Category: Homepage Highlights

  • Life at Owen, Owen for Life

    Life at Owen, Owen for Life

    Catalina Lizarralde—“Cata” to her friends—seems to operate at the accelerated pace of time-lapse photography. Or at least that’s how it can appear to those who, like Dean Eric Johnson, describe her as a powerhouse of energy and innovation.

    Cata Lizarralde
    Catalina “Cata” Lizarralde, Class of 2015

    Give her just a little time, and Lizarralde, a second-year MBA student, gets a lot done. A native of Colombia who grew up in Ecuador, Lizarralde spent a year in Austria after high school studying music and honing her Deutsch. While there, she found time to volunteer at the 2006 World Cup in Germany. “Who could know when another such opportunity might arise?” she decided.

    The next year, without fully mastering English, Lizarralde was in Columbus, Ohio, pursuing a bachelor’s degree. Amid a difficult job market following the financial crash in 2008, she reasoned, “I thought if I graduated faster it would show employers I could work at a high level.” She graduated from Ohio State with a double major in just three years.

    She was right. After graduation, Lizarralde went straight to New York, where she’d landed a job as a strategy and operations consultant with Deloitte. Working with clients around the United States and internationally, she says, “I learned that companies can be very different across industries and regions, but what drives their success is the caliber of their leaders.”

    Two new chief executives

    She arrived at Vanderbilt in August 2013. Opting to pursue an MBA because she believes it is the best way to grow as a business leader, it’s not surprising that Lizarralde was elected to the Owen Student Government Association three weeks after arriving on campus—or that she is serving this year as OSGA’s president.

    Owen’s other new female chief executive—Erika Bogar King, MBA’99—took a more deliberate approach, both to her career and to her newly assumed leadership of the Owen Alumni Board.

    For one thing, she says, she waited a little longer than most of her classmates (she was in her late 20s) to seek an MBA. For another, she didn’t immerse herself into activities. “I wasn’t hyperinvolved as a student,” says King, who serves as senior vice president of human resources for Avanade, a technology professional services firm established as a joint venture between Microsoft and Accenture.

    In fact, though she met her future husband, Rogers King, MBA’99, at Owen—they had classes together during the first two mods—King even took a deliberate approach to their relationship. “We didn’t start dating until much later in the year,” she says, recalling the academic demands of that first fall.

    It was as a student that she realized what a gift alumni give when they come back to campus. She saw, she says, how valuable it was to “have alumni with real-life experience coming in and talking about what they’ve done in the real world.”

    Erika King, MBA'99
    Erika King, MBA’99

    King concentrated her MBA in human resources and organization management and joined Deloitte after graduation. In her two decades with the global giant, she moved from Deloitte Consulting’s Human Capital practice to leading Performance Management, where she focused on best practices, standards and tools, performance programs and effectiveness measures for all Deloitte U.S. firms.

    Shaped by personal experience

    Though Lizarralde and King took divergent paths, their respective presidencies illustrate something quintessentially Owen: They are drawing on their own perspectives, styles and experiences to help shape how students and alumni interact with the school.

    Lizarralde’s international background, for example, has given her a wide-angle lens to view opportunities for new OSGA initiatives. During her year in Austria, and even more as an undergrad in the Midwest, Lizarralde grappled with what she calls the cultural adjustment. But she also gained an acute appreciation for the advantages of working with diverse types of people.

    That shaping experience, in turn, gave Lizarralde a clearer sense of what she might contribute as a leader. “Even though we have an international community here,” she says, “it’s not that large because the school itself is small. I felt like I could add value because a lot of students hadn’t been exposed to other cultures. And I wanted international students to understand you can really make a difference here.”

    Under Lizarralde’s leadership, Johnson says, “OSGA has already launched several initiatives to build the Owen community and expand our global perspective.” And that was before the new academic year even began.

    Connecting students

    After being elected in March, Lizarralde and OSGA senators and committees explored ways to increase the interaction between students from differing years and backgrounds. One of their big ideas—an international immersion and trip for incoming students—was rapidly adopted, and implemented barely three months later.

