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written by Mora Cantlin

Where Will Bridge Take You?: Megan Grip, Bridge 2017

Where Will Bridge Take You?: Megan Grip, Bridge 2017

We recently checked in with Bridge alumni to see where they are now. This is the second profile in a series from the article, "A Strong Bridge to Business Leadership" published on Tuck News.

Undergraduate degree
Hamilton College 2019, B.A. Economics

New York, NY

Analyst at Goldman Sachs, NY

Megan Grip was in her second year at Hamilton when she learned about Bridge. As an economics major at a liberal arts college, Grip was enticed by the chance to apply her foundational knowledge to real-world business cases and concepts. “Bridge provided me the opportunity to learn more about everything in the business world—not only in the classroom and through the capstone project—but also through the career guidance programming,” she says. “Learning directly from Tuck professors and students really excited me.”

Grip sensed she wanted a career in the business world, but wasn’t aware of the options available to her. Through the alumni career panels, Bridge exposed Grip to many different fields and helped Grip narrow her focus to finance. Her preferences were revealed further during the corporate accounting course, where her professor walked the class through Walmart’s financial statements. “That was the first time I felt that the math and formulas I was learning in the classroom were directly applicable to real-world experiences. It was very eye opening, and I enjoyed it.”

The real-world learning continued in the capstone project, where Grip’s group evaluated Carnival Cruise Line. Grip’s role in the group was to pull the whole story together for the presentation, and that gave her a new appreciation for business strategy. The group ultimately decided Carnival was undervalued, and for Grip, that process proved to have lasting value. “Being able to look at Carnival’s financials and analyze them, and understand the firm’s strategy—and then wrap it up into the larger story for our presentation—that was the part that excited me the most and to this day I hone in on those skills during my everyday work,” she says.

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Where Will Bridge Take You?: J.B. Andreassi, Bridge 2012

Where Will Bridge Take You?: J.B. Andreassi, Bridge 2012

We recently checked in with Bridge alumni to see where they are now. This is the first profile in a series from the article, "A Strong Bridge to Business Leadership" published on Tuck News.

Undergraduate degree
Dartmouth College 2012, B.A. History

Long Island, NY

Licensed real estate broker with Nest Seekers International, Southampton, NY

A three-year starter on Dartmouth’s football team, J.B. Andreassi D'12, Bridge '12 chose to attend Bridge right after graduation and before he started working for the NHL in New York. “I figured it would be smart to get on the fast-track to business knowledge,” he says. “I was excited to be a part of it, and I couldn’t be happier that I did it.”

For his study group’s capstone project, they chose to study JetBlue. It was Andreassi’s first big presentation in a business setting, and he was a little nervous, but it went well. He focused on the marketing and branding of the company, and he immediately put his new skills to use in the NHL’s corporate office, where he first worked on events like the All-Star Game and then switched to the marketing department. There, he oversaw accounts such as Miller-Coors and Honda, who were promoting their brand through the NHL’s platform. “A lot of the tools I learned going through that presentation I applied directly to the business world in real life,” he says.

As the son of a real estate developer in the Hamptons, Andreassi decided to go into the family business. In 2019, the luxury real estate firm Nest Seekers hired him as a broker, and then the CEO of the company thought Andreassi would be a good fit for a role on the reality show Million Dollar Beach House he was co-producing with Netflix. They shot the first season from June to September, and the show aired on Netflix in August of this year, ranking as the second most popular series for more than a week. “What I cared about was the business side of things, and getting a competitive advantage,” Andreassi says. “Buyers are calling me from around the country now.”

Looking back at his Bridge experience, what stands out the most was the accessibility to the professors and mentors, and the ability to collaborate with a diverse cohort of young and intelligent people. He still keeps in touch with members of his study group, some of whom went on to work at Bain Consulting and Facebook. “Bridge really paid off for me and the others in my program,” he says.

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Where Will Bridge Take You?: Lesley Chin, Bridge 2003

Where Will Bridge Take You?: Lesley Chin, Bridge 2003

We recently checked in with Bridge alumni to see where they are now. This is the sixth profile in a series from the article, "A Strong Bridge to Business Leadership" published on Tuck News.

Harvard College 2005, B.A. Latin American Studies
MBA, Tuck School of Business at Dartmouth, 2013

Seattle, WA

Senior Product Manager at Amazon

Lesley Chin T’13 knew she wanted to pursue a business career after she graduated from Harvard, but since she had a liberal arts background she felt she needed further grounding in business theory and practical skills. “Bridge offered me an introduction to those things, as well as a business perspective that built upon my general knowledge, better equipping me for a business career,” she says.

What she also noticed was that spending nearly a month at Tuck provided an excellent preview of the MBA experience, and it influenced her to come back to Hanover to pursue her MBA.

During her time at Bridge, Chin felt stretched — extending her skills beyond theory and into practice. For example, she recalls the MarkStrat simulation from Bridge’s Marketing course, where she had to put marketing skills into action in simulating a product launch. And it was something she experienced again as an MBA student, with the benefit of her additional skills gained in the workplace after college.

After Bridge, Chin went into consulting, and she has reflected that Bridge gave her the concrete and practical skills to succeed in that role. It also confirmed for her the path that she had chosen, and has guided her in her career ever since. “My experience at Bridge allowed me to assess both when and where to pursue an MBA, which ultimately led me back to Tuck,” she says. “That decision to return, which was founded in Bridge, has given me strong strategic thinking that I still use on a daily basis in my work.”

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Where Will Bridge Take You?: Jesse Laflamme, Bridge 1999

Where Will Bridge Take You?: Jesse Laflamme, Bridge 1999

We recently checked in with Bridge alumni to see where they are now. This is the fifth profile in a series from the article, "A Strong Bridge to Business Leadership" published on Tuck News.

Undergraduate degree
Bates College 1999, B.A. Political Science

New England

Owner and CEO of Pete and Gerry’s Organics

Jesse Laflamme loved the liberal arts education he received at Bates. But he got a little worried when he saw older classmates struggle to find their place in the business world, and he didn’t know what his Political Science degree qualified him to do.

He grew up on his family’s egg farm in Monroe, New Hampshire but hadn’t really planned to go back there to help run it. He saw a Bridge poster at Bates and decided to enroll the summer after his junior year. 

Immediately, Laflamme knew he had made the right choice. “I remember calling my dad two days into the program, saying how much I loved what was being taught, and that I now loved business,” he recalls. “I’m not generally an excitable person, but I was genuinely excited about Bridge.”

His family’s farm had been struggling to survive, and Bridge gave Laflamme the confidence to try to turn it around. He started working there right after Bridge finished, armed with the textbooks he had just used, including one on accounting by Tuck/Bridge professor Clyde Stickney. He consulted that book when he began revolutionizing the accounting practices at the business. 

At the time, the farm mostly sold mostly to small local customers, and had just a couple of employees and a few hundred thousand dollars in annual sales. Twenty years later, with Laflamme at the helm, the picture is vastly different. Now it has a national distribution network at supermarkets, and partners with 130 family farms. And it has 240 employees, $240 million in annual sales, and is considered one of the top-10 organic brands in the nation, alongside Horizon Organic, Stonyfield, and Organic Valley. 

“I’ve used every ounce of my Bridge experience to build Pete and Gerry’s into what it is today,” Laflamme says. “I didn’t have time to get an MBA, so I would have been lost without Bridge.”

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Where Will Bridge Take You?: Jackson New-Smith, Bridge 2019

Where Will Bridge Take You?: Jackson New-Smith, Bridge 2019

We recently checked in with Bridge alumni to see where they are now. This is the third profile in a series from the article, "A Strong Bridge to Business Leadership" published on Tuck News.

Undergraduate degree
Santa Clara University 2019, B.A. Communications

Chicago, IL

Trainee of Baseball Operations at the Chicago Cubs

Jackson New-Smith was born and raised in San Francisco and is a rare example of someone who knew in high school which industry they’d end up in. A baseball fan, New-Smith got a job in high school as a clubhouse attendant and bat boy with the San Francisco Giants. During college, he worked for the Commissioner’s Office of Major League Baseball, and when he graduated in the spring of 2019, he went to work for the Tampa Bay Rays.

There was just one thing missing. “I had never gotten the academic foundation I needed to really have a full grasp of the landscape I was operating in,” he says. Some mentors and former colleagues had attended Bridge and recommended it, and the winter session in 2019 lined up perfectly with baseball’s offseason. Just before he flew out to Hanover for Bridge, he interviewed for a position with the Chicago Cubs, and he got an offer while Bridge was in session.

