The Tuck MBA Program 2012-13 ppt

The Tuck MBA Program
2012-13
Faculty
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www.tuck.dartmouth.edu
3 1
Scale, Focus, Access 1
Community 2
Leadership 6
Faculty 10
Our Time 14
Curriculum 16
Careers 24
Accomplishments 28
Alumni Profiles 30
Hanover and New England 32
Visiting and Interviewing 34
Families at Tuck 34
Applying to Tuck 35
Financial Aid 35
Contacting Us back cover
A small student body, focus on
the MBA, and access to a preeminent
faculty—these make Tuck unique among
the world’s top management programs. As a
student at Tuck, you’ll profit from abundant
resources and individual attention, all
dedicated to helping you realize your career
aspirations. Our graduates move out across
the globe with the skills to transform
organizations and the resolve to succeed.

1
the context of
community
I knew community would be something important to me at Tuck, but I
didn’t realize how easy it would be to feel welcome. When I first ar-
rived on campus, I immediately sensed I had a family and a support
system. That gave me the confidence to try things I never would have
done, because I knew people wouldn’t laugh. My classmates taught
me to ski, and I became a captain on a hockey team, even though I
never skated before I got to Tuck. The friends I’ve made here have
also made it possible for me to take a job in Boston, a completely
foreign city to me. When I move there after graduation, I know I’ll
be able to tap into a support system of Tuck alumni in the area.
Delicia E. JONES
TUCK’12
Hometown: Houston, Texas Prior Education: BA in computational and applied mathematics, Rice
University, 2005 Previous Employers: Deloitte Consulting, Houston, analyst, 2005–07, consultant,
2007–09, senior consultant, 2009–10 Summer Internships: YES Prep Public Schools, Houston,
Education Pioneers summer graduate fellow Honors and Achievements: Tuck Consortium Fellow,
Tuck Centennial Award winner At Tuck: Diversity Conference co-chair, Association of Christians at
Tuck co-chair, women’s hockey co-captain, Tuck Admissions associate, Admitted Students Weekend
registration co-lead, Tuck GIVES logistics lead, Education Leadership Club Current Employment:
Monitor Institute, Cambridge, Mass., senior consultant
2
Community
how organizations
should be
5
Our community is
our laboratory.

We learn what we live: collaboration and leadership,
respect and responsibility, ethics and stewardship. Our community is where we share
expertise and diverse perspectives. Where teachers meet students face
to face
and support them individually in a quest for success.
Don’t come to Tuck if you want to be
anonymous. You can’t just attend class and
then disappear. Our campus is our focus—
students live here or very nearby—and we
learn as much outside the classroom as in,
through study groups, events, and encounters
with business leaders, employers, and alumni.
Located on Dartmouth College's beautiful
200-acre campus, Tuck’s interconnected build-
ings provide an integrated living and learning
environment that supports interaction.
At Tuck, individuals stand out. They are
sustained by our diversity and appreciated for
who they are and what they add to the mix.
Each student is supported in exploration and
risk taking. Every future is taken seriously.
Each year we look to enroll four sections
of 60 to 70 students each, and each class
becomes a cohesive unit linked to the class
ahead and the class following. Because they
have shared many of the same experiences,
our alumni continue to support students and
the school throughout their lives, wherever
their lives take them. This unbroken chain has
been more than a century in the making, and

its benefits cannot be overstated.
Community
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www.tuck.dartmouth.edu
Our community is
our laboratory.
a more
confident
leader
What I was looking for from Tuck was more knowledge of myself and
how I tend to lead. Through the leadership curriculum, which included
sending surveys to my former supervisors and clients, I learned
that I’m able to manage several counter-parties at the same time,
and lead teams without pressuring people, but the downside is that
I lacked somewhat in assertiveness. This is something I wouldn’t
have discovered on my own, and I’ve been able to work on it. There
are endless opportunities for self-reflection and learning at Tuck,
whether it’s in class, as part of a team in the First-Year Project, in
a club, or just helping out the incoming students.
Hometown: Toulouse, France Prior Education: BA in international finance and management,
IMIP-MBAI, 2006 Previous Employers: UBS Financial Services, New York, financial adviser
assistant, 2005; New Harbor Incorporated, New York, investment banking associate, 2006–10
Summer Internships: JP Morgan, New York, investment banking Honors and Achievements: Forté
Fellow merit scholarship recipient, MBA Jumpstart Fellow, winner of UBS Third Annual Investment
Banking Case Competition in New York At Tuck: Finance Club, The Glen Tuck Society, Tuck Wine
Society, Dartmouth Energy Collaborative, Women in Business, tripod hockey, Tuck Follies Current
Employment:
JP Morgan, New York, Associate–M&A
Sophie ROUX
TUCK’12