    “It was the first time we’d had something structured like this,” Lizarralde explains. “We worked with the dean, and we created trips to Costa Rica for July that would be led by faculty and staff. The trips would provide some bonding but also include a component on how international business is done.”

    The OSGA team finished planning the details before the end of April, when Lizarralde left for New York and a summer internship with Diageo, the beverage company that owns such household names as Crown Royal and Guinness.

    Cata Lizarralde in class
    On top of classes and course work, Lizarralde spends 10–15 hours a week on Owen Graduate Student Association business.

    The internship didn’t interrupt Lizarralde’s work for OSGA. During the summer, she and her team worked with the Career Management Center to develop a timeline checklist to help incoming students better organize themselves. She and three members of OSGA’s international student committee also created a guidebook for international students. “When I came here, I didn’t know where to grocery shop, where to bank, where to get a driver’s license, or what I should avoid,” she explains. “We hope that having a guide like this can make the first-year experience easier.”

    And as the first mod in the fall began, OSGA was busy implementing a new program to increase interaction between first- and second-year MBA students. “Our idea,” Lizarralde explains, “was to divide the community into pods of 20 people, and give each pod a budget to do something fun together during the semester. We think this will especially benefit people who are less outgoing as well as the international students.”

    Giving back from day one

    Just as Lizarralde’s ideas for OSGA were influenced by her international background, King’s perspective on the efforts of the Alumni Board were shaped by her own experience as a young alum. While giving back has always been important to her—she and her husband both serve on the board of a nonprofit organization that supports early learning and quality childcare—she found that, in the years after graduating from Vanderbilt, her contributions to the school involved gifts of time more than money.

    Erika King and Rogers King
    King and her husband, Rogers King, MBA’99, in their Atlanta home. Parents of two sons, the couple met in their first year at Vanderbilt.

    Her postgraduation job in consulting enabled her to fly to Nashville from client sites easily. So at first, King maintained her connection with Owen by speaking to the consulting club, then at events for women in business, then as part of a series on leadership, then as an Alumni Board member. “In any area where I had subject knowledge, I’d go back and meet the students and share my thoughts,” she says. “To me, that’s one of the best ways our alumni can give back.”

    Understandably, one particular interest for King as a new board president is engaging more young alumni more deeply into the life of the school. Perhaps looking back on her own experience as a newly minted Vanderbilt MBA, King says, “I think sometimes people think the only way you can participate is with your money, and that’s not true.

    “A recent alum may not be in a position to give money or to make hiring decisions, but they can offer insight to students or help them get an internship. From there, they might be in a position later to come speak to a class,” she says. “We hope to engage people early, in small ways, and then see that engagement grow.”

    The effort is part of a broader diversification strategy that the board is developing in consultation with the dean. Within the next several years, Owen will have more than 10,000 alumni, increasingly dispersed across the United States and around the world. “It calls for a little more formality around how we engage those alumni,” says King, whose own work routine—she travels frequently between her home in Atlanta and Microsoft’s Seattle headquarters—illustrates Vanderbilt’s geographic reach. “We’re not a regional school anymore. We don’t all know each other.”

    Connecting alumni

    One strategy the board is pursuing involves building on the successful City Owen events, which aim to increase opportunities for alumni to meet other Owen graduates in their market. “This year,” she says, “we’re looking at experimenting with events in smaller cities, like Chattanooga, and regional events.

    “The Owen alumni office can’t do it all by themselves, so the onus is on the alumni board to recruit more people to get involved, and then ask each of these volunteers to bring five new people into the fold every year. If we set this up properly, it will sort of take off on its own,” she says.

    In keeping with the evolution of the school’s student and alumni population, King and her colleagues are looking to tweak the composition of the board’s diversity in terms of age, race, gender, business area and location. “That has always been a goal,” she points out, “but we are being more intentional about it.”

    For example, the alumni group has established a goal of filling eight of its 40 board slots with young alumni, including graduates of Vanderbilt’s one-year Master of Finance, Master of Accountancy and MAcc Valuation programs for young professionals.

