Shifting Perspectives: The MBA Class of 2025 Looks Back
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by Dorian Salinas
Transformation is built into the Harvard Business School (HBS) MBA experience, but what does it actually look like? Do students part ways with, or reaffirm, long-held assumptions? Do they develop and refine their skills, or surprise themselves with entirely new perspectives? We asked members of the MBA Class of 2025 to reflect on how they’ve changed over the past two years.
Sam Berube (MBA 2025)
Sam was co-president of the Consulting for Impact Club and a photographer for the Harbus, where he also ran an interview series titled “Between Two Classes.” He will be moving to Los Angeles, California, to work for an asset management fund that focuses on public market investing.
What’s one assumption you held before HBS that changed during your time here?
I used to assume that business school was primarily an opportunity to gain the hard managerial skills that would be directly applicable to a corporate or professional setting. And while that was certainly one of the outcomes, my time at HBS also reshaped how I think about leadership. Over time, I began to see it as something broader and more personal—as the way I show up for the people around me: my family, friends, and community. That realization came into focus during the fall of my second year, while I was recruiting and also taking Authentic Leadership Development. The course challenged me to reflect on my values, life story, and definition of success—both in my personal and professional lives. This pivotal combination helped me connect the dots between the life I had, the life I want to lead, and the career I’m building.
Is there leadership lesson you didn’t expect to learn, but did?
There are two. The first is that leadership comes in many forms. I came to HBS thinking that leadership was tied to a title, a team, or a compensation package, but it’s much more than that. After HBS, I’m not stepping into a role with direct reports, but I still see my role as a leadership position. There’s thought leadership involved—rallying stakeholders, building trust with investors, and even motivating others around a shared goal. That, too, is leadership.
The second lesson I learned came from realizing how different everyone’s path to HBS can be. I assumed most students would be in a similar life stage to mine—having graduated college and worked for four or five years prior to business school. But after arriving to campus, I quickly met classmates who were parents, military veterans, or had switched careers from entirely different fields and countries. It helped me understand that leadership isn’t a one-size-fits-all, and that it’s shaped by various experiences, contexts, and identities.
Coming to HBS, was there a skill you were eager to develop? How did working on it shape your experience?
Before HBS, I was chief of staff for the new business ventures team at McDonald’s—an incredible role where I worked on various innovative, high-impact projects. But I had no formal finance or accounting training, and I felt that gap strongly. There were many moments during project meetings when the financial aspects came up and I didn’t know how to engage or contribute. The summer before HBS, I took an HBS Online accounting course and quickly realized how much I had to learn. So, I came to HBS determined to build that foundation.
During my first year, Finance 1 and Finance 2 quickly fascinated me because of how much I learned. The faculty and the case method made finance feel collaborative and accessible, even in a classroom filled with former bankers and private equity professionals. My second year, I doubled down on continuing to learn finance by taking advanced courses like Creating Value Through Corporate Restructuring. It was definitely one of the most challenging classes, but I learned a lot. Heading into my post-HBS role, I’m proud of the growth I’ve had in a field that once felt out of reach.
Beatriz Gorostiaga Zubizarreta (MBA 2025)
Beatriz was co-president of the Hospitality & Travel Club, a member of the Real Estate Club executive board and symposium panel director, a member of the Women in Investing Club, the LatAm Club, and the HBS Art Society. She will be moving to San Juan, Puerto Rico, to explore value creation opportunities in private markets.
What’s one assumption you held before HBS that changed during your time here?
I came to HBS thinking that I had to know exactly what I wanted from day one to make the most out of my experience. Surprisingly, I found that most of my growth came from things I said “yes” to that were not necessarily aligned with what I thought I came here to do. Organizing HBS’s first hospitality and travel conference in five years shifted this perspective for me. You can do a lot more than you think you can if you get comfortable with serendipity.
Is there a leadership lesson you didn’t expect to learn, but did?
In Professor Nori Gerardo Lietz’s course, Real Estate and Private Equity, one of her key lessons was: if something is messy, ask yourself, “Where’s the pony?” In other words, don’t shy away from complexity—lean into it. The leaders who stand out are the ones who approach messy situations with a growth mindset. They’re willing to dig deeper, do the hard work, and find value where others walk away. That combination of optimism, discipline, and conviction is something I aspire to carry forward. Professor Gerardo Lietz’s course, and her lessons, will stay with me long after HBS.
