In today's global marketplace, the business world can be dangerous. But for Marriott School alumnus Jared Benedict, few things are more dangerous than canyoning amidst a series of streams, lakes, and waterfalls in the Patagonia region of Chile.

"It's one of those activities where they get a lot of liability concerns," says Benedict, who describes canyoning as "kayaking in nothing but a wet suit and a helmet."

Benedict, who graduated in 2003 with a BS in accountancy, is a senior accountant at Ernst & Young in Denver. As a part of the Ernst & Young Corporate Responsibility Fellows program, he worked for three months in 2008 at GENESYS, a software-development company based in Concepción, Chile, to further develop the business arm of the company. While participating in a program seminar in the Patagonia region of Chile, Benedict decided to take advantage of the weekend and try the sport of canyoning.

But the BYU grad didn't spend all of his time in Chile playing. He helped GENESYS by developing a system to organize the company's financial statements, revamping its general ledger, and establishing an employee performance review system--for both managers and individual project employees.

"The partners of the company had been focused on their core business--developing the software," Benedict says. "But as it relates to other things that are also important, there was a lot of opportunity for further development. I was really able to assist them in that."

As most Spanish-speaking returned missionaries at BYU can attest, knowledge of the language in business settings can be quite different from the street-contacting language skills necessary to be a successful missionary. Benedict, who served in the Paraguay Asunción Mission, was no different; he was less than conversant in the typical Spanish necessary in the day-to-day operations of a business.

"One of the first things I did was buy an Accounting 101 book in Spanish so I could become more familiar with the business terminology," he says.

The experience of adapting to a new ambient and learning the operations of a South American business impacted Benedict as much as he impacted GENESYS. "I got a much broader perspective regarding how to help companies in the marketplace," he says. "As a result, I find that I am much more open when looking at business processes and better able to make recommendations for some of my current clients."




Early in his career, Ed Thatcher's boss warned him about launching into the realm of city management.

"He told me, 'You'll burn out in ten to twelve years and go do something different,'" he says. "But I have never felt that way. I love what I do."

Because of his determination and longevity in the field of city management, Thatcher, a 1979 BYU MPA graduate, beat the odds and was honored last fall by the International City/County Management Association (ICMA) for serving thirty years in city management. Thatcher has clocked all of those years in city management positions throughout Texas.

Thatcher started out in Abilene, Texas, and climbed the ranks from being an administrative assistant to assistant to the city manager, which catapulted him to city manager of Navasota, Texas, three years later. The new assignment had its own set of challenges that would test Thatcher.

When he got to Navasota in 1982, he found a town that continued racial segregation on public land, where black and white cemeteries became the centerpiece of Thatcher's first major battle. While the white cemetery was beautifully maintained with mature pecan and oak trees, the black cemetery was run down and had one part-time employee.

Thatcher proposed the fence between the two cemeteries be taken down. When others strongly opposed this idea, he made sure public funds went to maintain both cemeteries equally. He initially received a lot of heat from the community, but he continued his desegregation plan. Then, months later, a miracle occurred.

"A tornado came through the town," Thatcher says. "Pecan and oak trees fell over the fence, and we didn't have money to fix it. We were able to take the fence out."

Thatcher is no stranger to repairing cities. He worked for Rosenberg, Texas, as its first city manager, and he helped restore a balanced budget and implemented a strong city government.

Thatcher has been city manager of Heath, Texas, since 2005.

Thatcher's first boss who gave him the memorable warning about burnout is now working in California--not as a city manager. But Thatcher, whose love for the people and his job propel him, has no plans to leave. When he shares stories from his previous jobs, Thatcher seems more like a grandfather relaying tales of the good old days than a person climbing the governmental ladder.

"Everything we do in city management has a purpose, and it's so much fun," he says. "I still love the work."




After graduating from an upper-echelon business school, most Marriott School graduates look for companies with similar standards.

One company recognizing those standards is Cisco Systems. According to alumni records, more than 100 BYU grads work or have worked for the company, with degrees ranging from business administration to photography.

"Cisco is really interested in giving us every opportunity to succeed," says Alex Johnson, a 2008 MBA graduate.

Johnson is an employee in the company's Human Resources Leadership Program, a program started four years ago to help recruit world-class talent from top-tier business schools. After two BYU alumni were promoted to executive positions in Cisco's HR function, the company began to look more closely at Marriott School graduates.

"The focus on leadership development and ethics at the Marriott School is a big deal for Cisco," Johnson says. "I felt like my MBA taught me the language of business, which helped me jump right in and be quickly respected while adding value. The change management curriculum was also useful for my new role. Being genuine and building relationships based on trust has allowed me to be successful quickly."

Jason Wilkinson, who earned an MOB in 1996, is a member of the Marriott School's OB/HR Advisory Board and director of human resources at Cisco. Although "a No. 22 ranking is pretty significant," he cites the Marriott School alumni's maturity and discipline as their greatest assets to the company.

"The overall maturity they bring--whether it's because they've served missions, have family responsibilities, or just have a more balanced view on life--stands out in their ability to immediately influence and collaborate with colleagues beyond what their experience would indicate," Wilkinson says.

Recent graduate Mike Droubay, another member of the HR Leadership Program, says the company's values are especially important for employees during a stressful economic climate.

"Cisco's leadership does a great job of positioning the company for challenging conditions; we are actively seeking to position ourselves to take advantage of this market transition," he says.

Published by the Marriott School at Brigham Young University, Provo, Utah. Copyright 2009 by Brigham Young University. All rights reserved. All communications should be sent to Marriott Alumni Magazine, 490 Tanner Building, Brigham Young University, Provo, Utah 84602. Email: marriottmag@byu.edu. Telephone: (801) 422-5083. Fax: (801) 422-0501. The views expressed are those of the various authors and not necessarily the Marriott School. Change your mailing address here.