MBA Insider: A Day In The Life May 15, 2008, 6:54PM EST

Addressing the World's Water Needs

Working in GE's water and wastewater treatment industry puts this Cornell MBA in the center of a global growth industry

Yinnon Dolev
Strategic Marketing Manager, GE Water & Process Technologies
Cornell (Johnson)
MBA Class of 2005

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When I received my MBA degree from Cornell's Johnson Graduate School of Management three years ago, if you told me I would be working in the water and wastewater treatment industry for GE Water & Process Technologies (GE), I wouldn't have believed you. Before attending Cornell, I simply did not know that over 1 billion people globally have no access to clean, safe water, that the market size is estimated at $360 billion to $400 billion, and that clean technology is going to take a prominent role in shaping our lives.

But when I accepted a full-time offer with GE, joining the Experienced Commercial Leadership Program, my decision was based on a combination of two major factors: It was a fascinating job, and I wanted to be a part of a high-growth industry. I was aiming to land a marketing job with responsibilities that included being close to customers.

In addition, the water business (BusinessWeek.com, 11/6/07) is a market where large companies like GE and other conglomerates are taking leading roles, and private investors are moving fast, looking for high returns. Immersing myself in such a global market and being a part of leading technologies like desalination and wastewater recycling is great experience for me.

My two-year experience with the program included four rotations, where I launched a product with $7 million in sales, completed a market-based pricing initiative, and commercialized a new service. Upon completing the program I took a marketing manager role in the water business, where I spent most of my rotations. When people ask me what I do for a living, I provide a simple answer—I listen to customers' feedback, I identify unmet needs, and I drive solutions that meet customers' concerns. I am also involved with GE's commitment to drive innovative solutions while solving environmental challenges.

Here is a typical day:

7 a.m.—I get ready for work, and I help my wife get our two-year-old son ready for day care. I make breakfast for the family (omelets are my specialty), catch up with the morning news on TV, and then take our black Labrador out for his morning walk. I live 25 minutes from work, on the outskirts of Philadelphia.

8:30 a.m.—Arrive at the office in suburban Philadelphia. I go over e-mails and take care of immediate issues. To be more productive, I check my e-mails only at several designated times (8:30 a.m., 1 p.m, 3 p.m., 5:30 p.m., and in the evening at home). This frees up the rest of my day to work. Since I work with a global sales team with members from various regions in different time zones, this is also a good time to call a country manager in Europe or Asia to talk about customer feedback. We have a wide range of customers—a big portion are industrial companies like refineries, petrochemicals, power companies, and food manufacturers. Occasionally I interview these customers to get a firsthand sense of their purchase experience with us.

9:30 a.m.—I review our customer satisfaction phone survey progress: The number of calls made and the feedback provided. My goal is to increase our response rates, so monitoring the survey every day is crucial. I will frequently join or lead conference calls. Another part of my job is to give internal stakeholders (such as the supply chain or sales) a periodic review of customer feedback. I also work with our communications team on Ecomagination projects—GE's portfolio of environmentally friendly products is growing, and I am involved in water-related initiatives. I provide them with data and information to be used in press releases or public events.

11 a.m.—After a quick snack, I return my focus to work: Enhancing a follow-up process with customers at risk, running new commercial initiatives, and preparing for meetings. Frequently, I lead progress review meetings with the chief executive officer of the business and his leadership team.