candidate in the Master of Financial Risk Management (MFRM) program at SFU.

The MFRM program is an excellent program from which I have learned a lot of new and useful material.  I came to SFU in August last year. I have learned a lot in this program about not only finance, but programming and statistics as well. The subjects taught outside of finance were completely new to me. With the help of the Career Management Centre, I’ve learned that a multitude of employers in financial industry are looking for potential employees who know about more than just finance. Since the financial crisis in 2008, financial institutes have attached more importance to financial risk management. Thanks to this program, I’m now on my way to having a more diverse level of knowledge. I believe my decision to enroll in the MFRM program was a wise choice.

Besides the courses offered, this program also provides a lot of real-world experience. In the student-run endowment fund, SIAS, I’m a fixed income analyst. In the first semester, I was mainly focused on the analysis of the whole fixed income portfolio against the benchmark. I was fortunate enough to meet two professionals in fixed income to learn about how a fixed income portfolio is managed. This semester, I’ve shifted my concentration to the credit risk analysis of bonds. This is also quite new for me, so I’ve been reading some books about it. My teammate and I have made a template of credit risk analysis based on credit rating agencies and financial ratio analysis. I look forward to learning more about this as I take the course offered later in this program on Credit Risk.

Before joining the SFU’s MFRM program, I attained a Bachelor of Finance from Shandong Financial University. I was awarded the “National Scholarship” and graduated as an “Excellent Graduate Student”. I also passed the CFA level I exam in the fourth year of university, and am now a CFA level II candidate. In this process, I have learned a lot about finance and now I’m trying to put what I have learned into practice in SIAS.

Vancouver is really a wonderful place to live in. The weather here is always cool; neither too hot nor too cold. There are many scenic spots to visit; I have been to Stanley Park, Cypress Mountain, Central Park and a lot of other beautiful places. Throughout my stay in Vancouver, I have gotten more of an idea about western culture such as food, lifestyle and how to be open to people from different cultures.

As an international student who first arrived in Canada five months ago, I still need time to adapt to the environment. Language is one of the biggest difficulties I’ve faced. However, throughout the first term my English has improved a lot. This improvement has come from communicating with people around me as much as possible.

The following months will be much more fulfilling and intense. However, I’m confident that I can manage my time very well to balance the social & academic activities and the participation of SIAS.

Rachel Mingying Li

Someone recently told me that 20 years from now, it won’t be the lessons we’ve learned in classes like accounting and economics that we remember from our MBAs, but rather that the memories will come from the connections we make with our classmates and the moments of fun and excitement that we experience together.  But that’s not really accurate.  These aren’t two separate things.  The knowledge we’re gaining in the classroom is constantly being reinforced and built upon and shaped by the people we’re gaining it with.  Every single one of us brings a unique combination of experiences, talents, and skills that influence the group and allow us to see the world in new ways, or to discover an insight that would have remained hidden, or to accomplish a goal we couldn’t have reached on our own.

Never was this more clear than in Edmonton this weekend at the MBA Games.  35 of us traveled to Alberta to represent the Beedie School of Business in academic, athletic, and spirit competitions.  We went up against the best and brightest of 18 other business schools in Canada, and not only did we hold our own, we learned some valuable lessons in the process.

Our academic teams did the school proud with excellent results.  Our marketing team was able to combine their considerable skills and and backgrounds to build a presentation that carried them into the semi-finals.  Our strategy team took the lessons of professors like Craig Emby, Mark Moore, and Leyland Pitt, as well as their own personal insights and skills, and channeled them all into a presentation that earned them fourth place.  Finally, the strong finish of our operations simulation team demonstrated that how we use information is just as important as the information itself.

In ultimate frisbee we earned a hard-fought third place, despite facing teams with far more experience and training, and in the process learned important lessons about having trust in our teammates and the power of sheer determination.  Likewise, we had strong showings in volleyball and dodgeball, proving that leadership and teamwork is every bit as important as finance and marketing.  These might seem like small insights; they’re not. An MBA is more than a pile of formulas and concepts, and learning to work together to get a frisbee across a line while a determined group of people are doing their best to stop you is every bit as legitimate as learning to read a balance sheet, and it can’t be taught in a classroom.

In fact for me, the most impressive performance of the whole weekend was how well we acquitted ourselves in the spirit category.  When you spend your days looking at numbers and case studies and formulas, it can sometimes be easy to lose sight of how important people are to accomplishing anything.  And we have the best people.  We were always the loudest; we were always the biggest; and we were always the brightest.  I can’t tell you how many times I heard people say how intimidating we were to compete against, because our cheering section was relentless.

