Alumni

Alumni Advisory Council: New Chair and Vice-Chair appointed

Eunicia Estrocio — Wed, 01 Oct 2025 09:17:11 +0000

Alumni Advisory Council: New Chair and Vice-Chair appointed

Eunicia Estrocio Wed, 01/10/2025 - 09:17

4 March 2026 Alumni

Besnik Mustafa (Weekend MBA 2025)

27 February 2026 Alumni

Alumni Careers: Understanding imposter syndrome and career growth

Imposter syndrome is something our careers consultants encounter frequently when supporting professionals through moments of growth, transition, and increased responsibility.

13 February 2026 Alumni

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

As the world of work continues to shift through the rise of remote working and rapid advances in AI, our careers consultants are increasingly supporting professionals who want to stay visible, valued, and strategically positioned.

1 October 2025

Alumni

Following a shortlisting and interview process over the summer, we are delighted to announce that Ansumana Bai-Marrow (Global Online MBA 2023) has been appointed the new Chair of the Alumni Advisory Council. He will be joined by Jonathan Tai (iBSc 2003; Medicine 2005; MSc International Health Management 2024) who has been selected to serve as Vice-Chair of the Council. Formally taking up their three-year terms from today, they will lead a 15-strong Council to support the Business School’s strategic initiatives and deliver a range of alumni activity.

Ansumana Bai-Marrow has already demonstrated his commitment for the alumni community as a founding member of the Imperial Black Alumni Network. With 20-years’ experience working in some of the world’s largest financial institutions, Ansumana brings a wealth of leadership experience to the Chair position and a passion for supporting the Business School. Connect with Ansumana.

At such an exciting time for the business school, I’m looking forward to leading an engaged and enlarged Council, serving our growing alumni community, and continuing the great progress made under Joanne’s leadership.

Jonathan Tai is a two time-graduate from Imperial, having completed his medical degree in 2005, followed by a Master’s in International Health Management last year. While studying at the Business School, Jonathan led the Dean’s Student Advisory Council as President and now volunteers his time to mentor current ��ý and speak at events. Connect with Jonathan.

I’m delighted to be appointed and am looking forward to working with our incoming Chair. Together with members of the Alumni Advisory Council, I hope to continue our efforts in building a formidable global alumni network, listening to the needs of nearly 40,000 (and growing) alumni, and leveraging our collective experience to shape the Business School's strategy and initiatives.

“I am so pleased that Ansumana and Jonathan will be leading the Alumni Advisory Council as the Business School embarks on its new strategy, ‘Where science means business’. I know they will do a fantastic job representing the alumni community. On behalf of the alumni team, the Council and the entire School, I’d also like to extend my thanks to Joanne for everything she has given to this role and to our community.”

Rebecca Martin

Head of Alumni Engagement

“Thank you so much for your kind and generous words. During my 13 years on the Council we have handled many significant challenges and changes. Its members have given me much inspiration, wisdom and good humour during that time. The Council thrives on the extraordinary calibre of the alumni community and in Ansu and Jon it has two gifted leaders to continue its important work”

Joanne Linder

Full-Time MBA 1996, Chair of the Alumni Advisory Council (2013-2025)

Volunteering

2 minute read

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

Francesca Hoare — Tue, 04 Mar 2025 09:31:29 +0000

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

Francesca Hoare Tue, 04/03/2025 - 09:31

4 March 2026 Alumni

Besnik Mustafa (Weekend MBA 2025)

27 February 2026 Alumni

Alumni Careers: Understanding imposter syndrome and career growth

Imposter syndrome is something our careers consultants encounter frequently when supporting professionals through moments of growth, transition, and increased responsibility.

13 February 2026 Alumni

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

13 February 2026

Alumni

Alumni are navigating a workplace that looks very different from the one many of them prepared for. As remote work becomes normal and AI automates more execution, the differentiator is no longer access to information — it’s clarity of contribution.

It’s no longer enough to do good work. People need to know you are doing good work.

In distributed environments, informal conversations that once reinforced reputation are harder to come by. As a result, perception gaps can widen. Silence can begin to define a professional brand if it isn’t shaped intentionally.

Visibility is not self-promotion. It is being associated with value. It is communicating impact, demonstrating judgment, and contributing where decisions are made. In an AI-influenced workplace — shaped by tools from organisations such as OpenAI, Microsoft and Google — what stands out is no longer just output but thinking.

What can you do?

Small, consistent habits now matter more than ever. The aim is not to be everywhere, but to be clear and consistent enough that your value is recognised without you having to repeat it.

Show your thinking, not just your output. Make your judgment and influence visible.
Make your work legible. Share concise, structured updates. Document decisions and outcomes.
Be known for something specific. Clarity builds credibility.
Invest in key relationships. Reputation travels through trust.
Contribute early in meetings. Early perspective shapes perception.

How can Careers help you now?

The above behaviours are coachable.

Coaching and workshops:

Reputation & Visibility Coaching (1:1)
Focused sessions to help you identify visibility gaps, clarify what you want to be known for, and prepare for promotion or progression conversations. The world has access to a global talent pool now, which can feel overwhelming. The flip side of this is that you also have this reach – your audience is wider and being equipped to manage this is a professional responsibility.

Impact Storytelling Support
Practical coaching on translating responsibilities into measurable impact — for performance reviews, leadership conversations, interviews and also digital platforms such as LinkedIn.

AI & Strategic Skills Development
Guided reflection on how you are using AI, and how to position yourself as a strategic thinker demonstrating judgment, oversight and decision-making rather than execution alone. We will challenge you to identify moments when you were at your best, spot when doubt creeps in and discuss how to leverage what comes naturally to you.

Remote Influence & Presence Coaching
Support in building influence in hybrid environments — contributing confidently (but effectively) in virtual settings, strengthening stakeholder relationships, and increasing professional presence without feeling performative.

We encourage you to stay connected and check in as new topics and workshops are introduced.

Find out more about our services

Alumni Careers

Off

2 minute read

Alumni Careers: Understanding imposter syndrome and career growth

Francesca Hoare — Tue, 04 Mar 2025 09:31:29 +0000

Alumni Careers: Understanding imposter syndrome and career growth

Francesca Hoare Tue, 04/03/2025 - 09:31

4 March 2026 Alumni

Besnik Mustafa (Weekend MBA 2025)

27 February 2026 Alumni

Alumni Careers: Understanding imposter syndrome and career growth

Imposter syndrome is something our careers consultants encounter frequently when supporting professionals through moments of growth, transition, and increased responsibility.

13 February 2026 Alumni

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

27 February 2026

Alumni

Imposter syndrome is something our careers consultants encounter frequently when supporting professionals through moments of growth, transition, and increased responsibility. Building on the insights shared by Sophie Scott during MBA Careers Week, this article brings together practical guidance from Careers Consultant Chloe Chambers to help you understand why these feelings arise and how to manage them effectively.

Imposter syndrome is a common experience among high-performing professionals — and it often becomes more nuanced as careers advance, as highlighted by Sophie Scott during our recent MBA Careers Week.

Many high performers privately question whether their success is truly earned. They attribute promotions to timing, market conditions, or strong teams rather than their own capability. Even with a world-class education and an impressive track record, there can be a persistent concern about being “found out.”

We see this most often at moments of transition — stepping into senior leadership, pivoting industries, launching a venture, or returning after a career break. Increased visibility can amplify internal scrutiny. Imposter syndrome rarely reflects a deficit in competence; more often, it reflects elevated standards and expectations.

