Ellen Paik '16 studied economics and sociology while competing as a varsity walk-on in both crew and squash. Today she's an Associate on the acquisitions team at Argosy Real Estate Partners and an alumni-elected member of Wesleyan's Board of Trustees. The connection between those roles is closer than it looks—and it begins with learning to set a goal, build a plan, and adapt without losing pace.
Paik arrived at Wesleyan new to both sports. Living outside her comfort zone became the norm, and with it came a habit she still relies on: have an end destination in mind, but be open to changing how you get there. She learned quickly that uncertainty and fear of failure can stall a team; confidence in your adaptability turns those moments into opportunities. That mindset now anchors her deal work—start with a thesis, adjust as new information appears, and keep the group moving forward.
Real estate investing appealed for three reasons she felt immediately on the job: it's tangible, it blends numbers with judgment, and it's deeply people-oriented. She likes walking a property as much as she enjoys working a model, and she prefers solving problems with a team. Argosy's platform fits that rhythm: investing across asset types and geographies means each week brings a new city, a new partner, and a fresh set of assumptions to test.
Graduate school sharpened both sides of the lens. The MBA gave her the financial rigor to evaluate assets and risk-adjusted returns; the MPA trained her to weigh regulation and public-sector realities that shape outcomes far beyond the spreadsheet. Together they improved how she understands stakeholders around a deal—and how she strategizes to address each one. It felt like an extension of Wesleyan's multidisciplinary habits: different perspectives, same commitment to clear thinking and team play.
When voters elected her to Wesleyan's Board of Trustees, she brought a simple question to every discussion: what's our blind spot, and how do we account for it? She wants alumni to feel comfortable sharing views so she can surface perspectives that might otherwise be missed. It's the same approach she uses with investments and teams—invite input early, test your assumptions, and close gaps before they become problems.
A single match still shapes her approach to hard projects. Down 0–2 in squash her senior year, she chased every ball, point by point, until the door cracked and the match flipped 3–2. The lesson shows up whenever a deck, memo, or presentation starts to drag: treat the next page like the first, don't cut corners, and finish with the same intent you had at the start. If you commit, commit all the way.
Her time in sports and entertainment development added one more rule: communication is key—and it runs both directions. Keep stakeholders informed, but just as important, collect feedback constantly. On projects with many moving parts, active listening exposes blind spots and helps align fan experience, neighborhood priorities, and project economics around a shared plan.
Mentors at Wesleyan helped her build that playbook; she pays it forward by making herself available to students and recent grads and by serving as a channel for younger alumni at the board level. "A rising tide lifts all boats" is more than a line for her—it's the strategy.
For students who love cities and want to work where investment meets impact, Paik's advice is practical. Take urban economics and place-based sociology to understand how real estate touches communities. Build financial analysis skills early—courses, internships, or self-study—because they help everywhere, from nonprofits to the private and public sectors. And keep the athlete habits close: set a clear goal, plan your path, adapt when it changes, and bring your team with you.
