Tayla’s Take: From The ‘Big House’ To Big Ideas

It’s difficult to distill four years of growth, challenges, and discovery into one article. But if there’s one thing the Ross School of Business at the University of Michigan taught me, it’s that clarity comes from reflection. As I prepare to take my next steps beyond Ann Arbor, I’ve reflected on the moments—both big and small—that shaped not just my career path, but the person I’ve become.

When I first arrived at Ross, I remember standing in the Winter Garden and feeling a whirlwind of emotions: excitement, possibility, uncertainty. I was surrounded by brilliant students from across the country (and the world), each with diverse experiences and ambitions. That environment immediately challenged me to ask myself a question I’d continue to revisit: What do I want to do with this opportunity?

For me, a pivotal memory was BBA Meet the Clubs. The Winter Garden was packed wall-to-wall with first-year students eager to explore their options and upperclassmen proudly representing the organizations that shaped their Ross journey. It was loud, chaotic, and electric—it was the first time I truly felt like I belonged. That moment gave me not just clarity, but confidence. I didn’t have to have it all figured out yet. I just needed to be present, get involved, and let myself grow.

ACADEMICS BEYOND THE CLASSROOM: THE ROSS CURRICULUM IN PRACTICE

At Ross, the academics aren’t confined to lectures or exams. The classroom is just one part of the learning experience—what truly defines the curriculum is how often we’re asked to apply what we learn in real-world, team-based contexts.

In my sophomore year, I enrolled in BA 200: Businesses and Leaders: The Positive Difference, taught by Professor Cheri Alexander. Her teaching style was dynamic and bold, and her belief in the potential of students was infectious. What stood out most was the consistency of teamwork across the semester. Working with the same group throughout the course helped me better understand how to build trust, navigate disagreements, and leverage each team member’s strengths, including mine. Later, I enrolled in BA 319: Developing Global Competency, also taught by Professor Alexander, which helped prepare me for my semester abroad in Paris. Her influence extended beyond the classroom; she helped me understand how leadership and global competency intersect.

That same rigor and depth carried over into the Ross Integrative Semester (RIS) during my junior fall—a required, intensive semester for BBA students focusing on integrative learning and teamwork, with a comprehensive group project taking place in each of the courses, and one capstone stemming across all four subjects. Managing five concurrent group projects while enrolled in Business Law and Ethics, Management and Organizations, Technology and Operations, and Business Communications taught me more about time management than any productivity book ever could.

The RIS capstone was an entrepreneurial challenge presented by the Zell Lurie Institute—our group had just a few short weeks to pitch a venture focused on impactful health and wellness. We had free reign to choose any industry within the theme we wanted and the same was true when it came to our “product offering.” After many days of trial-and-error conversations, our team landed on our idea of choice: mobile hygiene buses operating in densely-populated areas with high rates of unhoused individuals. As a team, it was an incredibly rewarding experience to take the time to identify key areas for our idea, estimated costs, and modes of funding—all to present it in front of a panel of alumni judges with experience in the field. It was chaotic, intense, and completely unforgettable. Looking back, RIS wasn’t just a semester—it was a masterclass in managing complexity, ambiguity, and pressure. And it prepared me more than anything else for life after college.

COMMUNITY AND CULTURE: THE PEOPLE WHO MADE ROSS FEEL LIKE HOME

One of the things I love most about Ross is that it attracts ambitious people who want to do big things, but they don’t do it at the expense of others. The community is collaborative, energizing, and deeply supportive.

I owe so much of my development to the people around me. Raymond Kim, a close friend and mentor I met during my first year through my professional business fraternity, has been an anchor in my college journey. His thoughtful questions and candid advice have helped me navigate some of my toughest decisions. He has consistently pushed me to reflect deeply, think long-term, and believe in myself – even in moments when I doubted my capabilities.

Another mentor who’s had an enormous impact on me is Kimberly Williams, the Assistant Director of Transfer and Outreach Initiatives at Ross. Through my work as a BBA Ambassador, I had the privilege of partnering with her to represent the school to prospective students and families. Kim’s energy and commitment to inclusion are inspiring, and she taught me that leadership often means showing up for others when no one is watching. She reminded me that giving back isn’t just a responsibility—it’s a privilege.

I also saw the strength of the Ross community during recruiting. I remember reaching out to alumni at firms I was interested in and being amazed at how quickly they responded and how generous they were with their time. Their guidance helped me navigate not just interviews but the bigger questions—What kind of environment do I thrive in? What values matter to me in a workplace?

