University of California, Berkeley
MBA, Business Administration and Management
Haas School of Business
Experience
Economic Work at the point where a technology has to become a product, a product has to become a business, and a business has to answer to capital. No single industry: the method is the constant, the sector changes.
Four lenses
Turning a capability into something a specific buyer will pay for: the problem statement, the roadmap, the trade-offs, the metrics that decide whether it worked.
What a model can actually do, what it costs to run, where it fails, and how it is governed once it sits inside an organisation that has to answer for its output.
Positioning, pricing and the investment case. Reading a technology the way an engineer does and pricing it the way an investor does.
Deep technology, AI and energy, finance and capital, healthcare and life sciences, nature and sustainability, geoeconomics and biotech, worked from the same playbook.
Roles
Training
MBA, Business Administration and Management
Haas School of Business
MEng, Bioengineering
UC Berkeley College of Engineering
B.Tech, Mechanical Engineering
Industries
Subjects
Taken regularly in briefings, panels and teaching.