Bridge turned out to be the perfect preparation for his new role in baseball operations with the Cubs, where he would work on the team’s budget, player salaries, collective bargaining, trades, waivers and transactions. “Bridge provided me with the critical thinking and analytical thinking skills that I hadn’t practiced in college,” he says. “And the opportunity to engage in the case method, work in group dynamics, problem solve and present was just an awesome experience.”

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Why is Tuck Business Bridge Too Good to Miss?

Why is Tuck Business Bridge Too Good to Miss?

By Qiya (Kaye) Mao, Davidson College ’21 (Economics, Political Science), Bridge '20


Why is Tuck Business Bridge too good to miss?

Do you have a vague interest in business, but feel underprepared to take on a whole internship yet? If that’s the case, you’d benefit a lot from the Tuck Business Bridge Program. At a liberal arts college like Davidson, you most likely have been taught to think critically and creatively, and have extensively practiced these principles in various settings. What could be better than getting to apply the insights you’ve gained at Davidson in a business-oriented, professionally driven context? At Tuck Business Bridge, you’ll meet and team up with like-minded peers to embark on a thrilling journey that will help you develop a comprehensive understanding of what business is all about, as well as acquire a shiny set of practical skills that will significantly strengthen your candidacy in the job market.

How does it work?

Since we’re still living in a pandemic-affected reality, the winter session of Tuck Business Bridge I participated in was, once again, all virtual. While completing the program online inevitably meant certain elements from in-person interactions couldn’t be fully replicated, you’d be wrong to think the virtual version of the program is less content-packed and valuable than the on-site one. You should be ready to tackle new challenges in all directions on a daily basis, whether that requires smart time management in your six-people study groups, resilient patience in the face of complicated accounting and finance concepts, or informed confidence in optional mock interviews with MBA students at Tuck School of Business. There will be long days and odd hours of studying, collaborating, and striving for improvements even in the slightest details. You will be so tired of Zoom and Canvas afterwards, but you will finish the program feeling supported and accomplished.

What are the selling points?

The benefits of participating in the Tuck Business Bridge Program are highly tangible:

– You’ll know how to locate, look into, extract meaningful data from financial statements of publicly traded companies, and use tools embedded in Excel to build a discounted cash flow (DCF) model that’ll allow you to form an evidence-backed opinion about the per share value of a company.

– You’ll practice leadership in ways you find comfortable and uneasy as you navigate evolving team dynamics in multiple settings, whether that’s within your program study group or within randomly formed Zoom breakout groups, regardless of the significance of tasks expected to be completed.

– You’ll receive ample feedback from your professors, your Bridge Associates (i.e. TAs in the program), as well as your peers in almost anything you do during the program, so much so that it’d be difficult not to form the habit of being more intentional in self-reflections on your decisions and actions.

– Any of the above-listed points can make you more marketable to a future employer. Better yet, having Tuck Business Bridge on your resume in and of itself makes you stand out from the crowd, not to mention you’ll get to join a vibrant Bridge alumni network upon graduating from the program.

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Making the Most of Your Bridge Experience

Making the Most of Your Bridge Experience

Reflections and advice on your career and the Tuck Business Bridge program, from long-time Bridge administrator Paul Doscher D’66.

After more than four decades of service to the Tuck School of Business, Paul Doscher D’66 retired on September 30, 2020. A proud alumnus, Doscher started his professional career at Dartmouth in 1974, holding a number of influential positions at Tuck and serving under six deans through periods of considerable growth and transformation for the school.

Since 2003, Doscher served Tuck as business development manager for the Business Bridge Program. He is revered by all for his ability to remember every Tuck and Bridge student and has guided countless students to apply and attend Tuck’s MBA Program. As Doscher embarks on retirement, he shared the following reflection on his involvement with the Business Bridge program over the years.

What does the Bridge program mean to you?

Bridge has always struck a deep cord with me. Over the course of my career, I can pull out a central theme of wanting to help people. The Business Bridge program gave me a tremendous tapestry to help young people develop. It’s always been especially gratifying to see the Bridge alumni who stay in touch after the program and eventually enroll at Tuck. To me, the ultimate payoff has always been helping Bridge students, not only within the program and with their first job opportunity, but also navigating the intense experience of the MBA.

What is your most treasured aspect of the Bridge program?

Early on, we didn’t use the team company valuation as the capstone project. Instead, we had consulting projects that students would create. There was a lot of variance in terms of the requirements and the quality of work. Eventually, Robert Hansen and I made a decision to create the valuation model we use now with students presenting their team projects in front of a panel of industry executives. Over time we built a strong cadre of executives who would come back every year. Some were local to the Upper Valley who had previously worked on Wall Street or in consulting. We would also invite Bridge parents and family members to join the panels. Even if they were based in San Francisco, we would invite them to participate and it would help strengthen our relationship with the families.

You offered career guidance to thousands of Bridge students over the years. What advice would you share the most with students in the program?

When students are in the program, I try to tell them not to have too few eggs in their basket. A student might arrive thinking they want to go into consulting or finance or marketing, but it’s important to have an open mind and to network effectively. This means not simply calling someone up and saying, “Thank you,” but building relationships that last beyond that one encounter. As many of our alumni will attest, you often find yourself running into some of the same people down the road. Another piece of advice I often give is to take good notes and keep them. Like the MBA program, there is a strong emphasis of teamwork at Bridge. I don’t want students to forget the intense team experience which culminates in their capstone project.

In your opinion, how does the program “bridge” a participant’s future?

From a high level, Tuck has been offering Bridge for 23 years, with 7,000 men and women attending during that time, including more than 1,300 from Dartmouth. The Bridge program has earned a quality reputation that is widespread and permeates countless institutions. We are a catalyst for students’ development as they prepare for a career in business. Last year, I talked to a Bridge graduate who is now enrolled at Tuck. He told me that he was recently in his Finance class and noticed that a lot of the material was new to his classmates, but that he had seen it before. So there is this advantage of engaging in pre-work and gaining pre-knowledge that you take with you when you transition into a job or MBA program.

For prospective students, what tips can you share for making the most of their time at Bridge?

I think it’s important to attend all of the career sessions. Even if you think you know which industry sector you are interested in, you will be surprised by the overlap. There are workshops during the first week of the program that cover different topics like resumes and cover letters. Even though they are optional, take full advantage of those. I would also recommend that students maximize their team relationships. You need to look at the experience as a learning laboratory. Whether you like someone or not, there is total interdependency on teams. Working well within teams is one of the essential skills graduates should be carrying with them when they leave Bridge.


Designed for top liberal arts and STEM undergraduates and recent grads, the Tuck Business Bridge certificate program delivers a comprehensive business curriculum taught by top-ranked MBA faculty from the Tuck School of Business at Dartmouth, a capstone team project, recruiting services, and one-on-one career guidance. Business Bridge provides students with essential business skills by combining an intensive classroom experience at a world-class business school and the hands-on training of an internship–all designed to help launch a rewarding career.

By Adam Sylvain and Paul Doscher D’66

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Tuck Bridge Stories: Alison Parman

Tuck Bridge Stories: Alison Parman

By Alison Parman, Bridge ’16, Colgate ’18, senior consultant, EY FSO Consulting

When I began my time at the Bridge Program in the Summer of 2016, I had no solidified plan for what I wanted to do after college. Accounting, marketing, corporate finance, and investment banking all seemed interesting to me, but I didn’t know how to decide what was the best fit. I came to Business Bridge with the hope that the program’s curriculum could help me narrow down my goals for the future.

I remember enjoying every class I took during the program. Corporate Finance and Financial Accounting taught technical skills that my Liberal Arts degree would not. Marketing and the simulation project allowed my team to grow closer together and bring not only analytical mindsets to the table, but also creative solutions. Business Communications taught me how to be a better colleague and teammate.

The more time I spent at the Bridge Program, and the more classes I took, the harder it became to figure out exactly what I wanted to do after college. I wanted to do everything—to keep learning and growing in all areas of business.

One afternoon, my capstone project team wanted to attend a career panel discussion on business consulting during our lunch hour. I had never heard of the field before and was reluctant to go to a career panel on something I hadn’t considered one of my future career options. But my team convinced me, and the more I listened to Bridge’s guest speakers, the more I realized that I had found my path. The ability to rotate through different projects and clients with work that spans across many different areas of business management, was exactly what I was looking for.

My advice to future Business Bridge students? Come in with an open mind and utilize every tool the program gives you. Go to all the information sessions, career panels, and career fairs. The more information you gather, the more informed you will be about the business world when you leave the program. You may be introduced to a new business area that you want to continue studies in, a new business idea or solution you want to continue to build on, or a career path you would’ve otherwise not known of, that turns out to be perfect for you.

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Davidson College student interview

Davidson College student interview


An interview with Davidson students Chelsea Savage ‘21, Alex Gomez ‘21, and Alexandra Romero ’20 after they participated in Tuck Bridge's first virtual program in summer 2020.

