Laura Rodriguez

Samuel Curtis Johnson Graduate School of Management, Cornell SC Johnson College of Business, Cornell University

“Resilient, loyal, curious, empathetic, strategic, intentional, accountable, service-minded, community-oriented, professional, creative, thoughtful, culture-obsessed, tastemaker, music-lover.”

Hometown: El Monte, CA

Fun fact about yourself: I played the accordion in middle school.

Undergraduate School and Degree: California State University, Fullerton: Bachelor of Arts in Communication with a Minor in Radio/TV/Film.

Where was the last place you worked before enrolling in business school? The GRAMMYS / Recording Academy

Where did you intern during the summer of 2025? TikTok Shop, Seattle

Where will you be working after graduation? Undecided

Community Work and Leadership Roles in Business School: (Include school awards and honors)

• Co-Founder and Sr. Fellow, Cornell Johnson Courageous Communication Lab
• Co-Chair, Consortium for Graduate Study in Management
• Johnson Leadership Fellow
• Johnson Board Fellow
• President, Retail & Luxury Club
• Forté Fellow
• LunaCap Fellow

Which academic or extracurricular achievement are you most proud of during business school?

Beyond building core business acumen through my MBA, I came in with the intention of creating an initiative centered on business and leadership, something grounded in what I’ve observed from other leaders and in the lessons from my own experiences leading teams. To my surprise, it was not a fund or a startup. Instead, it was communication, which in my opinion and lived experiences, is one of the highest-leverage capabilities in business. Much of business school is built around debate, but there’s often less space for true dialogue. I’ve come to believe dialogue is the differentiator as it creates alignment through shared language and clear expectations, accelerates execution through productive conflict and strengthens decision-making through psychological safety and structured conversation. That belief was reinforced in one of my favorite classes, Courageous Communication, taught by Johnson Senior Lecturer Angela Noble-Grange.

Later, in another course taught by another of my favorite professors, Risa Mish’s Advanced Critical Thinking for Business Leaders, our final project required our team to identify a current organizational dilemma and apply the critical strategy thinking framework, which is Context + IDEALS (identify problem, determine causes, enumerate options, assess best option, list reasons why, and self-correct). Along with several classmates (Bren Bodin, Ian Akisoglu, Jack Edelman, and Olivia Johnson), we developed the concept for the Courageous Communication Lab. That work continued beyond the classroom. Over the summer, together with Noble-Grange and my classmate Bren Bodin, we co-founded the Courageous Communication Lab to help the Johnson community build the communication muscle required to lead through complexity.

Through practical frameworks, strategic coaching, and dynamic spaces for real dialogue, CCL equips individuals and teams to navigate conflict, deepen collaboration, and communicate effectively under pressure, ultimately cultivating a culture of trust, innovation, and collaboration. Our mission is to elevate everyday conversations into bold, skillful dialogue that sparks transformative leadership and empowers the next generation of leaders to drive lasting impact.

Last fall, we launched the course Connect to Resolve: Strategic Conversations for Leaders in partnership with Katrina Nobles, director of conflict programs at Cornell’s Industrial and Labor Relations School’s Scheinman Institute. The course focused on allowing students to analyze how communication affects team dynamics, reflect on their own experiences, and strengthen their ability to engage others effectively. My classmates were able to practice evidence-based techniques in impact circles, which are small groups structured around dialogue (2-way conversation to exchange information and build relationships), focused listening, reflective feedback, and debriefing to improve performance in high-stakes, people-centered situations, which are highly common in management.

This spring, we have exciting programming in the works and are already preparing for the fall, all while searching for our next Fellows, who will continue this important work beyond the classroom at the Johnson School.

What achievement are you most proud of in your professional career? Becoming director of social media marketing at the GRAMMYs was one of the proudest milestones of my career. I started as an intern and worked my way up, eventually becoming the first person to hold that title in the organization’s 68-year history. That milestone meant more than a promotion; it truly represented growth, persistence, and the trust I had built in an iconic organization.

It was also deeply personal. As the first in my family to navigate many unfamiliar spaces, stepping into a newly created leadership role required resilience and a willingness to lead without a roadmap. At the same time, my success was never mine alone. I was surrounded by colleagues, mentors, and cross-functional partners who challenged me, supported me, and trusted me to lead. Their collaboration and belief in me were instrumental.

I loved the responsibility that came with the role and I understood the stakes. Leading social strategy for a global brand meant balancing creativity with discipline, managing real-time risk, and delivering measurable impact at scale. The highs, the challenges, and everything in between shaped me into a more grounded, strategic, and collaborative leader.

Why did you choose this business school? I chose the Johnson School for its tight-knit community and the people. From my early interaction with the Johnson Director of Admissions Eddie Asbie to staying in touch with current students throughout my application cycle, I felt a genuine sense of connection and belonging. I arrived at business school with clear goals I knew I needed to accomplish. The Johnson School had the resources, support systems, and access I needed to be successful in achieving them. Ithaca is certainly not anything like Los Angeles and deep down, I wanted something different. I wanted to step outside of my comfort zone and immerse myself in a new environment that would challenge and stretch me in unexpected ways. That was the Johnson School for me.

