Our Examination of HP’s 3D-Printing Business — Part of an Award-Winning Financial Analysis Presentation

By Gannon Kim (BS,  Accounting Concentration ’17)

Earlier this year, I was a part of a student team representing the GGU Investment Research Club (IRC) that won the regional CFA Institute Research Challenge  (prevailing over graduate schools across Northern California). The competition required teams to research a publically traded company, create a written report, and deliver a group presentation to a panel of financial services professionals. During this year’s competition, we were tasked with analyzing HP Inc. and presenting a buy, hold, or sell recommendation of its stock.

Part of our presentation included an analysis of HP’s 3D printing business, which we felt was a promising endeavor for the company and the key to its future revenue growth.

The portion of the 3D-printing market that prints in plastic material – rather than metal – is of interest to HP. The lucrative nature of these types of products (along with soon-to-be expiring patents of the technology) has attracted a huge upswing of new entrants to the market. This threatens the positioning of current market stakeholders: Stratasys (addressing high-end, commercial-grade needs) and 3D Systems.

HP’s First 3D Printer

HP released their first 3D printer in 2016, the HP Multi-Jet Fusion 3D Printing Solution. The product is bridging the gap between high-end (Stratasys) and entry-level product offerings (those made by 3D Systems and start-ups) — by creating one of the world’s fastest, production-ready machines.

Our team determined that  HP’s ability to leverage their supply chain & production scalability, partnerships, and brand reputation will help them — in the words of HP’s 3-D Printing President — “disrupt the $12 trillion manufacturing industry and […] democratize manufacturing.”

In terms of the research process, one take-away from this experience was recognizing the power of conducting a ‘channel check’ — i.e. going into retail stores & interacting with sales staff or asking experts (such as Professor Jain) about their insight about a company.

Consulting with an Industry Expert

As most of the team members had limited familiarity with the 3D printer products & its market, we turned to the insight of Pravin Jain, a mechanical engineering professor at Santa Clara University. His in-the-field expertise provided us with a better understanding of HP’s strategy for 3D products. HP aims to build an ecosystem for its 3D printers and has become very involved in the product development process (which includes the development into the software, material inputs & supplies, and 3D-scanning process) and has since reached out to its academic partners to take part as well.

Drivers of HP’s promising future include the strategic and synergistic alliances that it makes with software companies (e.g. Autodesk, Siemens in order to create a more streamlined product), materials suppliers, and users (for direct input on how the device is being used, performance & improvement benchmarks, etc.). From our channel check, we found that HP is approaching manufacturing businesses (i.e. Nike, BMW, Johnson&Johnson) and research institutions to test its technology.

Overall Analysis of HP

There are three key points that are worth highlighting about HP overall.

1. It is financially “healthy,” having a high cash balance and is looking to return it to investors (making significant stock repurchases in the future).

2. It has a strong management team, with the leadership of CEO Dion Wiesler who adds a wealth of industry experience through his roles in Acer and Lenovo consumer electronics divisions.

3. It maintains dominant positioning in the core business (printers and PCs) – and has the potential for the 3D printer business unit to help the firm grow organically.

However, we are concerned about the state of its core business,  as the market has matured and HP faces increased global competition. Revenue has also been declining (since 2015). In addition, the company derives more than half its revenue abroad and has justifiably invested to create a global supply chain – sourcing materials, labor, and clients from other countries. By consequence, any significant changes to U.S. foreign policy can present some amount of geopolitical risk (but was not predictable at the time, particularly with a transition of a new U.S. executive administration).

Our presentation for the competition was more “cautionary” in nature, and we felt that prospective investors probably should not “buy-in” while current holders of HP stock should not head for the exits.

Research Process 

In terms of the “research process,” one takeaway from this experience was recognizing the power of conducting a channel check – i.e. going into retail stores & interacting with sales staff or asking experts (such as Professor Jain) about their insight about a company. Of course, reading online reports can give a good picture, but there is more to gain when it is supplemented by direct interactions.