With the shift to virtual, remote learning in March, Tuck Business Bridge got to work making plans to deliver its summer programs virtually. The goal was simple – deliver the same high-touch, rigorous, and comprehensive program, but in an online environment. The team sought to not only replicate the residential program remotely, but to make the program even stronger by leveraging some of the benefits of virtual connection, such as special guests and increased alumni networking. On Zoom, students attended live classes, interacted with faculty, met with MBA mentors, worked with peers in study groups, completed business simulations, valued a company, participated in 1-1 resume reviews, mock interviewed, attended career workshops, and so much more. The summer was a success, with 97% of participants saying they would recommend the program to a friend.

What did Davidson students who participated this past summer think? We spoke with Chelsea Savage ‘21, Alex Gomez ‘21, and Alexandra Romero ’20 about the program – why they chose it, what they learned, and the value it provided.

Why Bridge?

Alex Gomez: As a Political Science major who’s interested in pursuing business, I wanted to learn basic knowledge and skills in order to ease this transition and gain an edge in the recruiting process. I was able to take introductory courses in Finance, Marketing, and Spreadsheet Modeling, all of which aren’t offered at Davidson.

What did the program provide?

Chelsea Savage: I came into the program with little career direction and a weak understanding of business, and I left with a focused career path and skills I will be able to display in interviews and use in the workplace.

Alex Gomez: There were also some amazing resources for networking, with lots of opportunities to hone your interviewing skills and explore different types of business careers. Additionally, I really enjoyed working with my study group throughout the program – it was nice to make friends despite the virtual circumstances, and the experience of collaborating as part of a team will serve me well in the future.

Alexandra Romero: This experience has equipped me with quantitative analytical skills in preparation for my career. Outside of the program’s curriculum, I have been able to tap into a helpful network that I am extremely grateful for.

What was your favorite class?

Alex Gomez: My favorite class was Marketing. I didn’t know much about it before, and it was really interesting and has changed my perspective on certain things like job interviews, the media, and business in general. The MarkStrat simulation was my favorite part of the program.

What company did you choose for the capstone project?

Chelsea Savage: Gap

Alex Gomez: GrubHub

Alexandra Romero: Chipotle

How was the virtual delivery?

Chelsea Savage: I am extremely thankful for the Tuck Bridge team and the work they put in to make the online program just as accessible and supportive as it would have been on Dartmouth’s campus. Even though it was virtual, the invaluable connections I was able to make with peers, career professionals, and recruiters gave me the boost I needed to solidify my professional skills.

Alex Gomez: I thought the virtual format went as well as it could. While Zoom fatigue was inevitable, I still learned a ton and was able to bond with my study group.

What is your biggest take away?

Alex Gomez: The ability to work in a team is arguably the most important skill in business (and is crucial for life in general).

Alexandra Romero: This program gave me the ability to speak confidently about business topics that I otherwise would have not been able to speak on as an Environmental Studies major.

Would you recommend the program?

Chelsea Savage: If you are interested in business at all, I would highly recommend applying!

Alex Gomez: I would definitely recommend Bridge to anyone who is interested in a business career.

Want to learn more about the Tuck Business Bridge program? Visit the website, attend one of our virtual events, or reach out to recruiting manager, Sarah Chapin at


Read their testimonials below:

Chelsea Savage ’21 | Sociology
I really enjoyed my virtual experience with Tuck. I came into the program with little career direction and a weak understanding of business, and I left with a focused career path and skills I will be able to display in interviews and use in the workplace. Even though it was virtual, the invaluable connections I was able to make with peers, career professionals, and recruiters gave me the boost I needed to solidify my professional skills. I am extremely thankful for the Tuck Bridge team and the work they put in to make the online program just as accessible and supportive as it would have been on Dartmouth’s campus. If you are interested in business at all, I would highly recommend applying!

Alex Gomez ’21 | Political Science
I really enjoyed my experience at Tuck Bridge. As a Political Science major who’s interested in pursuing business, I wanted to learn basic knowledge and skills in order to ease this transition and gain an edge in the recruiting process. I was able to take introductory courses in Finance, Marketing, and Spreadsheet Modeling, all of which aren’t offered at Davidson. I found the fast-paced and rigorous nature of the program to be quite rewarding, and was surprised at how much content was covered over three weeks. There were also some amazing resources for networking, with lots of opportunities to hone your interviewing skills and explore different types of business careers. Additionally, I really enjoyed working with my study group throughout the program – it was nice to make friends despite the virtual circumstances, and the experience of collaborating as part of a team will serve me well in the future. We did a company valuation of Grubhub for our final project, and it was really cool to combine what we learned in class with real-life research and analysis of the mobile food delivery industry. Overall, I would definitely recommend Bridge to anyone who is interested in a business career.

Alexandra Romero ‘20 | Environmental Studies
My role in my team was to research and analyze Chipotle’s digital strategy and describe how it contributed to our Chipotle valuation. This program gave me the ability to speak confidently about business topics that I otherwise would have not been able to speak on as an Environmental Studies major. This experience has equipped me with quantitative analytical skills in preparation for my career. Outside of the program’s curriculum, I have been able to tap into a helpful network that I am extremely grateful for.

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Tuck Bridge Stories: Tamara Gomez-Ortigoza

Tuck Bridge Stories: Tamara Gomez-Ortigoza

By Tamara Gomez-Ortigoza Dartmouth’21, Bridge ’18

Thinking about finding your first job after college and setting out on your independent adult life can be intimidating. Or at least it was for me, especially because as an immigrant I did not understand the US job market nor the type of opportunities it might hold. I applied to Tuck Bridge before starting my sophomore year—right around the time when I first started to worry about having to find a job in a few years and about not knowing what I wanted that job to be. I had just started to settle into the idea of majoring in economics, so I thought perhaps something in the business world might be a good fit, but the terms so often being thrown around by older students—“private equity,” “consulting,” “venture capital,” etc—were mostly meaningless jargon to me. At least they all just kind of blended into this image of a corporate job taking place in some high-rise building somewhere. I felt confused and overwhelmed, and yet I knew that I wanted to somehow get ahead and start familiarizing myself with a profession that might be a good fit for me, and this was where Bridge seemed to come in, so I decided to take a chance and joined the Bridge 2018 Winter cohort.

I will not lie and tell you it was simple and wonderful, because it was not. Bridge was challenging and stressful, but also life-changing. The three weeks both crawled and flew by, but at the end of it I could hardly believe just how much I had learned and changed in such a short period of time. All these storm clouds of confusion and doubt somehow cleared so that after Bridge I had a good idea of what I wanted and where I wanted to go after graduation. I finally had a clear understanding of all the different career paths I could pursue and how well they fit with my interests and personality. And in addition, through courses with some incredible Tuck faculty, I had also gained valuable skills in subjects like Excel and accounting. Not to mention that throughout the entire program I was able to interact with remarkable Tuck MBA student mentors who would continue to stay in touch with me and to help me when I finally went through the corporate recruiting process.

Looking back, I could not be happier about deciding to be part of Tuck Bridge. It truly was what helped me find my path in many ways and what provided me with the confidence and support to seek out opportunities that I might once have thought inaccessible. If you are on the fence like I once was, take the leap. It will change everything.


Designed for top liberal arts and STEM undergraduates and recent grads, the Tuck Business Bridge certificate program delivers a comprehensive business curriculum taught by top-ranked MBA faculty from the Tuck School of Business at Dartmouth, a capstone team project, recruiting services, and one-on-one career guidance. Business Bridge provides students with essential business skills by combining an intensive classroom experience at a world-class business school and the hands-on training of an internship–all designed to help launch a rewarding career.

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Tuck Bridge Stories: Kyle Emery

Tuck Bridge Stories: Kyle Emery

Kyle Emery attended Tuck Bridge in summer 2020 as part of our virtual cohort. He was highlighted by Union Athletics about his time at Bridge.


Name: Kyle Emery
Sport: Men's Lacrosse
Major: Economics
Program: Participated in the Tuck School of Business at Dartmouth's Business Bridge Program

Kyle Emery is entering his junior year with the Union College men's lacrosse team, where he has been a two-year member on defense.As a sophomore, he was a member of the Student-Athlete Advisory Committee and Garnet Society. In the classroom, Kyle earned Liberty League All-Academic Team honors this past season as an Economics major.

Was getting into a program like this something you planned on doing this summer?
I planned on having a resume builder this summer after interning at a Mutual Fund Management Company during my freshman summer, but I was unsure what that would be as there are difficulties with sophomores pursuing business internships, especially now with COVID's impact.

