Jacob Vorhees', EMBA ’13, career path reflects the power of strategic leadership, adaptability, and the pursuit of meaningful impact. As a co-founder and Managing Director of Capstone Partners, he had already established himself in the investment banking industry when he decided to pursue the MIT Executive MBA . But for Voorhees, the program was about more than career advancement; it was about gaining the expertise to become a more authentic leader and drive meaningful change in his industry.
When he started the program, Voorhees was at a crossroads. His company was growing rapidly and he was being positioned to take over the firm, but he recognized the gaps in his knowledge. He was drawn to MIT’s rigorous, analytical approach. While he considered other top business schools, he ultimately applied only to MIT, preferring its emphasis on leadership, scaling businesses, and innovation.
Over the course of the program, Voorhees gained insights that would shape his leadership style, his business philosophy and ethics, and his future ventures. That involved selling his old company and founding a new investment bank, Navagant, the first B Corporation-certified investment bank dedicated to integrating financial success with social responsibility.
Jacob Voorhees, EMBA '13
What motivated you to pursue an EMBA at MIT Sloan?
At the time, my co-founder and I were planning a transition of leadership at Capstone Partners and I was preparing to take over the company. I had been in investment banking my entire career. I didn’t know what I didn’t know, but I knew there were areas where I lacked expertise. Getting an MBA was just creating more tools for the tool chest. I only applied to MIT. I always liked how MIT would approach things mathematically and that I’d learn the science behind the ideas there.
How did your leadership style evolve, and how did MIT Sloan influence your growth as an entrepreneur?
My leadership style has evolved significantly, especially over the last few years. When I was at Capstone, I had limited ability to shape the company’s direction. As a minority shareholder, I had to navigate a business structure that had already been in place for nearly a decade. My business partner and I had different philosophies on growth, and while I learned to work within that system, I knew my vision for leadership was different.
The MIT EMBA program gave me the confidence and tools to refine my leadership approach. At Capstone, I had relied heavily on my co-founder for strategic vision, but through MIT Sloan, I learned how to take ownership of that role myself. Before the program, I might have hesitated to go out on my own. Afterward, I had no fear.
What inspired you to start Navagant, and how is it different from a traditional investment bank?
After selling my previous company, I had the opportunity to step back and ask myself what kind of firm I truly wanted to build. The old business was entirely focused on increasing shareholder value, but I wanted to do more than just maximize profits; I wanted to create a firm that gave back to the communities and industries that helped me succeed.
That’s why I founded Navagant. We became the first investment bank to be certified as a B Corporation, which means we meet strict social and environmental standards. We also donate 10% of all profits to charity, and in the last three years, that has amounted to about a million dollars.
Our industry specialization aligns with our mission: capitalism with a conscience. We focus on mission-driven organizations that genuinely want to make a difference in the world and leave a lasting legacy. Our goal is to show that finance can be both profitable and purpose driven. We’re proving that you don’t have to choose between making money and making a difference.
At the same time, I wanted to challenge the outdated culture of investment banking. We’ve been intentional about hiring from non-target schools, bringing in people who may not have had the same traditional access to the industry. We’ve built a workplace that values sustainability, not only in the financial sense, but in the way we treat employees and balance work and life.
In many ways, I built Navagant by making a list of everything that was wrong with the industry and then intentionally doing the opposite.
How did the EMBA program impact your financial success?
In 2014, the year after I completed my EMBA, my salary tripled. My reputation in the industry also grew significantly, which led to more business opportunities and greater success in negotiations.
More broadly, the program gave me the frameworks to build a company that would not only grow but also be resilient. That became critical when we scaled Capstone from 30 to more than 250 employees and ultimately sold the company for $250 million in 2022. The knowledge I gained from courses in finance and operations allowed us to make decisions that maximized value creation at every stage.
Were there any classes or professors that stood out to you, and what impact did they have on your leadership and strategy?
Leading Organizations was probably the most impactful. Before EMBA, my communication style was often curt. I didn’t always consider how my words were perceived by others. That class made me much more aware of how leadership is about more than just making the right decisions; it’s about how you bring people along with you.
One assignment required us to write a personal leadership story. As I reflected, I realized I had been pretending to be something I wasn’t. The investment banking world is dominated by a very specific personality type. That wasn’t me. I had been trying to fit into a mold that didn’t reflect who I truly was. Writing that paper was a revelation. I realized that I didn’t have to put on a persona to lead effectively. Once I embraced my authentic self, I became a much stronger leader.
A class that had a profound impact on me was Competitive Strategy with Scott Stern. His teaching helped me rethink how businesses grow, compete, and differentiate themselves. One key takeaway was learning how to evaluate competitive advantage beyond just financial metrics. That was critical when we scaled Capstone and later when I founded Navagant. Applying those lessons allowed us to position our firm not just as another investment bank but as an industry disruptor that values mission-driven growth and long-term sustainability.
What advice would you give to someone considering the MIT EMBA?
Keep an open mind. You think you're going in for a reason, but you’ll probably come out at the other end with a different one. I’d bet almost everything on that. The program pushes you to think differently from the outset, to think entrepreneurially, to ask yourself, “What can I do with this education?” or “Where can I make a difference?”