In our work with Masters and MBA cohorts, and in conversations with alumni navigating complex leadership roles, we focus on practical, evidence-based strategies:

Create an evidence bank
Reviewing objective evidence (strategic decisions you have influenced, commercial results delivered)helps separate feelings from facts and anchors confidence in proof rather than perception. It is also fantastic interview preparation.

Reframe the narrative
Self-doubt often skews reality. Challenge the internal story by asking: What are the facts? What evidence contradicts this belief?

Adopt a growth mindset
Drawing on the research of Carol Dweck, we encourage ��ý to see capability as something developed through stretch and challenge. Readiness is rarely a feeling; it is a decision.

Build strategic confidence
Confidence is not a personality trait reserved for a few. It is built through preparation, deliberate reflection, and consistent action. Confidence often follows action and not the other way around – if only!

Imposter syndrome does not disappear with seniority or credentials. What changes is how effectively it is managed.

How 1:1 Coaching Can Help

In confidential sessions, we help alumni explore patterns of self-doubt and prepare for high-stakes transitions. With structured reflection and constructive challenge, coaching can accelerate the shift from private self-doubt to deliberate actions. Coaching does not remove challenge — it equips you to progress despite it.

If you are going through professional change, preparing for greater responsibility, or noticing some of these feelings in yourself, coaching conversations can provide practical support to help you. Addressing imposter syndrome through coaching can be a powerful form of future-proofing your career, building the confidence and capability to navigate change and opportunity as and when it arrives.

Find out more about our services

Alumni Careers

Off

2 minute read

Besnik Mustafa (Weekend MBA 2025)

Francesca Hoare — Tue, 04 Mar 2025 09:31:29 +0000

Besnik Mustafa (Weekend MBA 2025)

Francesca Hoare Tue, 04/03/2025 - 09:31

4 March 2026 Alumni

Besnik Mustafa (Weekend MBA 2025)

27 February 2026 Alumni

Alumni Careers: Understanding imposter syndrome and career growth

Imposter syndrome is something our careers consultants encounter frequently when supporting professionals through moments of growth, transition, and increased responsibility.

13 February 2026 Alumni

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

4 March 2026

Alumni

After beginning his career at Finance Think, Besnik Mustafa went on to advise Members of Parliament in North Macedonia. He later joined Salience Consulting, gaining experience across multiple international markets. His Weekend MBA sparked his shift in-house, and he now serves as a Network Development Manager at Meta. We spoke with Besnik about his career pivots, his transition from North Macedonia to the UK, and the lessons he has gathered along the way.

You’ve made several interesting changes in your career. Can you talk me through that journey?

One thing I have realised looking back is that there was no one big leap. My career has really been a compilation of pivots.

After finishing my Master’s in Edinburgh, I returned to North Macedonia and joined one of the country’s leading think tanks, Finance Think. Their work focuses on economic development, which aligned with my interest in emerging markets and developing the economy back home.

After a while, I wanted to have a more direct impact on decision‑making, so I moved into a role advising Members of Parliament. I worked for the Parliamentary Budget Office, where much of my work dealt with the economic impact of COVID‑19, particularly on international trade and tourism.

About eighteen months later, I made what was probably the biggest pivot of my career: moving into consulting. I joined Salience Consulting, a boutique firm specialising in digital infrastructure. There, I worked on everything from commercial due diligence and go‑to‑market strategies to business cases and internationalisation strategies across a range of technologies. I often joke that I covered the full spectrum, from subsea cables all the way up to geostationary satellites 30,000 kilometres above Earth, and everything in between!

That period was incredibly important for my career development. Shifting from local issues to international ones across 10 – 20 countries, was a completely different ball game, and the exposure was invaluable. In a boutique consultancy, responsibility comes fast, and I was a lead analyst in calls literally within my first hours on the job.

I stayed there for three and a half years, during which I began my Weekend MBA. Through the MBA, I had my first session with Chloe from Career Services, where I was confronted with the big question: What do I actually want to do? Up until then, my career had always placed me at the sidelines - advising, analysing, consulting. I realised I was gaining a broad range of skills, but I wanted to apply them deeply within one organization.

That led to my final pivot. As I was finishing my MBA, I joined Meta as a Network Development Manager in Network Investments. I had worked in subsea infrastructure in a couple of previous engagements and I was able to leverage that experience to make the transition.

What existing skills have you been able to carry into your role at Meta, and where have you had to learn something new?

When I mentioned earlier that I was leading client calls within just a couple of hours of joining Salience, that mentality is something I definitely carried with me to Meta. You have to be flexible, and willing to look for a problem and solve it. You can’t, and shouldn’t, wait around.

But there was also a lot I needed to learn. The scale and breadth of the projects at Meta are unlike anything I’d worked on before. I had to become more open, and more proactive. I also had to learn to truly listen. The people I work with at Meta are, without question, some of the most talented and impressive individuals I’ve ever met. It’s such an honour just being on the same team as them.

Having made the move from North Macedonia to the UK, how has the experience been for you, and what guidance would you share with someone thinking of doing the same?

It was definitely a challenge! Part of that was simply adjusting to a completely new environment, but I also had to rebuild my credibility from scratch. Even with solid academic credentials and work experience, I had never worked in the UK before. I wanted a bit more legitimacy in this market and that’s why I chose to do my MBA at Imperial. It allowed me to keep working, continue my studies, and start putting together a long‑term plan for transitioning between roles.

My focus was on overcoming what in business is called the “liability of foreignness”: entering a new market where you need to establish credibility through your experience, your network, or in my case, through the MBA. It was a challenge, but ultimately it worked in my favour.

As for advice: London is incredibly global. No matter where you’re from, there’s almost certainly an organisation here serving that market. That ties back to my earlier point about pivots and leveraging your background. If you’re coming from Eastern Europe like I did, or have experience in regions like the Middle East or Africa, there are countless companies in London operating in those areas. Don’t sell your experience short. You have unique selling propositions that you should take full advantage of.

Another piece of advice is to surround yourself with like‑minded people. The world is more global than ever, and especially at Imperial you’ll find clubs and societies for virtually any interest. In the Business School especially, people tend to be deeply passionate about areas like consulting and finance. You can find your niche, bounce ideas off each other, and discover opportunities you might never have considered.

What is the biggest lesson that you've learned so far in your professional life?

For me, it really comes down to two things.

The first is that you have to take advantage of the opportunities in front of you. If you stay still and wait to see where the wind takes you, you’re unlikely to get very far. But if you proactively seek out opportunities, you’ll get far more out of each experience. Whether I was in a policy think tank, in Parliament, or later at Salience Consulting, I always sought to take on projects where I could have the greatest impact. And once you’ve proven yourself, very few employers will say they don’t want you to take on more responsibility or explore new areas.

The second lesson is that careers tend to unfold through a series of pivots rather than one big leap. You might start in one field, as I did in policy, and gradually move toward something entirely different. For me, that ultimately meant transitioning into more commercially focused work. In certain professions you might be able to make a big double or triple jump, but for most people the most practical and realistic path is incremental change rather than that one big moment.

This feels especially true in the current labour market. Switching sectors is difficult if you’re trying to jump too far too fast but it becomes far more achievable if you pivot gradually.

How has Imperial shaped your journey, and how do you hope to give back to current ��ý?

