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Leeds’ Graduate Experiential Projects Expo Highlights Applied Research

Erik William Jeffries — Thu, 30 Apr 2026 22:05:16 +0000

Leeds’ Graduate Experiential Projects Expo Highlights Applied Research Erik William J… Thu, 04/30/2026 - 16:05

Erik Jeffries • Photos by Nathan Thompson

Graduate students and industry partners filled Kittredge Central on April 24 as Leeds hosted the inaugural Graduate Experiential Projects Expo, a dynamic poster showcase highlighting applied research across the school’s graduate analytics programs.

Leeds graduate students closed out the semester by stepping into the spotlight at the inaugural Graduate Experiential Projects Expo 2026, held April 24 at Kittredge Central. The event brought together 85 graduate students and 40 industry partners and alumni for a dynamic showcase of research spanning Leeds’ master’s analytics programs in business, supply chain and marketing.

Organized by Kristi Ryujin, associate dean for Graduate Programs, and Fairy Gandhi, assistant teaching professor of organizational leadership and information analytics, the expo created meaningful opportunities for students to collaborate directly with industry professionals. Partners, including Amazon, Aspect, Champion Petfoods, Gravity, Ramsi and Rudi’s (see full list below), shared real-world challenges, which students addressed through research-driven poster presentations.

The expo reflected Leeds’ continued commitment to experiential learning. “This event represents the kind of hands-on, industry-connected learning that prepares our students to make an immediate impact,” said Gandhi. “By working directly with industry partners on real-world business challenges, our graduate analytics students build not only technical skills, but also the communication, collaboration and problem-solving skills needed to succeed in their careers."

Delivering So

A Showcase of Real-World Solutions

Presenting Teams

Alvaria
Team Captain: Sunayana Mitra
Team Member: Anusuya Roysarkar

Amazon – Team 1
Team Captain: Vishwajit Mohan Kumar
Team Members: Christian Cohan, Sienna Amorese

Amazon – Team 2
Team Captain: Mrudhula Rapaka
Team Member: Neal Elridge

Amazon – Team 3
Team Captain: Vern Walker
Team Members: Jacob Reinholtz, Quinn Acquaro

Amazon – Team 4
Team Captain: Chirag Fnu

BAE Systems
Team Captain: Naysa Ramirez
Team Members: Dean Folz, Mike Land, Eric Murray

Champion Petfoods US – Team 1
Team Captain: Eric Parton

Champion Petfoods US – Team 2
Team Captain: Retaj Muhsen
Team Members: Stephanie Furst, Bria Combs

Civitaas Insights
Team Captain: Matthew Winston
Team Members: Anese Thompson, Fidelis Ambrose Mahila Lnu

CU Procurement Service Center
Team Captain: Talal Syed

Gravity – Team 1
Team Captain: Matthew Baumgartner
Team Members: Will Van Vuuren, Diana Briguglio

Gravity – Team 2
Team Captain: Taylor Beuke
Team Member: Sam Tran

Intermountain Health
Team Captain: Lucille Nguyen
Team Members: Ryan Bennett, Brodie Lynch

Liberty Energy – Team 1
Team Captain: Rebecca Yoder
Team Member: Cameron Bendalin

Liberty Energy – Team 2
Team Captain: Grace Callahan
Team Members: Lauren Yoder, Samyuktha Sampath, Ima Mervin

Liberty Energy – Team 3
Team Captain: Kishore Ram Sriramulu Krishnamurthy
Team Members: Brian Fields, John Zhang, Parker Jones

Mid’s Pasta Sauce
Team Captain: Kristine Brouwer
Team Members: Josh Cobb

Morris Animal Foundation
Team Captain: AJ Shively
Team Members: Darya Navid, Heather Savino

Ramsi – Team 1
Team Captain: Kishore Ram Sriramulu Krishnamurthy
Team Members: Saja Ali, Peter Nickerson

Ramsi – Team 2
Team Captain: Trew Mundy
Team Members: Evan Scara, Greyson Watkins

Ramsi – Team 3
Team Captain: Hudson Ding
Team Member: Xavier Lamb

Rudi’s Bakery – Team 1
Team Captain: Nick Johns
Team Members: Jose Garcia, Austin Hall

Rudi’s Bakery – Team 2
Team Captain: Ellie Lansdown
Team Members: Akshat Gadgil, Caitlin Smith, Brett Daggett

Sierra Space
Team Captain: Setodji Davito

Spectra Logic
Team Captain: Saketh Josyula
Team Member: Feaven Abel

University of Colorado Anschutz
Team Captain: Andrew Tario
Team Members: Ariadnee Ziady, Emily Tellschow

Vail Resorts – Team 1
Team Captain: Bryce Reim
Team Member: Andrew Jossi

Vail Resorts – Team 2
Team Captain: Tanzim Azad
Team Members: Darios Passas, Chaily Derecskey

Vail Resorts – Team 3
Team Captain: Jason Huang
Team Members: Ethan Stumbaugh, Sienna Amorese, Eleanor Lansner

Wiland – Team 1
Team Captain: Jose Gonzalez
Team Members: Brody Kasprzak, Andrew Crosby

Wiland – Team 2
Team Captain: Caley Kadlecek
Team Members: Maria Beaini, Kayden Williamson

Wiland – Team 3
Team Captain: Palina Narkevich
Team Members: Kayra Ergin, Jack Meghreblian

Morris Animal Foundation
Ramsi
Rudi’s Bakery
Sierra Space
Spectra Logic
CU Anschutz
CU Procurement Service Center
Vail Resorts
Wiland

Leeds hosted the inaugural Graduate Experiential Projects Expo, a dynamic poster showcase highlighting applied research across the school’s portfolio of graduate analytics programs.

