The true impact of an MBA on career and leadership  

An MBA isn’t just a credential—it’s a mindset shift. It challenges how you think, work, and lead. For Ambrish Sinha, CEO of an EdTech company, his MBA at TAPMI wasn’t just about academics; it was a training ground for high-pressure decision-making, collaboration, and adaptability. In this conversation, he shares how the rigor of B-school, the influence of his peers, the lessons learned from real-world case studies shaped his leadership style and career trajectory. 

Q: What has been your educational journey, and how has it influenced your career? 

A: I would like to say that I don’t think my educational journey has directly influenced my career, to be honest. The education I pursued was more out of interest in the subjects I was passionate about, which influenced my decision to take certain courses or programs. These choices were not driven by career aspirations to a great extent. 

The second aspect was that it was more about acquiring skills that would give me a head start in my career. I was interested in economics, marketing, strategy, and finance. Sales and marketing also intrigued me. So, I pursued those areas during my undergrad and later in my MBA. A grounding in business fundamentals led me to pursue an MBA from TAPMI. From there, my career began. But to say that where I am today has a direct bearing on the courses I took would be the wrong way to look at it. 

Q: Are there any skills you acquired during your MBA at TAPMI that helped in your career? 

A: Obviously, the basic rigor and discipline of education and pedagogy help, not just at the B-school I attended but at most institutions. Additionally, the peer group you interact with plays a significant role. They are driven individuals who want to do well in their careers, though they also want to have fun. An MBA shapes your thinking and character in a way that aligns with how you would function in the business world. 

Internships and other activities also give you a grounding in what your career might look like if you work for a large organization. From that perspective, the B-school experience helped me. My first job came through campus placement, which also helped me get into a good organization early in my career. 

The peer group, the subjects, the time devoted to real-life case studies, and the preparation for a future career all contribute to the experience. The rigor and discipline in most schools, through case studies and assignments, simulate the high-stress, dynamic business environment you’ll enter. Looking back, I think it was quite beneficial, though I didn’t think so deeply about it at the time. As time passes, you reflect on your choices and connect the dots better. 

Q: Speaking of peer groups, they are very important in an MBA. Do you have any memorable incidents from your peer group, either during your MBA or undergrad, that had a lasting impact on your leadership style?  

A: One thing that stands out is discipline and bias for execution. Preparing for a high-growth, challenging business environment was a key takeaway. We often did case studies late at night and submitted assignments early in the morning. Some assignments were given to us late in the evening, and we had to provide solutions by the next class. These were good simulations, though not exact replicas, of how corporate life works. 

In the corporate world, you might face a problem in the marketplace that you can’t predict, and you need to provide a solution by the next morning. You have to think through the issue overnight or whenever it arises. You can’t leave it hanging. The pedagogy at the B-school prepared me for such situations. When I joined the workforce, I never felt stressed because I had already experienced similar situations in a simulated environment. 

The peer group at the B-school became like colleagues, bosses, mentors, or customers in real life. You must overcome a lot of distractions. If you set a goal, you have to achieve it by clearing those distractions. That’s the approach you should take. 

Q: What are some key trends shaping the future of online education? 

I think there are a few key trends that are shaping the online education landscape. One significant area of disruption is the ability to create learning pathways for campus learners to complete their courses online. This will substantially reduce the cost of higher education in India, especially in private and some public universities. 

Another crucial aspect is the need for online learning platforms to support research and development in new pedagogies. With rapid advancements in AI and technology, there are transformations we cannot predict today, but they will fundamentally change the way online learning is delivered. 

Q: How do you think online education is transforming career growth for working professionals? 

Online education has removed a lot of traditional barriers to learning. Earlier, if you wanted to upskill or pursue higher education, you had to take a break from work or relocate. Now, with flexible learning models, professionals can gain relevant skills without disrupting their careers. 

One of the biggest advantages of online education is that it allows professionals to apply what they learn in real time. Unlike a full-time MBA, where you absorb knowledge and implement it later, online programs let you directly test concepts in your workplace. This makes learning more practical and immediately impactful. 

Also, the networking opportunities in online education have improved significantly. Many platforms now offer peer interactions, group projects, and mentorship, helping learners build meaningful professional connections beyond their immediate work environment. 

Q: What advice would you give to professionals today? 

A: Be excited about what you do. Empathy is crucial, especially as you become a leader or manager. You have to put yourself in others’ shoes to understand their perspective. Sometimes you won’t have the right answer for them, but you’ll be able to appreciate their situation, and that appreciation matters. 

If you’re pursuing an MBA or a job, don’t ask an employer, “I want to be a CEO. What should I do?” Instead, focus on the larger vision. For us, it’s about making higher education affordable and accessible. Whether we do it through multiple universities, boot camps, or enterprise learners, the goal remains the same. Each organization has its own journey, and you shouldn’t overthink it. Set your goals right, and the rest will follow. 

Conclusion 

Looking back, Ambrish Sinha’s journey shows that the true value of an MBA isn’t found in textbooks alone—it’s in the ability to navigate uncertainty, work with diverse teams, and develop a bias for action. Whether you’re considering an MBA or already on that path, the experience is what you make of it—and its impact lasts far beyond graduation.