When I was at Imperial, I had so many people go out of their way to help me - people who had absolutely no obligation to do so. I must have had ten, maybe twenty coffee chats with Imperial alumni, and each conversation opened my eyes to something new: how different companies operate, how the London job market works, what to do, and what to avoid. A lot of the advice I give people now is really a compilation of the insights those alumni shared with me.

I was incredibly fortunate to meet people who took time out of their lives to offer valuable information, whether through chats, panels, or informal conversations. Whenever I needed advice, there was always someone willing to help. That’s why I feel a strong responsibility to do the same for others.

That commitment to paying it forward is something I carry with me today through my ongoing work with the Careers Service. I recently had the pleasure of hosting Chloe Chambers and Nan Ding from the Careers team during a visit to Meta, which was a fantastic opportunity to stay connected and discuss how we can continue supporting the next generation of talent. I really encourage everyone to keep in touch with the Careers Service - it’s a powerful way to stay involved, benefit from coaching throughout your career, and ensure that the cycle of mentorship and support continues long after we graduate.

I genuinely feel indebted to those who helped me, so I try to pay that forward. Even if I can’t directly support someone, I can put them in touch with someone who can. That’s the power of weak links: even a loose connection can create an introduction that makes a real difference.

And because Imperial brings together people from every imaginable background, there’s always someone relevant in your network. That kind of connectivity is one of the greatest strengths of the Imperial community.

Off

Programme

Weekend MBA

7 minute read

Partner with our ��ý: why businesses should apply for our consulting projects

Francesca Hoare — Tue, 04 Mar 2025 09:31:29 +0000

Partner with our ��ý: why businesses should apply for our consulting projects

Francesca Hoare Tue, 04/03/2025 - 09:31

4 March 2026 Alumni

Besnik Mustafa (Weekend MBA 2025)

27 February 2026 Alumni

Alumni Careers: Understanding imposter syndrome and career growth

Imposter syndrome is something our careers consultants encounter frequently when supporting professionals through moments of growth, transition, and increased responsibility.

13 February 2026 Alumni

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

28 January 2026

Alumni

Last summer, global consulting firm AlixPartners were one of 87 companies who partnered with Imperial Business School for our Consulting Projects, presenting ��ý with a real-world business challenge. The results? Innovative solutions, fresh perspectives, and measurable impact.

We spoke to AlixPartners consultants Business Analytics graduate (2018) Qiuyue Zhang, Vice President, and Oli Freestone, Director, about their experience and why they believe other businesses should get involved.

Working with Imperial has been a hugely rewarding experience for AlixPartners. The ��ý supported our team in building and running the model, giving them the opportunity to apply their knowledge to a business problem taking place in real life, real-time. While we were able to give the ��ý a look-in to the world of consulting, the experience equally helped our firm to connect with new talent and hear external perspectives on the project.

The team was impressed by the ��ý’ ability to quickly understand the scope and deliver high-quality work. “If this was a live client situation, nailing down what the problem is and what you’ve been asked to do early on is key,” Oli explains. “Their technical capability was really impressive. What they managed to do with AI models, mock-ups, and bridging technical concepts with business-oriented explanations was outstanding.”

Qiuyue agrees,

The ��ý were incredibly innovative. I work in the AI field myself, so understand firsthand how much time and effort it takes to upskill in those areas. They were able to do that very quickly while also having a genuine interest in solving the problem, as if it was a real-life challenge rather than just another graded part of their programme.

As an Imperial alumna, Qiuyue brought a unique perspective to the project.

I can definitely put myself in the ��ý’ shoes, having been on that side before. I remember when I did my consulting projects, I wished I’d had more opportunities to speak to consultants at the business, so I used my own experience and learnings to tailor how I supported the ��ý and the project. I made sure that we talked regularly so that they felt comfortable with what they were working on, and so that we could address any pain points.

Beyond technical skills, the project fostered growth and confidence. The first time we met, the group was relatively quiet, but then they became increasingly confident,” Qiuyue recalls. “You could see their development in real time. I’d be comfortable putting their final presentation in front of a client.

Both leaders strongly recommend the programme to other companies. Imperial offers the ability to address a real business problem with innovative solutions,” says Oli. Qiuyue added, “It’s good to present a variety of projects because ��ý have different career aspirations some technical, others more business-focused.

Ready to bring fresh thinking to your business challenges?

Submit your project for the next Consulting Projects and collaborate with some of the brightest minds at Imperial.

MSc Consulting Projects

View Brochure

Careers

Off

2 minute read

Alper Barut (MSc Management 2008)

Francesca Hoare — Tue, 04 Mar 2025 09:31:29 +0000

Alper Barut (MSc Management 2008)

Francesca Hoare Tue, 04/03/2025 - 09:31

4 March 2026 Alumni

Besnik Mustafa (Weekend MBA 2025)

27 February 2026 Alumni

Alumni Careers: Understanding imposter syndrome and career growth

Imposter syndrome is something our careers consultants encounter frequently when supporting professionals through moments of growth, transition, and increased responsibility.

13 February 2026 Alumni

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

21 January 2026

Alumni

Alper Barut (MSc Management 2008) is a serial entrepreneur and co-founder of AI-powered platform Leadport.ai. He previously co-founded Esarj, which was built from the ground up into Turkey’s leading e-mobility charging network and later acquired by Enerjisa, the country’s largest energy distribution company. Alper is driven by a builder mindset and focuses on creating technology-led products that solve real-world problems at scale.

Can you tell us about the start of your founder journey?

I have always been motivated by building practical solutions through technology. Early in my career, I worked on wind power plant development projects, where I was first exposed to the energy sector and met my future co-founder. At the same time, my family’s long-standing involvement in the automotive industry gave me a close view of how mobility was evolving. Seeing these two worlds converge made one thing clear to me: electric vehicles were not a trend, but an inevitable shift driven by efficiency and sustainability.

Rather than waiting for that future to arrive, I wanted to be part of its development by contributing to the infrastructure and software supporting the electric mobility ecosystem. As an industrial engineer, this led me to co-found Esarj, focusing on solving a very concrete problem — making electric mobility usable in everyday life. That experience shaped not only what I build, but how I build: identifying structural change early, building for real-world adoption, and staying close to execution from day one.

At a personal level, entrepreneurship gives me a sense of freedom and identity that comes from taking full ownership — the freedom to make decisions, carry responsibility, and live with their outcomes, and the satisfaction of building a professional identity through work I am proud to stand behind.

What is the biggest lesson you have learnt on your entrepreneurial journey so far?

The biggest lesson I have learned is that nothing truly meaningful happens quickly, and things almost never unfold as initially imagined. Real progress begins only after going to market — testing assumptions, listening carefully, and learning from reality rather than plans.

Over time, I came to understand that building successfully is a continuous process of evolution. Products, strategies, and even early convictions must adapt as the market reveals what actually matters. The ability to identify the most critical variables early, recognize where real leverage exists, and adjust direction accordingly is what enables a business to move forward in a meaningful and sustainable way.

I have also learned that long-term success is built on honesty and authenticity. Shortcuts may create temporary momentum, but trust compounds only when intentions, communication, and execution remain genuine. Without that foundation, growth rarely lasts; with it, learning accelerates and progress becomes durable.

Can you tell us about your current company?

I am currently a co-founder of Leadport.ai, a platform built to solve a very specific problem: the gap between customer intent and human (business) response. Many businesses lose their most valuable opportunities simply because they lack the ability to respond at the right moment, with enough context. Leadport.ai is designed to close that gap by enabling instant, voice-based connections at the exact moment a customer shows real interest.

