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.

Replace w/ fencing story - rebuilding culture

Situation (20%) + Storytelling (Location & Actions): At Rice University, I was standing in front of a room filled with 30+ hackathon participants from three different countries. We had just launched the Smart Cities DEI Hackathon, and I was leading the organizing committee. Task (10%) + Storytelling (Thoughts): My job wasn't just to keep the event running — it was to make sure every participant felt supported, motivated, and able to produce something meaningful in less than 48 hours. I remember thinking, "This is chaos — but if I can set the tone, the team will follow." Action (60%) + Storytelling (Emotions & Dialogue): I divided our team into functional pods: logistics, sponsor relations, and participant support. I checked in frequently, encouraged small wins, and kept the energy high even when WiFi crashed and a sponsor dropped out last minute. At one point, a teammate pulled me aside and said, "Omar, this is too much — we're falling apart." I took a deep breath, acknowledged the stress, and said, "We'll solve one problem at a time — we've got this." That calmed the group and re-focused us. Result (10%) + Storytelling (Reflection): By the end of the weekend, we had three working prototypes, one of which grew into The Startup Society. That experience taught me that leadership isn't about control — it's about being the stabilizer in moments of chaos and creating an environment where others can do their best work.

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.

Fine but add a fencing 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?

*potentially add a second story about working at Dunkin donuts

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?

it’s fine but i feel like you can come up with something more unique

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?

mad boring - come up with more unique differentiators

Situation (20%) + Storytelling (Location & Actions): When I was preparing materials at FCL, I often had to juggle research, modeling, and deck edits simultaneously.

Task (10%) + Storytelling (Thoughts): I thought, "If I can stay organized and keep moving, I'll make the team's job easier."

Action (60%) + Storytelling (Emotions & Dialogue): Three strengths stood out:

1) Work ethic – I thrive on the grind. Whether it was doubling fencing training hours or staying up to rework slides, I don't shy away from putting in the hours.

2) Attention to detail – I take pride in catching errors before they escalate. An associate once told me, "You saved us an embarrassing mistake with that fix."

3) Curiosity – I'm always asking why. At HAN, I wasn't just recording pitches — I was probing how investors framed risk. That curiosity keeps me learning.

Result (10%) + Storytelling (Reflection): Together, those strengths make me reliable under pressure and constantly improving — two things I believe define a strong analyst.

What have you done to learn more about finance?

okay start but also add a twist - talk about reading books like alchemy of finance and even studying down to a granular level how to storytell and communicate as this is the essence of IB

Situation (20%) + Storytelling (Location & Actions): At Johns Hopkins, I was working through Macroeconomic Theory and Applied Economics courses while also analyzing deals for Richland and HAN.

Task (10%) + Storytelling (Thoughts): I needed to prove to myself that I could handle the technical side — both in class and in practical applications. I thought, "Finance isn't just formulas — it's translating numbers into decisions."

Action (60%) + Storytelling (Emotions & Dialogue): Academically, I've maintained a 3.97 GPA while taking math-heavy courses in economics, finance, and statistics. Professionally, I applied those skills by building comps, valuations, and market sizing analyses at Richland and HAN. At FCL, I constructed and revised parts of three-statement and DCF models. To reinforce the skills, I also completed self-study modules in accounting, valuation, and Excel modeling. I remember an analyst at FCL saying, "You already model cleaner than some interns with finance majors."

Result (10%) + Storytelling (Reflection): So while I may not be a finance major, I've already proven I can learn quantitative concepts quickly and apply them in live deal settings. That combination — academic rigor plus practical application — gives me confidence I can manage the quantitative demands of this job.

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?

come up w/ a diff story ex. gavin with being a long distance runner

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?

maybe use reactglove as the spark wishing i had a banker by my side:

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Situation (20%) + Storytelling (Location & Actions): My first exposure to professional investing was at the Houston Angel Network. I remember sitting in the back of the room during a pitch session, listening to founders present to seasoned investors.

Task (10%) + Storytelling (Thoughts): I thought, "This is the seat I want someday — where the analysis, the questions, and the recommendations actually shape whether a company gets funded." My task, even as an intern, was to absorb as much as I could and figure out how those decisions were made.

Action (60%) + Storytelling (Emotions & Dialogue): Since then, I've chased every opportunity that brought me closer to that decision-making seat. At Richland, I ran comps and wrote investment memos that influenced whether to pursue real estate acquisitions. At FCL, I helped build models and decks that fed directly into client conversations with buyers. I'll never forget one moment when a managing director said about my slides, "This is sharp — let's run with it." That's when I realized the kind of impact I wanted — being trusted to contribute to high-stakes decisions.

