IB Behaviorals

TMAY/Why IB?

Situation (20%) + Storytelling (Location & Actions): When I was a kid, some of my best afternoons were spent painting with my great uncle. He had Parkinson's, and over time I watched his tremors slowly take that away from us. I still remember sitting at the table, brushes ready, and seeing the frustration on his face when his hand wouldn't stay steady. That moment stuck with me. Years later, I began building ReactGlove, a wearable designed to help people like him. Task (10%) + Storytelling (Thoughts): At first, I thought my job was to invent a product. But I quickly realized the bigger task: I had to build the case for it. I remember late nights scribbling numbers and thinking: I'm not just creating a glove—I'm valuing a business. I need to understand costs, pricing, and how to pitch to funders. Action (60%) + Storytelling (Emotions & Dialogue): That realization pushed me beyond just engineering. I wanted to see how real investors think. Houston Angel Network: I joined HAN to get that exposure. Sitting in pitch meetings, I heard investors press founders with questions like, "But how big is this market really?" and realized those were the same questions I loved working through. It was my first look at how capital providers evaluate companies at crucial moments. The Richland Companies: From there, I wanted to move from pitch evaluation to actual capital deployment. At Richland, a real estate investment firm, I analyzed healthcare and retail properties, ran comps, and wrote investment memos that shaped yes/no calls. What excited me wasn't just the numbers—it was knowing my analysis directly impacted whether we put millions to work. FCL Capital Partners: Finally, I wanted to be closer to execution, where analysis meets the deal table. At FCL, a lower middle market investment bank, I supported live M&A transactions—building valuation models, sliding them into pitch decks, and then seeing those decks steer conversations with CEOs and strategic buyers. I'll never forget a managing director reviewing one of my drafts and saying, "This is sharp—let's run with it." That gave me the same rush I first felt with ReactGlove: being right in the middle of decisions that determine a company's future. Result (10%) + Storytelling (Reflection): Across those experiences, I realized what draws me to investment banking: you're at the center of high-stakes decisions, where models and materials directly influence whether a company raises capital, sells, or acquires. Seeing my work feed into those conversations—whether at HAN, Richland, or FCL—confirmed that this is the environment where I want to keep sharpening my skills and contributing.

Tell me about a time you led a team.

1) At the start of my sophomore year I noticed our fencing team lacked a clear sense of cohesion. Seniors had graduated and practices felt quiet and disconnected. I saw an opportunity to help rebuild the culture from the ground up.

2) My goal wasn’t just to boost morale but to create a space where people actually wanted to show up and stay invested. I started small—organizing group meals after practice, cracking jokes in warmups, checking in with teammates one-on-one. I encouraged upperclassmen to stay involved and helped new fencers feel like they belonged.

3) One night in the locker room someone said, “This feels different from last year. In a good way.” That stuck with me.

4) It showed me that leadership can be quiet. Sometimes it just means going first and setting the tone.

Tell me about the greatest setback you overcame.

REPLACE W/ smth else (maybe the reactglove story)

Situation (20%) + Storytelling (Location & Actions): It was late evening at the fencing gym. I had just lost a national qualifier by one bout, missing a chance to make the U.S. Junior National Team. I was drenched in sweat, leaning on my foil, watching others celebrate. Task (10%) + Storytelling (Thoughts): My task was clear: I had to rebuild my confidence and find a way back. At that moment, I thought, "Maybe I've peaked. Maybe I'll never get there." Action (60%) + Storytelling (Emotions & Dialogue): Instead of quitting, I created a 10-week training plan: doubling conditioning sessions, analyzing video footage of top opponents, and refining my footwork with my coach. The sessions were grueling. At one point, my coach looked me in the eye and said, "Now you're fencing with purpose — don't stop." Those words stuck. Slowly, the frustration turned into determination. Result (10%) + Storytelling (Reflection): The next season, I earned a spot on the Mexican Junior National Team. That setback taught me that resilience isn't about talent — it's about designing a system that carries you forward when motivation falters.

Tell me about a time you worked as part of a team.

PERSONAL STORY:
Situation (20%) + Storytelling (Location & Actions):
During my first semester on the varsity fencing team at Hopkins, we were prepping for a major meet against top-ranked schools. As a freshman, I wasn’t the most experienced, but I quickly realized that our biggest challenge wasn’t skill—it was communication.

Task (10%) + Storytelling (Thoughts):
I knew that if we didn’t start trusting each other more and moving as a unit, we’d keep underperforming. I thought, “I may be new, but I can still help shift how we function as a team.”

Action (60%) + Storytelling (Emotions & Dialogue):
In practice, I made it a point to be vocal—calling out encouragement, giving feedback, and asking questions during drills. Between bouts at meets, I checked in with teammates one-on-one, shared observations, and offered support. When a teammate was frustrated after a loss, I pulled him aside and said, “Shake it off—we need you in the next round.” Slowly, that kind of energy started to spread. We started backing each other up more, talking strategy between rounds, and celebrating small wins.

Result (10%) + Storytelling (Reflection):
By the end of the season, our team chemistry was stronger and so were our results. We beat two schools we hadn’t expected to. That experience taught me that being part of a team means stepping up even when you’re new and helping create the dynamic you want to be part of

WORK STORY:

Situation (20%) + Storytelling (Location & Actions): During my internship at FCL Capital Partners, I was sitting around a conference table with three analysts and an associate, preparing materials for a live sell-side deal. Task (10%) + Storytelling (Thoughts): My task was to support the team by building parts of the buyer universe and plugging outputs into the pitch deck. I thought, "If I mess this up, it slows down everyone — I have to be precise." Action (60%) + Storytelling (Emotions & Dialogue): We split responsibilities: one analyst focused on comps, another on the model, and I took charge of market research and slides. Midway through, the associate leaned over and said, "Omar, your industry slides don't just need data — they need a story." I reworked them that night, layering insights on market fragmentation and growth drivers. When I shared them the next morning, the associate smiled and said, "This is what we needed — sharp and client-ready." Result (10%) + Storytelling (Reflection): The final CIM included my slides almost unchanged. I realized the best teams work like a relay: your precision sets the next person up for success, and that collective effort produces something far stronger than any individual piece.

What do investment bankers do?

Investment bankers advise companies through their most critical moments — raising capital, merging, selling, or acquiring. They run valuation analyses, build financial models, and prepare client materials like pitch books and CIMs. But beyond the technical side, they act as trusted advisors: structuring deals, anticipating risks, and helping management teams weigh trade-offs. In short, bankers are at the center of high-stakes corporate decisions, guiding clients through transactions that reshape their futures.

What do you think you would be doing on a day-to-day basis as an analyst?

As an analyst, I'd expect my day-to-day to revolve around three buckets:

1) Analysis — building and refining models, running comps, and checking numbers.

2) Materials — drafting pitch books, CIMs, and market updates that translate analysis into a client-ready story.

3) Coordination — supporting associates and VPs by keeping deal processes on track, whether it's updating buyer lists, tracking diligence requests, or turning comments overnight.

From my time at FCL, I know this work is demanding — you're often asked to juggle competing deadlines — but I also know that every slide and every model feeds directly into conversations that move deals forward. That's the intensity and responsibility I want.

Why would we hire you with no finance experience?

Situation (20%) + Storytelling (Location & Actions): When I first started building ReactGlove, I had almost no finance background. I was sitting in my dorm late at night, staring at cost estimates and pricing models that I had no training in.

Task (10%) + Storytelling (Thoughts): The task was simple but intimidating: figure out if this idea could work financially. I remember thinking, "I don't have the toolkit, but I can teach myself fast enough to get there."

Action (60%) + Storytelling (Emotions & Dialogue): I dove into research, asked mentors for guidance, and taught myself the basics of valuation and unit economics. Later, at HAN and Richland, I took on increasingly complex work — running comps, sizing markets, and writing memos. At FCL, I was supporting live deals within weeks of joining, drafting CIM sections and building parts of valuation models.

Result (10%) + Storytelling (Reflection): You should hire me because I've already shown I can bridge the gap from no experience to tangible contribution — and do it quickly. I combine the curiosity to learn with the stamina to grind, and that's exactly what you want in a first-year analyst.

How did you first get interested in finance?

Situation (20%) + Storytelling (Location & Actions): It started with ReactGlove. I was at my desk surrounded by sketches and prototypes, but instead of soldering wires, I was scribbling numbers: cost per unit, pricing, how much capital we'd need.

Task (10%) + Storytelling (Thoughts): I realized my job wasn't just inventing — it was making the case for a business. I thought, "This is finance. This is valuation, trade-offs, capital allocation."

Action (60%) + Storytelling (Emotions & Dialogue): That curiosity pushed me toward HAN, where I sat in pitch meetings and heard investors ask, "Is this market big enough? Is the model defensible?" At Richland, I got exposure to real estate and healthcare investments. At FCL, I supported live deals, connecting the dots between modeling and strategic conversations. Each step deepened my interest, and each step confirmed I wanted to be on the front lines of advising companies.

Result (10%) + Storytelling (Reflection): So my interest began with a personal project, but it grew as I realized finance is where analysis and decision-making meet — and that's the environment where I thrive.

What departments are you interested in?

I'd be most interested in Investment Banking Advisory, specifically in groups like Healthcare and Energy where I already have some context. But I'd also be curious to learn about Capital Markets, given the exposure it offers to financing dynamics. My priority is to be in a role where I'm directly supporting live transactions, building technical skills, and contributing to client-facing decisions.

Can you handle the grunt work?

DUNKIN DONUTS SHEET

Situation (20%) + Storytelling (Location & Actions):

The summer before college, I worked the 5 AM shift at Dunkin Donuts. My job was everything—running the register, cleaning machines, restocking shelves, and managing the morning rush.

Task (10%) + Storytelling (Thoughts):

It was nonstop and often thankless. But I saw it as a test of consistency. I thought, “If I can handle this without cutting corners, I can handle anything.”

Action (60%) + Storytelling (Emotions & Dialogue):

I memorized regulars’ orders, took on extra shifts, and stayed late to help teammates finish their closing duties. One morning we were understaffed, and I ran both front counter and drive-thru for nearly an hour. I didn’t complain—I just got it done.

Result (10%) + Storytelling (Reflection):

That job taught me how to take pride in the small things. I’ve brought the same attitude to other roles—whether that’s cleaning the fencing locker room without being asked or triple-checking Excel tabs at midnight for a pitch deck. Grunt work doesn’t bother me. I see it as part of the job.

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RICHLAND STORY:

Situation (20%) + Storytelling (Location & Actions): During my internship at Richland, I was assigned to digitize years' worth of leasing records — hundreds of contracts, rent rolls, and scanned PDFs.

Task (10%) + Storytelling (Thoughts): It wasn't glamorous. I remember thinking, "This is tedious, but if I don't do it right, the team won't have accurate data to evaluate deals."

Action (60%) + Storytelling (Emotions & Dialogue): I built an organized tracking system, verified numbers against source docs, and flagged inconsistencies. To keep myself motivated, I treated it like a puzzle: how do I get this pile of messy information into something decision-ready? At one point, my supervisor said, "You caught errors that even our system missed — this is going to save us time in diligence."

Result (10%) + Storytelling (Reflection): That experience taught me that grunt work isn't meaningless — it's the foundation for bigger decisions. I can handle it because I see how it ladders up, and I know the discipline you build in those tasks is what prepares you for higher-level responsibilities.

What do you think is the most important characteristic for this job?

Situation (20%) + Storytelling (Location & Actions):

During my first college fencing tournament, I was matched up against a nationally ranked senior. I was nervous, down 4–0 early, and could feel everyone watching. My coach called a timeout and just said, “Slow it down. Reset.”

Task (10%) + Storytelling (Thoughts):

In that moment, I realized the match wasn’t about talent or speed — it was about mental control. I thought, “If I let emotions drive me, I’ve already lost.”

Action (60%) + Storytelling (Emotions & Dialogue):

I refocused, adjusted my pacing, and started reading his footwork instead of reacting blindly. I chipped away at the score and ended up winning 5–4. It wasn’t the cleanest match, but I stayed composed when things were falling apart — and that made the difference.

Result (10%) + Storytelling (Reflection):

To me, that same quality — emotional control under pressure — is what makes a great analyst. The hours, feedback, and stakes in banking can overwhelm you if you don’t know how to stay calm and keep thinking clearly. Whether it's a fencing bout or a live deal, the person who can stay sharp under pressure is the one who wins.

