Post-MBA, I hope to become Business Development Manager in a Homeland Security Technology company such as Lockheed-Martin, Raytheon or Boeing. Thereafter I hope to advance to Business Development VP in a similar company, and finally to assume a position as CEO of a Global Business Unit, managing thousands, with annual revenues of over $500 million. As a Product Manager in my company’s System Security Group, I’ve had opportunity to work with the Group’s President, who is a Stanford GSB Executive MBA graduate.
I’ve been inspired by his achievements, which are similar to my career goals, and hearing from him about his Stanford experiences has led me to consider Stanford GBS as my next career step. My discussions with him have brought me to realize that, in order to advance from my current position as Product Manager with business development responsibilities to Business Development Manager, I need to grow in three areas: management theory, hands-on experience, and international perspective and networking.
After speaking with additional Stanford GSB alumni and students, I’m convinced that a Stanford GSB MBA is the best way to get all three. Stanford’s “Homeland Security: Operations, Strategy, and Implementation” course, along with Prof. Lawrence M. Wein’s research, can significantly contribute to my specific industry knowledge. This, as well as Stanford’s strong ties with Silicon Valley and its impressive recruiter list, will all be great advantages when I seek to fulfill my short-term goal immediately post-MBA.
Coming from a multidisciplinary background which combines undergraduate studies of Computer Science and Biology, as well as experience in technology, sales, marketing and business development, I hope that Stanford’s multidisciplinary approach will enable me to better utilize my knowledge. The D-School course, for example, will help me apply the knowledge I have gained as Product Manager to my future decisions as CEO of a technology company, responsible for a full range of development and business activities.
Stanford’s new Curriculum and the opportunity to take up to 18 elective courses leave me considerable freedom to take finance, accounting, and investment management courses. I need these in particular to evolve my viewpoint from the tactical Product Manager view I hold today to the strategic CEO view I’ll need to manage larger processes. In addition to this theoretical knowledge, I want to practice in Stanford’s Center for Leadership Development ; Research how to think and act like a CEO: strategically, in real time and with confidence.
The Leadership Labs and the Executive Challenge are a great opportunity to evaluate the performance of executive managers, and to get my fellow students’ feedback on my own decision making. Homeland Security CEOs today all have their eyes on India, one of the biggest Homeland Security markets. In my current position, I’m responsible for business development activities in India and have been on dozens of trips there, participating in hundreds of meetings with Indian officials and businessmen.
Stanford’s Global Management Program with its Global Management Immersion Experience (GMIX) in India, as well as the Stanford and IIM(B) Link (SAIL) program in collaboration with the Indian Institute of Management in Bangalore, can expose me to additional opportunities in the Indian market, strengthen my network there, and provide me with opportunities to contribute from my experience managing over 15 Indian tenders.
Stanford’s Center for Global Business and the Economy, International Development Club, international student body meeting in small classes, and global alumni network, will all give me ample opportunity to contribute from my experiences in over 30 countries, while also helping me to strengthen my global business network and learn new ideas about international management.