What was particularly noteworthy in the planning process was that one of the restaurants, Angelo’s Coal Oven Pizzeria, had already been somewhat pre-planned before the planning began. It required me to personally reach out to the establishment to gain some insight into what they can cater to a group of people. It required several discussions via emails and calls regarding reservations, groups, menus, and so forth. Initially, I thought it would just require a few back-and-forth communications, but the process kept escalating as details kept being revealed.

We ended up choosing Havana Central for our second restaurant, but reaching that decision required quite a bit more effort than I had originally expected. A large part of that process involved researching various restaurants using either Google Maps, Yelp, or other tools. Given the number of restaurants available in the New York City region, it was difficult to decide which one to choose. Several considerations played into making my final decision, including location, an appropriate price point considering our budget of about $35 per person, a quieter environment so that we could hold meaningful conversations, and, of course, great food.

What I came to understand very soon was that the planning process can never be as easy as people think. While on the surface, it can appear to be as simple as selecting a restaurant, calling up and fixing the place for an occasion, it involves endless strings of e-mails with the restaurant regarding dates of availability, making reservations, and much more. With each change in one aspect, there would come changes in various other aspects too. In fact, at some instances, it was as difficult as handling a mini project.

I chose to visit the venue ahead of time as well, which was beneficial. Getting a sense of the place provided me with a greater insight into what the dinner party would be like. While online images give you an idea, having seen the restaurant personally helped me understand whether it would meet our expectations for a group dinner party. It made me feel more at ease about it since now I knew what exactly we were getting ourselves into, the actual physical venue, not just emails or paper plans anymore.

However, what was most significant for me during the whole process was the need for adequate organization and communication. In addition to being able to work on several different issues simultaneously and think in advance, it was sometimes necessary to pay close attention to details, such as checking the final figures and arranging reservations in time. It helped me understand that good management in some cases involves not just making decisions but taking care of a lot of small things.

While at times it was stressful because changes had to be made, or something took more time than initially thought, something was rewarding about all this coordination, resulting in a nice experience for others. The feeling was particularly pleasant when we were all sitting at dinner together, and I was happy that I contributed to organizing everything correctly.

The first meeting focused on the human side of wealth management. The wealth advisor spoke to his background and what makes Principle Wealth unique. We discussed the skills of building trust with clients and explaining complicated financial concepts in plain english. He advised us that key aspects of the job are problem solving, managing client emotions, and communication. In order to succeed in this career, it is important to have confidence and be genuine as it is the fastest way to attract clients and build trust. Throughout the call, we were able to ask questions to clarify if we didn’t understand something or dig deeper into an aspect that we found interesting. At his recommendation, I read the book The Psychology of Money by Morgan Housel and found it to be an accessible and fascinating read.

The second meeting focused on fintech tools and financial planning. The senior wealth advisor had prepared a presentation. He talked to us through the steps he might take upon getting a new client. The process started with data collection where the client uploads all their information to a secure link. This allows the wealth advisor to immediately notice where they can add value. The second step is to discuss the client’s goals. That is followed by modeling and analysis. Lastly, the advisor makes recommendations and helps the client implement the chosen path forward. Subsequently, the advisor discussed the tools they use during the financial planning process: Money Guide Pro, Right Capital, and Asset Map. He then walked us through these steps with a mock client profile so we could see how he might use the different tools to assist him with determining what might be beneficial to the client and help them achieve their goals. One thing that struck me was his philosophy that, to some extent, an advisor can tell the client what to do–the client is paying an advisor to be the decision maker, not for options. He also noted that fintech tools should be supplemental to knowledge and that planning centric conversations are important.

These meetings have given me a more detailed picture of what a career in wealth management would be like. They have provided me the chance to talk and build relationships with professionals actively working in a career I might aspire to in the near future. OFP strives to bridge the gap between students and professionals in finance. It gives us opportunities to build connections and learn about potential future careers on a deeper level. I cannot overstate how valuable this is.

This has been an insightful experience, and I look forward to the last two meetings!

When Professor Steve Wilson offered students the chance to reserve a seat at the event, I hesitated. Networking has always been a goal of mine, but I was nervous walking into a room full of strangers and starting conversations. All these thoughts flooded my mind, then opportunity and a bit of luck struck. A student, due to outside circumstances, was unable to go to the event, allowing for a position to be opened the night before. Still, I cowered with fear, unable to pull myself to take the position. Hours of the day went by as the thought of going to the event lingered in my mind, thinking of the many possibilities and opportunities that may come with going to an event filled with professionals who have an entire lifetime’s worth of knowledge of the field I am pursuing and wish to excel in. After going back and forth, I thrusted myself and said screw it! I texted the student, acknowledging I will take her place, and with luck, as no one responded for hours, and I was able to take her place. Joining me were classmates Soham, Harrison, Ben, Alex, Nozi, and Lauren.

As we entered the venue, you could feel the energy of the business minds that filled the room, and it felt empowering. UConn gave these newly appointed Hall of Fame members limitless possibilities of success, which Ben duly felt. Listening to the empowering speeches of overpowering tough times, pushing through, and to all that is possible pushed Lauren to see the success of everyone in the room and how attainable it truly is. Every student in that room was motivated that night by the professionals we were given the opportunity to meet, even getting a photo with Dan Hurley, our men’s basketball coach, which they found especially thrilling.

The Hall of Fame dinner was an amazing, transformative experience. It offered an environment filled with meaningful networking opportunities, allowing my peers and I to speak with some of the most distinguished UConn alumni and many of their colleagues and learn about their impressive professional careers. Hearing from their many perspectives and learning about their professional paths opened my eyes to further insights and opportunities I would have never had access to otherwise. Seeing students being awarded these prestigious awards reinforced my motivation to further myself, knowing what is possible from like-minded students as myself. As I was witnessing the new Hall of Fame recipients receiving their awards, I was further able to see that there are truly no limits for the alumni and students of UConn. These men and women are living proof that with hard work, determination, and dedication, anything is possible with UConn. It was an amazing experience which I am very glad to have attended, receiving many new contacts, opportunities, and a new mindset which I was unable to achieve beforehand. It was a gamechanger, and I know my fellow attending peers, and I are truly grateful for the chance to experience this. Thank you, OFP, for this amazing opportunity.