How did you learn about this program?
I learned about the program through the Career Center, Union alumni, and recent Union graduates from the Class of 2019. I applied to the program via an online application, which included questionnaires, personal essays, and professor recommendations. I received my acceptance letter around April.

What did you do at your program?
As part of the Business Bridge Program I was taught introductions to basic Business School courses by M.B.A. faculty. Using these teachings, I was tasked with a group project to value an NYSE company of our choosing and present this valuation to a panel after the program. I was exposed to coursework such as corporate finance, financial accounting, strategy, and marketing, along with multiple team-building exercises, and access to Dartmouth's network of career services. My group had a lot of success through this program, and our final presentation on Chipotle Mexican Grill will be featured on the school's website and social media pages.

Was your program changed at all due to the pandemic?
The program was originally supposed to be completely in-person, as I was supposed to live in the Dartmouth dorms and attend classes and seminars throughout Dartmouth's facilities. Because of COVID, the program went entirely virtual. Our central platform was Canvas (the equivalent of Nexus) where every resource of the in-person program was transferred to be online. Classes and seminars were virtual on Zoom, and my group met daily on Zoom to complete group work and our final presentation.

How is your program related to your major?
As an economics major who has a passion to enter the business world after graduation, I had not known what area I was most passionate about. Through this program and exposure to the major parts of the corporate and non-corporate business, I have developed a new interest in marketing and some career paths following this sector. I hope to continue my search with the career center now knowing this
about myself.

What do you plan to do after graduation?
I still am shaping my career path and hope with the help of the Becker Career Center, I will formulate that this coming fall.

Copyright ©2020 Union College Athletics

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Tuck Bridge Stories: Alec Marchuk

Tuck Bridge Stories: Alec Marchuk

Alec Marchuk attended Tuck Bridge in 2014 and graduated from Dartmouth in 2015. He currently is an MBA Candidate at the MIT Sloan School of Management.

Before starting my MBA, I worked at ClearView Healthcare Partners. In this position my key responsibility was to lead the day-to-day efforts of our healthcare projects to success.  That encompassed managing teams of analysts and consultants, overseeing the client experience, driving the thinking behind our problem solving, and shaping how we ultimately presented our findings/recommendations. 

I wanted to attend Bridge because as senior year approached, I had no idea what opportunities existed post-graduation for me to be able to use my science and economics backgrounds meaningfully.  I felt the resources available through Bridge, and Tuck more broadly, would help me find a path forward and build helpful skills along the way.

I think what surprised me most was how invested the Bridge team becomes in those who attend the program, even once it is over.  It has been years since I graduated Bridge, but I am still connected to the program through my relationships with the wonderful team who makes Bridge happen, which I really value and never would have expected.

Tuck Bridge was critical in shaping my career trajectory, as my one-on-one sessions with the Career Development team were what initially introduced me to healthcare-focused consulting.

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Pete and Gerry’s Jesse Laflamme ’00 (Bridge ‘99) and the scrambled supply chain of eggs during COVID

Pete and Gerry’s Jesse Laflamme ’00 (Bridge ‘99) and the scrambled supply chain of eggs during COVID

Jesse Laflamme (Bridge'99 and Bates '00), CEO of Pete & Gerry's Organic Eggs, had a recent highlight in Bates News.

By Mary Pols — Published on June 26, 2020

In December, when food pundits and the industry were forecasting food trends for 2020, their predictions included vegan cheddar made from cashews (The Food Institute), sweet and sour bone broth (Eater’s megalist) and monk fruit syrup (Whole Foods). 

No one was talking about eggs. And there was no reason for Jesse Laflamme ’00 to think that his New Hampshire–based organic egg company, Pete and Gerry’s, was going to suddenly be striving to meet a radical jump in demand. 

Cut to June 2020, when The Wall Street Journal posed a culinary question tailored to this precise moment in pandemic time: What do we really want to eat when there is no one around to impress? “The answer, as often as not, is eggs.”

From the deviled to the Dutch baby, eggs have been having such a moment that grocers around the country limited purchases of this most basic of foods starting in late March. Price spikes soon followed, along with empty shelves that indicated that eggs had become the refrigerated version of toilet paper: hoard-worthy.

Pete and Gerry’s Organic Eggs — laid by free-range hens raised without antibiotics or pesticides — were a hot commodity. So too was the other brand Laflamme founded in 2002, Nellie’s, free-range eggs certified humane by the nonprofit Humane Farm Animal Care organization.

“We are selling every single egg we produce,” Laflamme says from his home in Hanover, N.H., during a rare quiet moment.

Early on in the pandemic, the company entirely revamped its safety practices, and coped with two small COVID-19 outbreaks in its packing facilities. But practically overnight, Laflamme said, orders for Pete and Gerry’s eggs increased in volume by between 30 and 50 percent. “It is really significant,” he says.

Orders quickly exceeded supply.

As he put it, Hannaford, a Maine-based supermarket with stores throughout New England and New York, might be asking for a trailer and a half of those Pete and Gerry’s eggs, but the company would only have one trailer’s worth to send their way. No matter how much homebound humans are craving eggs, farmers can’t make hens lay any faster than usual. 

Initially, the increased demand could have been chalked up to an annual egg-centric event: the impending Easter holiday, which fell on April 12. But that Sunday came and went, and eggs were still flying off the shelves. Not only were hordes of Americans becoming bread-making experts, they were also apparently baking cakes, cookies and other family-friendly recipes that called for eggs.

The New York Times cooking site started making recipes available for free to nonsubscribers, including egg-oriented ones like Eli Zabar’s egg salad sandwich, in categories such as “30 Recipes for Lunch at Home,” perfect for workers suddenly ensconced in home offices and missing the local deli. (The secret to Zabar’s egg salad? Toss half the whites for double the yolkiness.) 

At the food and cookware website Food52, the late-May obsession was a recipe from a Charlotte, N.C., restaurant for the apparently addictive Kindred Milk Bread, served warm and colored a warm yellow by no fewer than three large eggs. (And Pete and Gerry’s own website offers even more recipe ideas.)

No wonder people need more eggs. But Laflamme is still a little stunned by the demand. As organic producers,  Pete and Gerry’s is very “niche,” he says. So too is Nellie’s, with its free-range eggs raised on small family farms. “We are really an outlier.”

He considers his company an outlier because, while the market for organic eggs is growing, organic flocks still represent a small percentage of the vast numbers of laying hens in the United States. In May there were 390 million laying hens nationwide, according to the U.S. Department of Agriculture. Only 15.7 million, or about 4 percent, were certified organic. That number fluctuates, but Laflamme said it’s usually between 5 and 6 percent. In its weekly reports on the egg market, USDA’s Agricultural Marketing Service doesn’t even list organics. 

And even within that small sliver of the market, there is abuse of the organic label, says a watchdog group, the Cornucopia Institute, which estimates that roughly 80 percent of the eggs that are labeled organic in the U.S. might be the product of organic-fed, antibiotic-free hens, but they’re still being raised in factory settings and never see the light of day. 

In Cornucopia’s rating of organic eggs from 1 to 5, Pete and Gerry’s recently received a 4-egg, or “excellent” ranking, whereas national brands like Trader Joe and Horizon Organic eggs scored only one egg in the same period.

Taking over as chief financial officer right after Bates, Laflamme, now owner and CEO, has led the company to annual growth rates of 20 to 30 percent every year in the last decade. (The company name comes from Laflamme’s father Gerry, who took over his father-in-law’s farm in Monroe, N.H. in the late 1970s, and Gerry’s cousin Pete, who handled distribution. The family converted their operation to organic in the late 1990s.)

At the Pete and Gerry’s farm in Monroe, N.H., in 2004 , Jesse Laflamme ’00 holds two egg-laying hens while posing with the business’ namesakes: his father, Gerry Laflamme (center), and uncle Pete Stanton.

These days Pete and Gerry’s buys eggs from 65 small family farms throughout the Northeast, including in New Hampshire, Vermont, and Pennsylvania. To supply its Nellie’s brand of free-range eggs — named after Laflamme’s pet hen from childhood — the company works with another 60 small family farms, including in the Midwest. With a second packing plant in Pennsylvania, the firm employs about 200 people, all told, on the packing and shipping side. 

If Pete and Gerry’s and Nellie’s were well-positioned for the egg boom, the industry as a whole had a harder time responding to it. As with flour, toilet paper, cleaning supplies, and other commodities, the problem wasn’t so much short supplies as disruptions to the supply chain. As Laflamme points out, there are actually too many, egg-laying hens in the country, a result of an over-correction to a shortage created by the 2014–15 avian flu outbreak in 21 states.

It’s the destinations for those eggs that presented a problem as the pandemic began.

