Pranav Abraham ’25

Scientific knowledge is just the starting point in today’s pharmaceutical industry. As I advanced in my career, I noticed that the most successful and impactful leaders were those who could bridge science and strategy. I came to the EMBA program to learn to look at problems from different frames, make decisions based on evidence, weigh trade-offs thoughtfully, and understand why others approach problems differently. It was not about leaving the science behind, but linking it smartly to business realities so we can innovate and get better treatments to patients faster.

Coming from a healthcare background, I chose courses that would build my financial decision-making muscle and develop my entrepreneurial skills. In Sourcing and Managing Funds, I learned how to decide how much capital a given venture requires, select the right mix of funding sources, and evaluate division performances. In Leading Small and Medium Enterprises and Rollups, Consolidations, and Programmatic Acquisitions, we discussed a real case in every class, learning the importance of culture, geographical arbitrage, and how to spot early signals in people and markets in order to make timely, high-impact decisions. In my elective Venture Capital Investing in Healthcare, we simulated an investment decision by conducting due diligence on a digital health company and developing a valuation model to estimate its fair value and provide an investment recommendation. Exercises like these equipped me with practical skills that I can apply in real life.

In both my first and second years, I’ve served on the advisory board of the Yale Healthcare Conference, helping to shape the conference’s vision and building connections with scholars at the School of Medicine and the School of Public Health. I also enjoyed attending a weeklong immersion program related to global agriculture at University College Dublin. Having family roots in agriculture and coming from a largely agrarian country, I saw this as a rare chance to step outside my sector and learn something completely new. We had rich discussions with CEOs of large agribusiness companies, and I connected with peers from Brazil, Mexico, Spain, Sweden, China, and Japan. It was a true global experience.

I strive to lead with clarity, empathy, and confidence. I’ve learned that I naturally instill trust, energize teams, and make sound judgments by recognizing patterns, drawing on intuition, and data. I’ve become more comfortable owning these areas where I’m strong and recognizing where I need support. As a leader, I am willing to fail quickly and adapt, manage diverse perspectives, and when biases arise, ensure that not just the loudest but also the often-overlooked voices are heard.