An entire day where executives, portfolio managers, and people who actually move capital showed up to pour into students at the The UCONN Opportunity Fund Project Investment Career Discovery Day.

Rooms like that change you.

Not because of the name tags, but because of the standard in the air.

You are surrounded by people who have turned balance sheets, late nights, and tough calls into actual careers, and they are asking you what you think.

We talked about AI, about how quickly the tools are evolving, and how tempting it is to believe that the technology will do the thinking for you.

But the loudest message I heard was the opposite.

If your own judgment, curiosity, and work ethic get dull, no model can save you.

Finance is supposed to be about capital, but at its core it is still about conviction.

Knowing what you believe, being able to defend it, and being willing to be wrong in public.

That is not just a finance skill.

It is a life skill.

Your relationships, your health, your creative work, your ethics, all depend on the same muscles you use when you stand up for an idea that might not work.

That does not come from scrolling or watching from a distance.

It comes from reps: writing theses, asking uncomfortable questions, getting checked by people who have been doing this longer than you have been alive.

That is what this program was built for, to be a bridge between the classroom and the world where real money and real consequences live.

Sitting in that room, I felt grateful and a little scared.

Grateful for the access, and scared in the best way to keep my own skills as sharp as the tools I am using.

Because ten or twenty years from now, it will not just be about whether we learned how to model a company.

It will be about whether we learned how to think clearly, act ethically, and stay human in a world that makes it easy to outsource all of that.

It will be about truly knowing.

I want to be in rooms like this, doing the hard thinking myself, and earning the right to stay there.

To be honest, the class was difficult for me. It challenged me in a way that changed my view on the financial career as a whole. There were times where I struggled to keep up, and I had to put in a lot more effort than I expected; however, looking back, that struggle is exactly what made the experience so impactful. It forced me to slow down, ask better questions, and really learn the material instead of just getting through it. It also taught me that struggling does not mean you are not capable. It usually means you are actually learning.

One of the most valuable parts of the Opportunity Fund program was the real-world exposure it provided. This was the only class where I truly worked with financial reporting, especially 10-Ks and earnings releases. None of my other classes focused on that level of practical application, and now it is something I use almost every single day. Being able to read, understand, and speak confidently about those documents has become a core part of my role.

The stock pitch presentations were another turning point for me. Presenting in front of long tenured professionals from Wall Street was intimidating at first, but it pushed me out of my comfort zone in the best way. Over time, I became more confident in how I communicated my ideas and defended my analysis. That experience translated directly into my current role, where I regularly speak with executives, including CEOs and CFOs of Fortune 500 companies. Because of that early exposure, those conversations feel far less intimidating, and I am able to show up with a sense of confidence and belonging, while still bringing an eagerness to learn.

The class also became one of the most substantial parts of my interview process. In every conversation, I found myself circling back to this course, because it gave me a clear and concrete experience to draw from. Instead of speaking in general terms, I had the skills to be able to walk interviewers through how I think, how I approach problems, and how I handle pressure. It made my answers feel more natural and less rehearsed, which helped me connect better in those conversations. The Opportunity Fund Project created a space for me to discuss financial tools that I use every day and leverage conversations about it in the interview process. More than anything, it gave me confidence. I felt like I had something meaningful to offer, and that made a noticeable difference in how I showed up throughout the trying, long, and competitive process.

Today, I work at ICR as an Investor Relations Associate, and although I am only about a month into my role, I already see how much that experience shaped me. I am still learning every day, still asking questions, and still building my confidence. But I am also able to recognize how prepared I feel compared to where I started. The foundation that The Opportunity Fund program gave me continues to show up in my work, whether I am analyzing financials, listening to earnings calls, or contributing to client conversations.

I am still very early in my career, and I know I have a lot more to learn. But the Opportunity Fund Project helped me find a path within finance that genuinely excites me, and it gave me the tools to step into this industry with confidence. More than anything, it showed me that growth comes from being challenged, and that is something I will carry with me throughout my career.

The event started at 11:00 AM with remarks from Interim Dean Greg Reilly and Finance Department Head Professor Yiming Qian. The first fireside chat was with Drew Figdor, a Portfolio Manager at TIG Advisors with over 35 years’ experience in merger arbitrage investing. He spoke about how his team approaches risk, not just being aware of it but actively utilizing it, and how volatility and activist intervention play into the way they think about deals. It was a genuinely interesting window into a corner of finance I had not thought much about before.

The second fireside chat was with Nathan Anderson, the founder of Hindenburg Research. His path was very interesting and different. Early in his career, he started noticing fraud while working in a family office. After this, he began filing claims with the SEC and found that he really enjoyed it. He eventually decided to build a business around it, writing extensive reports and taking short positions after uncovering large amounts of fraud. In his discussion, he talked about how fraudsters are usually concentrated in big booming industries and how each of his reports was the product of months or even a full year of work, taking claims and stress testing them one by one. It was one of the more unconventional paths I have heard described in finance.

After lunch, Bob Diamond spoke. He is the founder of Atlas Merchant Capital and former CEO of Barclays. He talked about the lessons in risk management he took away from the financial crisis, his views on blockchain and stablecoins, and his belief that every single day is an opportunity to teach, to learn, and to lead.

The M&A panel had Tom Lane from MUFG and Louis Beck from Lazard. They walked through what the actual process of getting a deal done looks like. They also spoke about how the current environment is shaping dealmaking, touching on capital markets uncertainty, shifts in the real estate space, and the growing role of private credit alongside traditional bank lending.

The Executive Leadership panel featured Rob Giglietti from GE Aerospace and Brian Fox from Almonty Industries. Both panelists spoke about their leadership styles and how they developed over the course of their careers.

