Shreyas Ashok Kapse

1. What was the main reason for you to choose doing an MBA? And why RSM? 

“I wanted to do an MBA for multiple reasons – there wasn’t just one single trigger. I felt a kind of stagnation in my thought process and career. I wanted to open myself up to new perspectives, opportunities, domains and interests. It was about breaking through the plateau I was on, both professionally and personally, and gaining direction for the next phase of my career.

I chose RSM because it stood out as one of the most international programmes in the Netherlands. I did explore other options, but RSM was the clear winner when it came to added value, price-quality ratio and logistics. 

Most importantly, RSM's international character drew me in. I spoke to a few people before deciding, and if you want to pursue an international MBA in Western Europe, RSM is undoubtedly among the top choices. The positive and engaging conversations I had with RSM staff and alumni sealed the deal for me.”

2. In what ways does the Global Executive MBA prepare you to be a leader in an uncertain world?

“The GEMBA programme equips you to handle uncertainty in two crucial ways. First, there's the technical side – learning the core aspects of business and international trade. From marketing and decision-making to corporate finance and governance, the courses provide a solid foundation. A highlight for me was our trip to Washington DC, where we explored how global policy and corporate dynamics interact. Understanding how to navigate geopolitical shifts, market disruptions, and local challenges has been eye-opening.

The second aspect is personal leadership. RSM places enormous focus on helping you grow as an effective leader – not just in managing others, but in managing yourself. The programme encourages deep self-reflection through personal development plans and intervisions. This inward-looking approach pushes you to strengthen your emotional intelligence, crisis management skills, and communication strategies. It’s about becoming a leader who is not only impactful on the outside but also composed and resilient on the inside.”

3. How would you describe your RSM MBA experience so far?

“It’s been truly transformative. I often describe it as life itself – giving you the test first and the lesson afterward. There have been moments of discomfort, but these were less about the programme’s demands and more about the expectations I placed on myself. The GEMBA experience constantly nudges you outside your comfort zone, teaching you how to navigate both professional and personal uncertainties.

What’s been most impactful for me is the cohort. RSM acts like the potter’s wheel, spinning steadily, while the professors shape the fundamentals. But it’s your peers who add the finer touches, helping mould you into a more refined version of yourself. The diverse perspectives within the group challenge you, support you, and ultimately shape your personal and professional growth.”

4. What has been the most challenging assignment or course during the GEMBA so far?

“Corporate finance was the most challenging assignment for me – it brought together strategy, governance, and financial concepts, demanding deep research and critical thinking. I spent my entire winter break working on it, constantly reflecting and reworking my ideas.

Another memorable assignment was the strategy project led by Prof. Pursey Heugens, where we developed a greenfield strategy for my own company. It pushed us to adopt an outside-in perspective, thinking strategically beyond our day-to-day operations. The teamwork and the final output made me proud, and it’s something I couldn’t have achieved two years ago without the GEMBA experience and the support of my cohort.”

5. What impact does the Strategic Leadership Development (SLD) component of the programme have on you?

“SLD acts as a mirror – constantly reflecting your strengths and weaknesses as a leader. It reveals the gaps in your leadership style, how you interact with teams, and how you approach work and deliverables.

Through intervisions and group feedback sessions, you’re confronted with honest insights about yourself. Sometimes, you get feedback that makes you wonder: is this something I need to change, or is it the other person's perspective that needs adjusting? This back-and-forth dynamic keeps you grounded and sharp.

For me, the SLD component has been transformative, helping me build self-awareness and identify the habits I need to change. It’s a powerful platform for testing and verifying your abilities in a safe yet challenging environment.”

6. If you had to choose one Sustainable Development Goal, which one would you choose, and why?

“I’m passionate about SDG 12: responsible consumption and production. It’s a goal I often debate in class, as individual responsibility plays a crucial role here. There’s a lot of focus on companies reducing plastic or adopting greener practices, which is essential, but I feel personal accountability often gets overlooked. When you examine per capita carbon emissions, especially in Western economies, the numbers reveal how much individual consumption contributes to the problem. It’s not just about ensuring bottle caps stay attached – it’s about reducing the number of bottles you use in the first place.

If a significant portion of the global population adopts responsible consumption habits, companies will naturally follow these trends and implement broader changes. For me, this individual action is where real impact begins.”

7. Has your MBA journey changed your outlook on what your career will be like after doing an MBA?

“Honestly, this is something I’m still grappling with. The MBA has undoubtedly given me more knowledge, context, and confidence in my abilities. I now see that I’m capable of much more than my current domain. However, translating that into career opportunities depends on the market, networking, and timing.

Many of us in the GEMBA join the programme hoping to pivot or expand our careers, but it’s not only that. The connections RSM offers – like those we made in Washington DC – are incredibly valuable, and we have several of these Global Experiential Learning courses and other interactions which could help bridge the gap between what we’ve learned and where we want to go.”

8. What advice could you give to people who are considering doing a Global Executive MBA?

“Get your 'why' crystal clear. Knowing exactly why you want to pursue an MBA is crucial because this journey isn’t easy. If you're not fully committed to your reason, the process can feel overwhelming. But if your motivation is strong, every lesson and experience will enrich you.

Interestingly, by the end of the two years, your 'why' might evolve. You may realise your initial goal was just the tip of the iceberg, and that’s the beauty of the programme – it expands your perspective beyond what you originally envisioned.

If you're mid-career with around 10 to 15 years of experience, an MBA can be a powerful catalyst for growth. Choose between EMBA or GEMBA based on your personal preferences and, most importantly, the kind of cohort you want to learn and grow with. The people you surround yourself with during this journey will shape you just as much as the curriculum itself.”