    Additionally, the board is exploring ways to involve international alumni in particular. “If we have 500 international alums, should we have formal representation for them on the board as a segment, given the time zone and geographical challenges?” King says. “How can we make it work?”

    Erika King and Cata Lizarralde
    In addition to their Owen experiences, King and Lizarralde have more in common: both are Deloitte veterans. Lizarralde will return to the company after Commencement.

    Dynamic leadership

    One reason the Alumni Board and OSGA are both working well, according to Johnson, is the quality of leadership. “I am grateful to have this pair of dynamic women leading at Owen,” he says.

    For their part, King and Lizarralde credit the strong teams of students and alumni working with them, and others in previous years who helped build a strong foundation. But perhaps, too, there’s a cultural factor at work at Owen that makes people want to be involved during and after their years in school.

    “The administration lets us have a real voice,” Lizarralde says. “That’s why it’s easier to get things done here. There is a lot of trust and a lot of communication. Princeton Review named Vanderbilt as having the happiest students, and I think it’s true with Owen, too. It’s because we feel that connection with leadership.”

     

  • Second Generation

    Second Generation

    What parent doesn’t wish for their children to have the best? Sometimes that means encouraging them to follow in the parent’s footsteps educationally and vocationally. That was true with these sets of Owen alumni—parents whose children selected business careers and chose Vanderbilt for their MBAs. The younger alumni, in turn, tell of watching their parents work hard for their degrees, seeing how Vanderbilt helped them succeed and determining that the school was right for them as well. Whether just graduated or nearly retired, these multigenerational alumni share experiences that illustrate how their Owen years made an impact on themselves and their families.

    Emily Davis and Dr. Richard Davis

    Emily Davis, MBA’04, and Dr. Richard Davis, MD’73, Executive MBA’87

    When Emily Davis was accepted to Vanderbilt’s MBA program, her father, Dr. Richard Davis, presented her with a congratulatory gift: an HP-12C financial calculator. He knew firsthand she would put it to good use.

    Richard, a Vanderbilt-trained physician and practicing obstetrician, completed Vanderbilt’s Executive MBA program in 1987. His time there made a lasting impression on his daughter.

    “My dad would have his classmates over at nights and on weekends. They’d hole up in the war room—my dad’s office—in front of computers and flip charts, working on what, I didn’t know,” Emily says. “But I remember thinking they seemed like a real team. They were engaged. And they looked like they were actually having fun solving problems.”

    The experience was significant for Richard as well. “By the time I left Owen, I realized what (Emeritus Professor of Accounting) Germain Böer had once said: ‘This program will change your life. It will give you a 180-degree view of the world,’” he recalls. “And it did. I was able to use what I learned at Owen to pursue entirely new things.”

    Richard went on to serve as a medical adviser to an entrepreneurial startup, Veran Medical Technologies, founded by—coincidentally enough—two members of Emily’s MBA class. He served on the Veran board for nearly six years.

    Emily, who got her bachelor’s degree in biology, was considering her options beyond the medical technology field when her dad advised her to look at business programs. At Owen, she pursued an environmental management emphasis and took classes through the Vanderbilt Center for Environmental Management Studies, which combines coursework in the law, business and engineering schools.

    After a stint at International Paper managing everything from forest conservation to product stewardship programs, Emily is now the sustainability program manager for DHL Supply Chain Americas. She’s in charge of all the division’s energy efficiency initiatives and carbon accounting for operations in the United States, Canada and Latin America. “Thanks to my Owen experience, I was able to jump companies and quickly learn a different field,” she says.

    The latest family member to matriculate at Vanderbilt is Nathan Taylor, husband to the youngest Davis daughter, Allison. A senior sales adviser at Dell, he entered the Executive MBA program this fall.

    Upon admission, Richard gave his son-in-law his own HP-12C calculator. Emily gave her brother-in-law this advice: “Have fun. It’s two years of your life that will—as my dad has said—change you. You will learn so much.”

