Alex Banoczi

Goizueta has a strong reputation of building upon key leadership skills to help students advance their career – something Alex Banoczi was looking for in an MBA program.

While Alex was ready to lead large teams of people, he also knew he wanted to be fully prepared for what responsibility that may bring. “I wanted to make sure that when I stepped up into those executive leadership positions, I really understood both the pitfalls and the success pieces that I needed to focus on. I knew that an MBA would help me better understand how to lead those 20-, 30-, 40-person teams, identify who to mentor, who to coach, how to delegate, and how to really succeed.”

The North Carolina-native soon landed on Goizueta’s One-Year MBA program known to have a strong focus on leadership development. From the Certificate for Advanced Leadership to the Leadership Coaching Fellows and much more, Alex quickly found ample leadership opportunities. “There are innumerable opportunities where I can learn how to not only be a great leader, but have some of those key failure moments in a safe environment where I can take those lessons and implement them in my future job.”

Alex has enjoyed learning in that safe environment and opening up to his cohort. One of the key elements at Goizueta that originally appealed to Alex was the program’s small-by-design feel. “The community has just been fantastic and transformational to me. I think it's not only because it's small-by-design, but it focuses on a cohort of individuals, both faculty and administration, and then also the students on openness and kindness.”

During his undergrad, Alex had a passion for mentorship and people development - something he never even considered bringing into his future career. However, after connecting with his cohort and having several opportunities to mentor at Goizueta, he looks forward to bringing his passion for human capital and people development back to Deloitte as a senior consultant post-MBA. “I had so many opportunities to help peers, assist those around me and be a hand on their shoulder. There has been such a focus from our professors on what I like to call executable strategy. You could have the best growth strategy thoughts in the world, but if you don't make those learnings a habit within the organization that you are teaching and training, it's not going to stick.”