Engineering

What motivated you to pause your engineering career to pursue an MBA? 

For me, pursuing an MBA did not really feel like stepping away from engineering. It felt like building on it.

I have always enjoyed solving complex problems, but as my career progressed, I became increasingly curious about the decisions surrounding the technology itself. Why are we building this? Who are we building it for? How does it create value for the business? And how do you decide which problems are worth solving?

I wanted to understand that bigger picture. An MBA felt like the right opportunity to complement my technical background with a stronger understanding of strategy, finance, leadership, and how businesses make decisions.

What challenges did you face during the transition from engineering to business school? 

One of the biggest adjustments was becoming comfortable with ambiguity.

As an engineer, I was used to looking for the most accurate answer. In business, there often isn't one perfect answer. You may have incomplete information, several reasonable options, and still need to make a recommendation.

Initially, that was uncomfortable for me. Over time, I learned that being thoughtful does not always mean having every piece of information. Sometimes it means asking the right questions, making reasonable assumptions, and being comfortable making a decision.

That shift in mindset has probably been one of the most valuable parts of business school for me.

How has your engineering background influenced your approach to MBA coursework? 

Engineering has definitely influenced the way I think. My instinct is usually to break a large problem into smaller pieces, understand what is driving it, and then work toward a solution.

That has been useful in courses involving analytics, operations, finance, and strategy. At the same time, business school has pushed me to go beyond analysis. A good answer is only useful if you can explain why it matters and bring other people along with you.

I think that combination of structured thinking and stronger communication has been one of the biggest areas of growth for me during my MBA.

Are there specific concentrations or electives especially helpful for engineers? 

I think engineers can benefit most from taking courses that expose them to areas they may not have encountered deeply in their technical careers.

For me, subjects like strategy, finance, accounting, marketing, product management, and leadership are valuable because they help me look at a problem from a completely different perspective.

Engineering taught me how to build and solve. Business courses add questions like: Does the customer actually need this? How will the company make money from it? What should we prioritize? And how do we get people behind the decision?

That broader perspective is incredibly useful.

Which engineering skills have been most valuable during your MBA? 

Structured problem-solving has probably been the most valuable.

Engineering teaches you not to be intimidated by a complicated problem. You learn to break it down, identify what you know and don't know, test assumptions, and keep working until you understand what is happening.

That mindset translates very naturally into business school. A strong quantitative background certainly helps, but I think the patience and persistence that come with solving difficult problems have been just as valuable.

Were there knowledge gaps you wish you had addressed before starting your MBA? 

I don't think there was one specific gap that I needed to address before starting the MBA. Part of the point of coming to business school was to learn things I had not formally studied before.

There was definitely a learning curve in areas outside my previous experience, but I actually enjoyed that. You are surrounded by classmates with backgrounds in finance, consulting, marketing, operations, entrepreneurship, and more, so everyone comes in knowing something that someone else doesn't.

My advice to engineers would be not to worry about knowing everything before you arrive. Be curious, ask questions, and be willing to learn from the people around you.

How have you approached building a professional network while shifting from engineering into business? 

I used to think of networking as something very formal, but business school changed that perspective for me.

Some of my most valuable conversations have simply started with curiosity: reaching out to an alum whose career interested me, speaking with someone after an event, asking a classmate about their previous industry, or staying in touch with someone I genuinely enjoyed meeting.

“The 2-Hour Job Search” also gave me a helpful structure when I was first learning how to approach networking in the U.S.

Over time, I realized that networking works best when you stop treating every conversation as something that needs an immediate outcome. The relationships that have been most meaningful to me are the ones built through genuine interest, learning, and staying connected over time.

What career paths are you exploring that blend engineering and MBA training? 

I am particularly interested in roles where technology and business decisions come together.

My experience with PwC Accelerated Solutions reinforced my interest in technology and strategy consulting because I enjoy solving problems that require both analytical depth and an understanding of the broader business context.

I am also interested in product management, where you are constantly balancing customer needs, technical possibilities, business priorities, and long-term product direction.

More broadly, I want to work on problems where understanding technology is an advantage, but the goal is ultimately to create meaningful business impact.

How do employers perceive engineering backgrounds in business roles? 

I have generally found my engineering background to be an advantage, particularly for roles that involve technology, analytics, or complex problem-solving.

But the engineering degree itself is only part of the story. Employers also want to know whether you can communicate clearly, understand the business context, work with different stakeholders, and lead through situations where the answer isn't obvious.

The real value comes from being able to take the way you learned to think as an engineer and apply it to broader business problems.

What advice would you give someone considering an MBA after engineering? 

I would start by asking yourself what you want to learn that you are not getting from your current role.

You do not need to stop enjoying engineering to pursue an MBA. In fact, I loved many aspects of my technical career. I simply realized that I was becoming increasingly interested in the business decisions happening around the technology.

If you find yourself curious about customers, strategy, markets, products, investments, or leadership, an MBA can give you the vocabulary and exposure to explore those areas.

And don't feel that you need to have your entire post-MBA career figured out before you start. Business school is also a place to explore.

What resources have been especially helpful? 

The people around me have probably been the most valuable resource.

Conversations with alumni have helped me understand career paths that I previously knew very little about. Classmates have brought perspectives from industries and functions completely different from mine. Mentors and student organizations have helped me navigate recruiting, while the Jones Career Center has provided access to employers, events, and career guidance.

Some of the best learning has also happened informally, during conversations after class, over coffee, or while working through a project with a team. This community has been an important part of my Scheller experience.

What future trends in engineering should MBA students be aware of? 

 AI is obviously changing the way companies think about technology, but what interests me most is how quickly the conversation is moving from “What can this technology do?” to “Where does it actually create value?”

I think MBA students will increasingly need enough technical understanding to ask good questions about AI, automation, data, cybersecurity, and emerging technologies without necessarily being the person building them.

Technology decisions are becoming business decisions. Leaders will need to understand both the opportunities and the trade-offs, including cost, risk, customer impact, and how technology changes the way people work.

How can someone effectively leverage engineering experience in business settings? 

Don't feel that you need to leave your engineering mindset behind when you move into business. It is one of your strengths.

Engineers are trained to ask questions, work through complexity, understand constraints, and solve problems systematically. Those skills are valuable far beyond purely technical roles.

The key is learning how to translate them. Instead of only explaining how something works, explain why it matters to the customer or the business. Instead of focusing only on the technically best solution, consider cost, timing, people, and strategic priorities.

Being able to understand both the technical details and the broader business context can make you an effective bridge between teams.