Global Learning in Action: A GEM Experience in Barcelona and Lisbon
This past March, I had the opportunity to travel to Barcelona and Lisbon with my cohort as part of the Global Experiential Module (GEM) through Goizueta Business School. GEM is designed to immerse students in international business environments through experiential learning, giving us the opportunity to engage directly with global organizations, business leaders, and economic ecosystems outside of the classroom.
Throughout the trip, we visited organizations including CUPRA, DSM-Firmenich, Sumol+Compal, Nokia, Port de Barcelona, and S.L. Benfica, each offering a unique lens into how global businesses operate within their environments. One of my favorite visits was to DSM-Firmenich, where we toured the factory, learned how scents are created, and met a master perfumer. It was fascinating to see how one facility could create completely different fragrances for different brands using many of the same foundational ingredients. Seeing the blend of creativity, science, operations, and branding behind something consumers often take for granted was incredibly eye-opening.
What stood out most to me was how interconnected the global economy truly is. From the Port of Barcelona, where leaders discussed how disruptions such as shipping delays in the Red Sea and congestion at major global ports can delay goods moving across Europe and impact everything from retail inventory to automotive manufacturing timelines in the United States, to DSM-Firmenich, where products rely on globally sourced inputs and ingredients from multiple continents, it became clear that no business operates in isolation.
At the same time, I saw how the strongest companies are deeply intentional about who they are and who they serve. At CUPRA, every decision, from product design to internal culture, is rooted in a clear understanding of their identity and customer. Similarly, Sumol+Compal reinforced the importance of knowing your consumer and having the discipline to make focused, sometimes unconventional, strategic choices.
One moment that especially shifted my perspective was hearing leaders at Sumol+Compal explain that they have little interest in aggressively expanding into the U.S. market and are instead intentionally focused on other global regions where they see stronger alignment and opportunity. It was a simple insight, but an important reminder that not every successful business strategy is centered around the United States, and that strong companies understand exactly where they can create the most value.
Beyond corporate strategy, this experience brought to life how much history and geography shape opportunity. Walking through Lisbon and experiencing how its coastal roots and cultural heritage continue to influence its economy made these concepts feel real in a way no classroom could.
From the busy waterfront and shipping activity to the countless local businesses, restaurants, and hospitality spaces built around tourism and global visitors, it was clear how deeply geography and history continue to influence economic growth and opportunity today.
What made this experience truly special, though, was the people. Spending a week traveling, learning, and navigating new environments together deepened my connection with the Evening MBA Class of 2027 in a meaningful way. Moments like these turn classmates into lifelong relationships, and that’s something I’ll carry with me far beyond this trip.
One of the most memorable moments of the trip was getting lost in the city during a walking tour with my classmates, learning about major historical events while simultaneously talking about our own futures, careers, and ambitions. There was something surreal about standing in the presence of so much history while reflecting on where our own paths may lead.
Overall, this experience challenged me to think more globally, more strategically, and more long-term. It reinforced that while industries and markets may differ, the strongest organizations consistently win by understanding their ecosystem, defining their value, and executing with clarity. Moving forward, I know this experience will influence the way I approach leadership and decision-making by encouraging me to think beyond immediate markets, consider broader global dynamics, and stay intentional about building long-term value rather than simply chasing short-term growth.
A huge thank you to Dean Jackie Conner, Matt Morgan, Marie Foster, Wendy Case, and the entire World Strides team for making this experience possible!
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