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Student research advances phishing detection and cybersecurity innovation

Katelynn C Hipolito — Mon, 15 Jun 2026 13:52:13 +0000

Student research advances phishing detection and cybersecurity innovation Katelynn C Hipolito Mon, 06/15/2026 - 09:52

Taylor Le, BS Information Technology ‘26, was participating in the Professional Readiness Experiential Program (PREP) internship at Mobius when he was put in contact with Brian Ngac, the assistant dean for centers and FedWriters, Inc., Corporate Partner Faculty Fellow at the Costello College of Business at 911��, who was helping to fund the program.

(left to right) Tien Nguyen, Taylor Le, Richard Nguyen, and Brian Ngac at the 2026 Commonwealth Cyber Initiative Symposium. Photo provided by Brian Ngac.

During weekly check-ins throughout the internship, Ngac provided Le with a more in-depth understanding of PREP, an experiential learning program he launched at Costello. Le expressed interest in conducting research on phishing detection to which Ngac encouraged him to develop a proposal so he could help secure funding. The PREP internship was sponsored by the Commonwealth Cyber Initiative, which also supported the research conducted by Le and his team.

To conduct formal research on a multi-signal phishing detection and continuous user training platform, Le recruited two Virginia Tech computer science students—Tien Nguyen and Richard Nguyen—whom he met through networking. The industry participant Ngac paired them with was Parsons Corporation, a digitally enabled solutions provider at which he also works. Nathan Dykas, senior computational intelligence officer, and Daniel Boyce, AI (artificial intelligence)/ML (machine learning) engineer, mentored the student team during weekly meetings, providing recommendations and guidance on the direction of their research.

“It was awesome to see all the different professors and other students who are going down the same path as us and to see what they were doing with their research, as well as to get additional feedback that we could use to improve our own research.”

— Taylor Le, BS Information Technology ‘26

In collaboration with Parsons Corporation, the team developed Orion, a platform designed for phishing detection and user training. Orion was developed to address the issue of detecting modern phishing pages by combining machine learning with contextual guidance. It turns detection into an immediate teaching moment by mapping findings for the user, showing which parts of the page triggered concern.

Orion was selected for demonstration at the 2026 Commonwealth Cyber Initiative Symposium in Richmond, Virginia, where the team forged valuable connections and gained insights to further strengthen the platform.

“It was awesome to see all the different professors and other students who are going down the same path as us and to see what they were doing with their research, as well as to get additional feedback that we could use to improve our own research,” says Le. The entire team made the trip for the symposium, where they had a booth playing their demo video and where they conducted a live demo as well.

“Being an information technology major, I always thought that I was kind of looped into only being able to do IT-based jobs,” says Le. “But doing a technical project like this gave me more confidence to strive higher and chase those cyber engineering jobs, which I feel like, without the program, I wouldn’t be in the same spot.”

The team’s successful showcase at the Commonwealth Cyber Initiative Symposium underscores how experiential learning, research, and industry partnerships can come together to prepare students to develop innovative solutions in the fields of AI and cybersecurity. Because of PREP and its invaluable industry connections, Le graduated with greater clarity, confidence, and direction, ready to make his mark in these evolving fields.

In This Story

Brian Ngac

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Is ‘gender gating’ the secret to success in online dating?

Katelynn C Hipolito — Tue, 09 Jun 2026 14:56:48 +0000

Is ‘gender gating’ the secret to success in online dating? Katelynn C Hipolito Tue, 06/09/2026 - 10:56

Digital matching platforms—from professional networking to ridesharing and accommodation services—add value by bringing supply and demand into balance. But deep-seated asymmetries can prove difficult to expunge, causing platforms’ functionality and productivity to suffer. This imbalance is common for many dual-matching platforms, including online dating services where men vastly outnumber women.

Sabari Rajan Karmegam, assistant professor of information systems and operations management.

The matrimonial matching platforms popular among people of Indian descent are a prime example, says Sabari Rajan Karmegam, assistant professor of information systems and operations management at the Costello College of Business at 911��. “The typical men-to-women ratio on these platforms ranges between 60:40 and 90:10,” he specifies.

In a forthcoming paper in Information Systems Research, Karmegam and co-authors Jui Ramaprasad of University of Maryland and Anand Gopal of Nanyang Technological University discuss the results of their experimental study examining engagement practices and outcomes for users seeking lifelong partners through a leading matrimonial platform in India.