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Situation (20%) + Storytelling (Location & Actions): When I was interning at FCL Capital Partners, I remember being in the office late at night, updating a buyer list while one of the analysts was revising a model across the table.

Task (10%) + Storytelling (Thoughts): I realized the job wasn't just about technical skill — it was about reliability. I thought, "This work is high-stakes, and if the team can't trust your output, the deal slows down."

Action (60%) + Storytelling (Emotions & Dialogue): I focused on being meticulous: double-checking data, asking clarifying questions, and turning comments quickly. At one point, an associate told me, "I can hand you work and know it'll come back clean — that's why you're valuable."

Result (10%) + Storytelling (Reflection): So to me, the most important characteristic of a successful analyst is attention to detail paired with dependability. Clients rely on accuracy, senior bankers rely on speed, and if you can consistently deliver both, you earn trust and set yourself apart.

If you were running this firm, in what direction would you take it?

Situation (20%) + Storytelling (Location & Actions): When I interned at Richland Companies, we had a discussion about shifting acquisitions toward high-growth areas in Houston like The Heights and Cypress.

Task (10%) + Storytelling (Thoughts): That got me thinking: if I were running a financial institution, I'd want to position it to anticipate growth, not chase it. I thought, "The best firms balance core strengths with forward-looking bets."

Action (60%) + Storytelling (Emotions & Dialogue): If I were CEO of your bank, I'd double down on sectors where the firm has proven expertise and strong deal flow, while also investing resources into emerging areas like healthcare services, renewable energy, and technology-enabled infrastructure. I'd also prioritize culture — in conversations with alumni, I've heard how much people value mentorship and collaboration. Maintaining that culture is just as strategic as market positioning.

Result (10%) + Storytelling (Reflection): So I'd aim for a balance: scaling where the firm already dominates, while planting seeds in sectors poised for the next decade of growth — all while preserving the culture that differentiates the firm.

Can ethical requirements in a firm be too high?

Situation (20%) + Storytelling (Location & Actions): When I first joined the Houston Angel Network, I sat in on pitches where founders sometimes stretched the truth about projections.

Task (10%) + Storytelling (Thoughts): It made me think about ethics: "At what point does optimism become misrepresentation?"

Action (60%) + Storytelling (Emotions & Dialogue): I realized that in finance, the line can feel blurry, but strong ethical standards actually protect everyone — clients, investors, and the firm itself. Even acknowledging that too-heavy regulation may slow growth and limit profitability.

Result (10%) + Storytelling (Reflection): So no — ethical requirements can't be too high. The short-term inconvenience is far outweighed by the long-term trust and reputation it builds. In banking, your credibility is your currency.

What are some of your strengths?

Situation (20%) + Storytelling (Location & Actions):

Outside of internships, two places that have shaped how I think are the fencing strip and the writing workshop. One taught me how to act under pressure, the other how to structure ideas clearly.

Task (10%) + Storytelling (Thoughts):

I realized early on that if I could blend sharp execution with clear thinking, I’d be able to stand out in any high-performance environment — whether that’s sports, writing, or finance.

Action (60%) + Storytelling (Emotions & Dialogue):

Three strengths have stuck with me:

1) Composure in chaos – In fencing, momentum can flip in seconds. I’ve trained myself to reset mentally mid-bout, which translates directly to high-stakes, fast-moving work. One teammate once told me, “You’re the guy I want in the anchor slot.”

2) Strategic listening – In writing classes, I didn’t just give critiques — I learned to read between the lines and ask better questions. That same skill helps me absorb feedback quickly, understand client needs, and catch subtle issues others might miss.

3) Cross-context curiosity – I love connecting ideas across fields. I’ve brought economic theory into startup pitches and narrative structure into pitch decks. That curiosity helps me approach problems from angles others might not consider.

Result (10%) + Storytelling (Reflection):

My strengths don’t just come from finance — they come from learning to stay sharp under pressure, ask better questions, and think creatively under constraints. That mix lets me bring real value, even in unfamiliar situations.

What have you done to learn more about finance?

Situation (20%) + Storytelling (Location & Actions):

While taking upper-level economics courses at Hopkins and working on real estate and angel investing deals, I started to realize that being good at finance isn’t just about technical skill. It’s about clarity of thought, narrative, and judgment — things that don’t show up in a textbook.

Task (10%) + Storytelling (Thoughts):

I didn’t want to stop at learning how to build models or prep for interviews. I wanted to understand the deeper question: What actually makes someone persuasive in a room full of decision-makers?

Action (60%) + Storytelling (Emotions & Dialogue):

So I went beyond the typical prep. I read The Alchemy of Finance to understand how markets react to perception and feedback. I brought questions to my writing professor about how to structure a clear argument, how to pitch with stakes, and how to make people care. I started studying great conversations — how the best analysts ask questions, how they guide meetings, how they build trust quickly. At the same time, I kept a 3.97 GPA, modeled at FCL, and wrote investment memos at HAN. But it was this parallel track — the writing, the reading, the observing — that shaped how I think about the job.

Result (10%) + Storytelling (Reflection):

I’m not just trying to be technically sharp. I’m trying to become someone who can walk into a room, make sense of a complex business, and explain it simply and confidently. To me, that’s the real essence of banking — and that’s what I’ve been training for.

What makes you special?

Situation (20%) + Storytelling (Location & Actions): At the Taco Bell Foundation Summit, I was standing on stage pitching ReactGlove. The room was filled with executives, community leaders, and other scholars, and I had five minutes to convince them not just of the product, but of its importance.

Task (10%) + Storytelling (Thoughts): Most people would have led with numbers, market size, or the technical features. I remember thinking, "That's not what will move this room. I need to make them feel the problem before I can make them care about the solution."

Action (60%) + Storytelling (Emotions & Dialogue): I opened with the story of my great uncle. I described sitting with him at the kitchen table, paintbrushes laid out, watching as his Parkinson's tremors made it impossible for him to continue something he loved. I saw faces shift from polite attention to real empathy. Only then did I transition to ReactGlove — how it could steady hand tremors, the unit economics I'd sketched late at night, and the potential market. Afterward, one executive came up to me and said, "You made us care before you made us understand — that's rare."

Result (10%) + Storytelling (Reflection): What makes me different is that I bring this same combination — analytical rigor paired with human connection — into everything I do. My peers may be strong technically or strong communicators, but I've consistently shown I can do both — and that dual skill set is why I believe I stand out.

Why do you think you will be a good analyst?

Situation (20%) + Storytelling (Location & Actions):

During my first college fencing tournament, I was matched up against a nationally ranked senior. I was nervous, down 4–0 early, and could feel everyone watching. My coach called a timeout and just said, “Slow it down. Reset.”

Task (10%) + Storytelling (Thoughts):

In that moment, I realized the match wasn’t about talent or speed — it was about mental control. I thought, “If I let emotions drive me, I’ve already lost.”

Action (60%) + Storytelling (Emotions & Dialogue):

I refocused, adjusted my pacing, and started reading his footwork instead of reacting blindly. I chipped away at the score and ended up winning 5–4. It wasn’t the cleanest match, but I stayed composed when things were falling apart — and that made the difference.

Result (10%) + Storytelling (Reflection):

To me, that same quality — emotional control under pressure — is what makes a great analyst. The hours, feedback, and stakes in banking can overwhelm you if you don’t know how to stay calm and keep thinking clearly. Whether it's a fencing bout or a live deal, the person who can stay sharp under pressure is the one who wins.

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Situation (20%) + Storytelling (Location & Actions): One evening at FCL Capital Partners, I was sitting at my desk building out a buyer universe while two analysts were finalizing a model nearby. It was almost midnight, and we were still pushing to get the deck ready for a client call the next morning.

Task (10%) + Storytelling (Thoughts): I thought, "This is exactly the reality people warn you about — the grind, the long hours, the pressure. But this is also where you prove if you can handle it." My task was to make sure that my part — the research and slides — was flawless so the team could focus on higher-level issues.

Action (60%) + Storytelling (Emotions & Dialogue): I stayed disciplined, triple-checking buyer data, making sure every number tied back to source, and reformatting slides to match the associate's comments. At one point, the associate leaned over and said, "Omar, I'm giving you these edits because I know you'll get them right the first time." That stuck with me. It wasn't about having the fanciest Excel skills — it was about being reliable under pressure, the person the team could count on when things got chaotic.

Result (10%) + Storytelling (Reflection): That's why I'll be a good analyst. I bring stamina, precision, and a team-first mentality. I've shown at FCL, Richland, and HAN that I can learn quickly, grind through the details, and produce work others can trust. A good analyst doesn't just build models — they create stability for the team, and that's exactly what I pride myself on.

What are you looking for in this job?

Situation (20%) + Storytelling (Location & Actions):

When I was pitching ReactGlove — the device I helped build to steady Parkinson’s tremors — I remember wishing I had a banker next to me. Someone who could help us think through pricing models, strategic partnerships, funding timelines. We had the passion, but we needed someone who could guide us through the business side of a high-stakes moment.

Task (10%) + Storytelling (Thoughts):

That experience stuck with me. I thought, “If I’m ever on the other side of the table, I want to be the person founders and companies trust during moments like this.”

Action (60%) + Storytelling (Emotions & Dialogue):

So I’ve spent the past few years building toward that — learning how to model, how to analyze, how to communicate ideas clearly under pressure. But beyond skills, what I’m looking for is the chance to support companies at their most pivotal points. Whether it’s an acquisition, a capital raise, or a strategic pivot — I want to be in the room, helping shape those decisions.

Result (10%) + Storytelling (Reflection):

What draws me to this job isn’t just the challenge — it’s the chance to be useful when it matters most. To bring clarity, pressure-tested thinking, and urgency to moments that can define the future of a business.

What do you consider your greatest accomplishment?

When my great-uncle's Parkinson's progressed, I saw how it stripped away his agency in daily life. At first I felt powerless because I didn't have a medical background. Over time I realized I could still make a difference by combining creativity, persistence, and the resources around me.

That led to the idea for ReactGlove, a wearable glove designed to help patients with tremors regain control of their movements. I worked with a small team to design the concept, file a provisional patent, and pitch it in competitions. We secured early funding support from NASA, Jacobs, and the MetLife Foundation. What makes me proud is not just the recognition, but that we created something tangible out of a moment that started with helplessness.

I turned that frustration into purpose and discovered that I could build solutions even outside my comfort zone. ReactGlove taught me that progress doesn't happen in a straight line — it requires persistence, teamwork, and belief that even small steps can restore dignity to others. That's the accomplishment that defines me most so far.

What is the number one thing your resume won't tell me that I should know?

Situation (20%) + Storytelling (Location & Actions): If you look at my resume, you'll see internships, GPA, and leadership roles. But what you won't see are the late nights in my dorm, when I was juggling midterms, fencing practice, and refining ReactGlove prototypes all in the same week.

Task (10%) + Storytelling (Thoughts): In those moments, my task wasn't just to finish everything — it was to stay disciplined and not let anything slip. I thought, "There's no way I can do all of this perfectly, but if I prioritize and stay focused, I can make progress across all three."

Action (60%) + Storytelling (Emotions & Dialogue): I built routines, broke down tasks into smaller wins, and leaned on the same discipline I used in fencing training. There were nights when I wanted to quit, and a teammate would ask, "How do you still have energy for all this?" My answer was always the same: "I care too much to stop now."

Result (10%) + Storytelling (Reflection): So the number one thing my resume won't tell you is the grit and persistence it took to make those bullet points possible. It's not just that I've done a lot — it's that I've learned how to keep pushing when everything piles up, and that's exactly what will let me thrive in banking.

Tell me three reasons why we should hire you

Situation (20%) + Storytelling (Location & Actions):

At FCL Capital Partners, I was supporting a live sell-side deal. I had just gotten back from a fencing meet and was working late into the night, helping refine slides for a client call the next morning. I was tired, but fully locked in — because I understood the stakes.

Task (10%) + Storytelling (Thoughts):

In that moment, I realized it wasn’t just about staying awake or finishing tasks. It was about showing I could be trusted with real responsibility, even under pressure.

Action (60%) + Storytelling (Emotions & Dialogue):

That night — and so many others — revealed three key traits that define how I work:

Relentless work ethic – I’ve trained for national-level fencing, built startups, and balanced multiple internships while keeping a 3.97 GPA. I don’t burn out because I know how to manage intensity and keep showing up.