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Leadership
Effective leadership begins with self-awareness.
Tuck will teach you how to recognize your strengths and apply them to lead in
a range of situations. You’ll practice these skills as you lead at Tuck and deploy
them as you build your career.
Tuck’s approach to leadership focuses on
students themselves, not merely on case
studies of other leaders. Every first-year
student takes the Personal Leadership course
as part of the integrated core curriculum.
During the course, you’ll receive individual-
ized, 360-degree feedback and create a
personal leadership development plan based
on your goals. The plan will serve as a guide-
post for your time at Tuck.
Tuck’s Center for Leadership is the hub of
leadership activities at the school. Self- and
team assessments enhance personal aware-
ness, and leadership labs provide guidance
in achieving development objectives. Larger
forums on leadership issues and industry-
specific challenges draw together the areas
of leadership and career development. And
visits from the world’s top business leaders
offer personal insight of global significance.
Opportunities to practice your leadership
skills are unlimited, through academic work,
programming outside the classroom, and
student clubs and activities.

Our goal is to ensure that every Tuck gradu-
ate can marshal personal resources and rise
to the responsibility of leadership, whatever
the situation. And do so with confidence.
Leadership
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www.tuck.dartmouth.edu
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start with
yourself
11
Faculty
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www.tuck.dartmouth.edu
The classroom experience at Tuck is invigor-
ating and truly life-changing. Tuck professors
are ready for you. They know your back-
ground, anticipate your questions, and chal-
lenge your assumptions.
Thanks to our scale, you’ll benefit from
superior faculty-to-student ratios, small-size
elective courses, and unparalleled person-
to-person access to professors.
Beyond the classroom—at school events,
over lunch, and even in their homes—our
faculty make themselves available to you.
More than facts and skills, our classes offer
strategic perspective. They explore how the
minds of management experts work and
demonstrate how to put theory into practice.

In our innovative Research-to-Practice Semi-
nars, for example, you will learn methods
of intellectual inquiry that will help you make
sense of business complexities, be a sophis-
ticated consumer of information, and confi-
dently evaluate theories, claims, and proposals
throughout your career.
Not only is our faculty’s research relevant to
managers, but many faculty are also vitally
connected to the business world as corporate
advisers. These associations give them—and
you—real-world perspective and know-how.
Tuck’s faculty are pioneering researchers. But they have
another side: they uniformly strive to be great classroom teachers.
All our full-time faculty teach in the MBA program, so you’ll have direct access to
broad perspectives that encompass a world of experience.
Robert G. Hansen
Senior Associate Dean
Norman W. Martin 1925 Professor of Business Administration
our faculty of
dual excellence
of two
minds
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Faculty
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www.tuck.dartmouth.edu
Matthew J. SLAUGHTER
Associate Dean for the MBA Program
Signal Companies’ Professor of Management

Expertise: economics and politics of globalization
Fellowships, grants, consultancies: National
Science Foundation, National Bureau of Economic
Research, The World Bank, International Monetary
Fund, Federal Reserve Bank, Council on Foreign
Relations Known for: member, Council of Eco-
nomic Advisers, Executive Office of the President,
2005-07 Courses: Global Economics for Managers,
Leadership in the Global Economy
Kusum L. AILAWADI
Charles Jordan 1911, TU’12 Professor of Marketing
Expertise: marketing, econometrics and statistics,
manufacturer/retailer interaction, retailing, and
channel management Known for: collaborative
research with practitioners on topics such as the
effect of promotion on consumption, improving
promotion profitability, and private-label strategy
Honors and awards: Winner of JMR/MSI Com-
petition on Academic-Practitioner Collaborative
Research, and Best Article Awards at the Journal
of Marketing, Journal of Retailing, and Marketing
Science Courses: Marketing Research, Managing
the Marketing Channel
Katharina LEWELLEN
Associate Professor of Business Administration
Expertise: corporate finance, capital structure,
corporate governance Current research: CEO
turnover, executive compensation, cashflow and
investment Known for: research into how manag-
ers’ personal interests motivate their corporate

