Born and raised in India, Chartered Engineer, Management Consultant and Sainsbury Management Fellow Sagnik Mukherjee grew up with the knowledge that power outages and load-shedding were a part of everyday life in India. From an early age, he saw how the level of access to energy impacted people’s lives, and he developed a fascination for the subject. This was strengthened by his close relationship with his grandfather who was a mining engineer and university lecturer on the topic. The young Sagnik would tag along with his grandfather and listen in awe to his lectures without realising that this was shaping his future as an engineer.
By the age of 14, Sagnik was clear about his career path – he wanted to become an engineer specialising in the energy sector so that he could help deliver energy security and improve people’s lives. He was adept at maths and physics which solidified his commitment to engineering and he studied hard crack the entrance exams for a top engineering university in India. Engineering is one of the highest-ranked careers in India and getting a place to study for one’s chosen discipline is very competitive.
Sagnik takes up his inspiring story: I wanted to study electrical engineering, but I wasn’t offered this subject at my preferred university, so I looked internationally. I had the equivalent of the top A level grades in the UK, so I applied to Sheffield, Leeds, Liverpool, Loughborough and Imperial College London. To my delight, I was accepted by the first four and they all offered a scholarship and waitlisted at Imperial College London because my application was a bit late. I choose to study at the University of Sheffield, one of the best schools in the UK for international students. The deeper I got into my engineering degree, the more determined I was to work in the energy industry.
A Tale of Two Extremes in My First Engineering Role
My first job out of university was with BP in London. I was on the three-year graduate trainee programme which rotates through different departments to develop you into a well-rounded engineer. This meant that I gained design and field operation experience as well as project and general management skills. As a Design Engineer, I worked with the team that was designing the first phase of Khazzan-Makarem, a $16 billion gas project in Oman, which was an incredible learning experience.
My second role at BP was an Asset Electrical Engineer at Sollom Voe Terminal, a massive onshore terminal the size of a mini city in Shetland, a remote location with inclement weather and no phone network or internet! You couldn’t get two more extreme locations than London and Shetland - it was a culture shock, but I was living, breathing and touching oil, so I was in my element.
I had been hankering after operational experience and as an Asset Electrical Engineer, I spent most of my time repairing equipment on the rig, often where the manufacturer no longer existed which meant we didn’t have up-to-date engineering manuals with which to work. We didn’t have access to contractors who could repair parts either, so we had to use our ingenuity to fix things on the massive terminal. What a contrast - I went from designing on the shiny new Khazzan-Makarem project that will last for the next 25 years to working on a terminal designed 50 years ago that we had to “patch up” to keep performing effectively. The upside of spending just under two years at Sullom Voe Terminal – I ticked off many graduate scheme competencies and requirements six months early because there was so much to do on the rig.
Onwards, Upwards and to Scotland with the BP Family
I was then promoted to Planning Engineer and moved to another strategic BP asset, Dalmeny, just outside Edinburgh in Scotland where I orchestrated different fields and crafts that make a plant run. This was more of a cross-disciplinary role, and I was no longer purely focused on electrical engineering, but also on managing mechanical and electrical instrumentation, as well as doing more management functions such as planning, budgeting, costing and scheduling. At the time, I was managing a team of technicians charged with undertaking tasks in the field and reporting to the Head of Reliability and Maintenance for the Forties Pipeline System.
There were upstream, midstream and downstream facilities at the wider Grangemouth site and I worked on Dalmeny. This position represented a big jump from my previous role It was even more hands-on, and I had to liaise directly with suppliers and get down to the nuts and bolts of ordering. When I was a field operational engineer, I could tell the Planning & Reliability team how to fix something and leave it to them to see things through but now I was at the other end. It was a ‘baptism by fire’ learning experience that I relished. It was hugely rewarding - in less than four years, I managed to work across the whole value chain in the oil and gas industry. This experience led me to my next role at the global chemical company, INEOS.
A Change of Tack and a New Path as Oil Prices Crashed
I left BP in 2016 when the oil price crash started and all of North Sea production was going through a tough time and BP was also undergoing significant restructuring. Against this background, INEOS presented an exciting new opportunity and challenge. If I got the position, I would be working with a team that I would help to build and we would be analysing and planning strategy on operational, health & safety and asset life cycle risk. The job embraced design, operations and reliability & maintenance rolled into one. I would be helping almost as a consultant, working with design engineers, field engineers, and the reliability & maintenance team. With 10 years' experience specified in the job description, I was uncertain of my chances, but I applied anyway.