One-third of all egg production in the U.S. goes in liquid form (described by USDA as “broken”) to the food service and large-scale restaurant markets. Another 7%, so-called “loose” eggs, goes to the same outlets in bulk cartons, the kind that are open at the top and too floppy to simply be redirected to grocery stores. With most commercial food service shut down from March into May or later, the loose eggs had nowhere to go. Prices dropped to something like 39 cents a dozen, Laflamme says.

In theory those extremely cheap, still entirely edible eggs, might have been redirected to grocery stores. But egg producers were stymied, Laflamme says, “by the inflexibility in our supply chain. They can’t get their hands on cartons.”

To be clear, Laflamme doesn’t mean cartons full of eggs — he means cartons for eggs. “There are only four or five companies in the whole country that make those paper cartons,” Laflamme says, and they couldn’t adapt fast enough. Here’s another area where the Pete and Gerry’s approach paid off. “Our cartons are made from recycled soda bottles. They are a premium product and we largely haven’t been disrupted that way.”

Instead, the company’s major adaptations involved safety in the packing facilities to keep COVID-19 out. “We’ve been focused on meeting the demand while keeping our workforce healthy,” Laflamme says. This included shifting break times, and adding tents to keep employees a safe distance apart and Plexiglas shields on the packing line.

Key to the safety measures was an infrared sensor system for taking employees’ temperatures as they punched in for their shifts. They ordered it from Amazon in the nick of time. “We were early to get hold of it,” Laflamme says. “The owner of the company was losing his mind. We pulled a couple of the last ones he had in his inventory. We were lucky.” 

To meet demand, Pete and Gerry’s and Nellie’s expanded the weekly processing schedule by adding a day that was normally devoted to maintenance. The company also offered raises of anywhere from 10 to 20 percent to workers. “We’ve been compensating our workers more, increasing the hourly base rate,” Laflamme says. “It felt like heroics for them to come in. Especially early on.” 

They had an early small outbreak of COVID-19 in the Pennsylvania packing plant, with two workers self-diagnosing over the weekend. After that, 20 more called in sick the next day, in an abundance of caution. The company had to hire temporary workers to replace them. It helps, Laflamme says, to have operations spread out over many family farms (thus confirming that old maxim about not putting all your eggs in one basket).

Pete and Gerry’s sustained only small losses to its usual business and more than made up for them at the grocery store, by far its biggest outlet. “Ninety-nine percent of our business is oriented toward carton egg production,” Laflamme says. “Make that 99.9 percent.” Thus they were in the sweet spot in a marketplace that overall, is suffering.

“We are doing remarkably well,” he says. “We consider ourselves, knock on wood, in a good place simply because [the COVID-19 crisis] has increased home egg consumption and grocery shopping in general.” Typically Americans spend more on food eaten outside the home than they do on groceries. Suddenly they were stuck at home, many of them millennials learning how to really cook for the first time.

Laflamme speculates that because people were rediscovering their kitchens in lieu of spending money at restaurants, they wanted to cook with quality ingredients and were willing to pay more for them. (As indulgences go, even the organic egg is still a bargain at the supermarket, generally priced under $6 per dozen.)

“We’ve been compensating our workers more, increasing the hourly base rate…It felt like heroics for them to come in. Especially early on.” 

What Laflamme doesn’t know — no one does — is whether this trend will continue. The price of carton eggs, after climbing in April and May, has mostly leveled off. In the meantime, there is a generation, or two, of people who may be eager to eat out again, but don’t feel safe doing so.

For them, Laflamme surmises, “It’s like, ‘OK, now I know how to make these 10 great dishes — but eggs are so easy. Breakfast for dinner, that is probably going to be happening.’” In his household, that is definitely happening, most commonly with omelettes or French toast. His kids, a 9-year-old son and an 11-year-old daughter, are more than fine with it. “They don’t miss a beat.” After all, their dad is the egg man.

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Bridge Associate awarded “Best & Brightest” from Tuck class of 2020

Bridge Associate awarded “Best & Brightest” from Tuck class of 2020

Congrats to Kevin Yuan for being named Poets & Quants Best & Brightest MBAs from the Tuck School of Business class of 2020. He served as a Bridge Associate this past summer. Kevin is now a Sustainability Manager for Nike.

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Tuck Bridge Stories: Zack Glosser

Tuck Bridge Stories: Zack Glosser

Zachary Glosser is an International Political Economy major at Colorado College. He attended Tuck Bridge in 2018.

This summer, he was the 2019 Summer Analyst at Hawthorn, PNC Family Wealth. Hawthorn is a division of the Asset Management Group of PNC for ultra-high net worth individuals and families. Zack was recently named one of the Top 100 Interns in the United States by WayUp and Chegg. This list highlights top rising talent from various sectors and is determined by an expert panel and thousands of public votes.

“The Tuck Bridge Program was the perfect way to supplement my liberal arts education. I speak about my experience at Tuck in every job interview and cover letter! My resume is also constantly praised for its format, and that is all thanks to Tuck.” 

Zack is returning to Colorado College for his senior year and is excited to get an amazing job and ultimately return to Tuck for an MBA. 

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Bridge Builders

Bridge Builders

A new scholarship fund endowed by Walter Freedman D’60, T’61 and Karen Harrison will help first-generation Dartmouth students transitioning to business careers.

Walter Freedman D’60, T’61 and his wife Karen Harrison have always looked for ways to maximize the effect of their philanthropy. The key, Freedman says, is to find the places where need and potential intersect. That’s what drew their attention to Business Bridge, a program of Dartmouth’s Tuck School of Business designed that helps students and new graduates at liberal arts colleges transition to careers in business.

“What we see in the Bridge program is a highly successful program that’s been in existence for more than 20 years,” says Freedman. “It’s the preeminent program of its type in the country and perhaps the world.”

Freedman and Harrison recognized, however, that many excellent candidates couldn’t afford to take advantage of the program. And while some financial aid was available to Bridge students, the program lacked an endowed scholarship fund. It was there that the couple recognized the chance to make a significant and lasting impact. “We saw an opportunity to make that program available to young Dartmouth students who otherwise would not have a prayer of going there,” he says.

The couple will endow a scholarship fund that gives preference to first-generation, low-income Dartmouth students who demonstrate leadership goals and potential. In planning the gift, they were inspired by Dartmouth’s Interim Dean of the College Kathryn Lively, herself a first-generation college graduate and a leader in Dartmouth’s efforts to attract qualified students who are among the first in their families to attend college. The college has worked diligently to welcome these students and remove barriers to their full participation in the Dartmouth experience. 

Opening opportunities in the Bridge program seemed like a logical next step, Freedman says. “I think it’s aptly named because the program can be a bridge to the business world for first-generation and low-income students. And of course I’m a Dartmouth graduate and a Tuck graduate, so this is kind of a bridge for me too,” Freedman says. “Today we talk about One Dartmouth commitment and One Dartmouth community, with a goal of creating a more diverse, inclusive, and welcoming climate. So for me, it all ties together.”

After Tuck, Freedman worked in a variety of executive positions. (“He’s had many, many careers,” Harrison interjects. “You’d think he couldn't keep a job but that's not the case at all.) Through 60 years in business, Freedman has always found an opening, whether in the vanguard of the computer age with IBM or the introduction of a little-known dairy product to the American market; Freedman was an investor and chief executive of the company that brought Yoplait yogurt to this country.

Now that he and his wife are in a position to give back, they’ve applied that entrepreneurial model to their philanthropy, with a particular emphasis on education. Harrison, who worked for 25 years as an educator, has served on the boards of the Chicago Children’s Museum and Facing History and Ourselves, an organization that provides teachers with the training and resources to confront racism, violence, and anti-Semitism.

The Tuck Bridge scholarship fits the goals and philosophy of their philanthropy, and the couple identifies with students who have the talent for a top-notch education but lack the means. Harrison had to take out loans to get through The Ohio State University, at a time when tuition and room and board amounted to about $1,500 a year. The average college graduate in the United States today owes more than $37,000 in student loans.

“That’s just insane for these kids to be burdened with that kind of debt,” Harrison says. “So we want to give our money to education, and we want to give it to the kids that really benefit the most.”

It’s a good feeling, Freedman says. “We’ve been encouraged by what we’ve heard from people at Dartmouth and at Tuck, because they expect a lot of students who could not do it any other way will be able to benefit from the Bridge program.”

By Jeff Moag

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Tuck Bridge Stories: Madeline Pierce

Tuck Bridge Stories: Madeline Pierce

Maddie Pierce graduated from Middlebury College with an Economics major and Art History minor in 2016. She attended Tuck Bridge in 2015. She is curently a Senior Analyst at Wayfair. This is her Bridge story:

Why did you choose to attend Bridge?
I wanted to supplement my liberal arts education with an intro to business I would not have access to otherwise. I was an economics major, which was the closest I could really get to “business,” which is where I wanted to go.

