Beyond the Case

Sohin Shah

A podcast where global leaders from the Harvard Business School Owner/President Management (OPM) community join in a personal capacity and share the real decisions, failures, and mental models behind building enduring companies. This podcast is independent and not affiliated with Harvard Business School.

  1. Hari Kiran Chereddi on Mental Models That Let Winning Emerge After Losing

    1 DAY AGO

    Hari Kiran Chereddi on Mental Models That Let Winning Emerge After Losing

    Send us a text What if you could hear, firsthand, from an international sportsperson about the emotional journey that follows a loss? Not loss as failure, but loss as a teacher: the kind that strips away ego, demands honesty, and forces you to confront your preparation, your mindset, and your emotional control. Hari Kiran has lived this cycle—on the badminton court, on global stages, and in the unforgiving world of regulated industries and entrepreneurship. As an international sportsman, Hari (founder of HRV Pharma) learned early that losing is brutally transparent. There’s nowhere to hide, no committee to blame, no narrative to spin. The scoreboard tells the truth. And that truth forces introspection. What stands out is how calmly Hari speaks about this journey. There’s no romanticizing intensity, no performative hustle. Instead, there’s a quiet respect for systems, discipline, and repeatability. He talks about learning to reset emotionally, about not letting one bad point become two losses, and about showing up again even when the outcome previously went against you.  The episode also gently reframes success. Early on, success was visible—rankings, scale, recognition. But after losing on big stages, success becomes quieter and more durable. It becomes about building systems that don’t depend on you, cultures where people can make decisions without fear, and organizations that can absorb mistakes without breaking. It’s about trust compounding over time, not applause in the moment. Ultimately, this episode feels less like advice and more like an invitation: to slow down after losing, to stay emotionally steady, to close the feedback loop honestly, and to redefine success not by how fast you move—but by how long what you build can last. Here are the Top 10 Takeaways from the conversation: Losing teaches what winning never will Winning hides flaws. Losing forces honesty. The real failure isn’t the loss—it’s walking away without learning.Emotional control is a competitive advantage Carrying the last mistake into the next point means losing twice. The ability to reset quickly matters more than intensity.Discipline sustains what talent starts Talent opens doors, but discipline—training, recovery, repetition—determines how long you stay in the game.Preparation doesn’t guarantee outcomes, but it earns you another attempt You can do everything right and still lose. That’s not a reason to stop—it’s a reason to prepare better and keep playing.Judge decisions by process, not by outcomes In both sport and business, outcomes are noisy. Strong systems and thoughtful decision-making compound over time.Capital can’t fix weak foundations Money won’t rescue you from poor capability, low credibility, or fragile relationships—it often accelerates collapse.Trust is an invisible but powerful currency In high-stakes, regulated environments, trust shows up in speed, access, forgiveness, and long-term compounding.Success matures from visibility to durability Early success is loud. Real success is quiet—systems that work without you, cultures that don’t fear mistakes, lives that still feel whole.Trends begin as friction, not headlines Pay attention to inefficiencies, workarounds, and handoffs where systems strain—this is where meaningful change starts.Build before you bet Capabilities, discipline, and trust come first. Without them, risk is gambling. With them, risk becomes progress. Books: The Art of War

    26 min
  2. Jeff Cronkshaw on Scuba Diving and Leading When Panic Isn’t an Option