As a result of the lopsided gender composition on the platform, men tended to send large numbers of invitations indiscriminately to increase their chances of finding a match. This resulted in a sizable skew in the number of invitations received by women: In Karmegam’s study, women received on average about 40 times as many expressions of interest (EIs) as men did.

The deluge of EIs left women feeling “extremely overwhelmed in the initial couple of days after joining the platform,” Karmegam says. “Once they were flooded with all these requests, it was hard for them to figure out what the platform was all about. Congestion led to reduced engagement by women and potential exit from the platform. Under prevailing social norms in India, families often share in that sorting burden.” The skewed design also left men dissatisfied with the platform due to the competition effect.

To improve the user experience for both parties, Karmegam and his co-authors tested the process of “gender gating,” which made women’s profiles visible only to men who meet culturally acceptable criteria for education, income, and age. For example, the “gender gate” prevented a man in his forties from viewing profiles of women more than 10 years younger or a couple of years older than he was. Women could override the “gender-gated” default settings with their own preferences, but men could not opt out of the restrictions.

The experimental design included two groups (one control and one treatment), each representing a state in India. The two states in the study were similar in size, socioeconomic indicators and located in close geographic proximity, but different in language and cultural characteristics. This minimized interference and helped isolate the effect of the intervention.

The researchers found that without negatively affecting male users, “gender gating” significantly improved women’s platform interaction, increased the number of matches, and improved match quality. It also resulted in women initiating more matches due to reduced screening time for finding a potential match.

Women in the treatment group received 6 percent fewer post-intervention EIs, compared to the control group, while the efficacy of the matches improved by 72 percent. The paper attributes this improvement both to the lower number of EIs received and to better alignment with social norms.

Women over 25, who sit at prime marriageable age and so align in age with more of the marriage-seeking men on the platform, experienced a 103 percent improvement in matching efficacy. They also sent 113 percent more EIs post-intervention, demonstrating increased agency.

In this case, a match is not a marriage but an open line of communication with a serious prospect. “Most of the conversation happens offline,” Karmegam says. “A lot of things need to happen outside the platform for things to work out, and our study does not capture that.”

Still, the “gender gating” experiment was such a success that the platform decided to extend the intervention across the entire user pool, Karmegam reports. In doing so, the platform joined other matchmaking services such as JDate and SKY People that use culturally appropriate criteria as a sorting mechanism to improve matchmaking accuracy.

Karmegam believes similar interventions could be used in non-romantic matchmaking scenarios. “This is something that can be applied to any people-to-people matching. For example, the majority of Uber drivers are men. Parents could ask for their daughter’s Uber teen account to be ‘gender gated’, as an extra layer of protection,” he says.

Hiring in competitive fields such as academia could also benefit from criteria-based sorting. “Narrowing the search to candidates who meet specific criteria, such as schools from which the applicants might have received their PhD degrees, would help raise the effectiveness of the process,” Karmegam says.

In This Story

Sabari Rajan Karmegam

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911�� professor probes ‘Labubu economics’

Katelynn C Hipolito — Tue, 02 Jun 2026 15:03:55 +0000

911�� professor probes ‘Labubu economics’ Katelynn C Hipolito Tue, 06/02/2026 - 11:03

The billion-dollar Labubu phenomenon broke a cardinal rule of retail: Consumers need to know what they’re buying before they open their wallet. Most new Labubu sales took the form of “blind boxes,” where purchasers found out which type of doll they’d purchased only after the fact.

Zhechao Yang, assistant professor of information systems and operations management at Costello College of Business at 911��. Photo by Jeffrey Porovich/Costello College of Business.

Zhechao Yang, assistant professor of information systems and operations management at the Costello College of Business at 911��, says that the “blind box” strategy, or “probabilistic selling” in academic terminology, is a rapidly growing global phenomenon that goes way beyond Labubu. Her recently published paper in Manufacturing & Service Operations Management examines how, and why, this emerging strategy has worked for toymakers, car rental companies and booksellers alike—while delighting customers willing to pay for a surprise.

The paper was co-authored by Hongseok Jang of Tulane University and Xiajun Amy Pan of University of Florida.

