Patagonian Lessons in Leadership

Now that we’ve returned to the joys of modern plumbing and food that hasn’t had to be rehydrated, there’s been time to reflect on our expedition in Patagonia.

Some students refer to the trip as “Patagucci,” the implication being that an opportunity to earn 3 academic credits while hiking in the Chilean wilderness must be a business school boondoggle. I’m fairly sure the mental image conjured by most people is of a bunch of students decked head-to-toe in Patagonia mountaineering apparel, sitting around a campfire with marshmallows, singing camp songs. The reality was very different. As arduous as the journey was, each of us came back grateful for the experience. What’s more, we walked (or in some cases, hobbled) away with some important takeaways on leadership and team dynamics.

  1. Embrace uncertainty- don’t avoid it. There were so many moments when we faced risky and unpredictable situations. We had to make decisions with very little information. We’d start out on a promising route and have to change our strategy partway through because the way we’d chosen was impassable. In some sense, this was the way in which the trip was most analogous to the business world- leaders face constant uncertainty in daily operations. Sometimes the greatest measure of the leader is not how well they plan, but how well they adapt to circumstances.
  • Facts vs. the narrative. In every situation, there are the objective facts and the story we tell ourselves about those facts. E.g., We’ve been hiking for 6 hours. My pack is roughly half of my body weight. My feet are blistering in my sodden boots. These are all indisputable things that are happening- we have no control over the facts. The question becomes: will we choose to look for the best in a situation, or the worst? Some of the most effective leaders in history are those who are able change the course of events just by shaping the narrative around them.
  • When you make a decision, own it. On my day as designated leader, I had a lot of doubt regarding whether I was making the best decisions for the group, or if there was a better option. I felt personally responsible for the well-being of my team, and wanted to make the day as smooth and easy as possible for them. That was not to be! I had to do the best I could with the information I had, and then stand by that choice and not second-guess it. No one wants to follow a leader who is constantly apologizing for their decisions, or wishing they had done something differently. Leaders should learn from their mistakes, but should also be able to distinguish between mistakes and circumstances beyond their control.
  • Your team is crucial. We had a lot of really tough days during this expedition. Each of us was tested in different ways. No matter how bad things got, I always knew I could rely on the people in my group. I was so grateful to be part of a team that worked every day to be positive, supportive, and helpful to one another. There were days when it was so hard to stay optimistic, or even be pleasant, and hardly anyone complained, even despite great hardship. Our success was due to everyone’s positivity, selflessness, and work ethic. I realized how crucial it will be throughout my career to have a good team to fall back on when times are hard.

As challenging as the trip was, I miss it. There was a beautiful simplicity in having to do nothing more than get from Point A to Point B in a day. There was a sense of pride and resilience. There was a daily feeling of gratitude. It was the hardest thing I’ve ever done, and also one of the most rewarding.

On the Trail with CBLE2

Other global immersion programs can keep their 3 and 4-star hotels, their balloon rides over temples, their drinks by the beach and their multi-course meals. On GIP Patagonia, we sacrificed toenails, patches of skin, broken trekking poles, and boots whose soles detached mid-trip. With our blood, sweat, and tears, we put the “immersion” in global immersion program. It was worth every blister and bruise.  

This is an account of Columbia Business Expedition 2’s (CBLE2) trek through Cerro Castillo National Park.

DAY 1: The Expedition Begins!

The class travels to NOLS headquarters outside of Coyhaique, Chile to sort our gear, collect rations, and pack backpacks. Most packs weigh in at about 50lbs each. CBLE2, which consists of 10 CBS students and 2 NOLS instructors, is transported 2 hours to the drop-off point, where we make camp in a field for the night. Our instructor, Pablo, delivers a memorable and extensive demonstration on the proper technique for defecating in the woods. We learn how to light WhisperLite stoves and pitch tents. Then it’s early to bed in anticipation of our first full day of hiking.

The entire class for GIP Patagonia, pre-departure

DAY 2: Into the Breach

Distance Traveled: Approximately 2km in 8 hours

Our goal for the day is to follow the river through a forest, about 6km to camp. We set a route based on the topographical map, avoiding areas with closely-grouped contour lines, which denote steep elevation gains. Each contour line represents about 20m rise in elevation. What the map does not show is gain below 20m. Nor does it show the state of the forest itself, which consists of lenga trees. These trees, along with thorny calafate bushes, grow thickly throughout the terrain.