Hold Recommendation

Our investment rating for HP was “Hold” (neither bull nor bear) because there was quite a lot of positive/negative trade-offs taking place. Our presentation for the competition was more “cautionary” in nature, and we felt that prospective investors probably should not “buy-in” while current holders of HP stock should not head for the exits.


San Francisco CFA Investment CompetitionInvestment Research Club members with Finance Professor Dave Kaczorowski, CFA (competition mentor) at far left. Continuing left to right: Zhe-Yuan Zhang, William Xu, Gannon Kim (author of this blog post), and Hemal Patel.


Ask about the undergraduate Finance Concentration or MS in Finance degree >>

International Graduate Students at GGU in San Francisco

In honor of International Education Week, we’d like to share the stories of students from overseas who are in graduate school at GGU’s San Francisco campus. Among the international students from over 46 countries are:

Tsovinar Yenokyan (MS, Marketing ’18), Armenia

international-armenian-student

Tsovinar has been driven to succeed from an early age. She started to work at age 16, which was not common in her native country of Armenia, and began what she calls her, “long-lasting relationship with marketing.” Two years later, she took a Brand Manager position at Starcom Mediavest in Armenia.

Each student has an advisor and mine has been helpful in answering questions about student Visas and my curriculum.

Tsovinar’s story >>


Jatin Jaiswal (MBA, Marketing Concentration ’17), India

Jatin made his way from India to Golden Gate University in part to take advantage of San Francisco’s innovative technology environment. He landed an internship at a local start-up called FinTech School where he applies skills he picked up at GGU such as SEO, email marketing, and social media. But he says a big part of his education has been learning how to collaborate with people with different backgrounds and personalities.

Steve Jobs said that people are there to help you and all you have to do is ask. In San Francisco, I had coffee with people from Salesforce just by writing them through LinkedIn.  You may not get a job, but it leads to the next thing.

Jatin’s story >>


Zhaoqian (Anna) Zeng (MBA, Supply Chain ’17), China

Zhaoqian (Anna) Zeng is from China where she earned a bachelor’s degree in Law from Shanghai’s Customs College. After working in import and export operations, she wanted to expand her career. Golden Gate University provided a very comprehensive program in Supply Chain that covered the aspects of operations she found the most interesting: strategy and tactical operations.

San Francisco is a very welcoming place and people from different cultures feel comfortable here. There are young, energetic people here who are absorbing new information every day. These are the reasons I want to stay here after I complete my degree.

Anna’s story >>


Hussain Aziz Sham (MS, Marketing ’19), India / Dubai

Hussain a member of the Student IT Advisory Board, a Graduate Student Assistant in the GGU eLearning Department, and Vice President of the GGU Marketing Club. The members of the club participated in the Marketing Edge competition this year, which challenges student teams to produce a marketing plan to solve a real marketing problem posed by a real company.

 

At GGU, you will have the chance to meet, collaborate and make friendship with students who come from all over the world – India, the Middle East, China, and others — and bring their unique experience into classroom discussions and projects.

Hussain’s story >>


Learn how GGU supports its international students from start to finish >>

Preparing for the CFA Exam and a Career in Finance: MSF Student Taylor Tsao


Taylor Tsao recently completed a year in the Financial Reporting & Accounting Services division at CalPERS — the largest public pension fund in the United States — and is taking online classes from Golden Gate University. A student in the Master of Science in Finance program with a concentration in Investment Management, he is preparing to take the first of three CFA exams this December.

Tsao says that the Master of Science in Finance program’s recent admission to the CFA Institute University Affiliation Program is important to him. “It shows that what we study aligns with the CFA exam curriculum,” he says. “For example, the Corporate Finance course that I took with Dr. Andrea Anthony covered most of the Corporate Finance topic material from the CFA exam and also went into greater detail.”

Students in Dr. Anthony’s class were challenged to fully analyze a fictitious company by using its financial statements to forecast future cash flows and give a recommendation based on the data. “Not all of the assignment skills are covered on the CFA exams, but they will be very important to succeed in finance, such as determining a company’s intrinsic value.”