At its core, the platform is built around real conversations rather than surface-level data. By capturing, transcribing, and analysing voice interactions with AI, Leadport.ai functions as a learning system — one that continuously improves by understanding what works, what does not, and why. The goal is not to replace human judgment, but to augment it by helping teams respond faster, make clearer decisions, and improve through every real interaction.

How do you see AI being used as a power for good in business?

I see AI as a tool that helps businesses use their most limited resource — time — more intelligently while bringing greater clarity to decision-making. In many organisations, valuable human attention is spent reviewing information after opportunities have already passed. AI can change this by analysing interactions in real time and surfacing what truly matters, exactly when it matters.

Used responsibly, AI increases transparency rather than creating black boxes. It makes complex processes more visible, decisions easier to explain, and outcomes easier to learn from. By removing repetitive analysis and illuminating what drives real results, AI allows people to focus on higher-quality judgment, better collaboration, and more sustainable ways of working.

What advice would you give someone wanting to become a founder?

Beyond caring about a problem, aspiring founders need to understand themselves deeply — their strengths, limits, and where they can genuinely create value. Founder–market fit matters as much as product–market fit; choosing the wrong market or role will quietly drain energy over time, no matter how strong the idea initially feels.

Execution and resilience matter more than ideas alone. Entrepreneurship offers a unique sense of freedom, but that freedom only becomes meaningful when paired with responsibility and consistency. Building something that lasts requires patience, continuous learning, and the ability to move forward through uncertainty while shaping a professional identity you are proud to carry.

What drew you to study at Imperial?

Imperial consistently ranked among the world’s leading institutions, which was an important factor for me. More importantly, I was drawn to its strong analytical foundation combined with a clear focus on real-world application. Working on practical projects, business cases, and hands-on problem-solving made the learning experience highly relevant and immediately transferable to real business challenges.

Collaborating with diverse, international teams further reinforced this approach. Imperial did not simply teach theory; it created an environment where ideas were tested, assumptions were challenged, and concepts were translated into structured action — a way of thinking that continues to shape how I build and operate companies today.

What have you taken from your time at Imperial to your current professional life?

Imperial gave me far more than technical or business knowledge; it fundamentally shaped how I think. Beyond frameworks and tools, it instilled a broader perspective — the ability to step back, question assumptions, and approach problems with a long-term view rather than seeking immediate answers.

One experience that stayed with me was being asked to explore the history of transportation and imagine the future of mobility by understanding how past transitions unfolded. It reinforced the idea that the future is not something to wait for, but something to design. What makes Imperial particularly distinctive is that this influence does not end at graduation. Nearly two decades on, through moments like this interview and an active alumni ecosystem, the school continues to add value — not as a static institution, but as a living community that evolves alongside its graduates.

Find out more about Leadport.ai.

Off

Programme

MSc in Management (MiM)

5 minute read

Allegra Fortunato (International Management 2022)

Francesca Hoare — Tue, 04 Mar 2025 09:31:29 +0000

Allegra Fortunato (International Management 2022)

Francesca Hoare Tue, 04/03/2025 - 09:31

4 March 2026 Alumni

Besnik Mustafa (Weekend MBA 2025)

27 February 2026 Alumni

Alumni Careers: Understanding imposter syndrome and career growth

Imposter syndrome is something our careers consultants encounter frequently when supporting professionals through moments of growth, transition, and increased responsibility.

13 February 2026 Alumni

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

5 January 2026

Alumni

Allegra Fortunato is Head of Strategy and Director of UK Office at Tecno International, having joined the company shortly after completing her Master’s in International Management at Imperial Business School. Allegra’s commitment to sustainability saw her recently named Sustainability Director of the year at the Institute of Directors Awards. She is also a committed alumni volunteer, supporting ��ý through a range of initiatives including working with them on consulting projects and speaking at induction events.

Can you tell us about your career journey to date?

I’m currently Head of Strategy and Director of UK Office at Tecno International, where I focus on sustainability strategies for different companies. I’ve been with the company for over three years now, having joined after completing my Master’s in International Management at Imperial.

My move into sustainability was actually quite unexpected. The role itself was what I really wanted to do because it was about applying strategy to business. I thought working for such a purpose-driven company would add even more value to the strategy process. It was at a time when sustainability was rapidly gaining importance, and it felt like the perfect opportunity to learn hands-on.

One of the biggest lessons I’ve learnt so far is that there’s no linear career path in this field. Sustainability work is dynamic, and you have to constantly learn and adapt.

What I love most is that my role goes beyond traditional strategy consulting. I get to engage in things like the consulting projects at Imperial, mentoring young professionals, and getting involved in public speaking to promote sustainability. It’s really refreshing to have all these different projects to work on.

You were recently named Sustainability Director of the Year by the Institute of Directors. Congratulations! What was that moment like?

It was totally unexpected. I applied a while ago, got shortlisted, and then honestly put it aside. So when I won, it felt very humbling and deeply meaningful.

It wasn’t just about personal recognition. It felt like an acknowledgement of the collective effort at Tecno International and across all our sustainability initiatives.

I rarely stop to think about my work, and the award really helped to affirm that what I do on a daily basis is making an impact. It’s about translating ambitions into actions, whether that is through speaking at workshops, events or simply having conversations with other professionals. We’ve been working quietly in the background, but this recognition shows that our efforts are being noticed and making a difference.

What advice would you give to others looking to integrate sustainability into their business strategies?

In a nutshell, it starts with a change in mindset. Sustainability isn’t just for carbon-intensive industries. It can and should apply to everyone. Having spoken with businesses from different sectors, what comes out of every conversation is that the mindset is the first thing that needs to be changed. Real change only happens when sustainability stops being treated as a side project or an add-on and becomes fully integrated into the core business strategy.

My advice would be to explore sustainability across all departments. Today, sustainability is increasingly human. Just think about Gen Z entering the workforce, who are looking for purpose-driven companies. The same goes for partnerships, as many stakeholders expect sustainability to be embedded in your overall strategy.

So, don’t treat it as a separate initiative. It needs to be developed both top-down and bottom-up, with ideas coming from all areas of the business. To sum it up, I would say shift the organisational mindset and start treating sustainability as part of the core strategy of your business.

What do you think makes a good leader?

I’ve thought about this a lot, especially after receiving the award. One of the main qualities, in my view, is listening, because leadership is ultimately about empowering the people you work with. Managing people at a young age has been both a privilege and a challenge, and I’ve had to learn how to balance being assertive with being kind.

Listening helps others feel truly valued, and when people feel valued, they perform at their best. A good leader understands their team while still setting clear priorities. It’s about putting people first, learning their strengths and identifying blind spots, so you can make the most of the team.

What drew you to study at Imperial?

It was a combination of factors. The course description aligned with what I wanted to do after my bachelor’s degree, but it was also about being part of a community where I knew I’d meet interesting, like-minded people. And that was definitely the case! I wanted a master’s that would combine my passion for international experiences with business, while offering more than just classroom learning.

In fact, one of the most valuable aspects was the practical approach. During my year, we travelled to places like Estonia, Dubai, and Portugal to work on consulting projects. Applying what we learned to real-life cases, where culture also played a role, was incredibly interesting. It gave me a strategic perspective that I still find useful in my work today.

