Paul Gordon ’25

I've spent my career in the energy and sustainability sector. In the early years, the focus was on reducing operational costs through energy savings. But over time, sustainability has shifted from being a cost-saving initiative to a core part of corporate strategy. Now, it’s about understanding the business landscape, anticipating future challenges, and driving the necessary change. I knew I needed a stronger grasp of the broader business environment and a new toolkit—one that SOM is uniquely structured to provide.

Two courses have had particularly profound impacts on me. One was The Global Macroeconomy. Before my MBA, I was a regular reader of publications like The Economist, but I now read them through a different lens. Concepts like political maneuvering, unemployment, and shifts in GDP, which I thought I understood, have much deeper implications now that I have the economic context behind them. It’s often said that successful executives read extensively, but what’s not emphasized is how much more you gain when you have the right context.

Responsible Finance, a small network online course available through the Hong Kong University of Science and Technology, was also a standout. Despite the time zone difference—requiring some 4:00 a.m. classes—I had the opportunity to learn about finance from a global perspective. As a result, I earned a certificate in environmental, social, and governance investing from the CFA Institute. It’s transformed my understanding of sustainability to include perspective from the boardroom, investors, asset managers, and shareholders. It’s helped me drive initiatives that align with business goals and overcome resistance, a challenge I’ve faced throughout my career.

Working in the operational side of sustainability, I’ve had limited exposure to the field’s reporting and regulatory aspects. But in courses like Sustainability Systems and ESG Controller, I’ve gained deep insights into the latest trends and frameworks in this evolving area. One of the most valuable aspects has been learning about new federal and state sustainability disclosure requirements. In class, we conducted materiality assessments, tracking projects and their impact from start to finish, which gave me practical experience.

Last year, I worked with a client which was changing its climate reporting requirements. Thanks to what I learned in class, I was able to quickly understand the new requirements, respond with exactly what the client needed, and demonstrate that my company was operating at the forefront of sustainability reporting.

One of my leadership weaknesses has always been taking on more than I could handle, rather than delegating work to team members. In my first week at SOM, I made the same mistake, focusing on how I could best solve a class problem rather than how my learning team could solve it together. But my team and I reflected, and that reflection allowed me to shift my thinking. I realized that leadership isn’t just about what I can do to be the best version of myself, but rather, what we can do collectively to build the best version of a team, family, community, country, or even the world. This paradigm shift taught me that true leadership lies in collaboration and in fostering the growth of others, rather than trying to handle everything on my own.