financing choices Course: Corporate Finance
Peter N. GOLDER
Professor of Marketing
Expertise: new products, global marketing, mar-
keting strategy Known for: rigorous investigation
of effect of faculty research on MBA programs
Honors and awards: Harvard Business Review top
10 business book of the year for Will and Vision:
How Latecomers Grow to Dominate Markets
(McGraw-Hill) Courses: Marketing Concepts and
Strategy, Global Marketing
Select faculty
Kenneth R. FRENCH
The Carl E. and Catherine M. Heidt Professor of
Finance
Expertise: portfolio theory, asset pricing, dividend
policy, capital structure Service and honors: presi-
dent, American Finance Association, 2007-08;
fellow, American Academy of Arts and Sciences;
director, International Rescue Committee; governor,
The Smile Train Known for: Fama-French Three-
Factor Model, developed with colleague Eugene
Fama of The University of Chicago; empirical esti-
mates of cross-section of expected stock returns,
cost of capital, dividend policy, capital structure
Industry experience: head of investment policy,
Dimensional Fund Advisors Course: Investments
Ron ADNER
Professor of Strategy and Entrepreneurship
Expertise: strategy, innovation, entrepreneurship

Current research: how the structure of technol-
ogy interdependence shapes competitive strategy
Known for: research on innovation ecosystems,
disruptive technologies, and demand-based ap-
proaches to strategy Courses: Entrepreneurship
and Innovation Strategy, Strategy in Innovation
Ecosystems (Research-to-Practice seminar)
Ella L.J. Edmondson BELL
Associate Professor of Business Administration
Expertise: race, gender, social class in organizations
Publications: with Stella M. Nkomo, Our Separate
Ways: Black and White Women and the Struggle
for Professional Identity (Harvard Business School
Press); Career GPS: Strategies for Women Navigat-
ing the New Corporate Landscape (HarperCol-
lins) Known for: founder and president, ASCENT:
Leading Multicultural Women to the Top leadership
institute Course: Leadership Out of the Box
Sydney FINKELSTEIN
Associate Dean for Executive Education
Steven Roth Professor of Management
Expertise: strategy and leadership Known for:
application of neuroscience and cognitive psychol-
ogy to explain why mistakes happen and why
managers don’t recognize them Most recent book:
Think Again: Why Good Leaders Make Bad Deci-
sions and How to Keep It from Happening to You
(Harvard Business School Press) Courses: Analysis
for General Managers, Top Management Teams
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Matthew J. Slaughter Kusum L. Ailawadi Katharina Lewellen Peter N. GolderKenneth R. French Ron Adner Ella L.J. Edmondson Bell Sydney Finkelstein
15
our
time
Tuck opened its doors in 1900 as the first
graduate school of management and has been
consistently recognized as a leader ever since.
Now, more than a century later, the school
has emerged as a unique force in business
education, one of a handful of schools that set
the pace for others. Under the transformative
leadership of Paul Danos, dean since 1995,
Tuck has adapted to the demands of globaliza-
tion and to a world in which organizations
must be increasingly mindful of their impact
on society. It does so by instilling in its gradu-
ates a broad, cross-disciplinary perspective,
critical thinking skills, and an understanding
of the human side of leadership.
15
Paul Danos
Dean
Laurence F. Whittemore Professor of Business Administration
When I was accepted at Tuck I realized I had this six-month period
where I could try anything. So I quit my job and teamed up with a
friend to start an app that enables grocery shopping through smart
phones. When I got here it amazed me that every benefit you get from
a small community applies to entrepreneurial tracks. Then there’s the
curriculum. I’m not only learning how to be a leader of a business,
but also getting the foundation of entrepreneurship, like how to test

