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School of Business

The sky’s the limit for Gabriel Geist, ’17, and Jack Dowe, ’17, co-founders of FlyReal, a full-service drone marketing and consulting company.

The FlyReal team includes [from left] two alumni of Southern’s School of Business — Gabriel Geist,’17, and Jack Dowe, ’17 — and fellow partners Justin Kegley and José Alvarez de Lugo [missing from photo].

You know your college business course is a standout when it inspires you to launch an actual business. So it was for Jack Dowe, ’17, and Gabriel Geist, ’17, who on April 12, 2017, exited Management 450 — Business Policy and Strategy — and headed to a study room in Buley Library to incorporate their new company.

“How’s that for a founders’ story?” asks Dowe of the resulting enterprise — FlyReal, a marketing and consulting company that specializes in drone video and photography. Based in New Haven, the company works primarily with the real estate industry, but has expanded into general marketing. Soon after taking to the skies, the FlyReal team has completed projects in 12 states for clients that include the KeyBank Foundation and commercial real estate leaders Marcus and Millichap, Cushman and Wakefield, Northside Development, and the NNN Pro Group. “The biggest kick for me is that we are helping to define an entire industry,” says Dowe.

A partnership forms
The FlyReal story began in a classroom — a Saturday session of the aforementioned Management 450, taught by Linda Ferraro, assistant professor of management. All business majors are required to complete the capstone course, which challenges teams of students to “run” a simulated business — a sensor company with about $100 million in initial hypothetical sales. Working online and in the classroom, each team draws on everything learned in previous business courses: accounting, economics, management, marketing, and more to operate their “sensor company” as successfully as possible.

The business-strategy simulation — called Capstone™ — is fittingly challenging. It was originally developed by Capsim for corporate management training, used by companies like Microsoft, General Electric, PwC, and Samsung. “It’s used in quite a few MBA programs,” says Ferraro. “It definitely requires students to up their game.”

Dowe and Geist were placed on the same Management 450 team. The senior business majors hadn’t previously met but had a lot in common — specifically a commitment to their studies. Dowe transferred to Southern from George Washington University in Washington, D.C., where he received a scholarship after graduating summa cum laude from Hamden Hall Country Day School. It had seemed a dream scenario. But the fit wasn’t right, and he made the difficult decision to leave for New Haven.

At Southern, everything fell into place. Dowe was named one of eight School of Business Ambassadors — a leadership-development program — and was invited to Tokyo, Japan, to explore international business through a program led by alumnus Austin Auger, ’78. Dowe ultimately graduated summa cum laude.

Gabriel Geist was a transfer student as well, enrolling at Southern after taking classes at Middlesex Community College. He also studied abroad, spending a semester at the highly regarded EDHEC Business School in Lille, France. As a Southern student, he tutored classmates at the Academic Success Center, completed two tax internships, and served as treasurer of SUMA Marketing (Southern’s chapter of the American Marketing Association) as well as the Accounting Society. He also worked part-time as a ballroom dance instructor —managing his busy schedule and graduating cum laude.

The two dedicated students took Management 450 in their final semester — and they gave it 110 percent. They each worked near the New Haven green, and would sometimes meet for lunch to discuss the project. One day, Geist shared an idea he’d had while studying abroad in France: a drone marketing company.

“The most important thing I learned in Management 450 was to view my learning outside of the context of the classroom,” says Gabriel Geist, ’17, (right) with Jack Dowe, ’17, (center) and Justin Kegley.

Dowe was intrigued and the student teammates soon became real-life business partners. They found an initial investor, purchased the required equipment, and within months FlyReal was open for business.

“The most important thing I learned in Management 450 was to view my learning outside of the context of the classroom,” notes Geist. “I give credit to Linda Ferraro and her discussion-based learning style for our success in developing our business idea.”

Their former professor is thrilled but not surprised to learn about FlyReal. Dowe and Geist did well in the class, ending the business simulation with more than $400 million in hypothetical sales over eight simulated years — a 300 percent increase. “Both are extremely intelligent and exceedingly professional,” she says. “Jack [Dowe] has the ability to unite people around a common purpose. He has great energy and enthusiasm — and a level of curiosity that inspires him to ask questions without fear,” says Ferraro.

Her opinion of Geist is equally telling. “Gabe is extremely thoughtful and analytical. He integrates information so well and is also curious, but in a less extroverted way.” They are, she notes, a good team.