I was floored when during my second interview, the chief electrical engineer cut the meeting short. I left disappointed thinking that such an experienced engineer had decided that someone with my level of experience was not equipped for the post, and it was back to the job search. But on the drive home, I got a call from INEOS with the job offer of Electrical Assurance Engineer. I couldn’t believe it! I later learned that my diversity of experience was seen as a real asset.
I was the first person hired into the Assets Assurance division allowing me to shape the new team. It was an experimental role without a fixed plan for the division’s evolution, and I was given the freedom and flexibility to steer it - my manager was great at letting me do that.
Digital Transformation at INEOS
My main task at INEOS was setting standards for operations, maintenance and performance tracking. My objective was to establish and cement the policies, standards and tools that would equip the engineers, technicians, and reliability & maintenance team to do the right things to the point where our team would become redundant. The Health & Safety Executive (HSE) sets rigorous standards for the oil and gas industry and continuously audits the sector to test that all operating procedures are safe. A key part of my job was to ensure that the INEOS met and exceeded HSE standards.
I was the internal auditor for our procedures and liaised with the HSE to demonstrate compliance in whatever area they chose to inspect. Even though our audits were scheduled, in many instances our methods – for example accessing information to complete reviews and demonstrate compliance – were reactive rather than proactive.
I proposed a radical change to how we were operating, moving from labour-intensive paper-based processes to a digital system. I put forward a strong financial case for improving the system-- yes, it would require a significant upfront investment, but longer-term it would pay for itself tenfold. A new system would streamline processes and reduce manpower that could be put to more productive use elsewhere. It would also help to eliminate audit failures.
I commissioned and started a phased digital transformation, converting manual, paper-based inspection methods into a digital inspection management system accessible via handheld devices. Before, our technicians struggled to find the right information easily to finish inspections on time, which meant we didn’t always hit inspection numbers. Within the first six months of the digital transformation, we achieved a 300% jump in inspection numbers, from 50 to 200 inspections. Inspections took less time, and technicians could fill in the inspection data and update the database instantly. Engineers could receive information in real-time and sign off or review any failures that needed to be fixed.
During my time at INEOS, I introduced various digital tools to look at risk and inspections, track progress, and improve the flow of information from the fields to the asset managers and the CEO.
Grabbing my Seat at the Top Table with an MBA
As engineers, we solve day-to-day problems, and our direction is focused on technical leadership. Moving on to a more business-oriented, strategic, decision-making role was always my ambition and gaining formal business education was always on the cards for me. My father, who has enjoyed an illustrious career in corporate finance of large CapEx infrastructure engineering projects, was a key influencer in my decision to pursue an MBA. Through him, I saw the impact that business education made, and realised that if I wanted to make an impact on sustainable energy, I would need to add business skills to my engineering qualifications and experience.
I wanted a seat at the table where the big strategic decisions are made. Being an engineer in the energy industry allowed me to understand what happens at the grassroots level but when you are trying to persuade a CEO to embrace change and make a major investment, you must present your justification in language they understand.
At this point, I was facing a crossroads in my career – I could pursue a people leadership or technical leadership role at INEOS, but I wanted to think like a CEO not only as an engineer, so the MBA was calling me! An MBA offers a broader business perspective and an intense experience that pushes you out of your comfort zone, and I was ready to be uncomfortable!
Which Business School?
In 2016 I had dabbled with applying to business schools, but my applications were rather rushed and far too late, but that experience seeded the thought that it would happen at some point – and it did, three years down the line while at INEOS.
I had been taking on more of a consulting role and was very close to getting Chartered Engineer status - this was a much better time to pursue the MBA. This time I did extensive research, including speaking to MBA graduates, visiting different schools; focusing on why a particular school made sense for me. Different facets of each school were appealing, for example, HEC had an energy-specific certification that I could pursue. I shortlisted INSEAD, LBS, HEC and IESE, with LBS being my top choice. Sir Jim Ratcliffe, CEO and Founder of INEOS, went to LBS, so there was an inspiring story there for me. He’s an engineer with a business education who went on to establish a hugely successful organisation.