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Sustainable Leeds

Jane Majkiewicz — Mon, 20 Apr 2026 20:50:43 +0000

Sustainable Leeds Jane Majkiewicz Mon, 04/20/2026 - 14:50

Jane Majkiewicz

Purpose + performance: How Leeds is preparing next-generation business leaders for a sustainable future.

Leeds graduate students joined MBA peers from across the country on a field trip during MBArk2��ý��, a conference connecting business education with the natural foods industry through the MBArk program.

When the Leeds School of Business was named 25 years ago, business leader Michael Leeds envisioned ethics, social responsibility and sustainability as integral parts of a business education—not as electives or add‑ons, but foundations for shaping future leaders. Since then, that commitment has taken shape across Leeds’ curriculum, research and experiential learning opportunities, reflecting a belief that purpose and profit are intrinsically intertwined.

Following are just a few ways Leeds continues to put that vision into practice.

An undergraduate curriculum rooted in values

Sustainability is embedded in the undergraduate experience through coursework and Leeds’ Sustainable Business area of emphasis. The emphasis introduces students to values-based decision making and examines how responsible corporate governance can drive lasting social and environmental impact.

Students may also pursue the Social Responsibility and Sustainability Track or the Social Responsibility and Ethics Certificate through the Division of Social Responsibility and Sustainability. For Sarah Reice Kohn (Fin’18), the certificate paid off. She joined Anthropologie, where she works as a sustainability manager and was named to the GreenBiz 30 Under 30 list in 2024.

Graduate programs meeting a changing workplace

At the graduate level, Leeds’ newest cross‑campus partnership reflects sustainability’s growing momentum in the workplace. The MS in Sustainable Business, developed with the College of Engineering and Applied Science’s MS in Sustainable Engineering, responds to rising demand for leaders fluent in both strategy and systems.

“We are known as a school that has deep roots in sustainability and we are in a community that really supports that work. ��ý�� embraces these ideas, not only as ideals or values, but also through the industries that come here.”

—Kristi Ryujin, associate dean for Graduate Programs

For Eliza Homorodi (Mktg,Fin’26), who will join the inaugural cohort this fall for the MS in Sustainable Business, the program offers a chance to sharpen her focus. “I’m excited to deepen my knowledge in sustainable business strategy and ESG principles while applying these concepts to real-world business challenges,” she said.

That intersection matters, noted Kristi Ryujin, associate dean for Graduate Programs. In a Poets & Quants article, she said, “We are known as a school that has deep roots in sustainability and we are in a community that really supports that work. ��ý�� embraces these ideas, not only as ideals or values, but also through the industries that come here.”

Leeds has also launched a dual MBA and MS in Sustainable Business degree, blending broad management training with sustainability across business, science, policy and engineering. And for MBA students seeking targeted exposure, the Sustainability MBA Pathway connects coursework with experiential learning and professional networks. Mary Boling (MBA’24) credits the pathway with helping her successfully pivot from a career in education to a role with the Clean Energy Buyers Association.

Sustainability Is for Everyone

MRB Professor Jeff York, a fellow of the Renewable and Sustainable Energy Institute, studies environmental entrepreneurship and how ecological and economic goals can reinforce one another. In a recent interview with CU ��ý�� Today, he spoke about why climate action isn’t just an obligation—it’s an opportunity. The requirement starts with a simple step: engagement.

For business leaders, that might mean understanding climate science well enough to identify real opportunities for impact. For those without a business background, it could mean learning how markets work—how ideas, products and services scale. And for everyone, York emphasizes the importance of civic participation, from the local level to supporting leaders who create conditions for meaningful climate action.

Read more in CU ��ý�� Today.

CESR: 25 years of building bridges

CESR joins Leeds this year in celebrating a 25th anniversary. Founded to help business leaders address social and environmental challenges through applied learning, CESR works across industries—from clean energy to consulting to natural products and beyond.

CESR offers workshops, case competitions and internships. Its annual Sustainability Case Competition draws students from around the country to tackle real-world challenges. This year’s prompt focused on designing the “Warehouse of the Future” for Iron Mountain, an asset management company.

Last year, CESR launched its Impact Internship program. For Charlie Tell (Mktg’26) who interned at Greenhouse supporting youth-led change, the experience reshaped how he views nonprofit work and its long-term influence.

��ý�� Climate Ventures: driving climate entrepreneurship

In 2025, CU ��ý�� became the first public university to join Breakthrough Energy’s University Climate Ventures network. ��ý�� Climate Ventures (BCV), led by CESR and the Deming Center for Entrepreneurship, serves as a regional hub for climate‑tech founders, researchers and investors.

BCV supports students interested in launching or joining scalable climate ventures. For Alex Kaindl (MBA’26), participation has helped clarify her ideas for community-based wildfire insurance and biodegradable packaging alternatives. “BCV offers a support system for being an entrepreneur and also for being someone who cares about climate change and improving quality of life for people, planet and animals,” Kaindl said.

Research shaping global impact

Launched in fall 2025, the Initiative for Global Business Impact and Citizen Well‑Being supports interdisciplinary research focused on sustainability and consumer financial decision making. Distinguished Professor John Lynch, who leads the initiative, noted “the challenges are complex, but we believe there’s promise for solutions realized through interdisciplinary research."