     

    Allie Noll and Eric Noll

    Allie Noll, MBA’14, and Eric Noll, MBA’90

    Enrolling at Vanderbilt was a homecoming for Allie Noll. As a toddler, she had frequented the hallways, holding the hand of her dad, Eric. Two decades later, Owen was the lone contender when she thought of business school.

    Eric, now president and CEO of ConvergEx, a global brokerage and trading-related services company, entered Vanderbilt in 1988. He’d realized during his second year of law school that he didn’t want to be a lawyer and was working nights at UPS while his wife, Georgie, worked days at Ralph Lauren. The team at Owen told him if he came here, they’d get him through.

    Eric Noll with three-year-old Allie NollThe Nolls created a patchwork of Eric’s classes, part-time jobs—Georgie had three—and caring for Allie. Not infrequently, something would fall through and Allie would accompany her dad to class. “One time, I had a job interview and no one to watch Allie. Peter Veruki (then director of planning and placement) took care of her,” Eric says. “I believe only in a school like Owen could that happen.” When Eric crossed the stage at Commencement, 3-year-old Allie escaped from her mom and spent the rest of the ceremony in her dad’s lap.

    Allie displays the same determination today. After earning her undergraduate degree, she applied for 25 jobs. She joined Coca-Cola in sales and marketing. A few years later, she considered going to law school. “My dad said, “No, don’t do it,’ ” Allie recalls. “He said ‘You’re working for the largest company in the world, and you’re killing it. You belong in business school.’ ”

    Vanderbilt allowed her to build a career in what she had loved all her life—clothing and fashion. “I knew I’d never have another opportunity like this to hit the reset button on my career,” she says. “Clothing and fashion companies don’t typically hire MBAs, but Tami (Fassinger) and Read (McNamara) supported me.” Allie is now in her “perfect job,” as a strategic sourcing analyst for specialty retail company Urban Outfitters Inc.

    Eric was the Commencement speaker for Allie’s graduation. The former NASDAQ executive counseled the newly forged graduates to go ahead and take chances with their careers, saying “you’ll fall down a lot, but the opportunities that come from that will be rewarding.” He reinforced that sentiment with Allie. “I told her that everyone is going to stumble,” he says. “How you respond is the key.”

    Eric gave Allie her diploma when she crossed the Owen stage—again. “It was such a thrill,” Eric says.

    Allie says that for her, Commencement was one part embarrassed, two parts emotional and one part proud. “When they recognized my

    dad’s achievements, it was a really proud, very special moment,” Allie says. “My dad and I are very close. He’s not just my dad, he’s my mentor. I trust him.”

    Watch video at vu.edu/owen-noll

     

    Todd Falk, Vanessa Falk and Robert Falk

    Todd Falk, BE’02, MBA’07; Vanessa Falk, BA’03, MBA’08; and Robert I. Falk, EMBA’80

    When Bob Falk entered the first Executive MBA class at Vanderbilt, he couldn’t have known that one day his children would blaze their own trail at the school.

    Bob’s son, Todd, and daughter, Vanessa, also became pioneers, joining the first and second classes, respectively, in the school’s Health Care MBA program.

    “We would have discussions around the dinner table about school, work and their projects,” Bob says. “I guess you could say they followed in my footsteps.”

    Those conversations resulted in all three Falks succeeding in what has been called the “Silicon Valley of health care.”

    A mechanical engineer, Bob came to Nashville from Chicago as vice president of acquisitions and development for Hospital Affiliates. After earning his EMBA, he founded Healthcare Corporation of Tennessee, a renal dialysis and nursing-home company, which he subsequently sold. That company eventually became Davita Inc., one of the largest providers of dialysis services in the United States. Bob went on to start some 30 other businesses and is currently engaged in several entrepreneurial, investment and real estate initiatives.

    “Owen definitely helped my father in his career,” Todd says, “and that influenced me to attend business school there.”

    Todd, formerly a construction engineer with a degree from Vanderbilt School of Engineering, specialized in strategy and operations at Owen. Coincidentally, he is now division vice president for Davita, overseeing 75 dialysis clinics in Tennessee and Alabama.