Result (10%) + Storytelling (Reflection): So what I'm looking for in this job is the chance to do that at scale — advising multiple companies across industries, not just one startup or one real estate deal. I want to be in the seat where my work directly influences whether a company raises capital, merges, or gets acquired. For me, this role is not just a job — it's the next step in building the toolkit and professional rigor to become a trusted advisor.

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

I get to the essence of the problem - instead of studying behaviorals i studed to how commuinicate and how to tell stories

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Situation (20%) + Storytelling (Location & Actions): At FCL Capital Partners, I was supporting a live sell-side deal. It was close to midnight, and our team was still finalizing a pitch deck for a client call the next morning.

Task (10%) + Storytelling (Thoughts): I thought, "This is the reality of banking — the pressure, the hours, the responsibility. If I can thrive here, I can thrive anywhere." My job was to deliver clean, accurate work even when tired.

Action (60%) + Storytelling (Emotions & Dialogue): Three qualities stood out to me that night — and they're the same three I'd highlight to you:

Work ethic: I don't quit when things get tough. Whether it was doubling training hours to make the Mexican Junior National Team or staying up late to revise slides, I've shown I can push through.

Attention to detail: At FCL, an associate told me, "I trust your work because you catch things others miss." That trust comes from being meticulous, even at 1 a.m.

Curiosity and adaptability: From building ReactGlove to sitting in pitch meetings at HAN, I've always asked why. That mindset lets me learn quickly and add value fast.

Result (10%) + Storytelling (Reflection): So if you remember three things about me, it's that I'll outwork expectations, deliver precise results, and constantly look to learn. Those are the reasons I believe I can succeed as an analyst here.

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?

talk about working at dunkin donuts; story below is ok but not great

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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?

replace with reactglove and how smth gets hard - or mayb idk bs smth

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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?

COVID TRACKER STORY

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Situation (20%) + Storytelling (Location & Actions): During my first semester at Johns Hopkins, I was working on the public health index project — trying to design a metric that measured healthcare outcomes across U.S. metro areas. I was sitting in the library surrounded by spreadsheets, papers, and notes, staring at numbers that didn't quite fit together. T

Task (10%) + Storytelling (Thoughts): The task was to build a defensible index that combined multiple health and economic indicators into one coherent measure. I remember thinking, "I'm not just doing a math exercise — this has to actually stand up to scrutiny."

Action (60%) + Storytelling (Emotions & Dialogue): I tested different weightings, experimented with statistical methods I'd never used before, and kept hitting contradictions. There were moments of real frustration — one night I left Hodson Hall past midnight thinking, "This just doesn't work." But the next morning, I came back and started from first principles, breaking each indicator down and asking what it really told us. When I finally got a prototype model to balance statistically and conceptually, I brought it to my professor. He looked at me and said, "Now this is the kind of framework that could go into a paper."

Result (10%) + Storytelling (Reflection): That project was the most intellectually challenging thing I've done because it forced me to combine quantitative rigor, creativity, and persistence. It taught me that real problem-solving isn't about memorizing formulas — it's about being willing to sit with complexity until you find clarity.

Describe your ideal work environment

talk about fcl capital & jhu esp why i chose it

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Situation (20%) + Storytelling (Location & Actions): At FCL Capital Partners, I often found myself sitting around a conference table late at night with analysts and associates, everyone leaning over laptops, bouncing comments back and forth.

Task (10%) + Storytelling (Thoughts): I thought, "This is what makes the grind sustainable — being around smart, driven people who are all pulling in the same direction."

Action (60%) + Storytelling (Emotions & Dialogue): My ideal work environment mirrors that: a team where everyone holds each other to a high standard, communicates openly, and respects the grind. At FCL, that looked like an associate saying, "I know it's late, but if we get this right, the MD can walk into the client meeting with confidence." That type of environment motivated me because I could see how my small contribution fit into something bigger.

Result (10%) + Storytelling (Reflection): So I'd say the most important factor for success in this job is being in an environment where accountability and collaboration go hand in hand. I know the hours will be long, but if I'm part of a team that values both precision and camaraderie, that's where I'll thrive.

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?