your idea, pitch it, raise money, and set up operations. It’s empow-
ered me to think beyond my preconceptions of what’s possible.
Andres H. BILBAO
TUCK’13
Hometown: Cali, Colombia Prior Education: BME, Universidad de Los Andes, 2007 Previous
Employers:
Smurfit Kappa Carton De Colombia, Cali, mechanical maintenance leader, 2007–09; QFA
Laboratories, Cali, project manager, 2009–10; SABMiller Bavaria, Barranquilla, 2010–11 Summer
Internship:
Google At Tuck: Finance Club, Entrepreneurship Club, Latin America Club, soccer
Current Employment: imaginamos.com, entrepreneur, Bogota
16
Curriculum
not just how,
why
Margaret Peteraf
Leon E. Williams Professor of Management
A curriculum that
encourages exploration
Tuck’s rigorous curriculum builds a comprehensive general
management
foundation and has the breadth and depth to encourage
you to explore options and discover your own area of achievement.
Your first year at Tuck is a time for building. You’ll get the best
general management education, covering accounting, decision
science, economics and corporate finance, capital markets, strategy,
marketing, communication, organizational behavior, and operations—
essential competencies that will be indispensable throughout your
career. Courses build on and complement each other in a carefully
integrated program.

First year also presents your first leadership challenge: develop your
study group into a cohesive, effective team. Your group—selected
for its diversity of skill and experience—will help you understand your
strengths, recognize your limitations, and manage your workload.
Your second year at Tuck is a time to realize your goals. Continue to
build on previous experience or explore new areas. Choose from more
than 90 elective courses that offer access to leading thinkers with
specific expertise. And join a Research-to-Practice Seminar to enhance
your critical-analysis skills as you explore an important management
topic in depth with a faculty expert.
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2
Curriculum
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www.tuck.dartmouth.edu
19
Your first opportunity to try a new direction
is the First-Year Project. As part of a small
team organized around career interest, you’ll
face the complex, unpredictable realities of
business as you apply classroom learning to
a client’s real-world business challenge, or as
you develop an entrepreneurial business plan.
Final presentations are judged by the client,
your classmates, consultants, alumni, venture
capitalists, and faculty.
Your personal objectives will determine your
portfolio of elective courses during the sec-
ond year. You’ll find multiple course offerings
in finance, marketing, organizational behav-

ior, and strategic management designed and
taught by leading thinkers in their fields. In
addition, we offer courses on entrepreneur-
ship, cross-cultural communication, and the
business of health care.
Tuck also offers the opportunity for indepen-
dent study, a way to work with a faculty ex-
pert on a subject suited to your professional
interests and talents.
There are no predetermined routes at Tuck, where we offer
virtually unlimited ways to shape your education and chart your
path to success. As in everything at Tuck, we focus on you and offer support
and encouragement when you dare to explore.
Curriculum
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www.tuck.dartmouth.edu
21
your
own path
23
Learning 24/7
Tuck offers an environment in which
learning can happen anywhere, at any time.
You’ll have extraordinary access to high-level
global business leaders who spend a day
or more on campus, participating in classes,
giving lectures, holding office hours, and
dining with students and faculty. Every day
brings opportunities to learn through panels,
conferences, fireside chats, and other events,

many of which are organized by students
themselves and closely track their interests.
Tuck’s centers and initiatives enhance
the MBA experience and focus on issues
and topics that drive today’s economy—
corporate governance, international business,
corporate citizenship, digital strategies,
leadership, health care, and private equity

and entrepreneurship. They leverage
faculty research, enrich the curriculum, and
connect the school to corporations and
top executives. Each organizes speakers,
conferences, trips, and other co-curricular
activities and interacts with MBA students
participating as fellows, research associates,
roundtable members, or participants in
independent study projects. They provide a
natural point of focus for students interested
in a particular topic or field while expanding
the knowledge and perspective of the entire
community.
Broader vistas
Tuck focuses its resources on students in
ways that many larger programs can’t. At
Tuck, you can explore unique educational
opportunities in depth.
Tuck offers joint- and dual-degree
programs for those whose career prospects
will be enhanced by complementary educa-