    Meanwhile Vanessa, a Vanderbilt premed major and self-proclaimed “numbers person,” opted for finance. Today she is a senior financial analyst with Nashville-based SpecialtyCare Inc., one of the world’s leading providers of clinical services to hospitals.

    The Falks agree that being taught by business leaders at Vanderbilt was a real plus. “Owen does a terrific job of connecting its students with Nashville business leaders,” Vanessa says.

    In addition to working in the health care industry, the Falks also enjoy similar leisure activities like flying planes and deep sea fishing. They also discuss the possibility of going into business together someday.

    That scenario has given Bob second thoughts about one of his early business decisions: “If I had known Todd wanted to go into the dialysis business,” he jokes, “I wouldn’t have sold the company.”

     

    Lucy Hovious and Hayley Hovious

    Lucy Hovious, MBA’83, and Hayley Hovious, MBA’08

    Lucy Hovious is a role model not only for her daughter, Hayley, but also for many of Hayley’s friends.

    “My mother has always inspired me,” Hayley says. “Now she’s also a resource for my friends who are trying to balance career and family.”

    While Lucy was studying business at Vanderbilt, first in a former mortuary and later in the “new” management building, she was also caring for a family that included a son with special needs. She didn’t have many peers nor time to socialize with her fellow students.

    “I had to compartmentalize my life,” she says. “I went to school and then I went home.

    It was a very different experience for Hayley.”

    After earning her MBA, Lucy became an executive with SunTrust Bank. In 2004, she left banking for the private, nonprofit Housing Fund. It finances affordable housing and neighborhood revitalization projects throughout Middle Tennessee.

    “Owen opened many doors for me. I laugh about the fact that I learned more than anyone else, because I knew so little about business when I started,” she says.

    Hayley graduated from her mother’s alma mater, Smith College, in 2000, and worked for the E&J Gallo Winery and other companies before deciding to go business school. Although she considered Harvard, where her father earned his MBA, Vanderbilt’s friendliness and emphasis on teamwork won her over.

    “My mother was very supportive of me going to Owen,” she says. “Even though we had very different experiences there, she often told me about her renowned professors, like Dewey Daane and Germain Böer.”

    Lucy says she was pleased with the direction the school was taking and in particular, its emphasis on working in teams. “That’s so very important in business, and I don’t see other schools giving it as much attention,” she says.

    After graduation, Hayley joined the State of Tennessee as trade director, responsible for the startup and management of the state’s export program, TNTrade. She recently joined the Nashville Health Care Council as executive director of the organization’s Fellows Program, an intensive program that educates and develops leaders in the city’s health care industry.

    In yet another Vanderbilt connection, she works on the Fellows Program with former Senator Bill Frist, M.D., and Larry Van Horn, associate professor of management and executive director of health affairs for Owen. “It’s a really exciting job,” she says.

     

    Jim Stadler and George Stadler

    Jim Stadler, Executive MBA’84, and George Stadler, MBA’91

    Jim Stadler enrolled in Vanderbilt’s Executive MBA program to help him transition to the next phase in his business life. “I needed to restimulate my brain,” the businessman says. “I thought Owen would help me find some answers.” Jim completed the program in 1984, the same year he turned 50, and stepped into the second phase of his career—developing and owning business properties.

    He also urged his son George, then in his late 20s and working at J.C. Bradford, to get an MBA. “We had a young child and another on the way, and all I could think was, ‘how would I do that?’ ” George remembers.

    But in 1989, he realized he would need that MBA to keep advancing in his career. “I had the working knowledge, but I didn’t have the framework to hang it on,” he says. “So I dropped out of the workplace and enrolled in Owen,” focusing on finance. He received his chartered financial analyst designation three years after earning his MBA. “I was able to pass right through,” he says of the three-level examination process that typically has a pass rate of less than half. “Owen prepared me for that.”

    Jim keeps his hand in business; he’s now developing residential lots with a partner. “It’s pretty difficult for me to think about retiring, although I’m 80 years old,” he says.

