Right from the start, I had the opportunity to participate in reshaping industries. The effects of my very first project were discussed in major news outlets for over a year after the project ended.
I come from a family of professors who placed extensive emphasis on learning. For a long time, I was on the path to becoming an academic. I completed a BA in math and a PhD in economics at Harvard and spent a year as a postdoc at MIT. As I finished my postdoc, however, I found myself looking for opportunities to implement my ideas. At BCG, I found a legacy of intellectual leadership in business that appealed to me as well as the opportunity to put ideas into action. I joined two years ago.
The thing I like most about BCG is its entrepreneurial nature: if you know what you are looking for, you can find the opportunity to do anything here. Since leaving school, I have been deeply involved in the LA charter school community in my free time, and I was able to apply this experience at BCG helping the CEO of one of the largest charter school networks in LA develop a long-term strategy. Starting in April 2016, I am spending a year at the BCG Henderson Institute, BCG's internal think tank, digging further into interests that I originally developed during my PhD.
Stephanie holds a PhD in business economics and an AB in mathematics from Harvard.
Q: What did you learn in your first year on the job?
A: My biggest lesson in my first year was learning the point at which to stop analyzing and start acting. BCGers like to be thorough, but analysis is always expected to lead to changes in action: providing new information to our team or to our clients that will improve the decisions they make on a daily basis.
Q: What international experiences at BCG have been the most interesting for you?
A: As part of a reorganization of a multinational corporation, I worked directly with the head of their Middle East division. I flew to Abu Dhabi and spent a week traveling with him, learning about his business there—and helping him design his division to fulfill his vision for the future.
Q: What are you most curious about?
A: The majority of workers spend their adult lives in jobs that they can't stand. This is an incredible waste of human talent. Why is this the case, and how can we fix it?