When I joined the Executive Strategy Programme at the University of Oxford, I was already leading in an environment full of big ideas, strong partnerships, and highly respected figures. We had corporate sponsors like Uber, Delta Airlines, and Macy’s supporting our four pillars: Mentoring, Education, Health and Wellness and Economic Empowerment. We had a powerful board made up of experienced professionals who are members of city and state government and even elected officials like Councilwoman Inez Dickens and former Congressman Charlie Rangel in our network. On paper, things looked great. But inside, I could sense something wasn’t quite right.
The world was changing - fast. Inflation was rising, the political landscape was shifting, and new technologies like artificial intelligence were emerging rapidly. Then, on top of it all, the war in Ukraine began. President Biden made a comment that stuck with me: 'This will cost American citizens'. I knew he wasn’t just talking about war. He was talking about the ripple effect - on our economy, on our dollar, and on how we do business here in the United States. I realized my organization wasn’t having these conversations. We weren’t factoring in global risks. We weren’t thinking far enough ahead, as a current book I was assigned from the Corporate Affairs Academy - The Long Game. That’s what drove me to Oxford. I needed a strategic lens to help guide us into the future.
One of the most impactful moments for me in the program was when we talked about leading through uncertainty. The term 'VUCA' - which stands for volatility, uncertainty, complexity, and ambiguity - was introduced in one of the early sessions. That word summed up everything I was feeling and even today in 2025 that describes global concerns initiated by the Trump administration. We were trying to lead in a time when nothing was predictable. But the idea that there was a way to plan for unpredictability, to prepare for what we didn’t know really opened my eyes.
I took that concept and brought it back to my board and executive team. We started to rethink how we plan. Instead of just looking at the next event or the next fiscal year, I began pushing conversations around longer-term outcomes. For example, our STEM program is one of our proudest initiatives, but I realized we were only thinking short-term - updating it year by year.
Another takeaway that stuck with me was the idea of measuring strategy not just by time, but by milestones. We were used to setting goals based on quarterly or yearly outcomes, but Oxford helped me see that it’s more powerful to measure based on progress and adaptability. That was a game changer. It taught me how to create space for flexibility - because with everything from pandemics to political regulation, we must be ready to pivot.
One of the most useful parts of the program was the group discussions. Hearing how other leaders were facing challenges gave me a sense of camaraderie. It reminded me that even with strong teams and successful programs, every organization is vulnerable if it doesn’t keep its eyes on the horizon and promotes camaraderie. What was challenging for me, honestly, was realizing how behind we were in connecting the dots between global events and local strategy.
Brining my training up to date, I have been appointed to Co-Chair a very new committee called, CAP. CAP stands for, Committee, Addresses Problems. CAP was established as a rapid response committee due to the Trump administration addressing legislative impact, economic shifts, DEI and Educational issues etc. separately. My co-chair and I have started building relationships with other leading organizations and partners to influence our board and corporate team to encourage innovation rather than fear.
I would say to go for it, it’s not about just learning strategy - it’s about making strategy your life. You are not just giving tools, but you are providing instructions on how to use each tool based on the situation before you. Everything is strategy you would realize, and you would learn where many organizations and companies and general life situations fail short.
If I had to describe my Oxford experience in one word, I’d say it was 'transformative'. It helped me move from reacting to problems toward anticipating opportunities. And that’s a skill I’ll be using for the rest of my life.
Being part of the Executive Strategy program and connecting with such a sharp, driven cohort by the name of Sarif Hossain and Leslie Kates whom I recommend to anyone really pushed me to keep growing and I must not forget, Trudi Lang. The conversations we had and the perspectives they shared made me take a deeper look at how I’m showing up as a leader - especially in my work with IHRC-USA Regional Inc. and my business consulting company. That experience made it clear that joining the Corporate Affairs Academy was the next right move. I wanted to keep building on what I learned and bring even more strategy, structure, and global insight into both spaces.
I hope my insight gave you a sense of belonging as if you had already completed the program. Much success and I’ll see you on your new journey.
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