Which leads us to today. Challenges remain — including balancing the demands of holding traditional corporate positions while running their own business. Dowe is a multi-family analyst at M&T Realty Capital Corporation and Geist is an international tax associate with RSM US, where he previously interned.

They are also entrepreneurs. As managing partners at FlyReal, they work alongside partners José Alvarez de Lugo, director of business development, and Justin Kegley, creative director, who pilots the drones.

Dowe and Geist say the opportunity for future success is their ultimate inspiration. They hope to expand FlyReal’s focus and work with hotels, resorts, golf courses, and more. They also would like to segue into industrial applications such as mapping, zoning, and surveying.

“Right now, drones are largely for hobbyists,” says Dowe. “But in 10 years, every industry is going to have an application for a drone.” He pauses, then asks a hypothetical question: “When that time comes, who is going to have a platform of FAA- [Federal Aviation Administration] certified, experienced drone operators — one that is large enough to meet that huge need? There will be very few. And if you can be one of the top 10, you’re all set.”

Want to succeed in life? “Stay curious,” says Rick Capozzi, ’83, who shares the secrets to surviving and thriving in today’s rapidly changing business world in his new book: “The Growth Mindset.”

Alumnus Rick Capozzi graduated from Southern Connecticut State University's School of Business in 1983. Today, he's a leader in the world of finance.

As a high school football star from northern New Jersey, Rick Capozzi, ’83, was being actively recruited by several NCAA Division I universities when he broke his back playing in an all-star game at Giants Stadium. He recovered from the injury, but was no longer a top Div. I prospect. Southern, however, was interested and Capozzi soon was playing in New Haven.

“The first year was tough,” says Capozzi, of his shift in plans. “But I came to love Southern.” Majoring in business administration, he played football for the Owls for three years. He also was a nationally ranked power lifter and served as a residence hall adviser. The latter, he says, provided a crash course in leadership and responsibility.

The skills honed on campus fueled Capozzi’s post-graduation success. He held senior management positions at TD Private Bank, Merrill Lynch, UBS, Wells Fargo, and other industry leaders. His tenure at Morgan Stanley helps illustrate the breadth of his experience. As national sales manager at the organization, he was responsible for the firm’s network of 8,000 financial advisers in nearly 500 offices across the U.S. — and as Morgan Stanley’s regional director, he oversaw more than $35 billion in assets.

Building on such experience, he founded Capozzi Advisory Group in December 2014. “After 30 years on Wall Street, I wanted to be a bit more entrepreneurial,” he says. Today, he’s a sought-after consultant and speaker, who’s made more than 1,200 keynote presentations throughout North America, Europe, the Middle East, and Asia. He’s also a successful author, whose most recent book, “The Growth Mindset: Leadership Makes a Difference in Wealth Management,” outlines strategies for success.

In November, Capozzi, who serves on the Business Advisory Council for Southern’s School of Business, returned to campus to meet with students. Following he shares a few of his thoughts on thriving in business today.

Tell us about the book’s title: “The Growth Mindset.”
Capozzi: Because of technology and innovation, we are facing arguably the greatest period of change in the business world in our lives. If you don’t have a growth mindset — meaning if you are not constantly thinking about ways to grow both professionally and personally — you will fall behind in this rapidly changing economy and world market.

Describe someone with a growth mindset.
Two words come to mind: responsibility and curiosity. Someone with a growth mindset wants to know more about the world around them and they take full responsibility for their lives. They always believe they can improve.

What are some of the changes shaping business?
In my world [economics and finance], the disruption comes from technology — algorithms and robo-advisers. You call in, basically talk to a computer, and based on your responses, it will, in essence, try to manage your money.

In other industries, some of the best examples of disrupters are Uber, Airbnb, Amazon, and Tesla, the electric-auto manufacturer. Think about how much disruption Uber has caused — and they are able to do so because of technology. Uber is basically a technology company. We have no idea where artificial intelligence will lead to in the future. But we know that technological innovation is not going away. It’s going to accelerate.

What’s the effect on the personal level?
Everyone in the business world needs to ask: Can a robot or technology do my job? If the answer is, ‘Yes’ or ‘At some point soon,’ you are probably going to become less relevant unless you take steps.

You stress the importance of the human component as a way of maintaining a competitive edge.
Communication skills are paramount in this economy — and I stress this whether I am talking about leadership with college students or management directors. Seventy percent of our economy is service-based. If you don’t have the right interpersonal and soft skills, it will be hard for you to compete.