Initial efforts include seed grants supporting Leeds faculty collaborations with researchers in Munich and the Netherlands. Together, those projects reflect a broader pattern across Leeds, where faculty scholarship and interdisciplinary collaboration shapes how sustainability is studied, taught and advanced. Sebastián Villa and Jeff York were named inaugural Research Fellows in CU’s Sustainability Research Initiative.

Alumni and students carrying it forward

Leeds alumni continue to advance sustainability practices across sectors and career paths. MBA Alumni Board members Nancy Schoemann (MBA’16), Mary Boling (MBA’24), Grace Dennis (MBA’21) and Hilary Corsi (ChemEngr’11, MBA’18) launched the Women Investing in Sustainability Education Scholarship to support future leaders in the field.

“You don’t need to have ‘sustainability’ in your title to be a sustainability leader,” Schoemann said. “People working in finance, marketing or operations can all have a huge impact.”

That same thinking helped Jake Davis (MBA’16) in his transition from the military into conservation finance. He now leads NatureVest at The Nature Conservancy, applying core business skills to mobilize private capital for environmental outcomes. For Alex Corren (MRelEst’26), sustainability has reshaped how he approaches the built environment, clarifying a long-term goal of developing regenerative communities that align economic value with ecological resilience.

That momentum is also evident among current students. For Lucy Treccia (Mktg’27), sustainability work began after noticing the amount of waste generated while working at a major coffee chain. At CU ��ý��, she joined CU’s Zero Waste outreach team, where that awareness led to a proposal to expand campus access to hard-to-recycle materials collection, including electronics, plastic film, clothing and more. Her Sustainable CU Grant was approved for $18,570.

“[Sustainable choices] connect business with supportive consumers who will stay loyal to your company as long as you are loyal to the Earth.”

—Lucy Treccia (Mktg’27)

"This funding will expand access to hard-to-recycle material collections across campus, helping more students and staff dispose of items that do not belong in traditional recycling streams,” Treccia shared on LinkedIn.

As she looks ahead to next year's graduation, she said: “It feels really good to be leaving CU next spring knowing I helped implement this resource.”

As a marketing student, Treccia sees sustainable choices as a win-win for business and consumers. “They connect business with supportive consumers who will stay loyal to your company as long as you are loyal to the Earth,” she said.

Across the Leeds community, sustainability reflects a shared belief combined with action, using business as a force for good—on Earth Day and every day.

Leeds is preparing next-generation business leaders for a sustainable future with programs, opportunities and industry connections.

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AI Fact‑Checking Works, But Mostly for Progressives

Kelsey Cipolla — Fri, 17 Apr 2026 22:23:47 +0000

AI Fact‑Checking Works, But Mostly for Progressives Kelsey Cipolla Fri, 04/17/2026 - 16:23

Two experiments in the U.S. and U.K. found that AI fact‑checkers were more effective than humans at reducing belief in false news, but mainly among progressive users.

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Exploring the Future of Business School Education: Insights from AACSB President Lily Bi

Jane Majkiewicz — Thu, 16 Apr 2026 15:43:43 +0000

Exploring the Future of Business School Education: Insights from AACSB President Lily Bi Jane Majkiewicz Thu, 04/16/2026 - 09:43

Jane Majkiewicz

Only 5–6% of business schools worldwide—including Leeds—hold AACSB accreditation, a highly selective marker of excellence in business education. During her visit, AACSB President and CEO Lily Bi explored how global demographics, geopolitics and technology are reshaping the future of business education.

Lily Bi, president and CEO of the Association to Advance Collegiate Schools of Business (AACSB) International, visited Leeds on April 10 to share her insights on “Business Schools in a Disruptive World.” Speaking to more than 100 CU ��ý�� leaders, Leeds board members, faculty, staff and alumni, Bi offered a wide-ranging look at how business education has evolved over the past century—and what lies ahead amid demographic shifts, technological disruption, geopolitical uncertainty and a rapidly changing workplace.

Positioning business schools within academia

The evolution of the AACSB mirrors the evolution of the business school landscape itself. Bi outlined five historical “inflection points,” that shaped the AACSB’s rise as the world’s leading global accrediting body for business schools, now serving 2,028 member organizations across 113 countries and territories.

Early in the 20th century, business schools worked to position themselves within academia as professional, degree-granting institutions. Later inflection points included globalization in the 1990s—when the AACSB expanded into Europe and shifted to principles-based accreditation standards. The aftermath of the 2008 financial crisis prompted a heightened scrutiny of ensuring that business education was producing meaningful societal impact.

“Business schools exist to support and advance business.”

—Lily Bi, president and CEO, AACSB

Today’s inflection point, she explained, "spans an interconnected ecosystem of learners, employers, technology, regulators, geopolitics and other stakeholders. Central to the AACSB’s mission is to elevate the quality and impact of business education globally. Since 2013, the organization has required schools to demonstrate societal impact through teaching, research and engagement,” said Bi.

Simply put, she said: “Business schools exist to support and advance business.”

A changing world—and a changing learner

With declining birth and fertility rates worldwide, Bi urges schools to think beyond traditional 18-22-year-old students, redesigning offerings for lifelong learners. She referenced learners from ages 18 to 80 and used her own path as an example, earning advanced degrees later in her career. “There are many different ways to access education,” said Bi, such as executive education.