But I think the best part of the day was the alumni lunch. What struck me most was not any single conversation, but the overall feeling in the room. Every professional had some connection to UConn, and it showed in how they engaged with students. It did not feel like a formal networking event. It felt like a community. Everyone was there and wanted to talk, share their experiences, and offer advice. I left with a real appreciation for what UConn offers to its finance

students, through programs like OFP, events like this and access to such a rich alumni network. I am grateful to every professional who gave their time, and to being able to be a part of such a meaningful event.

Back in October, I was joined by four classmates at the Stamford campus to create a team to enter The Chartered Financial Analyst Society’s Global Investment Challenge, which was being led by Steve Wilson, a finance professor teaching at Storrs. This is the world’s largest stock pitch competition which attracts student teams from 100 countries. This year we were among 1600 teams and 8,000 students vying for the ultimate win, to be invited to compete in the finals in Hong Kong in May, 2026.

From the beginning of the competition, even when it was first pitched to me, I truly didn’t have any expectations of getting far. My primary goal was to make it past the first stage, where our written recommendation was evaluated and scored and get our team the opportunity to present it in in person in Hartford. Here we would be defending our investment thesis in front of judges and truly test myself.

What was interesting to me throughout the competition is that my heart would start pumping/racing anytime I said my script live. It was never the Q&A that made me nervous for some reason, but saying my script always made me nervous (The rest of the team can vouch for this too; I was the polar opposite to the group). So going back to the physical presentation, when it came time for my script, I felt my chest get so heavy whereas when we got asked questions, it just came much easier to me since I trusted each member and I trusted that cumulatively the hours we put in that we’d be perfectly ok.

I would say that trust was truly the backbone for the team, and we believed that together as a group we could hit the targets laid in front of us. If it required a late night, we did it. If it required an early morning after a late night, we did it. This was a group that wouldn’t let up in any facit, and it’s that hard work and determination that got us as far as we did. When we did end up winning in Hartford and receiving that trophy (has been on my desk since and I hope the CFA may send a certificate for making it to the Americas Final), I just felt an overwhelming joy and relief of what we achieved. 

That next day after Hartford was the first day I didn’t turn my laptop on to do work in months, as this senior year I’ve done work Sunday to Sunday consistently. We all had a slight panic when we realized we only had about a week until the next stage (we thought we had until the end of the month); I trusted that we could pull everything together. Then when Richard uncovered the FERC development and our thesis gained a new leg, I knew we had an even stronger story.

When I was rerunning the Aquarion proceeds factored into the normalized FFO-to-Debt and I saw “above 13% threshold”, I got really nervous that my specific pillar to the thesis may have lost its weight. I cannot emphasize the relief I felt when I re-ran the numbers accounting for FERC and I realized that they no longer had the 30bps cushion. I really credit the team for constantly looking to uncover new holes that weren’t being priced in, and the fact we continued to find more and more negatives that played out while we progressed only made it more exciting.

Putting it into perspective, the FERC ruling alone has been building since 2014, and it just so happened that the final decision was decided as we were presenting them in this competition. It truly made this run feel like a destiny we were all supposed to be a part of, and why I’m so incredibly proud of what we’ve been able to achieve. I told myself the morning of the Americas Final that if I was destined to go to HK, I would go, but if I didn’t, it only means that I wasn’t. I don’t believe I’m going too far out there to say that none of the 7 of us expected to make it this far when we signed on, but we did.

Putting it shortly, we all felt every single emotion from October when this first started all the way to today. The thrill of winning, the fatigue of 4 hours of sleep because we were finalizing our script/PowerPoint, the racing of our hearts before we spoke, and ultimately the relief that we achieved everything we were destined to do. While we advanced to the fifth round, leaving nearly 1600 times behind as we were among the final 18 teams worldwide, our journey ended just one step short of going to Hong Kong.

Despite that, we all recognized what a phenomenal experience this was. We all made history at UConn, CT, and RI. That’s something I will never forget and that’s a legacy I am proud to leave as I graduate this May. I told myself in August that I would do the absolute most, achieve the absolute most, and push myself to greater lengths than I have in my final year, and I truly believe that this was the pinnacle of that dream. This is a legacy achievement that we all collectively left at a university that has given us so much, and showing just how strong UConn is.

My hope looking forward is that this achievement gives the basis for the UConn teams of the future that compete in this competition and eventually reach the Globa Grand Finals. This experience has been the highlight of my time at UConn, and I’m so fortunate and blessed to do it with the group I did. Competing with four of my best friends in the Stamford Student Managed Fund and working with our two Challenge mentors, Steve and Jeff Bianchi, that gave us their everything is an experience that’ll be ingrained in my mind forever.

To be honest, the class was difficult for me. It challenged me in a way that changed my view on the financial career as a whole. There were times where I struggled to keep up, and I had to put in a lot more effort than I expected; however, looking back, that struggle is exactly what made the experience so impactful. It forced me to slow down, ask better questions, and really learn the material instead of just getting through it. It also taught me that struggling does not mean you are not capable. It usually means you are actually learning.

One of the most valuable parts of the Opportunity Fund program was the real-world exposure it provided. This was the only class where I truly worked with financial reporting, especially 10-Ks and earnings releases. None of my other classes focused on that level of practical application, and now it is something I use almost every single day. Being able to read, understand, and speak confidently about those documents has become a core part of my role.

The stock pitch presentations were another turning point for me. Presenting in front of long tenured professionals from Wall Street was intimidating at first, but it pushed me out of my comfort zone in the best way. Over time, I became more confident in how I communicated my ideas and defended my analysis. That experience translated directly into my current role, where I regularly speak with executives, including CEOs and CFOs of Fortune 500 companies. Because of that early exposure, those conversations feel far less intimidating, and I am able to show up with a sense of confidence and belonging, while still bringing an eagerness to learn.