At a modest-sized University like GGU, Tsao says he gets more personal attention and that faculty members are always very responsive online. For example, Finance Professor David Kaczorowski helped Tsao get a scholarship for a discount on the price of the CFA Exam as well as a discount on the CFA Society of San Francisco’s review that comes with the CFA Institute University Affiliation Program.

I started to explore GGU for a master’s degree in finance because of their great reputation in the fields of tax and accounting. Networking-wise, there are a lot of opportunities with fellow students and employers because of GGU’s location within San Francisco’s Financial District.

This is not Tsao’s first career transition. After graduating college with a degree in accounting, Tsao went to work for his family business for several years—handling their accounting records and running day-to-day operations.  Studying at GGU, Tsao is hoping to streamline his entrance into a new field and aspires to work on the investment side of CalPERS as an analyst and hopefully one day as a fund manager.


Related post: Career and Educational Paths in Finance: An interview with Professor David Kaczorowski

Women in Leadership’s Tradition of Excellence Continues

Now entering its 5th year, GGU’s Women in Leadership event has attracted successful panelists who have launched businesses or are prominent at corporations, nonprofits, and law firms. The 2016 event was no different and featured alumnae (pictured below, left to right) Givelle Lamano (JD ’10), Attorney at Lamano Law Offices; Sofia Tulchinsky (MBA ’96), Senior Director Global Business Planning & Strategy at Salesforce; and Susan Lovegren (MS, Human Resource Management ’86), Chief People Officer at AppDynamics.

2016 Alumnae Panelists

The 2016 event was hosted by Dr. Marianne Koch who is Associate Dean of GGU’s Ageno School of Business, HR Program Director, and a Professor of Management. Dr. Koch began the session by posing a single question to the three GGU alumnae: What choices did you have to make to get where you are today? The answers touched on themes such as their career paths and accomplishments; challenges and solutions specific to women; networking; and the link between personal and professional development.

Last year’s event drew 175 attendees from the GGU community and beyond. If you want to see more of what you can expect at this year’s Women in Leadership Event, we invite you to watch the video of the 2016 event.


The 5th Annual Women in Leadership Event Is on October 25th!

Attendees of this year’s event can expect another group of accomplished women who will share real-world advice based on their personal and professional journeys. The event is open to the GGU community and the public. Admission to this event is free and refreshments will be provided. We also invite you to take advantage of networking before and after the panel.

2017 Women in Leadership Panelists

Helen Fanucci, Global Windows Sales Leader, Microsoft Corporation

Hazel Blackhart (JD ’08), Group Product Manager, Hematology Franchise Communications, Operations and Alliance Strategy, Genentech, Inc.

Nicole Middleton (MS FIPL ’17), Chief Executive Officer
Strategy Squad Insurance Services

Event Details & Free Registration

Date: October 25, 2017
Time: 5:30 – 8 p.m.
Location: Golden Gate University, San Francisco [directions]

Agenda:

5:30 – 6:30 pm — Registration begins / networking
6:30 – 7:30 pm — Panel discussion and Q&A
7:30 – 8:00 pm — Post-panel networking

For more information about this event, please visit www.ggu.edu/women-in-leadership.

Get updates and share with friends: #GGUWomen.


Related GGU Blog Post: My Advice for Women in Business: Know What You Want and Ask for It! by Helen Fanucci, ‎Global Windows Sales and Digital Transformation Leader at ‎Microsoft.

All photos above by Jenny LeMaster.

What Is the Best Executive MBA Program for Me?

By Terry Connelly, Dean Emeritus of the Ageno School of Business

Choosing an Executive MBA (EMBA) program turns out to a “multiple choice” question – and a good one. EMBA programs are offered in multiple shapes and sizes, in large universities and small, private and public, non-profit and for-profit, distinguished and ‘not so much’, in-person, online and hybrid – with variable lengths and depths, with little or substantial travel commitments, domestic and overseas or both, expensive and more expensive.

Making the right choice would seem to require an MBA degree in and of itself, in only to sift through all the marketing claims focused on convincing you why each program is “just right for you”!

What does “Executive” really mean?