I applied to all four schools and would have been happy with whichever I got into. Some people have their heart set on a particular school and are not so joyous if they get into their backup school; I just wanted to get into one of these great schools and expected one offer, but I was accepted by all four which proved to be quite a tough choice. I thought I would instantly choose LBS. I narrowed it down to INSEAD and LBS. The INSEAD course seemed daunting; just 10 months long, involved moving to France and there was an exchange between France and Singapore.
Having lived and worked in London for years, LBS seemed the logical choice. It felt like home, and I would only have to relocate from Edinburgh to London. However, I chose INSEAD for the very reason that it presented so many challenges and I wanted to see if I could rise to them. I wanted to learn to be comfortable outside my comfort zone, so I went for it.
A Fortuitous Conversation Led Me to An MBA Scholarship
When I was deciding between INSEAD and LBS, I attended a couple of business school events, including an INSEAD alumni Christmas drinks reception in Edinburgh. It was attended by a diverse range of people, and I had the most interesting, enjoyable conversations. One of the attendees was the former Associate Dean of Degree Programmes at LBS. He told me about theSainsbury Management Fellows (SMF) MBA scholarship, and so my research began.
I couldn’t believe what SMF offered and promptly applied. With or without an SMF scholarship I was going to INSEAD, but financial support would make life so much easier. When the invitation to interview for the scholarship arrived from Engineers in Business Fellowship which awards the scholarships, I was delighted. I had already quit my job and was about to set off travelling before starting at INSEAD, so it was very timely. With global travel on the horizon, I was in a very relaxed state of mind and not preoccupied with getting anxious about the interview. Typically, I worry about making the right impression, saying the right thing, and having the right strategy. I was well prepared with my presentation and decided to just enjoy the interview, tell my story and not worry about the outcome. I think it was that relaxed attitude and confidence which helped me to communicate well in the interview. I was thrilled when I heard I had been awarded a £50,000 scholarship!
My relaxed attitude emerged out of my experience doing the GMAT – it forced me to change my thought process. Initially, I found it extremely frustrating. It seemed an inexplicable process; I was making mistakes repeatedly while aiming for a particular score and working hard to achieve it. I even considered that the MBA may not be for me, maybe I should do a PhD in Environment and Sustainability instead!
It took me three attempts to get a 700 score and that only happened when I looked inwards and asked myself if I was thinking about the test the wrong way. I knew the maths, logical reasoning and everything else so I couldn’t learn anything new by studying longer and harder. I just needed to give the exam the respect it deserved, not think about the score. I took the pressure off myself, stopped studying and started thinking about how to crack the questions, which led me to think more deeply about what was being asked. I sat the GMAT for the third and final time and enjoyed the experience and got the desired score!
Leaving my Expectations at the Door
By letting go of my expectations I was ready to step into the unknown. I decoupled the potential outcomes of a business school experience from the process and focused on the lifetime opportunity. I walked into INSEAD determined to just immerse myself in every aspect and opportunity, give everything my best shot and see what happens. That attitude made my life at INSEAD very rewarding.
Of course, I had a few broad targets - I wanted to play an important role in the Energy Club and do well academically without setting myself a goal to become a top dog. All sorts of great things happened without me setting more specific goals or planning for them. I was very active in my cohort. I became one of the presidents of the Energy Club, and a VP for the Environment and Business Club, which we restarted.
I participated in the International MBA Case Competition, organised by IESE Business School and Roland Berger, with the same attitude. Having a brilliant experience was my goal rather than I must win. Despite it being an intense time, we were the only participating school that went out each night and had fun, and we still won the competition. We had to fly back to Abu Dhabi straight after the final to sit our exams, we couldn’t even stay for our celebratory dinner!
I was the Class President for INSEAD Class of July 2020, the first president to face COVID. This was an incredible, unexpected challenge to step up to – to learn how to remain calm in the face of unprecedented challenges, to genuinely care about your cohort, but also learn the tough lesson that you can't please everyone. And now, I'm still helping to organise our deferred in-person graduation in July 2022, two years after our original date.