How did Bridge prepare you for your current position/career trajectory? How did the program help “Bridge Your Future?”
I grew up with parents that worked in marketing and consulting, and I always liked hearing about what they were working on.

How did Bridge help you in your job search?
The alumni network is incredible, particularly the massive network Paul Doscher somehow keeps in his head! In each move I have made for my career I have spoken to at least one Bridge or Tuck alumni. Everyone truly cares about what you are interested in and helping you get there.

Do you have a favorite memory from Tuck Bridge?
One of my favorite memories from Bridge is actually the opportunity I had to come back and speak on a CareerBridge panel. It is really cool to come back and speak to students in your same position just a few years earlier. It was easy to talk to these students because they were curious and well-spoken and I had a sense for what I needed to tell them to best prepare them for the real world.

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Tuck Bridge Stories: Avery Gibson

Tuck Bridge Stories: Avery Gibson

Avery Gibson is a Mathematical Sciences/Statistics major at Colby College. He attended Tuck Bridge in 2018. This is his Bridge story:

As a liberal arts student, like many of my classmates, I have not been exposed to any business-related classes at my college. When I heard about Tuck Bridge from a close family friend, I immediately knew that this was going to be a part of my college experience. He spoke about the program with such high regard; touching on experiences in his study group and the guidance he received from the Bridge Associates. I chose Bridge because this would be the best opportunity for me to meet smart and talented individuals while immersing myself in a rigorous yet meaningful MBA curriculum.

I was hesitant to apply to Bridge at first. I saw all of my friends getting internships in New York and I felt that I would fall behind if I wasn’t working. I have never been so happy to be wrong in my life; this program will actually put me ahead of the pack while seeking jobs in the future and I couldn’t be happier with my decision. I realized part way through the program that I will have the rest of my life to work and will never have another opportunity with the programs and resources offered at Tuck Bridge.

For me, the most appealing value proposition of Tuck Bridge was being able to work in a study group. I have always loved working in small teams and I thought this would be an excellent opportunity for me to really meet some interesting people with varying backgrounds. I suppose this concept is daunting for some, but I couldn’t wait to meet my group. It goes without saying that people’s experience at Tuck depends on how well they interact with their group and I believe I was placed perfectly in mine.

From day 1, we worked as a cohesive unit, never shying away from a debate or group obstacle. I believe we have the perfect balance of knowing when to work, and knowing when to have fun. There was never a dull moment in our study room. Our sessions were riddled with stints of laughter, jokes, and a lot of collaborative work. The time we spent in that room will always be remembered, but I will never forget our group outing to a nearby lake to go tubing on one of our group member’s boat. It is experiences like these that reinforce my decision to come to Tuck Bridge. The people really made my time here special and I hope many more people are able to have a similar experience.

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Mountain Made

Mountain Made

By Jeff Moag
Photos by Rob Strong Photography 
Jan 30, 2019


SNOWBALLED. That’s the term Corinne Prevot uses to describe the business she started as a 17-year- old ski racer at Vermont’s Burke Mountain Academy, a school renowned for turning out champion ski racers. Prevot had started as a downhiller and switched to cross-country in her junior year. She loved the sport but found its grey knit cap fashion aesthetic uninspiring. At home that rainy Christmas holiday in 2007, she bought a yard of floral-print Lycra fabric at a local craft store and sewed matching hats for herself and her teammates.

We went to a race in Maine sporting our colorful flower hats,” she recalls. “It was super fun, and after the race a few girls from another team came up and asked, ‘Can you make us some of those hats?’ I said, ‘Sure,’ and it just snowballed.

So started Skida, a ski-inspired hat and accessories brand known for its quirky patterns, sustainable ethics, and deep New England roots. Last season the company sold more than 100,000 Vermont-made hats, headbands, and neck warmers, earning its 27-year-old founder and CEO a spot on Forbes 2018 30-Under-30 list of young entrepreneurs. The magazine has had its eye on Prevot for years; in 2011 when she was a junior at Middlebury, she filmed an interview for the Forbes website, telling a reporter how she’d built the company from scratch without borrowing a dime. “The money comes from the hats,” she explained to the man, who looked to be in his 40s and clearly dazzled. He asked her to describe her style as a CEO, and Prevot smiled. “Whimsical,” she said.

Skida was already doing $100,000 in business annually, and Prevot was balancing her career as an up-and-coming entrepreneur with her classes and rigorous training as a member of Middlebury’s Division I Nordic ski team. She planned to give Skida her full attention after graduation, but recognized she’d need more than whimsy to scale her business. In many ways, Prevot was a perfect candidate for Tuck Bridge, the three-week transition-to-business program for rising juniors, seniors, and new graduates of liberal arts schools.

She learned about Bridge from her father, Roger Prevot T’83, operating partner at Kohlberg & Company, and attended the program in the summer of 2013 with her younger brother Mitch Prevot, an investment analyst who was then an undergraduate at Williams College. The Tuck connection runs deep in Prevot’s family; an aunt and uncle are also graduates of the MBA program. Entrepreneurship, too, is in the blood. When Prevot was a girl, the family lived on a few acres in rural Pennsylvania, and she and her brothers sometimes worked a farm stand after school.

“We had sheep and we would shear them. There was a phase when my mom was really into spinning yarn and I’d go to the wool festival with her over in Lancaster,” she says. Margie Prevot has played a variety of roles at her daughter’s company, from seamstress to supply executive. Roger Prevot, who sits on the boards of several precision manufacturing firms, shares his advice whenever his daughter asks for it. Skida has always been Corinne Prevot’s company, however, and she was eager to develop the business skills to guide its growth.

“Bridge made sense for me because I needed a crash course—a kind of mini-MBA,” she says. “I’d taken a lot from Middlebury but I didn’t have any experience in accounting, or building business models with really sophisticated Excel sheets, or talking about corporate responsibility. Bridge was an amazing crash course in all of those skills.”

The Bridge program emphasizes the same case-based collaborative learning method for which Tuck’s MBA program is renowned, with a similar emphasis on general management. Prevot’s group research focused on the sports apparel company Lululemon, a particularly relevant project given her plans for Skida. “They do their own manufacturing, so that was very relatable in the way that they structure their business,” she says. “Bridge gave me a lot of confidence and I left the program just itching to hit the ground running and start working on Skida. I haven’t slowed down since.”

The ability to go back and forth between the creative and the more data-driven aspects of the business is so rewarding. I’m able to inform so many different decisions because I understand both sides of that picture.

She leased an old woodshop in Burlington, VT which became Skida’s business office, design studio, warehouse, and retail space. It’s a fitting headquarters for a company steeped in Vermont’s rich history of cottage industry. That connection is important to Prevot, who wrote her senior thesis at Middlebury on the potential for northeastern Vermont’s landscape and outdoor lifestyle to drive sustainable economic growth.

“The Northeast Kingdom used to have a really strong manufacturing background, with a lot of woodworking and garment manufacturing,” says Prevot, who sees the network of seamstresses she hires to stitch hats and headbands in their homes as a part—perhaps the last part—of that tradition. She believes that outdoor recreation in Vermont, from ski resorts to mountain bike trails and canoe routes, can help reinvigorate the cottage economy.

Every piece in Skida’s Vermont Collection is hand-sewn in the Northeast Kingdom. That commitment to local manufacturing is important to Prevot personally, and essential to the Skida brand. The company’s products command a premium because they’re made in Vermont, and because they’re designed by and for people who live an active outdoor lifestyle.

The locally sourced concept also applies in Nepal, where Skida sources its Cashmere Collection of premium hats, shawls, and ponchos. Prevot fell in love with the Kathmandu Valley when she studied sustainable development there in 2011. She launched the Cashmere Collection in 2015, working with some of the same herders and mills she had visited as a student.

Prevot leased an old woodshop in Burlington, VT that serves as Skida’s headquarters and workshop. | Photography by Rob Strong

“The cashmere industry used to be a really strong part of Nepal’s export economy, but a lot of the manufacturing has gone to India and China. It’s the same cause-and-effect that we’re seeing with the cottage industries in the Northeast Kingdom,” says Prevot, who spends a few weeks each year in Nepal and always brings her mountain bike.

She uses the bicycle “to explore in a wild place that’s just full of discovery,” and also to get around Kathmandu, careening through the city’s crowded streets with blonde locks streaming and a floral-print neck warmer pulled over her nose to filter the smoke of cooking fires and vehicle exhaust. “It always throws people for a loop when I pull over on my bike and ask someone for directions in Nepali,” she says. “Sometimes people don’t even answer; they’re just like, ‘This is too weird.’”