CHANGE TO ECON & AMS

_____

Situation (20%) + Storytelling (Location & Actions): During high school, I was splitting my time between building ReactGlove in my room late at night and reading about global markets on my phone. Task (10%) + Storytelling (Thoughts): I thought, "I want to study something that gives me both a technical toolkit and a way to understand the bigger picture — not just how to build, but how to think like an investor." Action (60%) + Storytelling (Emotions & Dialogue): That's why I chose economics. It let me combine quantitative rigor with practical application. At Hopkins, that meant taking classes in financial economics, working on applied research with Steve Hanke's Bullpen, and developing projects like my public health index. Each step gave me a clearer lens for evaluating trade-offs and capital decisions. I remember a professor telling me after one project, "You've got an instinct for connecting numbers to decisions — keep building that." Result (10%) + Storytelling (Reflection): So I chose economics because it wasn't just a major — it was a foundation for the kind of work I wanted to do: analyzing, deciding, and helping others make critical choices. That's what has prepared me for 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?

good story just make it easier to read:

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): My goal wasn't just to do well — 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 worked through cases ranging from currency crises to company valuations. I loved that it wasn't memorization — 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 Intro Biology 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 B+, 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

ADD SOME LIFE OUTSIDE OF WORK

____________________________________

Situation (20%) + Storytelling (Location & Actions): When I think about my time at Hopkins, the image that comes to mind isn't just classrooms — it's bouncing between three very different worlds: the library, the fencing strip, and internships.

Task (10%) + Storytelling (Thoughts): I thought, "If I'm going to make the most of this, I need to balance academics, athletics, and professional development without dropping any piece."

Action (60%) + Storytelling (Emotions & Dialogue): Academically, I dove into economics, moving from theory into applied finance and research. Athletically, I've been on the NCAA fencing team, competing against D1 schools like Duke and pushing myself alongside a tight-knit team. Professionally, I sought out every opportunity — consulting with Cobalt, investing with HAN and Richland, and working on live deals at FCL. It wasn't easy. I still remember one week where I had a midterm, a fencing tournament, and a client deck to help draft. A teammate joked, "Do you ever sleep?" But the answer was that I loved being pulled in different directions.

Result (10%) + Storytelling (Reflection): My college experience has been defined by that balance — intense, sometimes overwhelming, but always rewarding. It's shown me I can thrive in high-pressure environments and has prepared me well for finance.

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?

ok story - but talk about balancing academics, athletics, and internships

____________________________________________

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 my public health index. 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?

shorten this:

___________________

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?

talk about how i dont think theyre mutually exclusive ie. reintro to writing to be able to speak better

Situation (20%) + Storytelling (Location & Actions): At FCL, I split my time between writing investment memos and pitching research in meetings. One afternoon, I handed in a draft memo on market fragmentation, and later that day I had to present the same analysis in a team discussion.

Task (10%) + Storytelling (Thoughts): I thought, "Both matter, but they serve different purposes. Writing has to be precise, airtight; speaking has to be clear, concise, and persuasive."

Action (60%) + Storytelling (Emotions & Dialogue): In writing, I drilled down into detail: footnotes, sources, and bullet-proof logic. My associate said, "This is solid — we can hand it up." In oral communication, I focused on the big picture, framing the insight in one or two sentences that tied directly to the client's goals. One MD told me, "You make the complex sound simple — that's valuable."

Result (10%) + Storytelling (Reflection): So I'd say my writing is strong for building a foundation, and my oral skills are strong for persuasion and synthesis. Together, they complement each other — I can both build the case and deliver it effectively.

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. Along the way, teammates would ask, "Why do you keep grinding this hard?" My answer was always, "Because 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): When I think back to building ReactGlove, the most rewarding part wasn't the technical side — it was seeing how an idea could give someone back control over something they'd lost. Task (10%) + Storytelling (Thoughts): If money weren't an issue, I'd devote myself full-time to building companies or tools like that. I thought, "How can I spend my life creating solutions that change someone else's day-to-day reality?" Action (60%) + Storytelling (Emotions & Dialogue): That could mean leading a medtech startup, scaling a public health data platform, or funding early-stage entrepreneurs with solutions for underserved communities. I've already gotten a taste of this through HAN, where I evaluated startups, and through Richland, where capital allocation shaped communities. A mentor once told me, "If you can connect impact with capital, you'll never get bored." Result (10%) + Storytelling (Reflection): So if money weren't a concern, I'd spend my life building and backing ventures that solve meaningful problems. Finance is a step in that direction because it gives me the tools and perspective to eventually do that at scale.

