Class of 2023 Executive MBA graduation at Georgia State University’s Robinson College of Business, including alum Charles F. Davis, Jr. Courtesy photo
Asked to choose, Charles F. Davis, Jr., can point to two particularly impactful moments from his Executive MBA at Georgia State University’s Robinson College of Business. The first: The class trip to South Africa, where he connected to the country in a way he’d never before experienced, immersing himself in the country’s economics, business, and culture.
The second? Earning an ‘A’ in Pete Eisemann’s finance course.
“Pete encouraged me like I have never been encouraged before, I attended regular office hours, and he was determined to assist me succeed. I appreciated how patient he was with me during our time together,” says Davis, AVP of Business Continuity Planning and Environmental Health and Safety at Cox Communications in Atlanta.
Charles F. Davis, Jr., EMBA ’23
Davis, EMBA ‘23, researched multiple programs in Atlanta’s crowded market, looking for an in-person career that could help him advance at Cox. The former U.S. Marine joined the company in 1997, and worked his way up to several leadership roles. He wanted a program that could transform him into an impactful executive.
He found all that at Robinson.
“I believe the GSU EMBA program has been instrumental in my last three promotions at Cox. My role and scope have increased since starting the program, and my salary has increased over 30%. Not a bad return on investment,” he tells Poets&Quants. “Attending the GSU EMBA program changed my professional and personal trajectory.”
GEORGIA ROBINSON EMBA SPOTLIGHT
Georgia State’s Executive MBA is an 18-month, cohort-based program held at the Buckhead Center in Atlanta. It is 100% in-person to foster strong professional and personal connections among students.
“Our goal is to make students excited about class weekends—not feeling like they have to be there, but genuinely looking forward to it,” says Chris Hilario, program director. “The in-person component is a cornerstone of our program.”
Academically, it offers a rigorous, experiential curriculum designed for mid-to-senior-level professionals looking to advance into executive leadership. Students earn five professional certifications: Lean Six Sigma, Change Management, Data Analytics, Fintech, and Generative AI.
The program also stands out for its global focus. A hallmark is its international residency in South Africa, where students engage directly with local entrepreneurs and businesses to tackle real-world challenges. Unlike traditional business residencies, which often focus on corporate site visits, this experience immerses students in hands-on consulting projects that develop leadership and problem-solving skills in a global context.
Charles F. Davis, Jr., Great Wall 2.0 team in South Africa. Courtesy photo
“The experience often transforms how students view their role in their communities and careers,” says Hilario. “It’s not just a professional impact – it’s personal.”
The small cohort, typically between 30 and 40 students, is highly diverse. The Class of 2025 is 60% women, 55% underrepresented minority, and about a quarter international.
That diversity stood out to Davis. His study team, which called itself Great Wall 2.0, have become almost family since leaving the program two years ago. Several of his cohort attended his wedding and hosted a bridal shower for him and his wife.
“I have had so many opportunities and changes in the last four years. I plan to leave corporate America in six years, and my goal is to develop my team to help them become executive leaders,” he says.
“In the EMBA program, while collaborating with an executive coach, I realized my vision for this stage of my life. I want to be a guiding light in the community where I live. I recently joined the board for the Fulton County Boys and Girls Club of America. I plan to implement my vision and assist the board touch the lives of the children in my community. “
Q&A WITH CHRIS HILARIO
Robinson’s Executive MBA ranked 30th in Poets&Quants For Execs’ 2023 composite EMBA ranking of U.S. programs. This week, as part of our EMBA Spotlight series, we spoke with Chris Hilario, EMBA program director at Robinson. Our conversation has been edited for length and clarity.
Let’s start with an introduction to the EMBA program at Robinson – how it works, the format, that kind of thing.
We’re an 18-month program based at Georgia State’s Buckhead Center, located about 10 miles north of downtown Atlanta. It’s a strategic location for us because it allows us to recruit working professionals from across the Atlanta metro area.
Chris Hilario, EMBA director
Our program meets every other weekend – Friday nights from 5:00 to 9:30 p.m. and Saturdays from 9:00 a.m. to 6:00 p.m. – and it’s entirely face-to-face. We’ve been very intentional about keeping the in-person format because of the connections it fosters among students, which is a key aspect of what we offer.
Each year, we enroll a cohort of 30 to 40 candidates, making it smaller than many other programs. This smaller size enhances the personal connections and individualized attention our students receive, which we think is a significant strength of the program.
Have you considered any kind of hybrid or online options?
We’ve discussed this at length. It’s a hot topic in graduate programs, especially in the Executive MBA space. Reflecting on the pandemic, we’ve learned how to leverage technology to deliver a successful program. Even now, we continue to use those technologies to bring in remote speakers and foster connections with EMBA students worldwide, which ties into one of our new initiatives.