(Noor Elhamouly pictured center)

The class also became one of the most substantial parts of my interview process. In every conversation, I found myself circling back to this course, because it gave me a clear and concrete experience to draw from. Instead of speaking in general terms, I had the skills to be able to walk interviewers through how I think, how I approach problems, and how I handle pressure. It made my answers feel more natural and less rehearsed, which helped me connect better in those conversations. The Opportunity Fund Project created a space for me to discuss financial tools that I use every day and leverage conversations about it in the interview process. More than anything, it gave me confidence. I felt like I had something meaningful to offer, and that made a noticeable difference in how I showed up throughout the trying, long, and competitive process.

Today, I work at ICR as an Investor Relations Associate, and although I am only about a month into my role, I already see how much that experience shaped me. I am still learning every day, still asking questions, and still building my confidence. But I am also able to recognize how prepared I feel compared to where I started. The foundation that The Opportunity Fund program gave me continues to show up in my work, whether I am analyzing financials, listening to earnings calls, or contributing to client conversations.

I am still very early in my career, and I know I have a lot more to learn. But the Opportunity Fund Project helped me find a path within finance that genuinely excites me, and it gave me the tools to step into this industry with confidence. More than anything, it showed me that growth comes from being challenged, and that is something I will carry with me throughout my career.

When Professor Steve Wilson told me about the investment management bootcamp, I did not really know what to expect, but I was excited to learn more and see what it would be like. I am really glad I went. It was honestly such a great experience, and I really appreciate being told about it.

I liked that it was not just people talking the whole time. We actually got to participate in different activities, especially the case study, which made everything a lot more engaging. The introduction was also really helpful, and I learned about investment grades and different types of debt financing, which were both completely new to me and really interesting.

The case study was definitely my favorite part. It was really interesting to look at a company and think through whether it would be a deal or no-deal. Being able to break everything down step by step and do a SWOT analysis made it feel much more real and helped me understand how these decisions are actually made.

Everyone I spoke with was very supportive and welcoming, and it felt like a really positive environment. It honestly seems like the kind of place I would love to be part of one day.

Overall, the day gave me a much better understanding of what investment management looks like in the real world and helped connect what I am learning in class to real-world decision-making. I am very grateful for the opportunity and want to thank everyone at Cigna for putting together such a great and meaningful experience.

But long before I arrived at Storrs, there has been an amazing initiative that, once I was on campus, I would hear so many of my students were involved with called HuskyTHON. It has been a major undertaking that just keeps growing and growing. Here is Taylor Roy’s story about her special experience, which she is sharing as one of the newest members of the OFP program:

This past weekend, UConn’s biggest student-run organization, HuskyTHON, embarked on a journey we like to call ‘Night Of.’ This particular night is the final lap to close out a year full of fundraising for the kids at Connecticut Children’s Medical Center. It is an indescribable experience, to say the least, but I will try my best.

The day starts bright and early at 6 a.m., welcoming the students to the volleyball center to commence the 18-hour dance marathon. Shortly after they check in, they are welcomed with breakfast, sunrise yoga, and, most importantly, the 2026 morale dance. The morale dance is a ten-minute dance performed at the top of each hour to keep everyone’s energy and spirits up, symbolizing that we are doing all of this for the kids. It is always my favorite part, as the song choices and dance moves are always top-notch.

A few hours later, we welcome the ‘miracle children’ from Connecticut Children’s and their families through the miracle tunnel. This tunnel is surrounded by dancers as we cheer on the patients, showcasing our love and dedication toward a future where no child suffers from illness. Throughout the day, we get to meet the children and hear stories from their families. This is a very personable and thoughtful moment that truly emphasizes the importance of our philanthropy for these families.

One father explained to us that our efforts go toward keeping the children entertained during their stays at the hospital, such as their daily bingo and the upkeep of the arcade. Another family shared that our support from last year contributed to a new expansion, Connecticut Children’s Clinical Tower, which includes lightbulbs linked to circadian rhythms that create a healing environment for the bodies and minds of the patients and families during their stay.

As the afternoon rolls around, HuskyTHON recognizes those who raised over one thousand dollars in their donor drive with an exclusive ‘Comma Club’ t-shirt. This is followed by a headbanding ceremony for those who raised over two thousand six hundred dollars. These incentives not only encourage fundraisers in the future but also congratulate the time and effort that those individuals put into raising money for the cause.

As the night winds down and it gets closer to midnight, there is a ‘rave hour’ as a final push of excitement before the big reveal. This includes a performance by a live band! We then all gather for the ‘Circle of Hope’ to emphasize and restate where our efforts are going and learn more about the cause itself. This is a very intimate and inspiring moment that truly showcases the dedication the management team has to the cause and the relentless work they provide all year.

We end this ceremony by having our admission hospital bands cut off by the miracle children to symbolize that our eighteen-hour marathon is done and we get to go home, but this isn’t the reality for the children at the hospital. The night ends with the final reveal of all the money raised. This year’s number was $2,223,489.67. We truly put this cause and these kids ‘Above All Else.’

Covid-19 created a two-year gap in social interactions for most students in my generation. It also brought increased adoption of online learning for a majority of colleges. Many of my peers have at least one class which either has a virtual aspect or is completely virtual. This eliminates a large portion of social interaction with groups of unfamiliar people that teach valuable skills that will translate to the workplace.

Another issue with this digital technology is the addiction to social media and specifically short form content on Tik Tok, Instagram, and YouTube. Instead of being bored which then forced many students to go seek social interactions with their peers, many students are now on their phones in their dorm rooms watching content to pass the time.

The internet makes it seem that all of Gen-Z is struggling with social interactions, but I don’t think it is as bad as it is being made out to be. As someone who is pretty social myself, I see a lot of people interacting with each other, hanging out on the weekends, playing sports, joining clubs, going to classes, etc. What I think is the issue our generation is having is there are more options that allow people who are uncomfortable with social interaction to avoid it entirely through means of the internet.

