Since its earliest days, Wharton’s MBA Program for Executives (EMBA) has made international learning a cornerstone of the curriculum with its required Global Business Week (GBW).
Today, GBWs span multiple destinations each year, allowing students from all three cohorts (Philadelphia, San Francisco, and Global) to choose topics and regions that align with their professional goals and personal interests. What hasn’t changed, says GBW Program Director Cathy Molony, is the guiding principle: each location explores issues at the leading edge of global business.
“GBW is about more than academics. It’s about learning across perspectives, connecting with students from other cohorts, and gaining access to opportunities you couldn’t create on your own,” explains Cathy. “It’s a priceless experience that builds both knowledge and lifelong connections.”
Below, six EMBA students reflect on their recent GBWs in Spain, London, New York, Sweden, Italy, and Argentina — and how these experiences expanded their learning and their networks.
Competitive Advantage in the Leisure Industries, Spain
James Brown III, WG’26, San Francisco Cohort
For James Brown III, Spain was the ideal destination to explore the intersection of business and leisure. “I wanted to go beyond tourism to really understand the industries that drive local economies like sports, tourism, food, and wine,” he says. “The insights were directly relevant to my work in entertainment and the economic impact of my projects across the U.S.”
The week began in Barcelona, where students met with city officials and tourism leaders. Sessions explored the effect that large conventions, cruise ships, sporting events, and wineries have on the local economy. They also visited publicly owned FC Barcelona, where they learned about the rivalry with privately owned Real Madrid, as well as the teams’ differing business models.
In Madrid, discussions extended to sports and entertainment entrepreneurship. Students met a former soccer player who now owns Marbella Football Club along with several subsidiary companies, including a talent agency and predictive analytics tech company. Another session explored the strategy of acquiring smaller talent agencies to consolidate resources.
Outside of academics, the week was rich with cultural experiences and bonding. Wine tastings, stadium tours, dinners, and informal discussions helped students connect across cohorts. “The week gave us the chance to mingle, expand networks, and even dream about potential future collaborations, maybe buying a football club together,” he laughs.
For James, the value of the week was immediate and practical. “Having access to these organizations and leaders showed the power of the Wharton brand,” he notes. “The learning was immersive, applicable, and something I can take back to grow my company. It’s a prime example of why I chose Wharton: learning, applying, and connecting on a global scale.”
Exploring AI in Emerging Technologies in London
Katrina Siegfried, WG’26, Philadelphia Cohort
Katrina Siegfried chose London for her GBW because of the subject matter. “I work in a highly regulated industry, and there’s hype around AI, but not everyone knows how to generate real value from it,” she says. “I wanted to see how companies in another highly regulated sector are using AI, and how regulators in the UK are approaching it.”
The week included visits to NatWest andMcKinsey, as well as conversations with regulators shaping AI legislation. The NatWest visit was particularly powerful. She explains, “This was a bank responsible for bringing down the UK financial system in 2008. Seeing how they’ve rebuilt and now use AI successfully was incredible.”
Another highlight was the visit to McKinsey, where the presentation was so practical that it inspired Katrina to write her own AI program when she returned to the hotel that evening. “My favorite part of Wharton’s EMBA program is learning something and immediately applying it, and this week was that on steroids.”
Beyond academics, she says the opportunities to get to know her classmates were “invaluable.” Dinners, high tea, and karaoke gave the group time to connect. A Tube strike gave them even more time together, walking and riding buses together around the city.
For Katrina, she says the week encapsulated the best of Wharton’s EMBA experience: “Cutting-edge business insights, practical knowledge, and lasting connections with classmates from around the world who share the same drive to learn.”
Private Equity on Wall Street
Jeong Min (JM) Yun, WG’26, Global Cohort
As a finance lawyer originally from Seoul and working in Singapore, JM Yun was drawn to New York for its focus on private equity (PE). “There were many interesting locations, but I wanted to explore PE with Prof. Jules van Binsbergen” (the Nippon Life Professor in Finance and Anthony L. Davis Director of the Joseph H. Lauder Institute for Management and International Studies).
Students visited six PE firms ranging from mega funds to medium-sized players, while Prof. van Binsbergen layered in lectures on the history and future of private equity. Walking tours of Wall Street added historical perspective, including a visit to Ground Zero the day before 9/11’s anniversary.
As a member of the Global cohort, JM valued the chance to connect in person with peers from all three cohorts. “We got to know each other at dinners, Broadway shows, and alumni networking at the Penn Club. These conversations deepened connections and gave me perspectives from students in tech, AI, and venture capital.”
Academically, the week reframed JM’s understanding of PE. “Before, I thought of PE as deep financial engineering,” he says. “But what stood out was the operational aspect, creating value through industry expertise and operational excellence. As a lawyer, I’ll apply this lens in Asia-Pacific where PE is growing rapidly.”