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 Cobalt Consulting. I remember sitting at my desk, coffee next to me, 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. A teammate once asked me, "How are you calm when you've got so much going on?" My answer: 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 dive into a thread, 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. A friend once laughed and said, "Only you would take a Quora rabbit hole and turn it into research." 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 — qualities I bring into everything I do.

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

Situation (20%) + Storytelling (Location & Actions): When I co-organized the Smart Cities DEI Hackathon, we had over 30 participants from three countries, plus sponsors and mentors. The energy was high, but so was the chaos — WiFi went down, deadlines loomed, and people weren't sure who was doing what. Task (10%) + Storytelling (Thoughts): My task was to make sure the group didn't get stuck in confusion. I thought, "If I can create structure and calm, we'll actually get to the finish line." Action (60%) + Storytelling (Emotions & Dialogue): I split our committee into pods — logistics, sponsor relations, participant support — and kept morale high when things went wrong. When a sponsor dropped out last minute, I told the team, "Let's solve one problem at a time." That tone mattered more than the words. But I've also had experiences, like at FCL, where I followed the associate's lead, focusing on executing precisely on slides or buyer lists. In that context, leadership meant being reliable, not being loud. Result (10%) + Storytelling (Reflection): So my role depends on what the team needs. I can lead when it's about structure and morale, and I can follow when someone else has the expertise. For me, success in teams comes from adaptability, not titles.

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): I built my own system for tracking and cross-checking errors. 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): During my internship at the Houston Angel Network, I sat in on weekly pitch meetings with a small team of analysts. We were tasked with reviewing startups — some medtech, some healthcare services — and producing memos that would guide investment decisions. Task (10%) + Storytelling (Thoughts): My role was to run comps and research markets. I thought, "If my numbers are off, it throws off the whole team's recommendation." Action (60%) + Storytelling (Emotions & Dialogue): I collaborated with two other interns — one focused on clinical validation, another on business models. We spent evenings cross-checking assumptions and debating conclusions. At one point, there was disagreement over whether a startup's market size was overstated. Instead of getting stuck, I pulled external reports, and we worked through the math together until we reached consensus. A senior investor told us, "This is one of the sharpest memos I've read from interns." Result (10%) + Storytelling (Reflection): That experience showed me that teamwork isn't just dividing tasks — it's creating a feedback loop where everyone challenges and strengthens each other's work.

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

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

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

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

Situation (20%) + Storytelling (Location & Actions): During my internship at Richland Companies, I was tasked with digitizing years of old lease contracts. It was hundreds of pages of PDFs — tedious but critical for evaluating properties. Task (10%) + Storytelling (Thoughts): I thought, "This isn't glamorous, but if I don't get it right, the investment team won't have the data they need for diligence." Action (60%) + Storytelling (Emotions & Dialogue): I stayed late in the office, scanning and cross-checking entries against originals. To keep momentum, I treated it like solving a puzzle: how to turn messy data into something decision-ready. At one point, my supervisor stopped by and said, "You caught errors even our system missed — this is going to save us a ton of time." Result (10%) + Storytelling (Reflection): Working those long hours reinforced that grunt work isn't meaningless — it's the foundation for big decisions. It also showed me I have the stamina and focus to push through when projects demand it.

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 group project in a consulting course through Cobalt. We were analyzing a compounding pharmacy's business model, and each of us had different sections to cover. One teammate, though, hadn't turned in their section two days before our draft deadline. Task (10%) + Storytelling (Thoughts): I thought, "If we submit without their part, the client will see gaps and assume we didn't do our work. But if I jump in too aggressively, I'll lose their buy-in." Action (60%) + Storytelling (Emotions & Dialogue): I reached out directly, not in the group chat. I said, "Hey, I know this is a lot. What's tripping you up?" They admitted they weren't confident about the market-sizing methodology. Instead of doing it for them, I offered to walk through an example and share sources. That gave them enough clarity to finish their section. By submission day, we had a complete deck, and the client told us, "This looks polished — good work." Result (10%) + Storytelling (Reflection): That experience taught me that when someone isn't contributing, it's usually not laziness but uncertainty. By offering support without taking over, I kept the team moving while helping them build confidence.