Many students and employers are worried about how this generation is going to integrate with the work environment and culture. To lay out what is going through a student’s head when they are applying to an internship I have created a list below:

• AI replacing many entry level jobs narrow the opportunities for internships

• Employers being more selective due to worries about our generations ability to work in a professional environment

• Increased competition since the barrier to apply is significantly lower and significantly easier than it has ever been

• Perfecting the resume so that the AI scanner will send it through to a human employer

• Messaging professionals on Linkedin and setting up coffee chats to expand our network

These are just a collection of thoughts that many college students have to face when applying for an internship. This is also one of the many reasons why I joined the Opportunity Fund Project.

The Opportunity Fund Project’s motto is Job Ready Day One. Steve continually emphasizes this idea of developing both hard and soft skills in the workplace to prepare us for getting a job. He constantly pulls up descriptions of what internships are looking for and how we are achieving these tasks by being a part of this program.

For example, we recently had a debate in our class where we were divided into teams, had to come up with points to support our position, and counterarguments to defend it. This activity taught us about team collaboration and communication through planning out the various points with our group. This debate also taught us research and analytical skills, as we had to look up statistics to support our position. Additionally, we practice our public speaking skills as we present our points in front of the class.

This activity is just one of many that makes OFP more than just a student management fund. OFP is an opportunity to develop a holistic student who can have the hard skills required to perform the job and the social skills required to thrive in the job.

On paper, that’s just a line item on a syllabus.
In reality, it’s a tiny sliver of an already finite life you don’t get back.

Horizontal analysis asks, “What changed over time?”
In this room, it’s not revenue and margins—it’s who you are between week 1 and week 14.

Vertical analysis asks, “What matters inside the total?”
Within 168 hours a week, these 3 either get diluted into noise or become the small percentage that re-weights your entire trajectory.

The Opportunity Fund Project isn’t just about beating a benchmark; it’s about refusing to live your life as an unchecked box in someone else’s spreadsheet.

You learn valuation and capital markets, but the real lesson is whether you’ll still show up when the model breaks, the pitch gets torn apart, and your confidence wobbles.

'

We manage a sliver of a Connecticut family office’s portfolio, building full stock pitches, and defending them in front of people who do this for a living.

But underneath the financials, what’s actually compounding is your judgment, your standards, and your ability to think independently when it would be easier to follow.

You get mentors who’ve already made it to the seats you say you want.

You step into rooms in New York, Boston, maybe even London, and realize the distance between “student” and “professional” is measured in reps, not in years.

Most people treat college like a holding pattern before “real life” starts.

We treat 3 hours on 14 Fridays like a stress test of whether we’re willing to live deliberately now, not someday.

Thinking long term in markets is hard because it means caring about what things look like 10 years from now, not 10 minutes from now.

Thinking long term about your life is harder, because it means accepting that who you become is the sum of what you do with tiny, ordinary blocks of time like this.

We aren’t just preparing to manage money someday.

We’re deciding, in real time, whether an extraordinarily finite life will be spent watching the Fridays disappear...

Or using them to build something compounding inside of us that no market drawdown can touch.

When I arrived at the University of Connecticut, I knew I wanted to fully immerse myself in campus life. As a finance student, I joined organizations across all areas of business, including the Women’s Finance Association, Finance Society, UConn Investment Banking Society, and Women in Business. While these clubs helped me grow professionally, I was also searching for a way to engage with something far more personal to me: ovarian cancer awareness.

Ovarian cancer is a cause that sits close to my heart. Hoping to get involved, I searched UConntact for an ovarian cancer awareness organization, only to find that none existed. What I did find, however, was the option to create one. With that, I gathered a close group of friends and founded the Ovarian Cancer Awareness Organization (OCA), committed to educating others, offering support, and fundraising for a disease that is often overlooked and underfunded.

One year later, I was presented with an opportunity I never expected, one that brought my two passions together. My professor, Steve Wilson, along with Maryanne Pepin, approached me with the idea of a collaboration between The Opportunity Fund Project and OCA, which entailed a comfort food cookbook fundraiser to raise awareness and support for ovarian cancer. In that moment, my two worlds collided in the best possible way.

This cookbook is more than a collection of recipes. It is a celebration of culture and connection within the UConn community. By gathering comfort food recipes from students, faculty, organizations, and loved ones from around the world, we aim to create a UConn-centered cookbook that sparks conversation and raises awareness through the universal language of food. We welcome recipes from anyone who wants to share a special dish and help bolster our mission. Send them to ofpocarecipes@gmail.com.

If people would like to donate to our fundraising page in the National Ovarian Cancer Coalition website, proceeds will directly support education, advocacy, compassionate care, and research. Ovarian cancer survival rates are much lower than those of other cancers that affect women, as the relative five-year survival rate for ovarian cancer is 51.6 percent. Making initiatives like this is critical to driving progress and change. If this project can help even one person feel informed, supported, or less alone, it will have made a meaningful impact.

Working on this initiative has been incredibly fulfilling, and I am proud of what we are building together. This cookbook represents what can happen when purpose-built communities come together, and I am truly excited to see the difference it will make.

Kennedy – The Venue

There’s no event without a venue, and one of the first hurdles I faced was getting into contact with Lucky Strike Lanes Inc. What I originally thought would be a quick confirmation became days of failure to contact them, and with a tight deadline looming, the uncertainty felt incredibly overwhelming. I found myself constantly attempting to reach out to them and second-guessing whether I had even called the right bowling alley in the first place. At this point, it would’ve been easy to get discouraged, but I reminded myself to stay persistent. Instead of waiting for a response to magically appear, I made additional calls and stayed proactive. Once I was finally able to iron out the details, everything shifted. Lucky Strike was incredibly accommodating, and our communication became smooth. Looking back, the initial struggle I faced taught me that you can’t just wait for things to go your way in event planning, you need to have the patience and determination to keep pushing forward until stuff begins to fall into place.

When we got to Lucky Strike Lanes, I was taken aback to see that it was a DUCKPIN bowling alley! Once I got over the initial shock, I was bombarded with a persistent thought: what was everybody going to think? I was insanely worried about how the OFP members would react, and if this would hurt the success of our event. However, it turned out to be a major hit! Everybody was bonding over how difficult duckpin bowling truly is, helping us to forge our friendships and create some laughs.