People generally do business with people they like. It’s best to form those relationships face to face. . . . If I look you in the eyes when negotiating, I can learn more in three seconds than through 25 email exchanges.

Any quick tips?
I am a big proponent of mentors. Based on the research I did for my book, you are never too old for mentors. I know CEOs who have run organizations with 50,000 employees — leaders who are 70 years old — who still have mentors. Being a mentor is also important. I consider myself a student teacher.

Did you have a mentor at Southern?
I had several. One was my philosophy professor Dr. Mohan [professor emeritus of philosophy]. He opened doors to a world that didn’t exist to me before. I’m from the Class of 1983 — but philosophy is still at the core of what I do today.

Rick Capozzi during a recent visit to Southern, where he is a member of the School of Business Advisory Council.

To what do you attribute your success?
It all started with a belief system. I was absolutely certain that if I wanted something badly enough, no one — no matter who they were — was going to tell me I wasn’t going to achieve it. That belief came from my parents and my siblings. They stressed a strong work ethic and the ability to persevere no matter what.

Also, if I didn’t know something, I was not afraid to ask. I wasn’t afraid of surrounding myself with people who were in some way smarter than me. In fact, my goal was to hire people who had a skill set or knowledge that I didn’t.

Finally, I never stopped learning — and I’m not just talking about the business world. It’s all about curiosity.

What’s something you’ve learned about recently?
My daughter wanted to go shark diving with great whites, so I went. Why? Because I was curious to see what great whites look like from a foot away.

Any final thoughts?
You never master it all. The best professionals, when they are in their 80s and 90s, will tell me, ‘Rick, I am excited about today, because I’m probably going to learn something new.’

New Haven is a foodies' paradise — with Junzi Kitchen among students' favorite new dining hotspots. Alumnus Andrew Chu, '10, MBA '13, the restaurant's director of operations, reflects on the excitement of working for the successful startup — and how Southern helped prepare him for the feast.

Photo: Junzi
Andrew Chu, '10, MBA '13, is director of operations at Junzi Kitchen, a student favorite in New Haven.

Andrew Chu, ’10, MBA ’13, is energized by the lightning-fast pace of a restaurant startup. “If I went to a 9 to 5 desk job, I would be incredibly bored,” says Chu, director of operations for Junzi Kitchen. The restaurant, which was founded in New Haven in 2015 by a group of Yale University alumni, has already expanded to include several New York locations, all specializing in northern Chinese cuisine. Chu was among Junzi’s earliest team members — drawing on experience gained from his family’s restaurant background and two Southern business degrees. Both prepared him for a rewarding, demanding schedule. At Southern, he was a graduate intern, a resident hall adviser, an orientation ambassador, and treasurer of the Cultural Affairs Club and the Ski/Snowboard Club. “I was one of those kids,” says Chu, who also worked off campus — and served on what is now the Connecticut State Colleges and Universities Board of Trustees. In the following interview, he shares his thoughts on Southern and business.

How did you become involved with Junzi?
It was really through networking and living in New Haven for so long. I moved to New Haven when I was 17 — so I’ve been in the city for some time. Mutual friends were working with Junzi’s co-founders at the very beginning. One of my friends, Reed Immer, who is a New Haven local, signed on to do marketing. He introduced us, and my background fit. My upbringing was in Chinese restaurants. My family had a restaurant in Middletown, Conn., called Debbie Wong Restaurant. We also had a few in Massachusetts. They were banquet-style restaurants — most 65 – 70 seats — with the location in Middletown seating about 300 for weddings, Lion’s Club meetings, and other events. So it was more of an operation.

So it’s in your blood.
It’s kind of ironic. My dad will say to me: ‘You didn’t want to take over the restaurant when you were younger. Then you went, got all of this college education, and now you want to get back in the restaurant industry.’ But Junzi is very different from your traditional, neighborhood Chinese restaurant. I saw a great opportunity for growth and forward momentum.

What are your responsibilities with the restaurant?
I am one of the operations managers for the company. In 2015, there were only seven of us. With a recent hire, we are at 17 employees now, so we’ve grown considerably in three years. In the beginning, I oversaw store operations. But now I am happy to be transitioning into more of an HR [human resources] role, which I enjoy immensely. Working closely with people on communication, making sure policies are followed. And I still get to have my hand in a little bit of everything else.