Coming to HBS, was there a skill you were eager to develop? How did working on it shape your experience?
As the first Paraguayan woman to pursue an MBA from HBS, I often felt the quiet pressure of representing more than myself. I came to HBS eager to develop my voice—not just to present my ideas clearly, but to speak with the poise and conviction that comes from recognizing the value of my perspective in a room where learning depends on it. After reading and discussing more than 500 cases, the practice of speaking in front of my peers helped me find steadiness and decisiveness in my communication skills. I firmly believe that you grow into what you give your consistent attention to. For me, that meant stepping into my voice—not to prove I belonged, but to offer what only I could.
Daniel Alves do Quental (MBA 2025)
Daniel was a member of several clubs including the First Gen Club, the Management Consulting Club, and the Venture Capital & Private Equity (VCPE) Club. He also participated in admissions-related events, sharing his perspective on the admissions process and student experience. He will be joining Boston Consulting Group (BCG) in their Manhattan, New York, office.
What’s one assumption you held before HBS that changed during your time here?
Being from a small Portuguese rural village with fewer than 4,000 people, I once thought that Harvard was a place reserved for people from a specific socioeconomic status. That assumption radically changed during my two years on campus. Not only did I meet peers with similar backgrounds, I also found that my personal narrative was a key component of some of the most meaningful relationships I formed—not only with friends and colleagues, but also with faculty and mentors.
During my first year, I had the chance to give a speech in the 1,000-seat Klarman auditorium about my life story in a talk named “Never, Ever Give Up.” Seeing my friends, section mates, and even some of my favorite professors in the audience was a memorable moment. It allowed my community to better understand my motivations and my broader approach to my choices. It was a great example of how supportive the Harvard community is when you fully embrace your narrative.
Is there a leadership lesson you didn’t expect to learn, but did?
Yes: how vital it is to define what success truly means to you from the beginning, and that it is perfectly normal for your definition to differ from others’. In my case, success is twofold. First, it is about striving relentlessly to be the best at my craft while inspiring others from similar backgrounds along the way. Second, it is about going to bed every night confident that every decision I made upholds my values and ethics. Without a clear definition of success, it becomes impossible to evaluate yourself on a daily basis—you can’t plan your path if you don’t know where you ultimately want to go.
Coming to HBS, was there a skill you were eager to develop? How did working on it shape your experience?
Before HBS, most of my work experience had been dedicated to helping large, established corporations achieve their most ambitious goals. Although I was passionate about that, I always wondered what it might be like to contribute on the other side, supporting the creation and growth of new ventures. Hence, a significant part of my time at HBS was focused on getting exposure to the venture capital ecosystem, both via my summer experience (pre-seed and seed VC internship in New York City) as well as via my involvement in multiple venture related networks/communities/talks. Looking ahead, this intentional exposure has made me a more well-rounded professional. As I join BCG post-graduation, I feel energized to bring this broader perspective to my clients, combining the rigor of corporate strategy with the agility and innovation mindset of the startup world, not only to help my clients achieve their goals but to reimagine what is possible.
‘Demilade Oresanya (MBA 2025)
‘Demilade was co-president of the Africa Business Club. He will be joining McKinsey & Company in Canada. Long term, he envisions building a career rooted in public service, institutional reform, and economic empowerment in Africa.
What’s one assumption you held before HBS that changed during your time here?
I previously believed that leadership was about having all the answers and following a clear, linear path to success. I’ve come to understand that real leadership means embracing ambiguity, listening deeply, and co-creating with others—especially when the path is uncertain. Success is less about control and more about adaptability, empathy, and learning in motion. It’s about growing through pivots, discomfort, and co-creating with people who see the world differently.
