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Bart Brands of Hilti Nederland: Be part of the positives

shamasha — Fri, 27 Jun 2025 09:05:02 +0000

Bart Brands of Hilti Nederland: Be part of the positives shamasha Fri, 06/27/2025 - 11:05 Many CEMS alumni have chosen to build their careers with CEMS Corporate Partners. In this interview series, we explore the diverse career paths CEMS alumni have embarked on at
these companies. Today we meet Bart Brands (RSM/LSM 1999), Head of Human Resources and Sustainability at Hilti. Bart talks about continuous growth, upskilling and embracing change in advancing your career path.
Corporate Insights

Bart Brands is Head of Human Resources and Sustainability with Hilti Nederland BV, the industrials giant’s Dutch business. It’s a role in which he has critical oversight for the company’s dynamic expansion in the region, including a rapidly-growing international team and a global BIM (Building Information Modeling) Competence Centre—a new initiative that sees Hilti leverage computer modelling systems to simulate construction and test virtually for key installation elements like heating, ventilation, electricity and water before progressing to the physical build.

Bart is four years into this role, though he is something of a Hilti veteran, having first joined the company in 1999. His own career path within the organisation, however has been anything but linear. He’s held various key roles in sales and even a five-year hiatus outside of Hilti, working in consulting and project management – a move he describes as essential for stepping out of his comfort zone and gaining new perspective. Yet, since his time at CEMS, Hilti has remained a red thread in his professional life.

“Hilti just clicked with me from the first contact when I was graduating and thinking about my career. Part of it was the international dimension of the organisation and the possibilities for travel and multicultural exposure. But also there was the organisational culture. Despite being a global company of close to 35,000 people, we still see ourselves very much like a family business with a long-term orientation rooted in stability and continuity. This is an organisation built on strong family culture, values and a genuine focus on people: on developing people from within the organisation and breaking down the silos between departments. And my career is a perfect example of that.”

Over the course of his career at Hilti, Bart has worked as a quality manager and had roles in process management and SAP implementation, before moving into sales and progressing to sales director in 2009. His work has taken him from Belgium to Liechtenstein, Germany and Switzerland, and back to his native Netherlands, giving him broad exposure to a diversity of functions and roles along the way. This wide-ranging experience and exposure is the product of a “dovetail,” he explains, between his own professional curiosity and the culture of the organisation—a culture that actively encourages learning and development and that challenges its people to grow continuously.

“I’ve had the support here to build my own career path in a way that met my own interests and goals while mapping to the company’s needs. And making the move into sales early on in my career made strategic sense. It brought me closer to the core business and paved the way for my leadership journey within the organisation. To become a leader in this business, of course, you need to understand what we’re selling and you need that direct contact with our customers. So it was a good investment for me and a good investment for the company.”

Coming home

Bart left Hilti in 2015, partly to get out of his comfort zone, partly out of sheer curiosity and a desire to experience different industries and sectors. Five years later, a lunch with an old colleague revealed that the company was setting up an European task force on sustainability and circularity within the construction industry: an opportunity to come back to the fold in a new capacity, and one that mirrored Bart’s evolving commitments and professional goals. Coming home, he says, felt natural. But he was equally eager to explore new directions as well. Human resources had always been a passion and he jumped at the opportunity to combine his work leading sustainability with an opening to head up HR: a leap that he and the organization were both ready to take to make.

“It was a bit like jumping in at the deep end. As a line manager, I’d always been comfortable working with people, hiring and promoting, and managing performance, but coming in as head of HR was definitely a new area. Fortunately, I had the support of an amazing team.”

Switching roles within the organisation is challenging, says Bart, but it’s also an invaluable opportunity to bring diverse functional expertise to bear on your personal growth—and to build greater collaboration across the business based on strong mutual understanding. Driving change in HR has been facilitated by his ability to “talk on eye level” with colleagues in sales and marketing teams. And change is a critical dynamic for the organization.

Hilti operates its own Hilti Academy and is heavily invested in upskilling its people to meet two critical objectives: to future proof the business in a volatile environment, and to empower them to meet their own professional ambitions and fill future vacancies within the organisation.

“If you are a leader at Hilti in any function, you have the responsibility to develop your people: do that, and the results will come. And from an HR perspective, we have a global system that empowers managers to find out what people’s ambitions and skills are and how we can help them move on and progress through structured bi-annual People reviews. The result is that we are able to fill over 80% of all positions with internal talent, which means we have a robust leadership pipeline and talented people are promoted dynamically.”

The day to day

Under Bart’s stewardship over the last four years, engagement has remained high and Hilti Netherlands is officially recognised as a great place to work. He puts these milestones down to his Hilti HR Heros: a 15-person strong team made of diverse ages, genders, nationalities and backgrounds.

Teamwork is varied and no one day resembles another, although there are processes that shape the job, he says. Among these, the annual HR cycle predominates with development reviews carried out over the April to September timeframe, and strategic workforce planning over the summer. There are individual projects that require a measure of his time, and the day-to-day leadership of his own team is a critical focus.