    2 DAYS AGO

    Jeff Cronkshaw on Scuba Diving and Leading When Panic Isn’t an Option

    Send us a text Jeff Cronkshaw doesn’t talk about leadership in theory — he talks about it 40 meters underwater, in zero visibility, when failure isn’t abstract and panic kills. Across this conversation, Jeff draws a powerful parallel between scuba diving and entrepreneurship: both place you in inherently risky environments where control is an illusion, preparation is everything, and calm is a leadership obligation. You don’t discover your limits by staying safe. You only find the boundary by approaching it - sometimes stepping just beyond it. Jeff explains why his defining leadership move, whether in business crises or the Mount Everest simulation at OPM, is deceptively simple: slow it down. When chaos accelerates, leaders must do the opposite - reduce tempo, create space, and transmit calm. People don’t follow instructions under pressure; they follow nervous systems. From building Lancia Consult to 110+ across continents, to failed expansions, Jeff shares the hard-earned truth that progress isn't linear. Two steps back often create five steps forward — if you don’t panic. Careers aren’t races, businesses can’t eliminate risk, and leadership is about knowing when to push limits and when to breathe. Here are the Top 10 Takeaways from the conversation: You don’t find limits by playing safe. Boundaries only reveal themselves when you approach them.Slow it down. When everything speeds up, leadership means deliberately reducing tempo.Create space or lose judgment. Time and distance are tools — use them before deciding.Calm is a leadership signal. Under pressure, teams mirror the leader’s emotional state, not their words.Risk can’t be eliminated — only prepared for. Training, repetition, and readiness matter more than optimism.Panic is more dangerous than the problem. In diving and in business, panic is what actually kills outcomes.Progress is not linear. Two steps back often enable five forward — if you stay composed.It’s not a race. Careers and companies compound over decades, not sprints.Failure teaches boundaries. Expansion missteps clarified where adjacencies truly existed.Reality is cash-flow honest. It’s not a business until the invoice is sent — and paid. Books: Shoe DogLosing My VirginityBillion Dollar Whale

    35 min
  3. Gustavo Reichmann on Optimism, Reinvention, and Thinking in 20-Year Chapters

    3 DAYS AGO

    Gustavo Reichmann on Optimism, Reinvention, and Thinking in 20-Year Chapters

    Send us a text Optimism isn’t just a personality trait in this episode - it’s a discipline. Gustavo Reichmann frames life as forward motion: the future should feel bigger than the past, even as you age. He credits that mindset to watching his 95-year-old grandmother still think about what’s ahead, and to the kind of “dream big” mentality that shaped his career. It’s a reflective throughline for everything else he shares: reinventing himself after 20 years as an executive, choosing partners intentionally, and building businesses designed for long arcs—not quick wins. Gustavo Reichmann speaks candidly about his transition from two decades as an executive in Brazil to building as an entrepreneur across two platforms: Monomyth Group (US-focused investing, including energy/supply-chain tech like synthetic graphite for EV batteries, plus a food/agriculture investment) and Heat Group (Brazil-based food service rollups centered on brand + experience, including a major barbecue concept and an Italian “dolce vita” experience brand).  Gustavo explains what pushed him to leave executive life - more ownership of his time and decisions, choosing who he builds with, and staying “in the driver’s seat.”  Gustavo reflects that where you grow up and build your career quietly shapes how you think and act as a leader. South America, especially Brazil, with its recurring instability, teaches people to be adaptive, resilient, and comfortable navigating uncertainty - skills forged through necessity rather than theory. North America, by contrast, offers the gift of stability: deep institutions, mature markets, and dense ecosystems that reward long-term thinking and systematic execution. His insight isn’t about choosing one over the other, but about combining them—bringing the agility and grit born in volatile environments into systems designed for scale and durability. Even in a globalized world where borders matter less, he believes these underlying contexts still leave a lasting imprint on how leaders build, decide, and endure. Here are the Top 10 Takeaways from the conversation: The future-first mindset is fuel: He repeats the idea that “the future is bigger than the past,” and treats it as a life strategy.Reinvention can be a planned chapter: He intentionally shifted from “executive chapter” to “entrepreneur chapter” for the next 20 years.Three drivers for leaving executive life: work more for himself, choose partners, and sit in the driver’s seat.Executives can still be entrepreneurs: He argues entrepreneurship is also about how you operate inside a company - M&A, new ventures, bold bets.Invest where the brand > the current business: If the brand’s promise exceeds today’s footprint, growth upside is “built in.”Build ecosystems, not just outlets: For Churrascada, he imagines restaurants plus retail meat, entertainment, memberships, parks - an expandable platform.Big projects require big capital realism: The US graphite plan is massive (multi-factory, billion-dollar scale) and demands long-term financing muscle.Internationalization follows product-market fit: Heat Group is Brazil-first, but he’s actively planning US/Europe expansion (especially for the barbecue concept) in 2026.Work-life balance through intensity, not perfection: Be fully present—10 minutes with kids can matter if it’s truly engaged.Keep “back to school” as a habit: He likes returning to education every ~10 years to refresh thinking, relationships, and perspective.Books: Dream Big (Sonho Grande)