Combining sports and business comes naturally to Prevot, still a formidable ski racer and a regular podium finisher in regional mountain bike races. Skida is an outdoor sports brand, and much of its success stems from Prevot’s genuine embrace of that culture. Another key branding element is the Skida Plus One program, in which the company will donate one hat to a cancer center for each one a customer purchases.

Prevot was inspired to start the program in 2011, when a man ordered a dozen hats to give to patients at the Norris Cotton Cancer Center at Dartmouth- Hitchcock Medical Center, where his wife was undergoing treatment. The man thought the brightly patterned hats would bring a bit of warmth and cheer to the patients, and Prevot seized on the idea.

She’d been looking for a meaningful program to give back to the communities that had embraced Skida, and found a seamless way to execute it using a series of online promotional codes corresponding to cancer centers in ski towns from New England to Vail. Each time a customer enters a code at checkout, Skida sends a second hat— the Skida Plus One—to the chosen clinic. Customers don’t pay for the extra hat, but they play an active role in the act of giving. The program creates a feeling of goodwill and community engagement that would be hard to put a price on, though Prevot doesn’t seem to think of the program in that way. She’d rather talk about the smile a simple gift can bring to a person in need than the nuances of brand equity.

The limited runs and fun, sometimes quirky, designs are part of the Skida mystique. | Photography by Rob Strong

Still, there’s no question that feeling good about Skida keeps customers coming back time and again, as does the company’s ever-changing palette of limited-edition prints. “We spend a lot of time curating and developing each year a new collection of bold, colorful, super-unique patterns, and so a lot of our customers become collectors,” Prevot says.

The limited runs and fun, sometimes quirky, designs are part of the Skida mystique. In the early days, when she and her mother were still sewing hats at their kitchen table, Prevot scoured the Internet for bolt-ends and remnants of brightly colored prints. On one memorable occasion, she found a few yards of strawberry print scratch-and-sniff fabric on eBay. The sweet-smelling hats made from it attained instant cult status, and last season Skida commemorated its 10th anniversary with a limited run of colorful (though unscented) hats and accessories called “Strawberry Fields.” The collection pays homage to that serendipitous eBay score and celebrates the sense of spontaneity and (here’s that word again) whimsy that has driven Skida’s success from the very beginning.

There’s a certain magic in that playful mindset, especially when harnessed to cottage industry, sports culture, and local pride. The catalyst in that powerful mix has been Prevot’s steady management, and for that a measure of credit goes to the Tuck Business Bridge Program. “The ability to go back and forth between the creative and the more data-driven aspects of the business is so rewarding,” she says. “I’m able to inform so many different decisions because I understand both sides of that picture.”

*This article originally appeared in print in the winter 2018 issue of Tuck Today magazine.

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Tuck Bridge Stories: Brian Ragone

Tuck Bridge Stories: Brian Ragone

Brian Ragone graduated from Amherst College in 2016 with a major in Mathematics. He attended Tuck Bridge in 2015. Brian currently works in Operations/Special Projects at Uber. This is his Bridge story:

Why did you choose to attend Bridge?
Bridge provides the foundational components of business administration to enable accelerated understanding of end-to-end business management. It’s the perfect "Intro to Being an Executive" education. 

What most surprised you about Bridge?
The skills and exposure you get at Tuck Bridge are fully applicable to any business opportunity; in combination with a liberal arts education, Bridge provides a dynamic perspective to enter the professional world. 

Do you have a favorite memory from Bridge?
Preparing for the final presentation to pitch the panel of consultants and executives. This was phenomenal training and the pressure was on; it was great experience early in the professional timeline and can be built upon to give you a competitive advantage down the road. 

Describe your Bridge experience in one word or phrase.
Phenomenally applicable.    

Anything else you’d like to share to a prospective student? 
Yes - the program builds your resume. But even more important than a line item on a piece of paper is the fact that you’re investing in yourself to build a foundational skillset you’ll use throughout your entire professional life. You’ll have to fully commit yourself to the program. 

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Tuck Bridge Stories: Jamie McLaughlin

Tuck Bridge Stories: Jamie McLaughlin

Jamie McLaughlin graduated from Dartmouth College in 2012 with an Earth Science major and Ecology minor. She attended Tuck Bridge in 2012. Jamie is VP of Marketing Projects, Planning, and Engagement at Synchrony Financial. This is her Bridge story:

What are your primary responsibilities in your current position?
In my current position I support our Chief Marketing Officer and other Marketing leadership in driving operational vision and alignment across the marketing team. I work across our eight marketing teams to execute our annual planning process, support the resulting strategic initiatives, run leadership meetings and insure consistent communication across the organization. My favorite part of my current position is translating leadership direction and decisions into an interesting and motivational format for the rest of the organization through town halls, newsletters and team meetings.

Why did you choose to attend Bridge?
I chose to attend Bridge because I discovered my interest in business late in my college experience. With degrees in geology and ecology, I was sure I wanted to pursue sustainability and conservation work. After many exploratory interviews, I found myself interested in roles positioned at the nexus of sustainability and business – finding solutions with both environmental and capital returns. I quickly realized I was going to be constrained by my lack of business and economic knowledge. When Paul Doscher shared an overview of Tuck Bridge in a class I was taking, I knew immediately Bridge would give me the foundational learning and resources I needed to build out a new network of opportunities in the business world.

How did Bridge prepare you for your current position/career trajectory? How did the program help “Bridge Your Future?”
I vividly remember sitting in Professor Taylor’s Marketing class debating breakfast sausages. Prof. Taylor asked us each to choose the best from a list of potential taglines for an imaginary breakfast sausage company and prepare to defend our choice. As students argued emphatically for tag lines such as ‘quick and easy breakfast’ or ‘bring your family together’, I realized something about the whole exercise: at the core of it, and all the varied business courses we were taking, was the same need to connect with people. Whether customers, clients or shareholders, we were learning how to understand, motivate and influence people toward an outcome, whether it be buying stock or sausages. Understanding that basic concept has empowered me to take on a career path that has hopped from sales to business development to marketing. Each new position has brought a giant new learning curve, but the core of each position has been the same – connecting and influencing people. The Bridge classroom is where I first learned this foundational concept.   

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Tuck Bridge Stories: Jodi Ann Wang

Tuck Bridge Stories: Jodi Ann Wang

Jodi Ann Wang is an International Relations major at Kenyon College. She attended Bridge in summer of 2018.

For a month of my summer this year, I participated in a four-week intensive mini-MBA program at the Tuck School of Business at Dartmouth College. Here are some reflections on one of the most academically rigorous and intellectually challenging months of my academic career:

As an international studies major, I’ve always underestimated the intersectionality between the world of business and international development. My original goal with coming to Bridge was to be financially literate so I can help those in low-income countries become self-sufficient through entrepreneurship. Yet, Bridge offered me so much more. It opened me up to new possibilities and opportunities to network with like-minded professionals who can provide me with a platform to turn my goals into a reality.

Like most of the home institutions of Bridge participants, Kenyon, as a liberal arts college, is absent from a business program. Just like its name, the Tuck Bridge program helped “bridge” the gap and pave the road between a liberal arts degree and the skills needed to thrive in the business world. Whether it is taking what we learned in classes such as Accounting, Corporate Finance, Marketing Strategy and applying it to our corporate valuation project, or editing and re-editing our resumes so we can better market ourselves to recruiters, Bridge provided us an opportunity to challenge ourselves and discover our inner potential that we may have never realized before.

Each day begins at 8:30 AM and is generally composed of four 80-minute lectures and intersected with 20-minute breaks in between each. Core classes such as Accounting, Spreadsheet Modeling, and Corporate Finance can have up to nine lectures while additional sessions such as Negotiations, Organizational Behavior, and Entrepreneurship occupy one to two classes. In the evening, our schedule is booked for study group sessions. My study group met every night for at least one hour to work through homework assignments, catch up on our day, and plan for the next. While some days are long, the weeks flew by quickly.

I distinctly remember sitting with my fellow group members in our study room during our first study group session, having the same mixed emotions of confusion, excitement, and nervousness as I did during freshman orientation in college. Accounting vocabulary seemed like a foreign language to me, and spreadsheet modeling felt like the struggle to untangle a pair of wired headphones. But as we moved forward with the program, the challenging curriculum became a norm, and most amazingly, I was standing in front of panels of industry professionals before I could even process how I mysteriously understood MarkStrat, the process to do a DCF analysis, or marketing analysis.

The study group format allowed me to actively engage in my learning in the environment of five like-minded individuals, and that maximized the efficiency and results. Each night I returned back to my room feeling accomplished, ready for the next day. This style of absorbing class material is something I can bring back to Kenyon and further incorporate into my studies in the near future.