“I’d say there are three dimensions that define the way I spend my time. From the big processes and projects I lead and am involved in, through to the coaching and one-on-ones with my team members. As Head of HR and Sustainability, I’m also part of the Dutch leadership team at Hilti, although we stay as far as possible from hierarchies within this organisation.”

Leadership at Hilti is “being accessible,” says Bart. That translates into a culture that is predicated on being modest and down-to-earth, where team leaders stand to one side and allow talented colleagues to “shine and take center stage,” and where the CEO sits at the same lunch table as everyone else in the organisation.

“We are very purposeful about this and we have culture retreats where we really talk about the cooperation and the values that define how we work together. This is an organisation where leaders aren’t braggers in the spotlight. It’s an organisation where leaders have a duty and a responsibility to see other people develop further in their own leadership journeys.”

As such, Hilti aspires to be a place where people can build long-term careers, developing within the organisation and with the freedom and support to move from function to function as the business grows and evolves.

“I think we’re unique in the opportunities for personal development because we own the whole value chain of what we offer and do, and the processes we operate: from R&D to production, supply, marketing and selling to our customers. Everything is managed in-house. We manage the entire business model internally, which means that people coming into the company can build extensive experience and have meaningful impact as we grow and move forward into new areas. Whether it’s driving digital transformation, advancing innovations in engineering, developing software solutions or sustainability. These are areas where so much is happening and exciting new possibilities are emerging all the time.”

Words to wise

For young people coming into the job market, looking to take a first step with organisations like Hilti, it is key to remain anchored to internal values, says Bart, and holding on to the positives, despite uncertainty and volatility in the world.

He describes CEMS is a “springboard,” - an experience that expands horizons and perspectives. His advice: use that springboard to explore what the world has to offer, while remaining true to your principles and values.

“My message to young people would be: Let your own, personal values be your compass. Be optimistic, there are lots of positive things out there, so try to be part of that.”

Future leaders embrace climate diplomacy in RSM-hosted role-play

shamasha — Thu, 12 Jun 2025 09:55:19 +0000

Future leaders embrace climate diplomacy in RSM-hosted role-play shamasha Thu, 06/12/2025 - 11:55 Around 150 international MSc students from nine leading European business schools gathered at Rotterdam School of Management, Erasmus University (RSM) in May 2025 for the 17th edition of the CEMS Model UNFCCC Climate Change Strategy Role-Play. News

The three-day event saw students immerse themselves in the world of international diplomacy, tackling the global climate crisis head-on in a realistic simulation of the United Nations’ upcoming COP30.

The role-play is the culmination of an award-winning course delivered in parallel across the nine participating CEMS schools. Over several weeks, students gained a robust understanding of climate policy, negotiation tactics, and multilateral diplomacy before coming together in Rotterdam to represent countries, observer organisations, and key stakeholders in the global climate debate.

Nine schools, one shared mission

Participating schools and their professors included ESADE Business School (Rafael Sardá), NHH Norwegian School of Economics (Paul Pelzl), SGH Warsaw School of Economics (Maciej Cygler), Stockholm School of Economics (Örjan Sjöberg), University College Dublin (Andrew Keating and Colm McLaughlin), University of Cologne (Marc Oliver Bettzüge and Marlene Broecker), University of St. Gallen (Pascal Vuichard and Adrian Müller), Corvinus University of Budapest (Ágnes Zsóka and Anna Széchy), and RSM (Steve Kennedy).

The role of Presidency of COP29 role-play was undertaken by two CEMS Alumni: Lilian Schmitt (Wortwert, Financial Editor, Germany) and Weza Bombo (EY-Parthenon, Sustainability Consultant, Switzerland).

The course and role-play challenged students to balance national interests with global co-operation while grappling with legal, scientific and financial complexities. Students were assigned roles weeks in advance and prepared detailed position papers to ensure they arrived well-versed in the priorities of their assigned delegation.

A high-stakes role-play of COP30

The role-play centred around negotiations for a new global climate agreement ahead of COP30, set to be held in Brazil later this year. Students engaged in four parallel working groups on key thematic areas: mitigation and compliance, market and non-market mechanisms, cross-border issues, and adaptation and resourcing. The working groups were chaired by student facilitators, while two CEMS alumni served as the COP30 Presidency team. Professors from the participating schools acted as UNFCCC Senior Advisors, offering strategic insight without directing outcomes.

To mirror the complexity of real-world negotiations, a fictional media outlet, Amazon Watch, reported on the discussions and conducted mock interviews with delegates. Informal negotiations also took place during coffee breaks, meals, and late-night strategy sessions – adding to the authenticity and intensity of the simulation.

Dr Steve Kennedy, Associate Professor of Business Sustainability at RSM and academic lead of the course, encouraged students to embrace the Brazilian concept of Varada – a fighting spirit invoked by Brazil’s real-life COP30 Presidency.

