I didn't join to gather buzzwords; I joined to improve executive communication. I had to frame decisions with trade-offs rather than just slides because of the 48-hour live sessions and IIM-style cases. I came away from the uncomfortably realistic crisis simulation with a two-page communications playbook and a clear escalation map. Our quarterly reviews are more rigorous, and cross-functional discussions remain focused on the problem rather than the individual. It's not magic.

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The transition of the delivery lead into senior stakeholder positions (IT services) I finally had structure thanks to the negotiation module, which covered BATNA planning, framing, and who to brief when. By aligning the stakeholder map and pre-reads, we were able to reduce the approval cycle from 12 days to 8 days in one renewal. I was able to practice having tough conversations in the labs before I actually had them. The 110-hour schedule worked well with my job, and the two practical projects forced me to be honest about results rather than showmanship.

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