Deep curiosity – I don’t just prep for interviews — I study what makes people persuasive. I’ve spent time learning how to tell stories, structure ideas, and connect with others in high-pressure settings. For example for this interview I knew all candidates were doing behavioral prep and technicals / modeling —> I went into the essence of a deal and actually created a course that discusses the storytelling behind transactions

Clear thinking under pressure – Whether it’s a fencing bout tied at 4–4 or a last-minute model fix, I’ve learned to slow down when things speed up. One associate at FCL told me, “You stay calm when others start to scramble — that’s rare.”

Result (10%) + Storytelling (Reflection):

So if you’re looking for someone who combines intensity with clarity, and raw effort with thoughtful execution — I believe that’s what I bring to the table. I’m not just prepared for the job. I’m already operating in the mindset it demands.

What serves as your biggest motivation?

Situation (20%) + Storytelling (Location & Actions): When I was a kid, some of my best afternoons were spent painting with my great uncle. As his Parkinson's tremors worsened, I watched him lose the ability to do something he loved.

Task (10%) + Storytelling (Thoughts): That moment stuck with me. Later, when I was building ReactGlove, I thought, "This is bigger than me. If I can create something that helps even one person regain control, that's worth the grind."

Action (60%) + Storytelling (Emotions & Dialogue): That motivation has carried me through setbacks — whether it was missing a fencing qualifier by one bout or staying up nights to balance classes, sports, and internships. In those moments, I reminded myself why I was doing it.

Result (10%) + Storytelling (Reflection): So what keeps me going is the chance to create impact that outlives the grind. Whether it's for a patient, a teammate, or a client, knowing that my work can shape someone else's outcome is the motivation I return to when things get tough.

What makes you think you can put up with the stress, pressure, and long hours of a career in finance?

Situation (20%) + Storytelling (Location & Actions):

The summer before college, I worked the 5 AM shift at Dunkin Donuts. My job was everything—running the register, cleaning machines, restocking shelves, and managing the morning rush.

Task (10%) + Storytelling (Thoughts):

It was nonstop and often thankless. But I saw it as a test of consistency. I thought, “If I can handle this without cutting corners, I can handle anything.” There was even a monitor that tracked the performance of each dunkin store on speed.

Action (60%) + Storytelling (Emotions & Dialogue):

I memorized regulars’ orders, took on extra shifts, and stayed late to help teammates finish their closing duties. One morning we were understaffed, and I ran both front counter and drive-thru for nearly an hour. I didn’t complain—I just got it done.

Result (10%) + Storytelling (Reflection):

That job taught me how to take pride in the small things. I’ve brought the same attitude to other roles—whether that’s cleaning the fencing locker room without being asked or triple-checking Excel tabs at midnight for a pitch deck. Grunt work doesn’t bother me. I see it as part of the job.

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Situation (20%) + Storytelling (Location & Actions): At Richland Companies, I was tasked with digitizing years' worth of messy lease documents — a tedious job that required accuracy under a tight deadline.

Task (10%) + Storytelling (Thoughts): I thought, "This isn't glamorous, but if I don't get this right, the investment team won't have the data they need to evaluate deals."

Action (60%) + Storytelling (Emotions & Dialogue): I approached it like training for fencing: break down the work into manageable chunks, stay disciplined, and keep momentum. By the end, I'd processed hundreds of contracts and flagged errors that even the system had missed. My supervisor said, "You saved us hours of diligence because you didn't cut corners."

Result (10%) + Storytelling (Reflection): That's why I know I can handle the stress of finance. I've proven I can stay focused under pressure, put in long hours, and still deliver accurate results. Stress doesn't intimidate me — it sharpens me.

How are you going to handle the finance lifestyle and its effect on your personal life and health?

Situation (20%) + Storytelling (Location & Actions): During my fencing career, I often balanced grueling travel schedules, 20+ hours of weekly training, and academics at the same time.

Task (10%) + Storytelling (Thoughts): I thought, "If I don't build habits to stay grounded, I'll burn out."

Action (60%) + Storytelling (Emotions & Dialogue): I built routines around discipline: structured sleep, consistent workouts, and time-blocking priorities. When I interned at FCL, I applied the same habits. Even on 14-hour days, I carved out 30 minutes to work out or reset mentally. A teammate once asked me, "How are you still this sharp at midnight?" My answer was simple: consistency.

Result (10%) + Storytelling (Reflection): So I know how to handle the lifestyle because I've lived a version of it already. Banking will be demanding, but I have the discipline and routines to protect my health and keep delivering at a high level.

How hard do you work to achieve your goals?

Situation (20%) + Storytelling (Location & Actions): After missing the cut for the Junior National Team by one bout, I was sitting in the gym replaying every mistake in my head.

Task (10%) + Storytelling (Thoughts): I thought, "I can either let this define me, or I can come back stronger."

Action (60%) + Storytelling (Emotions & Dialogue): I built a 10-week training plan, doubling conditioning and studying hours of opponent footage. There were nights when my legs felt like concrete, but I pushed through. My coach told me, "Now you're fencing with intent." Those words kept me going through every tough session.

Result (10%) + Storytelling (Reflection): The next season, I earned my spot on the Mexican Junior National Team. That experience taught me how far I'm willing to go: I'll design the systems, put in the hours, and keep pushing even when it hurts. That's how I approach all my goals — in fencing, in academics, and now in finance.

What is the most intellectually challenging thing you have done?

Situation (20%) + Storytelling (Location & Actions):

As part of the Health Finance Team at the Institute for Applied Economics at Hopkins, I was working on a research project that explored hospital reimbursements related to COVID-19 deaths. While analyzing CMS datasets, I noticed something strange — the reimbursements tied to COVID fatalities didn’t seem to track with the actual clinical complexity of the cases, especially when comorbidities were involved.

Task (10%) + Storytelling (Thoughts):

I thought, “This doesn’t add up — are hospitals being over- or under-compensated based on how cases are coded?” That question became the foundation of the project: to understand how reimbursement patterns varied with patient comorbidities and whether the payment structure created any distorted incentives.

Action (60%) + Storytelling (Emotions & Dialogue):

I built out a model that layered CMS reimbursement data with comorbidity profiles, ICD-10 coding trends, and DRG classifications. The process wasn’t straightforward — definitions changed across data sources, hospital reporting wasn’t always consistent, and policy shifts created noise in the numbers. I had to apply economic logic to healthcare data, account for moral hazard in the reimbursement structure, and triangulate insights from policy memos, actuarial tables, and academic literature. At one point, I had to rewrite the model from scratch after finding an error in how secondary diagnoses were weighted. It was messy, frustrating, and incredibly rewarding.

Result (10%) + Storytelling (Reflection):

That project pushed me to work across disciplines — health policy, applied economics, and data modeling — and taught me how to create structure where there wasn’t any. It was the most intellectually demanding thing I’ve done not because of one problem, but because of how many variables I had to hold at once. It gave me a deeper appreciation for how economics applies in real-world systems, and how much clarity you can bring just by asking the right questions and refusing to stop at the surface.

Describe your ideal work environment

Situation (20%) + Storytelling (Location & Actions):

At FCL Capital Partners, I worked directly with a lean team on live deals. What made it special wasn’t just the exposure — it was how close the team was. I could walk over to the VP’s desk to ask a question, and everyone genuinely wanted each other to succeed.

Task (10%) + Storytelling (Thoughts):

That reminded me of why I chose Hopkins — not just for academics, but because I wanted to surround myself with people who push each other and enjoy being in the grind together.

Action (60%) + Storytelling (Emotions & Dialogue):

The same thing clicked for me on the fencing team. We’d get back from tournaments at 2 AM after six-hour bus rides, then have class the next morning. It should’ve been miserable — but because I cared about the people, I didn’t mind. We pushed each other, joked around during warmups, and built something that made the hard parts feel worth it.

Result (10%) + Storytelling (Reflection):

So my ideal work environment isn’t just fast-paced or high-impact — it’s one where I can build real relationships. I believe the best work happens when people trust each other, enjoy showing up, and hold a high bar together. That’s the kind of team I’m always looking for.

What was the most important thing you got out of your job last summer?

Situation (20%) + Storytelling (Location & Actions): Last summer, I was at FCL Capital Partners, a lower middle market investment bank in Miami. One of the live deals I supported involved preparing a pitch deck for a family-owned healthcare company exploring a sale.

Task (10%) + Storytelling (Thoughts): My task was to research potential strategic buyers and draft industry slides for the CIM. I thought, "This isn't just busy work — what I'm putting together could end up in front of a CEO making a career-defining decision."

Action (60%) + Storytelling (Emotions & Dialogue): I spent days pulling market data, analyzing fragmentation, and drafting slides that tied analysis into a narrative. The first draft I turned in came back with heavy edits. The associate pulled me aside and said, "These slides are fine, but they don't tell a story yet. You need to show why this matters to the buyer." That forced me to think beyond raw numbers. I restructured the slides to highlight growth drivers, competitive gaps, and strategic rationale. When I handed them back, he said, "This is sharp — client-ready."

Result (10%) + Storytelling (Reflection): The most important skill I gained was learning to translate technical analysis into a story that drives decisions. That's directly relevant to a career in finance, because banking isn't just about building models — it's about making those models speak to clients in a way that moves deals forward.

What would your last boss tell me about you?

REPLACE w/ smth else

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Situation (20%) + Storytelling (Location & Actions): At FCL, I worked closely with an associate who often handed me slide edits late in the evening. Task (10%) + Storytelling (Thoughts): My task was simple but high-stakes: turn comments quickly and accurately so the MD had clean materials for the next morning. I remember thinking, "He has to trust that I won't miss anything — otherwise he'll redo it himself." Action (60%) + Storytelling (Emotions & Dialogue): I made it a point to not only turn work quickly but to anticipate needs. If he asked for a data refresh, I checked formatting and double-checked footnotes without being told. One night, he looked over my work and said, "I didn't have to fix anything — that saves me hours." Result (10%) + Storytelling (Reflection): So I think he'd tell you I was dependable, detail-oriented, and proactive. More importantly, he'd probably say I made the team's life easier — and in banking, that's one of the highest compliments you can get.

How would your best friends describe you?

Situation (20%) + Storytelling (Location & Actions): After a fencing tournament, my teammates and I were grabbing food, still buzzing from a long day of competition.

Task (10%) + Storytelling (Thoughts): One of them turned to me and said, "You know what you're best at? Keeping us steady." It made me think about how others actually see me, outside of just results or achievements.

Action (60%) + Storytelling (Emotions & Dialogue): If you asked my closest friends, they'd probably describe me as driven, but also grounded. Driven because they've seen me wake up early to train, stay up late to study, and keep chasing ambitious goals. Grounded because I don't let the stress spill over — I make a point to crack jokes, pull people together, and remind everyone why we're doing this.

Result (10%) + Storytelling (Reflection): So my friends would say I'm hardworking, but also someone who lifts others up. And I think that balance — being serious about the work, but keeping perspective — is what makes me someone people want to be around, whether in fencing or in finance.

How did you choose your major?

Situation (20%) + Storytelling (Location & Actions):

In high school, I was splitting my time between building ReactGlove late at night and reading about global markets on my phone between classes. I was drawn to both — the precision of solving real problems and the bigger-picture thinking behind capital and strategy.

Task (10%) + Storytelling (Thoughts):

I kept thinking, “I don’t want to choose between building tools and understanding systems. I want a major that forces me to think both like a problem-solver and an investor.”

Action (60%) + Storytelling (Emotions & Dialogue):

That’s why I chose to double major in Economics and Applied Math & Statistics. Economics gives me the decision-making lens — tradeoffs, incentives, capital flows. Applied math gives me the technical foundation — from modeling to probability to data analytics. At Hopkins, that’s looked like using quantitative methods in public health research, working on applied econ with Professor Hanke, and building valuation models at HAN and FCL. I once had a professor say, “You're not just doing the math — you're asking the right questions with it.”

Result (10%) + Storytelling (Reflection):

I chose this combination because I wanted both intuition and discipline. It's given me the ability to break down complex systems, build models from scratch, and think critically about decisions — exactly what I need for the kind of work I want to do in finance.

Why do you want to go into finance rather than entering some other industry or starting your own business?

