Upon entering the Wisconsin MBA program, I did not anticipate that I would develop a genuine interest in entrepreneurship and the startup world. As I moved through the first-year curriculum, I noticed that each course added a new dimension to my understanding of business and broadened the type of challenges I felt prepared to take on. The more I learned, the clearer it became that I was energized by problems that sit at the intersection of multiple business functions and demand steady decision-making in the face of uncertainty.
Wisconsin’s MBA first-year core curriculum introduced a wide range of concepts that gradually reshaped how I approached organizational challenges. The Corporate Finance course provided an analytical foundation for evaluating the financial health of a business and later informed the discounted cash flow modeling I would perform during my internship. Corporate Accounting gave me the clarity to understand how daily decisions affect a company’s profit and loss structure. Economics for Managers added important context by highlighting how market forces, cost structures, and competitive pressures shape strategic decisions.
The specialized Strategic Human Resource Management (SHR) curriculum encouraged me to think about organizations through a systems lens. I studied how compensation philosophy, incentive alignment, communication practices, and role design shape organizational performance, which played a central role in preparing me for my internship. It taught me to approach organizational challenges with a people-first perspective. When paired with the analytical tools from my other courses, these lessons helped me understand how to link people strategy with business strategy cohesively and practically, which is an approach that has been especially valuable in entrepreneurial settings.
As the broader picture of my first-year coursework came into focus, the connections between disciplines became much clearer. My spring Consulting Practicum course played an important role in this shift. Working on a real client challenge allowed me to apply ideas from finance, strategy, HR, and operations in a single engagement. This reinforced the value of approaching problems with a curious mindset and disciplined reasoning. It also showed me how much I enjoyed work that combines analysis, communication, and cross-functional collaboration. By the end of the year, I recognized that I was well-suited for the kind of fast-paced, interdisciplinary work common in startups and felt ready to contribute in settings where structure and creativity must work hand in hand.
This clarity carried with me into my internship at U.S. Timeshare Exit, a consumer advocacy startup based in Tennessee. The work environment aligned closely with the type of challenges I found most engaging during my first year. As an MBA Business Strategy Intern, I was exposed to projects that required analytical discipline, thoughtful communication, and a willingness to navigate uncertainty. These were the exact skills emphasized throughout the first year of Wisconsin’s MBA program.
One of my earliest projects involved examining the company’s pricing and client onboarding processes. Using the problem-framing approaches highlighted in Wisconsin’s Consulting Practicum, I worked with leadership to identify points of friction that prospective clients experienced when first engaging with the firm. Clarifying sections of the process and helping develop a more transparent pricing sequence improved consistency and reduced client churn. This experience reinforced how helpful structured thinking can be when addressing ambiguous operational questions.
Looking beyond consulting frameworks, the importance of my finance and accounting coursework became clear when the company turned its attention to potential investor discussions. Using tools drawn directly from the program’s Corporate Finance course, I prepared discounted cash flow models and scenario-based projections that helped leadership evaluate profitability timelines, margin expectations, and key performance benchmarks. Working through this analysis strengthened my confidence in applying technical tools from the School of Business in real organizational contexts.
Much of my work involved conversations about compensation, incentives, and communication practices; the WSB’s SHR curriculum helped me approach these topics with clarity. Instead of treating them as isolated HR questions, I understood how each decision influenced motivation, role clarity, and long-term performance. This mindset was exceptionally valuable in a startup environment where roles shift quickly and cross-functional alignment is essential.
By the end of the summer, these and other projects led me to obtain an expanded role within the organization. Leadership invited me to continue in a broader capacity, and I stepped into a position as the firm’s Director of Operations. This transition has since allowed me to build on the work I started during my internship and has also given me a clearer understanding of how strategy, operations, and human capital align in a high-growth environment. The SHR MBA’s focus on integrating people strategy with business goals will continue to inform my decisions and support more effective employee and organizational outcomes.
As a second-year MBA student preparing for my final semester, I see how the MBA program’s first-year curriculum built the foundation I rely on every day. Each course offered a distinct set of tools that inevitably came together to support thoughtful, well-reasoned decision-making. Furthermore, the program taught me how to bring structure, curiosity, and clarity to challenges that do not have straightforward solutions. These qualities are essential in entrepreneurial settings, and they have guided my approach to both operational leadership and long-term strategic thinking.
For prospective students, my experience highlights the versatility of the program. The SHR curriculum prepares students to contribute meaningfully in environments that require a balanced understanding of people, processes, and strategic priorities. Whether graduates pursue roles in established organizations or early-stage ventures, the ability to integrate human capital strategy with broader business objectives is a meaningful advantage.
As I look ahead to graduation, I feel confident in the preparation I have received. The Wisconsin MBA has challenged me to deepen my understanding of business fundamentals, sharpen my analytical skills, and apply my learning in settings where results matter. These lessons have already proven valuable in the startup world and will continue to guide my career long after I complete the program.