    After Owen, George was a portfolio manager for 18 years, including six years in the treasurer’s office at Vanderbilt University. In 2009, he founded HMS Capital Management, a registered investment adviser, with two partners. “We felt there was a niche in the market that wasn’t being served as well as it should be and that we were needed,” George says. “We were right.” George credits much of his success to the school. “I use my Owen experience every day in this business,” he says.

    The Stadler family are longtime Vanderbilt supporters, giving to Owen, Peabody, athletics and the Monroe Carell Jr. Children’s Hospital. They also support the Medical Center through the Canby Robinson Society.

    Thinking back, Jim remembers witnessing the start of personal computers, saying “it was fascinating back then to see how people were using them.”

    George recalls the culture clash between him, a young father, and his much younger classmates. “They would say ‘let’s get together at 10 p.m. for our group meeting,’ and I would say, ‘no we’re not,’” he says with an infectious laugh. “And one time a group member offered to pick me up something to eat, and brought me back black coffee and French fries.

    I had forgotten that people ate that way.”

     

    Are you part of a multigenerational Owen family? Let us know. Send your stories to owenmagazine@vanderbilt.edu and we’ll post them online.  For more family stories, go to vu.edu/owen-secondgeneration.

     

  • The Chief Economist Returns

    The Chief Economist Returns

     

    SEC headquarters in D.C.

     

    Craig Lewis had been the Securities and Exchange Commission’s chief economist for just two months when a federal appeals court threw out an SEC rule that would have given investors more power to oust corporate directors. Lewis had spent 18 months at the SEC as a visiting academic fellow, and knew such a ruling was possible, but the July 2011 ruling was nevertheless a watershed moment.

    The court issued what The Wall Street Journal called “a harsh rebuke” to the agency, essentially saying its analysis was inadequate and short-sighted.

    Craig Lewis 2014
    Craig Lewis

    “That helped set the tone for my tenure,” Lewis says of the so-called proxy-access rule. “It was the catalyst for beginning to rethink the role economists needed to play in rule-making, to get them involved early and make economic analysis an integral part of the process.”

    Lewis served three years as the SEC chief economist before returning to Vanderbilt in July. Lewis, Owen’s Madison S. Wigginton Professor of Management, can look back on a tenure that shifted significant power and enhanced participation in SEC rule-making to a dramatically beefed-up staff of economists.

    “I had to effectively certify whether the economic analysis was up to snuff and we were able to significantly contribute to the process. That has led to a number of big wins for the agency,” he says. “While I was chief economist, there was never a rule that was successfully challenged on the basis of the economic analysis, and the rules that are still coming out today are very robust in their economics.”

    The experience, says Lewis, “will benefit both my research program and my classroom teaching in a number of important ways.”

    The SEC kept calling

    His wide-ranging research interests include corporate financial policy, capital formation and asset pricing, as well as convertible debt financing, stock market volatility and herding by equity analysts. But the catalyst for his tenure on the SEC was a paper he’d written on shareholder reaction to class action litigation. SEC economists invited him to present his research, then asked if he might be interested “in coming to visit for a year or two.” With two children in high school, he declined, telling them “it might be interesting” when he and his wife, Tari, became empty nesters in two years.

    “Two years later they called to see if I was still interested,” he says. He presented another paper and this time accepted their invitation to join as an economic fellow. In that role, beginning in January 2010, he served as an adviser on policy issues and brought analytic tools to bear on the derivatives market and violations of securities laws. In May 2011, SEC Chairman Mary Schapiro offered him the post as chief economist and director of the Division of Risk, Strategy, and Financial Innovation, a think tank and the SEC’s first new division in 37 years.

    Calling him “a distinguished economist with a clear understanding of the complexities of financial markets,” Schapiro said at the time that Lewis would “help to inject strong data-driven analysis into the SEC’s decision-making process.”

    Craig Lewis and SEC Chair Mary Jo White
    At the end of his D.C. tenure, Lewis’ colleagues and staff honored him with a farewell reception. Above, Lewis with his boss, SEC Chair Mary Jo White.