“The varada spirit was on full display throughout the role-play. Students showed impressive levels of collaboration, creativity, and tenacity in working through tough issues,” says Dr Kennedy. “Their final agreement captured a wide range of meaningful advances, which in many cases mirrored real-world challenges. It’s a powerful reminder of what can be achieved when future leaders come together with purpose and urgency.”

A deal forged in Rotterdam

After three days of rigorous and often heated negotiations, the delegates reached a consensus on a mock agreement named the Rotterdam Commitment. The impressive 25-page document addressed a wide range of critical topics, including enhanced climate finance pledges, expansion of the Loss and Damage fund, increased support for Indigenous Peoples’ participation, and a commitment to nature-based solutions.

Dr Giuseppe Criaco, CEMS Academic Director at RSM, praised the students’ professionalism and dedication. “This role-play gives students a unique opportunity to translate their classroom learning into action,” he said. “It’s also a valuable platform for developing essential leadership qualities: negotiation, empathy and strategic thinking. We’re proud to host such a dynamic and meaningful event here at RSM.”

Learning diplomacy by doing

For many students, the experience was not only academically rigorous but deeply transformative. Alex Legrand, an RSM student representing Nigeria in the role-play, won the Best Negotiator Award in the Market and Non-Market Mechanisms group.

“Representing Nigeria was both daunting and exhilarating. It required blending empathy and assertiveness while navigating conflicting interests,” he said. “This experience made climate diplomacy feel very real – stressful at times, but incredibly rewarding. I walked away with a new appreciation for the complex realities negotiators face and the importance of amplifying voices from climate-vulnerable regions. Multilateralism is slow and imperfect, but it's still our best shot at tackling climate change.”

Student Bruno Ygosse Battisti, who represented the United Kingdom and was recognised as Best Negotiator in the Adaptation and Resourcing group, echoed the sentiment. “This role-play gave us a window into the challenges of diplomacy – especially when so many interests are at play. It pushed us to think creatively, collaborate, and make difficult compromises. I now better understand how frustrating it must be for real negotiators when their ambitions are limited by structural and political constraints – but also how vital their work is.”

Building the next generation of climate leaders

As the role-play closed, many students expressed a renewed sense of purpose and determination to tackle the climate crisis in their future careers. For the partners in the CEMS alliance, the Model UNFCCC is more than an academic exercise – it’s a powerful catalyst for developing the kind of leaders the world urgently needs.

The event concluded with applause, a shared sense of achievement, and new insights into the realities of climate negotiations. While the Rotterdam Commitment was only a role-play, it demonstrated the potential of cross-cultural collaboration and innovative education to empower the next generation of leaders.

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Sanofi’s Charlotte Søby Vestergaard on purpose, a non-linear career path, the future for pharma and the need for resilience

shamasha — Fri, 06 Jun 2025 08:13:52 +0000

Sanofi’s Charlotte Søby Vestergaard on purpose, a non-linear career path, the future for pharma and the need for resilience shamasha Fri, 06/06/2025 - 10:13 Many CEMS alumni have chosen to build their careers with CEMS Corporate Partners. In this interview series, we explore the diverse career paths CEMS alumni have embarked on at
these companies. Today we meet Charlotte Søby Vestergaard, Global Head of Digital Markets at Sanofi. Charlotte talks about purpose, career paths and the future of the pharmaceutical companies.
Corporate Insights

WHAT’S YOUR STORY?

Bart Brands: Charlotte Søby, Global Head of Digital Markets, Sanofi

Tenure with Sanofi: 21 years.

Previous experience: General Manager Denmark, Business Unit, Sales and Product Manager with Sanofi

CEMSie? Yes! Graduated 2002, Copenhagen Business School

PHARMA IS NOT THE MOST TRADITIONAL CAREER PATH FOR A BUSINESS GRADUATE. WHY SANOFI?

I connected with the sector as a CEMSie. My Master’s thesis was focused on a pharmaceutical company, diving into their mission, processes and what they wanted to achieve. That mission – helping or even saving people’s lives—was hugely motivational to me and still is. Of course, coming from a business background, there was a steep learning curve. My early career at Sanofi was in sales which meant stepping right out of my comfort zone and mastering entirely new knowledge, pathways and vocabulary. So, there was a shift from the more theoretical business understanding to applying how to learn in a completely new context. What kept me going and keeps me going still is that mission of making a real difference to people.

Throughout my career, I’ve had the amazing opportunity of engaging with patients directly. And when you hear people’s stories, it makes you even more motivated about what you do in your daily life – even if today I am a bit more at the back end of operations. But it’s that impact in essence that drives my career. It’s extremely powerful. If you wish to do something meaningful with your life, pharma is one of the industries where you can really see the output of what you are doing every single day.

