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Cornell degree: BS ’96, MEng ’97 (Duffield Engineering)
Dallas, TX
Professional experience:
- Chief financial officer, Tabani Group, 2016–present
- Private equity managing director and chief investment officer, Dobbs Equity Partners, 2013–2016
- Transaction Execution Grey Mountain Partners, 2012
- Chief financial officer and then president, Vitro America, 2004–2011
- Strategic planning manager, Vitro S.A., 2002–2004
- Financial analyst, Salomon Brothers, 1997–2000
Alumni service:
- Cornell University Council, immediate past chair, 2024–present; chair, 2022–2024; vice chair, 2020–2022; Nominating Committee, chair, 2024–present; Membership Committee, chair, 2019–2020; vice chair, 2018–2019; Council life member, 2024–present; member, 2016–2020; Administrative Board member-at-large, 2017–2019
- 30th Reunion Campaign Committee, member, 2025–present
- Cornell Alumni Association of Dallas Fort Worth, director, 2020–present; CAAAN co-representative, 2017–2020; Speaker Series chair, 2017–2018; vice president, 2015–2017
- Tower Club National Committee, member, 2023–2025
- Frank H.T. Rhodes Exemplary Alumni Service Awards Selection Committee, member, 2022–2024
- Regional Club Advisory Committee, vice chair, 2020–2022; member, 2018–2019
- Cornell Alumni Admissions Ambassador Network, general chair DFW and Texas Non-Metro Areas, 2017–2020; Dallas County co-chair, 2015–2017; member, 2008–2015
Community/public service/philanthropic priorities:
- Boy Scouts of America, Troop 82, various positions including scoutmaster
Other education:
- MBA, Harvard Business School, 2002
Student involvements/activities:
- President, Mexican Student Association (international student organization)
- Protestant Cooperative Ministry
Please describe what you feel is the single most important issue the board of trustees should address.
Cornell faces heightened scrutiny from government, the public, and its own alumni at a moment when institutional leadership is paramount. The Board of Trustees must lead in reaffirming Cornell’s preeminent role in society by anchoring the university firmly in “… any person … any study,” while safeguarding financial independence.
Describe the reasons you are interested in serving on the board. What strengths and attributes would you bring to this role?
After many years of volunteer service, it would be an honor to also contribute at the board level and further advance the university’s mission. As a chief financial officer, my career has focused on securing financial resources, strengthening systems, and implementing disciplined processes that support long-term institutional resilience. In both volunteer and leadership roles, I bring a detail-driven, mission-focused approach to problem-solving and governance. I would bring the same rigor, stewardship, and collaborative mindset to board service.
In your opinion, what does Carl Becker’s concept of “freedom and responsibility” mean for today’s Cornell community?
Professor Becker reminds us that we are bound to honor all that “comprises Cornell University,” highlighting intellectual integrity and devotion to the truth. His charge stands the test of time as Cornell’s ability to do groundbreaking research and foster educational excellence can only be achieved through our continued efforts of collaboration among departments and colleges, as well as rigorous analysis of facts without influence from dogma or political pressure.
President Michael I. Kotlikoff recently said that we must do “the difficult and necessary work of adapting to an uncertain present; and planning for a future where the expertise, knowledge, and democratic ethos of Cornell will be even more critical than ever before.” In your opinion, what does this mean for Cornell?
As annual cost of attendance approaches $100,000 and federal funding grows more uncertain, Cornell must carefully adapt how it sustains its core mission of education and discovery. President Kotlikoff’s message calls for strategic discipline: strengthening what works, rethinking what does not, and diversifying resources to preserve academic excellence and access. This moment requires clear priorities, financial resilience, and long-term planning so Cornell can remain faithful to its founding principles while meeting the demands of our uncertain times.
Additional information:
Something most people don’t know is that I first came to Cornell as an international student, having been born and raised in Mexico City. Since then, Cornell has remained central to our family’s story—from being hired for my first internship by a Cornell alumnus, to meeting my wife, Jamie (Dreher) Carrillo ’96. We have maintained deep alumni involvement through clubs and leadership roles wherever we have lived, including more than 15 years in Texas. We return often to Ithaca and remain deeply grateful for all Cornell has given us.