Keeping broadly defined goals and decoupling them from the outcomes helped to shape my journey and would continue to do so as I progressed through my MBA and re-entered industry. Even though the July graduating class of INSEAD doesn’t normally allow for an internship, there’s just so little time, I secured a live project with BCG in Abu Dhabi. I also wanted work experience at a digital start-up and did a live project for Deezer, the French equivalent of Spotify. I had the option of joining the company upon graduation, but I had my sights set on a different position. I wanted to move into strategic consulting, but instead of thinking ‘I want to work at McKinsey’ I thought ‘I want to work in consulting in energy and strategy.’ This kept the door open to consider different opportunities.
Life After MBA and Newly Acquired Skills Put to Good
My first job after graduation was at Wipro in its leadership development programme where I had a great six months spearheading digital transformation projects for BP and Shell. Then I found a dream job as a management consultant at Publicis Sapient, a multi-skilled organisation that brings together technologists, data engineers, service designers, innovation consultants and management consultants to develop strategies to solve complex business challenges.
Management consulting is high altitude thinking, taking the helicopter view of what’s happening on big projects, whereas engineering is a very deep-dive expertise that allows you to go right down into the roots of a problem. Combining the two skills enables me to get to the heart of problems, but it has to be said that there was a steep learning curve because I was working in a brand-new sector, travel and hospitality. I no longer had the comfort of being the expert in the room who knows all about energy! In the last year, I have learned a great deal, but despite this and my colleagues now seeing me as the go-to person for the travel and hospitality sector, I have only scratched the surface.
Management consultants solve big problems by breaking things down into manageable chunks. What a lot of people can do, engineers included, is problem solve in their domain. But when you don’t have the domain expertise, how do you solve problems? You solve problems using first principles, just like when you were an early engineer learning the basics and bringing in hypothesis-left brain thinking to figure out what is happening in a business.
Business school is a great place to learn how to do hypothesis-left brain thinking. It gives you a broader spectrum so you can step back, look at the whole problem and drill down into each aspect to determine whether you are dealing with a problem around cost, operations, revenue or something else. Life experiences also contribute to the thinking process, affording more focus on issues, and allowing you to arrive at a well-structured, robust solution.
Getting back to the travel sector, it’s an exciting time to be working in the industry with its commitment to sustainability and eco-tourism. I'm working with clients that are developing products that will, in time, revolutionise how we travel and holiday and simultaneously track our travel and tourism footprint so that we can adapt our behaviour.
Advice for Engineers - Consider the Experience Rather than the Outcomes
Many potential MBA students have reached out to me since I graduated, and I have been pleased to help them, just as others helped me when I was applying to business schools and for the SMF scholarship. I always advise prospective MBA candidates to think more about the business school experience rather than specific outcomes. I suggest that they go into the experience with broad goals and then figure out how to manoeuvre their way to them. It’s better to craft the journey you want rather than to fixate on specific goals.
In addition to this, it’s helpful to think about storytelling - the story is better if you reverse the pyramid of communication principles. Traditionally, we engineers are so methodical in our thinking. When we explain problems, we go into deep detail from the outset, focusing on the conditions and what happened and only then do we get to a solution. If you want to win over non-engineering professionals, you need to flip this communication on its head by starting with the crux of the problem, offering solutions and then providing the context.
Being part of the SMF Network
After graduating from INSEAD, I became a Sainsbury Management Fellow. The SMF Alumni is like a family, with support at every turn. I will never forget the moment I realised this. One of my interviewers on the SMF Scholarship panel offered me a consultancy job on the day I graduated at the peak of the pandemic when there weren't a lot of jobs around. Although I didn't take that role, I will be forever grateful for that phone call.
The SMFs are a support group both within the network and beyond – they play an important role in supporting and mentoring young engineers and engineering students. For example, over the last year, I've helped with several career sessions at universities supported by Engineers in Business Fellowship (EIBF), and I have become a mentor for the Ingenuity Programme run by the University of Nottingham which is supported by EIBF. I am always happy to talk to young engineers seeking career advice as I have been through many changes myself!
If you are a professional engineer considering an MBA as a stepping-stone towards a business leadership career, visit our MBA scholarship application page, and you could be awarded a £50,000 scholarship.