WHAT’S BEHIND YOUR CAREER PIVOTS FROM SALES TO GENERAL MANAGER TO HEAD OF DIGITAL MARKETS AT SANOFI?

I believe that organisations and leaders both really benefit from having wider perspectives and broader ways of seeing challenges and opportunities. What brought me into digital was what I felt I could bring from having a different perspective on how to bridge gaps and accelerate the way that we’re using technology in pharma.

I’m not a digital specialist, although I have the core understanding and knowledge of technology. My team are the experts. The benefit that I bring is that I have a background in international marketing and management– I am an expert in business—and it’s my role to keep my team close to the business and to provide the strategic guidance around where we are going and how it impacts our business model. Stepping into this role has really allowed me to unleash my focus on leadership itself in this sense. I can also leverage the diversity of my experience and my business expertise to have conversations with other business leaders around the world, to help them understand what we’re trying to achieve from a technology perspective, so there’s a translation element to my role: connecting technology and business ambition, or what we want to do as an organisation.

THESE ARE STILL BIG CAREER SHIFTS. WHAT KIND OF SUPPORT HAVE YOU RECEIVED FROM THE ORGANISATION?

From my first interview and throughout my career at Sanofi, I’ve been able to expand my career into different areas and directions. I’ve also been very open to opportunities that have arisen within the organisation. I was invited to apply for the role of general manager when I was on maternity leave, for example! That was my first pivot into a senior managerial role.

I do think there’s an onus on you as the individual to signal that you’re ready to take on new challenges, but at the same time, within Sanofi there is a very strong focus on people development. There’s a strong culture of following up with ambitious and talented people and putting mechanisms in place to help them make their next move, especially if it’s into a different area of the business. Sanofi offers learning and training opportunities to go beyond your specific or current scope precisely so that you can grow, develop and pivot and that’s quite rare, I think. I’ve seen so many examples here of people expressing a genuine interest in their development and being successful in achieving their ambitions within the organisation. The approach here whenever openings arise is to stop and say: who can we see moving up and into different roles? So, there is enormous support for internal mobility and career progression within the company.

That said, it all has to start with the individual. Because without ambition it’s very hard to progress.

WHAT DOES THE DAY-TO-DAY LOOK LIKE FOR GLOBAL HEAD OF DIGITAL MARKETS AT SANOFI?

It can range from the rollout and tracking of big projects to sitting down with senior leaders to see how we can support them as we drive digital transformation. Right now, we’re planning sessions with business leaders to facilitate AI onboarding for instance and integrating these tools more effectively in their daily work.

Given the global nature of my work, I’m also dealing with the impact of geopolitical and macro-economic issues. International sanctions tied to the conflict in Ukraine have squeezed certain services and software, so there are constant fires that need to be put out and the challenge of figuring out solutions to bottlenecks and what to do next.

There is no typical day and the work we do is hugely diverse. It’s quite normal to come to work with a plan in the morning and go home having achieved something quite different.

YOU MENTION DIGITAL TRANSFORMATION. HOW IS THAT PLAYING OUT IN HEALTHCARE?

For one, R&D is an area of pharma that is prone to really protracted development cycles because it takes so long to find and test something new. Clinical trials take many, many years. My hope is that in the next five to seven years, technology will revolutionise how we develop new treatments and how we test them. In the past, trials have depended on patients coming in to volunteer. A digitally powered future might give us better ways to connect with patients and even run these trials remotely so that we can accelerate new treatments coming to market.

The other thing is that we’re still very traditional in the way we share information with healthcare professionals and with patients themselves – currently we don’t engage directly with them. And right now, our healthcare systems are ahead of massive challenges because of our ageing population. There’s an opportunity potentially to leverage technology to share information that empowers people to feel more accountable for their own treatments and take some of the pressure off our healthcare systems.

We’re just starting this journey, and we’ll have a better idea in coming years of how successful we are.

YOU’RE A LEADER IN THIS FAST-CHANGING WORLD. WHAT DOES LEADERSHIP MEAN TO YOU?

In one word, I’d say it’s about resilience.

Resilience is about developing the ability not to be overly affected by stress and accepting that you can’t control it all. From there, it’s determining what you can influence and focusing on that. It’s also about getting good at anticipating things. Covid was a good lesson for leaders in that sense, I think. The challenge there was to anticipate problems and manage them in real time—how do I shift 80,000 employees online and still roll out my key projects? What network capacity do I need?

Resilience is also about agility and that ability to adjust and adapt on the go. Because the world is like that now: unpredictable and prone to fast change, particularly in the field of technological development. Things are moving faster than ever before.

So yeah, I think a core part of leadership is down to resilience and accepting you can’t control everything.

WORDS TO THE WISE: ANY FINAL THOUGHTS FOR UPCOMING GENERATIONS?

