When Nimrod Gindi came to Harvard Business School (HBS) Executive Education, he got more than he bargained for. As vice president of M&A and head of investments for Mellanox Technologies, the one-time software engineer attended the Mergers and Acquisitions program to sharpen his business acumen. But he also discovered an ideal companion program—Strategic Negotiations—that convinced him to stay an extra week. In this interview, he shares some thoughts about his two-part experience at Harvard Business School (HBS).
What goals were you hoping to accomplish at HBS?
Like the other executives at technology companies, I have a background in engineering rather than business. We are publicly traded, and our board of directors advised the executive team to look for opportunities that would expand our perspectives and help us bring new skills to the table. One of my industry colleagues had previously attended the Mergers and Acquisitions program at HBS, so I took a closer look and found its agenda intriguing.
Why did you attend the Strategic Negotiations program?
I considered additional programs that would be most relevant for my role as a dealmaker in venture capital, and it was easy to see the complementary nature of these programs. Negotiation skill is critical for the success of any deal, whether it's a merger or an investment. Therefore, I wanted to dive deeper into negotiations to get a comprehensive view of M&A.
What were your key takeaways from the Mergers and Acquisitions program?
For me, the key takeaway was developing the ability to step back from a process in which I'm emotionally involved. It's important to take emotion out, analyze the process, examine all of the options for making a deal, and objectively consider tactics and strategies. This lesson alone was invaluable, and it's something that is difficult to learn on the job. When I listened to the other participants, I found that I could look at the same problem from a different angle. As a result, everyone would get a bigger portion of the "pie," and, in the process, the pie itself would be bigger. The ability to create value for both sides of a deal is essential.
Did you find value in removing yourself from your daily life and immersing yourself in the HBS environment?
Yes, but it wasn't only about removing myself from my work. At HBS I still addressed the same issues and problems I would have encountered at work, but there was no downside or risk. And in the classroom, I was exposed to dozens of other perspectives of the same deal.
Did anything surprise you about either program?
Yes, I was surprised by the openness of the discussions, not only between group members but also between the participants and the professors. I was also surprised by the diversity—people from around the world, all there for one very focused and challenging week. The different perspectives they brought, based on their varied backgrounds and industries, definitely added to the experience.
How did the living group contribute to your experience?
I truly enjoyed starting the day with my living group. We would meet after breakfast and brainstorm the problem we'd face that day. By the time I got to class, I had a thought process in place that included more than just my own ideas.
Is there anything else you want to add about your experience?
The atmosphere was amazing. It was easy to stay focused because the learning environment was so accessible. Being surrounded by a team of professionals from around the world was invaluable. It was an extraordinary experience, and I'd love to do it again.