Tayla’s Take: Building Madina Village: How My Ross Capstone Taught Me To Design With Purpose

As a senior at the Ross School of Business at the University of Michigan, I knew my final semester would be defined by one project: Capstone MAP, the Multidisciplinary Action Project. This wasn’t just another class or group assignment—it was a chance to work on a real-world problem with a real-world client. When I was matched with Madina Village, a senior living community designed to meet the cultural needs of Muslim Americans, I didn’t realize how much it would challenge, inspire, and ultimately shape me. Throughout the project, I not only built business plans and financial models, but also learned lasting lessons about teamwork, leadership, and designing with empathy. Here’s what my Capstone MAP experience taught me—and why it became one of the most meaningful parts of my time at Ross.

WHAT IS A SENIOR CAPSTONE AT MICHIGAN ROSS, AND HOW DO YOU PICK IT?

At Michigan Ross, the senior capstone experience is a defining moment of the BBA journey. Every student completes a capstone project, designed to integrate classroom learning with real-world business practice. Capstone options, as part of the BBA Curriculum, include the renowned Multidisciplinary Action Project, the Entrepreneurial Action Project, Financial Statement Analysis, Data Driven Management Decision Making, and much more. No matter which path you choose, the focus is the same: applying business theory to complex, unstructured problems that real organizations face.

The process of selecting your capstone begins early in your senior year. Students are provided with a range of course descriptions across industries, business functions, and organizational types. After reviewing the opportunities, students rank their preferences based on interest, career goals, and skills they hope to strengthen. Capstone matching is a highly thoughtful process, designed to align with each student’s development goals. For me, I was drawn to the Multidisciplinary Action Project (MAP) Capstone because it allowed me the opportunity to connect with local businesses in Southeast Michigan and make an impact. The MAP Capstone option offered for BBAs emulates the MBA required MAP project, which connects them with sponsors on a larger scale—whereas the BBA MAP Capstone is focused on bridging senior Ross students with local nonprofits and small businesses.

When it came to selecting my project for my MAP Capstone, the process was both exciting and strategic. Students rank their preferences from a curated set of project briefs, considering industries, locations, and business functions that align with their goals. For me, the decision was clear. After four years of studying strategy, marketing, and finance – and engaging deeply with service work and underrepresented communities – I wanted a project that reflected those values. When I saw a proposal to develop a senior housing community tailored to the cultural needs of Muslim residents, I knew this was the one.

SELECTING MY MAP PROJECT: WHY MADINA VILLAGE

Madina Village stood out not only for its mission but also for its ambiguity. Unlike traditional consulting or corporate MAPs, this project was rooted in community development and cultural sensitivity. There were no existing financials to optimize or development to support—this was about feasibility, empathy, and vision.

Our sponsor, Najah Bazzy, is a registered nurse and internationally recognized healer, humanitarian, and interfaith leader, who founded and is the founder of Zaman International. She is passionate about providing dignified aging solutions for Muslim seniors. She tasked us with figuring out what Madina Village could – and should – be. From day one, it felt personal. This wasn’t just about market sizing or cost structures. It was about helping a community realize a dream. With such extensive real estate knowledge needed for the project, I knew that the learning curve would be steep, but the impact potential would be even greater.

MEET THE TEAM

One of the most rewarding parts of my MAP experience was working alongside a team of incredibly sharp, driven, and supportive peers. Each of us brought a different lens to the table, and those differences made us stronger. There was Alyssa, Karthik, Adi and I—each of us heading to New York upon graduation. Alyssa and Adi plan to work in real estate finance roles post-graduation, offered a critical eye for zoning, site selection, and layout planning. Adi, working in investment banking post-graduation, spearheaded our financial modeling for the project, and sourced some of our comparable models for design and acreage. I, not having a financial or real estate background like my peers, leveraged my skillset in the project management and broader scoping side of things, as well as handling all our logistics with our sponsors and helping launch and conduct our survey.

