Mohit Ganesh Gupta

Ivey School of Business, Western University

“Finance professional turned people-first leader, driven by purpose, precision, and possibility.”

Hometown: Mumbai, India

Fun fact about yourself: I’ve attended a paragliding school and can now fly solo. Nothing beats the thrill of soaring above the mountains on your own!

Undergraduate School and Degree:

• Bachelor of Commerce, Thakur College of Science and Commerce, Mumbai University
• Chartered Accountant, Institute of Chartered Accountants of India
• Company Secretary (All India Rank 15th), Institute of Company Secretaries of India
• Recipient of the following awards:
  • Richard Ivey Scholarship for academic excellence.
  • 2025 Wail El Awad Memorial Award for optimism, generosity and friendship
  • 2025 Global Student Leadership award given for reviving the graduate business conference and engaging 25 top MBA programs globally

Where was the last place you worked before enrolling in business school? Eide Bailly LLP – Senior Associate, Transaction Advisory Services (TAS), focused on financial due diligence and quality of earnings analysis for M&A transactions in the U.S.

Where did you intern during the summer of 2024? Ivey’s MBA is a full-time one-year program without a formal internship period. I focused instead on deal advisory projects and deepened my network in the North American M&A ecosystem.

Where will you be working after graduation? I haven’t formally committed to a role yet, but I plan to work in the Mergers & Acquisitions or Investment Banking space within North America, continuing to advise founder-led and private equity-backed businesses.

Community Work and Leadership Roles in Business School:

• President, MBA Association – Represented the Class of 2025, led student governance, advocated policy changes, and created an inclusive, engaging experience for students.
• Chief Financial Officer, Graduate Business Forum – Managed financials for a global body of MBA student leaders and helped institutionalize sponsorship structures.
• Chairman, Graduate Business Conference 2025 Host Committee – Spearheaded Ivey’s winning bid, organized the 3-day global student leadership conference at Ivey, and led sponsorship and speaker outreach.
• Chairman, Ivey Soccer Cup Planning team– Initiated an inter-school MBA Soccer cup.

Which academic or extracurricular achievement are you most proud of during business school? Reviving and hosting the 2025 Graduate Business Conference (GBC) at Ivey has been my proudest achievement — one that pushed every boundary of leadership I had ever known.

GBC is a prestigious global summit that brings together MBA student leaders from top business schools around the world. In 2025, we welcomed representatives from over 25 global MBA programs, including NUS (Singapore), Duke (Fuqua), Carnegie Mellon (Tepper), Manchester (Alliance), and many others. These attendees weren’t just students — they were elected student body presidents and executive leaders, representing the voice and vision of their respective institutions.

This conference had not been hosted anywhere since the COVID-19 pandemic, and bringing it back was widely seen as an uphill — if not impossible — task. From securing Ivey’s bid to building the organizing team, fundraising from corporate sponsors, curating speaker lineups, managing logistics, and leading external communications — I had to wear every hat.

It was my grit, relentless belief in the vision, and the backing of an amazing team and Ivey’s senior leadership that made this happen. Pulling it off wasn’t just a personal milestone — it also revived a powerful global tradition for future student leaders. It reminded me that leadership is not just about ambition, but about persistence, community, and the courage to act when no one else has.

What achievement are you most proud of in your professional career? One of the accomplishments I’m most proud of from my professional career was reimagining the technical training and onboarding process for the M&A team at my last organization, Eide Bailly LLP.

I’ve always been passionate about people development, and coming from a culture where my manager gave me the freedom to experiment, I proposed leading the training vertical for new hires in our M&A practice. I wanted to design a strategy that would not just introduce the firm’s processes, but actually equip new associates to hit the ground running on their first live engagement. I focused on building a system that simplified complex concepts, broke down technical tasks into digestible workflows, and included mock case studies that simulated real projects.

The impact was immediate. Despite being based in India, I was soon conducting virtual onboarding for new hires across the U.S. — trusted as the go-to trainer regardless of geography. When I decided to pursue my MBA, my managing partner was reluctant to lose the consistency and quality of training we had built. To ensure continuity, I worked closely with the firm’s Learning & Development team to convert my training content into a structured, interactive learning module, complete with recorded walkthroughs and assessments.

It’s been over two years since I left, but to this day, every new M&A team member starts with those modules — my voice, my methods, and my material. That project taught me how investing in systems and people can leave a lasting legacy beyond your time in a role. It’s incredibly fulfilling to know that what I built still contributes to the growth and readiness of the team.

Why did you choose this business school? I chose this business school because of its case-based methodology and the dynamic atmosphere it creates inside the classroom. At Ivey, learning goes far beyond textbooks and slides — it’s rooted in real business scenarios where students step into the shoes of decision-makers navigating high-stakes situations.