However, we’ve taken a hard look at who we are as a program, the type of students we attract, and the outcomes we aim for. Ultimately, we believe the best learning happens face-to-face. For now, we’ve decided to remain an in-person program, and this approach has resonated with our current students.
Our goal is to make students excited about class weekends – not feeling like they have to be there, but genuinely looking forward to it. We want them to be energized about being with their cohort, and I think we do an excellent job of fostering that excitement. The in-person component is a cornerstone of our program.
Do you have any sense of the program’s history?
Yes, it’s a very historic program, and I’m fortunate to be a part of it. It all began with David Ewert, who joined Georgia State in 1979 and was tasked with starting an Executive MBA program. While the program officially launched in 1979, the first class enrolled in 1980, making it one of the earliest Executive MBA programs in Atlanta and the first public Executive MBA program in the city.
I had the privilege of meeting David about a year and a half ago, and he shared his two main goals when starting the program: creating an innovative, experiential program for working professionals in Atlanta and bringing global recognition to the business college. He believed the Executive MBA program could accomplish both.
In 1982, the program became the first Executive MBA to visit Japan, a milestone driven by David’s commitment to global exposure. Even 45 years later, the program maintains those same values – international exposure and an experiential, innovative curriculum. David’s vision continues to shape the program, and we’re incredibly thankful for the foundation he built.
The Buckhead Center at Georgia State University’s Robinson College of Business. Courtesy photo
Tell me about the mission and value proposition of your EMBA today.
We’re fortunate to align with the mission of Georgia State and the Robinson College of Business, which focuses on providing a supportive environment and enhancing opportunities for students from all backgrounds to succeed. At the university level, Georgia State is known for innovation and social mobility. Within Robinson, the emphasis is on empowering individuals to become successful leaders in their organizations and industries.
As the largest business school in the South, we have the resources to create a robust and successful experience for our students. For our Executive MBA, much of the foundation is rooted in these broader missions. What sets us apart, though, is our commitment to leadership development and connectivity.
Leadership is a key differentiator for us. We’re dedicated to helping students break through plateaus in their careers, whether they’re mid-level managers aiming to become directors, directors aspiring to become VPs, or executives seeking to enter the C-suite. Leadership development isn’t just a single weekend course; it’s integrated throughout the entire 18-month curriculum.
Our ultimate value proposition is connection. Students are connected to their cohort, the curriculum, and the faculty. Beyond the 18 months of the program, we’re committed to their success as lifelong members of the Robinson community. This dedication to ongoing support, even as alumni, is something I believe sets us apart from other programs I’ve worked with.
Are they getting career services or coaching throughout?
Yes, absolutely. A few years ago, we introduced a career coach, which was a very strategic move for us. While career services are common in EMBA programs, we’ve taken it a step further by embedding an EMBA Career Strategist, Melissa Owens, directly into our curriculum.
This isn’t just about helping students move to the next level – it’s about career development in tandem with leadership growth throughout the 18 months. Melissa is a constant presence in the program. Students can meet with her one-on-one to map out their path from now until graduation, but we also emphasize broader development through workshops and curriculum integration.
We encourage students to think beyond short-term goals, like moving up in their current company, and focus on long-term career aspirations. This often ties into our leadership component. For example, some students go through assessments and coursework and realize they’re in the wrong industry or position. Melissa is instrumental in helping them make those pivots and guiding them toward where they need to be.
Her impact has been incredible, and having her on board has become an essential part of what we offer in terms of career and leadership development.
Robinson College of Business EMBA classroom. Courtesy photo
Let’s dive into the leadership aspect since you identified it as a differentiator. What do you think makes it different from other EMBAs that claim to be leadership-focused?
For us, leadership is a journey – not just a course, a weekend, or a ropes activity. It’s experiential and deeply embedded throughout the 18-month program. At the center of our leadership development is Professor Rob Williams, a social psychologist who specializes in organizational behavior and the psychology of leadership. What sets us apart is that we don’t just teach the practice of leadership, like organizational behavior or leading the enterprise – we focus on the psychology of leadership.
Questions like “Why do I lead?” and “Why do others want to follow me?” are critical. Rob takes students on a deep dive into understanding themselves as leaders, and he’s a constant presence throughout the curriculum. Leadership development happens in stages, starting with domestic residency, which occurs during the second class weekend of the program.
The domestic residency is an introduction to executive management and leadership. Students complete assessments to understand their leadership styles and personalities, meet the teams they’ll work with throughout the program, and explore team dynamics. It’s highly experiential and intentionally pushes students out of their comfort zones. The goal is to elicit an emotional response that sticks with them.