Together, we didn’t just divide tasks—we complemented each other’s strengths. That dynamic was especially important when we hit roadblocks, like when we had to balance affordability with a desire for high-quality amenities. At one point, we were torn between recommending a larger facility with broader reach and a smaller, more community-focused site that was easier to build but harder to scale. Karthik pushed us to map out phased construction timelines, while Alyssa helped simulate different layouts. Adi worked on modeling the cash flows for each scenario, while I launched our interview process for feasibility testing. It was a true team effort, and the final solution reflected everyone’s input—both practical and creative.

UNDERSTANDING THE PROBLEM BEFORE OFFERING SOLUTIONS

Before we touched a spreadsheet or wrote a project plan, our sponsor emphasized one thing: listen first. The Madina Village concept wasn’t just about buildings—it was about dignity, tradition, and belonging for aging Muslim Americans. Our team had to understand not just the senior housing market, but the lived experiences and expectations of a deeply underserved demographic.

We immersed ourselves in user research. That meant interviewing seniors, caregivers, cultural leaders, and healthcare professionals. We asked about everything—from religious accommodations and dietary preferences to feelings of loneliness and community disconnect in existing facilities. These conversations reshaped our entire framework. Instead of starting from what was possible, we started from what was needed. It was a powerful lesson in humility and design thinking.

BALANCING VISION WITH BUSINESS REALITIES

Our sponsor’s vision for Madina Village was both inspiring and ambitious: a culturally tailored, intergenerational senior living community that offered more than just housing—it offered purpose. But turning that vision into a viable business required difficult trade-offs. Could we build amenities like prayer halls and daycares while keeping costs manageable? How much would land acquisition and zoning compliance realistically cost? Could we find financing models that made it accessible to middle-income residents?

The project’s final scope required eight different deliverables, including two detailed financial models, simulating different build scenarios and forecasting occupancy rates, operational costs, and funding mechanisms. Each number had to honor the heart of the mission without compromising sustainability. We also needed to conduct a survey within Southeast Michigan to identify the needs and wants of our potential residents. At the same time, we had to conduct 1:1 interviews for feasibility testing with survey respondents, developers, and architects in the area. From there, we used this information to identify the ideal acreage and potential plots of land available in the preferred locations, and outline a potential blueprint. Our sponsor encouraged us to stretch our thinking while grounding it in reality—a balancing act I expect to repeat in many future roles.

NAVIGATING AMBIGUITY AND SHIFTING SCOPE

One of the biggest challenges we faced was the evolving nature of the project. Unlike traditional corporate MAPs with defined deliverables, Madina Village required us to embrace ambiguity. Some weeks, we were focused on conducting market gap analyses and benchmarking similar communities around the U.S. Other weeks, we were redesigning community amenities based on feedback from religious leaders or drafting zoning compliance summaries.

Our sponsor was deeply involved and constantly pushed us to re-evaluate our assumptions. When we thought we were finished with our cost-benefit analysis, she asked us to re-run it using a different financing timeline. When we proposed a campus layout, she challenged us to think more holistically about social interaction across generations. The experience wasn’t linear, making it all the more rewarding.

BUILDING A RELATIONSHIP, NOT JUST DELIVERABLES

Perhaps the most unique aspect of our sponsor relationship was its collaboration and openness. She didn’t see us as “just students”—she treated us like consultants, stakeholders, and thought partners. That gave us a high level of ownership and made us feel personally connected to the outcome.

Throughout the project, our sponsor was a client and a mentor. She shared stories about her patients, the systemic gaps in elder care, and her dream of creating a space where elders could age with joy and intention. Those stories became the emotional foundation of our work. We weren’t just designing a senior housing concept but helping build a legacy.

FINAL PRESENTATION AND FEEDBACK

In our final presentation to our sponsor and external stakeholders, we shared a comprehensive strategic recommendation: an overview of resident demand, a tailored list of amenities, zoning requirements, and a multi-phase implementation timeline. Our team had the honor of extending the invitation to attend our final presentation to local mayors and supervisors in the area—hosting the mayors of Dearborn ad Farmington Hills and the supervisor of Canton. This was an incredible opportunity to showcase what we spent our semester working on to a broader audience—while also generating the conversation between stakeholders on how to progress. We even developed a visual mock-up of the community grounds to showcase the spirit of Madina Village, and two separate pitch decks to share the vision and future of Madina with both prospective investors and residents.

