TWO PATHS:Describe two different and distinct paths you could see your career taking long term. How do you see your two paths unfolding? How do your paths tie to the mission of NYU Stern? What factors will most determine which path you will take?

There are many career paths that fulfill my ultimate goal of making a positive difference in the lives of children—but two appeal to me most. The first is to climb the ranks of a child-focused nonprofit, such as March of Dimes or Ronald McDonald House, from Marketing Manager to CEO. Using the network developed at Stern, I will leverage my marketing background, social impact focus and acquired business acumen to obtain a summer internship, resulting in a Marketing Manager role upon graduation. Effectively bolstering year-round volunteer advocacy, growing grass roots initiatives and building event fundraising platforms, I will aspire to grow into the role of VP of Marketing and eventually CEO.

While I intend to follow this first path, I am excited to search out new solutions to social problems. Should I uncover an innovative and executable resolution to a youth issue, I would be eager to launch my own nonprofit or social enterprise—much like Jane Smith (’12) and John Jones (’12) have done with their development of a special vitamin to reduce calcium deficiency among Asian women.

I believe both paths clearly relate Stern’s mission, as on both I will use 21st century technology to solve age-old problems—such as how to increase fundraising and strengthen community ties. For example, social media are often underused tools for generating donations and maintaining steady communication with supporters. However, since neither tools nor challenges remain static, I will continue to seek out and apply evolving solutions to maximize results.

Also relating to Stern’s mission, as either a nonprofit manager or an entrepreneur, I will be challenged by the ambiguity and uncertain terms of operating a socially-driven business. In both roles, I will embrace a broad perspective of viewpoints in appealing to a wide base of donors or investors. As a nonprofit manager, I will appeal to employees’ commitment to the mission, leveraging passion as a higher currency, to motivate without monetary incentives. As an entrepreneur, I will be challenged to create a compelling and actionable vision to spark support from backers.

Working for an existing nonprofit appears to be the more fluid and clear career transition, as it has an existing framework. Here I will achieve and exceed established goals, and network with coworkers to climb the existing ladder. However, which path I take will be determined by where I can provide the greatest impact.

If I devise a new solution that provides greater significant change for children, I am likely to spring into action to fill that void. However, I would not establish a new organization for the sake of being entrepreneurial—rather, only if I had a unique approach to an unmet need. Also, to launch a new social venture, I will need the support of others already established in the nonprofit community. As my professional experience in this area is currently limited, I may need to first prove myself before branching out on my own. Ultimately, these two paths may not be mutually exclusive, but rather intertwined.