You earned two business degrees at Southern. Did you always plan to major in business?
From high school on, I had a business track in mind. I was interested in marketing as an undergraduate. In terms of the MBA degree, I was given an amazing opportunity to become a graduate intern for Judicial Affairs [at Southern]. So I was earning my degree while gaining experience.

Noodle bowls at Junzi

How did Southern help prepare you for your career?
Serving on the board of trustees for what was then the Connecticut State Universities system was instrumental — especially doing so while going through Southern’s business program and earning my MBA. I was able to take what I was learning in the classroom and apply it to a real-world setting. That experience definitely taught me to hold my own . . . to be able to walk into a room of senior business leaders and understand what they were talking about. I remember there being a $171 million budget just for Southern. So I gained an understanding of those type of numbers, and I was part of meetings and conferences where all different aspects of business were discussed. It was very exciting. [laughs] It was also very nerve-wrecking. But it gave me experience.
I also had side jobs while attending graduate school. I was a sales rep for a snow board company based out of Waterbury, Vt., and worked at a retail store out of Berlin, Conn. I like to stay busy.

Was there anyone at Southern who had a particularly strong influence?
The board of trustees was a huge influence.Then, without question, my graduate internship with Student Affairs — and all of the administrators I worked with [through the division]. Chris Piscitelli [assistant dean of students and director of student conduct], Denise Bentley-Drobish [director of student involvement], Sal Rizzo [director of new student and sophomore programs], and Eric Lacharity [interim associate director of student involvement] — all had such a major impact. A lot of it was them stressing the importance of getting involved and networking. That helped me exponentially get to where I am today.

The restaurant also takes reservations for a monthly chef’s table, featuring culinary specialities.
The restaurant industry has a reputation for being very demanding. I’d imagine that would be even more so with a successful startup.
At the very beginning, it could be discouraging: having six-day work weeks and 10-plus hour work days. Without question, you do have to work extended hours. But it helped build me into a better person. I’m more professional and more organized. I’ve learned so much from them. And, honestly, I live for this. If I went to a 9 to 5 desk job, I would be incredibly bored.

Looking forward, where do you see yourself 10 years from now?
I’d like to ride this out to see where it takes me. I spent a lot of my earlier years — in my 20s — figuring out what I actually wanted to do. I always had a focus on business — and once I found this [opportunity], it was really exciting, especially coming in close to the beginning. I think I was employee number three. I went from working with our chef, cooking in the owners’ apartment. We’d be there at 8 a.m. testing recipes — and the co-founders would be sleeping after staying up all night talking with investors in China. Now two stores are open. Our NYU location is about to open. [The store is slated to open this summer.] And we just locked in a new location on 41st Street between Bryant Park and Times Square. We are working on a new round of fundraising. . . . There are so many really exciting things happening – and I only see this company growing. In terms of opportunities, this is going to give me the greatest amount of growth and the greatest amount of challenge – both personally and professionally. To be able to come in at the ground level has been incredible. I want to invest as much time and effort to seeing Junzi grow. Nothing would be more satisfying to me than to one day say, ‘We have 100 units throughout the U.S. — if not internationally.’

Any advice for students?
I would tell them to get experience while they are earning their degrees. I know that it is incredibly challenging for a lot of young people to know what they want to do — to think, for example, I want to ultimately be the VP of human resources for a major company. That’s why I encourage people to start exploring different aspects of business while they are going to college. I thought I wanted to do marketing — and low and behold . . . I’m interested in HR.
It’s also very much about networking. Building relationships. Putting yourself out there, even if it makes you nervous. Networking is what helped me get to where I am today. It’s what’s helped the business [Junzi] expand.

We’ll end with something light. What’s your favorite dish at Junzi?
Junzi has a “build your own”-style menu. I really like the jaja noodle bowl. I build that with spring noodles, the jaja sauce, pork as the protein — all stir-fried with a little bit of cucumber and scallions to top it off. That’s my go-to combo.

Photos: Junzi 2018

Ten Southern students recently received prestigious internships or full-time positions with Deloitte. Yes, we’re counting!

Louis Signor, ’17, who graduated with a degree in business administration, is one of numerous Southern alumni who recently joined Deloitte.

It’s the Holy Grail for many accounting students: a position with one of the “Big Four” accounting firms — Deloitte, PwC, Ernst & Young, and KPMG — widely recognized as the largest professional services networks in the world. In 2016, they earned a combined revenue of $128.2 billion through work in auditing, advising, consulting, tax services, and more.

