1.) I am a rising senior (expected graduation 2026) at the University of Michigan Ross School of Business, majoring in Business Administration and double minoring in Biology and Statistics. Currently, I am a private equity summer analyst at KKR in their Global Impact fund. Last summer, I was a summer associate at the Boston Consulting Group (BCG) in the principal investors and private equity practice area. Prior to this, I was a business development intern at a med-tech startup, a physical therapy technician, and front desk staff at a doctor's office. Additionally, I am an investment partner at Dorm Room Fund where I invest in student founders; president of the PE and VC club where we source and diligence for alternative investment firms; an investment associate for the social venture fund, an MBA, seed-stage, impact investing firm on my campus; and a member of the Pinkert Healthcare accelerator and a public investing club on my school's campus. 2.) In the next five years I intend to join a leading private-equity platform, where daily exposure to sourcing, underwriting, and governance will sharpen my investor mindset, deepen my quantitative toolkit, and teach me how operational levers translate into enterprise value. Over the long run I want to launch my own stage-agnostic alternative-investment firm, think Thrive Capital in breadth but anchored in the conviction that technology and innovations will generate durable social or environmental impact. By writing checks from seed to buyout, the firm can fund breakthrough technologies through their entire maturation curve, compounding returns in lockstep with real-world progress. Alternatives excite me precisely because they offer patient capital, hands-on value creation, and the freedom to design incentives that reward both alpha and impact. I also love the aspect of having a relationship with founders and rolling up my sleeves like I am CEO of multiple companies and not just one. 3.) Private markets still hinge on apprenticeship and affinity: without a visible P&L, limited partners gravitate toward managers who look or network like the mentors who once vouched for them, often disproportionately hurting women and minorities. The strongest remedy is radical transparency. As secondary trading grows, standardized deal-level disclosure, track records that follow individuals, not just firms, would let allocators evaluate skill rather than pedigree. Additionally, as we see the growing secondaries market and the entrance of private wealth into private equity, regular secondary-liquidity windows would shorten the J-curve, making it easier for pensions and foundations to seed first-time managers. Together, better disclosure and earlier liquidity transform diversity from a reputational gesture into an analytically priced source of alpha. 4.) If I could shadow one investor for a year, it would be Josh Kushner of Thrive Capital. His stage-agnostic style forces him to center every decision on product-market fit and durable competitive advantage rather than financial engineering or legacy sector silos. I would study how he balances curiosity with conviction, moving seamlessly from Series A checks for Ramp to late-stage positions in Thrive Holdings, while preserving a coherent portfolio narrative. I’d also observe how he structures founder relationships that remain collaborative even when tough governance calls arise, and how Thrive’s small-team culture sources insights that much larger platforms miss. Finally, I want to learn how Kushner embeds mission within margin; investments like Oscar Health and Maven Clinic suggest that profitability and access can reinforce rather than dilute each other, a philosophy that aligns with my own long-term goals. 5.) If finance disappeared tomorrow, I would pour the same problem-solving energy into founding a healthcare-impact company. My choices are driven by three values: impact, agency, and growth. To me, impact means choosing work that measurably improves lives; agency means taking responsibility by building solutions rather than waiting for policy to catch up; and growth means surrounding myself with challenges and a team whose success I can amplify. Leading a venture from idea to scale would satisfy my craving for continuous learning and allow me to embed equitable access into the business model from day one. In truth, whether as investor or operator, my north star is the same: unlock human potential at scale.