Let’s instead start with a simple matter of definition – not of the “MBA” part at first, but rather of the key term: “Executive.” Too many prospective students associate that word with an idea of a sort of mid-career shortcut to a Master’s of Business degree that will help them climb to the next, narrower zone up on their career path. They confuse the Executive MBA with something like an “Executive” Golf Course designed for less-experienced (talented?) players. If that’s what you’re looking for in an EMBA program, you know one thing for sure: you’re not ready to pursue an EMBA!

The right understanding of the “Executive” aspect requires a focus on two factors: the folks who will be accepted as your classmate, and a level of effort expectations – of both your fellow students and the teaching faculty – that is commensurate with the knowledge leverage that assures that the “MBA”-part of the program provides for real career advancement.

The term “Executive” envisions a level of responsibility that goes beyond mere management of enterprise affairs to the ability to provide leadership in those affairs.

Learning from Peers

In the right Executive MBA program, you should expect to learn not just from a faculty that has more real-world experience than you have accumulated, but also from your fellow students, whose experience, taken as a whole, should have business knowledge on par with your own. And you should also be prepared to contribute your fair share of challenging, questioning and probing insights as part of the program – or again, you are not ready for a real EMBA!

The right school will select a class by making their admissions criteria clear, compelling and challenging. Years of managerial experience will be important but the most important factor should be ready for leadership roles, as certified by employers. Look favorably on EMBA programs that interview all applicants
that you will interact with and learn from. GGU students tend to be older, so you will most likely find a cohort of individuals who have accrued a certain amount of experience and success.

Look for Road-Tested Faculty

The best Executive MBA programs are ones in which you should expect to learn not just from a faculty that has more experience in enterprise (for-profit or non-profit, governmental or NGO) than you have, rather than just academic pedigrees. Whether full-time professors or part-time adjuncts, they should show a record of leadership involvement that, in stock-trading parlance, would be an “up-tick” to yours and your classmates. If not, give their EMBA program an “Incomplete” grade and look elsewhere. Since the first job of a leader is “define the reality” that your enterprise confronts, you can only learn this skill from real-world sources.

You are far more likely to find the business experience so critical to a good EMBA faculty in a private rather than a public institution, which must prioritize its tenured faculty privileges. All the better if it’s a non-profit school so that your place as a student is not outranked as a priority by the shareholders and the marketing directors.

In the right Executive MBA program, you should expect to learn not just from a faculty that has more real-world experience than you have accumulated, but also from your fellow students, whose experience, taken as a whole, should have business knowledge on par with your own.

Finally, look for diversity in both your classmates and the faculty, in terms of experience, background, race, ethnicity, and gender – as well as foreign as well as domestic home bases. Again, this will help you define reality in the future.

Location, Location, Location

When all the above boxes are checked favorably in your search for the best EMBA program, you may be surprised to find it closer to home or your job than you expected – maybe even near a public transit hub with good nourishment sites around in the neighborhood. You are going to spend many intense hours at school and you don’t want to add any more time getting fed or to and from your destination!

Curriculum

Check to see if the EMBA program itself integrates real-world, present tense problems into the curriculum. You and your classmates will savor the chance to put theory into practice on actual enterprise challenges that have yet to find a solution. The best EMBA programs will readily find enterprises willing to share these opportunities for problem-solving with their students, precisely because those programs will have earned a reputation for being a “cut above” than the others in terms of students, faculty, and ingenuity! And a “cut above” is what you want to be when you get your EMBA, isn’t it?


About Terry Connelly

Terry Connelly is an economic expert and Dean Emeritus of the Ageno School of Business at Golden Gate University. With more than 30 years experience in investment banking, law and corporate strategy on Wall Street and abroad, Terry analyses the impact of government politics and policies on local, national and international economies, examining the interaction of global financial markets, the U.S. banking industry (and all of its regulatory agencies), the Federal Reserve, domestic employment levels and consumer reactions to the changing economic tides. Terry holds a law degree from NYU School of Law and his professional history includes positions with Ernst & Young Australia, the Queensland University of Technology Graduate School of Business, New York law firm Cravath, Swaine & Moore (corporate, securities and litigation practice in New York and London), global chief of staff at Salomon Brothers investment banking firm and Cowen & Company’s investments, where he served as CEO. In conjunction with Golden Gate University President Dan Angel, Terry co-authored Riptide: The New Normal In Higher Education (2011). Riptide deconstructs the changing landscape of higher education in the face of the for-profit debacle, graduation gridlock, and staggering student debt, and asserts a new, sustainable model for progress. Terry is a board member of the the Public Religion Research Institute, a Washington, DC think tank and polling organization, and the Cardiac Therapy Foundation in Palo Alto, California. Terry lives in Palo Alto with his wife.


