Building Strategic Thinkers Through Real-World Application

From our first meeting in January, I designed the course to push students beyond theoretical “business language” into actionable “business strategy.” My background as a founder and healthcare executive has taught me that business success hinges on this distinction. Throughout the semester, we focused on developing three core competencies:

1. Critical Thinking: Students learned to dig beneath surface problems to identify root causes, applying frameworks that emphasized clarity and data-driven insights

2. Strategic Communication: Teams delivered multiple case analyses with growing complexity, learning that even brilliant strategies fail without compelling delivery

3. Professional Presence: Through coaching on everything from body language to handling pressure questions, students developed executive presence

A student’s comment during our final class particularly resonated with me: “I finally understand that strategy isn’t just choosing all the options and calling it ‘hybrid strategy’ — it’s making hard choices about trade-offs and having the courage to defend them.”

Learning Through Real-World Exposure

To provide diverse perspectives, we welcomed three distinguished guest speakers:

• Lt. Governor Billy Nungesser, who shared insights on public service and strategic vision

• Abhay Patel, Managing Director of Lafayette Square, who discussed private credit and real-world finance

• Brett Haneman, Director of Public Relations at DCFS, who emphasized communication techniques and executive presence

Our partnership with DePaul Community Health Centers (DCHC) became a transformative experience that transcended traditional classroom learning. When our team was invited to attend DCHC’s 2025 Gala as honored guests, it represented the culmination of a semester-long journey from academic theory to real-world impact.

Learning Beyond the Classroom

The directed study project challenged students in ways that case studies alone never could. Working directly with DCHC’s executive team required our students to:

Master the Art of Project Scoping

Students quickly learned that effective consulting begins with clearly defining the scope of work. One senior reflected, “On day one, we thought we could solve everything. By week two, we realized the power of focused objectives with measurable outcomes.” This lesson in scope management proved invaluable as they learned to prioritize initiatives that delivered the greatest value within realistic timeframes.

Build Continuity Into Strategy

Perhaps the most significant realization came when students understood that their recommendations needed to live beyond their involvement. “We initially created strategies that would require our continued presence,” explained one team member. “DCHC helped us understand that sustainable impact requires solutions that can be maintained by their team after we’re gone.” This insight fundamentally changed their approach, focusing on knowledge transfer and building internal capabilities within the organization.

Experience True Team Dynamics

While classroom teams offered practice in collaboration, the stakes with DCHC were fundamentally different. Deadlines weren’t for grades but affected real organizational decisions. “When your recommendation might influence healthcare access for underserved communities, you approach teamwork differently,” noted one student. The team developed rituals for conflict resolution, leveraged individual strengths, and maintained communication protocols — professional habits they’ll carry into their careers.

Developing Professional Compassion

The team’s final presentation to DCHC evolved significantly from their initial drafts. What began as technical recommendations gradually incorporated the human element — how each strategy would improve patient experience, provider satisfaction, and community health outcomes. This perspective shift represented a profound professional maturation.

At the gala, DCHC’s Fund Manager, Charles Robicheux, publicly acknowledged the students’ contributions. The beaming faces of my students in that moment confirmed what I’ve long believed: nothing teaches business strategy more effectively than seeing your work create positive change in the world.

This experience laid the groundwork for an ongoing partnership between Tulane and DCHC, with plans for future directed study projects and potential internship opportunities. More importantly, it demonstrated to these soon-to-be graduates that business strategy at its best serves human needs while advancing organizational goals — a lesson I hope defines their approach throughout their careers.

Key Takeaways

As I look back on this semester, several insights stand out:

1. Tulane students are extraordinary — Their work ethic, diligence, and talent consistently impressed me

2. Guidance amplifies potential — With proper mentorship, these students are enhancing Tulane’s brand and building remarkable careers

3. Community impact matters — Tulane’s network, professionalism, and brand significantly influence the local community and business landscape

4. Strategy requires discipline — The students who excelled demonstrated that good strategy requires consistent application of critical thinking techniques

The Personal Reward of Mentorship

As both a founder and healthcare executive, I’ve long believed that developing talent is one of the most important investments any leader can make. Teaching at Tulane has reinforced this conviction. Watching students transform from uncertain presenters into confident strategic thinkers has been immensely rewarding.

I often tell my students, “Strategy isn’t something you do once a year at a retreat — it’s a daily practice of making clear choices that create real value.” Helping these emerging professionals develop this mindset has become one of my most meaningful professional contributions.

As we concluded our final class, a student asked what I found most fulfilling about teaching. My answer was simple: watching students discover that they’re capable of far more than they initially believed. That moment of realization — when a student presents a sophisticated analysis with confidence and clarity — is why I’ll be back next semester, ready to guide another cohort of tomorrow’s business leaders.