As a senior at Michigan Ross and a longtime participant in Sanger’s leadership programs, Bizzy Webb (BBA ’26) has spent her undergraduate years exploring what it means to lead with curiosity, courage, and connection. This year, her journey reached an exciting milestone: turning her summer internship at Goldman Sachs into a full-time offer in the firm’s Client Solutions Group. We sat down with Bizzy to learn how her Ross experience—and her deep engagement with Sanger—shaped her path to Wall Street.
Tell us about your new role at Goldman Sachs. What will you be doing, and what excites you most about stepping into this role right out of Ross?
Upon graduation, I will be returning to Goldman Sachs in New York to join the Client Solutions Group (CSG) within Asset Management, following my internship with the team this past summer. At a high level, Goldman Sachs Asset Management (GSAM) partners with institutional, individual, and financial intermediary clients worldwide to deliver both investment and advisory solutions. GSAM oversees more than $3 trillion in assets under supervision, delivering solutions that span both public and private markets. Its approach is grounded in market-driven insights and strengthened by Goldman’s industry-leading risk-management expertise and technology infrastructure. Across all engagements, the focus remains on enhancing portfolio outcomes and delivering a best-in-class client experience.
Regarding the work I’ll be doing, CSG operates on a generalist offer structure, with final team placements determined in 2026. That said, I will most likely return to the team where I interned this past summer: the Global Marketing team, supporting efforts to position and promote GSAM’s product offerings in ways that strengthen existing client relationships and attract new ones to the firm.
I am most excited to step into this role after graduating from Ross because it allows me to bring together my two deepest intellectual passions—marketing and finance—while immersing myself in a culture defined by hard-working, committed-to-excellence individuals. Goldman offers the kind of environment where I will be challenged to learn every single day, deepen my ability to give back to the community through initiatives like Community TeamWorks, and, over time, grow into a leader capable of guiding a team toward meaningful and measurable impact for both the communities we serve and the clients we support.
You’ve engaged deeply with Sanger—Story Lab, LCC, MRLE, RLA, Leadership Dialogues—and now serve as a Sanger Student Ambassador. Which Sanger experiences were truly pivotal for you, and how did they shape the leader you’re becoming?
Throughout my time with Sanger, I have participated in Leadership Crisis Challenge (LCC), Legacy Lab, Story Lab, Leadership Dialogues, and the Sanger Mentorship Program, and I have served as a Sanger Student Ambassador for the past two years. I’m also excited to be on track to earn my Michigan Ross Leader Endorsement when I graduate this May. As I reflect on these experiences, two pivotal moments stand out as especially defining in my leadership journey: LCC during my sophomore year and Story Lab during my senior year.
Leadership Crisis Challenge (LCC)
Stepping into the role of chief communications officer during a simulated 24-hour cybersecurity crisis pushed me far outside my comfort zone and revealed strengths—and growth areas—I had never fully recognized before. LCC taught me what it feels like to lead when the stakes are high, information is incomplete, and decisions must be made quickly. My team and I were flooded with urgent updates, conflicting priorities, and pressure from stakeholders across the board.
In the middle of all this, I learned that leadership in crisis isn’t about perfection—it’s about creating clarity, staying composed, and elevating the collective intelligence of the team. I entered the challenge wanting to become more decisive, more open to teammates’ ideas, and more resilient in the face of feedback. By the end, I left the boardroom at Michigan Stadium with a deeper confidence in my judgment, a greater appreciation for collaboration under pressure, and a clearer understanding of how communication shapes trust during uncertainty. LCC became the experience that taught me how to lead through ambiguity—not just when things are going well, but when everything feels like it’s falling apart.
Story Lab
Another pivotal Sanger experience for me was Story Lab, a program designed to help Michigan students develop executive presence and impactful communication through the art of storytelling. Story Lab is structured as a half-day immersive retreat where participants learn how to craft meaningful narratives, communicate with authenticity, and inspire others through intentional language. It is grounded in the belief that effective leadership requires not only strong analytical skills, but also the ability to connect with people emotionally.