Deloitte is the largest of the Big Four in terms of revenue ($36.8 billion in 2016) and number of employees (244,400) — the latter figure receiving a boost from a growing number of Owls who recently joined Deloitte’s Stamford, Conn., office as interns and full-time employees.

“Once I became an accounting major, my only goal was to work for a Big Four firm. The goal now is specifically [to become] a partner at Deloitte,” says Kayla Seminoro, ’17, who graduated from Southern with a degree in business administration and a concentration in accounting. In September, she moved closer to realizing that dream, joining Deloitte as an audit assistant after interning there.

Her interest in accounting came relatively late in her college career. After transferring from Central Connecticut State University, she took her first college-level business course at Southern — an accounting class taught by Janet Phillips, professor of accounting and chair of the department. Several years later, Phillips recommended that Seminoro apply for an internship with Deloitte.

“The best advertisement for Southern’s accounting program is definitely our students,” says Phillips. Her confidence in Seminoro was well placed. After interviewing online and in person, she was selected for the highly competitive internship, which began at Deloitte University, The Leadership Center, a 700,000-square foot training facility in West Lake, Texas.  She was then assigned to a client-team, receiving extensive real-world experience. “Deloitte values the importance of networking and making genuine connections with the professionals around you. This is one of my favorite aspects about both the firm and my internship experience,” says Seminoro.

Such positive feedback is icing on the cake for Lori Charlton, a partner at Deloitte based in its Stamford, Conn., office. Southern flashed on Charlton’s radar screen several years ago when she was working with an especially talented young colleague. “I asked her where she went to school, and she said Southern,” she says.

Soon after, Deloitte made its first campus presentation. “We had a very good turnout. The students were well-dressed and well-prepared, with resumes in hand. They asked great questions and were very enthusiastic,” says Charlton. “The faculty also came, showing a lot of support for their students and for us being there.”

In September 2017, Deloitte made its fourth campus visit — and many Southern students now know a classmate who’s interned or become an employee there. “They’ve been terrific,” says Charlton of the students and alumni who’ve received offers in both the audit and tax practices. “They interviewed very well and were very competitive. . . . It’s been a great success from my perspective. We’re really encouraged by our partnership with the university and want to keep the relationship going.”

Deloitte rates first among accounting companies for formal training, according to Vault, which annually ranks firms on numerous criteria. The services provider also finished among the leaders in the “prestige” and the overall accounting categories.

Muhamad Chowdhury, ’16, knew of Deloitte’s reputation. Before graduating in December, he’d explored different career options, including a potential winter internship with the organization. But after an in-depth interview process, Deloitte offered him a full-time position as an audit assistant in financial services. He started in January 2017.

His success comes after a period of intense struggle. In 2014, Chowdhury was a full-time junior at the University of Connecticut, among the first generation in his family to attend college. His parents both immigrated from Bangladesh to the U.S., where they built a successful life operating several Subway franchises in the Wallingford and New Haven areas. Then the family patriarch became seriously ill. Chowdhury left UConn, returning home to help run the family business. He also enrolled at Southern — working full time, attending school full time, and commuting.  “It came out of a difficult situation, but I have to say it was the best decision I ever made,” he says.

At Southern, he majored in business administration with a concentration in economics — a program he says develops a comprehensive understanding of the business world. He also volunteered with the campus VITA (Volunteer Income Tax Assistance) program, which helps those with low-incomes, disabilities, and limited English. “My career is not in taxation, but the knowledge and experience I gained translate to any business environment,” he says of the program overseen by Frank Bevvino, associate professor of accounting.

Today, things are looking up. His father has recovered, and Chowdhury’s transition to Deloitte has been remarkably smooth. “After working for Deloitte for six months, I can absolutely say that this was the right decision for me. It’s been priceless in terms of the experience and many benefits,” he says.

Lubna Sparks, ’17, also transferred to Southern — and says her interest in Deloitte peaked after the organization made a presentation to the SCSU Accounting Society. After interning at the company last year, she’s been offered a full-time position. But she asked to remain an intern while preparing for her examinations to become a Certified Public Accountant (CPA) — a request Deloitte honored.

A fellow graduate of the Class of 2017, Louis Signor is preparing for his CPA examinations as well. It’s a welcome development for the talented alumnus who had worked at Home Depot for about six years when, in 2016, his position as an asset manager was eliminated.