I’d say don’t think of your career in linear terms. Instead, think about how you can add more experiences to enrich your knowledge and understanding. Because if you are aspiring to become a leader, I think you do need to have a very broad perspective on things. Our world is prone to fast change – geopolitical change, cyber threats, technological advances and so much more – and a broad perspective will help you foresee and make sense of the impact that change might have. As a leader you need to be able to see how different things will impact you. I think it’s a smart move to work with an organisation or organisations that encourage you to switch, to move around and to build out new perspectives.

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Marenostrum 2025: Unlocking the Future – The AI Revolution in Business at Koç University Graduate School of Business

shamasha — Mon, 02 Jun 2025 08:40:46 +0000

Marenostrum 2025: Unlocking the Future – The AI Revolution in Business at Koç University Graduate School of Business shamasha Mon, 06/02/2025 - 10:40 This year’s Marenostrum, hosted at Koç University on May 9–10, 2025, brought together 20 CEMS students from Koç University, National University of Singapore, Nova School of Business and Economics, SGH Warsaw School of Economics, The University of Sydney Business School, University of Cologne and corporate partners Beko, Henkel, and Kearney under the theme “Unlocking the Future: The AI Revolution in Business.” News

Across two dynamic days, participants engaged in hands-on workshops and real-world case challenges, gaining fresh perspectives on the strategic and practical applications of artificial intelligence in business from three distinct corporate viewpoints.

The first day began with a welcome from Prof. Eda Aksoy, the CEMS Academic Director and an icebreaker led by CEMS Club Istanbul. The agenda featured a full-day seminar by Beko, covering topics such as general strategy, AI-driven transformation, future of talent in AI, and regulatory considerations. In the afternoon, Microsoft led a workshop on Copilot Studio, where students explored generative AI agents in dedicated digital labs.

Day two opened with a skill session led by Henkel, during which students were introduced to strategy pillars and GenAI skillsets. By working in teams, they created AI-driven product concepts and presented their ideas. The afternoon session, delivered by Kearney, offered an in-depth look into their AI tools and solutions, culminating in a live case-solving challenge.

To complement the professional experience, CEMS Club Istanbul organized two memorable dinners that offered students and alumni valuable opportunities to connect in the heart of the city. The first evening featured a warm welcome dinner in a cozy setting, with participants traveling by ferry and enjoying the stunning views of the Bosphorus along the way. The second day concluded with a lively and informal dinner, where attendees explored the rich tastes of Turkish cuisine.

Marenostrum 2025 at Koç offered a meaningful exchange of ideas and hands-on experience at the intersection of AI and business. With the valued support of Beko, Henkel, and Kearney, as well as the contributions of our distinguished CEMS alumni Sercan Şafak (Beko), Merve Önbaş (Henkel), Ecem İnan (Kearney) and Doğaç Arık (Kearney), and the dedication of the CEMS Club Istanbul team, students not only gained exposure to cutting-edge AI tools and industry practices but also had the opportunity to engage directly with alumni and learn from their professional journeys.

We look forward to the next Marenostrum and thank everyone who made this year’s event a success!

Marenostrum 2025

CEMS Nordic Forum 2025: Learning, networking and exploring opportunities at the gateway to the fjords

shamasha — Wed, 21 May 2025 09:33:56 +0000

CEMS Nordic Forum 2025: Learning, networking and exploring opportunities at the gateway to the fjords shamasha Wed, 05/21/2025 - 11:33 This year’s CEMS Nordic Forum was hosted in Bergen from 23-25 April under the theme "Competing in a Changing Environment". CEMSies from other Nordic CEMS schools, as well as representatives from top international companies, for three days immersed in learning, networking and celebration. News

With meaningful insights, new opportunities, and lasting memories, the event left its mark on everyone who participated and once again demonstrated the strength of the global CEMS network.

At the heart of the forum were 12 skill seminars led by representatives from CEMS corporate partners including AlphaSights, BCG, Deloitte, EF Education First, Equinor, Gartner, Kearney, Mærsk Management Consulting, Societe Generale and UNICEF. These sessions explored how companies are navigating technological, political, and environmental shifts, and how students can prepare to thrive in an evolving job market.

“The skill seminars offered practical insights that felt relevant to one’s working life,” said Colin Lehman from Aalto University. “Thanks to the broad range of topics, there was something relevant for everyone.”

Students engaged in interactive exercises and group case work, applying their knowledge and presenting solutions to professionals for feedback. For companies, it was a chance to spot promising candidates in action.

Valentin Staus, a CEMS alumnus now at Monitor Deloitte in Germany, was impressed: “It was a great success to represent Deloitte together with our Norwegian member firm. We identified several students with high interest and fitting profiles.”

As well as facilitating a skill seminar Deloitte joined several other corporate partners to host coffee chats on the final afternoon. Our Gold and Silver event sponsors Gartner and Equinor were amongst the companies hosting coffee chats, and also ran interviews and one-to-one chats with interested participants. We are thankful to Gartner and Equinor, who made it possible for us to organize networking dinners and a festive gala evening, giving students time to bond, share experiences, and build connections across countries and cultures. Our social program also went a long way towards this aim. We were thrilled to show our guests the hospitality and some sights which Bergen has to offer.