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 dropped my sword mid-bout and still won. 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): In my internships at Richland and FCL, I saw firsthand how heavily firms rely on compliance and reputation. That gave me a clear sense of how high the stakes are. Task (10%) + Storytelling (Thoughts): If I found something illegal, my task would be to protect both the integrity of the firm and myself. I'd think, "How do I escalate this in a way that's responsible and professional?" Action (60%) + Storytelling (Emotions & Dialogue): I would not ignore it or try to handle it alone. My first step would be to document what I saw and bring it up through the appropriate internal channels — whether that's my immediate supervisor, compliance, or HR. If the issue continued, I'd escalate further. A mentor once told me, "Reputations take decades to build and one misstep to lose." That applies to me personally too. Result (10%) + Storytelling (Reflection): So if I discovered illegal activity, I'd prioritize transparency and escalation through the right channels. In finance, trust is the currency — once lost, it's almost impossible to regain.

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

Situation (20%) + Storytelling (Location & Actions): At FCL, I worked under an associate who had a very different style from me. He liked to iterate out loud, throwing ideas and edits in real time, while I preferred to process, structure, and then deliver. Task (10%) + Storytelling (Thoughts): At first, it was frustrating. I thought, "This feels chaotic — I want to clean things up first." But I realized my task was to adapt, not resist. Action (60%) + Storytelling (Emotions & Dialogue): Instead of pushing back, I started taking notes in real time and summarizing his stream of edits into structured action points. After one late-night session, I said, "Here are the five changes I heard — let's confirm these before I update the deck." He paused and said, "Yes — that's exactly what I meant." By translating his style into my own system, we worked smoothly. Result (10%) + Storytelling (Reflection): That experience taught me that working with difficult styles isn't about changing the other person — it's about finding the bridge between how they operate and how I do. Adapting made me more flexible and more effective.

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%) + Storytelling (Location & Actions): At Hopkins, I worked on building a public health index designed to measure overall system performance across U.S. metro areas. I was sitting in the Brody Learning Commons, surrounded by spreadsheets, research papers, and datasets that didn't line up. Task (10%) + Storytelling (Thoughts): My challenge was to combine multiple indicators — everything from hospital capacity to socioeconomic data — into one coherent, defensible index. I thought, "This isn't just math — this has to hold up to scrutiny." Action (60%) + Storytelling (Emotions & Dialogue): I ran regressions, tested weightings, and iterated through different models, only to find contradictions. Some nights I left frustrated, thinking, "This just doesn't work." But I kept breaking the problem into smaller steps, asking, "What does this indicator really tell us?" Finally, I built a framework that balanced statistically and conceptually. When I presented it to my professor, he said, "This could actually become publishable." Result (10%) + Storytelling (Reflection): That project forced me to push my quantitative and analytical skills to the limit. It taught me to live with complexity, test assumptions, and refine until the numbers told a story.

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 sophomore fall, I had one week where I had a midterm in economics, a fencing tournament in North Carolina, and a deck to deliver for Cobalt Consulting. 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. At one point, a teammate laughed and said, "You're reviewing discounted cash flows between bouts?" But that was the only way to make it work. 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

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 FCL Capital Partners, I was assigned to refresh a buyer list for a healthcare company exploring a sale. Task (10%) + Storytelling (Thoughts): My task was simply to update the list with recent transactions. But I thought, "If this list just looks like a copy-paste, it won't add value. What if I bring more depth?" Action (60%) + Storytelling (Emotions & Dialogue): I went beyond the database search. I dug into press releases, industry reports, and earnings calls to identify not only recent acquirers, but also companies signaling strategic interest. I flagged these with notes like, "CEO mentioned expanding into diagnostics on last earnings call." When I handed the list to the associate, he looked at me and said, "This is the level of detail we'd expect from a full-time analyst." Result (10%) + Storytelling (Reflection): By going above and beyond, I turned a routine update into something actionable for the MD. That reinforced my belief that in banking, the value comes not from the task itself, but from how much insight you can extract from it.

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. 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. When I flagged it, the asset manager said, "Good catch — that changes how we underwrite this." 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 diagnostics 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. The next week, the investor told me, "This is much stronger — you've tightened it up." 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 healthcare 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 summer at FCL Capital Partners, I was deep into a live deal. One Friday, my friends were heading out to a concert in Miami that I'd been looking forward to for weeks. But that afternoon, we got word that the MD wanted updated buyer slides and comps before Monday. Task (10%) + Storytelling (Thoughts): I thought, "I can't blow this off — the team's depending on me. But I don't want to completely cut myself off from my personal life either." Action (60%) + Storytelling (Emotions & Dialogue): I made the call to skip the concert and stay in to update the deck. But I managed it by setting blocks of work: two hours of heavy focus, then short breaks to recharge. I FaceTimed my friends after finishing the draft, and one of them joked, "You're the only one who can make Excel look like a party trick." Result (10%) + Storytelling (Reflection): I missed the concert, but we had a client-ready draft by Monday. That weekend taught me that sometimes you sacrifice, but you don't lose balance if you're intentional. Work will take priority in banking, but I also carve out ways to keep my personal life alive in small, meaningful moments.

