Beyond the Case

Sohin Shah
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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. From HBS Student to Case Protagonist: Risking It All for Impact - Guillermo "Billy" Jaime

    6 SA. ÖNCE

    From HBS Student to Case Protagonist: Risking It All for Impact - Guillermo "Billy" Jaime

    Send a text It’s rare to attend Harvard Business School as a student and even rarer to later become the subject of two HBS case studies. Billy Jaime did both. While enrolled in the Owner/President Management (OPM) program, his work building MIA, a for-profit social enterprise delivering affordable housing at scale stood out so strongly that renowned HBS professor Linda Applegate wrote two cases on his journey. What makes Billy’s story extraordinary is not just the scale - over 70,000 homes built across rural Mexico - but the risk he took at the very beginning. He left a fast-rising corporate career at Cemex, voluntarily giving up roughly 75% of his income at a time when he had a one-year-old child at home. Without financial security or guarantees, he bet on a belief: that profit and purpose could coexist. MIA’s model blends family savings, government funding, NGO partnerships, and guided self-construction, allowing families excluded from formal credit to own dignified housing. Billy shares hard-earned lessons on ethical negotiation with governments, refusing corruption, betting on volume over margins, and continuously sharpening judgment through education. The conversation reveals leadership rooted in conviction, courage, and responsibility, not comfort. Here are the Top 10 Takeaways from the conversation: Conviction shows up in sacrifice: Giving up 75% of income with a one-year-old is belief in action.From HBS student to case protagonist: Impact in the real world can redefine who gets studied.Profit and purpose can scale together: Social impact doesn’t require philanthropy alone.Volume beats margins: Serving millions at low cost compounds both profit and impact.Ownership restores dignity: A home is not aid. It’s identity and pride.Fear is a feature, not a bug: If the decision isn’t scary, it’s probably too small.Your partner matters more than capital: Alignment at home enables bold professional risk.Governments are negotiable, not immovable: Understanding incentives unlocks scale without corruption.Education sharpens instinct: HBS OPM turned experience into intentional leadership.Wisdom is balance: True success integrates family, health, impact, and happiness, not just growth.Books: The Fortune at the Bottom of the PyramidWorksGood to Great

    31 dk.
  2. The Founder’s Blind Spot: Holding On Too Long - Daniel Silva

    2 GÜN ÖNCE

    The Founder’s Blind Spot: Holding On Too Long - Daniel Silva

    Send a text With nearly three decades of entrepreneurial leadership, deep OPM roots, and the humility of a lifelong learner, Daniel Silva brings a rare blend of technical rigor, family-business insight, and reflective wisdom to this conversation. As the co-founder of DMS International, Daniel shares lessons from building and scaling a 29-year family business alongside his wife. Trained as a software engineer and now serving as Chief Innovation Officer, Daniel reflects on entrepreneurship as a path of sacrifice, learning, and continuous reinvention. He discusses the evolution of infrastructure from on-prem to cloud, the importance of surrounding oneself with complementary talent, and how OPM shaped his thinking through case-based learning, negotiation frameworks, and financial discipline. Daniel also explores leadership wisdom, family-business dynamics, and the importance of purpose beyond profit, while emphasizing that in a fast-changing world, innovation is not optional. Here are the Top 10 Takeaways from the conversation: Experience compounds into wisdom: A wise leader learns from experience, absorbs lessons, and adjusts pace, knowing when to accelerate and when to slow down.Innovation is existential: “Do lunch or be lunch”- if you’re not constantly creating, someone else will disrupt you.Complementary partnerships matter: Daniel and his wife succeeded by dividing roles - innovation and engineering paired with financial structure and discipline.Family business requires boundaries: Productive conflict can drive innovation, but leaders must consciously separate business disagreements from personal life.Early-stage founders must wear many hats - but not forever: Scaling requires bringing in specialists for HR, finance, and marketing as soon as possible.Entrepreneurship demands sacrifice: Founders may go unpaid while building infrastructure and paying others but long-term ownership can be rewarding.It’s far easier to start a company today: Cloud computing has dramatically lowered capital barriers, allowing founders to focus on mission and value creation.Build with optionality: Looking back, Daniel would have built tighter, sellable companies and explored exits rather than indefinite self-growth.OPM’s case method builds pattern recognition: Learning from others’ challenges helps leaders realize they’re not alone and sharpens judgment before crises hit.Always know your company’s value: Regular valuation discipline (NPV, enterprise value) is essential, even if you’re not planning to sell.Books:  Do Lunch or Be LunchThe Five Keys to Value Investing