Learners are also focused on return on investment, she noted, as affordability pressures rise and access to student loans tightens.

External policy shifts further complicate the landscape. Bi cited a roughly 15% drop in international student enrollments, driven by such factors as housing shortages abroad and high U.S. visa costs. “These are hard realities we are facing,” she said. Still, she emphasized that international students remain essential to talent pipelines, innovation and diversity of thought.

She retains her optimism: “If we adapt well, we will excel and use this era as a time of opportunity.”

What learners and employers want

Students continue to prioritize high-quality teaching, relevant curricula, experiential learning, strong communities and career support. Access to AI tools, global experiences and research opportunities also factor into college decisions.

“If we adapt well, we will excel and use this era as a time of opportunity.”

—Lily Bi, president and CEO, AACSB

Meanwhile, shifting expectations mean that “employers want skills, adaptability and job readiness,” Bi noted, adding that many organizations are treating AI as a technical problem rather than a business problem. A “skills-first” mindset—no degree required—may be reshaping views on the broader value of a degree.

While AI is accelerating demand for new skillsets, she said, across industries, employers continue to consistently seek competencies in navigating ambiguity, communicating effectively, and giving and receiving feedback.

Drawing on her own journey from computer science to business education, Bi described learning to operate in the “gray areas,” where problems are not clearly defined—a benefit of her business school training.

While employers worry about the “expiration date” of technical knowledge, Bi argued that foundational business education remains vital to discovery and intellectual development. It fosters the top three qualities employers seek: strategy, leadership, and community and influence skills. “Everything is integrated and holistic,” said Bi. Degrees and skills, she emphasized, must coexist.

Technology and the future of business education

AI, Bi emphasized, is the ultimate disrupter reshaping work, organizational architecture, leadership, and education itself. Rather than layering AI onto existing models, she said schools have the opportunity to rethink how humans and intelligent systems work together. Accountability, judgment and governance must remain human responsibilities.

She cited industry leaders, including NTT Data Group CEO Yutaka Sasaki and Anthropic CEO Dario Amodei, whose views reframe education not as job preparation alone, but as human formation. Quoting Sasaki, she said: “Human value does not shrink. It concentrates on aspiration, creativity, judgment and governance.”

The ultimate purpose of education is to prepare students for both employment and life, Bi said. “No one knows the future,” she concluded. “This isn’t a static challenge. It’s an adaptive one.” Key questions remain, including: “What is the future MBA? What is the future of business education?”

For Leeds, those questions align squarely with its strategic direction. Building upon 120 years of business education—and as the eighth oldest business school in the country—Leeds is well positioned to help shape the next era of business education, guided by its mission to foster business as a force for good.

Bi's discussion sparked a thought‑provoking exploration of the continued value of business schools in a disruptive world.

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AI Industry Roundtable: Shaping the AI‑Ready Professional

Jane Majkiewicz — Wed, 15 Apr 2026 15:51:15 +0000

AI Industry Roundtable: Shaping the AI‑Ready Professional Jane Majkiewicz Wed, 04/15/2026 - 09:51

Jane Majkiewicz

On April 10, 2026, six industry leaders came to Leeds to discuss “Shaping the AI Ready Professional.”

As artificial intelligence reshapes how work gets done—and how talent is hired—today’s students are entering a job market defined by rapid change. On April 10, six industry leaders came to Leeds for the school’s second AI Industry Roundtable, with this one focused on “Shaping the AI‑Ready Professional.” Faculty, staff and students gathered to hear candid insights on what AI’s acceleration means for business and for anyone preparing to enter the workforce.

The Panelists

Pictured above from left to right.

Matt Rettagliata, AI Solutions for Power and Energy at Google
Sherry Comes, Applied AI & Emerging Tech Leader at PwC
Godard Abel CEO at G2 and PEAK Entrepreneur
Erik Jensen, Partner at KPMG US
Alicia Hines (MBA’18), director of customer success at Knit
Nick Manuzak (Bus’12), Entrepreneur in Residence at CU Venture Partners and VP, Internal Consulting at Axos Bank

Organized by Leeds faculty members Jeremiah Contreras, Bonnie Auslander and Özlem Tuba Koç, the event was part of the school’s broader efforts to help the Leeds community not just understand AI’s expanding role across the business landscape, but also to learn how to work effectively alongside it.

Across industries and roles, the panelists agreed on two central points: AI literacy is no longer optional—it's a baseline expectation. And the pace of change is only increasing. As Nick Manuzak (Bus’12), entrepreneur in residence at CU Venture Partners and vice president of internal consulting at Axos Bank, put it, “AI is accelerating at an enormous rate.”

Career readiness on day one

Leeds is keeping pace with that acceleration, said Michael Leeds (Fin’74), Leeds Advisory Board member and the business school’s namesake, who opened the discussion.

“Leeds has been growing and strengthening in so many areas, and AI is actually accelerating what we’re doing,” he said. “It’s a matter of how we do business today, and our students have the advantage of being able to study and use AI.” He added that Leeds is intentionally exploring how to prepare students so that “on day one when they go to work, they are truly prepared—and employers are thrilled to have them there.”

“AI is accelerating what we’re doing at Leeds. It’s a matter of how we do business today, and our students have the advantage of being able to study and use AI.”

—Mike Leeds (Fin’74)

That emphasis on readiness reflects what panelists described as a professional reality. Alicia Hines (MBA’18), director of customer success at Knit, said AI is already deeply embedded in her daily work.