The researchers used game-theoretic modeling to analyze the interactions of suppliers, retailers and customers in a market where a manufacturer sells through a retailer. In this realistic setup, a supplier offers an assortment of products ranging from high- to low-quality at wholesale prices, which retailers seek to sell to consumers at the highest possible profit. Either the retailer or the supplier can choose to initiate probabilistic selling (PS), selecting some mixture of high- and low-quality products to go in the “blind boxes.”

Yang and her co-authors noted that PS can improve profits for retailers and suppliers in a number of ways. “One is the market expansion effect,” Yang explains. “If there is an excess of high-quality products that consumers are not buying, they can be combined with low-quality products to form a new product, via PS…Another way is through strategic differentiation, essentially preventing the excess high-quality products from experiencing price convergence with lower-quality products.”

But PS’ profitability potential is far from uniform. As the paper clarifies, it can vary greatly with the context, based particularly on two elements: whether PS is retailer- or supplier-led, and whether high-value products are abundant or scarce.

The researchers found that transaction costs—the extra costs of creating and selling blind boxes—were one of the main determining factors. Whichever party initiates PS will have to bear certain costs, which may include the labor required to assemble “blind boxes,” and additional fulfillment, inventory and logistics costs. Additionally, Yang says, “There could be financial and accounting costs associated with adding new products.”

When retailers take it upon themselves to introduce PS, the associated transaction costs can reshape upstream pricing. Anticipating those costs, the supplier may lower the wholesale price of high-quality products to make the blind-box strategy viable for the retailer. This can help the retailer, but it also reduces the supplier’s margin and may make retailer-led PS unattractive to the supplier under some conditions.

When retailers take the lead, they will adjust the product mix for PS based on balancing transaction costs against the likelihood of product cannibalization—a trade-off that may give rise to more shortsighted choices.

On the other hand, supplier-led PS gives the supplier more control over both the blind-box mix and the wholesale terms. Also, by adjusting the number of high-quality products that will go in the “blind boxes,” the supplier can maximize price differentiation, thus increasing profits.

“When the supplier leads the strategy, it can reduce the channel inefficiency,” Yang says. “In the model, the supplier can control both the product mix inside the blind box and the wholesale terms offered to the retailer. That can make it easier to manage cannibalization and preserve the value of high-quality products.”

The importance of supplier-led PS becomes especially clear when high-value products are scarce. In that setting, the paper shows that firms should use the limited high-value capacity on “blind boxes” rather than sell those products separately.

Thus, the paper concludes that supplier-led PS, unlike the retailer-led variety, can create a “win-win-win” scenario where the supplier and retailer both earn higher profits, market coverage expands, and consumers benefit from access to a broader set of purchasing options.

However, power plays a significant role in real-world decisions around PS. “In reality, major retailers like Amazon may have more bargaining power, more pricing power. The high-level assumption we give this model is that when the retailer is more powerful, the retailer gets the first opportunity to decide whether to introduce PS., but that doesn’t mean it’s the best option for the whole supply chain,” Yang says.

“It’s better for the two parties to have some conversation before deciding who will take the power at the very beginning. Large retailers may have some advantages, but sometimes it’s better to give this power to the supplier.”

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Zhechao Yang

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MS in Finance alum built a career foundation through academic engagement

Katelynn C Hipolito — Thu, 14 May 2026 14:07:40 +0000

MS in Finance alum built a career foundation through academic engagement Katelynn C Hipolito Thu, 05/14/2026 - 10:07

During his undergraduate studies, Brian Gaydos, MS Finance ’25, took several finance classes that piqued his interest and led him to consider beginning a finance graduate program immediately after graduating.

Brian Gaydos, MS Finance ’25. Photo by Hannah Patterson/Costello College of Business

After learning about the faculty’s academic research and industry experience, as well as the campus’s location and the program’s convenience, his decision was sealed, and he enrolled in the Master of Science in F inance program at the Costello College of Business at 911��.

“911�� has a great recruiting base. I think that attending these networking events is something that really helped kickstart my career.”

— Brian Gaydos, MS Finance ’25

In the hybrid program, Gaydos made sure to attend in person almost every time, taking two classes at a time each eight-week semester. He found the faculty exceeded his expectations, especially in the courses taught by Tiago Requeijo, instructional assistant professor of finance, and Derek Horstmeyer, instructional professor of finance.

