Since Fox, I’ve continued building a career in healthcare/pharma tech, coming into companies that are ready for their next stage of growth and positioning for acquisition. I help set strategic direction and build the operating model that gets them there, usually while the business is moving at full speed. That’s looked like four acquisitions, teams I’ve built and been part of across strategy, operations, and product, and the work of taking a company from early traction to something a buyer wants.

I return to Fox because the questions that students are working through are the same ones I work on every week, and I want to bring that real-time, inside-the-company perspective to the next generation coming up. That’s what students can expect from me: straight feedback, real-world examples that illustrate the concepts they’re learning in class, and a habit of asking the questions that get to what actually matters.

What makes this MBA approach work is that it treats ambiguity as normal, because in real business it is. That’s the skill that lasts. Diagnose quickly, act before everything is certain, and stay adaptable when the model keeps shifting.