    26 dk.
  3. The Power of Psychological Safety Among Peers - with Felix Kues

    3 GÜN ÖNCE

    The Power of Psychological Safety Among Peers - with Felix Kues

    Send a text Felix Kues is a serial entrepreneur, deep-tech investor, and Harvard Business School OPM participant. Felix shares his journey from building AI software companies across multiple continents to founding a highly automated venture fund and later launching an AI platform for investors during OPM. He reflects on how global exposure shaped his leadership, the loneliness of entrepreneurship, and the importance of cultural fluency in decision-making. Felix candidly discusses mistakes, especially poor co-founder due diligence, and reframes entrepreneurship as a marathon filled with struggle rather than a sprint toward glamour. He demystifies fundraising, explaining why it is opaque by design and often misunderstood by founders. A major theme is bias: Felix explains how his fund uses AI and objective scoring to counter human subjectivity in investment decisions. OPM emerges as a transformative experience for Felix, not for content alone, but for peer learning, trust, and perspective. The conversation ends on a deeply personal note: Felix’s evolving definition of success, centered not on wealth or exits, but on love, family, hope, and enabling others to “take the shot.” Here are the Top 10 Takeaways from the conversation: Entrepreneurship is a marathon, not a sprint Co-founders must be aligned for long, difficult journeys - not short bursts of success.Do real due diligence on co-founders Trust, resilience, and long-term commitment matter more than skills or friendship.Global exposure reshapes leadership Living across cultures builds adaptability, humility, and deeper human understanding.Fundraising is opaque by design VCs rarely say what they truly want; founders must learn investor incentives and constraints.VCs are far more niche than founders assume Each fund operates within strict mandates that aren’t visible on their websites.Bias exists even in open-minded leaders Objective systems and data help counter human subjectivity in decision-making.AI can automate process, not judgment AI excels at research and analysis, but humans still make final investment decisions.Entrepreneurship can be deeply lonely This loneliness often motivates founders to shift into investing or mentoring roles.OPM’s true value is peer learning Learning from other experienced entrepreneurs’ lived journeys is irreplaceable.Redefine success beyond money True success is love, family, hope, service, and helping others create their own paths.Books:  Never Split the DifferenceThe Last Kings of Shanghai

    28 dk.
  4. The Inner Operating System of an Entrepreneur: Advisors, Yoga, and Time - Sudhakar Kadavasal

    6 GÜN ÖNCE

    The Inner Operating System of an Entrepreneur: Advisors, Yoga, and Time - Sudhakar Kadavasal