Who was your favorite MBA professor? This is a difficult one, because I’ve been able to build strong relationships with professors across different disciplines during my MBA program. But if I have to choose, it’s Johnson Associate Professor Elizabeth McClean. I admire how she creates space for courageous, research-backed conversations about gender bias and inequality. She drives the conversation by asking thoughtful questions and pushes us to think deeper – without imposing her own beliefs. She teaches in a way that invites honesty, curiosity, and real learning. Her work has challenged me to reflect more deeply on my own biases and how stereotypes, assumptions, and biased assessments can show up in everyday decision-making. Our class discussions helped me connect these ideas to situations I’ve experienced in past roles. They’ve truly given me a clearer framework for how I want to show up, lead and support my colleagues and team in my endeavors after business school.

What was your favorite course as an MBA? These favorite questions are difficult. There are several courses throughout my studies at Cornell that exceeded my expectations and reminded me why I left my dream job to pursue an MBA. It’s close one between Copyright Law and Investment and Portfolio Management, but if I had to choose one, it would be Investment and Portfolio Management with Johnson Professor Gideon Saar.

I came to business school to strengthen the financial and business foundation and this class did exactly that. I enjoyed how it moved beyond theory. Professor Saar taught us how capital is actually allocated and evaluated. Whether through strategic and tactical asset allocation, security selection, risk/return tradeoffs, or performance measurement, I was able to immerse myself in learning more about traditional and alternative asset classes, asset pricing frameworks, and factor investing. More importantly, I learned how professional investors think.

What I value most is how this class sharpened my ability to speak the language of capital. As I continue to step into executive roles, I’ll be in conversations with CFOs, boards, and investors where decisions are evaluated through risk, return, capital efficiency, and long-term portfolio strategy. This class gave me analytical confidence to not only understand those conversations but to contribute meaningfully. This is true whether evaluating growth investments, assessing risk exposure, or thinking through capital allocation decisions that drive sustainable value creation. And most importantly, it allowed me to make deep connections through group projects with my classmates, who are going into these fields.

What was your favorite MBA event or tradition at your business school? Music is my first love and an integral part of my life, so it’s no surprise that Carnaval (hosted by Hispanic American Business Leaders Association (HABLA) and Latin American Business Association (LABA) is one of my favorite traditions at the Johnson School. Music and food bring people together, and it’s a celebration of Latin culture. There’s something special about sharing your culture with classmates from different backgrounds. It’s a reminder that music and food create connection across communities. It’s also a night filled with great energy and good vibes and it’s especially fun seeing classmates perform.

Looking back over your MBA experience, what is the one thing you’d do differently and why? Looking back, the one thing I would do differently is to pursue a JD/MBA dual degree. Throughout my career at the GRAMMYs, I worked closely with creatives and legal teams and learned on the job how much contracts, rights clearances, and risk management shape what’s possible in marketing and storytelling. That experience showed me that having formal legal training alongside my business education would have made me a stronger, more strategic partner and given me an added edge.

Beyond the coursework, I truly believe it’s incredibly important in marketing, creator economy, media, entertainment, and other creative fields to know how to speak with and negotiate alongside legal teams. That means truly understanding the legal terms and frameworks that show up in everyday decisions. While I was able to take Copyright Law, Entertainment Law, and M&A Law, a law degree would have deepened my ability to navigate IP, negotiations, and regulatory complexity with greater credibility. For anyone building a career at the intersection of creativity and commerce, I’d strongly consider the pursuit of a JD/MBA dual degree. It’s something I encourage when I speak with people deciding where and how to pursue business school.

What did you love most about your business school’s town? The small-town feel and the fact that it’s somewhat remote – that’s what I love the most. It was an incredibly tough adjustment at first. Coming from Los Angeles and living a fast-paced, always-on-the-go life, I hadn’t really had time to slow down. But after the first few months, I embraced it and it truly helped me become the person I am today. Sounds cliché, but it’s true and my colleagues, friends, and family have noticed. Ithaca gave me the space to build better habits, think longer-term, and strengthen the executive toolkit I’ll carry into future leadership roles. The quiet also created room for reflection about my values and the kind of leader I want to be and what success looks like. Without the constant pull of distractions, I became more present in class, in leadership roles, and in how I showed up for the people around me. There are a few times in life when you get to live in a small town and fully dedicate yourself to personal and professional development while also leveling up in business.

What business leader do you admire most? Two business leaders who come to mind are Lindsay Williams (SVP of Marketing at Universal Music Enterprises and John Loken, EVP of Marketing at the GRAMMYs).