What truly appealed to me was how In every class, you don’t just learn from a professor; you absorb insights from 75 classmates, each bringing in their own backgrounds, experiences, and industries. It becomes a real-time think tank — where ideas are debated, assumptions are challenged, and diverse perspectives stretch your thinking far beyond your comfort zone.

What stood out to me was how we tackled real business scenarios that had actually unfolded in the world — be it a crisis at a multinational, a strategic fork in the road for a startup, or a culture clash in a merger. These weren’t abstract theories or 2×2 matrices pulled from a slide deck. These were decisions made under pressure, by real leaders, with real consequences. That made every case discussion feel close to the actual reality of business today, not just an academic exercise.

For someone coming from a technical finance background, Ivey gave me what I was looking for — a transformational experience that helped me grow not just as a problem-solver, but as a decision-maker.

Who was your favorite MBA professor? My favorite MBA professor was Professor Romel Mostafa. He brought a rare mix of charisma, clarity, and mentorship to the classroom that left a lasting impression on me.

Professor Mostafa taught us Macroeconomics — a subject that’s often perceived as dry or overly technical. But he completely changed the way we experienced the material. His energy was infectious, and no matter how complex the topic, he had a way of breaking it down with clarity and relevance, often connecting it back to real-world events and business decision-making. Not once did a class feel dull or difficult to grasp.

What truly set him apart, though, was his commitment to every student in the room. I saw firsthand how he paid extra attention to those who were struggling, ensuring that no one was left behind. But beyond academics, he played the role of a mentor — someone who helped me uncover my own potential. He constantly encouraged us to take bold steps, to trust ourselves, and to grow not just as professionals, but as people.

Under his guidance, I found the confidence to take leaps of faith, whether it was in classroom discussions or leadership roles. He’s the kind of professor who makes you feel like he’s in your corner — pushing you upward while saying, “Go spread your wings, I’ve got your back.” That kind of belief in a student can be transformational — and it was for me.

What was your favorite course as an MBA? My favorite course in the MBA program was Leading People and Organizations, taught by Professor Martha Maznevski. Leadership is something I had often heard about in theory — but never formally studied. This course gave me the structure, frameworks, and self-awareness I didn’t even know I needed.

As the elected MBAA President of my cohort, I was leading a team of 12+ council members and working with over 75 other student leaders, overseeing a $250,000 student fund — all while adjusting to a new country and a new academic culture. Managing people in such a diverse, high-stakes environment was something I’d never done before. What kept me awake at night wasn’t assignments or exams — it was self-doubt. Was I too harsh in that meeting? Did I lose someone’s trust today? Without money or promotions as motivating levers, peer leadership is incredibly nuanced — and I felt that weight deeply.

This course came at exactly the right time. Through case discussions on motivation, team dynamics, and decision-making, I began to understand myself better as a leader. Professor Maznevski was not just a teacher — she was a mentor who brought deep wisdom and humility to every session. Her insights stayed with me far beyond the classroom.

I’ll never forget one conversation we had during a particularly tough leadership moment. She explained there are two types of leaders — the Hercules, who does what he believes is right, and the Buddha, who does what everyone wants. The real challenge, she said, is in knowing when to wear which hat. Her advice was simple yet profound: “The day you identify the values you are willing to be a Hercules about — the ones you won’t compromise — is the day you’ll start finding peace in your decisions as a leader.”

That perspective changed everything for me. Leadership isn’t about always getting it right — it’s about being intentional, self-aware, and value-driven. I wish every student could experience a course — and a professor — like that.

What was your favorite MBA event or tradition at your business school? One tradition that truly stood out for me was the Ivey Olympics — a student-led initiative that takes place right in the middle of the intense core term. It’s a full-day break from cases and classrooms, where all 165 of us step outside to participate in a series of light-hearted, made-up outdoor games. These aren’t athletic contests or intellectual challenges — they’re deliberately silly and simple, designed so that the only real requirement is teamwork.

What makes it special is how thoughtfully it’s organized. Teams are intentionally crafted to maximize diversity — across gender, culture, geography, and professional backgrounds — ensuring that students who may not typically work together get the chance to connect and collaborate in a completely different setting. It’s a celebration of the community we’ve built and a reminder that relationships are as important as resumes in business school.

This year, we had 19 teams and 13 games, including a hilarious dunk tank during the lunch hour where our Dean, Julian Birkinshaw, gamely volunteered to be dunked. Students paid to throw, and all proceeds were donated to the Canadian Cancer Society. It was fun, meaningful, and perfectly reflected Ivey’s culture — one that values connection, inclusivity, and giving back, even while having a laugh.