Monita – The Food

As part of the planning team for the Opportunity Fun(d) Night event for a second time, I can tell you that it is not easy to pull everything together. But thanks to the team’s effort and collaboration, seeing everything come together at the end is the most rewarding part. With 35 people to serve, the first thing to do is to find a good pizza place to order from. We have Nozi (Nozimabonu Marifjonova) and Matt (Matthew Spector), the other two planning team members, helping us out with research and reaching out to different restaurants for the best pizza option with reliable delivery to the bowling alley. In the meantime, I help organize the sign-up sheet and keep an eye on dietary needs. After reviewing the menu and comparing prices, we narrowed the choice to Domino’s, the most convenient pizza delivery with great deals and offers. As the day of the event approaches, I sent out surveys to confirm the attendees and collect topping pizza preferences. On the morning of the event, we place the order based on the survey to make sure the food order is set and give them more time to prepare.

On the actual day, as people started coming, I couldn’t help but feel a growing sense of anxiety, especially about the pizza delivery since it was my first time ordering with Domino’s and for a larger group. The thought of people hungry and waiting made me double-check the delivery order multiple times. As the clock ticked away and 7:45 pm hit, the delivery tracker said the food was not prepared yet. I try to stay calm, smile, and continue bowling energetically with my mind totally worried about the pizza delivery. I quickly reached out to the restaurant. Thankfully, the food arrived just in time and was freshly warm. The pizza was also estimated with the right amount for people we had. I felt relieved as I saw everyone come together to share a box of pizza with a room of laughter, chat, and enjoy every moment together. After weeks of preparation and despite the challenges, watching everything unfold reminds me of the fun part about it.

Kennedy – Coordinating Rides

Coordinating rides for OFP members was a true test of my organizational skills. In the days leading up to Opportunity Fun(d) Night, it felt like my phone was never going to stop buzzing. I was tasked with grouping students together based on who could drive, the on-campus location of drivers and riders, and the number of available seats in each car. Students were confirming, canceling, and asking for rides right up until a few hours before the event was set to begin. Quickly, I realized that staying calm and having a well fleshed out spreadsheet was key to my success. The whole process felt chaotic at times, but it also pushed me to stay detail-oriented and adaptable. By the time all the students arrived at Lucky Strike Lanes safely, I felt an immense sense of accomplishment. In event planning, ride coordination seems like such a small detail, but it was a large part of what made the night so successful. Through coordinating rides, I learned a lesson on staying diligent, even with the smallest details.

Monita – Creating Teams

Sticking to the main goal of the event, rather than having people choose their own group, I randomly mix everyone across 3 OFP classes and organize them into 6 bowling teams. Our plans are not to just form groups, but to create opportunities to connect people with other OFP cohorts. The teams quickly bonded, creating new friendships and memorable moments beyond our expectations. The whole event was fresh and engaging with a competitive atmosphere. I found myself standing back and watching everyone enjoy the game. By the end of the event, we successfully placed everyone into the team with great conversation.

This event planning experience taught me valuable lessons to think outside the box and to be flexible when faced with challenges. I also learned to maintain a positive mindset, which improves my ability to manage uncertainty, which are crucial skills for successful event planning. Teamwork made it all possible!

Overall, we found ourselves learning many lessons as we planned Opportunity Fun(d) Night! Our persistence, diligence, time management, and organizational skills allowed us to create something truly special. What originally seemed like a daunting task on a tight deadline turned into an incredibly successful event, forging bonds between OFP members and producing a night we will never forget. If you ever get a chance to plan an event for the Opportunity Fun(d) Project, take it! You will come out of it having learned so much about event coordination and yourself.

I’ve always believed in an equitable world, not just where people get what they deserve, but where everyone receives what they need to thrive. The Opportunity Fund Project is a step in the right direction in this sense. As a student‑managed fund focused on bridging gaps for overlooked communities, our work is practical and deeply meaningful. Even though we’re still a young organization, I see my role as one way we can grow that impact.

Working alongside the OFP founder, Steve Wilson, I’ve had the privilege of helping shape everything from organizational systems to new ideas, and I feel immense pride in what we’ve already been able to do for OFP. As of this semester, we have 58 active members, each on a team with a designated leader, a structure we’ve recently introduced to foster greater accountability and afford leadership development. Each team leader has been on a call with Steve and I to speak about their position, objectives, and deliverables to create clarity in the expectations for each role. It is a special thing to meet with these leaders, not only to get to know them, but to see how they respond to challenges and questions put in front of them. In just 30 minutes, you can see someone’s character, their willingness to help, and the potential they bring to the OFP community.

Leadership has always been a meaningful part of my life, whether it be captaining my high school field hockey and tennis teams or serving on the board of UConn Women’s Finance Association. But the OFP has shown me something new; that leadership and community aren’t separate passions. I believe it is a powerful thing to be passionate about both these concepts, and the Opportunity Fund Project has let me realize that both of my passions can be melded into a singular job, and one in business, nonetheless. Although I am only a sophomore, if my future role is as impactful as Steve’s is, at any part of his career, I know I will be proud of it.

The second day of class at most colleges might start with going over the first chapter, reviewing the syllabus again, or jumping straight into the lecture. Students usually walk in, sit where they sat in the first class, and go on with the semester from there, without knowing anybody around them. At the Opportunity Fund, it goes a little bit differently. The Opportunity Fund has a strong focus on being connected with peers around you and learning how to work collaboratively. This is where the Dunkin’ Buddies activity plays its part.

(Photo taken by Soham Shah, Accounting ‘29)

Two weeks before the semester started, Caitlin Browne and I were sitting at home when we received an email that we were responsible for planning and leading the Dunkin’ Buddies activity. At first, it felt a little strange preparing for a class that had not even begun yet. However, we were excited to help contribute to a strong environment that the Opportunity Fund looks to cultivate. After getting on a quick call with Steve and Maryanne (OFP’s Chief of Staff), we created a short presentation detailing the activity, assigned random partners, and waited until the day of the activity. This early process was not overly demanding and taught us that adequate preparation and communication would allow for the best experience for our classmates.