Situation (20%) + Storytelling (Location & Actions): When I was building ReactGlove, I was alone at my desk with parts spread out, trying to figure out not just how to make the product work, but how to fund it, price it, and defend its economics.

Task (10%) + Storytelling (Thoughts): That was when I realized: "I don't just enjoy inventing — I enjoy evaluating, advising, and making trade-offs."

Action (60%) + Storytelling (Emotions & Dialogue): That realization led me to HAN, where I listened to investors push founders on their assumptions, and to Richland, where I worked on yes/no calls for real estate deals. Most recently, at FCL, I helped build models and decks that directly influenced live transactions. What drew me wasn't just entrepreneurship or operating — it was being in the advisor's seat at pivotal moments.

Result (10%) + Storytelling (Reflection): So while entrepreneurship gave me a starting point, finance — and investment banking specifically — gives me the chance to be a trusted advisor across many companies and industries, helping them navigate critical decisions at scale. That's what excites me most.

What else do you do at school besides study?

Situation (20%) + Storytelling (Location & Actions): Some of my favorite memories at Hopkins aren't in classrooms but in the fencing gym. It's 7:00 p.m., practice has gone long, and I'm on the strip with teammates, laughing even though we're exhausted.

Task (10%) + Storytelling (Thoughts): Fencing has always been my way to reset. I thought, "Even after a tough day, being here gives me the balance I need."

Action (60%) + Storytelling (Emotions & Dialogue): Beyond fencing, I make time for things that recharge me — playing pickup basketball, grabbing food in Baltimore with friends, or just listening to reggaeton to relax.

Result (10%) + Storytelling (Reflection): Those are the things that help me recharge so I can bring full energy back into everything else I do.

What has been your favorite class in college and what was your grade?

Situation (20%) + Storytelling (Location & Actions): Last spring, I took Applied Economics & Finance with Professor Steve Hanke. I remember walking into class and seeing the walls covered in exchange rate graphs, inflation charts, and historical data sets.

Task (10%) + Storytelling (Thoughts): I wanted to test whether I could take theoretical concepts and apply them to real-world finance. I thought, "If I can handle this class, I'll know I can handle the rigor of finance outside the classroom."

Action (60%) + Storytelling (Emotions & Dialogue): We wrote memoranda and drafted reports on topics ranging from currency crises to geopolitical events. I loved that it was problem-solving. I spent nights in the library checking models and running sensitivity analyses. At one point, Professor Hanke looked at my work and said, "You've got a knack for connecting numbers to decisions — don't lose that."

Result (10%) + Storytelling (Reflection): I earned an A in the course, but more importantly, it gave me confidence that I could merge classroom rigor with practical financial analysis — the exact skills I'd later apply at HAN, Richland, and FCL.

What has been your least favorite class in college and what was your grade?

Situation (20%) + Storytelling (Location & Actions): My least favorite class so far has been Chem 1 during my first year. I still remember being in the lecture hall surrounded by hundreds of pre-meds scribbling notes at lightning speed.

Task (10%) + Storytelling (Thoughts): I thought, "I came in thinking I wanted to be pre-med because of ReactGlove but this doesn't feel like me." My task became figuring out how to push through the course while reassessing what I actually wanted academically.

Action (60%) + Storytelling (Emotions & Dialogue): I put in the work — long nights with flashcards, office hours with the professor, group study sessions. It wasn't enjoyable, but it was a test of discipline. A friend once asked me, "Why are you grinding this hard if you don't even like it?" My answer was: "Because I committed to doing it right."

Result (10%) + Storytelling (Reflection): I ended up with a A, which I was proud of given the curve. More importantly, that class clarified for me that my strengths and passions were in economics and finance, not the pre-med path. So while it was my least favorite, it helped me make a critical pivot.

Tell me about your college experience

Situation (20%) + Storytelling (Location & Actions):

When I think about my time at Hopkins, I don’t just picture the classroom. I picture bouncing between three completely different worlds — the library, the fencing strip, and internships — then ending the day playing pickup basketball or cooking with friends to reset.

Task (10%) + Storytelling (Thoughts):

I told myself early on, “If I want to grow here, I have to treat academics, athletics, and real-world experience like they’re equally important and still make time for life outside of all of it.”

Action (60%) + Storytelling (Emotions & Dialogue):

Academically, I dove deep into economics and applied finance. Athletically, I’ve been on the NCAA fencing team, training with a group that pushes each other to improve every day. Professionally, I’ve tried to stretch myself investing with HAN amd working on live deals at FCL. I still remember one stretch where I had a fencing meet, a midterm, and a pitch deck due within three days. But I’ve always found time to breathe whether that’s walking to Hampden for late-night food or playing basketball in the rec.

Result (10%) + Storytelling (Reflection):

Hopkins has challenged me to be sharp, resilient, and well-rounded. The mix of pressure and freedom helped me figure out not just how to manage my time, but how I want to spend it.

Do you regret choosing the school you chose?

Situation (20%) + Storytelling (Location & Actions): When I first committed to Hopkins junior year of high school, it was mainly for fencing and the chance to explore pre-med or BME because of ReactGlove.

Task (10%) + Storytelling (Thoughts): At times, especially in the first year, I thought, "Did I make the right call? Should I have gone somewhere bigger or with more of a finance pipeline?"

Action (60%) + Storytelling (Emotions & Dialogue): But what's kept me here is exactly what Hopkins does best:

1) The research culture — students who are curious, intense, and skeptical, which mirrors the mindset I've seen in great bankers.

2) Fencing — the team environment where we've beaten D1 schools and built a culture of discipline and camaraderie.

3) The opportunity to carve my own path in finance — through the Salant Investment Team, the Bullpen, and internships I might not have chased as hard if everything had been handed to me.

Result (10%) + Storytelling (Reflection): So no, I don't regret it. Hopkins has given me the rigor, discipline, and resourcefulness I'll need in banking. It wasn't always the obvious or easy choice, but it was the right one for me.

Why do you want a job that is so much more demanding than the work you have done in the past?

Situation (20%) + Storytelling (Location & Actions): At FCL, I got my first real taste of the demands of investment banking. I was updating buyer universes and drafting slides late into the night, watching analysts revise models in real time.

Task (10%) + Storytelling (Thoughts): I thought, "This is exactly what people warn you about — the hours, the pressure. But instead of dreading it, I feel energized by being in the middle of something so important."

Action (60%) + Storytelling (Emotions & Dialogue): I realized that demanding work has always brought out my best. In fencing, it was waking up early for conditioning and training late to chase a national team spot. In academics, it was juggling midterms with side projects like building ReatGlove. In internships, it was learning new valuation methods on the fly and getting slides client-ready under time pressure. A managing director once told me, "You handled that like a full-time analyst — that's rare for an intern."

Result (10%) + Storytelling (Reflection): So I want a demanding job because that's where I perform best. I don't see intensity as a burden — I see it as an environment where I can grow, learn, and make a meaningful impact. Finance offers that level of challenge and responsibility, and that's why I'm drawn to it.

What is an example of a big risk you have taken in your life?

Situation (20%) + Storytelling (Location & Actions): During my junior year of high school, I had the option to stick to a safe path: focus on academics and fencing, aim for a straightforward college application. Instead, I decided to take a risk and pitch ReactGlove, a prototype I had been building, to the Taco Bell Foundation in front of executives and entrepreneurs.

Task (10%) + Storytelling (Thoughts): The risk wasn't just about presenting — it was about credibility. I thought, "I'm a teenager pitching a medical wearable in a room full of adults. If this flops, I'll look naïve. But if it works, it could open doors."

Action (60%) + Storytelling (Emotions & Dialogue): I led with my great uncle's story, explained the problem of tremors, and walked them through my prototype. My hands were shaking almost as much as his, but I pushed through. Afterward, an executive came up to me and said, "You made us feel the problem before you showed us the solution." That feedback gave me confidence that the risk was worth it.

Result (10%) + Storytelling (Reflection): Taking that risk taught me that credibility isn't about age or title — it's about preparation and conviction. It also set me on the path to pursue finance, because I realized I loved not just building, but making the case for why something mattered.

What is the biggest obstacle or challenge you have faced and overcome in your life?

Situation (20%) + Storytelling (Location & Actions): When I was a kid, some of my favorite afternoons were spent painting with my great uncle. We'd sit at the table, brushes laid out, colors spread across the paper. But as his Parkinson's tremors worsened, I watched him lose the ability to control his hands. One day, I remember looking at him, brush in hand, as the frustration showed on his face. Something so simple — painting together — was slipping away from us.

Task (10%) + Storytelling (Thoughts): At that age, it felt like an obstacle I couldn't do anything about. I thought, "How can something so uncontrollable take away moments like this? And what can I do about it?" That feeling of powerlessness stayed with me for years.

Action (60%) + Storytelling (Emotions & Dialogue): In high school, I decided I wouldn't just accept that memory as the end of the story. I started working on what became ReactGlove — a wearable designed to help steady hand tremors. At first, it was just sketches and crude prototypes at my desk late at night. But slowly, I taught myself enough about sensors, costs, and unit economics to make it viable. When I finally pitched it to an audience, I led with that story of painting with my uncle. Afterward, someone told me, "You made us feel the loss before you showed us the solution."

Result (10%) + Storytelling (Reflection): The biggest obstacle I've faced wasn't just watching my uncle lose something he loved — it was dealing with the feeling of powerlessness that came with it. What I overcame was that sense of helplessness by channeling it into action. ReactGlove didn't just give me a project — it gave me a purpose: to turn frustration into problem-solving. That mindset has carried into everything since, from fencing setbacks to finance internships, and it's why I'm drawn to work where the stakes are high and the outcomes matter.

What is the toughest decision you have ever had to make?

Situation (20%) + Storytelling (Location & Actions): When I entered Hopkins, I thought I was headed for pre-med or biomedical engineering. That felt like the safe and obvious choice, especially after building ReactGlove. But during freshman year, I found myself spending more late nights reading finance cases and scribbling unit economics than memorizing biology notes.

Task (10%) + Storytelling (Thoughts): The toughest decision was whether to pivot: walk away from the pre-med track and fully embrace economics and finance. I thought, "If I make this switch, I'm leaving behind what I've told people for years. But if I don't, I'll always wonder what if."

Action (60%) + Storytelling (Emotions & Dialogue): I tested my interest by joining the Salant Investment Team, interning at HAN, and later at Richland. Each experience reinforced that I loved analyzing and advising more than memorizing pathways in biology. When I told my family about the shift, my mom asked, "Are you sure this isn't just a phase?" I told her, "No — this is where I come alive."

Result (10%) + Storytelling (Reflection): It was the toughest decision because it meant rewriting my identity. But it's also the best one I've made, because it set me on a path where my curiosity and drive match the demands of the work.

How would you compare your writing skills to your oral skills?

Situation (20%) + Storytelling (Location & Actions):

When I pitched ReactGlove at the Taco Bell Foundation Accelerator, I had five minutes on stage to convince a room full of executives, community leaders, and entrepreneurs that our glove — designed to stabilize hand tremors — was worth backing.

Task (10%) + Storytelling (Thoughts):

I knew the stakes. I thought, “I can’t just explain what it does. I need to make them feel why it matters — and fast.” That’s when I realized writing and speaking aren’t separate skills. Good speaking is just good writing, said out loud.

Action (60%) + Storytelling (Emotions & Dialogue):

In preparing, I wrote and rewrote the story — not just the pitch deck, but the narrative arc. I opened with my great uncle struggling to paint, not with market size. That story gave context to the product, then I transitioned to the economics. Afterward, one exec told me, “You made us care before you made us understand.” I wouldn’t have delivered that moment without spending time writing every beat — every pause, every sentence that carried weight.

Result (10%) + Storytelling (Reflection):

So I don’t see my writing and speaking skills as separate — they reinforce each other. Writing helps me clarify ideas, structure arguments, and strip out fluff. Speaking helps me deliver those ideas with energy, timing, and emotional weight. The best communication comes when both are working together.

What do you like to do in your free time?

Situation (20%) + Storytelling (Location & Actions): After a long week of classes and work, you'll often find me either in the fencing gym or out in Baltimore with friends.

Task (10%) + Storytelling (Thoughts): For me, free time isn't just about relaxing — it's about recharging. I thought, "If I can find outlets that energize me, I'll come back sharper for everything else."