Gaydos took Statistical and Quantitative Methods for Finance, as well as Managerial Economics and Decisions of the Firm, with Requeijo. In Quantitative Methods, he developed a strong foundation in applying statistical and quantitative techniques to financial data, strengthening his ability to analyze trends and make data-driven decisions using Python. Through Managerial Economics, he gained a deeper understanding of how firms approach pricing, cost structures, and strategic decision-making in competitive markets. Together, these classes played a key role in shaping his ability to approach financial and business problems with both analytical rigor and a strategic perspective.

Gaydos was also particularly impacted by classes and mentorship from Horstmeyer. In the Student Managed Investment Fund course, students actively manage a real investment portfolio, conduct equity research, and present investment recommendations. Through this experience, Gaydos gained hands-on exposure to portfolio construction, valuation, and risk analysis while developing the ability to communicate and defend investment ideas in a professional setting. The course emphasized real-world application, requiring students to collaborate on investment decisions and engage with financial tools and market data. Gaydos also completed research assistant work for Horstmeyer, which was published in The Wall Street Journal.

While enrolled at Costello, Gaydos gained another perspective on the material he was studying and researching as a teaching assistant for two 400-level finance courses. “When you’re on the side where you’re explaining and teaching concepts to other people, it really reinforces your own learning. As you answer questions, it makes you think deeply about the material,” he says.

Among Gaydos’s favorite experiences at Costello was the Costello Fellows on Wall Street trip to New York City, where he visited several firms and networked with local alumni. He took advantage of many other opportunities including joining the Mason Consulting Group and competing in the CFA Research Challenge. In addition to these extracurricular experiences, Gaydos attended networking events, like the Meet the Firms on-campus event, where he made a connection that led to landing a financial analyst role shortly after graduating. “911�� has a great recruiting base,” he says. “I think that attending these networking events is something that really helped kickstart my career.”

Currently, Gaydos is a financial analyst at Brookfield Residential, a leading North American land developer and homebuilder for more than 65 years. His chief responsibilities revolve around conducting competitive analyses for single-family housing communities across the Northeast, performing variance analyses, and supporting quarterly financial reporting.

“It’s interesting to be able to see inside the business and to plan ahead strategically,” he says. Financial modeling skills that he developed in his corporate finance class, such as forecasting and valuation, have become integral to his role.

By taking advantage of experiential learning opportunities, student organizations, research roles, and networking events, Brian Gaydos forged connections and deepened his understanding of finance, ensuring that his education was not limited to the classroom. He is particularly interested in exploring fields such as investment banking, private equity, and corporate strategy, where he can apply his financial modeling and analytical skills to evaluate investments, drive strategic decisions, and create long-term value. As he continues his professional journey, Gaydos remains confident that the strong foundation he built at Costello will continue to support his career success.

In This Story

Tiago Requeijo

Derek Horstmeyer

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Master's in Finance Program

Alumni

Students step into the world of investment banking through Costello Fellows on Wall Street

Katelynn C Hipolito — Wed, 13 May 2026 14:52:31 +0000

Students step into the world of investment banking through Costello Fellows on Wall Street Katelynn C Hipolito Wed, 05/13/2026 - 10:52

To learn through experience and gain a competitive edge, finance and accounting students from the Costello College of Business at 911�� participated in the Costello Fellows on Wall Street program, connecting with major financial services firms and alumni in New York City. What has become an annual tradition continues to grow, with participation expanding significantly—from 10 students in previous years to approximately 30 this year.

Costello College of Business alumni networking. Photo by Alina Alam

Using his extensive connections, the trip this past April was organized by Derek Horstmeyer, an instructional professor of finance at the Costello College of Business, who is also the co-founder and director of the Montano Student Managed Investment Fund (SMIF). SMIF is an all-equity fund administered by select finance students at Costello. Those selected as officers are responsible for managing a $492,000 portfolio.

Additionally, Costello offers a SMIF course taught by Horstmeyer, where students learn about the decision-making process involved in managing the fund. Along with other students who seized the funded opportunity to visit Wall Street, many of the participants were members of SMIF.

“A lot of these firms will give you the same experience by flying you out to private recruitment events, but those programs are really competitive, and sometimes they don’t consider you because of your major, year, or some other location factor.”