You’ve returned to Imperial a few times as one of our incredible alumni volunteers. What has been the best thing about supporting current ��ý?

Doing all this volunteering has given me an opportunity to give back. When I think of myself at the start of the course, I wish I’d spoken more with people who had just completed it to hear their thoughts. The more alumni who get involved in that way, the better for incoming ��ý. It’s refreshing and stimulating to engage with the academic side because young people often have perspectives on our everyday work that we sometimes forget.

For anyone thinking of volunteering, I’d say, do it. Students have so many questions before starting, and it’s valuable to give them real advice, not just what they find on leaflets. Setting aside even an hour or two to share your experience can make a big difference and it at the end of the day it feels good to give back to a community that gave us so much.

Off

5 minute read

Joanne Linder, Full-Time MBA 1996

Francesca Hoare — Tue, 04 Mar 2025 09:31:29 +0000

Joanne Linder, Full-Time MBA 1996

Francesca Hoare Tue, 04/03/2025 - 09:31

4 March 2026 Alumni

Besnik Mustafa (Weekend MBA 2025)

27 February 2026 Alumni

Alumni Careers: Understanding imposter syndrome and career growth

Imposter syndrome is something our careers consultants encounter frequently when supporting professionals through moments of growth, transition, and increased responsibility.

13 February 2026 Alumni

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

6 November 2025

Alumni

Joanne Linder, Full-Time MBA 1996, is one of the Business School’s most dedicated alumni volunteers. She joined the Alumni Advisory Council (AAC) 13 years ago and was appointed Chair just a year later, providing steady leadership through a period of significant change. After 12 years at the helm, Joanne passed the baton to Ansumana Bai-Marrow and Jonathan Tai last month, who become the Council’s new Chair and Vice-Chair respectively. We caught up with Joanne as she reflected on more than a decade of service to the Business School community.

You have an incredible 30-year connection to Imperial. What are some of the biggest changes you’ve seen at the Business School and wider University during that time?

Yes, it’s hard to believe it’s been that long! I started my Full-Time MBA in 1995, almost exactly 30 years ago before business tools like mobile phones, social media, and even email became widespread.

The Business School back then was still very much finding its feet. At the time, it was known as the Management School and was part of the Engineering Faculty. Fast-forward to today, and it is a world-leading Business School that is a separate faculty within Imperial.

Experiencing that evolution, from a small department to a globally recognised Business School has been amazing. Its role within the University has grown in prominence and importance. I recently saw a BBC article that described Imperial as a leading institution in “science, technology, engineering, medicine and business” underlining that business education has become an integral part of Imperial’s identity.

I think everyone who is connected to the Business School is extremely proud of that journey.

Do you have a favourite stand-out Imperial memory?

There are honestly so many. When you’re involved with somewhere like Imperial, you get to see a lot of amazing developments and activities. But if I had to pick one, it would have to be an event in 2016, where Imperial celebrated 25 years since Britain's first astronaut in space.

Helen Sharman, who works in the Department of Chemistry at Imperial, was the first British person in space in 1991. Astronauts from all over the world came to Imperial to mark the 25-year anniversary, and there was even a live link to Tim Peake who was, at that time, on the International Space Station.

If you ever want to feel humbled, stand in a room full of astronauts! That was definitely a stand-out moment for me.

You have been Chair of the Alumni Advisory Council for 12 years. What are you most proud of during that time?

One area I do feel particularly proud of is the Council’s role in supporting the development of the undergraduate programme at the Business School.

Historically, the Business School had always focused on postgraduate education. Undergraduate programmes were seen as the realm of the wider University, and it wasn’t something the Business School had ever really done. So, when the School proposed launching an undergraduate programme, it had to make a very strong case to do so.

I remember the Council meeting where it was presented to us. The Council members were so enthusiastic in providing input. Many of them had children who might be interested in studying business, giving it a truly personal connection. We could only discuss it for a limited time during the meeting, but afterwards, several members continued the conversation with the staff that were developing the programme.

Of course, the Council was just one stakeholder contributing to the process, but I think we did so in a very positive and constructive way. In its inaugural year it was the second most subscribed undergraduate course across the entire University. It has been such a success and is something I’m very proud to have been a part of.

Reflecting now, I also feel proud of helping to shape a Council with a strong identity and that works well as a team. At the end of the day, the AAC isn’t about any one person. My role was to make sure meetings run smoothly, to motivate, and to make people feel included. I hope that is something I have achieved.

What do you see as the biggest opportunity for the AAC in the coming years?

One of the most significant developments is the creation of task forces, where Council members and other alumni can collaborate outside of the Council meetings to get involved in key issues. It’s something we have wanted to do for a while, and it will provide a fantastic opportunity for alumni to get involved with specific initiatives such as lifelong learning, philanthropy or community engagement.

The University and the Business School really value the voices of the alumni community. So, if anyone is wondering how to get involved, I’d strongly encourage them to join one of these task forces.

What have your learnt from this role?

It’s always interesting chairing a group of talented volunteers. Whilst I have previous experience of this, each group is unique, and the dynamics are very different to chairing meetings in a business setting.

What has really struck me is the enthusiasm and commitment of everyone involved. We all lead busy lives, and yet we are all giving up our time and energy to help. It’s so important to respect the time and goodwill that volunteers offer. That goodwill can take time to build, and it’s important to recognise it, value it and appreciate it.

If I had to sum it up, I’d say the role has taught me a deeper understanding and appreciation of volunteering, and the strength of community that comes with it.

The other thing I’d add is around chairing itself. I think I’ve become better at it during the 12-year period. You learn to be a better facilitator, a better listener, to be inclusive and to motivate people. All those skills have definitely helped me.

Do you have any advice for alumni thinking of volunteering?

Don’t over think it. A lot of people hesitate to put themselves forward because they think, ‘What do I have to offer? What if other things get in the way?’, but everyone has something of value to offer.

There are so many ways to get involved with the Business School and make a real difference. Imagine your own life without education and then imagine helping someone else to experience what you’ve had. Is there any better incentive than that?

Volunteering is also a great way to continue your own personal and professional development. As I mentioned earlier, I learnt a lot during my time as Chair, and I know other volunteers have shared a similar experience. They enjoy giving back while developing personally from the experience. They learn new skills, gain insights into what’s happening at Imperial, build up their knowledge and their network. There’s a real sense of fulfilment, and a feel-good factor too.

So I’d say: don’t hesitate. Get in touch. Everyone has something valuable to give, and you will learn a lot along the way.

What message would you share with fellow alumni about the impact their collective giving can have on Imperial?

I’ve been a donor for many years, and I come from a time and place when education was largely free. It’s impossible to overstate the value of education, both personally and for society as a whole. But education isn’t free, and we need to find the funds to ensure people have access to it.

Giving doesn’t have to be in the form of a large gift. All the smaller contributions together add up to something powerful.

We’ve all benefited from an Imperial education, and it’s meant a lot to us. One of the best ways to understand the impact is to speak to someone who has benefited from a scholarship or read their testimonies. Their stories show what a difference the support has made to their lives.

What does it mean to you personally to be a part of the Imperial alumni community?

When you’re working in a job or a particular role, your perspective can become quite narrow, whether that’s because of your sector or your specific function. But being part of a community like Imperial really broadens your horizons. You’re interacting with people from all over the world and learning about things outside of your own professional sphere.

