Todd Wetmore

The University of Texas at Austin, McCombs School of Business

Age: 36

“I am a lifelong learner, intentional leader, and proud father—grateful to grow through bold challenges.”

Hometown: Oklahoma City, Oklahoma

Family Members: Abby (Wife) and Wes (Son)

Fun fact about yourself: Within 30 days, I started an international role with Walmart, got into an out-of-state MBA program, and found out we were expecting our first child. Not long after, we moved and started a rental property. We have lovingly called the last two years our silly season—and we earned the name.

Undergraduate School and Degree: Southern Nazarene University, Marketing BS

Where are you currently working? Walmart

Which academic or extracurricular achievement are you most proud of during business school? While I had the opportunity to dive into incredible projects—from launching a media company to executing acquisition strategies—the achievement I’m most proud of is completing my MBA while juggling the demands of fatherhood and a high-pressure job. Walking across that stage with my one-year-old in tow and feeling that immense pride in being a Longhorn encapsulates the journey. It’s a reminder that, despite all the challenges, I could achieve something truly meaningful both personally and professionally.

What achievement are you most proud of in your professional career? In my professional career, what I’m most proud of is the work my team and I have done to upskill and strengthen our global supplier base. We’ve built a robust framework that not only helps suppliers—from micro to medium-sized enterprises across the globe—get ready to work with Walmart, but also elevates their capabilities to ensure a resilient and reliable supply chain.

Through initiatives like the Supplier Academy and strategic sourcing events, we’ve empowered thousands of suppliers in various markets to meet the needs of our customers worldwide. This has created a more sustainable, efficient, and adaptable supply chain that can weather challenges and deliver quality products consistently.

This achievement stands out because it’s not just about immediate results; it’s about creating a lasting impact that benefits both Walmart and the communities we source from.

Who was your favorite MBA professor? Keith Brown. Professor Brown made investment theory feel real. I came in with solid financial acumen, but he broke things down in a way that was both approachable and practical. His class wasn’t just technical, it was rooted in real-world decision-making, full of stories, and carried a sense of humor that made it easy to stay engaged.

He had a way of making concepts like CAPM, leverage, and investor behavior stick. I still think about the difference he drew between lending and owning, or how behavioral traps can distort returns—not because it was in a slide, but because it just made sense when he said it.

The final project, building a portfolio for a fictional persona, was one of the most creative and useful things we did. It forced me to take the theory and actually apply it like an investor would.

But what really set him apart? After the class ended, he brought us back into a classroom to walk through Margin Call—scene by scene—and explain what was really going on. That session was one of the most memorable learning moments of the program. It just showed how much he cared about us getting it.

Why did you choose this school’s executive MBA program? Out of all the programs I visited, McCombs stood out because it felt both elite and human. The academic bar was serious, the network was impressive, and the campus was world-class. However, what sealed the decision for me were the people. The previous cohorts had both broad and deep experience that enriched the program far beyond the classroom.

As someone flying in monthly from out of state, I needed a program that took the work seriously while balancing the priorities of life outside the classroom. The administrators were flexible with my schedule, which made a huge difference during a hectic season of life.

What I didn’t expect was to come out with some of my closest friends—people who’ve made me better far beyond the classroom.

What is the biggest lesson you gained during your MBA and how did you apply it at work? One of the biggest lessons I gained during my MBA was how to lead better in uncertainty—both through data and through people. From decision modeling, I learned how to pressure-test assumptions using tools like Monte Carlo simulations and tornado charts. These gave me a structured way to analyze risk, challenge intuition, and raise the quality of decisions—especially in ambiguous, high-stakes situations.

But data alone isn’t enough. In our Organizational Behavior course, I learned that leadership isn’t about control, it’s about clarity, ownership, and influence. The ‘monkey’ metaphor changed the way I think about delegation. I now coach my team to own their tasks fully instead of unknowingly handing them to me. That shift protects my strategic space and empowers others to grow.

Together, these lessons reshaped how I operate: I make smarter decisions, ask better questions, and lead with more intention. And that’s had a real, immediate impact on my work.

Give us a story during your time as an executive MBA on how you were able to juggle work, family and education? Six weeks after our son was born, my wife had emergency surgery, leaving her hospitalized for a week. This happened the same week I returned from paternity leave, had an upcoming class weekend, and was preparing for a work trip to India. It took a tremendous amount of grit and fortitude to keep pushing forward.

I couldn’t have done it without the unwavering support of my family, my classmates, and my Walmart leadership team. My study group pushed me to get back on track, ensuring I stayed on course, while my leadership at work provided the flexibility and encouragement I needed. I know not everyone has this level of support, and I’m deeply thankful for it. This degree isn’t just mine; it’s a reflection of the collective effort of my family, classmates, and colleagues. I couldn’t have done it without them.

What was your biggest regret in business school? One of my biggest reflections from business school is that, while I formed some incredibly strong and meaningful connections, there’s always room to build even deeper relationships. Being a commuter from out of state meant I sometimes had to miss out on weekend activities that could have fostered even more connections. I’m grateful for the relationships I did build, and I’m committed to staying connected and being available to future cohorts. It’s a reminder of how important it is to invest time in your community, no matter how busy you are.

Which MBA classmate do you most admire? I most admire my classmate Mark Sones. Mark was an incredible leader in our study group, ensuring we stayed focused and worked cohesively as a team. He had a unique ability to elevate the group with high standards, clear communication, and a sense of purpose that brought out the best in all of us.

Midway through the program, Mark discovered that he is autistic. Instead of seeing it as a limitation, he embraced the insight and used it to educate our class—delivering one of the most powerful presentations I’ve seen on autism and neurodiversity. It reframed how many of us think about inclusion, potential, and how organizations can do better.

Since then, Mark has gone on to found Neurodivergence @ Work, a consulting firm dedicated to helping companies support and empower neurodiverse talent. His drive, clarity, and purpose-driven leadership make him a standout—not just in our program, but across McCombs. I’m proud to know him, and I’m committed to supporting and elevating the mission he’s leading.

What was the main reason you chose an executive MBA program over part-time or online alternatives? At this stage of my life and career, I didn’t just want more flexibility—I wanted more impact. The executive MBA format matched the intensity and caliber I was looking for. I knew I’d learn as much from my cohort’s experiences as I would from the curriculum itself. Being surrounded by peers with real-world insight—and held to a high standard in person—was exactly what I needed to grow.

What is your ultimate long-term professional goal? My long-term professional goal is to serve in a C-suite role at a Fortune 500 company, where I can shape strategy at scale, lead global teams, and build enduring value. I’m energized by complexity, especially at the intersection of people, product, and purpose—and I want to use that platform to drive bold, sustainable impact.

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