The lenga forest
Photo: Katherine Bergstrom

This translates to 8 hours of bushwhacking through the forest, struggling through vegetation, pulling ourselves up 10-12m ravines by prickly calafate bushes. We go as far as we can until the sun is close to setting, and then we make camp. We know that we haven’t made our intended destination for the day (we will later realize that we have only trekked 2 of the 6km we’d set as a goal for the day), but the terrain is too technical to risk hiking in the dark. There isn’t any flat land on which to pitch tents, so we hack shallow pits into the dirt and string up tarps as cover overhead. Our backpacks go under our feet to keep us from sliding down the slope, and we sleep shoulder-to-shoulder, 5 people per tarp. In the middle of the night it starts raining, but we are too tired to care.

Jamie Merolla (’19) executes our first river crossing

DAY 3- And Then There Were Nine

Distance Traveled: 2km in 4 hrs

On day 3, we encounter our first group setback as a team member is medically evacuated. She experienced significant knee pain during the hike the day before, and was afraid that she had aggravated an old injury. In consultation with our NOLS instructors, she decides that she should turn back and not complete the expedition. NOLS instructor Pablo, Jamie Merolla (’19), and Lorenzo Casalini (’19) mobilize as an evac team to hike her back to the drop-off point, where NOLS will collect her and bring her back to base camp for medical examination.

The rest of the group, led by NOLS instructor Mita, will continue to the site where we had intended to camp the day before and wait for the runner team to return to us. Four hours of bushwhacking later, we make camp next to a huge drainage.

DAY 4- And on the Fourth Day, They Rested

The group rests and waits for the evac team to find us, which they do my mid-afternoon. The bad news: after 3 days of hiking, we still haven’t reached our destination for day 1. This effectively means that we have no cushion in our route; we will have push harder to make up the time lost.

DAY 5- La Playa, Found

Distance traveled: ~6km in 6 hrs

For the first time, we split into two student-led teams of 5-6 people. Over the course of the expedition, each student will have an opportunity to lead a team for the day, setting the route, navigating the terrain, and engaging in consultative decision-making. Each team is self-sufficient, carrying enough gear and supplies so that if for some reason we don’t reunite at set meeting point at the end of the day, we can still camp comfortably and safely.

Fortune finally smiles on the group. My team, led by Thirza Koppert (’19), drops out of the lenga forest to the river. We hike along the dry river bed and make good time to camp. We even overshoot our goal for the day, making it further than we’d hoped, which is a real morale booster. Both self-sufficient teams celebrate by washing our clothes in the river, sunbathing, and building a small bonfire on the bank after dinner. Spencer Flasjer (’19), whose rallying cry has been, “Vamos a la playa!” (“Let’s go to the beach!”) is delighted.

DAY 6- Alpinists

Distance traveled: ?km in 7 hrs

We leave the lenga forest to hike into alpine territory, almost 600m up. Now that we are out of the forest and above the tree line, I’m finally able to enjoy the scenery past my own boots. Our route is up through a mountain pass, over a saddle, and down to a glacier lake. The ground is nothing more than loose scree over sheer cliffs that drop into the valley. The higher we get, the more thrilling the view, and the more dizzying the drop. The terrain makes several of us uneasy (especially those afraid of heights), but we press on without complaint. Also troubling is the fact that the tops of Moni Vinuales’s (’19) brand-new hiking boots have started separating from the soles. Pablo has attempted to cobble them back together using duct tape and needle and thread, but it’s a losing battle. We’re not sure what alternative Moni has, since her only other pair of shoes is an old pair of running shoes- not ideal for trekking.

After a tough slog upwards, the glacier lake is a beautiful sight- the blueness of the water is inconceivable. There’s only one problem: there’s no shoreline around the lake, and we have to pass to the other side. There is, however, a ring of snow that has accumulated around the rim, and we hike through it. At one point, Mita says to me, “Elizabeth, please slow down. If you slip and fall into the lake right now, I can’t help you.” I pick more carefully over the snow.

We make camp on the other side of the lake. The view is spectacular- on one side the lake, on the other a cliff that drops down over 100m into the next valley. There is no dirt in which to drive our tent stakes, so Pablo and Mita show us how to anchor the tents using big rocks. We try to find spots next to boulders to shield our tents from the wind, which is gusting forcefully. Once it gets dark, we stay up as late as we can stand in the cold and watch the stars come out. We all agree that it’s one of the most incredible sights we’ve ever seen.   