    29 min
  4. Eric Hoffman: The Owner Who Bought Back His Company from Private Equity

    4 DAYS AGO

    Eric Hoffman: The Owner Who Bought Back His Company from Private Equity

    Send us a text Hoffman Media, a founder-led niche media company, raised private equity capital in the mid-2000s to fund acquisitions and organic growth. The firm entered the 2008 financial crisis with a PE partner holding a large minority stake (~40%+) and remained investor-backed for eight years. By 2012, the typical PE-backed outcome would have been a full sale or recapitalization allowing founders to take liquidity and move on. Market precedent favored exits, particularly after a long hold period and a volatile macro cycle. Instead of selling the business, the Hoffman family chose to buy out their private equity investors. The deal delivered a 27% annualized IRR to the PE firm over an eight-year hold while returning full ownership and strategic control to the family. Why This Was Unusual Founders typically de-risk personally once PE is involvedLiquidity is often treated as the primary measure of successFew entrepreneurs willingly re-lever a business after a strong runWhat Enabled the Outcome A patient, founder-aligned PE partnerDeep trust built through the 2008 recessionEric Hoffman’s financial sophistication in deal structuringConviction that long-term stewardship outweighed near-term liquidityThe buyout challenges a common assumption in private markets: that optimal outcomes always involve selling. It demonstrates that exceptional investor returns and long-term family ownership can coexist. Here are the Top 10 Takeaways from the conversation: Entrepreneurial sacrifice is often invisible: Eric only later understood the personal cost his mother bore building the business, shaping his sense of stewardship as a second-generation leader.Riches are in the niches: Hoffman Media thrived by serving deeply passionate, underserved audiences rather than chasing mass scale.Direct customer relationships create resilience: With only ~10% of revenue from advertising, the business weathered downturns through loyal, subscription-driven customers.Outside experience sharpens judgment:  Background in consulting and investment banking provided the financial fluency needed to navigate PE dynamics & complex capital decisions.Buying out PE can be the boldest capital allocation decision: Rather than exiting, the family bought out their PE investors after eight years demonstrating conviction and long-term thinking.Succession is earned through trust, not titles: The transition from founder-led to second-generation leadership unfolded gradually through autonomy, accountability, and learning from failure.The CEO’s primary job is people in the right seats: Eric emphasized that organizational outcomes follow talent alignment more than strategy alone.Informal feedback beats formal systems: Post-HBS, Eric prioritized real-time, values-based feedback.Make the customer the hero: After HBS, Eric adopted Professor Das’s thinking, shifting from “customer first” to “customer as hero.” He brought service in-house and named a Customer Hero Officer betting customer delight is a strategic advantage.Growth itself is not a strategy: Inspired by cases like LEGO, Eric reinforced discipline around where and how the company grows, focusing on core strengths rather than growth for its own sake.Books: 10x Is Easier Than 2xTraction

