Sarah Perez: “Know your values and what you are not willing to sacrifice”

Sarah Perez recently joined the University of North Carolina’s Kenan-Flagler Business School in the US, as the executive director of EMBA programmes. These programmes include the Evening MBA, Weekend MBA and Global OneMBA, all of which are now offering Forté Foundation Fellowships for women.

Before going to UNC Kenan-Flagler, Ms Perez worked at Florida International University for eight years and served as area manager in Europe for Information Handling Services, a global information company. She also worked as a marketing manager for the New Zealand Dairy Board in Guatemala.

Ms Perez has an MBA in international management from the Thunderbird School of Global Management. In her spare time, she enjoys cooking and international travel.

1. What academic achievement are you most proud of?

Graduating with an MBA in international management and learning a second language, which I have had the opportunity to use extensively throughout my career.

2. Who are your business heroes?

I don’t have one hero in particular. I admire different business people for different reasons, such as Steve Jobs for his vision to bring innovative products to market.

3. What do you enjoy most about your job?

I enjoy watching the transformation as students go through the programmes and grow personally and professionally – their experiences can be life changing. There are many challenges in graduate education today, technology has changed the environment and the opportunities are incredible. We will see dramatic changes in delivery over the next few years.

4. What is the best piece of advice given to you by a teacher?

Do what you are passionate about. I took that advice and studied languages and international relations followed by an MBA. My education opened the door for opportunities in Latin America, Europe and the US. I have worked with people from many different cultures and industries and have enjoyed every moment.

5. What is your biggest lesson learnt?

Be flexible, be open to new opportunities and don’t be afraid to take some risk. The change from working in a corporate environment to working in academia was a major shift for me. Over the 10 years I have worked in the business school field, I have had incredible opportunities for challenge and growth. I believe that flexibility and willingness to take on challenges contributed to those opportunities.

6. What advice would you give to women in business?

Know your values and what you are not willing to sacrifice. Choose the opportunities that match those values and be sure to find something you enjoy doing. Finally, never stop learning.

7. How do you deal with male-dominated environments?

I have worked in different male-dominated environments and cultures. I don’t know that I handled it any differently than any other environment. I worked hard, proved myself and got the job done.

8. What is the last book you read?

Switch: How to Change Things When Change Is Hard by Chip & Dan Heath.

9. How do you deal with pressure?

I find that after exercise, I am able to think more clearly and focus.

10. What are your future plans?

I joined UNC Kenan-Flagler less than two months ago. I look forward to working to ensure that we continue to deliver the highest quality EMBA programmes available. I also recognise that I have been fortunate and I want to work harder to find ways to give back. Education is a wonderful way to do that.

My experiences in the Kenan-Flagler MBA program rekindled the fire in me to pursue my goal of becoming a CFP. The personality assessments, CareerLeader tool, courses, and professors kept pointing me to consider my strengths and start developing my own definition of success.  I re-dedicated myself to making a transition into the world of financial planning, and I started by reaching out to alumni and current students who were already in the field. I found people more than happy to share their experiences and advice with me. In January 2011, I was searching the alumni job board when I came across a job posting that really appealed to me. A local investment advisory firm was looking to hire a CFP to join their practice. Although I didn’t meet the stated qualifications, I decided to email the owner and setup an informational interview knowing if nothing else John Worth, our esteemed Director of Alumni & Executive MBA Career Development, would be proud.  I viewed the meeting as an opportunity to gather information on the profession and thought I’d at least take a small step in keeping my dream alive and make a contact in the field along the way. A few days after the meeting, I was invited back to meet the second owner. Then another week after that I was called back and practically fell out of my chair when I was offered a formal interview. This interview culminated in a job offer that I jump to accept. I’ve just completed my second full month in my new position and absolutely love it. I have never felt so invigorated by a job and wake up each morning excited about my future career journey.

The decision to enroll in the MBA program is one of the best I’ve ever made. The tools, courses, and staff have cultivated the self-confidence I needed to go out and pave my own career path. Now that I’m on my way to checking off the last item on my list (moving to Durham from Phoenix satisfied number 2), I guess it’s time to start a new list to work on for the next 10 years.