Action (60%) + Storytelling (Emotions & Dialogue): That means fencing practice, even outside official hours — I enjoy pushing myself and competing. It also means pickup basketball or pickleball, where I can still be competitive but more laid-back. On weekends, I like exploring Baltimore's food scene — grabbing Mexican food at La Calle or Thai near Inner Harbor — and unwinding with friends. Music is another outlet: I'll throw on reggaeton or dive into a new playlist to reset. A teammate once told me, "You're the guy who makes the grind feel lighter."

Result (10%) + Storytelling (Reflection): So in my free time, I balance structure and fun — staying active, spending time with people I care about, and recharging. Those activities keep me grounded and give me the stamina to perform when the pressure ramps up.

What competitive activities have you participated in, and have they been worthwhile?

Situation (20%) + Storytelling (Location & Actions): Since I was nine years old, I've fenced competitively. That means weekend tournaments, early-morning conditioning, and traveling to compete at local, national, and even international levels.

Task (10%) + Storytelling (Thoughts): The challenge wasn't just winning bouts — it was staying committed for nearly a decade while balancing academics and, later, internships. I thought, "If I can push myself here, it will carry over everywhere else."

Action (60%) + Storytelling (Emotions & Dialogue): I trained through setbacks, like missing qualification for the Junior National Team by one bout. That moment crushed me, but instead of quitting, I doubled my training plan and came back the next season to earn a spot on the Mexican Junior National Team. My rationale was always, "the discipline here will help me beyond the strip."

Result (10%) + Storytelling (Reflection): Fencing has been worthwhile because it's taught me resilience, focus, and the ability to perform under pressure — all qualities I now bring into academics and finance. It's more than a sport; it's been training for how I approach every challenge.

What would you do for a living if you didn't have to worry about money?

Situation (20%) + Storytelling (Location & Actions):

In high school, I led the Teen Advisory Board at Generation SERVE, a nonprofit that connects youth with hands-on service opportunities across Texas. I helped organize community projects, led over 100+ service days, and guided other teens through meaningful volunteer work. What I loved most wasn’t just serving — it was showing people their impact. Watching someone realize, “Wait, we actually made a difference,” never got old.

Later, when we launched ReactGlove, that same mission-first mindset carried over. We were losing money in the first year — covering materials, testing, shipping — and still kept going. Because the goal wasn’t profit. It was helping someone with tremors regain control of their hands.

Task (10%) + Storytelling (Thoughts):

Both experiences taught me that purpose matters more than pay. I remember thinking, “This is the kind of work I’d do forever — even if there’s no immediate reward — because it means something.”

Action (60%) + Storytelling (Emotions & Dialogue):

If money weren’t a concern, I’d spend my time building and supporting mission-driven ventures — whether that’s designing assistive tech, funding grassroots founders, or creating programs that help young people serve their communities. I’d want to be in the field, close to the people I’m helping, just like I was with Generation SERVE. Hearing someone say, “I didn’t know I was capable of that,” was the best part of the job.

Result (10%) + Storytelling (Reflection):

I’ve seen firsthand how work without a paycheck can still be full of value. So if I didn’t have to worry about money, I’d focus entirely on service, access, and building things that help others live with more dignity and possibility. That’s the kind of work that stays with you.

How do you manage stress in your life?

Situation (20%) + Storytelling (Location & Actions): At Hopkins, there have been weeks where everything collided — a fencing tournament, an econ midterm, and a client deck to draft for FCL. I remember sitting at my desk staring at a calendar that felt impossible.

Task (10%) + Storytelling (Thoughts): The task was to not just survive the week, but manage it in a way where I could still perform in all three areas. I thought, "If I panic or let one slip, the others will fall apart too. I need a system."

Action (60%) + Storytelling (Emotions & Dialogue): I broke the week into chunks — blocking study hours, carving out time for fencing, and setting micro-deadlines for my slides. I leaned on routines I'd built from years of fencing: structured sleep, bursts of high-intensity work, and outlets like music or pickup basketball to recharge. Even at 11 p.m., when I was exhausted, I'd throw on reggaeton to reset and push through. My philosophy: I treat stress as fuel, not a wall.

Result (10%) + Storytelling (Reflection): Stress management for me is about structure and perspective. I've learned that pressure doesn't go away but with discipline and the right outlets, I can use it to sharpen my performance.

What is your favorite website?

Situation (20%) + Storytelling (Location & Actions): Most people expect me to say WSJ or PitchBook, but honestly, one of my favorite websites is Quora. I'll sometimes find myself late at night scrolling through the most random questions — everything from "How do pilots stay awake on long flights?" to "What's the best way to explain Einstein's relativity to a 10-year-old?"

Task (10%) + Storytelling (Thoughts): What I like about it isn't the answers themselves — it's the way people frame questions. I'll think, "That's a clever angle I never would've asked myself." It forces me to step outside my bubble.

Action (60%) + Storytelling (Emotions & Dialogue): I'll read into a thread (probably longer than i should), follow the back-and-forth between experts and curious amateurs, and end up connecting it back to other things I'm working on. For example, when I was designing my public health index, I stumbled across a Quora debate about what "quality of life" really means. That pushed me to think harder about what indicators should actually go into the model.

Result (10%) + Storytelling (Reflection): So while Quora has nothing to do with finance, it reflects a bigger part of who I am: I like chasing questions, not just answers. It's a habit that keeps me curious, inquisitive, and open-minded.

What role do you like to take in a team situation?

Situation (20%) + Storytelling (Location & Actions):

During my freshman season on the fencing team, there were moments where energy and morale dipped — especially around midterms and late-season travel. I wasn’t a captain, but I felt like I could still make a difference by stepping up outside of the bouts themselves.

Task (10%) + Storytelling (Thoughts):

I thought, “If we’re going to compete at our best, this has to feel like a team, not just individuals showing up for practice.” I saw an opportunity to lead by building culture — even without a title.

Action (60%) + Storytelling (Emotions & Dialogue):

I organized team dinners, Topgolf nights, and made warmups more engaging — adding team games like soccer and relay races to start practice off with energy. That helped create a better atmosphere, and teammates started looking forward to showing up, even during stressful weeks. At the same time, I’ve had to play the opposite role too. During matches, when I’m not fencing, I’m locked into support mode — cheering, coaching strip-side, and staying fully engaged. In those moments, the best thing I can do is listen and reinforce the strategy the captains or coaches have laid out.

Result (10%) + Storytelling (Reflection):

So whether I lead or support depends on what the team needs. Sometimes it’s about stepping forward to guide culture, and other times it’s about stepping back to amplify others. Either way, I show up fully and do what’s needed to help the team win.

Do you feel more comfortable working in a group or by yourself?

Situation (20%) + Storytelling (Location & Actions): At Richland Companies, I spent weeks digitizing old lease contracts — a solo project. It was just me, a scanner, and hundreds of pages of data.

Task (10%) + Storytelling (Thoughts): The task was tedious but critical. I thought, "This isn't glamorous, but if I get it wrong, the team won't have reliable data for due diligence."

Action (60%) + Storytelling (Emotions & Dialogue): It was independent, heads-down work, and I actually enjoyed the focus. But in the same internship, I also worked in groups — helping draft memos where we debated assumptions and market risks. I remember one meeting where a VP said, "I like how you build off others' points instead of just repeating them."

Result (10%) + Storytelling (Reflection): So I'm comfortable both ways. If I'm working alone, I stay disciplined and thorough. If I'm working in a group, I adapt to the dynamic and contribute ideas. I think the best analysts need both: independence for execution, and teamwork for client-facing success.

Describe a time when you worked as part of a team

Situation (20%) + Storytelling (Location & Actions):

Before college, fencing had always felt like an individual sport — win your bout, move on. But when I joined the NCAA team at Hopkins, I quickly realized how different the dynamic was. Our performance wasn’t just about individual wins — it was about supporting the lineup, managing momentum, and trusting the rotation.

Task (10%) + Storytelling (Thoughts):

Early on, I thought, “If I just focus on my own result, I’m helping the team.” But I learned fast that team culture, energy, and communication mattered just as much — if not more — than any one score.

Action (60%) + Storytelling (Emotions & Dialogue):

I shifted how I approached everything. Off the strip, I brought more energy — cheering, giving tactical feedback, staying engaged between rounds. On the strip, I fenced more strategically depending on the match situation — whether we needed to slow the bout down or swing momentum back. I also started taking initiative outside of practice, organizing team dinners and post-meet outings to keep morale high. One upperclassman told me, “You don’t act like a freshman — you make it feel like we’re in it together.”

Result (10%) + Storytelling (Reflection):

That season taught me how to be part of something bigger than myself. Being a great teammate wasn’t just about scoring points — it was about creating an environment where others could succeed too. That mindset has stuck with me in every team I’ve worked with since.

Describe a time when you took a leadership role in a team situation

this is ok but id rather use a diff story tbh

___________________________________________________

Situation (20%) + Storytelling (Location & Actions): When I co-organized the Smart Cities DEI Hackathon, we had 30+ participants from three countries and just one weekend to deliver prototypes. At the kickoff, people were energized but confused about structure.

Task (10%) + Storytelling (Thoughts): My task as co-chair was to set direction while keeping morale high. I thought, "If people get overwhelmed, momentum will die before we even start."

Action (60%) + Storytelling (Emotions & Dialogue): I divided our committee into pods: logistics, sponsor relations, and participant support. When things went wrong — like when a sponsor dropped out last minute — I told the team, "Let's solve one problem at a time." My style is steady: I don't bark orders; I create structure, then step back so others can lead within it. By Sunday night, not only had we delivered prototypes, but participants told us, "This felt smoother than most big hackathons."

Result (10%) + Storytelling (Reflection): That weekend reinforced my leadership style: structured, calm under pressure, and focused on empowering others to execute.

Describe how you have dealt with conflict in a team situation

2. Fencing Team (Athletics Story)

Situation (20%) + Storytelling (Location & Actions):

On the fencing team last season, a disagreement broke out between some returners and new recruits about practice structure. The newer athletes wanted more footwork drills, while the returners felt we were already stretched thin.

Task (10%) + Storytelling (Thoughts):

I knew we couldn’t afford to let tension carry into competition season. I thought, “We need a solution that respects both perspectives before this affects morale.”

Action (60%) + Storytelling (Emotions & Dialogue):

I set up a quick team meeting and opened the floor for honest feedback. Then I worked with the captains to redesign our weekly structure — keeping core training the same but adding optional sessions focused on footwork and fundamentals. Once implemented, one of the new fencers said, “I finally feel like I can catch up without slowing the group down.”

Result (10%) + Storytelling (Reflection):

That experience taught me that resolving team conflict often means listening first, then designing a solution that gives everyone space to grow without compromising the team’s goals.

___________________________________________________

Situation (20%) + Storytelling (Location & Actions): On the Salant Investment Team, I was part of a group pitching a healthcare stock. Two teammates disagreed sharply over whether the company's drug pipeline was an asset or a liability. The conversation was going in circles.

Task (10%) + Storytelling (Thoughts): I thought, "If we keep arguing, we'll miss the pitch deadline. We need a way to reframe this."

Action (60%) + Storytelling (Emotions & Dialogue): I suggested we step back and model both scenarios: one assuming FDA approval, the other assuming delays. That way, we weren't picking sides but testing assumptions. Once we built it out, it was clear that even in the pessimistic case, the valuation still supported our thesis. Tension dropped, and one teammate said, "This was the first time we actually debated productively."

Result (10%) + Storytelling (Reflection): I learned that conflict isn't bad — it can sharpen ideas. But the key is channeling it into analysis instead of personal disagreement.

Describe what you did when you or your group risked missing a deadline

smth else - last minute revalation caused me to have to redo everything and make a tight deadline

________________________________________________________

Situation (20%) + Storytelling (Location & Actions): At FCL Capital Partners, we were preparing a pitch deck for a healthcare company exploring a sale. It was close to midnight, and we were still waiting on data updates.

Task (10%) + Storytelling (Thoughts): The risk was clear: if we didn't turn the deck by morning, the MD would walk into the client meeting unprepared. I thought, "We can't afford to miss this — we have to triage."

Action (60%) + Storytelling (Emotions & Dialogue): I volunteered to stay late, updating buyer slides and cross-checking numbers while the analyst focused on the model. To keep us moving, I suggested we freeze formatting until the last hour so we wouldn't waste time polishing slides that might change. At 2 a.m., the associate looked at my draft and said, "This is clean — we can use it as is."