The first week of class came, and it was time to present what the Dunkin’ Buddies’ activity entails. We walked through our presentation in front of the class, explaining how the activity would work, before having our pairings meet and exchange contact information. Steve handed out Dunkin’ gift cards to each student, which would be used at the beginning of the next class to purchase drinks for each other in the student union’s Dunkin’ Donuts.

Now comes the cold morning of the second Friday of class. Students are placing Dunkin’ orders, picking up their drinks, and heading to class early. Despite the early start to the day, the conversations were flowing across the room. For many, it was the first time speaking with each other, but it was the start of relationships that we would continue to build throughout the semester. Through these conversations, we learned about each other’s backgrounds, interests, classes, and a variety of other topics. The activity was beyond what each student was drinking: matcha, coffee, or refreshers. It was about forming connections. These early interactions will help the learning environment feel more encouraging as students start to feel more comfortable and people become more approachable.

(Photo taken by Caitlin Browne, Accounting ‘29)

The activity was a huge success from start to finish. With the guidance of Steve and Maryanne, the preparation done ahead of time was smooth and efficient. What might have seemed like an icebreaker activity taught us how preparation and coordination can lead to successful outcomes. More importantly, Dunkin’ Buddies reflected on the type of environment that Steve looks to create at the Opportunity Fund. An environment where students feel supported, motivated, and valued.

Steve continued to reinforce the idea that he doesn’t choose people based on what they are pursuing, but rather what type of person they are as they go on the path to their pursuit. He chose every student based on characteristics that he later showed during a presentation in class. A couple of them were curious, hard-working, team-oriented, honest, organized, and humble.

Now, I would be lying if I were to say that the workload didn’t feel a little overwhelming at first glance, but the work that Steve gives is not the usual busy work that most students are accustomed to. Every assignment is intentionally given to help prepare us for the real world. For example, one of the interview questions he asked us was based on a recent product that we had purchased. Using that information, he picked a company that was based on our interests that we would have to follow for the entire semester. I wrote about how I had purchased running shoes as I was training for a half-marathon, and he gave me the company Garmin, which creates the running watch that I use. Details like that, even though seemingly small, demonstrated two things about Steve.

The first is that he really cares about the students. The ones who made it through the interview process, he knows, have what it takes to be successful in this class. He knows where we have to be and knows what fires to light, to push us in that direction. But this class is not just a financial education class, but rather a bridge into adulthood. Steve focuses both on the technical skills we need to gain and the mindset we need to have to execute in this field. It’s a type of education that is exciting and takes a holistic approach.

The second lesson I learned from that small detail is the importance of listening. Listening, and then demonstrating that you listened, is like delivering little gifts to the person receiving that message. He’s teaching us to care, to be present, to work intentionally, and to work hard.

As a student who came from a very rigorous academic high school, it took me a while to find a community of people who were as ambitious as I was. I don’t live in delusion; I know this class is going to present all kinds of challenges, roadblocks, and stressful times. A quote that Steve put in the slideshow that resonated with me was “If you find a path with no obstacles, it doesn’t lead anywhere.” But leaving that class, for the first time here at UConn, I felt like I had truly found my like-minded pack.

In college, equities are what most finance students are exposed to. Whether through stock pitches, the OFP and Student Managed Fund, or classroom material, equities dominate the curriculum. At UConn, only one fixed income class is required for a finance degree. What many students do not realize, however, is that the global fixed income market is larger than the equity market. As of the end of 2024, the total outstanding fixed income securities market was approximately $145 trillion, compared to roughly $127 trillion for equities. Because of this, there are simply more roles in fixed income and credit analysis than in equities, despite far less visibility on campus. This is why I hope to shed some light on the fixed income market, and whether it may be a right fit for you.

The best way to describe the difference is that fixed income feels like a different dialect than equities. Instead of thinking in percentage returns, analysts think in basis points, or hundredths of a percent. Rather than focusing on growth opportunities and upside scenarios, the emphasis is on risk, structure, and capital preservation. While the analytical skill set overlaps heavily with equities, the criteria being evaluated are fundamentally different.

This difference naturally attracts a different type of personality. Fixed income analysts tend to be more conservative by nature. The job is not about finding the next company that can double or triple in value, but about understanding what could go wrong and making sure investors are compensated for taking that risk. This mindset is largely driven by the structure of fixed income itself: the upside is capped and quantified, while the downside is not. When you buy a bond, you know exactly how much you can make if everything goes right. Because of that, the analyst’s primary responsibility becomes minimizing downside rather than maximizing upside.

In practice, this means spending far more time analyzing worst-case scenarios, stress testing assumptions, and evaluating how a security behaves when conditions deteriorate. Credit risk, liquidity risk, interest rate risk, and structural protections or covenants matter far more than optimistic forecasts and mushrooming TAMs. Success in fixed income comes from avoiding mistakes and preserving capital over long periods of time, rather than swinging for outsized gains.

Another major benefit of fixed income roles, which is often overlooked by students, is work-life balance. While this can vary by firm and strategy, many fixed income teams at asset managers operate on a more sustainable schedule than their equity counterparts. At my firm, most professionals were in the office around 8AM and out by 5PM, even during busy periods. The work is rigorous and detail-oriented, but it is also process-driven and predictable.

If you are someone who is interested in investment management, but not sure where to look, fixed income may be something worth looking into. While it may not receive the same attention as equities in college, it plays a larger role in global markets and offers more entry points, stronger lifestyle balance, and a mindset that rewards patience and precision.

On our student management team, we have a chief investment officer, and this student is in charge of establishing the investment philosophy and guidelines that we will implement to match up with our clients’ requirements. This role also entails adherence to the standards of the firm and the mission of our organization. Below this individual there is our full organizational structure. Working with our CIO, we have a director of research (which is me) along with an in-house chief compliance officer, a chief accounting officer, and a chief risk management officer, all students, just like any dedicated investment organization would have.

