As I advanced in my profession, I learned that it takes more than just execution to be a leader. I needed to build a firm understanding of business frameworks and competitive thinking to influence product vision, guide complex ecosystems, and support strategic decision-making.
As I advanced in my profession, I learned that it takes more than just execution to be a leader. I needed to build a firm understanding of business frameworks and competitive thinking to influence product vision, guide complex ecosystems, and support strategic decision-making.
The EMBA with SP Jain Global became my way of stepping into that next level to gain and implement the learnings.
For me, this program allows me to go from ‘managing work’ to ‘leading strategically’.
What pulled me to SP Jain Global was its balance of academics and practical, real-world learning. Every part of the curriculum is built with a lot of thought for application, and the global exposure brings arichness of perspective that you rarely find in a conventional EMBA program.
Pursuing an EMBA was one of the major decisions of myprofessional journey, and I recently realised it through attending theStrategic Management Intensive in Dubai, a highly rewarding learningopportunity led by Dean GaryStockport. Over four days of intensive coursework, we were allowed to putour full-time jobs on hold and step into a classroom environment designed forenhanced experiential learning in Strategic Management. Under the guidance ofDean Dr Gary Stockport, strategy was no longer a concept in textbooks; instead,it became something we could see, feel, and apply.
Dr Gary opened the program with a simple yet memorableicebreaker activity that immediately brought the cohort together. That earlyinteraction set the tone for the days ahead: energetic, engaging, and built onshared curiosity.
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Across 12 sessions in 4 days, the learning felt fast-pacedbut never overwhelming.
What made the course stand out were the thoughtful teaching choices Dr Garymade throughout:
- Real-life examples that grounded the theory: Insteadof abstract models, he used real business cases, failures, and successes thatmade every concept relatable and rooted in the mind.
- The 25-second rule: We were encouraged toexpress our thoughts crisply and clearly in under 25 seconds. It sharpened ourcommunication, forced structured thinking, and made discussions far moreproductive.
- Flip-board presentations and board exercises:Every group exercise required us to articulate concepts visually, presentthem quickly, and defend our perspectives. These moments sparked some of themost insightful debates.
- Daily 10-minute revision: A small butpowerful habit Dr Gary enforced. Revisiting the day’s learning made everythingstick — something I now apply in my professional routine as well.
- A teaching strategy that helps you to “see”: WhatI appreciated most was that Dr Gary doesn’t just explain frameworks. He makesyou visualise them.
One line from him summarised this perfectly:
“Strategies are complex, but can we make it simple?”
That clarity made even complex ideas feel accessible andapplicable.
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Lunch breaks turned into informal mini workshops. We spokeabout experiences from our industries and connected with peers from otherbatches. These unstructured moments added depth to the entire experience.
It’s hard to list a few key takeaways when Dean Gary isteaching you every concept, every learning, every exercise and every discussionis a key takeaway. I would still try to list a few:
- Sustainable Competitive Advantage (SCA): Understanding what truly differentiates a business and how that moat is built and protected.
- Porter’s Five Forces: A powerful lens to diagnose industry structure and competitive pressures.
- Strategy Execution: Realising that strategy’s success depends on clarity, alignment, and discipline, not just planning.
- Simple, actionable frameworks: Tools that I can directly apply in my daily role leading product strategy.
- Move out of turbulence: this is a beautiful analogy from the Red Banor case study
The biggest shift has been in how I now think not just aboutproducts, but about markets, building strategy, making strategy simple, andlong-term value creation.
Interacting with peers from different countries andindustries was a highlight of the Dubai Intensive Experience. The diversity of thought sparked discussions and helped me appreciate strategy from viewpoints beyond my work. Those connections builtover sessions, presentations, and even over shared lunches made the learning collaborative, memorable, and deeply human.
If you’re preparing for this journey, here is what I would share:
Come with an open mind and be ready to participate fully. The more you give to the program, the more it gives back to you. Reflect often, apply quickly, and don’t hesitate to learn from your cohort. One thing Dr Gary taught us on the very first day is to reflect on your daily learning and create a journal. It helps immensely; it enhances the learning experience.
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About the author:
Abiral Gupta is a Senior Product Owner at Norstella, aleading global provider of life science intelligence. He works closely withpharmaceutical organisations worldwide to enable data-driven, fact-basedstrategic decision-making. Currently pursuing the Executive MBA and part of the 29th batch, Abiral brings a strong focus on cross-functional collaboration,helping transform complex life science insights into forward-looking product solutions that shape the future of healthcare.
Unlearning to lead: How the EMBA changed my view of technology and leadership
From curiosity to clarity: My Executive MBA journey with SP Jain Global