Result (10%) + Storytelling (Reflection): We delivered the deck on time. That night taught me that meeting deadlines under pressure comes down to prioritization, communication, and willingness to grind through the details.

Tell me about a time when you had to work long hours to accomplish a task or project

1. Richland Companies Internship (Professional Story)

Situation (20%) + Storytelling (Location & Actions):
During my internship at Richland Companies, I was assigned to digitize and organize years of old lease contracts—hundreds of pages scattered across PDFs, paper files, and scanned documents.

Task (10%) + Storytelling (Thoughts):
I thought, “This isn’t exciting work, but if I don’t get this right, the acquisitions team won’t have clean data to underwrite the properties. It’s foundational.”

Action (60%) + Storytelling (Emotions & Dialogue):
I spent long hours in the office scanning documents, renaming files, and building a master spreadsheet that matched lease terms with tenant info and rent schedules. I’d often stay hours after everyone left, making sure each line item matched what was in the models. I treated it like a challenge—how do I turn a mountain of messy paperwork into something investment-grade?

Result (10%) + Storytelling (Reflection):
That project taught me that even the most tedious work has weight when it supports real decisions. It also proved to me that I can push through when something requires deep focus and long hours, even without immediate recognition.

---

2. Dunkin Donuts (Personal Grit Story)

Situation (20%) + Storytelling (Location & Actions):
The summer before college, I worked early morning shifts at Dunkin Donuts, often starting at 4:30 or 5 AM during the peak of the morning rush.

Task (10%) + Storytelling (Thoughts):
I knew it wasn’t glamorous, but I took it seriously. I thought, “People are counting on me to keep this place running. No shortcuts.”

Action (60%) + Storytelling (Emotions & Dialogue):
One shift, two coworkers called out, and I ended up running both the drive-thru and the front counter for nearly three hours. I took orders, made drinks, stocked supplies, and handled payments nonstop. At one point, I remember telling myself, “Just get through one more order,” over and over. I didn’t sit down once.

Result (10%) + Storytelling (Reflection):
That job built my stamina and taught me how to stay calm when things get overwhelming. Working long hours under pressure didn’t bother me—it made me sharper. I still carry that grit into everything I do today.

Describe what you did in a group where someone wasn't contributing

Situation (20%) + Storytelling (Location & Actions): During my first semester, I was working on a Calc II group project where we had to analyze and present real-world applications of integrals. We divided up the work—each of us had a concept and example problem to prepare. But two days before the deadline, one teammate hadn’t shared anything.

Task (10%) + Storytelling (Thoughts): I thought, “If we turn this in with a section missing, it’ll look like we didn’t coordinate. But if I come off too strong, I might shut them down or make them feel worse.”

Action (60%) + Storytelling (Emotions & Dialogue): Instead of calling them out in the group chat, I messaged them privately and said, “Hey, totally get that this class is dense—what’s tripping you up?” They told me they were stuck on setting up the integral for their section. I offered to work through an example with them and showed them how I structured mine. That gave them enough of a push to finish their section. We ended up turning in a full, cohesive report and got one of the highest marks in the class.

Result (10%) + Storytelling (Reflection): That moment showed me that when someone’s behind, it’s often not about effort—it’s about confidence. Helping someone get unstuck without doing it for them can make a real difference in how a team performs and how people grow.

Talk about a time when you had to deal with a very upset teammate or co-worker

Situation (20%) + Storytelling (Location & Actions): At a fencing tournament, one of my teammates lost a crucial bout by a single point. He came off the strip furious — slamming his helmet down, muttering that he had let the whole team down.

Task (10%) + Storytelling (Thoughts): I thought, "If this spirals, we'll lose him for the rest of the day, and the team atmosphere will collapse. We need him back in the game."

Action (60%) + Storytelling (Emotions & Dialogue): I pulled him aside, away from the rest of the group, and told him, "One touch doesn't erase all the work you've put in — we still need you for the next round." Then I lightened the mood by joking about how I once got clipped by a fencer on the first touch but ended up winning the bout. He laughed, and the tension eased. By the time he went back out, he was focused again — and he ended up clinching a key bout later that day.

Result (10%) + Storytelling (Reflection): Dealing with an upset teammate taught me the value of empathy and reframing. Sometimes the best way to re-center someone is to validate their frustration, then remind them of the bigger picture.

What would you do if you found your company doing something illegal?

Situation (20%) + Storytelling (Location & Actions):

When we were first pitching ReactGlove, one of our engineers — who had put in a lot of long nights — started stretching how effective the product was in early investor conversations. He didn’t make anything up, but he presented our testing results in a way that implied a level of reliability we hadn’t fully proven yet.

Task (10%) + Storytelling (Thoughts):

It wasn’t some blatant lie, but it crossed a line. I remember thinking, “If we keep going down this road, we’re not just risking credibility — we’re risking the whole mission.” And this was someone I worked closely with and respected, which made it harder.

Action (60%) + Storytelling (Emotions & Dialogue):

I pulled him aside privately after the call and said something like, “I know how much this means to you — to all of us — but we can’t overpromise right now. It’ll backfire the moment someone asks for real data.” He understood, and we reworked our language to focus on potential and progress, not premature claims. After that, we made sure to fact-check each other before pitches to stay grounded and aligned.

Result (10%) + Storytelling (Reflection):

That experience taught me that you don’t need to blow a whistle to do the right thing — but you do need to speak up early, especially when integrity is on the line. If I ever encountered something illegal in a professional setting, I’d approach it the same way: document, speak up, and escalate if needed. Reputation and trust are fragile, and protecting them starts with the small decisions.

How do you manage to deal successfully with a difficult boss, co-worker, or teammate?

Situation (20%) + Storytelling (Location & Actions):

When I joined the college fencing team, I immediately clashed with my new coach. In high school, my coach was encouraging, hands-on, and emotional. At Hopkins, my coach was blunt, rarely gave praise, and focused entirely on mechanics. During one of my first practices, I made a small mistake, and he just said, “Do it again.” No explanation, no feedback — just a cold reset.

Task (10%) + Storytelling (Thoughts):

I left that practice frustrated. I thought, “Does he not believe in me? Am I just doing everything wrong?” But eventually I realized it wasn’t personal — he had a different standard, and it was my job to understand his communication style, not expect him to mirror my old one.

Action (60%) + Storytelling (Emotions & Dialogue):

Instead of reacting emotionally, I started asking questions — specific ones like, “Was it my footwork or distance that was off?” I also watched how he coached other athletes and noticed he only gave feedback when he felt someone had first tried to self-correct. So I started showing that I was actively thinking between reps. Slowly, his tone shifted. He began offering more guidance and eventually told me, “You’re learning how to coach yourself — that’s what I want to see.”

Result (10%) + Storytelling (Reflection):

That experience taught me how to manage conflict rooted in different communication styles. What started as tension became one of the most productive coaching relationships I’ve had — not because he changed, but because I learned how to meet him where he was. In any team or professional setting, that ability to adjust — without compromising who I am — has helped me work with all kinds of people.

Tell me about a time when you motivated others

Situation (20%) + Storytelling (Location & Actions): As president of Generation SERVE's Teen Advisory Board, I was leading a group of 40 high schoolers in organizing service projects. There were weeks where participation dropped — teens were busy, energy was low.

Task (10%) + Storytelling (Thoughts): I thought, "If I can't reignite their motivation, the projects will stall and nonprofits will be left hanging."

Action (60%) + Storytelling (Emotions & Dialogue): I reframed our work by telling stories about the impact. For example, I shared feedback from a local shelter we had served: "The kids you brought lit up the room — they made our week." Then I introduced a system where teams could propose their own service days, giving them ownership. I told them, "This is your board, not mine — you decide what matters." Participation spiked, and we ended up organizing 118 service days and supporting over 60 nonprofits.

Result (10%) + Storytelling (Reflection): I learned that motivation comes from two things: connecting people to the impact of their work and giving them agency. That's the approach I carry into every team I'm part of — whether in fencing, consulting, or finance.

Give an example of a project that required you to think quantitatively and analytically

Situation (20%)

On the Health Finance Team at the Institute for Applied Economics at Hopkins, I worked on a research project studying hospital reimbursements for COVID-19 deaths. While reviewing CMS data, I noticed something off: reimbursement levels didn’t always align with the clinical complexity of the cases, especially when patients had multiple comorbidities.

Task (10%)

My goal was to figure out whether hospitals were being misaligned in how they were paid — either over- or under-compensated — based on how cases were coded. This meant building a model that could isolate how comorbidities, diagnostic codes, and reimbursement formulas interacted.

Action (60%)

I constructed a multi-layered model combining CMS hospital payment data, ICD-10 diagnostic codes, and DRG classifications. I had to clean inconsistent reporting formats, normalize comorbidity data, and control for changing policy rules over time. I used economic principles — like how incentives shape behavior — to interpret patterns in the data. For example, I found that certain secondary diagnoses appeared to inflate reimbursements more than others, despite having less clinical severity. After catching a weighting error in my original approach, I rewrote the entire model to better reflect the marginal impact of each comorbidity on payment outcomes. Throughout, I triangulated quantitative findings with qualitative sources like policy memos and actuarial studies.

Result (10%)

The project required me to think critically across both technical and conceptual lines — from data structure to economic logic to policy implications. It sharpened my ability to spot hidden drivers in large datasets and use modeling to clarify complex systems. It was the most analytically rigorous project I’ve worked on, and it deepened my interest in using quantitative tools to solve real-world problems.

Give an example of a project you enjoyed working on

Situation (20%) + Storytelling (Location & Actions): One of my favorite projects was during my internship at the Houston Angel Network. I was tasked with helping evaluate a medtech startup developing a new diagnostic tool.

Task (10%) + Storytelling (Thoughts): My role was to dig into their market sizing and competitive landscape. I thought, "This is fascinating — I get to see how early-stage companies make their case and whether the numbers back them up."

Action (60%) + Storytelling (Emotions & Dialogue): I built a model that sized the addressable market and ran comps on similar diagnostics companies. During the pitch meeting, I watched as the same questions I had wrestled with — "Is the market really this large?" — came up from investors. A partner later told me, "You picked up the right pressure points — that's exactly what matters."

Result (10%) + Storytelling (Reflection): I enjoyed that project because it combined analysis with live exposure to decision-making. It confirmed how much I like being in the middle of that process — not just crunching numbers, but seeing how they drive critical conversations.

Have you ever had to work on a project or presentation that was distributed or presented to a large group?

Situation (20%) + Storytelling (Location & Actions): At FCL Capital Partners, I supported the creation of a Confidential Information Memorandum (CIM) for a family-owned healthcare company exploring a sale.

Task (10%) + Storytelling (Thoughts): I was responsible for drafting sections of the industry overview and updating buyer lists. I thought, "This isn't just an internal deck — this will go directly to CEOs and potential buyers."

Action (60%) + Storytelling (Emotions & Dialogue): I pulled market data, crafted slides on growth drivers, and tied the narrative back to strategic rationale. My first draft came back covered in redlines. The associate told me, "Numbers are fine, but you need to make them tell a story." I restructured the slides, added visuals, and refined the language. When the MD reviewed it, he said, "This is sharp — let's run with it."

Result (10%) + Storytelling (Reflection): The CIM went out to multiple strategic buyers, and seeing my work directly influence conversations was a milestone. It showed me how high the stakes are in client-facing materials and how much detail matters.

Give an example of a goal you set and how you achieved it

Situation (20%) + Storytelling (Location & Actions): In high school, I set a goal to make the Mexican Junior National Fencing Team. At first, I missed the cut by a single bout. I walked off the strip with my helmet in hand, feeling defeated.

Task (10%) + Storytelling (Thoughts): The goal was clear, but the path was steep. I thought, "Do I accept this as my ceiling, or do I double down?"

Action (60%) + Storytelling (Emotions & Dialogue): I created a 10-week training plan, doubling conditioning, reviewing hours of film, and drilling footwork. There were days when my legs felt like concrete, but I pushed through. My coach once said, "Now you're fencing with intent." That phrase stuck.

Result (10%) + Storytelling (Reflection): The next season, I earned my spot on the team. That goal taught me that achievement isn't about talent alone — it's about structure, discipline, and pushing past setbacks.

Give an example of your experience with multitasking

Situation (20%) + Storytelling (Location & Actions): During freshman spring, I had one week where I had a midterm in economics, a fencing tournament in North Carolina, and a deck to deliver for ReactGlove.

