In a cohort defined by global disruption and accelerating change, London Business School‘s MBA Class of 2027 stands at the forefront of a new generation of leaders reimagining business. Among them is Jasmine Sanghera, a rising voice whose unconventional path and cross-border experience capture the evolving profile of the modern MBA candidate. In this Poets&Quants profile, we explore how Sanghera’s academic grounding, professional trajectory, and personal motivations converge at LBS-and what her story reveals about the shifting priorities, ambitions, and values of today’s top business school talent.
Early Influences and Career Journey That Led Jasmine Sanghera to London Business School
Long before she set foot in Regent’s Park, Jasmine’s ambitions were shaped around the dinner table of a British-Indian household where conversations veered from community service to the FTSE 100. Her parents’ contrasting careers – a mother in the NHS and a father in small business – gave her a front-row seat to both mission-driven work and entrepreneurial risk.In secondary school, a visiting alum from a global bank introduced her to the power of finance to steer real-world change, nudging her towards economics and later a competitive summer program in the City. There, she discovered that spreadsheets could tell human stories – about access to capital, social mobility, and who gets left behind in the data. That realization became her compass, guiding her early internships and the kind of impact she wanted her career to have.
- First spark: School economics club debates on inequality
- Formative role: Mentoring young girls in STEM outreach programs
- Career launchpad: Analyst role in a global financial institution
- Turning point: Rotations across London, Mumbai, and Dubai
| Early Role | Key Lesson |
| Investment Banking Analyst | Data only matters if it informs people-focused decisions. |
| Fintech Strategy Associate | Innovation happens at the intersection of tech, regulation, and trust. |
As Jasmine progressed from banking to a fast-growing fintech, she moved from crunching numbers to shaping strategy, gravitating toward projects that broadened access to financial tools for underserved communities. Collaborating with founders, regulators, and engineers, she learned to navigate ambiguity, lead cross-cultural teams, and translate complex ideas into products that ordinary people could use. The decision to pursue an MBA crystallized during a product launch in East Africa, where she saw both the promise and the limitations of her existing toolkit. London Business School emerged as the natural next step: a truly global classroom in her home city, a dense network of founders and investors, and an habitat where she could refine her leadership voice while staying close to the markets and communities that had shaped her story from the beginning.
How London Business School Is Shaping Jasmine Sanghera’s Leadership Style and Global Outlook
In the debate chambers,project rooms,and café corners of Regent’s Park,Jasmine is discovering that leadership at London Business School is less about hierarchy and more about orchestrating diverse perspectives. Her study groups read like a global census-engineers from India, consultants from Germany, fintech founders from Nigeria-each challenging her to listen harder and decide faster. This daily immersion is sharpening her instinct to move from “expert” to facilitator, learning to frame problems, surface dissenting views, and build alignment under pressure. Faculty reinforce this shift with cases that refuse easy answers and professors who cold-call with purpose, pushing her to defend an argument, revise it in real time, and still bring the room with her.
- Core classes: Translating complex analysis into simple, decisive action
- Student clubs: Testing her voice as a visible, accountable leader
- Global peers: Normalizing cross-cultural negotiation and nuance
- London setting: Turning the city into a live case study in global business
| Campus Moment | Leadership Shift |
| Chairing a Women in Business panel | From solo contributor to curator of voices |
| Project with an impact investor | Balancing social mission with hard financial metrics |
| Trek to a Middle Eastern financial hub | Seeing regulation, culture, and innovation collide |
Beyond the classroom, London’s trading floors, venture hubs, and policy think tanks serve as Jasmine’s second syllabus. Networking events with alumni moving between New York, Dubai, and Singapore are expanding her sense of what a truly global career can look like-and what kind of leader she must become to operate across those borders. Office visits to multinationals one day and climate-tech startups the next are teaching her to read context quickly and adapt her style without losing authenticity.In this ecosystem, she is learning to pair data-driven rigor with cultural fluency, building a leadership profile that is as comfortable in boardrooms as it is indeed in emerging markets where the rules are still being written.