I spoke to one alum who said, “I did this domestic residency seven years ago, and I still use the skills from that weekend in my day-to-day work.” That’s the kind of impact we aim for. This residency builds the foundation and confidence students need, especially since many haven’t been in a classroom in 10 or 15 years.
The next stage happens in the following semester with a 360-degree assessment. Students gather feedback from coworkers, former supervisors, and current supervisors on their leadership style and how they’re perceived. This feedback informs their leadership development plan, which they create with the help of an executive leadership coach. This coach, separate from our career strategist, helps students implement their plan and tailor their leadership journey.
We close the program with an international residency in South Africa and a final leadership course with Rob. One alum told me, “Rob has a way of making you cry at the beginning and end of the program for completely different reasons.” It highlights the emotional and transformative connection we aim to foster. Leadership at Robinson is more than a skillset – it’s a deeply personal and lifelong journey.
Robinson’s was the first EMBA program in Atlanta, but now there are several. Besides the leadership component, how else do you set yourself apart from other programs in the area?
Two key areas stand out for us. The first is our certifications. Unlike other programs, we don’t offer electives. Instead, we provide five certifications integrated into the curriculum, including Lean Six Sigma Green Belt, Change Management, FinTech Analytics, and, most recently, Generative AI. We introduced the Generative AI certification last year due to its growing importance, and it was such a success that we’ve now made it a formal part of the curriculum with a dedicated course for business leaders.
This ties into our second differentiator: our market-responsive curriculum. Our program is designed to adapt quickly to market demands. We regularly gather input from our career strategist, Melissa Owens, our faculty in the field, and our students to ensure the curriculum stays relevant. For example, when generative AI became a critical topic, we quickly incorporated it into the program. Similarly, we introduced a course on innovation and design thinking two years ago because of its broad applicability across industries. This adaptability ensures our students are always at the forefront of industry trends.
Another significant differentiator is our approach to the international residency. While many EMBA programs include an international component, ours stands out in its depth and intentionality. We call it the “business trip of a lifetime.” Rather than outsourcing the planning, our faculty director, Nate Bennett, spends time each year in South Africa building relationships and curating an experience that immerses students in the complexities of the country’s history, culture, and business landscape.
During the residency, students work directly with local companies to solve real business challenges. This isn’t business tourism or canned presentations – it’s hands-on collaboration that pushes students out of their comfort zones. No two trips are the same; we continuously refine the itinerary to maximize impact and connection.
We also focus on leaving a lasting impact. For example, during our time in Cape Town, we visit nonprofits supporting underprivileged youth. A few years ago, one cohort initiated a fundraising effort for these organizations, which has since become a tradition. Each subsequent cohort has raised even more funds, often hosting charity events and auctions. These experiences are deeply emotional and inspire students to think about how they can create meaningful change both locally and globally.
These differentiators – our certifications, adaptable curriculum, and deeply intentional international residency – set us apart. Everything we do is designed to create a lasting, impactful experience that students carry with them for the rest of their lives.
EMBA students at the Cape of Good Hope on their South Africa immersion. Courtesy photo
What continues to be the advantage of a global residency in South Africa for students from the Atlanta area? What are they bringing back to their companies?
That’s a great question. One of the key advantages is the opportunity to work with businesses that are doing more with less. This environment challenges our students to think creatively and approach problems in innovative ways.
For example, a few years ago, we began partnering with entrepreneurs from the township of Mamelodi. These aren’t tech startups – they’re individuals striving to make ends meet. About five months before the trip, each student is paired with an entrepreneur, and they begin communicating through WhatsApp. By the time the students arrive in Johannesburg, they’ve already built a relationship and spend a full day collaborating, discussing challenges, and exploring solutions.
This experience is incredibly enriching. Students step into the role of a consultant while gaining a deep understanding of the culture and history of South Africa. We place a lot of emphasis on preparation, so students arrive with the context they need to engage meaningfully with the entrepreneurs and companies they work with.
When they return to Atlanta, they bring back real-world experience that they might not have otherwise had locally. Additionally, many reflect on the impact they can make in their own communities. For instance, one student shared that after completing the program, he had more free time and was inspired by his experience in South Africa to give back. He joined nonprofit boards and increased his volunteer work, driven by the perspective he gained during the residency.
Ultimately, it’s not just a professional impact – it’s personal. The experience often transforms how students view their role in their communities and inspires them to make lasting changes.
You’ve touched on some innovations and curricular changes, like the addition of Generative AI. Are there other innovation initiatives in the program that you’d like to highlight?
One area we’re focusing on is expanding global partnerships, spearheaded by our Associate Dean of International Student Engagement and Partnerships, Professor Murad Dakhli. Murad teaches the Transnational Strategy course, which we recently moved from fall to summer. This adjustment allows our students to collaborate on global projects with Executive MBAs from other parts of the world. For example, we’re planning partnerships with a business school in Romania and have previously worked with a school in Poland. The goal is to provide our students with international exposure and experiential learning at a global level.