“There was an infectious, positive energy throughout the whole event. You could really feel that everyone was eager to connect,” Lehman said. “It made me realize just how valuable and global the CEMS network truly is, far beyond my home university.”

The forum was organized by a student-led team at NHH, headed by fifth-year student Håkon Fjellstad, who emphasized the importance of collaboration in making the event a success.

“It has been a great pleasure to host such a bright crowd of students and enthusiastic corporate representatives,” Fjellstad said. “Events like this really show the value NHH gains from being part of the CEMS alliance. Special thanks to our sponsors and everyone who contributed,” he added.

As the event concluded, CEMSies left Bergen with new skills, professional connections, and memories of a vibrant and inspiring few days, reinforcing the strength of the global CEMS community.

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Building Bridges: Key Takeaways from the CEMS Student Board Meeting at Copenhagen Business School

shamasha — Wed, 07 May 2025 15:06:29 +0000

Building Bridges: Key Takeaways from the CEMS Student Board Meeting at Copenhagen Business School shamasha Wed, 05/07/2025 - 17:06 The CEMS Student Board met in person at Copenhagen Business School from March 20 to 22, 2025. This gathering was significant for new and returning Student Board Representatives to connect, collaborate, and shape the future of the CEMS experience. News

During the meeting, they addressed various topics affecting CEMS students locally and globally. Highlights include:

CBS & Global Office Insights: The CBS team (Rene e. Barseghian and Wafa El Moumi Nielson ) shared their approaches to student engagement and program delivery, offering inspiration for other CEMS schools. The Global Office representatives (Vesa Zatriqi and Shabbana Shama) provided updates on key developments, including the 2025/2026 Student Guide, digital certificates, and the success of Career Connect 2025.
Enhancing Student Engagement: With a record enrollment of approximately 1,350 students for 2024/2025, discussions focused on fostering greater inclusion and participation. Topics included improving Gen-Z communication strategies, strengthening alumni connections, and promoting diverse career paths outside of consulting to better reflect the aspirations of our students.
Sharing Best Practices: SBRs exchanged solutions to common challenges, such as integrating home and host students, supporting CEMS Clubs with limited resources, and enhancing international inclusion. These discussions sparked ideas for cross-school collaborations and innovative event formats.
Cultural and Campus Experience: Beyond the meeting rooms, SBRs explored the vibrant CBS campus and connected with the local CEMS Club.

The meeting also set the stage for future initiatives. Looking ahead, SBRs are energised to implement new strategies and strengthen the CEMS community by taking the issues discussed back to their respective home schools.

This March gathering was a whirlwind of ideas, inspiration, and connection. They left Copenhagen with a renewed sense of purpose and plans to elevate the CEMS experience. Thank you to the Student Board Executive Team for leading the charge and to all the SBRs for bringing their A-game and brilliant ideas! A huge thank you to the CBS team for welcoming the students to their awesome campus and for the amazing hospitality!

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The Student Board for CEMS is a dynamic group of elected representatives from each CEMS school worldwide. This year, the Student Board is led by the dedicated Executive Team: Andrej (President), Franziska (Vice President Finance), and Paul (Vice President Operations).

CEMS V4 Conference 2025: Digital Transformation in the Heart of Warsaw

shamasha — Mon, 05 May 2025 09:24:26 +0000

CEMS V4 Conference 2025: Digital Transformation in the Heart of Warsaw shamasha Mon, 05/05/2025 - 11:24 From April 9-11, 2025, the SGH Warsaw School of Economics hosted the annual CEMS V4 Conference, bringing together students, experts, and industry leaders for a deep dive into the theme of "Digital Transformation." This event, which rotates each year between Prague, Budapest, and Warsaw, is always an exciting opportunity for participants to connect, learn, and explore the latest trends and challenges in business and technology. News

The conference kicked off on Wednesday with an official opening ceremony. The first highlight was a panel discussion featuring industry experts Adam Wiśniewski, Joanna Żuchowicz, Jan Naruszewicz, and Maciej Hojszyk. They shared their insights on how digital transformation is changing industries and reshaping the way we work, offering a glimpse into the future of business.

After the panel, the evening turned into a lively networking event with fun ice-breaker games and team-building activities. This gave everyone the chance to meet new people, exchange ideas, and start forming connections with fellow participants and professionals.

Thursday was all about skill seminars. Companies like P&G, Kearney, Simon-Kucher, and Santander led interactive workshops on real-world digital transformation challenges. The seminars gave students hands-on experience in digital marketing, strategy development, and innovation, helping them sharpen skills they can apply in their future careers.

After a full day of workshops, participants enjoyed the Rotation Dinner, where they connected with people from different backgrounds and industries in a relaxed, informal setting.