Task (10%) + Storytelling (Thoughts): I thought, "If I try to wing it, I'll drop the ball somewhere. I need to be surgical with my time."

Action (60%) + Storytelling (Emotions & Dialogue): I broke down the week hour by hour: studying on the bus to the tournament, waking up early at the hotel to polish my slides, and carving out blocks of time once back in Baltimore to review for the midterm.

Result (10%) + Storytelling (Reflection): I delivered on all three — our team won key bouts, I got a strong grade on the exam, and the client deck went out on time. That week proved I could juggle multiple high-stakes commitments without letting standards slip.

Give an example of a time when you persuaded others to do something or convinced someone to see your point of view

reactglove - i think there is a story i prepped for McK somewhere

_____________________________________________________

Situation (20%) + Storytelling (Location & Actions): During my time with the Salant Investment Team, our group was pitching a healthcare company. A teammate was skeptical of our thesis because they thought the company's pipeline delays would drag down valuation.

Task (10%) + Storytelling (Thoughts): I thought, "If we don't resolve this, our pitch will look fractured. I need to persuade without bulldozing."

Action (60%) + Storytelling (Emotions & Dialogue): Instead of arguing, I suggested we model two scenarios: one assuming the pipeline moved forward on time, and another assuming delays. I built out both cases and presented them to the group. When the numbers showed that even under the pessimistic scenario the valuation was still attractive, the skeptical teammate leaned back and said, "Alright, I see it now — let's go with your framing."

Result (10%) + Storytelling (Reflection): That moment taught me persuasion works best when it's rooted in analysis and collaboration. By making the data do the convincing, I got buy-in and strengthened the final pitch.

Give an example of going above and beyond what was expected of you

Situation (20%) + Storytelling (Location & Actions):

At Richland Companies, my original role was focused on reviewing lease documents and organizing property-level financial data. But as I dug into their day-to-day workflows, I noticed the property management team was still using a patchwork of spreadsheets and emails to track critical tasks like tenant complaints, rent delinquency, and maintenance timelines.

Task (10%) + Storytelling (Thoughts):

None of this was technically my job. But I kept thinking, “There has to be a cleaner, more centralized way to do this — and I think I can build it.”

Action (60%) + Storytelling (Emotions & Dialogue):

On my own time, I started prototyping a lightweight internal tool using Cursor. I built out a dashboard where property managers could log and track unit-level issues, assign priority tags, and generate simple summaries to send to ownership. I looped in the Leasing Director for feedback, refined it based on her input, and rolled out a working version before my internship ended. She said, “I didn’t expect this from an intern — this is actually going to save us real time.”

Result (10%) + Storytelling (Reflection):

I wasn’t asked to build software, but I saw a problem and had the initiative to solve it. That experience reinforced how much value you can create when you think like an owner — not just about what’s assigned, but about what actually moves the needle.

Give an example of a time when you were required to pay close attention to detail

Situation (20%) + Storytelling (Location & Actions): At Richland Companies, I spent weeks digitizing lease contracts for properties. These documents were old, sometimes smudged, and full of small clauses buried in fine print. If there’s one thing to know about the property management side - it is very legacy and tedious.

Task (10%) + Storytelling (Thoughts): The task seemed tedious, but I thought, "If I miss a line about renewal terms or escalations, it could change the cash flow assumptions for a property."

Action (60%) + Storytelling (Emotions & Dialogue): I created a system: scanning, indexing, and then triple-checking high-value sections. One day, I caught a clause about an automatic rent escalation that wasn't included in the original model.

Result (10%) + Storytelling (Reflection): That experience taught me that attention to detail isn't glamorous, but it's essential. In finance, tiny oversights compound into big consequences.

What is the biggest mistake you ever made so far in your professional life?

Situation (20%) + Storytelling (Location & Actions): During my early weeks at the Houston Angel Network, I was tasked with helping put together a market analysis for a tech startup. I rushed through my section, assuming the market size numbers I found in a secondary source were reliable.

Task (10%) + Storytelling (Thoughts): I thought, "This looks polished — I just need to hand it in." But I hadn't cross-checked the data.

Action (60%) + Storytelling (Emotions & Dialogue): In the review, one of the investors asked where the numbers came from. When we dug deeper, it turned out my source had double-counted parts of the market. It wasn't catastrophic, but it shook my confidence. I stayed late that night redoing the research from primary sources and building a cleaner model.

Result (10%) + Storytelling (Reflection): That mistake taught me never to rush for polish at the expense of accuracy. It pushed me to slow down, verify, and make sure every number I put in front of someone can be defended.

Tell me about your previous work experiences and walk me through a project from your work

Situation (20%) + Storytelling (Location & Actions): Across my internships — from HAN to Richland to FCL — I've had the chance to see finance from different angles. One project that stands out was at FCL Capital Partners, where I supported a live sell-side deal for a family-owned sheet metal company.

Task (10%) + Storytelling (Thoughts): My task was to research strategic buyers and draft industry slides for the CIM. I thought, "This isn't an academic exercise — these materials will go directly to CEOs deciding on acquisitions."

Action (60%) + Storytelling (Emotions & Dialogue): I pulled data from industry reports, analyzed competitors' positioning, and built slides highlighting growth drivers. My first draft came back heavily marked up. The associate told me, "Numbers are fine, but you need to make them tell a story." I restructured the deck, focusing on why the company was a fit for potential buyers. The MD later reviewed it and said, "This is sharp — let's send it."

Result (10%) + Storytelling (Reflection): That project gave me my first taste of how my work could directly influence client conversations. It showed me the importance of precision, storytelling, and stamina — all things I want to keep building in banking.

What do you do when work conflicts with your personal life?

Situation (20%) + Storytelling (Location & Actions):

Last spring, I had a fencing tournament over the weekend, a macroeconomics midterm that Monday, and ongoing work for my internships at HAN and FCL. I got back from a six-hour bus ride at 2 AM, slept a few hours, and had class and deliverables waiting for me that same day.

Task (10%) + Storytelling (Thoughts):

I remember thinking, “There’s no perfect balance right now — something has to give, but nothing can fall apart.” It forced me to get clear about priorities and manage the trade-offs.

Action (60%) + Storytelling (Emotions & Dialogue):

When work conflicts with my personal life, I handle it by planning ahead, getting creative with my time, and staying disciplined. That weekend, I studied on the bus, edited pitch slides between matches, and broke tasks into blocks so I could stay focused without burning out. I also gave myself permission to skip a team dinner to rest and recharge — not ideal, but necessary.

Result (10%) + Storytelling (Reflection):

I’ve learned that when things collide, I don’t panic — I adjust. I stay flexible, protect my performance, and make space for personal time when and where I can. I don’t expect perfect balance, but I know how to manage the tension when work and life pull in different directions.

Give an example of a time when you had to make a split second decision

Situation (20%) + Storytelling (Location & Actions): At a national fencing tournament, I was down 14–13 in a 15-touch elimination bout. One wrong move, and I was out. I was standing on the strip, mask tucked under my arm, trying to steady my breathing as the referee reset us.

Task (10%) + Storytelling (Thoughts): I had seconds to decide: play safe and hope for a mistake, or take the initiative and risk it all. I thought, "If I hesitate, I've already lost."

Action (60%) + Storytelling (Emotions & Dialogue): I trusted my preparation. I feinted low to draw my opponent's parry, then lunged to his high line. The adrenaline was overwhelming — I barely remember the referee shouting "Touché!" My teammates were on their feet screaming.

Result (10%) + Storytelling (Reflection): I won the bout and advanced. That moment taught me that split-second decisions rely on discipline and preparation. If you've put in the work, you can trust your instincts under pressure — whether on the fencing strip or in a deal environment.

Tell me about a time when you anticipated potential problems and took measures to prevent them

Situation (20%) + Storytelling (Location & Actions): At Richland Companies, I was digitizing years of old lease contracts for properties in Houston. I noticed renewal clauses and escalation terms that were inconsistent across the stack of documents.

Task (10%) + Storytelling (Thoughts): I thought, "If these errors slip into the underwriting model, they'll distort projected cash flows. Better to catch them now than during diligence."

Action (60%) + Storytelling (Emotions & Dialogue): I created a checklist of "red flag clauses" — escalation, sublease rights, early termination — and built a tracking sheet as I digitized. When I spotted a lease with an unmodeled rent escalation, I flagged it to the team. My supervisor said, "This would have slipped through — good catch."

Result (10%) + Storytelling (Reflection): By anticipating the problem, I prevented inaccurate assumptions from making their way into investment models. It reinforced that being proactive, not reactive, is what makes you valuable on a team.

Tell me about a time when you learned something new in a very short time

1. Salsa Dancing Story

Situation (20%) + Storytelling (Location & Actions):
At a student event during my first month at Hopkins, I spontaneously joined a salsa class. The instructor pulled me up front and said, “You’re leading.” I had zero background in dance and suddenly had to learn in front of everyone.

Task (10%) + Storytelling (Thoughts):
I thought, “I can either look stiff and awkward or actually try to figure this out and have fun with it.” I knew the only way through it was to commit fully and learn fast.

Action (60%) + Storytelling (Emotions & Dialogue):
I paid close attention to the instructor’s footwork and timing, mirrored his posture, and asked my dance partner what helped her follow best. I stumbled a bit but caught the rhythm by the second song. By the end, I was confidently leading spins and even helped someone else learn the basic step.

Result (10%) + Storytelling (Reflection):
That night reminded me how quickly you can pick something up when you’re fully engaged and willing to fail a little. I walked out sweaty and smiling—and with a new appreciation for learning through action.

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2. Dunkin Donuts Story

Situation (20%) + Storytelling (Location & Actions):
On my first day at Dunkin Donuts, I was thrown onto the drive-thru headset during the morning rush. The menu, register, and headset system were all new to me, and I had less than five minutes of shadowing before I was live.

Task (10%) + Storytelling (Thoughts):
I thought, “I have to pick this up fast or I’ll slow down the entire team.” I didn’t want to be the bottleneck during peak hours.

Action (60%) + Storytelling (Emotions & Dialogue):
I watched how the other shift lead handled orders, memorized the most common combos, and used quick notes to track key menu codes. I stayed calm under pressure, even when someone shouted, “Make sure there’s no cream cheese on that!” mid-order. By the end of the shift, I was moving smoothly through orders without help.

Result (10%) + Storytelling (Reflection):
Learning on the fly became second nature that day. It taught me how to stay composed under pressure, absorb information fast, and contribute right away—even in completely new environments.

_______________________________________________________

PROFESSIONAL RESPONSE (if theyre a hardo):

Situation (20%) + Storytelling (Location & Actions): On my first week at FCL Capital Partners, I was asked to build a buyer universe using Capital IQ. I had never used the platform before, and the associate wanted it on his desk by the next morning.

Task (10%) + Storytelling (Thoughts): I thought, "I can't admit I don't know this yet — but I also can't risk handing in something sloppy. I need to learn this fast."

Action (60%) + Storytelling (Emotions & Dialogue): I stayed in the office late, pulled up online guides, and practiced screening for companies by industry, size, and geography. I cross-checked with recent deals to make sure my filters were sound. The next morning, when I handed in the list, the associate skimmed it and said, "This is exactly what I needed."

Result (10%) + Storytelling (Reflection): I learned a new tool overnight and produced something client-ready. More importantly, I proved to myself that I can adapt quickly in high-pressure environments — a skill that defines banking.

Tell me about a time you dealt with a major disappointment and turned it into a learning experience

Situation (20%) + Storytelling (Location & Actions):

During my junior year of high school, I missed qualifying for the Junior Olympics in fencing by one bout. I had trained for months, traveled to competitions across the country, and felt like I was finally peaking. Losing that match by a single touch hit hard. I walked off the strip and just sat on the floor staring at my gear.

Task (10%) + Storytelling (Thoughts):

In that moment, I thought, “What was all that work for?” It felt like I had poured everything into something and still come up short. But deep down, I knew I didn’t want that to be the end of the story.

Action (60%) + Storytelling (Emotions & Dialogue):

After the loss, I went back to practice with a new focus — not just on winning, but on becoming more reflective and process-driven. I studied film, broke down every mistake from that tournament, and started helping younger fencers improve their footwork and timing. Turning inward made me a better athlete, but turning outward made me a better teammate and leader.