Before we turn in, the instructors casually remark, “So tonight we need you all to make sure you’re packed up so if the wind gets too high and we have to evacuate in the middle of the night, you can grab your stuff quickly and go.” When we ask if that is likely, Pablo shrugs and says, “Yeah.” Each time the tent is buffeted by the wind during the night (read: several times an hour), I’m up like a shot, waiting to hear Pablo and Mita yell for us to leave. We make it through without incident, however.

DAY 7- Taking the Helm for the Day

Distance traveled: ~6km in 8 hrs

 “Oh [expletive],” is my first thought on day 7. It is my day as designated leader, where I will take one of the two self-sufficient teams through our planned route. Today we are descending back into a valley, down a very steep and precarious rock face, with lots of small, loose rocks. What concerns me when I wake up is the sound of rain- and wind- on the tent. Safety is my primary concern, and the already technical route has become riskier with the inclement weather.

We make it down safely, thanks in large part to Max Esteves (’19) and Ben McCabe (’19), who act as scouts, helping determine the best path for the team. At this point, Mita has traded her hiking boots for Moni’s old running shoes, and is hiking with very little support or traction. I am trying to be mindful of her situation as we hike. Once we get properly into the valley, we are dismayed to find that the forest along the river is much like the one we’ve just left two days ago- filled with steep ravines, huge drainages, and thick vegetation.

I start kicking myself- I feel personally responsible for leading the team through this situation. I’m convinced that I made a mistake, and if I had chosen a different path, we’d be making better time. At one point I turn to Max, an experienced mountaineer, and say, “What could I have done better here? Where did I go wrong?” He looks at me and says, “Hey, this is a tough day. There’s no right or wrong answer. We’re all here making these decisions with you- you’re not alone. This terrain is just difficult.” I appreciate his support, but have a hard time getting out of my own head.

We make it to the designated meeting spot about 10 minutes after the other self-sufficient team arrives. They had a similarly arduous day, climbing way up into the forest in a fruitless search for a flat way forward. During our team debrief, my group encourages me to be a more assertive leader, and to work harder at fighting off self-doubt.

DAY 8- A Taste of the Good Life

Distance traveled: ~8km in 8 hrs

Eureka: my cooking group realizes at breakfast that hot oatmeal, peanut butter, and chocolate transform into an alchemical combination. Try it at home, it’s delicious.

The expedition is winding down, and we are racing towards the finish point. Our goal for the day is to get out of the lenga forest once and for all, and make our way to a lake, where we will camp. The next day we’ll locate the first trail of the expedition and follow it to the pickup point. Easy peasy, lemon squeezy. Probably a close translation of what Icarus said right before he took his wax wings for their first test flight.

Somehow my self-sufficient team is incredibly fortunate, and after a steep ascent, we find a cattle trail. No longer required to bushwhack, we make our way into a series of lush fields, with tall grasses, sweet-smelling clover, and small clumps of cattle. We are giddy with happiness. We arrive at camp at around 6pm, and pitch tents under a grove of cherry trees, which we raid and stuff ourselves with fruit.

Darkness gathers, and around 9pm, we realize that the other team isn’t coming. We assume that they were unable to find the trail that we stumbled across, and had to make camp for the night elsewhere. NOLS protocol dictates that if one team isn’t able to make it to the meeting point on the designated day, they have until noon the following day to catch up.

DAY 9- Sweet Reunion

Distance traveled: ~6km in 10 hrs

By noon, the other self-sufficient team hasn’t yet arrived, and we are starting to worry. Our team has had a leisurely breakfast (a makeshift cherry cobbler made from leftover granola, butter, sugar, and local cherries), filled our water bladders, packed our gear, and enjoyed spotting wildlife- 3 condor and a fox. We are about to strike out in search of the other team, when they straggle in around 1pm, clearly exhausted. They have been hiking since 7am, after a particularly grueling previous day. While we had crossed the river and ventured across the left side of the forest, they had stayed on the right, only to learn that there was no way to reach the lake from that side. They had to backtrack and cross the river to make it to the meeting point.

I ask Spencer what had been the toughest part. He says, “Where we camped, there was no real water source. There was ground water falling down the mountain, but it was more of a trickle than a stream, and we had to dig to get to it. It was getting dark, and I was sitting alone, holding my water bottle in one hand, and tapping drops of water off of a leaf into the bottle with the other hand. All of a sudden, my nose started bleeding, and I realized I didn’t have enough hands, so I sat bleeding until I finished filling my water bottle.”