tion. Within Dartmouth College, you may
pursue one of the popular joint-degree
options for students entering health care
fields: MD/MBA, MPH/MBA, or PhD/MBA.
Dual degrees are available in law, interna-
tional studies, and government, each
offered in conjunction with the nation’s
best professional schools. Students may
also design their own specialized degree
programs in association with other schools.
And Tuck offers exchange programs with
19 institutions in 15 nations—opportunities
to explore business on a global scale.
Through the Tuck Global Consultancy,
hundreds of students have consulted with
103 companies on 163 projects in more than
54 countries around the world. The course
offers second-year students the opportunity
to discover firsthand how to operate in a
global business environment.
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Curriculum
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www.tuck.dartmouth.edu
every student is
noticed
For me, business school was a launch pad to a new career. Tuck was
the best fit because it’s a small school with lots of opportunities
to take on leadership roles in extracurricular activities, and a
reputation for excellence in general management. Since I wanted

to work in renewable energy, I joined a First-Year Project related
to energy, helped lead the Dartmouth Energy Collaborative, and
worked with classmates to persuade the school to offer a class on
energy finance. All of that translated into skills, experience, and
commitment I could show to recruiters, which has paid off.
Robert E.L. TAYLOR IV
TUCK’12
Hometown: Seattle, Wash./Washington, D.C. Prior Education: BA in economics, BA in biology,
University of Virginia, 2006 Previous Employers: Nathan Associates Inc., Arlington, VA, senior
research analyst, 2006–08; Accolade Partners, Washington, D.C., senior investment analyst, 2008–
10 Summer Internships: Esound Energy, Washington, D.C., business development intern, 2010;
General Electric, Schenectady, N.Y., associate, Renewable Energy Leadership Program, 2011
Honors and Achievements: finalist, 2012 Renewable Energy Case Competition; regional
winner, 2012 Hult Global Case Challenge (Energy Track) At Tuck: president, Dartmouth
Energy Collaborative; captain, Tuck Triathlon Club; Tuck Band (piano) Current Employment:
entrepreneurial ventures in renewable energy
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Careers
27
Your career
face to face
Jeffrey R. Immelt D’78, chairman and CEO of General Electric; chair, President’s
Council on Jobs and Competitiveness; keynote speaker, Tuck Investiture 2011
Among global employers, Tuck graduates
have a great reputation as versatile leaders
with the skills to move organizations forward.
Tuck’s Career Development Office focuses
personal attention on your career objectives—
a benefit of our scale that places Tuck in
the top ranks of career success. You’ll join

a proven process that helps you explore
your options, prepare for the challenges of
recruitment, and access opportunities that
will get you where you want to go.
Global companies
turn to Tuck.
Faculty
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www.tuck.dartmouth.edu
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Careers
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www.tuck.dartmouth.edu


Last year, Tuck students had access to ap-
proximately 1,800 job opportunities accross
a broad range of industries, functions, and
geographic regions.
Tuck forms strong partnerships with recruiters
through our staff of career-search special-
ists—MBAs with experience in the types
of jobs you want. They offer insight based
on real industry knowledge. Recruiters
consistently tell us our students are the best
prepared for career growth.
You’ll have better access to the companies
you're interested in, thanks to our open-
interview system. Unique among top-tier
schools, Tuck ensures that half of every

recruiter’s on-campus interviews are
allocated through a bid process. This is a
real advantage, especially if you’re intent
on changing your career.