And I can’t tell you how important it is to know your people are behind you when you’re trying to find the strength to jump just a little higher for the frisbee, or you’re trying to calm your nerves before presenting to a panel of judges.  Anyone can make lip dub videos and learn dance moves and order some t-shirts, though we did all of those things better than anyone.  The real test of a team is seeing who shows up to cheer their teammates on at the end of an exhausting day, when they could be napping or shopping.  The real test of a team is whether we get angry when someone fumbles a ball or whether we cheer twice as hard.  The real test of a team is whether pressure brings them together or drives them apart.  I met a ton of people this weekend.  They were all smart, welcoming, good people.  But they weren’t my people.  I know I’m not alone when I say that the biggest lesson of the weekend was confirming that I made the right choice when I chose SFU.

SFU Beedie School of Business team: Scott Gage, Matthew Harris, Dave Crozier and Lindsay McIvor

SFU’s Beedie School of Business was honoured by the invitation to Schulich’s inaugural Case Competition on Sustainability in the Mining Sector and was thrilled at the opportunity to engage with this increasingly pressing issue. The team of four was assembled about a month out from the competition, with Scott, Dave and Matt having had experience in the mining sector, and Lindsay’s education being in the field of Sustainability. With two representatives from the 2010 MBA cohort and two from the 2011 MBA cohort, the team enjoyed the opportunity to get to know each other and to reconcile our visions for the case.

As soon as we got together we started to reach out to the Mining community in Vancouver, with the help of Stephanie Bertels, who acted as our “coach” during the preparation period. The team received the case two weeks out from the competition and it entailed a property in Papua New Guinea which is owned by Barrick Gold, who was the main sponsor of the competition. This particular property was acquired in 2006 as part of a bundle acquisition of 12 properties in total. The problem is, the property came with serious “legacy issues” such as human rights infractions and a method of tailings disposal which entails dumping the tailings directly into the river system – something that has been outlawed at all but two mines in the world due to the real and perceived environmental impacts of the practice. The construction of a conventional tailings pond at the site has been deemed unsafe as a result of the highly unstable geographical characteristics of the region. While this mine is proving very profitable for Barrick, there has been some backlash from the investing community attributable to the perception that the company’s ownership of the property is not up to international ethical standards. The questions posed in the case asked how mining companies can factor into their acquisition model the risks and rewards of sustainability issues, and upon acquisition, how can mining firms ensure that their corporate sustainability values and policies are effectively integrated into the acquired operation?

The issues at hand and the questions put forth in the case are incredibly complex, challenging, and relevant to the problems which the industry as a whole is increasingly faced with. The overwhelming participation of key industry actors as judges – including dozens of CEOs and other high level executives from some of the world’s largest mining companies – was impressive and demonstrated the serious tone which the industry is taking in regard to sustainability issues in mining. While we did not finalize at the competition, working on the case and engaging with these issues has been one of the most rewarding experiences of the program.  The team would like to take this opportunity to thank SFU’s Beedie School of Business for fully supporting our participation in the Schulich International Case Competition and to sincerely thank Stephanie Bertels for her dedicated assistance to the team.
 

All the Best,

Lindsay McIvor

A team of MBA students travelled to Toronto to represent the Beedie School of Business and the Financial Executives International (FEI) Vancouver in the Best in Class Invitational Case Competition, presented by the Toronto chapter of FEI Canada. Teams of four competed in a real time environment where they were given business situations and crises based on an existing public company. The teams then presented solutions and recommendations to a panel of judges.

The members of the Beedie MBA team—Rachelle, Matt, Tim, and Rob—recount their experience in the competition.

November 10

Bright and early flight at 0700, we were all a bit bleary, but after a few cat naps the fog cleared and we had arrived in the bigger “Big Smoke”. After a relatively short cab ride and check in at the hotel, we had about 45 minutes to get ready for the site orientation at Ryerson. We arrived at The Ted Rogers School of Management at Ryerson and were amused but amazed to find it above a Canadian Tire and Best Buy in the heart of downtown T.O. After a brief facilities orientation and a review of the FEI rules and introductions from the Ryerson coach and Dean, we were released for the evening. Following a brief reception at Ryerson, we found a little pub called the Fox and Firkin across the street from the hotel and began to formulate a strategy.