The feedback was overwhelming. Our sponsor said that we had helped her clarify and crystallize a vision that had been in her heart for years but hadn’t yet taken a tangible form. That moment underscored what made this MAP experience so special—it wasn’t just about what we delivered, but about the transformation we experienced in the process.

OUR FINAL RECOMMENDATION: ROOTED IN INNOVATION

By the end of the project, we delivered a strategic roadmap that addressed both short-term feasibility and long-term vision. One of our most meaningful recommendations we proposed a modular construction strategy that could reduce upfront costs while allowing the community to expand as demand grows. This method preserved financial flexibility while maintaining design consistency aligned with Islamic architectural principles. We also recommended the inclusion of an intergenerational daycare center on-site, allowing young children and seniors to interact regularly—an approach shown to improve mental health outcomes for both age groups.

Our sponsor appreciated that we weren’t just proposing a building, but a model for community-based aging that could be replicated in culturally specific contexts across the country. It was validating to know that the ideas we presented weren’t just viable—they were visionary.

LESSONS ON TEAMWORK

The project tested our team in every way—time management, communication, conflict resolution, and collaboration. With no “playbook” to follow, we had to establish roles quickly, stay flexible, and learn how to disagree productively. Some weeks, we were deep in Excel, projecting construction costs and resident capacity; others, we were designing surveys or mapping site amenities. We each brought different strengths, and it took time to align our pace and expectations. But by the end, our ability to divide and conquer while staying connected made the entire project stronger.

One of my favorite moments came during our final presentation, when we realized how seamlessly we were finishing each other’s thoughts. That confidence didn’t come from talent alone—it came from trust, and from learning how to build a team that works like one. Our faculty advisor, Professor Cristina Eckhoff, was a fantastic guide and support when it came to identifying each individual’s strengths and weaknesses, and allowing us to understand where our skillsets would be best utilized.

LESSONS FOR MY PROFESSIONAL GROWTH

This project gave me a safe space to practice uncomfortable skills: asking tough questions, defending bold recommendations, and making trade-offs in the face of uncertainty. I also gained a deeper understanding of what it means to lead with purpose. Our sponsor didn’t just want a viable business model—she wanted something that mattered. That pushed me to not just think like a consultant, but to act like a founder.

Most importantly, it reminded me that good business isn’t always about the bottom line. Sometimes, the best projects are the ones that sit at the intersection of community, culture, and care. Whether I’m working in consulting, launching a venture, or mentoring others, I’ll carry that mindset with me.

CONCLUSION: DESIGNING FOR IMPACT, NOT JUST OUTPUT

My Capstone MAP project taught me more than any classroom ever could. I walked away with sharper analytical skills, stronger presentation abilities, and a newfound appreciation for the power of culturally responsive design. More than that, I left with a clearer sense of what kind of work fulfills me—and what kind of impact I want to make.

At Michigan Ross, we’re taught to be action-based learners. This project showed me that action doesn’t just mean doing—it means listening, building, and caring deeply. Madina Village may still be a vision in progress, but it left a permanent mark on how I want to show up in the world.

Bio: Tayla Jankowski is a BBA Senior at the University of Michigan Ross School of Business, originally from Royal Oak, MI. Over her three years at Michigan, she has been highly involved in the undergraduate business community. Tayla has served as Senior Vice President of Delta Sigma Pi Professional Business Fraternity, Peer Coach for the Career Development Office, Senior Advisor in APEX Consulting Club, and a Ross Student Ambassador. In the broader Michigan community, she serves on the Center for Campus Involvement Advisory Board and enjoys trying new restaurants around campus. Upon graduation, Tayla will be pursuing a career in management consulting.

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