    27 min
  5. Vishwajeet Vishnu: The Price of Success Was Persistence

    6 DAYS AGO

    Vishwajeet Vishnu: The Price of Success Was Persistence

    Send us a text Vishwajeet Vishnu’s journey isn’t built on privilege, pedigree, or perfect timing. It’s built on persistence. Forced to drop out of college after 12th grade due to financial hardship, Vishwajeet entered the workforce early and educated himself the hard way through books, workshops, lived experience, and relentless curiosity. Over the years, he read hundreds of books and sought mentors to avoid mistakes he couldn’t afford to make. Before finding his true calling, he tried and failed at 7 to 8 different businesses: call centers, restaurants, cab services, coaching ventures, and more. Each failure looked like a dead end at the time. In hindsight, they became his training ground. His breakthrough came accidentally when he entered the hearing-care industry. What started as exposure through a family connection turned into a life mission after he witnessed, firsthand, how restoring hearing transformed lives. For the first time, entrepreneurship wasn’t about survival or money—it was about impact. Fifteen turbulent years later, Vishwajeet leads a multi-country hearing-care organization, operates with systems instead of chaos, spends most of his time on strategy rather than firefighting, and has even fulfilled a lifelong dream—attending his first-ever classroom lecture at Harvard Business School. His story isn’t extraordinary because he’s exceptional. It’s extraordinary because he isn’t. Here are the Top 10 Takeaways from the conversation: You don’t need a perfect start—just a refusal to quit Most people don’t fail; they stop too early.Failure is data, not identity Every failed business sharpened his judgment for the next one.Self-education compounds Books became his substitute for formal education—and a powerful one.Mentors collapse timelines Guidance can save you years of trial and error.Opportunity favors the persistent He didn’t “find” the right business—he stayed long enough to grow into it.Purpose beats profit in the long run Impact created the staying power money never could.Integrity is not optional—it’s strategic Trust built in good times is what rescues you in bad ones.Culture is a reflection of the founder’s behavior Teams don’t follow values on walls; they follow actions.Systems buy freedom Moving from chaos to structure shifted him from operator to leader.If you feel behind, you’re not Focus + perseverance beats speed + privilege every time.Books: Rich Dad Poor Dad Alibaba: The House That Jack Ma Built Romancing the Balance Sheet

    31 min
  6. Sameer Jain: Early Internet Entrepreneur Who Bootstrapped Success by Accident

    2 JAN

    Sameer Jain: Early Internet Entrepreneur Who Bootstrapped Success by Accident

    Send us a text He wasn’t supposed to be an entrepreneur—at least not by design. Sameer Jain never set out with a business plan or the intention to build a company. After experimenting with the early internet in India he quietly bootstrapped Net Solutions into a global services firm. Sameer shares how HBS OPM reshaped the way he thinks about data, decisions, and growth—and why he now believes that success, more than failure, can be the most dangerous teacher. Here are the Top 10 Takeaways from the conversation: Persistence creates luck – Timing matters, but sustained effort compounds.Bootstrapping builds discipline – Early profitability enabled control and long-term thinking.Design is strategy – Focusing on why before what differentiated the business.Customer proximity accelerates insight – Founder-led engagement revealed real problems.Failure drives maturity – Setbacks forced better systems and judgment.Systems must evolve with scale – Trust alone doesn’t scale.Investors offer more than capital – The right ones bring perspective and networks.Partnership reduces isolation – Shared decisions improve resilience.Data tempers instinct – OPM reinforced slowing down and validating decisions.Reinvention is essential – Continuous learning and specialization, especially with AI, sustain relevance.Books: The FountainheadAtlas ShruggedThe E-Myth RevisitedWhat Got You Here Won't Get You There