“I use AI all day every day,” she said. “AI is baked into our product and our ways of working, and our clients come to us because many of them have a mandate to do more innovative research—using more innovative tools—to do more with less.” To put the “mind-bending” pace into perspective, she said her company releases new features every two weeks.

Going all in

Godard Abel, founder and CEO of G2, described a similar urgency. His company helps organizations determine which AI tools best suit their needs.

“We’re going all in,” Abel said. “Things are changing so fast, and it is automating knowledge work. I tell employees we don’t have a choice.”

Still, Abel emphasized that AI remains a tool rather than a replacement for human judgment. “As with any technology, it can be used for good or evil,” he said. “Humans still do the work of having compassion, communicating with each other—that is what AI can’t and won’t do.”

Sherry Comes, a CU ��ý�� alumna and an AI leader at PwC, echoed that framing. “I try to elevate the human experience using digital technology,” she said, positioning AI as a way to amplify—not diminish—human capability.

Matt Rettagliata of Google introduced another dimension, pointing to the environmental realities behind AI adoption. “AI uses a lot of power and water,” he said. He works to ensure that companies are applying AI responsibly and ethically. “The question," he said, "is how do we make sure the intelligence produces a dividend?”

Where humans still stand out

While AI excels at speed, pattern recognition and instruction-following, panelists noted its limitations.

In her role, Hines explained, human judgment is what forges negotiations, conversations and trust. “If you are just letting AI do all the work, then what is the value you provide?”

That value lies in perspective. “AI has expedited getting me to those first drafts,” Hines said. “But then I put in my special sauce. I don’t feel comfortable letting AI run without my point of view.”

Jobs, displacement and learning by doing

Concerns about vanishing jobs surfaced throughout the discussion. “Everyone is really worried about the job compression,” Rettagliata said. “But what’s being overlooked is that AI can improve outcomes, and employees still need to understand process to get the best results.”

AI systems still depend on humans to set context, he explained. His advice to students was straightforward: “Be really good at something. Find something you like, learn it, walk the line, do the job, and understand how it works.”

Erik Jensen, a partner at KPMG US, described AI less as a replacement than as a displacement tool. While hiring models are shifting, he said his firm continues to invest in campus recruiting rather than relying on lateral hiring from other professional services firms.

AI, he suggested, is reshaping the traditional hiring pyramid. Rather than a broad base of entry-level roles supporting layers of management, he sees that base flattening—less an elimination of work than a redistribution of it.

“Let’s repurpose, reskill and retain workers” he said, shfiting from that traditional pyramid to “the Washington Monument.”

The impact of that shift, he noted, may be felt most acutely outside the United States. Historically, the wide base of the pyramid often relied on lower-wage labor in other countries. “Those are the jobs I worry about,” he said. While U.S. workers are likely to see reskilling opportunities, he urged organizations to think more collaboratively about the global workforce.

Across the panel, the emphasis was consistent: learning does not stop at graduation. “The key thing people need to be is agile," Comes said.

Entry level isn’t disappearing—it’s evolving

Ellie Gates, assistant teaching professor of organizational leadership and information analytics, asked the panel to respond to predictions of a 20% decline in entry-level roles, the ones where graduates typically explore, learn and grow. The panelists’ perspective was notably optimistic.

Abel said his company continues to value interns and early career hires, particularly because younger workers are often more fluent with emerging AI tools. Hiring, panelists agreed, is still driven by curiosity, adaptability and a willingness to learn.

From a hiring standpoint, Comes put it succinctly. “I hire more for attitude rather than aptitude,” she said. “What you learn today probably doesn’t matter tomorrow. It’s why you learn it.”

“I hire more for attitude rather than aptitude. What you learn today probably doesn’t matter tomorrow. It’s why you learn it.

—Sherry Comes

Hines underscored that human presence remains a differentiator. “The way that you network, the way that you present in your interviews, the way that you are perceived by your clients—that is going to continue to be a differentiator.”

Manuzak added, “When you’re up against a lot of competition,” he said, “the differentiator is how you show you can use AI. Show usage, not just the potential for usage.”

The panelists said that experiential learning, internships, hackathons, and case competitions all demonstrate an ability to solve real-world problems—and those are a hallmark of a Leeds education.

Both Abel and Rettagliata said they encourage their college-age children to engage with AI rather than shy away from it. “If you’re skeptical of something,” Rettagliata said, “don’t allow your amygdala to hijack that. Be curious. Try to understand what’s happening.”

He captured a sentiment shared across the roundtable: “It’s more important to ask the right questions than to have the right answers.”

As AI reshapes how work gets done—and how talent is hired—today’s students are entering a job market defined by rapid change. Six industry professionals shared their candid insights on what AI’s acceleration means for business.

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Why Climate Action Is One of Today’s Biggest Business Opportunities

Kelsey Cipolla — Wed, 08 Apr 2026 16:09:14 +0000

Why Climate Action Is One of Today’s Biggest Business Opportunities Kelsey Cipolla Wed, 04/08/2026 - 10:09

As federal policy shifts, the economics of clean energy are becoming harder to ignore. Jeff York explains where climate-focused startups are gaining ground and what it will take to bring them to scale.

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SpaceX's IPO Could Be the Biggest Ever. Here's What It Would Mean for Everyday Investors

Kelsey Cipolla — Tue, 07 Apr 2026 15:22:02 +0000

SpaceX's IPO Could Be the Biggest Ever. Here's What It Would Mean for Everyday Investors Kelsey Cipolla Tue, 04/07/2026 - 09:22

Leeds finance professor Shaun Davies breaks down why this listing could matter to ordinary investors—even for people who never plan to buy the stock.