In his book The 8^th Habit: From Effectiveness to Greatness, management consultant and personal effectiveness guru Stephen Covey talks about “finding your voice” as a way to achieve deep satisfaction in your career and life. Essentially, finding your voice involves applying all aspects of yourself-mind, body, heart, and spirit to become fully engaged in those pursuits, people, and organizations that are most important to you.

It was a desire to find my voice that led me to pursue my MBA at UNC’s Kenan-Flager Business School. After several years in the accounting world, I was ready to move beyond recording the economic consequences of someone else’s decisions. I wanted to have a seat at the table within organizations that are impacting our world. Not only did I want a seat, I wanted a voice as well so that I could help shape a sustainable course for the organization’s future. I believe Kenan-Flager’s MBA education will not only give me the technical business tools I’ll need to earn this seat, it will also sharpen my emotional intelligence and soft skills so that I can effectively interact with the other leaders around the table as we confront new challenges and opportunities in an ever changing world.

Read my earlier post here.

This is not your usual “reunion.”  This day – April 24 this year – is jam-packed with academic, social and networking activities.  You can almost think of it as your annual MBA refresher course!

So, what can attendees expect this year?

We’ll start with a full breakfast at UNC’s Rizzo Conference Center (yum), followed by an opening session with one of your favorite professors, Dr. Hugh O’Neill.  Then, another favorite professor, Dr. Peter Brews, will share his perspectives on how America needs to chart its global course in the wake of recent economic and political turmoil.  Whew!  That’s quite a morning.

Next?  We heard from you that Sustainability is at the forefront of your minds, so we’re assembling a panel of experts (also EMBA alumni), including Chris Bingham of Riley Life Industries and Gary Freeman of Progress Energy (third panelists TBD).

Now, how does “lunch by the pool” sound?  I’m in!

After lunch, we get serious.  Professor Christian Lundblad will provide an update on the current economic outlook; this, too, was specifically requested by alumni.  And, after another quick break, we’re bringing in Dr. Ben Rosen to conduct a workshop about how to manage generational change in the workplace.  He’s an expert in this field, and I don’t know about you, but I could use some tips!

The remainder of the day is designed to specifically celebrate our Classes of 2000 and 2005.  The final session – which we hope you stay for – will enable the members of these classes to share with us what they’re doing now (this has “networking” written all over it).  Then, the members of the Classes of 2000 and 2005 are off to the West End Wine Bar for a reunion happy hour.

Did I mention that Chapel Hill has Carolina blue skies in late April?  Please – come home and enjoy us for a great day!

http://www.emba.unc.edu/eas

You can begin by talking with your mentor or boss even before you begin the MBA for Executives program.  Let the person know that you are very appreciative of the company’s willingness to provide this opportunity (whether you are financially sponsored or simply allowed a flexible schedule to attend classes) and that you want to make sure that the company gets as much benefit as possible from what you are learning.  You can arrange conversations every couple of months to check in and update the person on what classes you are taking, what you are learning and share ideas on how you can leverage your experience with the company.  For example, you might be developing an interest in marketing based on a class you are taking and see parallels to a case being discussed to issues going on in your company.  Ask if you can sit in on marketing staff meetings or participate on any cross-functional committees or projects going on so that you can learn more about current challenges in the company.  While listening and learning is important at the outset, you may be able to provide ideas or insights that can help with these challenges.  This type of participation can also help you get to know new people in your company and allow them to see that you have ideas and talents above and beyond how they see you in your current role.  Continue these conversations and this additional involvement in your company as you go through the program.  Being proactive in leveraging your education can go a long way towards helping people see you differently and advancing your career in the direction you choose.

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As an addendum to my “Beans to Brands” post from May, I am ecstatic to announce my acceptance of the Controller position at Dogfish Head Craft Brewery in Milton, Delaware. Known for producing “Off-Centered Ales for Off-Centered People”, this adventurous craft brewery loves to challenge people’s perceptions of beer much like I enjoy challenging people’s perceptions of accountants. Who knew that my ability to combine right and left brains into one seamless quirky personal brand would be heralded so highly?

In this new position, my primary responsibility will be overseeing the accounting and compliance arms of the business using a creative perspective. I will also be given the opportunity to strengthen brand equity and promote sustainability by partaking in numerous events benefiting various communities. It appears my loves of accounting and marketing will finally be meshed together into one hoppy tank.

