Executive MBA (EMBA)

Director, Digital Products, Fireblocks

(Formerly with F-Secure, ATC, Emerson et al.)  

Alumnus, '10 MSTM/EMBA

A seasoned marketer with experience in building successful digital, customer-centric strategies to help drive demand generation across multiple verticals. Currently focused on web3 and blockchain technology, cybersecurity, and AI. Passionate about social selling and sharing the voice of the customer. Founder of BeU Marketing, a boutique full-service marketing agency serving small businesses.

Learn more about Paola

Collaboration Engineering Leader, Brown Brothers Harriman 

(Formerly with Marsh & McLean Companies, EY London et al.) 

Alumnus, '11 MSTM/EMBA (Tech)

With over 25 years of experience Derik Bracke is a seasoned IT expert in the field, serving a diverse array of clients in industries such as law, pharmaceuticals, and finance across the globe. Derik has developed a deep understanding of industry dynamics and the importance of strategic leadership. He is very driven by his desire to give back to the community and support the next generation of leaders.

Learn more about Derik

Director, Latin America Animal Health External Manufacturing & Procurement, Merck 

Alumnus, '09 MSTM

With over 35 years of experience, with the last 18+ years in a Fortune 500 company, Paul specializes in global manufacturing, procurement and contracts. He is excited to mentor the future leaders at Stevens.

Learn more about Ralph

Head of Product, Arculus  

(Formerly with Tassat, Liquidnet, Alliance Bernstein, Merrill Lynch et al.) 

Alumnus, MSTM 

Tom D'Eletto is a long-time product leader in companies focused on traditional financial technology and blockchain/web3 startups. Tom is currently Head of Product at New Jersey-based Arculus. Arculus develops crypto hardware wallets, crypto payment devices and hardware authentication devices. Arculus is part of CompoSecure, the world's leading manufacturer of metal payment cards.

Learn more about Thomas

Global Mentoring Director, Women in Big Data 

(Formerly BNY Mellon, NYSE Euronext et al.) 

Alumnus, MSTM/EMBA (Tech) 

A former senior financial technologist professional with 40+ years of experience working on Wall Street developing applications for stock exchanges, brokerage, and banking, Deborah Sgro is currently a certified career coach. She specializes in coaching technology and business professionals at all career levels.

Learn more about Deborah

Your application must include official transcripts from all universities you have attended. These records must show your name, the name of the university attended, enrollment dates, coursework completed, and grades assigned.

You must include a résumé with your application that highlights: 

• Academic record

• Work and internship experience

• Leadership abilities

Your application must include two letters of recommendation. The strongest applications will include one letter from a current supervisor, and one from a former supervisor or previous employer who can speak to your leadership potential and discuss your professional performance. 

This course introduces managers to the essence of business economics – the theories, concepts and ideas that form the economist’s tool kit encompassing both the microeconomic and macroeconomic environments. Microeconomic topics include demand and supply, elasticity, consumer choice, production, cost, profit maximization, market structure, and game theory while the Macroeconomic topics will be GDP, inflation, unemployment, aggregate demand, aggregate supply, fiscal and monetary policies, and exchange rates. In addition, basic concepts in international trade and finance will be discussed.

This course provides students with a rigorous introduction to the fundamental principles of finance. The primary concepts covered include the time value of money, principles of valuation and risk. Specific applications include the valuation of debt and equity securities as well as capital budgeting analysis, financial manager’s functions, liquidity vs profitability, financial planning, capital budgeting, management of long term funds, money and capital markets, debt and equity, management of assets, cash and accounts receivable, inventory and fixed assets. Additional topics include derivative markets.

This course focuses on understanding the interplay of group, inter-group, and organizational factors on the performance of multifunctional teams in technology-based organizations. The course integrates theory and research on multifunctional teams with the skills necessary for effectively managing them. Topics covered include managing decision-making and conflict in multifunctional teams, managing the team’s boundary and inter-group relations, organizational designs that support working cross-functionally, and measuring and rewarding team performance. Cases are used to illustrate the problems of working cross-functionally. Individuals are given feedback on their team management skills.

In a world being reshaped rapidly by technologies at a hectic pace by everything from mobile commerce to social media to blockchains to generative AI, it can get overwhelming for managers to deal with the ambiguity surrounding how to market and sell technology products. This course, geared towards current and future managers, has the primary objective of getting students adept at seeing with how Products, Promotions, Placement, and Pricing of technology products differs from the traditional 4Ps of Marketing consumer products. Students should find themselves well equipped to develop, shape, and pitch technology products, both within their organizations and without.

This course presents concepts regarding the collection, processing, and reporting of financial information in a technology-based business. Managerial accounting and cost accounting, and their uses and limitations will be discussed. Use of financial statements, budgets, and cost estimates in management decision-making will be emphasized. The impact of the risk and uncertainty associated with financial decisions will be illustrated via case studies.