There’s a powerful culture of career prepara-
tion at Tuck that links students, career devel-
opment professionals, recruiters, and alumni
in an accessible network that’s dedicated to
your success. During your first year, you’ll
learn about industry sectors and individual
companies at sessions conducted primarily by
our alumni. For many students, this is their in-
troduction to our alumni network, one that’s
famous for its devotion to the school.
An extraordinary number of Tuck alumni are
involved with the futures of both the school
and its graduates. For more than 20 years,
over 60 percent of Tuck alumni have par-
ticipated in Tuck Annual Giving—more than
double the average participation rate of other
business schools. That’s the kind of support
that comes your way in the career-search
process. You’ll have many opportunities to
network with alumni at events throughout
your time at Tuck.
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Profiles, rankings, reports, surveys, and stats—
Tuck’s long record of accomplishment has been
noted, confirmed, and reconfirmed by others, year

after year. Here’s some of what the record shows:
Our graduates have extensive employment
options at the most sought-after employers.
Our degree offers an exceptionally high
return on investment.
Our graduates achieve outstanding employer
satisfaction.
They also achieve top-level leadership
positions and long-term career success.
We enjoy the highest level of alumni support
of any school.
Our faculty of thought leaders create significant
research and are recognized with academic
awards, serve on prestigious editorial boards,
and receive top rankings.
Powerful preparation, powerful network.
Our
permanent

record
Alumni profiles
David BREWSTER T’02 and
Tim HEALY D’91, T’02
Founders, EnerNOC, Inc.
Within five years of receiving their Tuck MBAs,
David Brewster and Tim Healy had moved Ener-
NOC from concept to IPO (Nasdaq: ENOC). The
company, begun while both were students at Tuck,
temporarily reduces nonessential electricity use
at participating commercial and industrial sites in

response to high prices or reliability issues on the
electric power grid. It then shares the proceeds
from utilities with such clients as Morgan Stanley,
California State University, Rio Tinto, and Harpoon
Brewery. EnerNOC currently has demand response
contracts with over 8,600 sites in the U.S., Canada,
and the U.K. and is becoming increasingly active in
other services, including energy efficiency.
Kate JHAVERI T’03
Platform and Mobile Marketing, Facebook
With 845 million users and counting, Facebook
has no trouble making friends. No small amount
of this is the result of some very smart partner-
ing by the company that has enabled users to do
much more than connect to each other. The task
of finding and marketing those partnerships, which
range from online games like FarmVille to the
music-sharing service Spotify, falls regularly to Kate
Jhaveri T’03, who helms the social networking
site’s platform and mobile marketing efforts. “Over
2 million people play games on Facebook every
month,” she observes. “Those are some pretty as-
tounding numbers.” Jhaveri and her team do more
than just discover and launch such services; they
also make sure that both the product and the part-
nership work. It’s a delicate balance, but Jhaveri
comes with nimble skills. Some she learned at her
previous job with Microsoft in London. Some she
acquired in the MBA classroom at Tuck. “We have
a mantra at Facebook: ‘Done is better than perfect.’

In balancing strategy and execution, a lot of times
that makes perfect sense.”
Christina SHEA T’77
Senior Vice President, External Relations, General
Mills, Inc.; President, General Mills Community
Action and General Mills Foundation
Chris Shea was lucky enough to find the right
professional fit during a summer internship, and
her lifelong career at General Mills has been
extraordinary. Previously president of both
established and new-venture divisions, Shea
oversees the company’s relationships with key
constituencies, including policy makers, trade
associations, and the media. In 2001, she assumed
leadership of the company’s community action,
including its foundation, which has received the
prestigious Ron Brown Award for Corporate
Leadership. “Tuck helped me to think strategically,”
she says, “and the importance not only of
leadership but of being part of a community.”

Alumni
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www.tuck.dartmouth.edu
Mark GEALL T’05
Principal, Tanesay Development LLC
As an attorney at the EPA, Mark Geall spent a
good part of his time examining abandoned
industrial property written off as contaminated
and beyond development. Today, he specializes

in transforming these tainted “brownfields” into
clean and green mixed-use developments, using
sustainable practices in the process. Geall, who
wrote the business plan for Tanesay during his sec-
ond year at Tuck, is careful not to present himself
as putting sustainability above all other concerns.
“If we’re going to change the business community’s
mind, it’s going to be because it’s more profitable
to build sustainably,” he says.
Chris WILLIAMS T’84
Chairman and CEO, The Williams Capital Group LP
After post-Tuck work on Wall Street, Chris Williams
started his own investment management company
in 1992, eventually diversifying into broker-dealer,
asset-manager, and underwriter. With clients such
as IBM, GE, and Wal-Mart, Williams Capital led or
co-managed more than $320 billion of debt and
equity offerings in 2008, making it the only privately
held investment bank among the 20 most-active
underwriters. His prescient decision in June 2008 to
put 100 percent of managed assets into govern-
ment money-market funds saved his shareholders
from the abyss. And a year later, Goldman Sachs
gave him a billion-dollar vote of confidence: an
investment of Treasury and agency securities that
doubled the funds Williams Capital manages.
Elyse ALLAN T’84
President and CEO, General Electric Canada
Elyse Allan is described as “passionate” about
Canadian competitiveness in a global economy.

