JACOB M

ILAN P

ORTFO

LIO

TABLE OF CONTENTS

Slide 3- Resume

Slide 4- Worksheet from Work

Slide 5- Picture of Me While at Job Site

Slide 6-13- PowerPoint Project from School

Slide 14-24- PowerPoint 2 Project from School

Slide 25-32 Research Paper from School

WORKSHEET

FROM W

ORK

PICTURE OF ME WHILE AT A JOB SITE

MCKINSEY

& COMPA

NY

BY :

J AC

OB

MI L

AN

, J I

A Z

E Z

HO

U,

& T

I AN

ZH

AN

G

CLIENT SERVICE SUPPORT

“Up or out” mentality

Generalized consulting and specialized consulting

Establish relationships with clients

Skills needed to be in high demand in order to be part of team

Also need to build an external relationship

Offer help and problem solving ideas for all clients

ADMINISTRATION STAFF

Also had “up or out” concept

Practice expertise and practice management administration

Transfer knowledge across company

More advancement in our opinion within the administration staff

Create new knowledge for associates to use to help with future client situations

MCKINSEY AND COMPANY: A COVETED DESTINATION

“Up or out” and I-Shaped hierarchy appeals to those who want to see advancements in career

Opportunity and responsibility

Prestige of the company

Globally recognized firm

Work with some of the best possible candidates worldwide

WARWICK BRAY: THE MOST CHALLENGING CASE

Set up European telecoms

Develop a more interdependent network for the company

Created PDNet and other databases for information within the company

Needed to find largely informal links to continue European telecom expertise

Uncertainty for the future

Thought that European telecom and most functional practices needed to improve

STEPHEN DULL: BEST CAREER PROSPECTDull graduated from Michigan and spent 5 years marketing for

Pillsbury

Dull was involved in business to business marketing

It was suggested to him to get 15%-20% of McKinsey to be functional experts

Created PD documents from concepts, frameworks, and case studies that the company already had

Created Center of Competence for McKinsey and Company

Dull has even contemplated writing a book on business to business marketing

MCKINSEY & COMPANY CORE COMPETENCE

Extremely client based

Numerous amounts of experts in different fields

Used information infrastructures to keep their associates up date with current knowledge

I-Shaped hierarchy which kept employees innovative

CLIENT SERVICE SUPPORT

“Up or out” mentality

Generalized consulting and specialized consulting

Establish relationships with clients

Skills needed to be in high demand in order to be part of team

Also need to build an external relationship

Offer help and problem solving ideas for all clients

ADMINISTRATION STAFF

Also had “up or out” concept

Practice expertise and practice management administration

Transfer knowledge across company

More advancement in our opinion within the administration staff

Create new knowledge for associates to use to help with future client situations

RED TEAM S

IMULATIO

N

BY

:J

AC

B

MI

LA

N

JI

AZ

E

ZH

OU

TI

AN

Z

HA

NG

FACTORIES

16 firms in USA10 firms in AsiaRound 1 built 3 in USA and 5 in AsiaRound 3 built 1 in AsiaRound 4 built 2 in AsiaRound 6 built 1 in USA and 2 in AsiaGoals: Increase ProductionFinal Result: 8800 production capacity in

USA, 5500 production capacity in Asia

CONTRACT MANUFACTURING

Every round we used them all instead of producing by ourselves

Decided to produce more of Tech 1 and Tech 4 due to the success we had with both

R & D

All of our Technologies had 6 features

At each round we would assess how much money we had left and then decide whether to upgrade technologies or not

Too much investing lead to problems later in simulation

SHARES

At the end of Round 1, we sold some shares to get some capital in order to build 8 firms

And we want to buyback shares in the last 2 rounds, but we were short on capital and unable to do so by the end of the simulation

MARKET SHARE

Good sale rates helped us get decent market share.

Low prices in Asia sold well

We found that more features in Europe and the US sold better than Asia

Low price in USA and Europe did not guarantee good sales every round

PROGRESS THROUGH HALFWAY POINT

FREEFALL AFTER MIDPOINT

• Round 6, saw us have a bad ROS, ROE, & EBIT

• Round 7 continued our drop in all the same categories

• Round 6 failures: Too much money in R&D(3 new plants) & too much money in contract manufacturing

• Round 7 failures: Managed R&D costs better, but still too much for contract manufacturing.

• Round 7 our group started to climb out of debt

IMPROVING TO THE FINISH

Round 7: Sales improved, but still in debt

Round 8: Better R&D costs, sales continue to improve, and finally out of debt

Round 9: No R&D costs, sales improve to $2.8 million, and $438,300 out of debt

Round 10: No R&D costs, most manufacturing was contracted, finished $356,336 out of debt

END OF SIMULATION

WHAT WE LEARNED

Lowest prices don’t always mean sales success

Don’t over-invest in R&D

Don’t keep too much money on hand

This is a given, but keeping costs on production is vital to success

Milan Contemporary Global Issues Research Paper Soviet Spies in America 

Jacob Milan

Contemporary Global Issues

Research Paper

Soviet Spies in America

Since World War II, American culture has been terrified at the thought of a Russian invasion on U.S. soil. There are many signs that point to the fear that Russia has instilled into Americans. If you look at modern day culture in the U.S. it still thinks about Russian spies, it shows us making movies like Red Dawn or even more modern shows like the channel FX’s new show The Americans that premieres in January. Russia still scares our modern society and even though Russia may not be the most economically powerful country in the world, they still are a very powerful military country. There is reason to believe that our society is easy to blend into and therefore would be an opportunity for a spy infiltration. It has been accomplished in the past and has even been done recently. During WWII, spies for Russia were dedicated to the cause of spreading communism. That was the whole focus and intent of these spies within the United States. The spies in today’s world do not have the same motives necessarily as before. Some of these people are more interested in money as opposed to when the Rosenberg’s were spying and giving information to the Soviet Union in hopes that communism would spread west. In my opinion that is part of the scariest thing to Americans. Much like terrorists in the Middle East who murder and sacrifice their own lives for a cause, they do it for a purpose and not any monetary gain just like the spies post-WWII.