Inside the LBS Classroom Jasmine’s Academic Focus Team Culture and Key Learning Moments
In the packed lecture halls overlooking Regent’s Park, Jasmine gravitates toward courses that sit at the intersection of strategy, social impact, and technology. Core classes in Managerial Economics and Business Analytics sharpened her ability to interrogate data and construct evidence-based narratives, while electives in Impact Investing and Digital Strategy have given her a vocabulary to talk about inclusive growth with investors and founders alike. She’s known among classmates for being the one who will push a case discussion beyond quarterly earnings, asking what the decision means for workers, communities, and long-term resilience. That lens has shaped a small but focused portfolio of academic interests:
- Impact & ESG: Evaluating how capital can be directed toward underserved markets.
- Tech & Data: Using analytics to test assumptions in strategy debates.
- Leadership & Negotiation: Exploring how power and voice show up in diverse teams.
| Course | Skill Gained | Key Takeaway |
|---|---|---|
| Strategy | Structured problem-solving | Clarity beats complexity. |
| Impact Investing | Blending purpose & returns | Impact must be measurable. |
| Leadership in Organisations | Team dynamics | Culture is a daily habit. |
LBS’s trademark study group model has been the crucible for some of Jasmine’s most revealing learning moments.Her team spans four continents and five industries, and early clashes over workloads, presentation styles, and time zones forced them to codify how they work together. They now open each project with a speedy “contracts and expectations” conversation and close with five minutes of candid feedback-a ritual Jasmine credits with accelerating her leadership maturity. One intense week, juggling a live consulting project with three assignment deadlines, her group narrowly salvaged a failing client pitch by redistributing roles overnight and leaning on each member’s strengths. That episode distilled what she values most about the LBS culture:
- Radical internationalism: No default perspective; every view must be argued, not assumed.
- Psychological safety: Space to admit when you’re out of your depth-and ask for help.
- Performance under pressure: Learning to stay calm when the stakes feel uncomfortably real.
Practical Advice from Jasmine Sanghera for Future London Business School MBA Applicants
Drawing on her journey from consulting in Birmingham to the lecture halls of Regent’s Park, Jasmine urges applicants to treat the process like a live case study in self-awareness. She recommends starting with a “personal due diligence” phase: identify two or three core themes in your story-such as social impact, entrepreneurship, or cross-border leadership-and ensure every element of your request reinforces them. To stay focused,she suggests building a simple application dashboard and revisiting it weekly.
- Interrogate your “why LBS” beyond rankings-link it to specific clubs, London-based projects, and global experiences.
- Curate recommenders who have seen you stretch beyond your job description, not just the most senior person you know.
- Pilot-test your essays with people outside your industry; if they can’t follow your narrative, refine it.
- Use coffee chats strategically: arrive with targeted questions about culture, workload, and recruiting realities.
| Application Stage | Jasmine’s Focus |
|---|---|
| GMAT/GRE | Set a deadline, then move on-don’t let the test define your candidacy. |
| Essays | Show trade-offs you’ve made; schools value judgment as much as achievement. |
| Interview | Practice structured answers, but leave space for genuine curiosity. |
Her other message is to think beyond admission day.Jasmine encourages candidates to map how they will use London itself as a learning lab: set targets for how many industry events to attend each term, which sectors to explore, and which communities to plug into early. She advises being honest about your risk appetite when discussing post-MBA goals-LBS, she notes, is notably receptive to applicants who show they understand the realities of pivoting in a competitive, global city, and who already have a game plan for leveraging its networks, resources, and alumni to make those pivots stick.
To Conclude
As the contours of the MBA Class of 2027 begin to take shape, Jasmine Sanghera’s story offers a glimpse into the kind of leadership London Business School is cultivating: globally minded, analytically sharp, and grounded in a clear sense of purpose. Her trajectory-from early professional choices to her decision to pursue an MBA-underscores how the degree remains a powerful lever for those seeking to expand their impact across industries and borders.
In the coming months, Sanghera and her classmates will test themselves in classrooms, case competitions, and career treks, refining not only their skill sets but also their ambitions. For Poets&Quants readers, her journey is a reminder that behind every admissions statistic is a personal narrative of risk, reinvention, and resolve. And as this new cohort settles into Regent’s Park, it is profiles like hers that signal where the next wave of business leadership may be headed.