    His job, overseeing the area that performs the economic analysis that accompanies all SEC rule-making, “looked a lot like that of the dean of a business school,” he says. “It was one of managing business processes and project flow, and making sure we were hitting our deadlines and meeting our obligations.” The work was “all-consuming. The hours were massive,” he says, something he attributes to his own competitive nature as much as the task itself. “I worked a lot because I wanted to be successful. I’m hypercompetitive.”

    Much of that work had to do with SEC implementation of the 2010 Dodd-Frank Act, which gave the federal government enhanced regulatory power over the financial industry in the wake of the financial turmoil that followed the 2007-08 subprime mortgage crisis.

    In addition, under the 2002 Sarbanes-Oxley Act, the SEC is mandated to review corporate 10-K reports, the annual disclosure forms filed with the SEC. Lewis brought textual analysis to bear on the process of determining whether firms found to be fraudulent “use different vocabularies than nonfraud firms” in the management discussion and analysis sections of those reports.

    “We do find evidence,” he says of work he did with Gerard Hoberg of the University of Southern California, “that there’s something of a verbal shell game going on where you talk about certain elements in an attempt to deflect attention from other problems the firm might be experiencing. They tend to overemphasize benign elements in their annual reports and underemphasize things that are probably causing the problems that motivate them to engage in some kind of accounting shenanigans.”

    Proving the power of data

    The credit default database is one manifestation of the efforts he led to incorporate more rigorous analytical techniques into the rule-making process. “It’s an example of a data analytic initiative the division took on that turned out to be very influential in the way various rules were drafted. That was one of the first times people in some of the rule-making divisions saw the power of data,” he says. “We were able to offer financial thresholds for rules that were significantly different from what was proposed but were completely reasonable once you actually saw the data.”

    Analysts, for example, determined a dollar figure for the amount of annual transactions that would qualify someone as a dealer in the credit default swaps space. “Delivering real, meaningful analysis that fundamentally changed rules was really quite a big step forward for the agency,” he says.

    Students in Lewis' class
    Students in Lewis’ Derivatives Market class were the first beneficiaries of his SEC knowledge.

    All of this took a great deal of manpower. Congress, determined that Dodd-Frank would lead to change, “put pressure on the agency to hire additional economists,” according to Lewis. During his tenure, the number of employees in the division increased from 60 to nearly 120 and the division itself was renamed the Division of Economic and Risk Analysis.

    Janet S. Schmautz worked with Lewis as his confidential assistant during his time as chief economist. “Others can attest to how Craig Lewis built the division based on technical ability. As his confidential assistant, I can attest to how he developed the division using interpersonal skills,” she says. “He brought everyone along with a sense of camaraderie and good will, gaining him universal respect and admiration.”

    A certified public accountant who work-ed early in his career for Arthur Young & Company, Lewis earned his master’s and doctoral degrees from the University of Wisconsin­–Madison. He joined the Vanderbilt business faculty in 1986 and has won a number of awards for teaching excellence. A frequent speaker and guest lecturer at industry and academic events around the world, he is an expert on corporate financial policy and asset pricing.

    Front-row seat

    His SEC experience gave him new knowledge about his field and himself.

    “One of the great things about being there is the rate at which you learn,” he says. “I would argue it is very similar to that first year when you’re in your Ph.D. program. I have a much better sense of what’s going on in the financial world. You think that after spending 20-plus years as a finance professor you have a fairly good idea of how markets work and the subject matter that you teach in class. I was quickly disabused of that notion. I realized that there is a lot more that I didn’t know than I knew.”

    The increased knowledge and contacts will have a direct effect on his teaching.

    Craig Lewis teaching
    As head of the SEC’s Division of Economic and Risk Analysis, Lewis oversaw the reorganization and expansion of the division as the breadth and complexity of its activities increased.

    “I had a front-row seat to a lot of important events right after the financial crisis,” he says. “I’ve had conversations with folks who are newsmakers—Ben Bernanke, Jack Lew, all the principals of the large federal regulatory bodies—and those experiences were quite interesting and fun. I think the students will enjoy just a little bit of color around how financial regulators implement the Dodd-Frank Act, for example. All of those things, and the ability to bring in new types of guest speakers to the classroom, are a direct benefit of that experience.”