November 11

Bright and early, 0400 Pacific Time, we were back at Ryerson for the case presentation from the company executives. This year’s case was Cineplex, a Canadian entertainment giant. The presentation consisted of an investor-focused discussion of the performance of the firm over the past few years.  One of the rules of the competition is team anonymity, which we nearly violated by bringing Beedie bags to the presentation. A quick solution by our resident engineer Matt and some electrical tape solved the problem before the executives arrived.

Probably the most interesting component of this case was the lack of a clearly identifiable problem. The firm had been performing well over the last several years, despite the global recession, and had generated $1 billion in revenues in the last fiscal year.

After some questions, we were led to the academic quarantine to discuss the case to decide the primary challenge and how to manage Cineplex’s growth strategies. We worked late into the evening, fueled by cold Pizza Pizza (similar to Little Caesars), Tim Hortons (gallons and gallons of Timmys), and pop. Once we had thoroughly and completely burned our brains and were satisfied with our presentation, we called it a night.

November 12

Back at Ryerson bright and early (and really missing our beautifully pristine campus), we had some time to review our slides and print copies out before the presentations began. We were called back to the main auditorium for the presentation draw. It was a highly technical process, whereby FEI Toronto Chapter Chair drew team names from a hat. We were selected to present at approximately 1100 and had the opportunity to meet with Mr. Brad Bardua, Vancouver FEI Chapter President, who had flown to Toronto to offer support to our team.

We returned to our meeting room to practice before our presentation. Before long, it was our turn and we presented our case analysis to a panel of judges. Despite some minor hiccups, the presentation went relatively smoothly. The question and answer period was definitely intense and we were met with some very challenging questions including some we had not considered during our discussion.

After the Q&A, Brad took us out to lunch and gave us some great feedback on what we had done and what we needed to focus our attention on.  It was great to have a friendly face in the audience and even better to get immediate feedback on our delivery!

Once all of the teams presented their cases, the competition committee called us back and delivered the crisis: Netflix was in a position to offer same-day release for new movies (simultaneously with the box office). It was our task to determine a strategy to mitigate the threat.

We were allotted approximately 1.5 hours to complete an analysis and presentation of our crisis recommendations. A frenzy of discussions and PowerPoint generation ensued. We completed the deck, but much to our frustration and the frustration of a few other teams, one of the teams had decided to double-side print their deck. This tied up the only printer on the floor, producing one page every 4 minutes.  We were not able to produce our deck, but as it turns out, we were not selected to present in the final.

The eight teams that did not present in the final were given a glass plaque in recognition of their participation and hard work. We were then able to relax a little, watch the final presentations, and learn from the strategies presented by some of the other teams. It is always interesting to watch others present the same materials and see what does and does not work in presentations.

After the completion of the presentations, we headed back to the hotel to drop off our gear and head out to the banquet at the Hart House at the University of Toronto, where we were able to meet and chat with some of the other teams before heading for dinner. There, we met some distinguished alumni including Brian Haines, Steve Wade, Rob, and Matt Yelavich. Following some great conversation, food and some drinks, we went to another pub near the hotel with the team from the Haskayne School of Business at the University of Calgary.

Before we knew it, the time had come for us to catch our flight home to Vancouver.

The Best in Class Case Competition was an amazing learning opportunity to apply our academic knowledge to real-world problems and it was great to meet with other MBA Candidates from other institutions, compare notes, and develop some good connections.

We want to extend our thanks again to FEI Vancouver for the opportunity to represent the Chapter at the national level, and especially to Brad Bardua for coming to Toronto to offer his support and feedback. We also want to gratefully thank the Beedie School of Business for its support in this competition!

Cheers!

Rachelle, Matt, Tim, and Rob

A team of four MBA students – Peter Konefal, Connie Chang, Farzian Aminuddin and Arjun Maruthi – traveled to Toronto during the weekend of November 18^th to 20^th to represent the Beedie School of Business at the TATA Cup Sustainability Case Competition.  Founded by Mr. Mukesh Gupta, Director of Strategic Relations at Tata Consultancy Services (a subsidiary of the Tata Group, a multi-national corporate giant based in India), the competition was designed with the intention of providing MBA students with the opportunity to practice incorporating corporate social responsibility practices into their strategic planning processes.