“I’ve seen how Canadian businesses can improve
society,” she says, “and as I work to advance GE’s
leadership, I’m also helping to advance the nation’s
innovation agenda and its competitive fiscal policy.”
Allan joined GE immediately after Tuck and moved
to GE Canada in 1988. Her appreciation for civic
engagement increased dramatically while she led
a national business association. Allan continues to
shape public policy as a director of the Canadian
Chamber of Commerce and the Council of Chief
Executives, and as a member of the Alberta Pre-
mier’s Economic Council and the Federal Finance
Minister’s Financing Advisory Committee.
Brian SCHMIDT T’06
Director, America Large Customer Sales, Google Inc.
“I was the classic liberal arts guy, and the traditional
idea of business was something I had a hard time
with,” says Brian Schmidt. But during a stint at
Forrester Research, he discovered the excitement
of web startups. While his first startup didn’t actu-
ally start up, it did steer him toward a Tuck MBA
and, ultimately, a career at Google. “We oper-
ate in an environment that changes constantly,”
Schmidt says, “and you have to be able to roll with
it. Google is a culture steeped in the benefits of
boldly trying new things—and learning from our
failures.”
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Mark Geall Chris Williams Elyse Allan Brian SchmidtTim Healy and David Brewster Kate Jhaveri Christina Shea

33
Hanover is consistently named one of the
best places to live in the United States. With
good reason: it combines the scale and spirit
of a New England town with the resources of
a world-class destination. Hanover offers
a cosmopolitan mix of cultures drawn to
Dartmouth College, major teaching hospi-
tals, and a burgeoning high-tech sector with
global connections.
Dartmouth College is small enough to ensure
a close community while large enough to
provide the faculty, curriculum, and facilities
of a research university. The college has a
lively cultural and intellectual life as well as
a sophisticated social scene. Tuck also offers
activities for students and their families, many
organized by students themselves.
The surrounding area offers year-round recre-
ational opportunities, including Dartmouth’s
own ski area and golf course and its premier
fitness facilities. A couple of hours’ drive will
bring you to the best skiing in the eastern
United States, Atlantic Ocean beaches, and
bright city lights.
The drive from Hanover to Boston is a short
two hours, Montreal about three, and New
York about five.
A place to be.
Life in Hanover and New England

Hanover and New England
|
www.tuck.dartmouth.edu
For two years, you will live in one of America’s
most appealing places
and enjoy its distinctive social, cultural, and
recreational opportunities.
35
Visiting and interviewing at Tuck
You can’t know us until you see us, face
to face. You are strongly encouraged
to experience the Tuck community for
yourself: tour the campus, attend classes, eat
lunch with students. And most
important: be interviewed. Tuck is one
of only a few top-tier schools that
have an open-interview policy, and we
encourage you to take advantage of it.
While prospective students are interview-
ing, the Tuck Partners Club offers partners a
chance to visit with a current partner.
Families at Tuck
Tuck is a great place to be a kid. Or a spouse
or partner. Everyone is encouraged to play an
active role in Tuck life. Their involvement and
visibility contribute to the substance and spirit
of the school.
The Tuck community supports new families
as they settle in and get connected. The Tuck
Partners Club is ready with practical advice

