After spending more than 20 years in R&D and manufacturing within dairy and nutrition, my career has been shaped by deep technical expertise and hands-on problem-solving. I had the opportunity to work across global markets and organisations, collaborating with diverse teams and contributing to innovation in infant and child nutrition.
Over time, however, I began to recognise an important gap. While technical depth enabled me to deliver strong results, transitioning into broader leadership roles required a different set of capabilities, particularly in strategy, business thinking, and people leadership. This realisation inspired me to pursue an Executive MBA at SP Jain Global.
Pursuing an EMBA was not about changing industries or roles, but about transforming how I approach challenges. I wanted to move from execution to strategy, from solving problems myself to enabling teams to solve them, and from a functional expert to a business leader. The program provided exactly this shift. It exposed me to frameworks in finance, marketing, and strategy, helping me connect technical decisions to business impact. It allowed me to see how NPD must align with business needs, financial viability, and long-term organisational goals.
One of the most valuable aspects of the program was how it pushed me to think beyond my technical domain. In my earlier roles, I often approached challenges from a scientific or operational lens. During the EMBA, I learned to evaluate decisions from multiple perspectives, including customer value, competitive positioning, and financial outcomes. Case discussions and group projects challenged me to articulate ideas clearly, consider alternative viewpoints, and make decisions in the face of uncertainty. This broadened my mindset from problem-solving to decision-making with accountability.
Being based in Singapore added another dimension to my learning experience. Singapore represents one of the most innovative and globally connected ecosystems. Exposure to this environment reinforced the importance of agility, multicultural collaboration, and forward-thinking leadership. It also highlighted how businesses succeed by integrating innovation with strong governance and execution excellence. Observing this ecosystem influenced how I now think about scaling innovation and building sustainable business models.
My learning mode was primarily through SP Jain Global’s ELO technology – an online platform, along with hybrid interactions from time to time. This format was highly effective for a working professional like me. It allowed real-time interaction with faculty and peers without requiring a career break. The structured yet flexible approach enabled balancing work responsibilities with academic commitments. Sessions were engaging and interactive, ensuring that learning was not passive. The ability to immediately apply concepts at work created a continuous feedback loop between theory and practice.
Several classroom discussions and projects left a lasting impact, but one that stands out involved strategic decision-making under constraints. In one applied strategic project, we analysed a business scenario in which technical feasibility alone was insufficient to drive success. Factors such as market timing, customer perception, and financial trade-offs played a critical role. This experience reinforced that leadership decisions are rarely about choosing the technically perfect solution, but about choosing the most balanced and impactful one.
I have been able to directly apply many EMBA learnings in my current role. For example, I now approach innovation projects with a stronger emphasis on business case development and stakeholder alignment. I place greater focus on cross-functional collaboration, ensuring that R&D, marketing, and operations are aligned early in the process. My communication has also evolved, as I now present ideas that connect technical insights with strategic outcomes. This has improved both decision-making and execution within my team.
Learning alongside professionals from diverse industries was another enriching aspect of the program. My cohorts came from sectors such as banking, finance, technology, consulting, retail, FMCG, marine, travel industry, and healthcare. Each brought unique perspectives, which challenged my assumptions and expanded my understanding of how different industries operate. This diversity created a powerful learning environment where knowledge was not limited to textbooks but was shaped by real-world experiences. It also helped me build a strong network of professionals who continue to be a source of insight and inspiration.
For experienced professionals considering an EMBA, my advice is simple. Approach it with a clear intention to transform, not just to learn. Be open to unlearning old habits and embracing new ways of thinking. Actively participate, as much of the value comes from discussions and shared experiences. Most importantly, apply what you learn in real time. An EMBA is not a pause from your career, but a powerful way to accelerate growth within it.
Looking back, the EMBA journey at SP Jain Global has been truly transformative. It has helped me evolve from a technical specialist into a more holistic leader who can connect innovation with business strategy, lead teams with purpose, and navigate complexity with confidence.
Govind Thakkar is the Head of Department – R&D Technical & Industrialisation at Reckitt, with over 20 years of global experience in dairy and nutrition, specialising in Product Innovation, R&D and manufacturing. He is an Executive MBA graduate from SP Jain School of Global Management, focused on driving business impact through leadership, innovation, and strategic transformation.
Turn career risks into leadership opportunities with SP Jain Global’s Executive MBA
How SP Jain Global shaped the journey behind my dream venture, Dreamoura
My Executive MBA Dubai Intensive Experience with Dr Gary Stockport