Request information about GGU’s advanced degrees in business >>

Learning from – and for – the Real World

by Amina Kasumov (MBA ’16)

I enrolled in Golden Gate University in April of 2014 with the hopes of obtaining my Master of Business Administration degree. I’m proud to say that as of April 2016 I am a Golden Gate University MBA graduate. In my time at GGU, I was able to explore many different facets of business through the diverse curriculum of the program, which gave me a well-rounded perspective on how to succeed in the real-world of business.

Though I obtained a great deal of value from all of the classes I was a part of and from the instructors that I was fortunate enough to be taught by, one class greatly resonated with me. In the fall term of 2015, I was part of a Management Leadership course taught by Professor Jeffrey Yergler. One of the learning outcomes of this course was to be able to “evaluate, support, and cultivate effective leadership approaches in organizational setting.” I recall one assignment where we were tasked with evaluating the significance of leading by example, and examining the approaches taken by certain companies in the process. For this assignment, I wrote about the importance of developing practices and maintaining a company culture that is consistent with the organization’s core values. I also reflected on the importance of leading by example, ensuring that values and actions were consistent from leadership to the lower ranks.

I was able to explore many different facets of business through the diverse curriculum of the program, which gave me a well-rounded perspective on how to succeed in the real-world of business.

The appointment of Uber’s new CEO, Dara Khosrowshahi, serves as a recent example of these issues. In the article that I saw in Recode,  he admitted that after over 12 years of being a CEO for Expedia, transitioning to this new appointment was a tough decision. He was also quoted saying: “I have to tell you I am scared.” What does this transparent response say about him as a leader? A frequently quoted management consultant, Peter Shaehan, explains that, “if you want a culture of creativity and innovation, where sensible risks are embraced on both a market and individual level, start by developing the ability of managers to cultivate an openness to vulnerability in their teams.” The tone that Khosrowshahi is setting in this early stage is already vastly different from what the company experienced with the previous CEO. It may be too early to tell what this new appointment will do for the company, but it seems that he is starting off on the right foot.

In the Management Leadership class, we also focused on similar hot topics in the news such as an article in the NY Times at the time about Amazon being a “bruising workplace,”  and participated in robust discussions about them. With students from different countries, different industries, and different levels of professional experience, we heard various perspectives on issues like these. One of my favorite things about this class experience was the insightful conversations that took place among the classmates. GGU’s diverse student body presents an opportunity for students to not only learn from the professors, but also gain valuable knowledge from the perspectives of their peers.

When I read about CEOs of world-renowned corporations stepping down or being scrutinized, or of decisions made by those in political leadership roles, I consider the classroom discussions that these events would inspire. I wouldn’t have been as able to assess these events the way I do today without the knowledge I gained in this course.

Another thing I appreciated about the classroom experience at GGU is how the courses are developed to provide valuable knowledge that can be applied to the real-world by evaluating real-world examples such as Uber and Amazon. In this class, many of our conversations were around the actions of CEO’s and other C-level executives of well-known companies—such as Toyota, Johnson & Johnson, GE and many others—and applying the theories we were learning directly to these examples.

Having completed my degree, I often think back on some of the conversations that took place in the classroom. When I read about CEOs of world-renowned corporations stepping down or being scrutinized, or of decisions made by those in political leadership roles, I consider the classroom discussions that these events would inspire. I wouldn’t have been as able to assess these events the way I do today without the knowledge I gained in this course.”