and help in finding housing, jobs, child care,
and more. Club members organize educa-
tional, social, and recreational activities for
both adults and children. They also offer the
most valuable support of all: understanding
friendships that grow into lifetime bonds.
When to apply
Admission in the Early Action round gives you an opportunity to explore other options until the January response deadline.
Applicant- Tuck
Application initiated Scholarship Admissions Nonrefundable Financial aid
due no later interview Application decision enrollment documentation
Round than complete by due on or before no later than deposit due due
Early Action Oct. 10, 2012 Oct. 31, 2012 Oct. 17, 2012 Dec. 14, 2012 Jan. 18, 2013 Mar. 1, 2013
November Round Nov. 7, 2012 Nov. 7, 2012 Nov. 14, 2012 Feb. 8, 2013 Apr. 26, 2013 Mar. 1, 2013
January Round Jan. 3, 2013 Jan. 31, 2013 Jan. 10, 2013 Mar. 15, 2013 Apr. 26, 2013 Mar. 22, 2013
April Round Apr. 2, 2013 Apr. 2, 2013 Apr. 9, 2013 May 24, 2013 June 14, 2013 May 31, 2013
Applying to Tuck
Tuck regularly receives more than 10
applications per space. So it’s to your
advantage to apply early. We seek qualified
students from all backgrounds and work to
know the person behind the application.
If you have been successful both academi -
cally and professionally, we encourage
you to apply.
There is no formula for admission to Tuck.
Our decision is based on
• intellectual curiosity and academic
excellence
• leadership in a variety of settings

• accomplishment in attaining goals
• interpersonal skills essential to success
• diversity of background
• global perspective
Receiving financial aid
Tuck offers admission to the most qualified
applicants without regard to their financial
situation, and we are committed to identify-
ing financial resources for admitted students
who require assistance.
Tuition for the Tuck MBA Program in
2012-13 is $56,160. We estimate the usual
first-year costs for housing, food, medical
insurance, books, supplies, fees, and miscel-
laneous expenses at $32,240. Plan to use
your personal resources to cover the living
expenses—approximately $5,000 for each
person—for your partner and children.
Visiting and Interviewing, Families
|
www.tuck.dartmouth.edu Applying, Financial Aid
|
www.tuck.dartmouth.edu
You can’t know us until you see us.
34
Faculty
|
www.tuck.dartmouth.edu
36
Notice of Informational Accuracy

The information contained in this publication is accurate as of the date of
publication; however, changes will undoubtedly occur. Dartmouth College
and the Tuck School of Business at Dartmouth reserve the right to make
changes in their regulations, operations, programs, policies, procedures,
and other matters as may from time to time be deemed appropriate and
in the best interests of the Dartmouth community. Students will receive
or have access to information on any such changes via notices from the
appropriate office.
Notice of Nondiscrimination
Dartmouth College is committed to the principle of equal opportunity
for all its students, faculty, employees, and applicants for admission and
employment. For that reason, Dartmouth does not discriminate on the
basis of race, color, religion, sex, age, sexual orientation, gender identity
or expression, national origin, disability, or military or veteran status in its
programs, organizations, and conditions of employment and admission.
(Dartmouth College refers to the entire institution, including the profes-
sional schools, graduate programs and auxiliary activities.) If you have
any questions or concerns regarding this stated policy, please feel free
to contact the Dartmouth Office of Institutional Diversity and Equity at
603-646-3197.
Any person may also contact the Assistant Secretary for Civil Rights, U.S.
Department of Education, Washington, DC 20202, or the Director, U.S.
Department of Education Office for Civil Rights, Region One, Boston, MA
02109, regarding the institution’s compliance with the regulations imple-
menting Title VI, 34 C.F.R. Part 100; Title IX, C.F.R. Part 106; Age Discrimina-
tion Act of 1975, 45 C.F.R. Part 90; or Section 504, 34 C.F.R. Part 104.
©2012 Trustees of Dartmouth College. All rights reserved.
See where
we’re going.
Faculty

|
www.tuck.dartmouth.edu
100 Tuck Hall
Hanover, NH 03755-9030
USA
603-646-2369
www.tuck.dartmouth.edu
Admissions Office
603-646-3162

Financial Aid Office
603-646-1571
tuck.fi
100 Tuck Hall
Hanover, NH 03755-9000
USA
603-646-TUCK (8825)
Admissions Office
603-646-3162

Financial Aid Office
603-646-1571
tuck.fi
www.tuck.dartmouth.edu