Culverhouse College of Business students were treated to hearing from three professionals, who spoke on a wide range of topics as part of the College’s Lowder Lecture Series. The program brings nationally prominent individuals of exemplary accomplishment to share their experience and insights with Culverhouse students. The Lowder Program is planned and organized by the Culverhouse College of Business’ Department of Alumni and Corporate Relations, with generous support from Robert E. and Charlotte Lowder of Montgomery, Alabama.
The speakers included Neillie Buter, owner of Mariee Ami, a luxury wedding planning business; Robert Pozen, a senior lecturer at MIT Sloan School of Management; and Stephen Collins, chief executive officer and executive chairman of Revenue Analytics.
NEILLIE BUTER
If Butler listened to a teacher from the fifth grade who told her she’d never amount to anything due to her learning disability, and college would be wasted on her, Mariee Ami wouldn’t exist.
Instead, Butler graduated from UA in 2003, and with $300, pursued her goals. She turned a small business that started in her garage into a thriving globally recognized luxury wedding planning firm.
Here are some tidbits of advice she offered to Culverhouse students:
Start before you feel ready: Butler didn’t launch her business because she felt confident. She was terrified. She simply made a decision to do it. Along with almost no money, she had no business plan and no clear roadmap. Confidence came much later. Her advice is don’t wait until everything feels perfect. Take the first step, then the next one. Action builds clarity and eventually confidence.
Treat every small opportunity like a big one: Her first weddings had tiny budgets, but she handled each one like it was a million-dollar event. That mindset built her reputation faster than any marketing plan. When you’re early in your career, there’s no such thing as a “small” project. The way you handle the little jobs is exactly what earns you the big ones later.
Use every experience as a classroom: Butler said she didn’t learn business from textbooks. Most of her education came from working events, helping vendors, and watching how people operate under pressure. She paid attention to what worked and what didn’t. Internships, part-time jobs and even messy real-world situations can teach you more than you expect if you stay curious.
Lead with empathy: One of her biggest strengths is emotional intelligence, like reading the room, understanding people’s stress, and responding with calm leadership. She emphasized that empathy is what builds trust and keeps clients coming back. Knowing how to work with people is just as important as knowing spreadsheets or strategy.
Build a smart, tight circle: Butler intentionally hires talented people and isn’t intimidated by them. Instead, she sees it as a way to grow and scale a business. You don’t have to know everything yourself. Build teams, learn from others and let their strengths fill your gaps. That’s how strong careers and companies are built.
ROBERT POZEN
Pozen is a busy man and doesn’t have time for retirement. He tried it once but got back to work immediately. Pozen has a long list of accomplishments already, but the 79-year-old wants to keep going.
He is author of numerous books, including the popular “Extreme Productivity: Boost Your Results, Reduce Your Hours,” he’s done executive coaching for corporations around the world, and he served on President George W. Bush’s Commission to Strengthen Social Security.
Here are some words of wisdom Pozen shared with students:
It’s about results, not hours worked: Performance should be measured by what you accomplish, not how long you sit at your desk. Some workplaces reward “inputs,” like hours, instead of “outputs,” like completed goals. If you clearly define objectives and meet them, you should have flexibility in how you manage your time. Results, not schedules, build a strong performance culture.
Make new mistakes, not old ones: Mistakes are acceptable if they happen in good faith. What matters is understanding why the mistake happened and fixing the process so it’s not repeated. Pozen encouraged his teams to “make new mistakes,” meaning keep learning and improving. The goal isn’t to blame people, but to solve problems and move forward smarter.
The OHIO rule: Pozen shared a productivity rule he calls OHIO: Only Handle It Once. If an important message arrives, deal with it immediately instead of rereading it later. He also warned that too many meetings waste time. Meetings should have a clear purpose and agenda. If not, they probably shouldn’t happen.
Leadership requires vision, clarity: Strong leaders don’t just manage tasks. They set direction. Pozen said leaders must understand and adapt to what’s changing in the outside world. They must create a clear strategy and communicate it often. When people understand that mission and how success is measured they are more motivated and aligned with the organization’s goals.
Innovation begins with real needs: Innovation works best when you start by asking what problems people actually have. Instead of chasing new technology first, look for unmet needs or inefficient systems. Once you understand the problem, you can design practical solutions. Good innovation is about usefulness and not just novelty.
STEPHEN COLLINS
Artificial Intelligence is scary because there is no clear vision of what the business landscape will look life in an AI world.
Collins, a 1988 Culverhouse graduate, understands the fear. Collins has more than 30 years of experience in the technology field and is recognized as an AI-focused executive and board leader. He serves as executive chairman for Daybreak.ai, an AI-native supply chain optimization company. He is also CEO of Revenue Analytics, a Lead Edge Capital portfolio company and leading provider of AI-powered revenue growth and margin optimization software.
Collins said AI doesn’t have to be unnerving. He offered students some tips on how to handle the new AI business scene:
Don’t wait, learn AI now: The best way to understand AI is to start using it immediately. You don’t need to be an engineer to open tools like chatbots or automation apps and experiment. Try using AI for schoolwork, research, or projects. The students who dive in now enter the workforce with a major advantage over those who ignore it.
Big disruption always creates big opportunity: Collins compared AI to the early days of the internet. Many old business models will change or disappear, but new ones will take their place. When technology reshapes industries, it opens doors for new careers and startups. Don’t fear change. Students should look for problems AI can help solve.
Combine AI with what you already study: Along with AI skills, students entering the workforce need domain knowledge. Marketing students should learn AI for analytics and content. Accounting students should learn AI for automation and data review. The most valuable graduates are those who understand both their major and how AI tools improve that field.
Focus on creating value: AI will handle more routine work, especially entry-level tasks. Collins said employers will expect new hires to make an impact quickly. Students should start thinking now about how they can solve problems, improve processes, or bring new ideas. The goal is not just to complete assignments—but to help organizations work smarter.
Build real relationships, not just digital skills: Even in an AI-driven world, human connection still matters. Communication, teamwork, and trust help students stand out. Showing up in person, asking questions, and building professional relationships can set you apart. Technology will change how work gets done, but people skills still shape who succeeds.