Q&A with MBA alumnus Dan Sparrow

Dan Sparrow came to the University of Guelph’s MBA program with decades of professional experience working with multinational corporations such as Hewlett-Packard, Xerox and Danaher in North America, Europe, and Asia. He decided to pursue the sustainable commerce field because he wanted an education that would enhance his understanding of how social and environmental policies can act as profit supporting strategies. Dan is now a vice-president at Esko - a global supplier of integrated solutions for packaging, sign and display finishing, commercial printing, and professional publishing - and he credits his education for being awarded this new leadership position.

In this Q&A, he discusses his experience in the MBA in Sustainable Commerce and gives advice to individuals interested in the program.

You are an alumnus of the sustainable commerce field of the MBA at the University of Guelph. Why was this area of study appealing to you?

The sustainable commerce focus provided the differentiation against general or leadership MBA programs that I sought. While profitability is still the primary goal, large corporations recognize that stakeholders expect businesses to have a social conscience as well. Consequently, business sustainability and corporate social responsibility are becoming more deeply integrated in business strategy. When I selected the program, my goal was to develop greater understanding of how to incorporate social and environmental policies as profit supporting strategies.

How did the program enhance your ability to lead in the workplace?

I was surprised by how much of the traditional program was immediately applicable in the workplace. Whether through coincidence or increased awareness on my part, each course was relevant to challenges I was facing in my job at that time. The content is based on contemporary practices and schools of thought, which gave me additional credibility throughout a cross-functional organizational and strategy review I was conducting at the time.

I still find myself drawing on many of the core courses. They’ve helped me to better define my management style and to better relate to and communicate with my peers, cross-functionally.

When you applied to the MBA program, you were an accomplished professional but didn’t hold a traditional diploma or degree. How has having a master’s assisted in accelerating your career?

I’m an autodidact for the most part. In general I can read up on a subject and master it fairly quickly. In the past this has been enough, especially within the industries where I have built a reputation, to support a career I’ve been proud of. I always wanted to go to university, but never with credentialism in mind. My last assignment before starting the MBA was running a business segment in Asia with Hewlett-Packard, and it became apparent that my lack of formal credentials was going to be an impediment to moving to the next level. So I knew it was time, but I struggled with which program, and ultimately what career direction I wanted to pursue.

After researching options globally, I ended up crafting a custom professional development program that included the University of Guelph MBA. As I said, I felt the sustainable commerce focus was a great differentiator from a general program.

In the final days of our last residential program, I was offered a tremendous opportunity with Danaher in their Product Identification Division, as a vice-president at Esko. Competing against several equally strong candidates in an extraordinarily thorough vetting, my MBA in sustainable commerce was instrumental in identifying me as the top candidate and I was awarded the position.

What skills did the MBA program help you develop?

On the practical side, my report writing and research skills were greatly improved. I was forced to engage in a discipline that I had previously been able to avoid without compromising “success”; consequently, I now hold myself to a higher standard.

As an experienced business leader, I was familiar with most of what was taught in the courses, but many holes were identified and filled in and I was able to develop a new, contemporary vernacular and tools to help me to more effectively communicate my ideas. I also developed a new, more consistent approach to problem research and resolution which is proving to be very effective.

I am also significantly better read in terms of corporate social responsibility. I have started looking at our solutions through a triple bottom line lens. This new approach is resonating with Esko stakeholders as we start to focus not just on increased profit opportunities but also on the impact of Esko solutions on society and the environment.  

What parts of the curriculum did you find most rewarding?

Predictably, the interactive opportunities through group work, residential sessions, online discussion, and one-on-one breakouts with professors were the most rewarding part of the program. Much of the course is virtual so those connections are valuable. Everyone brings something to the program and I found unique inspiration with many people in the cohort.

There were also several case studies and simulations which I found very compelling. Although most were based on smaller organizations, I find myself referencing them for example and instruction as they illustrate complex ideas in simple ways.

In your opinion, what is the best part of the program?

The best part of the program itself is twofold: the content, which was very strong and relevant, and the flexibility, which allowed me to keep up with all of my responsibilities at work. There is a real sense of accomplishment in completing the program, to the point that upon finishing it you feel a little bit without purpose.

What advice do you have for people considering the MBA program?

I first considered doing the MBA 15 years ago but the “timing was never right.” Don’t let that be your excuse. Now that I’ve completed it, I wish that I had done it when I first considered it. It’s not easy, and you need to balance many priorities, especially if you have a family, but once you develop a cadence that works for you, it will permeate everything you do, making you more productive and efficient in other areas.

As with all things, you get out of it what you put into it. There is a lot of independent learning required to be successful, and you usually have a group relying upon you to do your part, but if you commit to it, it will be a life-changing experience. Further, if you take the opportunity to engage with other leaders within your organization who are aligned with the course you are engaged in at that time, you will in all likelihood discover many opportunities for additional enrichment.