We give the other team an hour regroup and rehydrate before setting off for our final hike. We hike up into the mountains, searching for a part of the trail that the map indicated would lead us down to a flat plain, where we can walk on a service road out to the pickup point. However, we never find the split in the trail. We keep ascending until close to sundown, at which point we realize we have to get off the mountain quickly before dark. We have already called NOLS to see if we can push back our pickup time for the next day, but they respond: “Pickup is at 7am. We can’t change the schedule.”

Finding our way off the mountain is the first time I have seen either Pablo or Mita a bit unsettled. There is no trail, and we are forced to find our own way down a sheer cliff face. At certain points, we remove and lower our packs down the mountain, and then rappel down without ropes or harnesses, using only califate bushes (we have all taken to wearing winter gloves while hiking to minimize the number of thorns that embed themselves in our hands), or cracks in the rock as hand and footholds. Everyone is tired and dehydrated, particularly the team that has been hiking since 7am. After a hairy scrabble down the mountainside, we reach the plain around nightfall. We ford our last river and hike another 4km up the service road to the pickup point. We make camp at midnight. We have hiked about 10 hours all together; the team that was delayed has hiked 16 hours in one day.

Lorenzo Casalini (’19), looking at the mountain we had just rappelled down

DAY 10- Back to NOLS

We are up at 6am to pack up and ready ourselves for the bus back to base camp. We fill out evaluations and paperwork en route. Once we unload at NOLS, we have to go through gear check, cleaning out tents, washing backpacks, returning unused rations. Then we are allowed to shower for the first time in 10 days. My hair is so greasy that I have to wash it twice before the shampoo suds. Our legs boast constellations of bruises.

We are too exhausted to really reflect on the experience. We head back to Coyhaique to eat our way through the town.

A Look at the Role of Business in Conservation in Chile

The pre-trip coursework for GIP Patagonia included an article about the conservation of 10 million acres in Chile, the result of a public-private partnership between the founder of the North Face brand, Douglas Tompkins, and the Chilean government. Mr. Tompkins’s conservation organization donated 1 million acres that he acquired over two decades; the Chilean government donated the remaining 9 million. The land forms the Patagonia National Park system, which is “more than three times the size of the Yosemite and Yellowstone parks combined,” and “expands Chile’s national parklands by nearly 40 percent.” The park is now untouchable by mining interests, as well as the logging industry and ranchers, who want to capitalize on the country’s natural resources. This endeavor highlights a unique example of “doing well by doing good;” instead of bulldozing forward and achieving his vision on his terms, Mr. Tompkins struck a compromise and partnered with the Chilean government, to their mutual benefit.

Wilderness worth preserving

A couple of details make this story remarkable: first, the deal rose out of a desire for social and environmental good, as opposed to a pressing business need. A growing field of study at CBS is how businesses can profit from social impact. In this case, Tompkins’s brand prospered, and then he leveraged his personal wealth to benefit a place he loved. The upshot is a lasting legacy for Mr. Tompkins and Chile, as well as indirect benefit to North Face’s brand.

Second, so many companies want to exert change on their own terms- tax incentives in exchange for bringing business to cities; funding projects in exchange for branding and publicity. Communities often question what motivates corporations to bankroll change. The more land Mr. Tompkins purchased, the more backlash he received: he was stifling the economy (the business community); he was putting Chilean sovereignty at risk (military officials/ politicians); he was attempting to exert foreign control over the country (leftists, nationalists); etc.

Many Chazen trips focus on change and innovation- how countries are developing to meet new challenges and improve the lives of their citizens. What often goes unexamined is whether certain cultural aspects deserve to be preserved. Is all change positive, or is the issue more complex? Chile is still grappling to balance economic progress and environmental preservation. While we were hiking, our NOLS instructors told us that just outside of the park, a mining company is looking to buy up huge tracts of land. The local community is divided about the prospect- some feel it would bring more jobs to the region, while others feel it could damage tourism, which is currently a huge economic force.  Questions like this will continue to arise in Chile and should be an integral part of the GIP Patagonia coursework.

