LINCOLN Behavioral Questions/ RESUME

Walk me through Your Resume?

Tell me about yourself (short and concise)

Tell me about yourself (longer)

Why Investment Banking

drive from d1 walk on, competitive drive, void filling etc

Tell me about a time you worked with a difficult person?

Sometimes the most difficult people are overwhelmed, unconnected, and unclear about the bigger picture. In such situations, it is essential to demonstrate patience, active listening, and effective communication to resolve conflicts and build a productive relationship.

Why should we hire you?

verifiable experience, delivering value in the same role, meaning that I can demonstrate and positive impact you are looking for in a short time span

Tell me about a time when you failed?

Where do you see yourself in 5 years?

being happy and content but challenged in my role and potentially mentoring and helping others

How do you handle a difficult Co-Worker

I try to understand their perspective while maintaining a positive and professional attitude. In most cases, most people are not difficult but just want to be heard, so if I approach the situation with open communication and clarity:

Why do you feel like you are good fit for this role?

I understand the job description and the challenge that this position solves. I have the skills, experience, and background to solve this, and I am available to get working on that Right Now.

What is your greatest weakness?

My greatest weakness is that I tend to be overly critical of my own work, which sometimes leads to spending more time on a task than necessary. However, I'm learning to balance quality and efficiency. OR

The problem of delegating tasksI often struggle with delegating tasks because I want to ensure everything is done perfectly. To improve, I'm working on trusting my team and recognizing their strengths.

Tell me a time when you failed

Talk about failing to effectively communicate with a team about dressing nice for a presentation (dress nice) and the impact it had on my credibility. I learned the importance of clear expectations in team settings.

ALSO

I define failure a bit different than most. Failure only happens when you give up on something worthwhile. So you either win or you learn.

1. Leadership Under Pressure – Rambler Investment Fund

In my first semester with Rambler Investment Fund, I was asked to lead a team of four on an equity pitch. Things quickly got tough — half the team wanted to anchor our valuation on a DCF, while the other half pushed hard for comps. It wasn’t just a technical debate; frustration was rising and we were days away from presenting. I realized that if I pushed my own view, we’d fracture. So instead, I slowed things down — I had each teammate walk through their reasoning, and I listened. What came out was that everyone wanted rigor, but they just defined it differently. I proposed building a blended model, one that captured the strengths of both approaches, and I rolled up my sleeves to help rebuild it with a teammate after hours. The pitch ended up being praised for its balance — but what mattered more was that the team left the process more unified than when we started. That experience taught me that real leadership isn’t about proving you’re right — it’s about making everyone feel invested in the solution

2. Dealing with Ambiguity – AI Research

During my research fellowship in the Lab for Applied AI, I was tasked with identifying inconsistencies in the U.S. tax code using GPT-4o and Prolog. At first, it was overwhelming. There’s no manual on how to map AI onto one of the messiest legal documents in the world. My first attempts failed outright, and I felt the pressure of working in an environment where everyone around me was producing results. But instead of giving in, I reframed failure as iteration. I dove deep into logic programming, ran hundreds of tests, and even pulled in insights from law students so I could better understand how tax statutes are actually interpreted. Over weeks of grinding, I built a framework that not only worked, but sparked new conversations in the lab about how AI could support legal and clinical fields. That project gave me confidence that when I’m thrown into uncertainty, I can push through it — and sometimes, the lack of a roadmap is exactly where innovation starts.

Entrepreneurship & Values – Real Relaxed

In 2022, I co-founded Real Relaxed, a clothing brand rooted in mental health advocacy. Starting out, it was just three of us with an idea and a lot of pushback. Manufacturers dismissed us because our orders were too small. Friends questioned why we were trying to mix fashion with mental health. It would’ve been easy to quit. But instead, I designed our first capsule myself, sourced LA-based screen-printers, and shaped the brand’s identity around balance and intentionality. We made a commitment from day one: 5% of profits would go directly to mental health causes through the Real Relaxed Foundation. Launching that capsule was one of the hardest and most rewarding things I’ve ever done — not just because we sold pieces, but because people reached out saying the message resonated with them. I learned that entrepreneurship is about more than business plans. It’s about staying resilient through rejection and anchoring yourself in values that make the grind meaningful.