—Alina Alam, current accounting student at the Costello College of Business at 911��

Costello College of Business alumni reception signage. Photo by Alina Alam.

Alina Alam, a senior studying accounting, first learned about SMIF as a freshman and decided to get involved. She was accepted through the rigorous interview process for her final semester as an undergraduate student. As SMIF’s director of marketing, she documented the trip, capturing photos and moments to share across the organization’s rapidly growing social media platforms.

Over the two-day event, the group moved quickly from firm to firm with a packed itinerary. On the first day, they visited Raymond James, Oppenheimer, and S&P Global, and attended an alumni mixer in the West Village organized by the Costello Alumni Chapter featuring a panel of firm representatives—Manya Vij, BS Finance ‘21; Jannat Bhinder, MS Business Administration and Management ‘18; Megan Farina, BS Management Information Systems '01; and Michael Marino, BA ‘11. The next day consisted of visits to Wolfe Research (an equity research firm), J.P. Morgan, and BMS Capital.

Costello College of Business alumni panel. Photo by Alina Alam.

Many of the students participating in Costello Fellows on Wall Street rank among the top of their class and are applying—or planning to apply—to internships at firms on the trip itinerary. Experiencing the offices firsthand and engaging with professionals across varying levels of seniority provided invaluable insight into the careers they are preparing to pursue.

“A lot of these firms will give you the same experience by flying you out to private recruitment events, but those programs are really competitive, and sometimes they don’t consider you because of your major, year, or some other location factor,” says Alam.

She found tremendous value in the office visits in terms of networking and sharing information with other students. “The students who were on the trip, even the really shy, introverted ones, opened up, and they made friends with the people on the trip,” she says. “If you know people within your major, it gives you an upper hand in so many ways because you know exactly how to get more involved with on-campus organizations like the SMIF once you return from the trip.”

Costello Fellows on Wall Street program student participants. Photo by Alina Alam.

For students interested in working in the highly competitive world of investment banking and equity research, Costello Fellows on Wall Street offers a highly impactful experiential learning opportunity. Throughout the trip, the students learned from finance professionals—many of them alumni—and from each other about the actions they need to take to become stronger job candidates and stand out from the crowd. They are not waiting for firms to come to them—they are blazing a pathway and meeting them where they are.

To get involved with the SMIF, follow them on Instagram @smifgmu or access their official website www.smif.business.gmu.edu to learn more.

In This Story

Derek Horstmeyer

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The power of showing up: How this Honors College student built a career by seizing every opportunity

Katarina Benson — Tue, 12 May 2026 17:30:08 +0000

The power of showing up: How this Honors College student built a career by seizing every opportunity Katarina Benson Tue, 05/12/2026 - 13:30

For Honors College student and University Scholar Monica Amaya, the journey to a degree isn’t just about the final walk across the stage—it’s about a promise she made to her family and herself years ago.

Monica Amaya is an Honors College student and a University Scholar.

Amaya first got involved with 911��’s Early Identification Program (EIP) as an eighth-grader. When she graduated from Manassas Park High School in 2022, she knew she had the skills to succeed in college, and she credits EIP with giving her the support and the road map to get there.

"The program pushed me and motivated me so I could set an example for my younger siblings," she said in 2022. "We can do anything if we work hard."

When she arrived at 911��, Amaya dove into the innovation and technology of the Northern Virginia and D.C. area. Immersed in an environment that aligned with her passion for data and national security, she pursued a BS in business with a concentration in management information systems.

She also took advantage of a wide range of other opportunities at 911��. After attending an Honors College roundtable in 2024, she networked with leaders in her industry. That event was part of the Honors College Professional Development Fellows program, a series of workshops that help students in the program craft their resumes, build their LinkedIn profiles, practice interviewing, and otherwise prepare for internship and career opportunities.

“Showing up is only the first step,” Amaya said. “The most impactful step is really what you make out of the opportunity, who you get to meet, and making those connections.” 

As a recipient of scholarships from the Costello College of Business, she was able to meet and network with industry leaders at donor appreciation events. A data analytics internship at CACI International through the CACI Scholars Program in summer 2024 paved the way for the full-time role as a software developer she will begin after graduation in May.