Dr. Jeffrey Yergler on the Management Leadership Course
“This course offers a unique approach to understanding who the leader is, the practice of leadership, and the impact of leadership on people and performance. By examining a number of leadership approaches, students are able gain specialized knowledge not only about which leadership approach would work best in a particular organizational setting but also the degree to which a particular leadership approach would be an excellent match for the student’s own exercise of leadership in their respective organizations.”

Request information about the MBA program >>

My Advice for Women in Business: Know What You Want and Ask for It!

By Helen Fanucci, ‎Global Windows Sales and Digital Transformation Leader at ‎Microsoft

The most important piece of advice I could give to women hoping to advance their career is to know what you want and ask for it.  On the surface, this may seem obvious and easy. However, asking assumes you know what you want. It also presumes that you’ve built some credibility in your organization so that others want to help you.  As an example of this, some studies have shown that women do not ask for raises as frequently as men do; and when they do ask, they often do not get them.  Globally the gender pay gap is 46% less pay for women. In the U.S. the gap is 20%.

Planning and Goals

The foundation of knowing what you want requires that you’ve taken the time to create a plan and goals for yourself. Your plan should include looking out 6-12 months with detailed actions on what you need to do. It should also include a 5-10 year plan that will be an outline and become clearer and more detailed as time progresses. Your plan should be based on your goals, values, personal priorities, and life situation. It is essential for those who have ambition to define outcomes to measure themselves by.

Your plan and associated goals become the lens through which opportunities and projects are evaluated. When you are given an opportunity, ask yourself: How does this opportunity enable me to achieve the goals I have? If it does not forward your goals, it is not a good opportunity for you at that time. Your plan will also provide a framework for prioritizing projects.

I mentor a woman who grew her salary by 28% in two years (by asking for multiple raises) and defined a new role that she created based on seeing an opportunity that the organization was not capitalizing on.

Connecting with People

As you reflect on what is needed to move your goals forward, you likely will think of individuals to connect with who can help you accelerate achieving your goals. This is where it becomes important to have clarity so you can ask for what you want. Most individuals I’ve managed do not ask for what they want because they have not defined it. As Lewis Carroll famously said: “If you don’t know where you are going, any road will get you there.”

Asking for What You Want

If you are asking your manager for a raise, promotion, or have an idea that you believe in and want to pursue, it is important that you are an individual who has delivered value and has built some credibility so that people take you seriously, listen, and are inclined to say yes when you ask.

To do this, deliver on the fundamentals and basic expectations of your role. Look for opportunities to deliver above and beyond what is expected. You are uniquely positioned in your role to see things that those above you and around you cannot see. Make recommendations based on your vantage point. Propose ideas and suggest how things can be done better and more efficiently. If you see a gap that you’d like to fill, define the role and its responsibilities and expectations and then ask to do it.

This really works! I mentor a woman who grew her salary by 28% in two years (by asking for multiple raises) and defined a new role that she created based on seeing an opportunity that the organization was not capitalizing on. She then suggested that she would be an ideal candidate for the role. During a recent reorganization, she got that role.


Special Event

Helen Fanucci will be a panelist at the 5th Annual Women in Leadership event at GGU in October. Join her and other distinguished panelists as they share stories, tips, and insights on how to navigate a successful career. The event is open to the GGU community and the public. Admission to this event is free and refreshments will be provided.

Date: October 25, 2017
Time: 5:30 – 8 p.m.
Location: Golden Gate University, San Francisco [directions]

Agenda:

5:30 – 6:30 pm — Registration begins / networking
6:30 – 7:30 pm — Panel discussion and Q&A
7:30 – 8:00 pm — Post-panel networking

For more information about this event, please visit www.ggu.edu/women-in-leadership.

Get updates and share with friends: #GGUWomen.


About Helen Fanucci

Helen Fanucci leads Windows Enterprise Sales for Microsoft and has held numerous sales and marketing roles at IBM, Apple Computer, and Sun Microsystems in Silicon Valley and London.