The team arrived in Toronto on the late afternoon of Friday and attended a reception held at the Ted Rogers School of Management building, located in the core of downtown Toronto. The reception served as an exceptional networking venue for students from twelve MBA programs across North America (primarily from Canada).  At this introductory gathering, the contest format and details were introduced by Dale Carl, Director of Graduate Students at Ryerson University – the winning school for last year’s TATA Cup.  Carl closed off the reception with a final tip on the topic of the next day’s case, identifying that the topic would be on a man-made international catastrophe that occurred in the most recent year or two.  After the reception, the team went off to brainstorm ideas on potential topics and we unanimously agreed that the man-made British Petroleum (BP) oil spill that occurred in April 2010, which caused severe economic, social and environmental damage to the Gulf Coast, was the likely candidate.  We worked late into the night running a practice simulation on this topic and then went to bed feeling satisfied having undertaken our due diligence.

We woke up early the next morning, feeling refreshed and confident from our practice session.  We opened the case package as soon as we arrived to our designated room and were slightly taken by surprise when we learned that the case was in fact the Fukushima Daiichi nuclear disaster that took place in March 2011. In retrospect, the selection of this topic was just as likely as the BP oil spill and the team would have benefitted by exploring and researching a number of potential topics.  However, as one teammate pointed out, we made the mistake of over-focusing on the technicality that the Fukushima event was caused by a tsunami – a natural disaster – even though the extent of the damage was primarily due to the nearby man-made nuclear power facilities.  The lesson learned?  When faced with preparing for potential topics in case competitions and in other situations, it is useful to brainstorm a wide range of possibilities and spend a bit of time preparing for the most likely subjects before narrowing down to a single topic.

We swiftly moved on from our disappointment that the topic wasn’t the one that we had prepared for and worked through the case as we normally would have.  We were diligent in ensuring that our case preparation was well under the three hour time limit and we prepared clean and informative presentation slides with a focus on solving the issue using a triple-bottom line approach.  We had a little less than an hour to practice our presentation and we were able to provide pointers to one another on how to add clarity and the personal touch through stories and examples.  It was evident that we worked well as a team and trusted one another – a team trait that is so critical, especially when working under time pressure and in preparing for the judges’ question period – a process that is best if every team member is able to step up and represent the team in their response.

In our opinion, our final presentation to the panel of judges was a success and for some of us, it was a personal best.  We stayed well in tune with our role-playing efforts as consultants presenting to the TEPCO Board of Directors, starting off the session with a cultural Japanese bow and speaking clearly and confidently both during the presentation and the question period.  However, we recognize that there were two main downfalls to our presentation which serve as lessons learned for the future:

1.)   It is critical to allow for extra time to practice the presentation to perfect the timing of each component.  Our team fell short of the allotted 20 minutes and therefore lost our opportunity to discuss some important points in a greater level of detail.

2.)   It is useful to review the judging criteria sheet once more just prior to practicing the presentation to ensure that each major topic is sufficiently covered.  Our team focused too heavily on ensuring the flow of the presentation and on our strategy’s implementation plan, which led to less coverage of other major components.

When all the presentations were over, we were served lunch and the results were announced – the three schools who made it into the final round were University of Ottawa, Queen’s University and University of Alberta (in order of final ranking).  All MBA students were given the opportunity to see the presentations that made it to the finals, which were tweaked with an extra piece of information given solely to the finalists.  The competition was exciting to watch and we were able to learn from the quality presentations given by the finalists.  In the end, Ottawa took home the gold, while every participant of the Tata Cup were given participation plaques, Starbucks gift cards, as well as introductory job interviews by Tata Consultancy Services.

Overall, this was a fascinating event and a great opportunity for MBA students to develop professionally – both as an individual and as part of a team.  We were put in an uncomfortable situation and overcame the challenge with the company of like-minded individuals, and emerged as stronger business professionals at the end.  Based on these experiences and through our discussions with other MBA students, we also took home valuable lessons of how Beedie can administer new case competition initiatives to improve their role in providing future opportunities for our MBA students.

On Tuesday, June 28, I had the opportunity to attend the Farewell Tribute Dinner for SFU’s chancellor Dr. Brandt Louie, who retired after 11 years of service to the university. Dr. Louie served for two terms as SFU’s 9th chancellor and also as a member and chair of the university’s Board of Governors. He is one of the BC’s leading entrepreneurs as Chairman & CEO of H.Y. Louie Co. and Chairman of London Drugs – and he is a previous winner of the prestigious “Entrepreneur of the Year” award bestowed by BC Business Magazine.