Ms. Williams gave me the foundation for my career and has been a pivotal mentor, sponsor, and advocate. She modeled true executive presence and strategic business acumen while also giving me the tools to succeed. She taught me how to fail fast and that you don’t need a formal “leadership” title to lead or to be seen as a leader. Lindsay is consistently ahead of the curve, anticipating where culture and the industry are headed, and she pushed boundaries in ways that helped other executives believe in the vision. She held her team to a high standard of excellence and gave them full ownership of their work. I watched her navigate complex situations and command respect in a way that made people want to work with her. Seeing her in action showed me that it’s possible to build a meaningful career and a full life, and that a leader’s impact is measured by whom they choose to uplift, without ever compromising their values. She also genuinely invests in people’s growth, even when they aren’t her direct reports.

What I admire most about Mr. Loken is his clarity and audacious leadership style. He is honest about goals, direct about expectations, and deeply empowering in how he leads. He trusts his team to lead and execute at the top level, while creating space for everyone on the team to lead with confidence. John has strong business instincts and a precise, disciplined approach to decision-making. He earned his MBA from UCLA Anderson and supported and encouraged me to pursue mine. He promoted me just one month after he was hired, making me the first director of social media at the GRAMMYS. Since then, I’ve had the opportunity to watch him lead up close with both intelligence and integrity. He is also a strong advocate for women in the workplace. I’ve seen how his allyship, demonstrated by promoting women and allowing them to lead, has shaped both team culture and outcomes, creating space for women to lead, be heard, and advance.

What is one way that your business school has integrated AI into your programming? What insights did you gain from using AI? Cornell is truly doubling down on AI. For example, in my Investment and Portfolio Management class, the professor explicitly permits GenAI tools across all parts of the course, as long as we verify the accuracy of anything AI produces and cite (or clearly describe) the tool and prompts used when appropriate.

What stood out most was that we were required to use a large language model on at least four assignments. We were taught how to write prompts for the specific types of investment analysis we needed. The biggest insight I gained was that AI can be incredibly helpful for speeding up synthesis and structuring an approach, but it can also be confidently wrong. Because of that, our workflow emphasized using AI as a starting point. We then “trust but verify” by triple-checking outputs with other sources and methods. Using AI effectively requires strong judgment and critical thinking skills.

Which MBA classmate do you most admire? Kennedy Peterson is a classmate whom I deeply admire. I began building a relationship with her in Spring 2025, when we both became co-chairs for the Consortium for Graduate Study in Management. We soon bonded over career goals, fashion, and fitness. I admire how organized and prepared she is, and how consistently she supports the people around her while balancing multiple leadership roles. I’ve seen how Kennedy sets a high bar for execution with thoughtfulness and accountability. She’s heading to Estée Lauder and I couldn’t be prouder. I know she worked diligently to secure her dream role. They’re lucky to have her.

What are the top two items on your professional bucket list? I deeply care about leadership, building teams, ROI, delivering outcomes, and leveraging diverse perspectives to create stronger organizations. Hence, my two bucket-list goals reflect both ambition and purpose, which align with my core values.

Representation matters tremendously to me. Growing up, I never imagined I would pursue a master’s degree because I didn’t see people who looked like me or came from my background in graduate school, let alone in top MBA programs. That’s why becoming a CEO or CMO at a Fortune 500 company –or even the first Latina CMO at Netflix – is a bucket-list goal I wrote down before business school and visualize often. I know it’s specific, but I’m hopeful it will come true. Perhaps in an even better way than I can envision today.

Having faced the hurdles I did to get to this point in my career and education, I want to help pave the way for others to succeed. Most importantly, I want to establish multiple scholarships at Cornell that cover not only tuition, but also expenses like treks, housing, and other costs that can limit access. That represents a high-ROI investment by reducing financial barriers, strengthening the talent pipeline for future leaders, giving back, and opening doors for others. Having worked full-time while in business school, I understand how financial pressure can take a real toll on someone’s ability to fully experience the MBA.

What made Laura such an invaluable member of the MBA Class of 2026?

“I met Laura one year ago when she took my course “Courageous Communication”. Since then, it is clear she has absorbed and applied the lessons learned, displaying a contagious enthusiasm to share this knowledge with her classmates and other connections. She strives to ensure that everyone around her understands the importance of listening to understand (not just to reply) as a way to foster more authentic and productive working relationships. While Laura has worked for a couple of very admirable companies (GRAMMYS and TikTok), what impresses me most about her is how she approaches the people and tasks she works with. In our community, Laura’s passion and diligence have led to the creation of the “Courageous Communication Lab”. She enlisted the help of several of her classmates so we could expand the teachings from my class to a larger number of students, something Laura believes will benefit our total school community. Laura is a committed ally and advocate for those who are often misunderstood or ignored. She is a courageous leader who consistently works to improve the corporate environment for everyone. She can be immensely proud of the legacy she leaves at the Johnson School. Her impact has left the communities she has been in much better off. I am convinced we have greatly benefited from having Laura as a student here.”

Angela Noble-Grange
Senior Lecturer
Samuel Curtis Johnson Graduate School of Management
Cornell SC Johnson College of Business
Cornell University

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