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Leeds Shines in Latest U.S. News and World Report MBA Rankings

Jane Majkiewicz — Mon, 06 Apr 2026 17:24:22 +0000

Leeds Shines in Latest U.S. News and World Report MBA Rankings Jane Majkiewicz Mon, 04/06/2026 - 11:24

Jane Majkiewicz

The Leeds MBA continues its upward climb in 2026, with the Part-Time MBA ranking in the top 10%, and specialty programs placing in the top 10–25% across six areas.

U.S. News & World Report has released its latest MBA rankings, with Leeds making significant gains. The Part-Time MBA climbed 18 spots to No. 24 (out of 245 programs), placing ahead of peer institutions including the University of Wisconsin-Madison (No. 26), the University of Georgia (No. 32), and the University of Utah (No. 35).

The Executive MBA now ranks No. 39 (out of 346 programs), positioning it in the top 11% nationally and ahead of both BYU (No. 46) and Purdue (No. 46).

For the first time, U.S. News also released standalone rankings across 13 graduate specialty areas. Leeds placed in the top 10–25% in six disciplines: Accounting, Business Analytics, Finance, Marketing, Real Estate, and Supply Chain. These areas are offered through concentrations and coursework that award credit toward broader MBA degrees, and in some cases, through dedicated master’s degree programs in these disciplines.

While the table on the right outlines the rankings, the following student sentiments bring those numbers to life. Over the past year, graduate students have described experiences marked by academic excellence, a supportive community and meaningful real-world impact.

Leeds in the 2026 U.S. News MBA Rankings

Leeds in the U.S. News 2026 MBA Rankings

Category	Rank	Change from 2025
Best Business Schools (Full-Time)	77 (tied)	Up from 79
Best Part-Time MBA Program	24 (tied)	Up from 42 Out of 245 programs, placing Leeds in the Top 10%.
Best Executive MBA Programs	39 (tied)	New Out of 346 programs, placing Leeds in the Top 11%.
Best Accounting Programs	48 (tied)	New Out of 344 programs, placing Leeds in the Top 15%.
Best Business Analytics Programs	39 (tied)	New Out of 304 programs, placing Leeds in the Top 15%.
Best Finance Programs	43 (tied)	New Out of 280 programs, placing Leeds in the Top 15%.
Best Marketing Programs	25 (tied)	New Out of 256 programs, placing Leeds in the Top 10%.
Best Real Estate Programs	16 (tied)	New Out of 79 programs, placing Leeds in the Top 20%.
Best Supply Chain Programs	41 (tied)	New Out of 178 programs, placing Leeds in the Top 25%.

MBA momentum

For more than 60 years, the Leeds MBA has helped professionals advance and pivot their careers. Offered in full-time, evening, hybrid, and executive formats, the program is designed to meet students where they are—both professionally and personally.

Academic rigor and a powerful network drew John Afdem (MBA’27) as he navigated a career transition after 12 years of active duty in the U.S. Army. “I’ve developed a deep understanding of business fundamentals but also a stronger sense of purpose in how I can apply my leadership background to entrepreneurship and venture investment,” he said.

Rebecca Slezak (MBA’27) points to the program’s close-knit cohort as a defining strength. “It really feels like we’re all in this together and that I can ask anyone within the group for help if I have questions.”

For Katrina Grosek (MBA’26), hands-on learning opportunities have set the program apart. Participation in ��ý�� Climate Ventures has been an energizing experience. “Working with the general partner to build out the fund [during an internship], while attending BCV sessions in parallel, was the most impactful form of experiential learning I’ve encountered throughout my MBA.”

The emphasis on practical, career-enhancing learning also resonates with part-time students, who see the MBA as a strategic complement to their existing careers. Royer Lopez (Mktg’18, MBA’27) wanted to expand his leadership skills. “I want to be able to not only speak to my expertise in marketing and advertising, but also better understand the other functions of business, so I can lead in a more strategic, well-rounded way.”

Leeds’ commitment to professional growth similarly inspired Kelsey Cipolla, senior content marketing manager with the Leeds Engagement, Marketing and Communications team.

“As a Leeds staff member, I’ve watched the part-time MBA program rise in the rankings over the years. I’ve also seen firsthand how transformative the program is for students and the ways they benefit from the school’s supportive culture. When I looked to further my business education, applying to Leeds was the natural choice. I’m excited to start the program this May,” she said.

A forward-looking vision

Leeds continues to strengthen its MBA programs through curriculum innovation, world-class faculty, and immersive experiential learning—ensuring graduates are prepared to meet the rapidly evolving demands of today’s marketplace.

“We are continuously investing in our graduate programs to ensure students gain the skills, perspective and competence needed to succeed in a changing business landscape,” said Kristi Ryujin, associate dean for graduate programs. “Supportive and engaged staff are committed to students' academic, personal and career success,“ she added.

One example of this commitment is the launch of an innovative MBA-MS in Sustainable Business (MSSB) dual degree this fall. The integrated program blends the strengths of the MBA and the Master’s in Sustainable Business, allowing students to develop a broad foundation in leadership, strategy and critical thinking while gaining applied expertise in sustainable business.

These investments—and their impact—are increasingly visible beyond campus. “Our continued rise in the rankings reflects our forward-looking vision and is an important marker of our reputation,” said Tandean Rustandy Endowed Dean Vijay Khatri.