Following my workshop, I was selected for something especially meaningful: the opportunity to record a podcast episode based on my story. My Story Lab narrative centered on something that has defined me since childhood—my instinct to talk to people and connect with anyone around me. I shared the story of being someone who “could talk to a chair,” the student who was moved across the room twice only to make new friends anyway, and the young leader who learned early that curiosity and connection were not flaws but strengths.
Crafting that story pushed me to articulate not just what I’ve done, but why I lead the way I do. It forced me to reflect on the experiences that shaped my instinct to connect with others and how that instinct now guides my approach to mentorship and leadership.
What skills, mindsets, or leadership moments from Ross helped you stand out during your Goldman recruiting process? How did you frame them to show your growth and potential?
Ross Retail Club (President)
As President of the Ross Retail Club, I was elected as a sophomore by a board of 15 executives and led the organization through extraordinary growth—expanding membership by over 500% and managing a 25-person team across a 1.5-year presidential term. Planning two professional development treks to New York and securing partnerships with Chanel, Dior, and Bergdorf Goodman gave me concrete examples of initiative, relationship-building, and strategic execution.
Hopelessly Yellow (Marketing & Events Director)
My leadership with Hopelessly Yellow, a digital wellness and mental health organization, added a community-centered dimension to my experience. I led a 20-person team to design large-scale wellness events, forge cross-campus partnerships, and collaborate with Ann Arbor businesses. This showcased my ability to build community, lead with empathy, and execute mission-driven initiatives.
Mentorship and People-First Leadership
Goldman consistently emphasized collaboration and client centricity, and my mentorship roles helped me speak authentically to both. As a Global Buddy, Peer Mentor, Career Development Coach, and BA 100 Section Assistant, I had the opportunity to support students across diverse backgrounds and goals. These experiences strengthened my ability to listen deeply, build trust quickly, and engage with varied perspectives—skills essential to client-facing work in the Client Solutions Group.
Mission-Driven Leadership
As Director of Philanthropy for Tri Delta, I helped raise over $100,000 for St. Jude and contributed to our chapter earning the 2024 Panhellenic Commendation Award. This role gave me powerful examples of leading with purpose and mobilizing teams around a shared mission.
Across all of these roles, a common thread emerged: Ross—and Sanger in particular—gave me opportunities to lead with intention, empower teams, and create lasting impact. These stories, rooted in both results and relationships, helped me show Goldman who I am as a leader and why I’m prepared to contribute from day one.
Which MMoL strengths showed up most naturally for you? Can you share a time when they helped you navigate a challenge?
The Michigan Model of Leadership (MMoL), grounded in the Competing Values Framework, teaches that effective leaders must balance two core tensions in any organization: people and performance, and structure and innovation. These tensions create four dimensions: Collaborate (yellow), Drive Results (blue), Provide Structure (red), and Innovate (green), across three levels of leadership—self, team, and organization.
I tend to score highly in both the Collaborate (compassionate/yellow) and Drive Results (competitive/blue) dimensions—two spheres that often sit in tension with one another.
A moment from my internship where I leaned heavily on both strengths was during our final intern pitch at the culmination of the program. Our cross-CSG team was tasked with developing a comprehensive perspective on the private credit macroeconomic landscape and analyzing GSAM’s private credit offerings.
From the outset, I focused on building strong relationships within the team, ensuring everyone’s ideas were heard and helping merge different viewpoints into a cohesive direction. At the same time, I drew on my results orientation by taking extensive ownership of slide development, refining the pitch flow, and bringing a marketing-oriented lens that strengthened the clarity and client resonance of our final recommendation.
This experience affirmed how powerful it can be to balance people-centered collaboration with a strong drive for performance—an essential tension at the heart of the MMoL.
Bizzy Webb
BBA ‘26