    29 min
  7. Orit Pollak on the Power of Networks and Shared Wisdom

    30/12/2025

    Orit Pollak on the Power of Networks and Shared Wisdom

    Send us a text Orit Pollak is a second-generation industrial leader based in Peru and a participant in Harvard Business School’s OPM 67 program. She leads her family’s manufacturing group, including Rayemsa, one of Peru’s main manufacturers of 200-liter steel drums, and a second factory focused on natural colors, ingredients, and spray-dried powder products. Born in Peru to Eastern European parents who survived World War II and communism, Orit grew up immersed in stories of resilience, education, and rebuilding from nothing. After building her career across oil & gas, mining, healthcare, and corporate affairs in large multinationals, she convinced her father to let her join the family business initially with no title or formal authority. Soon after, she had to take over leadership abruptly when her father passed away, managing two factories: one manufacturing steel drums and barbecues/grills, and another producing natural colors and spray-dried ingredients. Under her leadership, Orit introduced innovation, sustainability, and customer-centricity, while launching her own retail barbecue brands that now account for over 10% of company revenue. She also co-authored an award-winning barbecue book that received the Gourmand World Cookbook Awards for Best Barbecue Book in the World. Beyond her companies, Orit serves on the board of Peru’s National Chamber of Industry, is active in YPO forums, and emphasizes lifelong learning, humility, and team-based decision-making. Since completing OPM Unit 1, she has begun developing two new ventures inspired by the program. Here are the Top 10 Takeaways from the conversation: Resilience is learned early Stories of survival, failure, and rebuilding shaped Orit’s leadership mindset long before she became a CEO.Work outside before joining the family business External experience builds credibility, perspective, and better decision-making.You are never fully ready for leadership Growth comes from learning in motion, especially during crisis and uncertainty.Don’t waste energy on unfixable problems Focus on creating value and building forward momentum instead.Decisions made in anger are irreversible Emotional discipline is essential—“once you throw the stone, you can’t take it back.”Customer obsession beats competition Service quality and deep understanding of client needs are long-term advantages.Innovation applies even in ‘traditional’ industries Sustainability, coatings, and customization matter—even for steel drums.Leadership is a shared process Strong teams, trusted advisors, and peer forums lead to better outcomes than solo decisions.Women in family business should listen first Respect institutional knowledge before pushing change.OPM’s greatest value is people, not just content Being surrounded by humble, capable global leaders sparked new ventures and personal growth.

    27 min
  8. Carolyn Deng: How Discipline Becomes Wisdom

    29/12/2025

    Carolyn Deng: How Discipline Becomes Wisdom

    Send us a text “You don’t have to ask a hero where she comes from—you have to understand how she thinks.” Carolyn Deng’s journey is shaped less by titles or geography and more by the evolution of her judgment. Raised in China’s highly disciplined education system, she developed rigor, endurance, and respect for structure. At Harvard, she encountered a different intellectual model—one that rewarded independent thinking, pattern recognition, and questioning authority. Together, these forces formed a mindset comfortable with both precision and uncertainty. Her career mirrors this progression. What began as technical mastery in mathematics, biostatistics, and investment banking evolved into a deeper understanding that finance is not about numbers alone. Models matter, but assumptions matter more—and assumptions are rooted in human behavior, incentives, and character. Over time, investing became less about optimization and more about judgment. As co-founder and Managing Director of BioLink Capital, Carolyn applies this philosophy to biotech and life sciences, where data is limited and conviction must be built through learning, listening, and experience. She emphasizes that what matters changes with stage: people and science in the early days; markets, cycles, and capital discipline later. Failure is inevitable—often driven by uncontrollable risks—and the real measure of an investor is reflection and response. Today, progress means fewer decisions, made better. Through her experiences as an investor and in Harvard’s OPM program, Carolyn frames success as deeply human—rooted in curiosity, culture, humility, and perseverance. There are many paths to building something enduring, and none are linear. Here are the Top 10 Takeaways from the conversation: Discipline and creativity compound over time.Education is about thinking, not memorizing answers.Finance is ultimately about people, not spreadsheets.Reading character is the highest investing skill.Models fail because assumptions fail.What matters most depends on company stage.Failure is part of long-term conviction.Progress shifts from doing more to deciding better.Culture is an invisible driver of outcomes.There are many ways to succeed—and no single origin story.Books: Poor Charlie’s AlmanackThe History of the Decline and Fall of the Roman EmpireBooks on the Ming Dynasty

    27 min

About

A podcast where global leaders from the Harvard Business School Owner/President Management (OPM) community join in a personal capacity and share the real decisions, failures, and mental models behind building enduring companies. This podcast is independent and not affiliated with Harvard Business School.