Friday began with mock interviews with Kearney, offering participants the chance to practice their interview skills and get valuable feedback from top consultants. This was followed by the conference's closing ceremony, where everyone reflected on the event’s highlights and shared their experiences. To wrap up the conference, the attendees had one last chance to network before hopping onto party buses and heading to an exclusive after-party for participants, CEMS Club Warsaw members, and guests from other CEMS Clubs.

The CEMS V4 Conference 2025 was a fantastic opportunity to explore digital transformation, develop new skills, and connect with people from around the world. It wasn’t just about learning – it was about creating lasting connections and getting ready for the challenges of tomorrow’s digital economy.

Working in the UK: Key Insights from the CEMS Career Explorer

shamasha — Thu, 01 May 2025 13:50:11 +0000

Working in the UK: Key Insights from the CEMS Career Explorer shamasha Thu, 05/01/2025 - 15:50 The CEMS Career Explorer Series is an online event that focuses on highlighting opportunities and provide career support for CEMSies interested in working in a specific country. The fifth session was held on April 16th and focused on “Working in the UK”. News

The latest edition of the CEMS Career Explorer Series took place on April 16th, with the support of the London School of Economics (LSE) Department of Management. During this time, students had the opportunity to gather numerous information relevant to working in the UK.

For the first half of the event, we had the pleasure of welcoming Dr. Emma Mullen, Careers Consultant at LSE Department of Management. Emma’s 13-year career in UK higher education includes roles across teaching, research, and professional services focusing on student careers and employability, working with both Bachelors and Master’s level business and management students. She spent her earlier career within HR and in-house recruitment. Alongside her PhD in graduate employment, she holds Bachelor's and Master's degrees in Human Resource Management, and a PGCert in Careers Education, Information and Guidance in Higher Education. She is also an Academic Associate member of the CIPD.

During a 1-hour informative session, Emma addressed the UK graduate hiring landscape, including changes in visa, implications of covid-19 pandemic, and the rise of AI.

Following this overview, she shared key tips about working in the UK, including on:

Key considerations: degree title and grades are not the sole focus; perseverance is needed, and it is essential to draft a job search strategy.
Graduate schemes and graduated jobs differences
Typical UK Graduate hiring timeline, and typical recruitment and selection process
Direct examples of how to analyse a job offer based on consultancies offers

Emma went through a lengthy Q&A with over 30 participants and shared relevant tips for a successful career in the UK.

In addition to this session, students had the opportunity to attend a rotational chat with 4 CEMS alumni working and living in the UK. We would like to thank Davide Finizia (AlphaSights), Vincent Trunong (Bain & Company), Anna Kollár (Mastercard) and Paolo Tagliaferri (Salesforce) for their participation!

The CEMS Career Explorer Series provided a unique occasion to give prominence to the career opportunities and markets of the UK! Thank you to all our speakers and participants for joining!

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Please note that services shared during the informative session may vary based on your own situation. The CEMS Global Alliance provides a certain number of services including the CEMS Career Center with various career opportunities, the GoinGlobal and Culture Wizard Assessment Test to give you cultural advices and much more.

Read more about the services in the CEMS Career Services Guide.

CEMS North American Summit 2025: Where Global Complexity Meets Career Opportunity

perrinna — Thu, 10 Apr 2025 12:13:13 +0000

CEMS North American Summit 2025: Where Global Complexity Meets Career Opportunity perrinna Thu, 04/10/2025 - 14:13 Have you ever wondered what it takes to navigate today’s increasingly complex and unpredictable world? This year’s CEMS North American Summit, hosted in Toronto, brought together 45 students from Ivey Business School, Cornell University, and beyond to explore just that. News

Over the course of three days, from March 13th to 15th, the event dove deep into geopolitical uncertainty, institutional resilience, and future-ready skill development—all under the Summit's central theme: "Navigating Global Complexity in a Multipolar World."

Things kicked off with a thought-provoking lecture by Professor David Wood, Ivey Business School, who challenged participants to rethink leadership in a world where power is no longer centralized. From the diffusion of global influence to the need for adaptive decision-making, Professor Wood reminded students that in today’s environment, there’s no single roadmap—just the ability to read signals and respond strategically.

That theme carried into the e-Academic session, where students had the privilege of hearing from Vitorino Mello Oliveira and Tarcisio Alvarez-Rivero of the United Nations. They spoke about the critical role institutions play in stabilizing global systems—despite the many pressures they face. Their session sparked questions like: How do we engage with global institutions meaningfully? How can businesses become proactive players in shaping international cooperation?

Of course, theory only takes one so far—so the afternoon was all about practice. Thanks to Palak Diwan, Deloitte led a skill seminar on structured problem-solving, walking through the tools consultants use to navigate complex client challenges. From frameworks to real-time exercises, CEMSies left with insights could be applied instantly. Later, Daryn Osman from L’Oréal, a CEMSIe of 2023 (IVEY/NOVA) flipped the script with a branding-focused session on risk management in marketing—because whether it’s a financial forecast or a product launch, uncertainty demands sharp strategic thinking.