In a full-circle moment, Amaya served as a peer mentor with EIP during her time at 911��, becoming a guide for freshmen and sophomores, helping them navigate the same academic hurdles she had once faced.

Amaya speaking at the Board of Visitors meeting. Photo by Ron Aira/Office of University Branding

"Truly, what I’m most proud of is what I’ve made out of my experiences," Amaya said.

Her leadership also led her to the podium as a student speaker for the EIP at the recent Board of Visitors meeting, where she shared her story of resilience with the next generation of dreamers.

“For me, EIP was not just a program, it was a foundation that made my journey to and through 911�� possible,” she said. “EIP is not just about access—it helps students build confidence and the mindset to succeed, not only in college but beyond.”

For Amaya, graduation isn't the end—it’s the ultimate proof that with the right support and a relentless work ethic, any dream is within reach.

2026 Spring Graduation Information

Learn about 911��'s Early Identification Program

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For this Costello senior, good business is a win-win

sholla4 — Thu, 07 May 2026 19:44:03 +0000

For this Costello senior, good business is a win-win sholla4 Thu, 05/07/2026 - 15:44

Senior Khaled Alkurd is ending his undergraduate career on a high note.

Photo provided

In the past few months, the Costello College of Business student won the Future Founders track at the 2026 Patriot Pitch for his company DealFax, an operational readiness assessment platform that helps business owners prepare for sale through their trusted advisors; got first place in the AGA’s National Datathon; and landed second place in the Management Consulted’s Case Competition World Cup out of 1,100 applicants. It’s a testament to his drive and track record in business, speeding up instead of slowing down as he approaches graduation.

As Alkurd prepares to cross the stage and dive fully into an MS in accounting with a focus on analytics and forensic accounting through the Bachelor’s to Accelerated Master’s (BAM) pathway, he spoke about his undergraduate journey at 911�� and the importance of business as a force for good.

Choosing the Patriot path

911�� is ranked highly for its internship availability and outcomes, and that was key for me. The connections that 911�� can afford students are very strong, with so many major companies: Amazon, Capital One, Deloitte, etc. Folks can sample from a few of them or build really deep relationships with one. The opportunity is unmatched.

As for why I chose accounting: a decade of operating my family’s home inspection business NextDay Inspect taught me that financials drive every meaningful decision in a business. I wanted to understand that language at depth, especially the analytical and forensic side. Beyond the technical work, I gravitate toward business as a force for good. Done well, business is win-win. People walk away better off than before they engaged.

A great place for internships

I’ve had the opportunity to work with Ryan and Wetmore, Baker Tilly, and will be with PwC’s Deals practice this summer in Financial Due Diligence as I bridge into the MS program through BAM. The Office of Career Services in Costello has been amazing in their support. They reviewed my resume and cordoned off a private room for me to conduct Zoom interviews.

Overall, the support at 911�� is tremendous. It’s a big university, but it feels like a family. And Costello College of Business is really well equipped to deliver results, so there’s no expectations that are set that are not met. I’m very thankful for all the support.

Alkurd after receiving the Patriot Pitch Future Founders track award. Photo by John Boal Photography

From classroom to community

I am particularly proud of the work we’ve done through Beta Alpha Psi Theta Alpha, the accounting honors organization, for which I served as president this past year. We’ve been able to engage with the community through volunteering with the Junior Achievement Finance Park, where we’ve reached 960 eighth-grade students through teaching early financial literacy. Not only have I seen our volunteers grow as leaders and take ownership of those trainings, but I think learning how to educate and craft the message of finance in a way that is tailored for the audience is an incredibly important skill we improve through this work.

Fighting fires while forging skills

I joined Leesburg Volunteer Fire Company in 2008 when I was 16 and served for three and a half years. Now, I’m in the final stages of joining Sterling Volunteer Fire Company.

The job rewires how you think. Each scenario drops you into a chaotic situation and teaches you to stop reacting and start reading the room to figure out what is a priority and what can wait. On a call, you learn to gather information fast, communicate clearly, and trust the people next to you. Both those skills carry into how I approach client work.

Advice for the next generation of 911�� Patriots

Start early. There are experiences you can only get as freshmen and sophomores, like early pathway programs or externships. There’s so much you’ll miss by not engaging in student organizations; it’s an entirely different conversation than in the classroom, and it’s one you don’t want to miss out on because it’s helping with that connection to additional opportunity.

