Teaching

Teaching is one of my personal and professional passions.  Through MIT, I have had several enjoyable teaching opportunities.  My teaching interests broadly cover entrepreneurship and corporate strategy, reaching a wide audience from executive MBAs to PhD students to Sloan Fellows.

Teaching Experience

15.701: Innovation-Driven Entrepreneurial Advantage (Executive MBA), Spring 2016 & 2017
Teaching Assistant for Prof. Fiona Murray
Description: This is a foundational course for the Sloan Executive MBA program. The course presents a comprehensive framework for innovation management which rests on both academic and real-world experience about the nature of innovation and its role in entrepreneurship. In addition, it provides tools to quickly experiment and evaluate new ideas under high uncertainty and with only limited information and resources.

NBER Entrepreneurship Research Boot Camp (PhD), Summer 2016
Teaching Assistant for Prof. Thomas Hellmann
Description: This intensive workshop provides an introduction into the leading research topics in the areas of the economics of entrepreneurship and entrepreneurial finance.

15.S07: Innovation-Driven Advantage (Sloan Fellows), Fall 2016
Teaching Assistant for Prof. Pierre Azoulay
Description: This course presents a framework to understand innovation as a systematic process to be managed.  Students learn about the various forms of organizational structure and culture that have a profound impact on a firm's ability to induce and sustain an innovation-driven competitive advantage.

 

Cases and Teaching Materials

"Bain Capital: Outback Steakhouse" (with Paul Gompers and Kristin Mugford)
Harvard Business School Case 212-087, February 2012
Abstract: This case delves into Bain Capital's leveraged buyout of Outback Steakhouse in 2007.  Despite the myriad initiatives to improve operations, the financial collapse in 2008 negatively shocked Outback's financial performance and threatened the company's ability to meet its loan covenants. This case highlights how a firm can strategically manage its debt and performance through active operational and financial discipline.

"FirstMark Capital" (with Paul Gompers)
Harvard Business School Case 212-041, February 2012
Abstract: This case concerns one of FirstMark Capital's portfolio companies in the social media sector in 2008.  Jonathan, the founder and CEO of the social media startup, must decide on the offer to sell his early-stage company to an incumbent for a generous price.  This case illustrates the complexity around an entrepreneur's decision to either sell the company early or work towards the ultimate goal of an IPO.  It also highlights the rising role of "super angels" in the venture capital industry as well as the growing entrepreneurial ecosystem in New York City.

"Private Equity Finance Vignettes: 2014" (with Paul Gompers)
Harvard Business School Case 213-026, July 2012
Abstract: This case contains four vignettes that highlight key issues and strategic dilemmas in the private equity industry around deal sourcing, management, and exit.

"Harrah's Entertainment," (with Paul Gompers and Kristin Mugford)
Harvard Business School Case 213-054, October 2012
Abstract: This case examines the issues of establishing a capital structure for the leveraged buyout of Harrah's Casino.

"United Capital Partners (A) and (B)," (with Paul Gompers and Vladimir Mukharlyamov)
Harvard Business School Case 213-044 & 045, September 2012
Abstract: This case concerns the venture capital and private equity ecosystem in Russia.  In addition to introducing the various approaches to valuing a potential buyout target, this case highlights the importance of the external environment such as a strong legal infrastructure.