“While rankings are just one lens on academic reputation—complementing faculty research, career outcomes, employer partnerships and alumni achievements—they provide an opportunity to celebrate our progress while remaining deeply focused on what matters most: creating extraordinary impact in learning outcomes for our students,” he said.

Good news for Leeds’ MBA programs: The latest U.S. News rankings reflect overall gains and new placements in specialty areas.

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Startups & Sandwiches: A Virtual Visit with Best-Selling Author and Leading Entrepreneur Eric Ries

Jane Majkiewicz — Thu, 02 Apr 2026 15:37:15 +0000

Startups & Sandwiches: A Virtual Visit with Best-Selling Author and Leading Entrepreneur Eric Ries Jane Majkiewicz Thu, 04/02/2026 - 09:37

Jane Majkiewicz

Ries joined the Leeds community virtually to discuss entrepreneurship, values, and his forthcoming book on building enduring companies that help human society flourish.

The Deming Center for Entrepreneurship concluded its Startups & Sandwiches series for the spring 2026 semester on a high note with a virtual visit from Eric Ries, author of The Lean Startup, The Startup Way, and The Leader’s Guide. Students filled Koelbel 218 to hear Ries’ insights on business and to learn about his forthcoming book, Incorruptible : Why Good Companies Go Bad ... and How Great Companies Stay Great.

Ries shared his journey from earning a degree in computer science to being “swept up in the dot-com bubble,” which he amusingly described as fun at first, but then humiliating. Over the course of his career, he has studied management and worked on innovation across big companies, governments and NGOs—learning along the way how to master key business skills like accounting and governance.

A thought-provoking conversation covered a range of topics. Here are some of Ries’ insights.

On the reason for his new book.
“Most of the ways that I was taught about how companies should be run and structured ultimately leads to them being corrupted.” The reality, he said, is that there are many ways to make money without creating any value at all. “It turns out that there’s actually good evidence that we know how to build organizations that stay true to human flourishing over the long-term.” It’s time to define new best practices—replacing the old ones that don’t work—“that will leave the world better than we found it.”

The Defining Questions for Modern Business

In the Deming Center newsletter, "The Entrepreneurship Pulse," Executive Director Erick Mueller highlighted the central questions Eric Ries posed for tomorrow’s business and thought leaders—questions that push us to rethink the purpose of business and how it creates value.

How do we build companies that are additive rather than extractive?
How do we align AI creators with human thriving over "profit at all costs?"
How do we dismantle shareholder primacy in favor of organizational purpose?

On the realities of entrepreneurship.
Ries drew laughs when he noted that entrepreneurship in the movies is often about a “plucky protagonist with a great idea.” As an example, he cited Ghost Busters, one of his favorite films. In real life, it’s very different. The hardest work is the foundational decisions, like what features to include in a product and defining customers. But in the movies, “that stuff is so boring it’s limited to a two-minute montage.”

Seeing thousands of startup stories throughout his career, Ries understands the dark side of entrepreneurship. “It’s not all puppies and rainbows. There’s also a lot of misery in the startup world,” much of it driven by the misguided best practices we’ve been indoctrinated into that cause us to deviate from what we know to be right, he believes.

That tension often leads to decisions that are misaligned with personal values. “It’s time for this to end—we have to reconcile the formal definitions of what business is with our intuitive understanding of what business is for.”

On founding the Long-Term Stock Exchange (LTSE).
“The nice thing about doing something so impossibly difficult is that nobody expects you to succeed.”

On the soul of a company.
“It takes me in the book 11 chapters to give the concept of a corporate soul.” Organizations, he explained, function like super organisms. He pointed to a study in which the researchers measured the ethical character of different organizations and used the assessments to accurately predict the organizations’ behavior in future situations. “If you are a cog in that machine, what you do is not entirely in your own control, and often you end up creating effects that are contrary to your own values. And if that sounds scary to you because you’re thinking of starting an organization, then good, it should scare you.”

On mission-driven organizations.
While avoiding traditional buzzwords, Ries emphasized that true mission-driven organizations stand apart. “It turns out we have great evidence that people love working at companies like that, buying from companies like that and love investing in companies like that.” Their advantage, he said, comes from the most underrated aspect in business—trustworthiness.

”We have to reconcile the formal definitions of what business is with our intuitive understanding of what business is for.”

Eric Ries, author and entrepreneur

On optimism and what’s next for business.
Though clear-eyed about current challenges, Ries manages to stay hopeful. “I think the era of shareholder primacy is actually already over … it’s an idea that has basically caused its own intellectual collapse.” Change, he believes, will come through generational turnover and a compelling alternative vision. “If you've ever been navigating somewhere and you make a wrong turn, it’s not like you say, ‘Blow up the car, we’ll never get there; we’re all doomed.’ As long as people wake up out of … unconscious behavior, then I think we’ll be able to get people to recognize the need for this change and turn the car around.”

On aligning your decisions with your values.
“If you want to make change, the first step is to make sure that the actual decisions you make—no matter how immaterial they may seem—are in fact aligned with your values. That’s your surprising power in your life and career.”

Eric Ries joined the Leeds community to discuss entrepreneurship, values, and his forthcoming book on building enduring companies that help human society flourish.