If someone asked me why they should get involved or attend an event, I’d say, you’ll learn so much just by stepping outside your usual field and getting involved with something completely different. Otherwise, we all risk becoming too narrow in our focus.

How do you hope your future relationship with the Business School and Imperial continues?

I’m still very much connected to Imperial - I remain a member of the Business School’s Advisory Board, and I will continue to be a donor to support its many great initiatives.

It’s so important to have a learning mindset and I want to keep expanding my horizons. Where better to keep learning than by staying connected with one of the world’s best educational institutions?

I would always encourage people not just to focus on what’s happening at the Business School, but to keep that connection with the wider University. We live in a world with many challenging issues, and seeing the work that is being done at Imperial makes me feel proud, positive, and hopeful for the future.

If you could sum up your time as Chair in three words, what would they be?

Pride. Joy. Belonging.

Find out more

Alumni Advisory Council

Volunteering

Off

Programme

Full-Time MBA

7 minute read

Black History Month: Lola Aworanti-Ekugo, Weekend MBA 2018

Francesca Hoare — Tue, 04 Mar 2025 09:31:29 +0000

Black History Month: Lola Aworanti-Ekugo, Weekend MBA 2018

Francesca Hoare Tue, 04/03/2025 - 09:31

4 March 2026 Alumni

Besnik Mustafa (Weekend MBA 2025)

27 February 2026 Alumni

Alumni Careers: Understanding imposter syndrome and career growth

Imposter syndrome is something our careers consultants encounter frequently when supporting professionals through moments of growth, transition, and increased responsibility.

13 February 2026 Alumni

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

22 October 2025

Alumni

Lola Aworanti-Ekugo, Weekend MBA 2018, is the founder of AfriBorder, a company which is revolutionising financial services and international trade across Africa through technology. With two decades of experience, Lola has held senior leadership positions across Europe and Africa, driving transformative change. In 2024, she was named winner of Imperial’s Emerging Alumni Leader Award, and more recently she joined the Business School’s Alumni Advisory Council and has just taken up the role of Co-Chair of Imperial's AI Alumni Affinity network.

Can you give us a potted history of your career journey?

I’ve been in my career for around 20 years now, and recently found myself reflecting on where it all began.

Back then, I wasn’t quite sure what I wanted to study because I was good at both arts and sciences. I initially planned to become a doctor, but it didn’t feel like quite the right path for me. Then someone mentioned a foundation course in Computer Science to my parents. It was still a relatively new area at the time, and there was a lot of uncertainty about whether it would take off. But once I started the course, I just fell in love with Java. It felt like a second language to me, and that was where I found my flair.

My career kicked off when I got an internship at an investment bank as a software developer. It wasn’t a particularly popular career choice, especially for women! When I first started out there were maybe four or five women, out of around 40 people. It never really bothered me though as I enjoyed what I was doing so much.

From there, I worked at some of the key banks in Europe such as, Dresdner Kleinwort, Commerzbank, and, BNP Paribas before I moved back to Nigeria to lead the digital transformation of one of the country’s biggest banks.

Today, I run my own firm, Afriborder, which enables me to work on a much larger scale. My focus is on advancing digital technologies and digital trade across Africa, making it easier for people to trade and connect, no matter where they are.

What I love most about my work is the impact. It feels meaningful. Innovation changes lives. It saves people time, helps them do things they couldn’t before, and brings ideas to life they never imagined. Seeing the results in real-life is incredibly powerful.

The theme for Black History Month this year is standing firm in power and pride. What are you most proud of?

I’m most proud of my ability to evolve and grow. Technology is such a dynamic industry. What was cutting edge three years ago is now completely different, and today we are talking about innovations like AI. It’s a constantly changing industry, so staying relevant means staying up to date.

I’ve made a conscious effort to upskill and respond to changes in the industry. That’s not always easy, especially when life pulls you in different directions or you feel the urge to disconnect.

But that ability to keep learning, evolving and growing is something I am truly proud of!

How can those in leadership use their position to empower others?

Giving people a voice is one of the most powerful things a leader can do. It’s something I’ve always prioritized wherever I’ve worked, especially with those whose roles can often be overlooked. I make a point of asking, “what do you think?”, and you’d be surprised by how powerful that question is. It shows people that their perspective matters and that they have something valuable to contribute.

Ultimately, leadership is about people. If you’re leading an organization, then you are leading people. And beyond that, whatever business or initiative you’re running, it’s still people who will engage with it, use it, and bring it to life. That’s why it’s so important for leaders to understand people – what makes them tick and what drives them.

Of course, you also need to have a passion for your work. When you combine a heart for people with a heart for your work, leadership becomes something truly enjoyable and rewarding.

When people feel that they matter, it changes everything – how they work, how they relate to others and how they show up. And when they see your passion for the work, it inspires them to do more and be better themselves.

Can you tell us about any projects you have been involved with that help break down barriers?

The work I do is so exciting because we are at the forefront of global change. It’s a beautiful vantage point, especially when you are shaping policies or building solutions to real-world problems.

One project I’m particularly passionate about at AfriBorder focuses on increasing intra-African trade. Currently, trade between African countries sits at about 15-17%, compared to over 50% in regions like Europe and Asia. We are working with the Office of the Vice President of Nigeria, ODI Global, and other partners to align cross-border payments, digital identity and data systems to seamless enable trade. This includes looking at payment systems within Nigeria and across the continent, digital identity systems, and creating solutions and policies, all to drive meaningful change.

The goal is to increase the amount of trade happening between African countries. For me, that is what breaking down barriers looks like. We’re engaging stakeholders in the public and private sector, conducting research, and working to ensure there is visible, lasting impact.

The objective of trade is to improve lives. When people can trade more easily, they can grow their business and scale beyond borders. A trader in Ghana can sell to the rest of Africa with one click. A trader in Kenya can do the same. That kind of access improves livelihoods and strengthens economies. For me, I hope that can have a huge impact across Africa.

You mentioned you were one of just a few women when you started your career. What action would you like to see taken to encourage more Black women to pursue a career in finance, business and technology?

The first thing I would say is advocacy. From a young age, many girls hear limiting messages like, “This career isn’t really for women” or “It’s going to be really tough, maybe you should consider something else”. I remember being in meetings where people say, “programming is quite hard, would you consider design?” And I’d think “What does that even mean?” Women can do hard things. And what is ‘hard’ anyway? What one person finds difficult, another might find intuitive.

We need to do a lot of work at those early stages, when young people are just starting to consider their career options. There are still so many voices saying, “You’re a woman,” or “You might want to start a family, so choose a career that fits around that.” But women are already out there doing incredible things. That narrative is outdated and needs to change.

We also need to amplify the voices and stories of women who are already thriving in finance, business and tech. When people see someone who looks like them succeeding, they know it is possible, and it helps them visualise it for themselves.

You have tapped into your creative side by writing a novel, Lagos to London. Can you tell us more about that process?

I’ve always had a way with words, even as a child. That is probably why I struggled to choose between science and the arts growing up. Over the years, I had started several books but never finished them, until I decided my first novel would be Lagos to London.

Although it’s fiction, the story is inspired by my own journey of leaving my family and moving to the UK to study. It was a life-changing experience, and I know so many other people have gone through something similar: leaving their home to pursue new opportunities. The book is about stepping into new environments, thriving and finding success.

I believe that everyone has a story to tell, but too often we put ourselves in a box. We think, “I work in tech” or “I’m an accountant”, and assume writing is something only a professional writer can do.