Looking back over your MBA experience, what is the one thing you’d do differently and why? If I could go back and do one thing differently, it would be how I approached the classroom learning and synthesized it for my long-term goals. While I learned immensely from every case and course, I now realize I absorbed it all in a somewhat disorganized and reactive way, rather than with intentional structure.

I came into the MBA knowing that I wanted to build a career in Mergers & Acquisitions, and in hindsight, I wish I had filtered all my learnings through that lens. Whether it was strategy, operations, marketing, or leadership — there were countless insights across industries that could have been connected back to M&A. My plan was to build a personal playbook or “M&A Bible” — documenting different strategies, deal rationales, integration challenges, and stakeholder dynamics from the diverse cases we studied.

While I still carry that knowledge with me, it remains scattered across notes and memory. If I had systematized it better, I would’ve ended the year with a powerful, curated toolkit of insights directly relevant to M&A — a resource I could keep referring to as I grow in the field. It’s a missed opportunity I’ve learned from, and one I plan to course-correct post-MBA.

What is the biggest myth about your school? One of the biggest myths about Ivey is that it’s a school primarily for students who want to work in Canada, particularly in consulting or finance — and that if you’re an international student aiming for global roles, you might find limited traction.

Coming in as an international student, even I wondered if that might be true. But what I experienced was the exact opposite. Ivey is a globally connected, deeply supportive ecosystem. From alumni across continents to faculty who go out of their way to open doors, I felt empowered to pursue opportunities far beyond geographic boundaries.

The school’s case-based method, its reputation on Bay Street, and the tight-knit yet diverse cohort made it an ideal platform to grow — not just in the Canadian market, but in global leadership as well. If anything, being at Ivey helped me clarify and amplify my international ambitions, not limit them.

The myth may stem from the school’s strength in the local market, but the reality is that Ivey builds global thinkers who are ready to lead anywhere.

What did you love most about your business school’s town? Coming from Mumbai, a city that never sleeps — where the hustle never stops and there’s traffic even at 3 AM — adjusting to London, Ontario was a complete shift in pace. But that contrast turned out to be one of the most refreshing aspects of my MBA experience.

What I loved most about London was its calm, student-friendly vibe. It’s a true university town, filled with green spaces, walking trails, and cozy cafes that encourage meaningful conversations and introspection. Whether it was early morning runs through the park, late-night walks around campus, or spontaneous coffee chats with classmates, London provided the perfect backdrop to slow down, reflect, and reconnect — with others and with myself.

In a year as intense as the MBA, London gave me the mental space to think clearly, build genuine relationships, and grow into the kind of leader I aspire to be.

What movie or television show best reflects the realities of business and what did you learn from it? While unconventional, the series that best reflects the realities of business for me is Money Heist (La Casa de Papel) — not for the criminal aspect, but for the brilliant metaphor it offers about leadership, strategy, and execution under pressure.

At its core, Money Heist is a masterclass in planning, team dynamics, and decision-making under extreme uncertainty. The Professor, as the mastermind, isn’t the loudest voice in the room — but he is deeply intentional, calculated, and emotionally intelligent. That mirrors the kind of leadership often required in business — where you have to align diverse personalities, anticipate roadblocks, and inspire trust in a vision that others might initially doubt.

Each member of the crew brings a unique skill set, much like cross-functional teams in business. But things don’t always go as planned — and the real test comes when the blueprint fails. Watching how they adapt in real-time, navigate conflicts, and still push forward reminded me of the grit and flexibility required in high-stakes deals, especially in M&A.

More than anything, Money Heist taught me that execution is everything — that a bold vision means nothing without a loyal team, strong systems, and the courage to adjust course when needed. It’s not just a heist — it’s a high-stakes operation where leadership, trust, and strategic thinking make all the difference.

What is one way that your business school has integrated AI into your programming? What insights did you gain from using AI? Ivey has actively integrated AI into both formal coursework and daily academic routines. One standout example was our January 2025 capstone project on Sustainable AI. It was a credit-bearing, mandatory module where the cohort was divided into teams and asked to explore two core questions:

1) How can AI be used to make everyday business operations more sustainable?

2) How can we make the development and deployment of AI itself more sustainable?

Each team had to select a company that didn’t yet have a public-facing Sustainable AI strategy and develop a comprehensive, actionable plan for them. It was an immersive, week-long sprint that pushed us to think creatively and ethically about the future of technology in business.

Beyond that, AI has been embedded into our day-to-day coursework. For group projects and written assignments, we’re allowed — even encouraged — to use AI tools. The only requirement is that we must clearly articulate how and why AI was used, and reflect on how it enhanced the outcome. Conversely, if a team chooses not to use AI, they’re asked to explain the rationale behind that decision as well. This has created a thoughtful, reflective culture around responsible AI use.