Conflict Resolution – Equity Research

On another Rambler project, I had a sharp disagreement with a teammate over the assumptions in our financial model. At first, I wanted to dig in and prove my case — but I could see the tension building, and I knew it could jeopardize the team dynamic. So I asked him to step aside for a one-on-one conversation. Instead of defending myself, I started with: “What matters most to you about this model?” That simple question flipped the conversation. He wasn’t against my approach at all — his real concern was that we weren’t accounting enough for risk. Together, we adjusted our weighting, and the model became more robust. The pitch went well, but the deeper win was that our working relationship completely shifted. He became one of my closest collaborators. That moment taught me that conflict is never really about the surface issue — it’s about listening for what’s underneath, and that humility is often more powerful than being right.

Perseverance – Walking On to Division I Volleyball

Walking on to Loyola’s Division I volleyball team was one of the most humbling challenges I’ve faced. No scholarship, no guarantees — just me trying to prove myself against athletes who’d been recruited for years. I wasn’t the tallest, I wasn’t the most skilled, and the gap showed immediately. But I refused to let that define me. I committed to 5 AM workouts, stayed after practice to study film, and leaned on upperclassmen to sharpen my fundamentals. At the same time, I kept my GPA at 3.97. It wasn’t easy — there were moments where I felt out of place — but over time, I became known as the hardest worker on the team. I may not have been the most talented, but I earned respect. That experience taught me that grit and discipline can carry you further than talent alone, and it gave me a level of resilience I now bring into every challenge I face.

Inspiring Without Authority – Feed My Starving Children

I’ve been volunteering at Feed My Starving Children since 2018, and while it might sound simple — packing meals — the reality is different. Some days morale dips, volunteers get tired, and the energy in the room collapses. I remember one shift where it felt like we’d never hit our target. I took it upon myself to lighten the atmosphere — I cracked jokes, started friendly competitions between tables, and kept reminding everyone of why we were there. Slowly the energy picked up, and by the end, not only did we hit our goal, but people were laughing and cheering. That day stuck with me because it showed me you don’t need a title to lead. Influence comes from bringing people together and connecting small actions to a bigger purpose. That’s a mindset I carry into every team I work with.

Leading with Inclusion – Jesuit Campus Services

When I joined Jesuit Campus Services, attendance at events was low and students often told me they felt disconnected. I knew if we kept planning the same events, nothing would change. So I started asking students directly what they wanted, and the answer was simple — they wanted spaces where they could feel comfortable and included. I worked with the team to create more intimate gatherings — casual conversation nights, mental health events, and inclusive programs where anyone felt welcome. I even personally invited students I noticed sitting alone in the dining hall. Slowly, attendance grew, but more importantly, students would tell me, “I feel like I belong here.” That was the moment I realized leadership isn’t about creating the flashiest event or being the loudest voice — it’s about listening, making others feel seen, and building community.

Why Lincoln International?

Feel like the events of my life have led me here. Talk about the large funnel and how it got narrow. grew up with the Horak Family, dad had a certain backpack/ suit. Mom's company got acquired through Whorting Industries, Lincoln did some Fairness Opinion Work. When exploring Opportunities, talked to Mr Horak , introduced me to Matt Ropper, who was also an athletic walk about his job at Lincoln and kind of fills the void of missing competive teamworking and goal orietned atmosphere. Did my own research on some of the values you guys stand on (Excellence, Entrepreneurship, Integration, Collaboration, and Integrity) and I aligned with them. Boom

Project Worked On?

AI Internship

Managing Time

Prioritizing, Time Blocking, Failure is Not an Opition

Why Valuations?

I’m drawn to Valuations at Lincoln because it’s the kind of environment where analytical skill and teamwork really come together. I’ve always been motivated by working toward a collective goal — as a former Division I athlete, I learned how to perform under pressure, communicate clearly, and push myself while supporting my team. I see that same dynamic at Lincoln — a fast-paced, collaborative setting where everyone’s effort directly contributes to meaningful client outcomes.

What excites me most about valuations is the balance between technical rigor and human insight. It’s about understanding numbers, but also the story and strategy behind a company’s worth. I want to be part of a team where I can grow through that mix of challenge, precision, and collaboration — and from what I’ve learned, Lincoln’s culture and reputation make it the ideal place to do that.