See why Costello Means Business

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911��'s Costello College of Business and NABA Inc. join forces to develop the business leaders of tomorrow

Katelynn C Hipolito — Wed, 06 May 2026 19:02:19 +0000

911��'s Costello College of Business and NABA Inc. join forces to develop the business leaders of tomorrow Katelynn C Hipolito Wed, 05/06/2026 - 15:02

The Costello College of Business at 911�� and NABA Inc. today announced a new three-year community partnership grounded in a shared belief: when students, educators, and industry leaders grow together, entire communities—and the businesses that serve them—thrive. The collaboration will strengthen professional development, open new pathways for student success, and deepen connections across the regional and national business community.

Guylaine Saint Juste BA ‘94 (lower right), president and CEO, NABA Inc. is shown with panelists following a discussion focused on the people, policy, and leadership implications of AI adoption during Costello’s inaugural AI Symposium in October. Joining her on stage were (left to right): ) Interim Provost and Executive Vice President Ajay Vinzé, Associate Dean Patrick Soleymani, BS ’07, MBA ’09, Interim Dean Cheryl Druehl, Deloitte Principal Tasha Austin-Williams, Nashville Analytics CEO and co-founder James Suh, 911�� Chief AI Officer Amarda Shehu, and Boston Consulting Group Partner and Associate Director Rajiv Shenoy. Photo by Hannah Patterson/Costello College of Business.

The partnership will also create more points of connection between students, faculty, alumni, and business leaders. NABA Inc. will attend signature Costello events, including the Corporate and Community Partner Luncheon, Patriot Pitch Competition, and the Annual Business Celebration, designed to spark conversation, strengthen networks, and accelerate shared impact. A dedicated concierge service from Costello will support seamless engagement and ongoing collaboration with business faculty and students.

“Professional development is not a single event—it’s a promise we make to our students and to the business community. By working alongside NABA, we’re expanding access to mentorship, experiences, and networks that help talent flourish. When we invest in people and build community through collaboration, we create the conditions for consistent, long-term success—for our students, our partners, and the region we all share.”

—Patrick Soleymani, associate dean for outreach and strategic engagement at the Costello College of Business

NABA will recognize the Costello College of Business as the “Exclusive Academic Partner for NABA” on its website and in annual conference materials, amplifying the business college’s role in preparing the next generation of leaders. The partnership also expands opportunities for Costello students and faculty to engage with a national community of professionals through a premier presence at the NABA Annual Conference for the next three years.

“Professional development is not a single event—it’s a promise we make to our students and to the business community,” said Patrick Soleymani, associate dean for outreach and strategic engagement at the Costello College of Business. “By working alongside NABA, we’re expanding access to mentorship, experiences, and networks that help talent flourish. When we invest in people and build community through collaboration, we create the conditions for consistent, long-term success—for our students, our partners, and the region we all share.”

Guylaine Saint Juste, president and CEO of NABA Inc., added, “We are at an inflection point in business and in higher education. Students who are preparing to enter the workforce now are navigating a world that looks nothing like the one most of us trained for. This partnership ensures that they are not navigating it alone. They will be part of a community that invests in them and holds them to the highest standard.”

The partnership is effective from April 2026 through April 2029.

NABA Inc. is a leading organization dedicated to bridging the opportunity gap for underserved professionals in accounting, finance, data-analysis, AI, and related business professions.

For more information, please contact: Costello College of Business, Office of Advancement and Alumni Relations: 703-993-1176

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Patrick Soleymani

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The mindset shift that will move you from “manager” to “leader”

Katelynn C Hipolito — Wed, 29 Apr 2026 17:55:07 +0000

The mindset shift that will move you from “manager” to “leader” Katelynn C Hipolito Wed, 04/29/2026 - 13:55

Most managers are promoted because of their good individual performance. Such a mindset—that one’s own performance is the most important—is devilishly difficult to change, however, and employees suffer.

Kevin Rockmann. Photo by Jeffrey Porovich/Costello College of Business.