The Rise, Fall, and Rebirth of Myanmar

“If you look on the banks of the Irrawaddy, you can see the combination of land, labor, and capital that developed from the time the British empire took control of Burma and transformed it to the largest rice exporter in the world by the beginning of the 20th century,” Sean Turnell says as he points to several British colonial buildings in Yangon’s commercial sector. You can clearly see what he means as taller buildings sprouting up across Yangon have dominated the skyline shared with cranes peppered in every direction as more infrastructure development looms.


“For 10 years, I was on the blacklist by the government and couldn’t come here. But since 2010, the development of this city has been incredible.”

Sean Turnell is an Australian economist that has worked in Myanmar for the better part of his life. His path was not straightforward, but through a series of different economic roles, he finds himself in a seemingly important position. While simultaneously working for the Myanmar Development Institute (MDI) as a senior adviser, he also holds the position of Special Economic Consultant to the State Counselor (essentially the Prime Minister of Myanmar), a role created specifically for Aung San Suu Kyi.

Aung San Suu Kyi, the de facto leader of Myanmar

Sean painted a picture of colonial Myanmar under British rule as one of the major cities of the empire, appropriately dubbed the “rice bowl of the British empire.” It thrived under British rule and created a dominant player in Southeast Asia.

However, after receiving independence, the country transformed into an authoritative military regime. Sean described what followed: “when the military took power, they destroyed all the universities. After the 1988 demonstrations, they dispersed the faculty. They never wanted students to congregate together. They reduced the standards across the board and corrupted the system.”

The fight between reformers and the military regime has been going on for decades, only recently seeing an opening of the country to the rest of the world with the election of the National League for Democracy (NLD) led by Suu Kyi. Because of these policies, Myanmar has seen an influx of foreign direct investment and tremendous growth. Last year, the country experienced 6.2% GDP growth, putting it at the 10th fastest growing economy in the world and 2nd in Asia. “Basic fundamentals are in place, which makes Myanmar a very promising market,” says Nevcan Gungor, a CBS alum who holds the position of Chief Investment Officer for an infrastructure conglomerate Shwe Taung Group. She goes on to explain the recent laws benefiting privately-owned companies: “The 2016 Arbitration law was crucial to the opening of the country. Having a basic rule of law and contract enforcement has really helped the business climate and contractual systems.”

Nevcan continued to say that the current government is trying to find the right balance between economic development versus social and sustainability development. The NLD feels that in a lot of other developing countries, economic development came at the expense of social development. So, the Myanmar government’s focus is to balance these two and enable growth while taking these considerations into account.

Last year in 2018, the NLD released the Myanmar Sustainable Development Plan (MSDP) which lays out the framework of where the government sees the development of the country. This has largely been received with positive reviews, but there still remains a number of challenges to accomplish this plan. Among those are political stability, lack of institutional infrastructure to support investment, economic policy uncertainty, and access to sustainable/long-term finance.

Particularly within the financing component, there is significant foreign exchange risk. Most of the financing is done in USD, but businesses operate using the Myanmar Kyat. Any fluctuations in the exchange rate can greatly expose companies.

For example, a recent drop in exchange rates hurt JJ-PUN when they purchased a stockpile of working capital thinking they would expand rapidly, but lost over $1 million and nearly all their profit from 2018 within that sector.

A joint venture between Jebsen & Jessen and Serge Pun Associates, JJ-PUN is a conglomerate that operates primarily in Myanmar within the agriculture space. Alex Spitzy, a managing director with the group, spoke to us about these challenges that Myanmar still faces.

Alex explaining their distribution model of agricultural chemicals with dealers and farmers

When explaining the process of bringing new products to Myanmar, he said the government is still a big hindrance to companies trying to compete in Southeast Asia. In order to get products approved, like safer chemicals for farming, companies have to wait 2 years for experimental registration and 10 years for full registration. He has proposed to the government that if the US, Thailand, and other countries have an approved product, why not expedite the registration process for that product? They seem to disagree. 

“I think the current government is too afraid to fail. They are micromanaging and analyzing everything…If you want to get a country from the bottom and raise it up, you have to be daring,” Alex says with passion as he speaks to our group.

He goes on to speak about their mission, “our vision as a company is building a better country for the Myanmar people. We want to upgrade Myanmar…as Serge Pun says, if you do something good for the country, the money will come.”

Burmese students from the Shan State flocked to take pictures with us at Inle Lake

Although there seems like many obstacles are in the way for a complete rebirth of Myanmar as a significant player in Asia, one cannot help but feel optimistic for where the country is headed. The Burmese people have proven to be genuine, kind, empathetic and loving.