That kind of support made all the difference. I’ll never forget one of my first networking calls with an alum, Nick Patel. Not only did he generously take the time to speak with me and answer my early questions, but he’s continued to stay in touch—making a point to connect every time he returns to campus for recruiting events. Having built a relationship with someone who supported me during some of the most pivotal career decisions I’ve faced—and knowing he’s someone I can continue to lean on as I move forward—brings a sense of reassurance that’s truly invaluable.

EXPERIENTIAL LEARNING: REAL STAKES, REAL GROWTH

One of the defining features of Ross is its commitment to action-based learning. Whether it’s consulting for real companies, working with nonprofits, or pitching to actual investors, Ross students are constantly placed in environments where theory meets practice.

My senior capstone MAP project was one of the most rewarding experiences I had. Our team was paired with Madina Village, a nonprofit focused on creating a culturally sensitive senior housing solution in Southeastern Michigan. Our task was to develop and scale the entire senior living community. From there, we developed the materials and resources necessary to pitch the community to developers, investors, and prospective residents. It was the first time I truly felt the weight of real-world business decisions. There were no case answers in the back of the textbook—only challenges we had to tackle through research, interviews, and teamwork. But what made that weight feel even heavier was knowing that anything we didn’t accomplish by the end of our semester would be passed off to the next year’s capstone team—delaying the project’s progress, funding, and real-world impact even further. Every day, it was clear: our time was limited, and our output mattered. That sense of urgency and accountability, to keep momentum alive for a mission that could improve lives, was unlike anything I had felt in a classroom.

The experience opened my eyes to the intersection of social impact and business strategy. It also taught me how to lead in uncertainty, take initiative when no one has a roadmap, and stay grounded even when things don’t go as planned. More than anything, it reaffirmed that I want to work on problems that matter.

CAREER EXPLORATION: MORE THAN JUST A JOB OFFER

When I arrived at Ross, I had a vague idea of what I wanted to do, but I didn’t yet understand why. Ross gave me the space, structure, and support to explore my interests, meet industry professionals, and refine my definition of success.

Through on-campus recruiting, coffee chats, and conversations with alumni, I explored roles in consulting, private equity, and tech strategy. I started to realize that it wasn’t just about what I was good at doing. It was about what energized me, what kind of team dynamics I thrived in, and what tradeoffs I was willing to make.

My understanding of success matured over time. It’s no longer about chasing the highest offer—it’s about alignment. I wanted a role where I could keep growing, solve complex problems, and surround myself with people who challenged and inspired me. At the same time, I knew I wanted to be in New York City, to live independently, and to have financial stability. Figuring out which of those goals to prioritize wasn’t easy, but Ross gave me the framework and perspective to confidently make that decision.

That’s ultimately what led me to PwC. The role aligned with my interest in strategy and problem-solving. More importantly, the culture stood out. Everyone I met throughout the interview process—from partners to recent grads—was intellectually curious, collaborative, and genuinely invested in helping others grow. The firm’s presence in New York City also gave me the opportunity to live in the environment I’d always envisioned for myself. It wasn’t just the right job—it was the right fit for where I am and where I want to go.

IMPACT AND IDENTITY: WHAT ROSS HELPED ME DISCOVER ABOUT MYSELF

The most significant transformation I experienced at Ross wasn’t academic or professional. It was personal. I came in unsure of my leadership style, hesitant to speak up, and often afraid to take up space. Four years later, I leave with a voice, a point of view, and a stronger sense of self.

Ross taught me how to lead authentically. I learned how to speak with conviction, ask for help when needed, and advocate not just for myself but also for those who weren’t always in the room. I developed confidence in public speaking, managing teams, and navigating fast-moving environments. Much of that growth came through hands-on experiences—whether it was facilitating team discussions in MAP, leading club meetings, or presenting to industry professionals during case competitions. I learned to lead not by emulating others, but by leaning into my own strengths and values, even when it felt uncomfortable at first.

My identity evolved from that of a student chasing credentials to that of a leader shaping outcome. I no longer felt like I had to check every box or follow a perfect path. I realized that doing something meaningful doesn’t mean doing everything perfectly; it means showing up, being intentional, and continuously learning.

LOOKING AHEAD WITH GRATITUDE AND AMBITION 

I came to Ross hoping to build a career. I’m leaving determined to build a legacy.

This fall, I’ll be moving to New York City to begin my full-time role in management consulting. It’s a step I’m proud of, not just for the title or the opportunity, but because it’s aligned with who I am and where I want to go. I’m excited to be surrounded by sharp thinkers, big problems, and fast-paced learning—demands I realized how much I value since starting at Ross. But I know that no matter where my path takes me, the values and lessons I learned at Ross will continue to shape how I show up.

Ross has given me more than a degree. It’s given me a mindset, a community, and a belief in what’s possible. For that and everything else, I’ll always be grateful to have Gone Blue.

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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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