Customer Centricity in Sweden
Margot Gates-George, WG’26, San Francisco Cohort
For Margot Gates-George, choosing Sweden was about the opportunity to learn directly from Prof. Peter Fader, the Frances and Pei-Yuan Chia Professor. “I had heard from an alumnus that you can’t go to Wharton and not take one of his marketing classes,” she explains. “When I saw he offered a GBW in Sweden on customer centricity, I knew I had to go.”
The week began with an introduction to Swedish culture and workplace values followed by full days of visits with firms like Funnel IQ, IKEA, Paradox Games, and Scandinavian Airlines.
As a former Navy pilot, Margot found the visit to Scandinavian Airlines especially meaningful. “I’d flown with them before, but hearing directly from the CEO about how they invest in both operations and customer experience gave me a completely new perspective,” she says.
For Margot, the biggest takeaway of the visits was the importance of understanding who drives a company’s revenue. “If 90% of your revenue comes from 10% of your customers, how do you build strategy around them? That question reshaped how I think about marketing and customer engagement.”
Outside the classroom, the opportunity to forge meaningful connections with peers from different cohorts proved just as valuable. Margot deliberately sought out people she would not have had a chance to connect with otherwise, spending evenings at dinners, museums, and karaoke. She walked away from her GBW experience grateful for having learned from Prof. Fader and for having forged deep, lasting relationships with classmates who truly inspired her.
“It felt like we were full-time students for a week. Without the usual distractions of work and commitments of family, we had the time to really focus on each other, build friendships, and share advice. That was as rewarding as the academic experience.”
Sustainability and Luxury in Italy
Parashar Saikia, WG’26, Global Cohort
For Parashar Saikia, Italy offered a chance to learn about a completely new sector. “Working in oil and gas, I wouldn’t otherwise have the opportunity to see the luxury industry up close,” he explains. “I also wanted to explore sustainability through a completely different lens.”
The week opened with a Boston Consulting Group session framing sustainability in luxury, followed by visits to companies like Ferrari, Ferragamo, Prada, Armani Hotels, and Alessi. Each company showed a different approach to sustainability, whether rooted in culture, governance, environmental stewardship, or preserving craftsmanship.
“I was pleasantly surprised at how seriously these companies walk the talk in the areas they focus on,” says Parashar. “The balance between profitability and sustainability isn’t a simple trade-off. These companies are weighing both strategically.”
He adds that another highlight was the class bonding, which happened during the company visits as well as dinners and opera nights. “This was a great opportunity to connect with people across cohorts in person.”
For Parashar, the biggest value was the unique access Wharton provided to the luxury industry. “At Ferragamo’s headquarters, we sat in a 13th-century palace!” he says. “These are doors that would never open without Wharton.”
Doing Business in Turbulent Environments, Argentina
Ovsanna Khachikian, WG’26, Philadelphia Cohort
For Ovsanna Khachikian, choosing Argentina came down to the professor. “I had taken a prior course with Prof. Exequiel (Zeke) Hernandez [Max and Bernice Garchik Family Presidential Professor] and knew his GBW course would be just as thoughtfully designed. He presents frameworks that are clear and transferable, helping make sense of complexity across industries and geographies. The focus on navigating volatility through entrepreneurship made it especially relevant in the current era of economic and geopolitical uncertainty,” she says.
The week started with an academic overview at IAE Business School before moving into visits with leaders across public and private sectors. The group met with a venture capitalist and startup founders as well as a senior leader from Mercado Libre, the leading e-commerce platform across Latin America, founded by Wharton alumnus Marcos Galperin. They also participated in a Q&A session with Minister of Finance Pablo Quirno, another Wharton alumnus, who shared insights into the current administration’s reforms aimed at stabilizing the economy.
One key lesson came from a fintech startup founder, who raised millions at the ideation stage and was able to simultaneously expand into multiple markets. “In the absence of stable markets, we learned that relational governance takes precedence,” Ovsanna explains. “His reputation and credibility allowed him to attract investment even when the broader market-based institutions were unreliable.”
Beyond academics, Ovsanna embraced opportunities to connect with classmates during shared meals and bus rides as well as while touring landmarks, including Teatro Colón and La Recoleta Cemetery. “Especially when abroad, I find shared learning and exploration really accelerates connection and fosters a rare depth of camaraderie among classmates,” she says. Her personal highlight was exploring Argentina’s multicultural identity with a stroll down Armenia Street in Palermo with classmates, appreciating the references to her heritage.
For Ovsanna, the impact of GBW went far beyond the classroom. “This was a masterclass in leading through uncertainty that would be difficult to capture in a textbook or case study. I left Argentina with lasting insights on how the boldest leaders remain focused on priorities even amidst instability and why relationships and resilience matter as much as strategy,” she says.
By Meghan Laska
Posted: November 17, 2025