“I’m not a typical student,” says Signor, who graduated from Southern at the age of 29. He’d attended Utica College right after high school, but didn’t return after his first year. Instead, responding to his father’s request to “get a job,” Signor applied at Home Depot — and steadily moved up the corporate ladder. Armed only with a high school degree, he ultimately found himself overseeing asset protection for all stores in the Norwalk, Conn., and New York Metro area — a market grossing $105 million.

“At the age of 24, I had a really good job making much more money than I thought would be possible,” says Signor. A watercooler conversation with coworkers changed his perspective. “The general consensus was that they felt stuck. They were paid well. It wasn’t a bad situation, but they didn’t have alternatives,” he says. He began attending Southern part-time, using Home Depot’s tuition reimbursement benefits. Then in August 2016, Home Depot underwent a corporate restructuring and his position was eliminated. Signor took the compensation package and, as a Southern senior, began attending the university fulltime for the first time ever.

In May 2017, Signor became the first in his family to earn a college degree, graduating magna cum laude. He interviewed with six employers and received five job offers — including one from Deloitte. He started in September.

[From left] Students Luke Velez, Brooke Davis and Lyman DePriest interned with Deloitte over the summer, while student Yenny Bayas completed an earlier internship during the busy tax season.
[From left] Students Luke Velez, Brooke Davis and Lyman DePriest interned with Deloitte over the summer, while student Yenny Bayas completed an earlier internship during the busy tax season.
The Interns

Deloitte consistently earns top ratings for its formal training program, a benefit experienced firsthand by a growing number of Owls, including four who participated in coveted summer internships in 2017. The interns — all business administration majors with a concentration in accounting — are students Luke Velez, Lyman DePriest, and Brooke Davis, and alumnus Nicholas Intino, ’17.

Velez and DePriest completed Deloitte’s Discovery Internship, with time spent exploring two company functions — audit and tax services. The hands-on learning kicked off at Deloitte University, the Leadership Center, in West Lake, Texas, where they connected with other high-achieving students from around the U.S.

“Before heading to Deloitte University, I heard so much about it that my expectations were through the roof. . . . Those expectations were met,” says DePriest.

During one team-building exercise, the students were placed in groups and challenged to develop a presentation. DePriest’s team took first place out of 25, earning an assortment of Deloitte gear.  The victory was particularly sweet for DePriest. His team’s presentation focused on a startup mobile application that he is developing (myhypeeye.com) — Here Are Your Parties and Events Everywhere.

Looking forward, there is certainly a lot to celebrate. After completing their summer 2017 internships, Intino and Davis received offers to join Deloitte’s audit practice. Meanwhile, Deloitte’s Discovery Internship will continue for DePriest and Velez. Both chose audit as their area of focus and are invited to intern with Deloitte again: Velez in summer 2018 and DePriest in the winter. “It’s a very unique experience because it allows you to get a glimpse of both aspects of accounting to possibly steer your career decision-making before you graduate,” says DePriest.

Southern senior Yenny Bayas, who interned with Deloitte in the winter of 2017, agrees, noting the experience confirmed her career aspirations. Although she’s wanted to study business since high school, she was unsure what specialization to select. But she loved her accounting classes — and a trip to a major European accounting conference with Robert J. Kirsch, professor of accounting, and three other Southern students cemented the deal. Southern was the only college or university from the U.S. at the event. “That’s where I really fell in love with accounting,” says Bayas. “But my internship at Deloitte made that even clearer.”

Like the others who won internships after completing several rounds of interviews, Bayas is a hard-working, high-achieving student. She — and classmate Velez — are School of Business ambassadors, two of only nine in the selective leadership program. At the age of 23, she has also been a licensed realtor for several years. In sum, Bayas — a native of Ecuador and a first-generation college student — is no stranger to a challenging workload. Still, she concedes that her Deloitte internship, conducted during the busy tax season, was very intense at times. “I loved the challenge,” she says.

In terms of a future career, she says being an accountant who specializes in real estate would combine her passions. But she’s also drawn to audit services. “I like that you are with a team and that you are investigating,” says Bayas. “You see the financial statements, think about the facts and numbers, and combine them into the story to make sure it all makes sense. I discovered that I really enjoyed that at Deloitte — and that’s one of the things I loved most about my internship.”

© 2016 Southern Connecticut State University.