“It’s a hard lesson to learn, but the job of the manager actually is to help others do their job: Select them, guide them, help them, train them, but ultimately let them thrive and achieve. Not easy for someone who has reached the pinnacle by doing things themselves,” says Kevin Rockmann, assistant dean for research, professor of management, and the CGI Corporate Partner Faculty Fellow at Costello College of Business at 911��.

Rockmann’s research focuses on the brighter side of employee relationships—bonds that, without crossing any lines of propriety, promote trust and mutually beneficial collaborations. It is both common knowledge and common sense that organizations that prioritize such relationships benefit from greater employee engagement, higher retention, and enhanced productivity, among other positive effects.

No wonder business leaders wax rhapsodic about the importance of healthy working relationships between managers and employees. But Rockmann's research shows that in most cases, such talk exists in inverse proportion to the amount of attention managers actually devote to relationships and relationship dynamics. In the battle for managerial bandwidth, relationships routinely lose out to more immediate bottom-line issues (e.g., whether the "work" is getting done).

“It’s a hard lesson to learn, but the job of the manager actually is to help others do their job: Select them, guide them, help them, train them, but ultimately let them thrive and achieve. Not easy for someone who has reached the pinnacle by doing things themselves.”

— Kevin Rockmann, assistant dean for research, professor of management, and the CGI Corporate Partner Faculty Fellow at Costello College of Business at 911��

“Most of what bosses say about their ‘collaborative’ and ‘close-knit’ corporate culture is a form of gaslighting. And employees know it, which serves only to alienate them. That’s a major reason why disenchantment and disengagement are running rampant in today’s organizations,” Rockmann says.

In a recent executive development training involving a national fast-casual dining chain, Rockmann and his team took steps to address this. Participants were assigned to focus on the relational aspects of their job, intervene where necessary and document their results. Such outcomes not only were inspiring but also translate easily to any organization. “Giving systematic attention to relationships not only improved the interpersonal atmosphere in their units but also helped them personally and professionally in four main ways,” Rockmann says.

#1 Deeper, higher-level conversations. As Rockmann tells it, concentrating on relationships changed the nature of the participants’ conversations at work. “Instead of seeing things purely from their own individual point of view, they gained a more all-around perspective based on the input of others,” he says. Managers asked first for thoughts and ideas regarding problem areas rather than punishing or criticizing. This elevated their awareness from a limited focus on what most directly affected them to a broader mindset encompassing more of their context and environment.

#2 Less reactive decision-making. Relational attention separated stimulus from response, leading to less reactionary and more thoughtful responses during meetings and email exchanges. One regional manager was able to do this consistently with his people and found himself “not as angry” and that his people were taking greater ownership over their actions. As a result, decision-making became less knee-jerk, more deliberate, and ultimately more effective from a strategic standpoint.

#3 Reinventing restrictive roles. The new orientation enabled participants to engage in more intentional “relational job crafting,” whereby they began to embrace unprecedented partnerships and collaborations. One of the participants in HR connected with another in IT during the program and started to plan out trainings they could build together. Being together in a learning environment created possibilities for these types of solutions, simply by virtue of paying attention to interdependencies between individuals and teams.

#4 Escaping middle-manager entrapment. The participants were able to escape the trap that ensnares many a middle manager and prevents them from rising—namely, getting stuck playing caretaker or being the “answer man” for their teams. For example, one participant noted that her tendency was to solve problems right away, especially for other people. By relaxing this she was able to empower others in her team and grow their confidence. Forced to look outward and focus on how their teams were relating, they readily identified trusted and reliable team members who were natural candidates for greater responsibility. “This removed the sense of risk that often prevents managers from delegating day-to-day and, by extension, keeps them putting out fires instead of aiming higher. They moved from saying ‘fix things this way’ to asking ‘what do you think is the best way to address this issue?’, Rockmann says.

While these individuals in the exercise were in the food industry, Rockmann believes the leadership lessons to be learned here are universal.

Rockmann notes: “When managers take the focus off themselves and their own achievements so that they can pay close attention to others, they effectively step off the stage and enter the balcony. They remove themselves from the play and can see better what is going on around them. They become attuned and responsive to the complex relational environment and can confidently coach their people through it, ultimately bringing themselves, their teams, and their organization more success.”

Topics

Costello Research Careers

Costello Research Teams

Costello Research Evaluating Performance

ESG - Costello

Management Faculty Research

Future of Work and Leadership - Costello