Result (10%) + Storytelling (Reflection):

I ended up qualifying the next season, but more importantly, I came out of that loss with a deeper understanding of how to handle setbacks. I stopped measuring progress only by outcomes and started valuing the discipline it takes to show up and keep improving — even when things don’t go your way.

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Situation (20%) + Storytelling (Location & Actions): Some of my favorite memories as a kid were painting with my great uncle. But as his Parkinson's worsened, I watched him lose control of the brush. I'll never forget sitting at the table, colors laid out, and watching him set the brush down in frustration.

Task (10%) + Storytelling (Thoughts): At that age, I felt powerless. I thought, "How can something uncontrollable take away something so simple, and what can I do about it?"

Action (60%) + Storytelling (Emotions & Dialogue): Instead of accepting that memory as an ending, I carried it into action years later by building ReactGlove, a wearable to steady tremors. I stayed up late sketching prototypes and running tests. When I pitched it publicly for the first time, someone told me, "You made us feel the problem before you showed us the solution." That feedback showed me how to turn pain into impact.

Result (10%) + Storytelling (Reflection): The disappointment of losing those moments with my uncle became the spark for building something bigger. It taught me resilience: you can't control everything, but you can choose to channel frustration into problem-solving.

What is your biggest weakness?

Situation (20%) + Storytelling (Location & Actions): In my early internships, like at the Houston Angel Network, I had a habit of overpreparing slides or memos — spending hours polishing when "good enough" would have worked.

Task (10%) + Storytelling (Thoughts): I thought, "If every detail isn't perfect, it reflects badly on me." But in finance, perfection at the wrong speed is the same as being wrong.

Action (60%) + Storytelling (Emotions & Dialogue): An associate once told me, "You did great work, but we don't need gold-plating — we need speed and accuracy." That feedback stung at first, but it made me adjust. At FCL, when I built buyer lists and CIM slides, I started checking in earlier with associates before going too deep, aligning on expectations, then delivering faster.

Result (10%) + Storytelling (Reflection): So my weakness is sometimes wanting to perfect details when I should be prioritizing speed. But I've been actively addressing it by learning to calibrate — ask first what's "good enough," then deliver at that standard. It's made me more efficient without losing attention to detail.

What do you consider your greatest failure?

Situation (20%) + Storytelling (Location & Actions):

Some of my favorite childhood memories are of painting with my great uncle at the kitchen table. As his Parkinson’s progressed, I watched those moments fade — the tremors made it hard for him to hold a brush, and eventually, he stopped trying altogether. That experience stuck with me, and years later, I co-founded ReactGlove, a device designed to help stabilize hand tremors.

Task (10%) + Storytelling (Thoughts):

Once we started building, I went all in — late nights prototyping, researching motor control, refining the pitch. I thought, “If I can just make this work, it’ll all be worth it.”

Action (60%) + Storytelling (Emotions & Dialogue):

But in the process, I stopped spending time with the person who inspired the project in the first place. I visited less, called less, and told myself I’d reconnect once the glove was finished. He passed away before I could share a working version with him. I remember holding the prototype and thinking, “I built this for him, but not with him.”

Result (10%) + Storytelling (Reflection):

That was my biggest failure — confusing impact with presence. I’ve learned since then that meaningful work doesn’t matter if you lose sight of the people behind it. Now, whatever I build or pursue, I try to stay rooted in who it’s for, not just what it is.

What do you consider the biggest negative about this job?

Situation (20%) + Storytelling (Location & Actions):

During my internship at FCL Capital Partners, I got a real taste of the long hours — staying late to edit CIMs, then coming in early to revise buyer lists or track down comps. It didn’t stop outside the office either. At the same time, I was juggling NCAA fencing and classes at Hopkins.

Task (10%) + Storytelling (Thoughts):

I remember thinking, “This isn’t just a job — it’s a rhythm, a pace you have to fully buy into.” And that can be intense, especially when there’s no real off switch.

Action (60%) + Storytelling (Emotions & Dialogue):

But I’ve lived that lifestyle before. I’ve gotten back from fencing meets at 2 AM and been in the library a few hours later studying for a 9 AM midterm. I’ve done client work after training sessions and written papers during tournament travel. People ask, “How do you keep up with all that?” And my answer is always the same: “Because I like operating at full tilt.” That intensity sharpens me — mentally, physically, professionally.

Result (10%) + Storytelling (Reflection):

So yes, the biggest challenge in this job is the demand it places on your time and focus. But that’s also why I want it. I’ve already lived in high-pressure environments, and I’ve learned that’s where I’m most energized, most focused, and most useful.

At the end of the summer internship, you don't get a full time offer. What could cause this to happen?

Situation (20%) + Storytelling (Location & Actions): During internships at HAN, Richland, and FCL, I learned that technical skills matter — but culture fit and communication matter just as much.

Task (10%) + Storytelling (Thoughts): So if I didn't get an offer, it wouldn't be because of effort — it would likely be because I didn't adapt quickly enough to the firm's style or expectations. I'd think, "Did I not ask the right questions? Did I wait too long to clarify expectations?"

Action (60%) + Storytelling (Emotions & Dialogue): To prevent that, I've learned to check in early and often. At FCL, my first draft of a deck came back heavily marked up. Instead of being discouraged, I asked the associate, "What would make this closer to what you want the first time?" He appreciated it and said, "That's how you get better."

Result (10%) + Storytelling (Reflection): So if I didn't get an offer, it would probably be because I failed to adapt quickly enough. But I actively work to avoid that — by being proactive, seeking feedback, and adjusting fast.

You worked at Bank X last year. Why wouldn't you go back there to work full time?

Situation (20%) + Storytelling (Location & Actions): At FCL Capital Partners, I had a great experience supporting lower middle market deals. I built models, drafted CIM slides, and sat in on client conversations.

Task (10%) + Storytelling (Thoughts): But as I thought about my career, I realized I want to work on larger, more complex transactions and gain exposure across industries. I thought, "I've seen how rewarding deal work is at this level — but I want to scale it."

Action (60%) + Storytelling (Emotions & Dialogue): That means seeking opportunities at a bulge bracket or elite boutique, where I can learn from bigger teams, more specialized groups, and broader deal flow. I still respect FCL and what I learned there — in fact, one MD told me, "You've got the raw ability, now go sharpen it where you'll be stretched the most."

Result (10%) + Storytelling (Reflection): So it's not that I wouldn't go back — it's that my long-term goals align better with larger platforms where I can build deeper technical skills and contribute on a bigger stage.

Where else are you applying?

1. Elite Boutiques (e.g. Evercore, Moelis, Centerview)

Situation (20%) + Storytelling (Location & Actions):

When I was supporting a live deal at FCL Capital Partners, we were finalizing a deck for a healthcare sell-side at 1 AM. I had just gotten back from a fencing meet, but I stayed up late to revise comps and clean formatting because I knew how much depended on the materials being flawless by morning.

Task (10%) + Storytelling (Thoughts):

That experience showed me I don’t just handle pressure — I operate well in it. I realized I wanted to be in environments where the stakes are high, the teams are lean, and responsibility comes early.

Action (60%) + Storytelling (Emotions & Dialogue):

That’s why I’m applying to elite boutiques like Evercore and Moelis. I’m drawn to firms where analysts don’t just run numbers — they think critically, speak up in meetings, and are trusted with real execution. At FCL, I loved getting to own deliverables and contribute to live work. I’m looking for a place where I can continue that, surrounded by people who take the craft seriously.

Result (10%) + Storytelling (Reflection):

So beyond your firm, I’m looking at other boutiques where the standard is high, the culture is tight-knit, and analysts are expected to show up like professionals from day one.

2. Bulge Brackets (e.g. Goldman Sachs, Morgan Stanley, JPMorgan)

Situation (20%) + Storytelling (Location & Actions):

During the fall, I was balancing three internships — with FCL, HAN, and Richland — on top of my fencing schedule and a heavy academic load at Hopkins. I’d wake up early, work through practices and classes, then stay up modeling or drafting notes.

Task (10%) + Storytelling (Thoughts):

That period forced me to learn how to multitask and operate at scale — shifting across industries, teams, and deliverables while still delivering quality.

Action (60%) + Storytelling (Emotions & Dialogue):

That’s what draws me to bulge bracket firms like JPMorgan and Morgan Stanley. I want exposure to a broader range of products, cross-border deals, and deep industry coverage. I’m excited by the structured training and the sheer scope of transactions — I think my ability to juggle multiple high-stakes projects while staying composed would serve me well in that environment.

Result (10%) + Storytelling (Reflection):

So beyond your firm, I’m targeting BBs that offer breadth, rigor, and the opportunity to grow into a generalist who can thrive under complex, global deal dynamics.

3. Middle Market Firms (e.g. Houlihan Lokey, Raymond James, Lincoln International)

Situation (20%) + Storytelling (Location & Actions):

At Richland, I started out doing basic lease abstraction — but when I noticed inefficiencies in their property management workflow, I took it upon myself to build a lightweight tracking tool using VibeCode. It wasn’t part of my job, but I wanted to solve the real pain point.

Task (10%) + Storytelling (Thoughts):

That experience reminded me how much I enjoy working close to the actual problem — with the people who feel it. I thought, “This is where I can create the most value.”

Action (60%) + Storytelling (Emotions & Dialogue):

That’s why I’m also applying to middle market firms like Houlihan Lokey and Lincoln. I’m drawn to deal environments where analysts wear multiple hats, get client exposure early, and work on transactions that are personal for the businesses involved. Founders, family offices, owner-operators — that’s the kind of client I want to help navigate pivotal moments.

Result (10%) + Storytelling (Reflection):

So in addition to your firm, I’m targeting places where I can be close to the work and the people — where analysts are expected to take ownership early and create real, hands-on impact.

Where do you see yourself in 5–10 years?

Situation (20%) + Storytelling (Location & Actions): It's funny — just two years ago, I was on the pre-med track. I remember sitting in biology lectures thinking about how to prepare for med school, not banking.

Task (10%) + Storytelling (Thoughts): That experience taught me that paths can change quickly, so I'm hesitant to claim I know exactly where I'll be in 5–10 years. I thought, "What I can be honest about is where I see the next few years leading me."

Action (60%) + Storytelling (Emotions & Dialogue): What I do know is that I want to be in or around banking — because the skills, training, and perspective I'll build here will prepare me for whatever that next step looks like, whether it's advancing within banking or pivoting into investing. A mentor told me, "Banking gives you a toolkit you can take anywhere — but you'll never regret starting here." That resonated with me.

Result (10%) + Storytelling (Reflection): So while I can't say for sure where I'll be in 10 years, I know that banking is the foundation I want to build now — and I'm confident that it will set me up for whatever comes next.

If I gave you an offer right now, would you sign it?

Give me a pen and paper and tell me where to sign.

Tell me a (clean) joke

TS ASS - redo w/ new jokes

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Why don't bankers read novels? The only numbers in them are page numbers.

What's the fastest way to become a millionaire? Start out as a billionaire and buy an airline.

Why did the banker break up with the calendar? Too many dates.

Why don't oysters donate to charity? Because they're shellfish.

What are the qualities of a successful leader?

Situation (20%) + Storytelling (Location & Actions):

During my freshman year on the fencing team, there were points in the season where people were swamped with school, and morale dipped lower than usual. Practices felt quieter, and you could tell everyone was stretched thin.

Task (10%) + Storytelling (Thoughts):

Even though I was new, I kept thinking, “I’m not a captain, but I can still help bring some life back into this.” To me, leadership wasn’t about being in charge — it was about showing up and giving people a reason to stay engaged.

Action (60%) + Storytelling (Emotions & Dialogue):

I started making small shifts — suggesting warmups that felt more fun and team-driven, like soccer or basketball before drills. I worked with others to run more focused, specialized footwork sets to keep things sharp and varied. Outside of practice, I helped organize team dinners, Topgolf nights, and just chances for people to hang out and decompress together. One upperclassman pulled me aside and said, “You’ve brought a lot of good energy this year — we needed that.”

Result (10%) + Storytelling (Reflection):

That experience taught me that leadership is about consistency and initiative, not position. A successful leader notices when the group needs a spark and isn’t afraid to go first — whether that’s organizing a drill or getting people together off the strip. It’s about building something others want to be part of, especially when things feel heavy.

What are the full names of the people who interviewed you before me?

Interview specific