Many companies like Proximity Designs also believe in the future of Myanmar and its people. They are a quasi-NGO focused on providing products and services to the rural communities of Myanmar. They work closely with farmers with a hands-on approach of teaching them efficient farming methods.

Jim Taylor speaks with our group at their modern headquarters in Yangon with a panel of employees from each business line at Proximity

“We saw a massive market that was terribly underserved. It’s been neglected by private companies, the government, public services, and even the aid sector which left farmers on their own,” Jim Taylor, co-founder of Proximity Designs, says to our group during the company visit. “If you look at the neighboring countries in Southeast Asia and their transformation, Taiwan, South Korea, Indonesia, Vietnam, and even Bangladesh…the key to rebuilding a country is a strong rural sector.”

The future is bright for Myanmar, as long as the current political trajectory does not falter. People like Sean, Nevcan, Alex and Jim have faith in what this country can and will become. After our first two days of company visits, we are beginning to see the light on the horizon as well.

Oliver Salman (’19) is an MBA Candidate at Columbia Business School

Barcelona: The Trip Before The Trip

Chazen trips really offer it all. A once-in-a-lifetime chance to meet with elite companies abroad, go on guided tours by classmates who are true locals, and endless opportunity to create life-long friendships.

But for those of us headed to Marid, Spain this week, it also opened up the door to one more thing: a weekend in Barcelona. The beauty of going to Europe for Chazen is the proximity of such an amazing city like Barcelona which makes the trip even more special. So a group of 6 of us decided to make the most of this trip across the Atlantic. Our last finals were on Wednesday so after getting our things together, we were off on a Thursday redeye to the Catalonian capital.

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La Sagrada Familia – By Patrick Sofen

Barcelona is a city that truly has it all: the beach, the mountains, the art, the history, the nightlife…you name it and they’ve got it. The city that hosted the ’92 Olympics does not disappoint. While the rest of the trip is organized for us, this was our chance to create our own itinerary and get lost in the meantime.

Our itinerary included a trip to some of Barcelona’s coolest cocktail lounges (one of which included a secret room that was through the kitchen and required a passcode that was hidden in the soap dispenser of a bathroom), a historical bike tour covering 12km of the city and of course a visit to the world-famous La Sagrada Familia. From tapas to papas fritas to sangria, there was no shortage of fun and laughter before our big week in Madrid.

 

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Fat Tire Bike Tours w/ Peter Brown ’19 – By Patrick Sofen 

 

We are now en route on the high-speed train to Madrid and are about to kick off the trip with a soccer game featuring world-renowned futbol club, Atletico Madrid!

¡Vamos!

-Patrick Sofen ’19-

Looking back on it – WHY CBS!

 

tunis4Reflecting on the week we spent in Tunisia I think I speak for all of the CBS students who participated when I say how lucky we were and how amazing the experience was to help our local Tunisian students with their final pitch in the Open-Start-Up Competition finals. This was the first year CBS students got to engage in this activity and the amount we learned from working, chatting and dining with our teammates added a very personal and extremely enjoyable dimension to the trip. We left feeling we had made an impact on our local teammates and more importantly had made friends that we have continued to stay in touch with. It was so interesting to hear the next generations views on the Arab Spring and the Tunisian revolution. We left feeling both extremely optimistic about the changes that had taken place in the country as well as empathetic of the harsh reality the next generation faces. When we asked the students what their dream job would be – a question most of us were asked as kids most of them answered “work in government” and when we asked why that they responded, “that’s the best job you can get here”. While working in government is a great job we were disheartened to hear this seemed like the only option.

Throughout my conversations with locals I did not hear mention at all of the 2015 terror attacks and felt that the Country had moved past them with recent media coverage (Bloomberg) of the country being mostly positive and suggesting that Tunisia will be a top tourist destination in the coming years (https://africanmanager.com/site_eng/tunisia-features-among-bloombergs-22-flagship-tourist-destinations-in-2018/?v=947d7d61cd9a). Reading the blog post summarizing last years trip (2017) I could not help but to feel the country had significantly changed or at least we were given a very different perspective given our close interaction with younger locals.

Major themes touched on by investors and private equity firms were the challenges that continue to arise with currency fluctuations, political uncertainty, and focusing on investing in companies that hedge risk by having a higher percentage of sales as exports. We were extremely impressed when hearing the Tunisian ministry of education and US Ambassador in Tunisia speak about their extremely optimistic views on the education system and the progress Tunisia had made in recent years.