The writing process wasn’t as straight-forward as I imagined. I think a lot of people assume you sit down and write until the book is done. But for me, I started, and then life happened, and I paused for nearly two years before picking it back up again. I finally completed it during Covid. It took much longer than expected, but I’ve learned life is about the journey. So, if you’re stuck on page one of your book for years, don’t be discouraged!

I’d encourage everyone to explore something outside of their career – whether it’s dancing, writing, poetry, or something else entirely. Writing took me to another world and introduced me to a whole new industry. I didn’t realise that publishing was such a complex ecosystem – there are publishing houses, royalties, marketing, and so much more. I went into it with a story to tell, and came out having learnt and grown during the process.

You joined the Alumni Advisory Council earlier this year. What impact do you hope you can have?

It’s an honour to be part of the Alumni Advisory Council. For me, it’s about making sure there are strong regional ties and that alumni stay connected to the school to drive lasting impact. I believe in the vision of Imperial, especially the commitment to lifelong learning. There are so many ways we can learn beyond the classroom. We learn through networking and the connections we build too.

There’s so much value to be unlocked when alumni and the Business School stay connected. Imperial brings together some of the most innovative minds in the world, and when alumni engage, we can achieve so much more together.

This is a powerful community. There is so much opportunity to connect, build relationships, grow professionally, and share ideas that could have a global impact. Where else would you want to be?

What advice would you give to new ��ý, as they start their Imperial journey?

Be your own competition, not anyone else’s. Wake up every day and ask yourself, “How can I be better than I was yesterday?”. You’re on your own unique path and it’s not about comparing yourself to others. If you approach each day with that mindset, you’ll become unstoppable!

Volunteering

Off

Programme

Weekend MBA

8 minute read

Black History Month - Dhosjan Greenaway-Dalini, Executive MBA 2010

Francesca Hoare — Tue, 04 Mar 2025 09:31:29 +0000

Black History Month - Dhosjan Greenaway-Dalini, Executive MBA 2010

Francesca Hoare Tue, 04/03/2025 - 09:31

4 March 2026 Alumni

Besnik Mustafa (Weekend MBA 2025)

27 February 2026 Alumni

Alumni Careers: Understanding imposter syndrome and career growth

Imposter syndrome is something our careers consultants encounter frequently when supporting professionals through moments of growth, transition, and increased responsibility.

13 February 2026 Alumni

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

13 October 2025

Alumni

Dhosjan Greenaway-Dalini, Executive MBA 2010, is the Founder of Bia Innovate, a Fractional CFO and Startup Consultancy. With over 20 years’ experience in commercial strategy and finance, Dhosjan uses her expertise to empower and educate others - whether through her podcast sharing practical tips, supporting the growth of female entrepreneurs or serving as team member for World Afro Day or a Director the Southside Young Leaders Academy.

Can you give us a potted overview of your career journey?

I'm originally from the Caribbean and moved to New York to study my undergraduate degree in accounting before settling in the UK. I started out in typical junior accountant roles, learning the ropes and gradually working my way to Head of Finance and VP Finance positions. While accounting is a vital function, I realised I was more drawn to forward-looking strategy. I wanted to help create the numbers, not just report on them!

That led me to work with for some large marketing agencies for a number of years, where I collaborated closely with client directors and creative teams to grow businesses from a financial perspective.

I knew I wanted to build something from scratch and bring it to the mass market, which sparked my interest in start-ups. I chose to do my Executive MBA at Imperial because of the focus on innovation and entrepreneurship. It was a life-changing experience and gave me the business foundation I needed to complement my financial background.

After completing my programme, I left my job to work directly with Tech startups and I’ve been doing that for over ten years now. Finance has always been consistent throughout my career, whether it’s fundraising, revenue strategy, or using numbers to guide decision-making. I love how numbers can shape strategy and drive a business forward.

I’d always had this nagging feeling to venture out on my own, even though it felt pretty scary! Now, as the founder of my own business, I’m essentially doing what I’ve always done from a financial and commercial perspective, just for earlier-stage companies. The biggest change in my role is that I’ve found myself doing a lot of business mentoring and coaching. Based on the feedback, a lot of clients find this especially valuable as it’s a quick way to tackle business challenges as they happen.

When I think about my legacy, I want to help people be the best version of themselves, whether that is helping a direct report’s growth, being a sounding board to the CEO, or mentoring a peer to reach their goals. That is where I find the greatest satisfaction.

The theme for Black History Month this year is “Standing firm in power and pride”. What are you most proud of?

A few years ago, I might have said I was most proud of something like closing a Series A or Series B fundraise, which are significant achievements. But when I reflect now, what stands out most are the people who I have been able to have a positive influence on. In my senior roles, I’ve had junior staff members, often women, reach out to me and thank me for my support and guidance. Some have said that seeing me in a visible, senior position inspired them, or hearing about my ‘squiggly’ career path made them realise there isn’t just one way to succeed.

As a Black woman, what I am most proud of after 25 years in the workforce, is seeing more and more of my peers and young people feeling empowered to be their authentic selves. They all want to do a great job, but they no longer feel they need to adapt to someone else’s persona in order to succeed.

Through my impact work, I aim to help more people embrace their authenticity. I feel proud that I can play a role in encouraging others to be themselves, and I’m also proud of myself for having the courage to be my own authentic self – which has been a long journey. There have been times I’ve been in a room where no one else looked or sounded like me, and I wondered if I should speak up. But I’ve learnt that I deserve to be there, that I have a voice, and I am going to use it.

How do you think people in leadership positions can use their own power to empower others?

Listening is the first thing that jumps to mind. In senior leadership positions it can be easy to forget that you need feedback too. Leadership isn’t a one-way street where you say, “we’re going to do everything my way.” The best thing a leader can do is absorb from other people because that gives them a fuller perspective. Listening, in this sense, means truly understanding and respecting other people’s opinions, even if you don’t agree. It’s about acknowledging that someone else’s viewpoint is valid and true.

I spoke earlier about authenticity, and I think a good leader allows people to be themselves and doesn’t try to mould someone in a ‘mini-me’. It’s important to understand that people don’t have to act like you or follow the same career path to be effective. We all come from different backgrounds, whether that is coming from a less privileged background or being the first in the family to go to university, and with that comes unique perspectives. Diversity of thought really helps businesses. If everyone thinks alike, you end up with blind spots and missed opportunities.

Mentoring is great, but I think sponsorship is more important. Leaders need to actively create opportunities, such as bringing junior colleagues into important meetings, giving them real projects, and supporting their growth in tangible ways. If we want more women in management, for example, we need to create environments where they can truly thrive.

And finally, be kind. You don’t know what someone is going through, and it costs nothing to be kind.

Can you tell us about any projects and initiatives you have been involved with which help break down barriers?

When I became a parent, I began to think even more about the impact I wanted to have on the world. I wanted my hard work to mean something. It was around the time of George Floyd’s murder and the resurgence of the Black Lives Matter movement that I really started to reflect more deeply and researched how I could get involved.

I got involved in a couple of social groups and early last year, and I came across the impact work of World Afro Day, which was founded by Michelle De Leon. It resonated with me, especially because of my own journey. It wasn’t until was about 40 that I finally felt comfortable enough to wear my natural hair out in public. There is so much history and pressure tied to the idea that to be seen as professional or attractive, your hair has to be long and straight. But that’s not how my hair grows. So many of us put damaging chemicals in our hair to fit a particular perception of beauty and it just felt wrong.