Feel free to follow my new adventures on Twitter and give me a shout on LinkedIn. As always, would love to engage in conversation!

The idea for my new venture was born while I was in the Weekend MBA Program. At that time, I was a Financial Analyst with ExxonMobil for the Convenience Store Industry, but I knew I wanted to do something different. I was dismayed at the poor nutrition in the packaged foods that parents bought for their children’s lunches. My New Ventures course gave me the perfect environment to explore ideas and start a business plan.

I launched my company — Health e-Lunch Kids – in 2006, the year after I graduated. We prepare meals for schoolchildren, as well as for summer camps and events. All our menu options are healthy, all natural, and made fresh each day. Customers place orders through our website, and we have the lunches delivered through partnerships with food suppliers and delivery companies. Right now, we are in four metro areas and plan to expand to two more by year’s end. Our goal is to enter traditional public schools, which will allow us to gain more customers quickly. We are also in discussions to license our ordering system and considering a branded food product line.

Inc. Magazine shared my plans with three venture capitalists and published their responses. Read more about Health e-Lunch kids in the “Elevator Pitch” column online and at the newsstands.

I gained a TON out of my Values-Driven Leadership class. I think that this course was extremely valuable to experience at such a young time in my company. In light of this fact, I’ve decided to summarize my top 10 takeaways from the class. In no particular order:

1. Work yourself out of a job. I have heard this philosophy before; however, I think that this is likely the most important takeaway for me. In my role as CEO, it is important for me to continually make sure that the company and all employees are completely on track and moving together towards the values and goals of the company. Upon returning, I discussed my role with my other two full-time employees. We decided to hire someone to remove the specific sales role from my list of daily tasks. We have a highly qualified salesman who recently started. Additionally, I have more thoroughly defined tasks and roles for our other employees. This will allow me to focus on building the internal and external company image.

2. What’s important? Measure it, throw the rest away, reward and incentivize those who strive to improve corporate efficiency. I particularly enjoyed our GE case discussion about how Jack Welch was able to reduce the wasted time and bureaucracy in a company the size of GE.

3. Don’t accept change; drive and encourage constant change. I really love this motto. Innovation is one of four core values for my company. Driving change and encouraging new ways of looking at and doing business will continue to allow my organization to be nimble in these difficult times.

4. Align employees’ incentives with your corporation values. I began by creating a unique incentive plan for our new salesman. Additionally, I sat down with our Warehouse Manager to determine what motivates him and how he sees his role in our company. I particularly gained knowledge with our discussion of the GE case, Vroom’s Expectancy Theory, Adam’s Equity Theory, and alternative ways to enhance motivation.

5. Best leaders develop those around them to be leaders. I will be sitting down with all of my employees to set goals for them and discuss ways that I can facilitate and assist them in reaching those goals. I want to encourage competitive spirit but drive a balance with teamwork.

6. Develop a pattern of honest and open communication. I really enjoyed the mock performance evaluation exercise. However, I gained a lot more in the discussion immediately following. After the discussion, I realized that losing trust in an employee could be far more damaging that discussing a situation and getting something difficult out in the open.

7. Networking begins by offering assistance to someone else. Networking is now my main role as CEO. I’m working to add trusted valuable people to my network by seeking out those that I can assist with the obvious hope that “what goes around will come around.”

8. Leaders are few, take opportunities to step up to take on leadership opportunities. This is a point that I wish I would have realized earlier in life, like middle or high school. I’m now focused on making sure that not only I but all those in my company focus on being the leaders needed to make our community a better place.

9. Judgment should always overpower policy. What a powerful lesson this is. Being at such a new time in my company, it is a time for setting policies in place. It is important for me to incorporate judgment into these policies. Additionally, I will look to empower my employees to see judgment as something that can overpower policy.

10. Do not waste time on those who will not align with the values and goals of your organization. It is difficult to admit making a mistake about a hire, eat the loss associated with training someone and then let that person go; however, it is like a cancer to let them remain in a place in the company when they do not align.

Knees slightly bent, eyes focused on the ball, I swing my #3 wood a tad too feverishly. The water hazard punishes my shot by taking my ball into its depths. What’s a girl to do? But of course: I call a mulligan. If only the game of life would allow us these bouts of forgiveness golf so generously offers. The mulligan I sought involved my career.