    Send a text Sudhakar Kadavasal, a second-generation entrepreneur from Chennai has built and led businesses across IT services, logistics, chemicals, construction, and energy, with operations in India and Dubai. Sudhakar shares how his father’s early entrepreneurial leap created a foundation that enabled him to take bold risks, including returning to India in 1997 and later starting afresh in Dubai. He reflects on leadership lessons that transcend industries, especially people management, capital allocation, and managing chaos. Sudhakar openly discusses failure, humility, and the importance of healing and reflection through advisors, yoga, and time. Over the years, his definition of “enough” has evolved from financial success to the freedom to pursue purpose-driven work, including music, education, and nonprofit service. He believes success follows purpose, not the other way around, and emphasizes lifelong learning through programs like Harvard’s OPM, which he describes as both a reminder and a sharpening tool for forgotten fundamentals. For Sudhakar, wisdom lies in surrounding oneself with people smarter than oneself, maintaining integrity, and refusing to compromise on personal disciplines like early mornings and self-reflection. Here are the Top 10 Takeaways from the conversation: Foundations matter: A strong business and values foundation enables bolder, smarter risk-taking.Integrity wins business: Saying “no” to what you can’t do builds long-term trust and credibility.Second-gen ≠ easy path: Advantage exists, but courage and execution still matter, especially in new geographies.People management is universal: Across industries, success depends on managing people and chaos well.Failure humbles and teaches: Early setbacks are powerful teachers if faced honestly and quickly.Healing takes time and tools: Advisors, reflection, and practices like yoga help recover from setbacks.Enough is freedom: True “enough” is the ability to do what you enjoy, not just financial milestones.Purpose precedes success: Doing meaningful work naturally leads to sustainable success.Learning is lifelong: Programs like OPM reinforce forgotten basics and prevent leadership negligence.Wisdom is collective: The wisest leaders attract and retain people smarter and more balanced than themselves.Books: The Daily StoicThe Almanack of Naval RavikantAutobiography of a Yogi Maverick

    18 dk.
  5. From $2,000 to 800,000 Subscribers: Building a Values-Driven Media Giant - Lucas Ferrugem

    18 ŞUB

    From $2,000 to 800,000 Subscribers: Building a Values-Driven Media Giant - Lucas Ferrugem

    Send a text What began as a $2,000 experiment at age 13 has grown into one of Brazil’s most influential independent platforms, bootstrapped to over $40M in cumulative revenue, 800,000+ paying subscribers, and 30M annual viewers. This conversation goes beyond the mechanics of building a media company. It explores how belief systems, values, and shared identity can become a lasting competitive advantage. Lucas Ferrugem’s story shows that when media gives voice to what people feel but rarely see represented, it moves beyond entertainment and becomes a movement. Throughout the discussion, Lucas makes a clear case that sustainable media businesses are built less on algorithms and capital, and more on courage, clarity of values, community, and long-term persistence. The episode unpacks how values-driven storytelling and cultural alignment, not just technology, create durable loyalty, and how these same principles are now guiding Lucas’s expansion into the U.S. Here are the Top 10 Takeaways from the conversation: Start with a real cultural gap: Brazil Paralelo was born from political protests where millions felt unrepresented by mainstream media. The business began by serving an unmet cultural and informational need.Values drive loyalty more than content volume: Lucas argues that people don’t just consume media for entertainment. They seek values, meaning, and identity reflected back at them.Storytelling shapes culture: Like Disney shaping childhood values, media influences beliefs about heroes, sacrifice, courage, and truth. Often more deeply than formal education.Brand is not a commodity: Consumers buy brands they see themselves in. Loyalty comes from shared identity, not just quality or price.Why investors struggled to “get it” early: Financial metrics were easy to explain; cultural resonance and values-based differentiation were not. Brand equity doesn’t fit neatly into spreadsheets.Community is the ultimate growth engine: A strong community acts as free marketing, lowers customer acquisition costs, and reinforces trust through social proof.Say your beliefs out loud, consistently: Brazil Paralelo repeatedly and explicitly states its mission and values across all content. Clarity builds trust and alignment.Freemium works when you trust your product: Giving content away isn’t fear, it’s confidence. If the product truly delivers value, free access converts better than ads.Go local when entering new markets: Expansion requires local partners, cultural humility, fast experimentation, and small initial bets. Not copy-pasting a home-market playbook.Persistence + emotional softness wins long-term: Lucas’s biggest OPM takeaway: problems never stop. Success requires persistence without bitterness, fighting challenges with resilience, humility, and a smile.Books PrincipleMy Life and Work

    24 dk.
  6. From Control to Trust: The Real Shift Every Entrepreneur Must Make - Ankita Gupta

    17 ŞUB

    From Control to Trust: The Real Shift Every Entrepreneur Must Make - Ankita Gupta