Bridge was not only a process to absorb knowledge but a multi-channel "bridge" that actively encouraged me to apply such knowledge into the greater space of different areas of business whether through homework of real-life case studies or the final corporate valuation project. Bridge was a challenge and a reward. It is something that has opened my eyes to further possibilities that will assist me in making my academic goals at Kenyon a reality.

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Tuck Bridge Stories: Pierce King

Tuck Bridge Stories: Pierce King

Pierce King is a 2013 graduate of Bowdoin College where he majored in Government and Legal Studies and minored in English. He attended Tuck Bridge in 2013. He currently works as a Senior Investment Associate at Cambridge Associates. This is his Bridge story:

What are your primary responsibilities in your current position?
My primary responsibilities include constructing and managing diversified portfolios for our institutional clients through asset allocation and manager selection. As part of this process, I serve as a thought partner for my Investment Directors when constructing our quarterly client discussion materials and assessing managers in our respective client portfolios. In addition to these core responsibilities, over the past year I have become increasingly involved with our firm’s impact investing efforts, particularly as they relate to researching investment opportunities in the private investment space.

Why did you choose to attend Bridge?
Towards the end of my undergrad experience at Bowdoin, I became interested in pursuing a career in business and began looking for a program that would offer a financial curriculum to complement my liberal arts background. My decision to apply and ultimately attend Bridge was driven by the opportunity to learn these fundamental skills from the Tuck faculty in a unique, career focused setting.

How did Bridge help you in your job search?
First and foremost, Bridge helped me understand the business landscape and the career options I had within it. I knew I was interested in business, but I was not quite sure where to concentrate my effort. Bridge not only provided this guidance, but also a framework for critical aspects of the job search, such as networking and interviewing. When the time came for me to interview at Cambridge Associates, Bridge helped connect me with alumni who were working at the firm, which gave me the confidence and edge I needed to succeed.

What most surprised you about Bridge?
What most surprised me about my Bridge experience was how much I learned in the relatively short time I was on campus. From the classes to the lunch panels and study groups, Bridge’s immersive and multifaceted approach is designed for you to learn from its wealth of resources at all hours of the day.

Do you have a favorite memory from Bridge?
It might sound odd, but my favorite memory from Bridge was the night before the stock valuation pitch. My study group had just spent the final week of the program working tirelessly on our project, but we were still struggling with one critical element of the presentation. Rather than becoming frustrated in a stressful situation, my team came together and worked through the difficulty late into the night. We solved our problem and ended up delivering a great final presentation. I think this anecdote epitomizes the quality and character of the students that Bridge attracts: determined, collaborative, and engaged.

Describe your Bridge experience in one word or phrase.

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Tuck Bridge Stories: Billy and Katie McGahan

Tuck Bridge Stories: Billy and Katie McGahan

Billy (Yale University '20) and Katie (Cornell University '20) McGahan attended Session I of Bridge together this summer. They shared their Bridge experience from a sibling perspective:

Like many other Bridgers, my college does not offer a finance or business major, so Bridge was a unique opportunity for me to immerse myself in a business curriculum taught by some of the best business school professors in the world. I was also lucky enough to receive a raving review from Sara McGahan (Bridge ’17, Dartmouth ’17), that eliminated any doubt in my mind that I wanted to come to Bridge. 

Attending Bridge with my sister Katie has been a blast. Our study groups meet across the hall from each other, so there has been plenty of moments of sibling rivalry. Our competitiveness was especially apparent during the MarkStrat simulation, during which our companies probably targeted each other’s product lines more than two typical companies would have.

The Bridge experience has been incredibly rewarding for me. The classes have been outstanding, the career development opportunities have been incredibly helpful, and the mentorship provided by the Bridge Associates has been enormously valuable. As someone who wanted to go into banking or consulting but was relatively unsure, Bridge allowed me to explore these paths and helped me solidify and have confidence in my career aspirations. The tangible business skillset I have gained and meaningful connections I have made will stick with me for the rest of my life.

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Collaboration Builds the Bridge: Tuck Bridge

American motivational speaker and author Earl Nightingale once tweeted, “Your problem is to bridge the gap which exists between where you are now and the goal you intend to reach.” For many students at Dartmouth, their goals includes a career in business, but the College does not offer a business major. For many students, the Tuck Business Bridge program serves as the “bridge” towards a career in business. 

Tuck Bridge is operated by Dartmouth’s Tuck School of Business and caters to liberal arts students who wish to develop fundamental business skills. The program is not limited to Dartmouth students — rising juniors through graduating seniors from any college or university are eligible to apply. Tuck Bridge is offered three times a year: as two four-week-long sessions in the summer and one three-week-long session in December. Students accepted to the program live the life of a real MBA student, for a couple weeks at least.

Puja Devi ’19 participated in Tuck Bridge this past December. Devi decided to apply to the program after becoming interested in business during sophomore summer. She looked to Tuck Bridge to equip her with the skills needed to pursue her newfound interests. 

“I thought Tuck Bridge would be a really fantastic way of not only exploring the business field but also getting some credentials and gaining at least some sort of hard skills that would prepare me for internships and a job after graduation,” Devi said.

Tuck Bridge cultivates these business skills among participants by maintaining a busy schedule throughout the program. Participants are enrolled in a total of six core courses and several additional sessions throughout the program. Classes convene six days a week, leaving only Sunday free of activity. 

Rushil Shukla ’20 also participated in Tuck Bridge last December and appreciated the academic rigor the program provided.

“Classes … moved at a really fast pace and I really enjoyed that personally because I think that’s how we got so much out of the program … you are not going to get a ton out of the program if it is not intense because there is just so much to learn,” Shukla said. 

Classes are taught by notable members of the Tuck faculty, including business administration professor Leslie Robinson, who was named one of business news website Poets and Quants’ 40 best business school professors under the age of 40 in 2017. Robinson returned from teaching in France specifically to teach at Tuck Bridge in December. Having courses taught by Tuck professors is one of the key reasons why undergraduates are attracted to the progam.

“I just felt really respected and valued to be given that much time from a professor that teaches MBA students,” Devi said.

In addition to Tuck faculty, Tuck Bridge provides participants with guidance from Tuck MBA student coaches to help participants with their learning experience. Tuck professors and MBA students are available throughout the entire program to answer questions participants may have.

Shukla explained how MBA student coaches were helpful resources for undergraduate students. Tuck faculty and MBA student coaches are especially integral to assisting participants navigate the two culminating components of the program: the multi-round business simulation and the capstone valuation project. The multi-round business simulation challenges participants to compete in teams to grow a business using Markstrat, a digital marketing simulation. The simulation puts what participants learn throughout the program in perspective by testing their abilities to market and target products to consumers. 

The capstone valuation project tasks groups of participants with evaluating a company of their choice. Groups use the skills they learn throughout the program to analyze a company’s income statement, cash flow statement and balance sheet, among other things, and wholly evaluate the company. Each group then presents its findings to a panel of industry executives and Tuck faculty and gets constructive feedback.

“You really … get feedback from the best, and I think that’s what’s really special,” Shukla said. “The capstone project is the culminating experience that shows how far you’ve come.” 

The multi-round business simulation and capstone valuation project are just two aspects of Tuck Bridge that promote personal career development among participants. Tuck Bridge also offers networking opportunities, LinkedIn profile tutorials and résumé reviews throughout the program. 

“As someone who doesn’t know much about the business world, it was important to know how to present [myself] and not only build [an] image, but [know] how to use it to connect with other people,” Devi said.

Natalie Cantave ’16 served as a marketing intern for Tuck Bridge and recalls learning valuable marketing skills during her internship that she applies to her current marketing job in the greater Boston area. Cantave’s internship consisted of research and social media projects geared to market the program to her peers. Of the skills Cantave recalls obtaining through her internship, she flagged gaining a greater sense of confidenc, communication and creative skills as key takeaways from her experience.

Tuck Bridge has many aspects that make it a productive means for students to achieve their business goals, but the one overarching aspect of the program that makes it successful is  an emphasis on collaboration. Tuck Bridge is a collaborative program at its core. The liberal arts and business worlds join forces to develop practical skills in participants, groups of students work together to tackle challenging projects and undergraduate interns, MBA students and Tuck faculty ally to ensure the program runs smoothly. Collaboration builds this bridge. 

“I think after the program I can say with 100 percent certainty that business is definitely in the future for me,” Shukla said. “The kind of collaborative community … [Tuck Bridge] builds is very student-focused, it is really community centric and I think it is a community that really cares about each other. That came across in the program as something I was really attracted to.”

-- Annie Farrell, The Dartmouth

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