Alongside this staff we have a contingent of sector leaders who each oversee one of our dedicated investment research teams. Our student organization is collectively tasked with performing the deep due diligence that will stand up to the scrutiny of our investment committee. Just like what is found in many investment firms, our investment teams must present their ideas and recommendations to a panel of seasoned professionals. These are very experienced individuals that began their own careers as analysts and now occupy much more senior roles at leading investment shops. They are responsible for vetting the ideas, pressure testing them, and scrutinizing the quality of the research that backed the recommendation, all functions they are very familiar with, as it is the mirror image of what they do daily at their jobs. To further duplicate to the highest degree possible all our students are required to dress up as professionals when they report to class to create the proper atmosphere. By doing this it serves to validate that we take this responsibility quite seriously.

But we don’t stop there, as we are using the same research tools the pros use, another critical piece of our emulation strategy. We are providing our students with access to professional grade data and research platforms, including CapIQ (from Standard and Poor’s), Bloomberg, and ROIC.AI, some of the usual suspects. But that wasn’t enough, so I have sought to add additional access to some stellar resources to ensure our students are learning the leading-edge techniques and methods for first class research. These include some very high-octane resources such as Wall Street Prep, the gold standard for training Wall Street analysts. All of our program members have to work through a host of modules, to strengthen and refine their analytical and modeling skills. We have access to AlphaSense, a leading AI-powered market intelligence engine, which uses machine learning to pull from a dataset of public documents and SEC filings, transcripts, and research insights that would be near impossible to find elsewhere. It also has expert research, private company content, financial data, and workflow tools as well.

In addition, we’re pleased to share that our students can have access to UBS HOLT, an analytical platform that has been around for over 20 years. This is a leading company valuation platform and with UBS HOLT, students gain hands-on experience in benchmarking, screening, and evaluating companies – building fluency in the same analytical techniques used by professional investors. This access strengthens our commitment to preparing students for the rigor and expectations of the real world of finance.

The latest addition to our research capabilities comes to us from Paragon Intel, Management Track which does deep dives into vetting senior executives with a considerable array of interviews and scrutinize their compensation and incentive packages. The professional understands the need for alignment of interests and investing in companies with capable and properly focused management, and we now have another means to determine if we are getting what we need at the helm of the company.

Together, all these resources provide our students an incredibly potent arsenal of research tools that are part of the everyday workstreams on Wall Street. Getting our students trained on this potent collection of tools will enhance their learning and accelerate their skills building to be job-ready day one.

But it’s more than all this that allows us to best emulate the real world. It’s the expectations, the accountability, the responsibility that comes with being a member of our investment organization.

Why is all this important, you may be asking? When your overriding objective is to make your student job-ready day one, it is about adjusting and fine-tuning their mindset. The college world is a very different space, one occupied in a temporary artificial bubble. To quickly and thoroughly acclimate to the real world can be a shock for many students, and part of my responsibility is to mitigate any difficulties in that transition so it’s as smooth and unintimidating as possible. I owe it to my students and the employers to avoid any surprises. There is no question that those who are looking to fill openings in their investment organizations have many choices on who they decide to hire, and our mission is to make the OFP students as capable as possible to deliver in the workplace.

It’s a great leap from the classroom to the office. Students who are not properly prepared struggle mightily when immersed in a company environment that is so foreign to them. Trying to assimilate into an alien culture, with its own protocols, unwritten rules, and norms is a lot to absorb. When managing this transition becomes a struggle, the students are sapped of energy, enthusiasm, and confidence as they face unexpected and often daunting expectations. The employer also suffers as they now find they have made a bad decision hiring someone who needs additional indoctrination and often proves to be truly incompatible with their employers’ ethos. By setting up a professional-grade environment, the students are better able to adapt and thrive in the work world that follows their time at Storrs. The Opportunity Fund Project has dedicated a considerable amount of thought and effort to give our students success not only on campus but also in the office thereafter.

I first started my research into Nice this past spring during my semester abroad. The process was never finalized as the semester ended and I believed my time in the program had come to an end. When I unexpectedly rejoined the fund this fall, the same idea stuck with me. I remained intrigued by the vitality of their business and the collapse in their valuation and came to Steve and told him that the company was hosting their capital markets day in a few weeks and that I thought it’d be a good idea to attend. Next thing I knew, he and I were registered attendees, and I had bought my train tickets.

Waking up at 3:30 in the morning is never fun no matter what the circumstance, but knowing I’d be able to spend the day with professional investors hearing from this company’s management made it a little more bearable. On the train ride there I remember running through everything I knew in my head just to prepare myself in case I had the chance to ask any questions. I was thinking, “what if they don’t take me seriously because I’m only a student.” By the time I made it to the city and met up with Steve my worries had calmed down and I wasn’t feeling tired, just eager for the experience. We spoke about our expectations for the day and what we thought would be discussed during the presentations.

As we were finally invited to our seats in the event room, I noticed a familiar name tag on the seat beside me. “That’s the CEO sat to my right”, I said to Steve. In a weird way it felt slightly validating, like I really was on the job. But I did not just want to sit next to the CEO, I wanted to ask him questions about his company. During the breaks between presentations Steve and I would take turns asking questions, with almost exclusive access to him until the entire management panel opened for questions. For me, it was a dream being able to go from reading about the business in my dorm to discussing it with the man who’s running it. All my prior worries were unfounded and as I spoke with professionals, I felt not that they cared I was a student, but that they respected me because I put in the work and showed the initiative to be here. On the way home, I gathered all my thoughts from the day and started working to incorporate what I learned into my refined thesis that I could present to the class. Being there wasn’t just about attending a great event, but taking insight from it just as any professional investor would.

Opportunities like this aren’t what I expected when I entered the program, but I’m fortunate that I was able to participate. As the OFP continues to grow in richness and engagement and students prepare to be job ready, it only makes sense that more of these real-world opportunities happen. This defining experience only reaffirmed my interest in an investment management career.