Building Leadership and Teamwork Skills at Golden Gate University

Jatin Jaiswal (MBA, Marketing Concentration ’17) made his way from India to Golden Gate University in part to take advantage of San Francisco’s innovative technology environment. He landed an internship at a local start-up called FinTech School where he applies skills he picked up at GGU such as SEO, email marketing, and social media. But he says a big part of his education has been learning how to collaborate with people with different backgrounds and personalities.

“The team exercises in my Team Dynamics and Managerial Analysis class were transformational for me, and I could see other people change too,” he says. The class was taught by Heather Cowan, who has held senior positions at Genentech and Autodesk where she currently serves as ‎Director of Learning and Organization Development. The students were assigned to groups of six with a balance of personality styles as measured by the Myers-Briggs Type Indicator. Each group had to work through a project starting with an informal kickoff meeting and ending with a group decision on a single course of action.

Jaiswal had his turn to lead the group during the project. “As a leader, you have to get the conversation started and keep it going. For example, you have to watch people that are introverted and bring them into the dynamic and be aware of their tendency to be agreeable. You learn to see the other side of a conversation and find out if there is something blocking progress—and then unblock it! I handle situations differently after taking the class. I take more time to think about what I am doing and understand my colleagues better.”

“The class was transformational for me, and I could see other people change too.”

As for the future, Jaiswal sees a huge opportunity presented by the San Francisco Bay Area tech environment for providing specialized consulting services to companies. “My business partner is from the Ukraine, and his culture is different, but we are working together towards a common goal.”

Jaiswal on Networking in San Francisco

“Steve Jobs said that people are there to help you and all you have to do is ask. In San Francisco, I had coffee with people from Salesforce just by writing them through LinkedIn.  You may not get a job, but it leads to the next thing. San Francisco is a very welcoming city, and you have access to all kinds of companies like Microsoft, Uber, and Tesla.”


Request information about GGU’s MBA program >>

Golden Gate University Ranked #1 in US for Adult Learners for Second Consecutive Year

For the second consecutive year, Washington Monthly ranks Golden Gate University America’s #1 School for Adult Learners in its annual College Guide and Rankings.

How GGU Was Chosen

To compile the rankings, Washington Monthly reviewed data from the Department of Education’s Integrated Postsecondary Education Data System (IPEDS) survey, the department’s new College Scorecard database and the College Board’s Annual Survey of Colleges.

The metrics that determined GGU’s rating include:

  • ease of transfer/enrollment
  • flexibility of programs
  • services available for adult learners
  • percent of adult students (age 25+)
  • mean earnings of adult students ten years after entering college
  • loan repayment of adult students five years after entering repayment
  • tuition and fees for in-district students

Read the article in Washington Monthly >>

GGU’s Master of Science in Finance Program Admitted to CFA Institute University Affiliation Program

We are pleased to announce that the Master of Science in Finance (MSF) Program at Golden Gate University has been admitted to the CFA Institute’s University Affiliation Program. The CFA Institute is a worldwide organization that promotes ethics and education in the financial services industry. It awards the Chartered Financial Analyst (CFA) and Certificate in Investment Performance Management (CIPM) designations, and provides continuing education to the industry. Its membership includes over 100,000 Chartered Financial Analysts around the world.

Each year, the CFA Institute conducts a survey on the knowledge and skills needed to succeed in the field of finance, and the results are used to develop the topics covered in the CFA program curriculum. To be accepted into the University Affiliation Program, GGU had to provide documentation that our MS Finance curriculum covers a large majority (at least 70%) of such topics. Membership in the University Affiliation Program signals to employers that the MSF curriculum is closely tied to the practice of financial management, and prepares students for the CFA exams. It also reflects GGU’s ongoing commitment to keep pace with the financial services industry. This affiliation will give GGU funding to award five scholarships per year for students sitting for the CFA exams.

Finance and Economics Department Chairwoman Dr. Andrea Anthony commented: “We plan to leverage this new affiliation to strengthen our current investment course offerings to stay focused on the most relevant tools and topics needed in the investment industry.”

Chartered Financial Analyst® (CFA) is a registered trademark of the CFA Institute.


REQUEST INFORMATION ABOUT THE MASTER OF SCIENCE IN FINANCE PROGRAM >>