From Strategy to Stewardship: A Transformative Leadership Journey Through the MIT EMBA

Ritesh Ramesh, CEO of MDaudit and EMBA ‘17, has built a career on driving transformative change and empowering others to succeed. With a background in management consulting and a passion for technology and healthcare, he transitioned from advising Fortune 500 companies as a management consultant to leading MDaudit through a critical business model transformation. 

What inspired you to pursue an Executive MBA at MIT, and how has it influenced your career path?

When I joined the MIT EMBA program, I was a management consultant, advising Fortune 500 companies on digital transformation, analytics, and AI strategies. While the work was impactful, I found myself wanting to broaden my understanding of management and leadership. I wanted to move from middle management into executive roles and make a greater impact on organizations at a strategic level.

The program exceeded my expectations. It reshaped how I think about leadership and management, equipping me with frameworks and tools that I’ve used repeatedly. Courses like System Dynamics and Organizations Lab were transformative, teaching me to view organizations as interconnected systems and to implement dynamic work design principles for greater efficiency and impact. For example, I vividly remember the application of systems thinking in real-world simulations, which allowed me to see how small tweaks in processes could have exponential impacts. That insight still influences how I approach strategic decisions today.

How has your career trajectory evolved since completing the EMBA program, and what has been the return on investment for you?

My goal was to move beyond advisory roles and take on executive leadership positions where I could directly shape organizational strategy. 

I joined MDaudit in 2019 as its first Chief Technology Officer. At the time, the company was transitioning from a service-driven model to a product-driven SaaS platform. This was a pivotal moment, and my role was to lead that transformation. Drawing directly from principles I learned in the EMBA program, I reorganized the technology team and its operating model for speed and efficiency. This restructuring clarified roles, eliminated redundancies, and aligned our efforts with strategic goals.

In 2021, I transitioned to Chief Operating Officer, overseeing product and customer facing functions. By 2023, I was appointed CEO. The EMBA not only gave me the tools to accelerate my career but also significantly increased my marketability. The program gave me a broader perspective on leadership and the ability to drive meaningful change. I often say that the return on investment from this program is infinite because the frameworks, lessons, and network continue to impact my work and my life daily.

Can you share some examples of how what you took away from the MIT EMBA directly impacted the way you lead?

Dynamic Work Design (DWD), which I learned in Leading Organizations under Nelson Repenning, helped me fundamentally rethink how we work as an organization. Before, it was all about telling people what to do. With DWD, I shifted to fostering an environment where we structured problem-solving, connected the human chain, and empowered teams to define solutions collaboratively. Instead of jumping straight into solutions, we focused on framing the “what,” (clearly defining problems) before moving into the “how” of solving them. This approach not only improved outcomes but also brought the best ideas to the forefront.

Another example is how we used System Dynamics to anticipate bottlenecks and delays in our project timelines. By mapping feedback loops and identifying potential constraints early, we were able to mitigate risks and accelerate product delivery. This systematic approach, which was directly inspired by my coursework, helped us maintain a competitive edge in a fast-evolving industry.

What assignments or courses stood out to you?

The trip to Japan as part of the GO-Lab was a defining experience for me. Our assignment was to collaborate with Salesforce Japan to design a go-to-market strategy that aligned with the company’s vision and the unique cultural and market dynamics of Japan. It was an incredibly high-stakes, high-impact project that pushed us to leverage all the skills and lessons from the program.

What truly stood out about this assignment was the diversity of our team. The team had a pharmacist, pediatric endocrinologist, orthopedic surgeon, banker and technologist. Each of us brought unique perspectives and expertise to the table. We met the employees in Salesforce Japan and talked to them to learn more about their current go-to-market strategy. Then we stepped back and said, "Look, they sent us here to define a go-to market strategy for Japan, but what these guys really need is an Asia-PAC strategy. They don't need go-to-market for the country; they need it for the region."

This diversity wasn’t just about professional roles—it extended to our cultural fluency and approach to problem-solving. Each of us had our own style of thinking and decision-making, and we used those differences as a strength. Then we came back and presented our findings to the CEO and others, and they were blown away. They said, "Why didn't we think about this? How did your team come up with this?”

I really think it was because we were so diverse. That's what happens when you have a diverse set of people working in a room you get the most optimal and beautiful output.

How has your definition of success evolved?

Before the EMBA, success for me was about climbing the corporate ladder and achieving titles. Now, it’s about purpose and impact. As a CEO, my focus is on making a meaningful difference—for my employees, our clients, and the broader healthcare ecosystem. I see my role as enabling others to thrive and ensuring the organization’s long-term success. This shift in perspective has been one of the most rewarding aspects of my journey.

One of the most profound lessons from the program was understanding the concept of principled leadership. Success is no longer about individual achievements but about empowering others and leaving a lasting legacy of positive change.