Another innovation is our entrepreneurship course, where student teams are matched with founders of startups or new organizations seeking growth strategies. This gives students hands-on experience working with startups, a different dynamic from the projects they undertake during the South Africa residency. It’s a way for them to apply their skills locally while preparing for broader challenges.
We’re also seeing a trend among our students – many are aspiring entrepreneurs. These individuals may still be in corporate roles and focused on short-term advancement but have long-term goals of starting their own businesses. By integrating entrepreneurship and international experiential learning into the curriculum, we’re helping prepare them to achieve those goals down the road.
What are some of the opportunities you see for the EMBA degree, both generally and specific to Robinson?
Robinson College of Business EMBA classroom. Courtesy photo
One of the biggest opportunities lies in staying ahead of the ever-changing business landscape. For example, with generative AI becoming a critical topic, we recognized early on that our students would need this knowledge to lead their organizations effectively. Introducing it into the curriculum quickly was essential, and this responsiveness to market trends is a significant opportunity for us.
Another key strength at Robinson is our ability to leverage our resources as the largest business school in the South. Our faculty are a prime example – they aren’t required to teach in the Executive MBA program; they choose to because they’re passionate about it. This enthusiasm translates into constant innovation in the classroom. Our faculty continually ask themselves, “How can I improve this course? How can I ensure I’m teaching the most up-to-date information?” Their expertise and dedication significantly contribute to the success of our students.
Additionally, we prioritize collaboration with our career team, faculty, and leaders at Robinson to ensure we’re offering the most relevant content. This commitment to staying connected to the business market and anticipating what our students need is a critical opportunity for the program to remain a leader in executive education.
What about challenges?
The biggest challenge is, without a doubt, cost. Every Executive MBA program is grappling with this, especially as more cost-conscious consumers and employers pull back on fully funding or only partially funding their employees’ education. How do you convince someone to choose an Executive MBA when they can pursue an online MBA for a fraction of the cost?
To address this, we focus on clearly articulating our value proposition from the start, particularly during the admissions process. We’re intentional about the culture and atmosphere of the program and always encourage prospective students to attend a class visit. Experiencing the program firsthand gives them a sense of what makes it unique.
We’ve also adjusted our admissions process to better connect with candidates. We focus our application essays on the individual’s story – where they’ve been, where they are today, and where they want to go. For interviews, we take a more personal approach. Instead of traditional meetings, we’ll often meet candidates for coffee or lunch to get to know them better.
This approach helps us ensure not only that they’re a good fit for Robinson but also that Robinson is the right fit for them. We’re upfront about the program’s time and financial commitment, and while some candidates qualify on paper, we’ve had honest conversations when we felt it wasn’t the right fit. Conversely, when we hear a candidate’s story and see they’re a Robinson student through and through, we do everything we can to support them.
Ultimately, justifying the cost comes down to demonstrating value – not just over the 18 months of the program but as a lifelong commitment. Our staff and faculty are deeply invested in making sure students feel that their decision to choose Robinson was the right one, both personally and professionally.
Do you have any news to share about the program – something coming down the pipeline?
From an alumni relations perspective, there’s a lot of exciting activity happening. Our program has a dedicated Alumni Association for the Executive MBA, complete with a board of directors that meets monthly to discuss alumni engagement and fulfilling the promise of lifelong learning. Recently, we welcomed a new board president and several new members, which has brought renewed energy to these efforts.
For example, during our 40th anniversary gala a few years ago, we had 160 alumni and students attend, including members of the inaugural class of 1982. Events like this highlight the enduring impact of the program and reflect our commitment to staying connected with our alumni network.
One recent initiative tied to this lifelong learning promise is offering our generative AI certification to alumni. This allows them to continue advancing their skills and staying relevant in an ever-changing business landscape. It’s a great example of how we integrate alumni into the ongoing success of the program.
How many alumni are in the program?
We have just over 800 alumni.
Anything else you’d like to highlight?
One thing I’d like to mention is the type of students we attract at Robinson. We don’t target a specific profile. Instead, because of the mission of Georgia State and Robinson, we attract students from all walks of life. This diversity – whether in ethnicity, industry, or thought – creates a rich classroom environment that’s critical to our program’s success.
One thing that stands out about our students is their grit. Many have faced hardships or hit a plateau in their careers, but they come to Robinson because they know they’ll receive the care and attention needed to break through to the next level. It’s incredibly rewarding to see how they transform during the 18-month program – not just in leadership skills but in how they approach problems and carry themselves professionally. That level of grit and dedication defines our program.
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