    Send a text This conversation is a powerful reminder that entrepreneurs must consciously evolve from being hands-on operators to becoming true leaders. In the early stages, control feels necessary. Every decision, review, and execution flows through the founder. But scale, sustainability, and sanity only come when the entrepreneur shifts focus to building systems, senior leadership, culture, and reputation. Ankita Gupta’s journey as founder of Digitactix shows that leadership maturity is less about doing more and more about enabling others to lead, while anchoring the organization in values and long-term vision. Ankita shares her entrepreneurial journey - from intentionally stepping out of her comfort zone to building a values-first agency focused on ROI, transparency, and long-term reputation. She reflects on balancing health, family, and leadership; navigating entrepreneurship as a woman in India; and how experiences like Harvard Business School’s OPM and YPO reshaped her perspective on leadership, culture, and systems. The conversation emphasizes evolving leadership, ethical decision-making, self-awareness, and building institutions that outlast the founder. Here are the Top 10 Takeaways from the conversation: Growth begins outside the comfort zone: Digitactix was born from Ankita’s desire to challenge herself, not from a rigid business plan.Health is foundational to leadership: “If I’m not fit, I cannot run a fit organization.” Fitness is a lifelong investment, not a short-term goal.Entrepreneurship requires support systems: Family support played a critical role in enabling her to build the business while raising children.Shift from operator to institution builder: OPM helped Ankita move from micromanaging everything to building senior leadership and systems.Transparency is a competitive advantage: Ethical practices, honesty about ROI, and refusing misaligned clients built long-term trust and reputation.Values over vanity metrics: Real success lies in ROI, ownership, and impact, not superficial growth numbers or agency rankings.Reputation compounds over time: Clients returning after trying other agencies validated the long-term value of principled execution.Culture drives sustainable success: Leadership, systems, and culture come first; growth and finance follow as consequences.Safe peer communities reduce isolation: YPO provided a judgment-free space to discuss failures, emotions, and real struggles of entrepreneurship.Wisdom is self-awareness: In an AI-driven world where skills evolve rapidly, knowing your strengths, weaknesses, and blind spots matters most.Books: Good to Great

    19 dk.
  7. Thinking in Decades, Not Quarters: Lessons from a Multi-Generational Owner - Antonio Liberal

    16 ŞUB

    Thinking in Decades, Not Quarters: Lessons from a Multi-Generational Owner - Antonio Liberal

    Send a text Third-generation entrepreneurship isn’t about inheriting a business. It’s about inheriting a promise and upgrading it for the next era. In this episode, Portuguese pharmacist and OPM 67 participant Antonio Liberal shares how his family’s retail pharmacy business founded by his grandfather in 1942, survived loss, regulation, and economic shocks, and still found ways to grow. After his parents passed away when he and his brothers were very young, they carried the legacy forward, scaling to five high-street pharmacies that serve hundreds of customers daily. Antonio explains how the hardest phase is the “small-company nightmare” where every tiny operational problem lands on the founder and why real momentum begins when you build a team that knows more than you do. He recounts Portugal’s bailout-era turbulence and margin cuts as a forcing function: disruption rewards the operators with “heart, soul, brains, and guts.” A pivotal, counterintuitive move - selling a pharmacy right before his wedding - created the financial strength to acquire during downturn conditions. As a long-horizon owner, he contrasts his approach with large multinationals that manage to short-term targets, arguing they often leave value “on the table” by stopping once they hit monthly goals. Antonio’s leadership principles center on standards above compliance, people-first culture, and values like integrity as defaults rather than slogans. He defines success as the combination of long-run P&L and the responsibility of helping employees grow through life events and careers—echoing his belief that “pressure is a privilege.” Returning to Harvard for OPM energized him, and he actively revisits his notes weekly, applying ideas like Google’s Project Oxygen and observed operational lessons. His advice to his 20-year-old self: keep going, relax a bit, and be more patient, giving people second and third chances when the mindset is right. Here are the Top 10 Takeaways from the conversation: Legacy is a platform, not a script. Third-gen leadership means honoring the mission while modernizing the model.The “small business phase” is the toughest. Many small hurdles (not big ones) drain founders until teams and structure exist.A strong team should out-know the owner. If you consistently know more than your experts, your org design needs rebuilding.Regulation is the floor - your standard must be higher. Don’t aim to “pass inspections”; aim to operate well above requirements.Turbulence can be a competitive advantage. Industry resets reward resilient operators who adapt faster than peers.Counter-cyclical moves create outsized opportunity. Selling at the right time can fund acquisitions when the market turns.Think in decades, not quarters. Long-horizon ownership avoids the short-term behaviors Antonio sees in multinationals.Success is dual: metrics + people. Long-term P&L matters, and so does employee development and life trajectory.Pressure is a privilege, if it’s tied to purpose. Responsibility for customers and employees can be deeply fulfilling over time.Learning compounds only if you revisit and apply it. Antonio rereads notes weekly and translates concepts into operating rhythms.Books:  Prisoners of GeographySapiensThe Prince