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Career Paths: How Jonathan Buckingham Strengthened His Calling at Leeds

Jane Majkiewicz — Wed, 01 Apr 2026 19:10:51 +0000

Career Paths: How Jonathan Buckingham Strengthened His Calling at Leeds Jane Majkiewicz Wed, 04/01/2026 - 13:10

Jane Majkiewicz

Jonathan Buckingham's secret to his success? Doing what he loves. Photo by Leeds friend, photographer Matan Coll (Mgmt’25).

Even as graduation nears, it’s likely that Jonathan Buckingham (Mktg’26) has spring cleanups on his mind more than walking across the stage to receive his diploma. That’s because, after commencement, he plans to continue building the landscaping business he launched at age 10 in his hometown of Greenwich, Connecticut. His dream? “To have a massive landscaping empire.”

Since arriving at CU ��ý��, Buckingham and his high school friend and business partner, Rudy Carpio, have grown J&J Lawncare LLC to 13 full‑time employees and $2.1 million in revenue last year. During college, they generated more than $7 million and secured more than 200 maintenance clients.

So how did Buckingham manage to run a business from thousands of miles away?

Business school as the backup plan—until it wasn’t

“When I decided to attend CU ��ý��, I came to Colorado with the mindset that earning my degree would be a backup plan in case the business didn’t succeed,” he said. He also knew he wanted to be in Colorado. “I’ve always had my mind on CU, as I’m a big skier.” He wanted to fulfill his parents' aspirations for him to earn a college degree. But he didn't want to give up his business.

The logistics seemed daunting. “I knew if I was going to college, I had to have someone who could do in‑person estimates, get our crew set up every morning, and understand the landscaping knowledge that I have.” Carpio was the answer. Buckingham knew they both loved landscaping and shared a similar work ethic, mindset, and passion for the business. Carpio, who was attending college locally, could be the boots on the ground, while Buckingham could focus on the work he could accomplish remotely.

And it worked. Instead of business school being a “backup,” it turned into an engine for growth. “I was able to focus on building stronger systems, improving client communication and developing better financial management practices,” Buckingham said.

But it wasn’t easy. Freshman year was stressful—full of late‑night FaceTime calls and constant coordination—but the business kept growing.

We were starting to gain clients, and I realized that was because I was spending four or five hours each day strictly focusing on making sure we popped up No. 1 on Google.

At the same time, he was expanding the company’s reach on social media, regularly posting to Instagram and TikTok to showcase their work. The TikTok account has now grown to more than 40,000 followers, fueled by energetic videos of projects underway, how-to tips, and landscaping designs coming to life.

To keep up with that momentum, Buckingham realized he needed better systems to manage the workload from afar. He adopted Jobber for project management, strengthened his QuickBooks skills, and built more efficient processes. “All the workers have the Jobber app on their phone … I can review every job remotely and update clients,” he said.

Standing out through service

By the time he arrived at Leeds, Buckingham had already taught himself payroll, taxes and basic accounting. He had a clear goal to make client management the company’s differentiator in a crowded market.

“The reason we grew so fast is because we are very on top of our clients and any concerns they have about their property,” he said.

Stepping back from day‑to‑day labor let him refine branding, marketing and financials. His coursework often aligned with what he was doing.

I could compare what I was learning in class to what was happening in my business. That kept me engaged in college.

He and Carpio also broadened service offerings, adding gutter cleaning, junk removal, masonry and snow management, while avoiding categories like painting that didn’t fit their strengths. This created stable year‑round revenue.

Leadership lessons

Over time, Buckingham realized that strong systems are essential for both efficiency and leadership.

“You absolutely have to have systems in place,” he said. “Everything has to be organized.” Detailed historical data lets his team deliver consistent work and helps him produce accurate estimates. It also helped him learn that he should be charging higher rates, especially as they sought to make higher-end properties their major customer base.

Another lesson: communication is key. “As a leader, you can’t take frustrations out on your workers,” said Buckingham. “If you’re only saying negative things, it creates a bad work environment.” Leeds helped him strengthen those communication skills.

Leeds has so many group projects and presentations. It really helped my confidence—especially thinking on my feet.

Future possibilities

Despite his workload, Buckingham made time for college life—joining a fraternity and squeezing in about 40 ski days a year. Planning ahead was essential; he learned to set up each day’s schedule by planning the night before.

Professors also shaped his perspective. Assistant Professor of Marketing Elmer Ramos encouraged him to diversify income streams. After graduation, Buckingham plans to purchase his first rental property and explore real estate opportunities.

He has also grown as a partner. “Most partnerships fail. But Rudy and I learned to be very transparent and honest. We say things how they are and talk it out.”

Now, as he turns the page on college, Buckingham isn’t trying to prove his business can succeed—it already has.

“It kind of sounds crazy, but I made it work. I think the reason I was able to make it work is just how much of a passion and drive I have for this.”

Thanks to his parents, he’s leaving college debt‑free. “All my life, I've been saving and investing, so I have a big head start compared to the average college graduate.” But he’s quick to note that he didn’t pursue landscaping to make a lot of money, and initially, college was also a way for him to understand how to make more than just a living wage.

I did it because I loved it. If you love what you do, you'll figure out a way to make the money you want to make.

And while the company may now be firmly established, Buckingham is just getting started.

Friends and partners Rudy Carpio (left) and Jonathan Buckingham have been able to grow and operate a thriving lawncare and landscaping business, even while attending college. Photo by Matan Coll (Mgmt’25).

College may have started as a “backup plan” for Jonathan Buckingham (Mktg’26), but it ultimately reinforced his calling and helped him grow a multimillion-dollar landscaping business.

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