    Lewis also can continue to watch his SEC accomplishments play out. In July, for instance, the SEC adopted amendments to rules governing money market mutual funds, making structural and operational reforms.

    “At the time, it was almost a guarantee that somebody was going to challenge that rule. We’re still waiting, but it looks like it is not going to be challenged in court, and that the industry is going to accept the rule as is,” he says. “That, to me, is in large part a vindication of economic analysis, because the economics changed that rule in a very fundamental way.”

  • New Frontiers in Finance

    New Frontiers in Finance

    FMRC meeting
    Robert Whaley, the Valere Blair Potter Professor of Management (standing), looks to expand the conference’s role as a forum for the world’s top financial experts to explore and discuss significant financial topics.

    When Hans R. Stoll, the Anne Marie and Thomas B. Walker Jr. Professor of Finance, launched the Financial Markets Research Center’s first annual conference in the spring of 1988, he did so in the spirit of wanting to more fully understand the previous year’s sudden stock market crash. Bringing leading academic figures, top government regulators and industry executives to Vanderbilt University for that first conference, Stoll began a rich tradition of assembling thought leaders to explore some of the most pressing topics in finance.

    It’s a tradition that Robert Whaley, the Valere Blair Potter Professor of Management, hopes to strengthen and grow as sole director of the FMRC.

    “We have the opportunity to play an even larger role in the world of finance,” says Whaley, a renowned scholar and creator of the closely watched Market Volatility Index (VIX) who previously served as co-director of the FMRC alongside Stoll.

    “In addition to the top-tier research and expertise from our own faculty, we are able to attract leading thinkers from around the world—from industry, from major regulatory agencies, and from top academic institutions—to discuss the most important topics facing today’s financial markets.”

    Internationally known speakers

    Over the years, Vanderbilt’s annual FMRC conference has hosted speakers such as former Fed Chairmen Paul Volcker and Alan Greenspan; Nobel Memorial Prize winners Eugene Fama, Robert Merton, Merton Miller, Robert Shiller and Myron Scholes; and industry leaders like Leo Melamed, chairman emeritus of CME Group; William Brodsky, longtime chairman and CEO of the Chicago Board Options Exchange; and Thomas Peterffy, founder of Interactive Brokers.

    The conference attracts leading thinkers from around the world to discuss the most important topics regarding financial markets.

    Participants have been drawn to the event by the school’s distinguished finance faculty. In addition to Stoll and Whaley, Owen Graduate School of Management professors include Bill Christie, whose paper on NASDAQ broker collusion led to a significant regulatory overhaul; Craig Lewis, who most recently served as chief economist of the SEC; and Nicolas Bollen, one of the world’s foremost experts on hedge funds.

    Additionally, Dewey Daane, the Frank K. Houston Professor of Finance, Emeritus, who served as a Federal Reserve Board governor from 1963 to 1974, continues to attract many distinguished guest speakers to campus. Most recently, he helped bring Edward J. DeMarco, who ran the federal agency overseeing Fannie Mae and Freddie Mac, to Vanderbilt. In addition to serving as a visiting professor, DeMarco was a 2012 FMRC keynote speaker.

    Compelling topics ahead

    Whaley says he is already mapping out topics for future FMRC conferences. In October, finance professor Nicholas Crain hosted a conference on private equity which included a keynote by Bruce Evans, a member of Vanderbilt’s Board of Trust and managing director of Summit Partners in Boston. And for the 2015 FMRC spring conference, Whaley is starting to assemble a group to discuss the role that options and other derivatives have played in reshaping markets. “We’re intent on bringing the very best people we can find to the conferences we host,” Whaley says.

    Modern finance legends attend the spring 2014 FMRC
    Three of modern finance’s legends—colleagues with Hans Stoll at the University of Chicago during the 1960s—joined him at the May conference. From left, Eugene Fama, Myron Scholes, Stoll and Richard Roll. Fama and Scholes both received the Nobel Memorial Prize in Economic Studies.