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

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): 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): When I was a junior in high school, I had the chance to qualify for the Mexican Junior National Fencing Team. It came down to one bout. I lost by a single touch — 15–14 — and walked off the strip devastated, helmet in hand, knowing how close I had been. Task (10%) + Storytelling (Thoughts): In that moment, I thought, "Years of training, and I fell short when it mattered most. Was all that work wasted?" Action (60%) + Storytelling (Emotions & Dialogue): For a while, I replayed that loss over and over. But eventually I made a decision: instead of letting the failure define me, I'd build a comeback plan. I doubled conditioning, drilled footwork, and spent hours reviewing film. My coach told me, "Now you're fencing with intent." That phrase stuck. Result (10%) + Storytelling (Reflection): The next season, I made the team. That failure was painful, but it taught me resilience and how to build systems to overcome setbacks. It's a lesson I've carried into finance: sometimes you miss — but the response is what matters.

What do you consider the biggest negative about this job?

Situation (20%) + Storytelling (Location & Actions): During my time at FCL Capital Partners, I experienced firsthand the long hours — working late into the night on CIM edits, then coming back early for buyer list updates. Task (10%) + Storytelling (Thoughts): I realized the "negative" is the intensity of the hours and the demands. I thought, "This is a lifestyle, not just a job." Action (60%) + Storytelling (Emotions & Dialogue): But instead of seeing it as a downside, I reframed it. In fencing, I've trained at 6 a.m., traveled for tournaments, and still managed schoolwork. In consulting projects, I've balanced client decks with midterms. It's not easy — sometimes friends ask, "Why do you put yourself through this?" My answer is: "Because I thrive when the stakes are high." Result (10%) + Storytelling (Reflection): So the biggest negative — the intensity — is also the biggest positive for me. It creates a pressure-cooker environment where I can grow, learn fast, and contribute meaningfully.

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?

Situation (20%) + Storytelling (Location & Actions): When I started recruiting, I knew I wanted to focus on elite boutiques. I'd heard from older Hopkins students who went through the process that these firms give you smaller teams, more responsibility early, and exposure to complex, high-profile deals. Task (10%) + Storytelling (Thoughts): I thought, "If I'm going to learn banking the right way, I want to be in an environment where I'm challenged and relied upon right away." Action (60%) + Storytelling (Emotions & Dialogue): So besides Evercore, I've applied to firms like Lazard and Moelis. In coffee chats, analysts at those firms emphasized the same themes — technical rigor, lean deal teams, and a culture of mentorship. A Lazard associate told me, "We expect a lot from interns, but that's why people grow quickly here." That stuck with me. Result (10%) + Storytelling (Reflection): So yes, I'm applying to peer firms like Lazard and Moelis — but Evercore stands out because of [insert differentiator: culture insights, training, or deal flow you've heard about].

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

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): When I think about leadership, I remember co-organizing the Smart Cities DEI Hackathon. We had 30+ participants from three countries, mentors, and sponsors in the room. Excitement was high, but within the first few hours, the WiFi went down, a sponsor pulled back, and people weren't sure who was doing what. Task (10%) + Storytelling (Thoughts): In that moment, I thought, "Everyone's looking for direction. If I panic or over-control, we'll lose momentum. I need to step up in a way that steadies people and empowers them." Action (60%) + Storytelling (Emotions & Dialogue): I split our committee into pods — logistics, sponsor relations, and participant support — so no one was paralyzed by too many responsibilities. When stress levels rose, I kept my tone calm and reminded the group, "We'll solve one problem at a time." I also made space for input: when one teammate suggested we reframe the event schedule to account for the WiFi issue, I told her, "That's a great call — run with it." By Sunday night, people told me the event felt smoother than most big hackathons they'd attended. Result (10%) + Storytelling (Reflection): That experience confirmed for me the three qualities of a successful leader: 1) Calm under pressure — because teams mirror your energy. 2) Structure — creating clarity so people can focus. 3) Empowerment — giving others ownership so they're motivated to deliver. Whether in that hackathon, on my fencing team, or in internships, I've seen that leaders aren't defined by titles but by how they create an environment where others can do their best work.

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

Interview specific