I’ve always had a natural bent toward marketing and sales. But instead, I turned toward the side of business that appeared to be most challenging: accounting. For eleven years I measured my successes in accounting terms. I was so focused on the orderly financial blocks I had stacked that I neglected to notice my marketing proclivity had been seeping through the seams. I was attempting to chip my ball onto that elusive green with the wrong club; I just didn’t know it yet.

It all came to light in 2007, when I was in the OneMBA program, during the middle of Dr. Balasubramanian’s Global Marketing Management course. I couldn’t remember feeling so inspired. In fact, I was more passionate about the course material and team projects than anything I had experienced in my financial career. Dr. B’s class forced me to confront my waning passion for accounting. His class also reopened those doors I had locked on myself so long ago. When I had started the OneMBA program, my sights had been set on becoming what Hugh O’Neill calls a “climber”. By the time we had completed Dr. B’s class, I had realized my destiny was to become a “shifter.” It was now my task to shift my career from an accounting to a marketing track. Little did I realize how difficult that would be!

It all began with my job search. I quickly found that while employers were eager to hire me, they wanted me based on my financial expertise rather than my marketing ability. My resume screamed finance any way I sliced it; thus, my brand remained finance. I didn’t have the experience to do what I loved, and yet, I kept getting offers for positions I just didn’t want to do anymore. Talk about a vicious circle. I decided it was high time to completely rebrand myself.

I set out to meet the people I aspired to be in 5-10 years’ time. I joined the Triangle Chapter of the American Marketing Association and was elected the Chapter’s Treasurer. I’ve met dozens of the top marketing movers and shakers within the community. A few rapidly became friends.

I also joined Ten Thousand Villages of Raleigh. The Board embraced me as a Finance Committee member, but I quickly shifted gears to spearhead social media initiatives and webpage development to raise awareness of the store and fair trade. Now I try to balance my duties between finance and marketing to keep well-versed in both areas for not-for-profits. As much as possible, I avoid accounting altogether and work in a marketing facet instead.

Senior leadership at my current workplace took notice of my rather sudden shift in interest. My knowledge of my company’s brand generated a highly coveted spot on the company’s Brand Advocate team, working closely with Global Brand Management and Corporate Identity — not exactly an accountant’s usual cup of tea.

And if that wasn’t enough, I constantly reminded my supervisors of my career aspirations and would not let them dismiss my words as folly. I was persistent – the squeaky wheel who refused WD40.
But it worked. In December, a new position surfaced in commercial support and merchandising. My supervisors plucked me out of accounting and put me in merchandising and pricing as a commercial consultant. I have never been happier. So a little bit of luck, the right timing, a persuasive case (did I mention a little bit of luck?), coupled with the connotative aspects of being surrounded by people and activities who have nothing to do with accounting and everything to do with marketing, helped me shift from accounting to marketing.

On the other hand, I know that owning a pair of FootJoys and golfing with Srixon balls doesn’t mean I’m a good golfer. Believe me, I’m not. Remember my affinity for water hazards? For that, I’m just going to have to keep getting saved by calling “mulligan.”

Please feel free to introduce yourself and add me on Facebook (Audra Marotta), Twitter (audragmarotta), and LinkedIn. I’d love to hear from you!

Teaching women MBA students can be particularly rewarding. I had one student who held a Ph.D. in the sciences. She was smart, but she had a habit of inflecting the ends of her sentences. It sounded as though she was constantly questioning her assertions. When I asked why she did this, she said, “I guess I’m trying to apologize for being smart — I just think that’s what nice girls do.” Well, I put an end to notion right away. I had her present as though she were mad … yes, mad. The shift was amazing. She sounded confident. She sounded like the smart person she really was. And you know what else? She still came across as nice.

In my job, I get the chance to meet CEOs of major organizations. When I do, I ask them the same question: What do you tell your employees about the importance of communication skills? And I always get an answer that goes something like this: “Communication is the great differentiator — you might have a solid marketing plan or know how to crunch numbers from here to eternity. But the difference between a good leader and a great leader, the thing that gets people moving, is how well you communicate your ideas.”

UNC Kenan-Flagler is more than a great place to learn quantitative skills. Here, we value a balance of management skills, and we nurture each student’s unique leadership style.