The objective of this course is to address the important question, "How to improve the alignment of business and information technology strategies?" The course is designed for advanced graduate students. It provides the student with the most current approaches to deriving business and information technology strategies, while ensuring harmony among the organizations. Topics include business strategy, business infrastructure, IT strategy, IT infrastructure, strategic alignment, methods/metrics for building strategies and achieving alignment.

This course deals with the theory and methods associated with design thinking, a problem-solving protocol that spurs innovation and solves complex problems. Design thinking involves a unique form of inquiry which goes well beyond product and service design. Students will develop an appreciation for design and develop skills for studying design systems. These concepts and methods have wide applicability as they can be used to design organizations of people, information structures, compensation systems as well as the entire consumer experience. Applying these approaches can often create entirely new systems that are more useful and usable. The logic of this approach can sometimes solve "wicked problems" which have defied previous solutions.

This course is designed to explain and demystify big data in non-technical terms. It bridges the gap between market buzz and business realities. It documents real-world usage and ROI of big data, delineates successes and failures of big data, and the reasons for both. In short, the course peels away the complexities surrounding big data, boiling it down to the essence that managers need to know to make optimal decisions about the use, resourcing, risks, and value of it.

Executives make decisions every day in the face of uncertainty. The objective of this course is to help students understand how decisions are made, why they are often less than optimal, and how decision-making can be improved. This course will contrast how managers do make decisions with how they should make decisions, by thinking about how “rational” decision makers should act, by conducting in-class exercises and examining empirical evidence of how individuals do act (often erroneously) in managerial situations. The course will include statistical tools for decision-making, as well as treatment of the psychological factors involved in making decisions.

Artificial Intelligence (AI) is an interdisciplinary field that draws on insights from computer science, engineering, mathematics, statistics, linguistics, psychology, and neuroscience to design agents that can perceive the environment and act upon it. This course surveys applications of artificial intelligence to business and technology in the digital era, including autonomous transportation, fraud detection, machine translation, meeting scheduling, and face recognition. In each application area, the course focuses on issues related to management of AI projects, including fairness, accountability, transparency, ethics, and the law.

This course focuses on the role of Information Technology (IT) in reengineering and enhancing key business processes. The implications for organizational structures and processes, as the result of increased opportunities to deploy information and streamline business systems, are covered.

This course focuses on the major elements of the strategic management model, including mission, external and global environment, company profile, strategic analysis and choice, long- and short-term objectives; action plans/tactics, policies, restructuring, reengineering, strategic control, and continuous process improvement (CPI). Student teams analyze and formulate strategies for companies they select.

This course covers essential security concepts for managers in three phases. Initially, it delves into security fundamentals, focusing on levels of security and key aspects like authentication and integrity. The second phase explores cryptographic algorithms, PKI, and corporate security. Finally, management issues, including security policies and administration, are discussed alongside various security technologies applied to cybersecurity, such as Internet security, Web application security, and wireless security. Students will conduct security audits of websites and corporate applications.

This course familiarizes students with techniques used by organizations to support their fundamental task of producing goods and services. It includes a balanced view of the manufacturing of tangible goods and the production of less-tangible services. This course emphasizes on forecasting, quality management, facility location, and inventory management. The course also includes an examination of the interactions of operations management, quantitative decision-making techniques, and information technology.

These seminars will introduce the student to contemporary issues of sustainability, ethics, corporate governance and critical thinking. They will provide an overview of business paradigms that can impact corporate sustainability, governance and integrity, including Environmental, Social and Governance (ESG) dimensions and their relationship with technology with the objective of sustaining a competitive advantage. Through the critical thinking seminar, the students will cultivate a healthy skepticism toward new technologies, fostering the ability to ask questions, flag biases, challenge assumptions, and investigate evidence.

The capstone project is a comprehensive experience, designed for working professionals to integrate knowledge and skills acquired in technology management. Students will engage in a group project, applying tech-fluency and managerial expertise to address technology challenges for organizations. Each student group will be mapped to a faculty advisor and an alumni mentor. The student groups will take ideas and learnings from their different courses and apply them to their capstone project.

This course serves as a second semester sequence in corporate finance. Among the topics covered are: leverage on the balance sheet and weighted average cost of capital; bankruptcy, turnarounds, and recapitalizations; international currency hedging; stock options; private equity valuation; mergers and acquisitions; and the issuance of public and private securities.

This course focuses on corporate venturing and entrepreneurship. Business and financial issues associated with starting and buying an entrepreneurial, high-technology business are addressed. Subjects covered include a discussion of previous corporate ventures, critical success factors, and an international perspective on corporate venturing. Lessons learned from new technology start-ups will be discussed, along with an evaluation of the decision processes used by venture capitalists. The final project is the development of a venture plan for the student’s company. Over half of the business plans receive funding. Startup funding on previous projects has ranged from $50,000 to $1,000,000,000.