A huge thank you to Professor Jedidi and our TA Fuad Yaghnam for making this entire trip a seamless operation and making sure we were getting 110% out of every experience.

-Sarah Spear ‘18

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Tunisia Open-Start-Up Grand Finale

T5Today was the much-anticipated final pitch competition for the startup pitch competition that we had been collaborating with the Tunisian students with over the last two months. From skype and facebook meetings to virtually meet each other, to building the products, and watching our Tunisian students rehearse  ten times we were all feeling extremely exciting and nervous for the finals. SIX teams total had made the finals and startup ideas ranged from room sensors that would let you know if an elderly person had fallen, relaxing and stress reliving steering wheels for drivers to prevent accidents to a device that turns fire into energy that would allow rural areas in Africa to have access to electricity. Each team was composted of four CBS students and 4-6 Tunisian students. In attendance for the finals was the Tunisian ministry of education, AfricInvest, the US ambassador in Tunisia and Columbia Business School representatives from both the business school and engineering school. The prize for winning this competition was flights and hotel paid for to New York City for the Tunisian team to pitch their business idea at the final pitch competition at CBS in April. For most of the students winning this competition would mean their first opportunity ever to be on a plane and leave Tunisia.

There was nothing more inspiring and nerve racking then watching the judges announce the winners and all of the Tunisian students sitting on the edge of there chairs. My team ended up winning the competition with the idea of turning fire into electricity with thermal engines and there was nothing more rewarding than seeing their hard work over pay off and the smiles on there faces. We asked our teammates what they wanted to do in NYC the responses we got were: go to Walmart, go to the coffee shop with “the girl” (Starbucks) and go to a basketball game – we all had a good laugh and will make sure these Tunisian NYC dreams come true! The opportunity to help the local teams and collaborate in the competition for the first year ever was an extremely rewarding experience that was the peak of the trip! I am excited to see what continues to come out of this collaboration and we can’t wait for our Tunisian friends to land in NYC in April!

-Sarah Spear ‘18

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Tunisia – An Olive Oil Heaven!

Fun fact: Tunisia is in the top 5 largest olive oil producing counties in the world next to Spain, Greece, Italy and Turkey! Today we visited les Moulins Mahjoub an olive oil press run by the Tunisian Mahjoub family in their olive grove. When we arrived at the processing plant we were all surprised at how incredibly manual the entire process of producing extra virgin olive oil was and few of us had any idea of the scale of the operation. Les Moulins Mahjoub is an extremely unique producer as it combines local and timeless craftmanship and the modernity of production standards to create an extremely high quality and high-end product that I must say tasted phenomenal! The olive oil is sold both domestically and across counties in the Middle East, Europe and in the US – we were all surprised and excited to hear that they distribute at a few of our local NYC spots – Dean & Deluca, Whole Foods and have a special relationship with Le Pain Quotidien. We got to tour the processing plant, the olive fields, as well as the packaging plant and then enjoy an amazing lunch made with all the ingredients fresh from the farm. The tour started with the processing plan where we saw the olives being crushed, sorted, and squeezed into baskets to press the olive oil out. After that we wondered out into the olive tree field where groups of 4-5 women were singing and climbing ladders to pick the olives off the trees and have them fall into a net where they were collected and then placed into baskets. We were extremely lucky this year as the weather was 20 degrees celsius and sunny and we were wearing t-shirts and shorts as Professor Jedidi said that in previous years it had been raining and they were unable to visit the fields. The women picking the olives were extremely warm and welcoming and we learned shortly after work on the farm all year even though the picking is only seasonal from October – January.

We were extremely surprised to hear that the majority of Tunisian olive oil is sent to Europe for anonymous blending and to be rebranded. Although last year marked a decline in olive oil production (https://www.oliveoiltimes.com/olive-oil-business/tunisian-olive-oil-production-55-percent/54746) the Mahjoub family seemed optimistic about 2018 production.

CBS students are now educated consumers of olive oil as we know that while many olive oil producers make “extra virgin olive oil” only a few actually don’t mix the oil with water, use manual presses and pick by hand which makes all the difference in taste!

Tonight, we are off to Professor Jedidi favorite dinner and drinks spot that we have been hearing about for the six weeks leading up to the trip! We are looking forward to a live band, Magon (the best Tunisian red wine) and of course an amazing meal after our olive oil filled day.

-Sarah Spear ‘18

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