But it wasn’t all PowerPoint and case studies. During the second day began with Professor Dr. Vanessa Hasse (Ivey Business School), who engaged participants in hands-on simulations that exposed unconscious biases in understanding global systems. It was part geography quiz, part reality check—an eye-opener to how assumptions can mislead people in international business.

Later, the event then welcomed six inspiring CEMS alumni for a panel discussion on career growth, resilience, and leadership: Alex Li (2023 IVEY/HEC), Isabela Sagan (2023 IVEY/USYD), Wenyi Zheng (2022 IVEY/UoC), Celine Zollinger (Salesforce, 2017 IVEY/NHH), Lilla Kovacs (2009, CUB/UoC)

Their stories weren’t just about landing impressive jobs—they offered real, relatable advice for building a meaningful career in uncertain times:

✨ “Your network is your net worth.”
🔍 “Curiosity gets you further than having all the answers.”
💪 “Adaptability is your competitive edge.”
🎯 “Leadership means deciding even when the path isn’t clear.”

Of course, a CEMS event wouldn’t be complete without connection and fun. From downtown dinners to social events and alumni cocktails, CEMSies made memories (and a few inside jokes) that they will carry long after the weekend is over.

To all 45 participants—thank you for showing up with curiosity, humility, and a global mindset. And to future CEMSies: if you get the chance to join a North American Summit, take it. You’ll leave with more than just notes—you’ll leave with a new lens to see the world and your place in it.

CEMS Global Alumni Week 2025: A Week of Connection, Learning, and Inspiration

morelet- — Wed, 02 Apr 2025 16:25:35 +0000

CEMS Global Alumni Week 2025: A Week of Connection, Learning, and Inspiration morelet- Wed, 04/02/2025 - 18:25 The vibrant CEMS community met together again recently for the CEMS Global Alumni Week 2025. Organizing by the CEMS Global Office in collaboration with the CEMS Student Board Alumni Relations team, GAW in 2025 fostered meaningful discussions and connections among Alumni, Students, CEMS Member Schools, and Corporate/Social Partners worldwide. News

The CEMS Global Alumni Week 2025 involved alumni and students through two global events (one webinar and one rotational industry chat) and 20+ local events that spanned five time zones.

Local Events: Celebrating the CEMS Spirit Worldwide

Across the globe, the CEMS community had various engaging local events like professional networking meet-ups and interactive game nights. In different cities, CEMSies had the chance to reconnect, exchange ideas, and celebrate their shared experiences with local cohorts.

The local chapters did an incredible job curating experiences that reflected the diversity and dynamism of the CEMS community, ensuring that every participant had new connections and lasting memories with amazing people together.

Being part of the organization of the CEMS Alumni Talks in Chile during Global Alumni Week 2025 was an incredible experience. Hearing our alumni share how CEMS has shaped not just their careers but also their personal lives reinforced the power of this community. It’s inspiring to see how our network continues to foster lifelong connections, broaden perspectives, and create impact across borders.
Maria Ignacia Villagra Bofill CEMS Local Alumni Chapter Chile President/ CEMS Alum 2020 (UAI/ LSE)

Global Events: Uniting the CEMS Network

The first global event of the week was an inspiring Global Webinar, where the 2024 CEMS Alumni of the Year Award recipients, Marieke Geurts (RSM/ SSE, 2012) and Leonardo Lotto (NUS/ NOVA/ USYD, 2023), shared their career journeys, challenges, and key takeaways from their CEMS experience. Attendees gained insights from these distinguished alumni, offering valuable perspectives on professional growth and the impact of the CEMS network on their different life stages.

Later in the week, the Rotational Industry Chats provided an interactive platform for CEMS students to engage with alumni from diverse industries. Through small-group discussions, students had the chance to seek career advice, explore different professional paths, and build meaningful connections.

Their stories were incredibly inspiring, as they offered unique perspectives from different career stages. I was deeply impressed by their resilience in both professional and personal life, which gave us practical takeaways and a fresh outlook on our growth.
Joy Xu CEMS Student 2026 (COR/ LSE)

A Community that Continues to Inspire

CEMS GAW 2025 was a great success. Whether through engaging discussions, personal reflections, or interactive sessions, the event underscored the enduring impact of the CEMS community.

We extend our gratitude to all speakers, organizers, and participants who contributed to making this year’s GAW a memorable one. See you next year!

One of the reasons I joined CEMS was to grow by learning from exceptional people. Global Alumni Week 2025 was a great reminder of that goal — the events and conversations challenged me to think bigger, but also to think with a purpose. It left me recharged with fresh perspectives for both my professional path and personal journey. Happy for the opportunity and looking forward to next year!
Albert Šumovský CEMS Student 2025 (VSE/ USYD)

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