I also have a daughter. I tell her she can be anything she wants to be and teach her to love herself, but I realised I should be living that too. So, during Covid, I effectively shaved my head and embraced my natural hair, the way it grows from my head. Because there’s nothing wrong with it.

That’s why I got involved with World Afro Day. Last year, I responded to a call for volunteer team members to support the mission, and since then, we’ve done some incredible things. One of the initiatives has been the “Fix the Law, Not Afro Hair” campaign, which calls for the Equality Act to explicitly include Afro hair as a protected characteristic. We’ve been to Parliament on multiple occasions, hosted breakfast briefings and info sessions with MPs, and raised awareness about the discrimination people still face simply for wearing their natural hair. This campaign is still ongoing and is about removing ambiguity from the law so no one can hide behind outdated policies or biases.

We also recently set a Guinness World Record for the Largest Online Cultural Lesson in 24 Hours. It was a 30-minute session covering the history, science, texture, and cultural significance of Afro hair. And yes, we got the record but most importantly it was about the awareness. I remember one teacher telling me how excited her (predominantly white) ��ý were to learn. That’s what it’s about - planting seeds early, so children grow up with understanding and treating each other with respect.

What action would you like to see taken to encourage more Black women to pursue a career in finance, business and technology?

More representation and visibility of people who are already doing it. That’s a big one. It’s about planting those seeds early.

I volunteered with UN Women UK recently and attended a conference where one of the delegates spoke about a campaign they had run. They brought tech into schools for young girls and made it relatable. This isn’t about saying, “Here’s AI and neural networks,” but rather, “Here’s how you could use AI to create a podcast, solve a complex science problem or design a dress”. It’s about showing how tech is for everyone.

That idea of making things relatable really resonated with me, especially when I think about how my daughter engages with the world around her. She is growing up in a house with two entrepreneurs, and even though she’s only eight, she’s already talking about her own business ideas. One day, she told me she wanted to design a bubble machine and get her friends to test it out. And I thought to myself “she is presenting a business case”. That early exposure helps children understand and digest these concepts in a way that feels natural and exciting.

We also need to normalise entrepreneurship. When I was growing up, the path was: get a job and stay there for life. But the world has changed. We need to make it okay to take risks, to fail, to learn, and to try again. If we normalise that mindset, more women will see entrepreneurship as a real option and pursue it.

And when they do enter these spaces, we need to make sure they feel like they belong. Creating inclusive environments where people feel seen and supported is just as important as getting them through the door.

Can you tell me about your entrepreneurial journey?

Like many people, I’d always had that dream of starting something of my own. So I thought, “why not try it now?”.

Even though, on paper, I’m doing the same kind of work I did before, I underestimated the reality of having to sell. I know it sounds obvious, but when you come from a finance or accounting background, you don’t always realise how much work goes into marketing yourself and your services.

Entrepreneurship has been a masterclass in self-discovery. It’s shown me that I’m capable of far more than I thought. There were times in my career when I was in toxic environments, where people minimised my potential and didn’t give me a chance. But now, I’ve realised just how many transferable skills I have.

That said, I don’t think anyone should go into entrepreneurship lightly. The uncertainty and the intermittent revenue stream - it’s not a joke! But, even if I eventually return to a full-time role, I’ll take everything I’ve learned with me.

And you’ve launched a podcast!

Yes! The podcast actually started as a way to get my voice out there and then I realised how much I enjoyed it.

I work with a lot of companies building AI and I can see first-hand how it integral it is going to be in the future. However, it dawned on me that a lot of people from underrepresented backgrounds, including those who look like me, may not be engaging in it as much as they should.

So, I started the podcast to raise awareness and make AI more accessible. I wrote an article on LinkedIn called “Could AI Be the Great Equaliser?” and recorded an episode on the same topic. My belief is that if we can harness AI we can help level the playing field. You can now launch a business with fewer resources, such as using AI to build a website or create marketing materials, all with minimal cost. The podcast has now evolved into a kind of mini masterclass series where I interview founders doing incredible things, share essential business, finance and entrepreneurial tips, and discuss practical applications of AI.

What advice do you have for ��ý or fellow alumni?

My advice is to adopt a mindset of continuous learning. Never assume you’re the expert as there is always more to learn. Discover what you are passionate about and explore how you can build a career around it. It might sound like a cliché, but I would say have confidence in yourself as you are a lot more capable than you think. Network, network, network! Talk to people, find out what excites them and what is interesting about their work. It might help you to discover your own passion.

Remember, there’s no single path to success. Everyone’s journey is different, and there are many ways to get from Point A to Point B. Embrace your unique route and keep learning along the way.

Off

Programme

Executive MBA

10 minute read

Alumni

Alumni Advisory Council: New Chair and Vice-Chair appointed

Alumni Advisory Council: New Chair and Vice-Chair appointed

Besnik Mustafa (Weekend MBA 2025)

Alumni Careers: Understanding imposter syndrome and career growth

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

Share

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

Besnik Mustafa (Weekend MBA 2025)

Alumni Careers: Understanding imposter syndrome and career growth

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

What can you do?

How can Careers help you now?

Find out more about our services

Share

Alumni Careers: Understanding imposter syndrome and career growth

Alumni Careers: Understanding imposter syndrome and career growth

Besnik Mustafa (Weekend MBA 2025)

Alumni Careers: Understanding imposter syndrome and career growth

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

Find out more about our services

Share

Besnik Mustafa (Weekend MBA 2025)

Besnik Mustafa (Weekend MBA 2025)

Besnik Mustafa (Weekend MBA 2025)

Alumni Careers: Understanding imposter syndrome and career growth

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

Share

Partner with our ������ý: why businesses should apply for our consulting projects

Partner with our ������ý: why businesses should apply for our consulting projects

Besnik Mustafa (Weekend MBA 2025)

Alumni Careers: Understanding imposter syndrome and career growth

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

Ready to bring fresh thinking to your business challenges?

MSc Consulting Projects

Share

Alper Barut (MSc Management 2008)

Alper Barut (MSc Management 2008)

Besnik Mustafa (Weekend MBA 2025)

Alumni Careers: Understanding imposter syndrome and career growth

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

Share

Allegra Fortunato (International Management 2022)

Allegra Fortunato (International Management 2022)

Besnik Mustafa (Weekend MBA 2025)

Alumni Careers: Understanding imposter syndrome and career growth

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

Share

Joanne Linder, Full-Time MBA 1996

Joanne Linder, Full-Time MBA 1996

Besnik Mustafa (Weekend MBA 2025)

Alumni Careers: Understanding imposter syndrome and career growth

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

Find out more

Share

Black History Month: Lola Aworanti-Ekugo, Weekend MBA 2018

Black History Month: Lola Aworanti-Ekugo, Weekend MBA 2018

Besnik Mustafa (Weekend MBA 2025)

Alumni Careers: Understanding imposter syndrome and career growth

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

Share

Black History Month - Dhosjan Greenaway-Dalini, Executive MBA 2010

Black History Month - Dhosjan Greenaway-Dalini, Executive MBA 2010

Besnik Mustafa (Weekend MBA 2025)

Alumni Careers: Understanding imposter syndrome and career growth

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

Share

Partner with our ��ý: why businesses should apply for our consulting projects

Partner with our ��ý: why businesses should apply for our consulting projects