A pivotal moment that helped change my assumption was during the planning and delivery stage of the Africa Business Conference. There were many moving pieces, tight timelines, and passionate stakeholders, with moments when the original plan didn’t hold. In one instance, we found out that our headline musical artist for the afterparty could no longer attend, leading us to make quick, calm decisions under pressure. In that moment, we weren’t just thinking logistically, we also had to consider the emotions and expectations of over 1,100 guests from around the world. We pivoted, providing some refunds as a show of good faith, and still went on to create a memorable night. That experience taught me that ambiguity isn’t the enemy—it’s where growth, trust, and creativity take root.
Is there leadership lesson you didn’t expect to learn, but did?
I arrived at HBS not expecting to learn how much leadership is about setting both the emotional tone and a compelling vision. During moments of stress or uncertainty within the Africa Business Club, I realized that people looked to us—my fabulous co-president, equally incredible CFO, and I—for more than solutions; they looked to us for steadiness. We had to radiate calm while acting decisively and swiftly.
At the same time, another powerful leadership lesson came through financial discipline. Running the club like a public institution—treating every dollar as public trust—meant we operated with a tight budget and intentional buffers. That strict stewardship gave us the flexibility to cover unexpected but critical expenses at the last minute. In the end, we delivered a high-quality, impactful year for the club without financial compromise. I learned that vision inspires people but it's clarity, composure, and integrity that make the vision sustainable.
Coming to HBS, was there a skill you were eager to develop? How did working on it shape your experience?
I wanted to sharpen my ability to lead in uncertainty. Throughout the program, especially in field courses and in my leadership roles, I found myself constantly scenario-mapping: anticipating multiple futures, designing tailored plans for each, and preparing to adapt quickly. But I found that even the most thoughtful preparation can’t predict everything. Whether it was last-minute visa issues for speakers or technical disruptions during live panels, I learned that while planning matters, the real differentiator is instinct—knowing when to pause, pivot, and lead decisively. That mix of foresight and gut has fundamentally changed how I lead.
Anna Serobyan (MBA 2025)
Anna was a member and conference organizer for VCPE, a member of the Women in Investing Club, MENA Club, Euro Club, Women’s Student Association, Wine and Cuisine Society, LATAM Club, and Women’s Poker Club.
What’s one assumption you held before HBS that changed during your time here?
Before HBS, I assumed that people arrived at conviction through logic; that if you laid out the right facts, ran the right analysis, the “right” answer would follow. Over time, I came to see how much of our decision-making is emotional—even here at HBS, among some of the most analytical and self-aware people I’ve ever met. Our choices are shaped by the stories we’ve inherited, the fears we carry, the ambitions we protect, and the cultures that quietly script our instincts. None of us operates in a vacuum; we move through the world with invisible histories trailing us.
This realization wasn’t sudden. It came in fragments: a classmate breaking down while explaining a career choice, a case protagonist abandoning a “rational” business for something that felt truer. Slowly, I began to understand that conviction isn’t about certainty or logic, it’s about alignment. Alignment between what you believe, what you can live with, and what you’re willing to stand for—even when the path ahead is unclear.
Is there leadership lesson you didn’t expect to learn, but did?
I didn’t expect to learn how quiet leadership can be. I used to think of leadership in moments of visibility; the person at the front of the room or the one with the strong point of view. But some of the most transformative leadership I experienced at HBS happened in spaces where nothing needed to be said. It happened in moments like when a classmate checked in after a hard day, or when someone stepped back to make space for another voice be heard. It made me rethink power, not as something you hold, but something you distribute—not as visibility, but as responsibility.
Coming to HBS, was there a skill you were eager to develop? How did working on it shape your experience?
I came in hoping to become more comfortable with uncertainty—not just tolerating it, but moving through it without paralysis. I’ve always been someone who plans and builds safety nets, but I know that leaders are constantly navigating ambiguity. I saw examples of that not only in our cases, but even more strikingly, in my peers. Some were walking away from the expected path without knowing what came next, and they seemed…calm. Not because they had it all figured out, but because they trusted their ability to respond.
Working on this didn’t lead to a single moment of clarity. But over time, I became more willing to make decisions with incomplete information, to trade control for movement, and to accept that some of the most important outcomes in my life won’t be orchestrated. They’ll appear unannounced. And when they do, the real work is having the courage to move toward them without hesitation.
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