Personally, my biggest insight has been that AI won’t replace me — but it can absolutely enhance me. When leveraged correctly, AI elevates the quality, efficiency, and creativity of work. I believe it will help raise the global standard for what’s considered “basic” quality in both thinking and execution.

Which MBA classmate do you most admire? While there are many classmates I’ve learned from and admire deeply, one person who truly stands out is Andrew Shephard.

Andrew is the kind of person who embodies balance, humility, and quiet strength. Although we never worked together on academic group projects, I had the chance to collaborate with him on several community initiatives — and that’s where his character truly shined. He consistently brought a strong work ethic, never once hesitating to step up or lend a hand, no matter how big or small the task. What struck me most was that even when it was clear that a particular task didn’t excite him, he did it anyway — simply because his team or his leader needed him. That kind of reliability, trust, and selflessness is rare.

Working with Andrew made me reflect on my own approach to teamwork. I always considered myself a dependable team player, but watching how he consistently took weight off the shoulders of others without expecting recognition made me realize there’s another level to what being a great teammate really means. He showed me what it feels like to have someone in your corner whom you can truly count on — and that’s a lesson I’ll carry with me into every future team and leadership role.

Beyond his work ethic, Andrew is also academically sharp, actively engaged in university sports (even winning one of the tournaments!), and somehow still finds time to show up to every social gathering with full energy. To me, he represents what a well-rounded, grounded leader looks like — someone who leads not just with skill, but with character.

What are the top two items on your professional bucket list? There are many goals I carry on my professional bucket list, but two dreams stand above the rest.

First, I want to establish a fund dedicated to supporting founder-led businesses in emerging markets, especially in rural and underserved areas. Having grown up in an emerging economy myself, I’ve seen firsthand how brilliant ideas often die not because of lack of ambition or talent — but because of lack of timely access to capital. These small businesses may never make headlines, but they are lifelines for their communities. My vision is to create a fund that doesn’t just provide capital but also offers mentorship, networks, and belief — a platform that helps grassroots founders stand shoulder to shoulder with their urban counterparts and build sustainable, competitive businesses.

Second, I want to reach a point in my life and career where I can say that I’ve made a positive impact on a million people. I don’t know yet what path will take me there — whether it’s through entrepreneurship, investing, policy, or mentorship — but that number has stayed with me. It’s ambitious, maybe even audacious, but it’s a guiding star. Whether through access to opportunity, empowerment, or education, I want my work to leave behind more than a balance sheet — I want it to leave behind stories of real change.

What made Mohit such an invaluable addition to the Class of 2025?

“Mohit’s vision for what an MBA class can achieve went far beyond what I have seen in student leaders, and his competencies, commitment, and character helped him achieve it. Mohit’s vision was never for himself, but for the collective of the class and, indeed, broader society. Mohit saw the MBA program as a crucible for developing leadership that makes the world better, and he was able to both draw other people into this vision and work with them to deliver on it.

This vision was most evident in his championship and then leadership of the Graduate Business Forum’s conference. In my first meeting with him as Program Director, he asked for my support to host a conference inviting student leaders from top MBA programs around the world. This had been held annually with great success until Covid, but had not found a way to be revitalized. It was ambitious and even audacious to dream about putting this together in six months, but I had already seen Mohit’s leadership and organizational skills in action so I agreed. Having this come to life was almost a full-time job for Mohit. As school administrators we were often skeptical about whether it would happen, but at each turn we were convinced by Mohit to keep moving forward. The conference was a bit smaller than the organizers had hoped but the quality was exceptional – attendees, program, alumni and networking came together. There is no doubt that the Graduate Business Forum is revitalized and this is a huge contribution to MBA student leadership around the globe.

Mohit turned the same care and attention to activities for the students in our class. He championed and helped lead our first multi-school soccer tournament, and he helped structure the Ivey MBA Olympics to be an event that crystalized team spirit across the cohort. Behind the scenes, he took on the challenge of organizing student medical insurance for the current and future classes. With every obstacle he worked through the frustrations, and with every success – especially the successes of his classmates – he radiated contagious joy. This joy is what his peers and the Ivey team will most remember him for.”

Martha Maznevski
Professor, Organizational Behaviour
Faculty Director
Ivey MBA Program

DON’T MISS: MBAS TO WATCH: CLASS OF 2025

© Copyright 2026 Poets & Quants. All rights reserved. This article may not be republished, rewritten or otherwise distributed without written permission. To reprint or license this article or any content from Poets & Quants, please submit your request HERE.