    29 dk.
  8. Scaling Through Adjacencies, Not Distractions - Abhijit Vaish

    12 ŞUB

    Scaling Through Adjacencies, Not Distractions - Abhijit Vaish

    Send a text Build adjacencies before you chase scale. Enduring companies don’t grow by random diversification. They expand by moving one thoughtful step outward from their core DNA, solving the next customer pain that naturally sits beside what they already do well. Abhijit Vaish’s journey with InstaPower is a story of patient, adjacency-led growth rooted in engineering depth. From early exposure to entrepreneurship through his father, to conceiving an LED-focused business plan at Purdue when the market wasn’t ready, Abhijit learned early that timing, conviction, and restraint matter as much as ambition. InstaPower evolved from power electronics and inverters into LED lighting and large EPC infrastructure projects such as airports, bridges, monuments where lighting doesn’t just illuminate, but defines how architecture is experienced. Rather than chasing short-term wins like CFLs or fully outsourcing manufacturing, the company doubled down on in-house R&D, manufacturing, and patents to protect its core. As the business matured, Abhijit focused on financial discipline, cash management, and customer pain points, especially in B2G contexts. This lens led to adjacent expansions like battery energy storage systems (a natural evolution of inverter expertise) and cybersecurity (to protect critical infrastructure assets), each run with dedicated teams but anchored to the same customer ecosystem. Across two decades, the conversation highlights humility earned through failure, the compounding power of experience, the importance of mentors, and why building to last often matters more than building to sell. Here are the Top 10 Takeaways from the conversation: Adjacency beats randomness New verticals should emerge from your core capabilities and customer pain points, not from hype.Protect the DNA of the company Keeping R&D and manufacturing in-house preserves long-term differentiation and innovation.Saying no is a strategy Avoiding CFLs and obsolete technologies was as important as betting early on LEDs.Infrastructure work is invisible, but decisive Lighting shapes how nations experience architecture, culture, and public spaces.Cash in the bank matters more than paper growth Top line and profitability matter, but liquidity is what keeps businesses alive.Failures are not detours; they are the curriculum The company’s current strength is built on lessons learned the hard way.Curiosity sustains long journeys Seeing projects come alive and noticed at the highest levels keeps teams motivated.B2G businesses win by understanding pain, not pitching products Adjacencies emerged by listening deeply to government customers’ real problems.Mentorship compresses learning curves A good mentor at the right stage can change the trajectory of an entrepreneur’s life.Build to last, even if you might sell someday Optionality comes from strength; exits are outcomes, not objectives.If there’s a single through-line here, it’s this: durable businesses are built by compounding depth, not chasing breadth. And by expanding one intelligent adjacency at a time. Books: Family Business

    19 dk.
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Hakkında

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.

Bilgi

  • Yaratıcı
    Sohin Shah
  • Aktif Yıllar
    2025 - 2026
  • Bölümler
    54
  • Sınıflandırma
    Uygunsuz
  • Telif Hakkı
    © 2026 Beyond the Case
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