When Hollywood halted and digital fashion evolved, Full-Time MBA students Cathy Campo ’26 and Ashwini Suhas Deshpande ’26 didn’t just adapt — they transformed. Their journeys to Kellogg reflect a bold shift from creative industries to business leadership, proving that storytelling, design and strategy aren’t mutually exclusive but powerful together.
Here, they share why they chose to pursue an MBA, how they’re building on their creative roots and how Kellogg is helping them grow into bold, strategic leaders.
Kellogg: What motivated you to pursue an MBA at this stage in your career?
Cathy: When the 2023 SAG-AFTRA and Writers Guild of America strikes began, I saw firsthand how quickly the entertainment industry could shift. I quickly realized that many of the challenges I was facing — uncertainty, reliance on legacy business models, and the rise of new technologies — were not unique to entertainment but reflected broader transformations happening across industries.
The strikes gave me the space to pause and reflect on my own career trajectory. I loved storytelling and media, but I also wanted to build skills that would give me more agency to shape the future of industries undergoing disruption. At that stage in my career, I knew I had the creative foundation from my years in entertainment, but I wanted to complement it with quantitative and strategic skills that would open doors to new opportunities.
The decision to pursue my MBA wasn’t just about leaving entertainment. It was about expanding my toolkit, so I could pivot into roles where I could combine creativity, data, and strategy to make an impact.
Ashwini: When I joined Republiqe, a digital fashion startup in the UK, as a founding member, my role extended far beyond design. I was involved in pricing, marketing and business development, often learning on the go. What started as necessity soon became an interest — I realized I genuinely enjoyed the business side of building a company. I wanted to understand not just how to execute but how to make thoughtful, strategic decisions that drive growth.
That experience motivated me to pursue an MBA. I see it as an opportunity to deepen my knowledge across finance, strategy and operations, while also sharpening my leadership and problem-solving skills. Just as importantly, I was excited by the chance to learn from peers from diverse industries and backgrounds.
Kellogg: What are you unlearning or expanding upon from your previous industry as you grow into your new one?
Cathy: One thing I’ve had to unlearn is the deeply hierarchical nature of Hollywood. In entertainment, decisions often flow from the top down, and junior voices can get lost in the shuffle. This past summer in product management at PayPal, I found the opposite to be true — great ideas can come from anywhere, and the best leaders are the ones who know how to listen, collaborate and create space for different perspectives.
On the other hand, I’ve been expanding on what has always been core to my career: storytelling. In Hollywood, storytelling is about scripts and shows; in product management (PM), it’s about the narrative of a product: who it’s for, what problem it solves and why it matters. Good product managers are really just good storytellers who know how to inspire teams and users around a shared vision. Being able to translate that creative skill into a new context has been one of the most exciting parts of this transition and what drove me to the PM path in the first place.
Aswhini (left) performing in SpecialK!, a musical comedy show put on by Kellogg students.
Ashwini: In the fashion industry, value often came from deep specialization and perfectionism. The more you mastered a niche skill like pattern cutting, sewing or designing leather goods, the more indispensable you became. Excellence in one craft was the way you proved your value.
Through my MBA, I’ve been expanding beyond that mindset. In business, impact doesn’t come from perfecting one skill in isolation but from bringing together different perspectives and disciplines (e.g. finance, operations, marketing, technology) and seeing the bigger picture. I’ve learned how important it is to depend on others for their expertise and to step into the role of connecting those pieces and guiding the team toward solutions. What creates real value here is not being a specialist but being the leader and collaborator who can integrate diverse skills into something greater than the sum of its parts.
Kellogg: Cathy, as you pivot into product management from entertainment, what MBA courses or experience have most challenged you and how have you grown from it?
Cathy: I have a playwriting degree from Brown University and a background in Hollywood; you can imagine math was never my strong suit. By far, the most challenging part of the MBA has been rebuilding my quantitative foundation. Before Kellogg, I hadn’t taken a math class since freshman year of college, so diving into courses like accounting, finance, and data analytics was a steep learning curve.
That foundation came full circle during my summer internship at PayPal, where interpreting data was essential to perfecting user experiences. I learned how powerful it is to pair creativity with analytics — using data not just to measure outcomes but to shape product direction.
Looking ahead, I’m excited to take Product Management for Technology Companies: An Entrepreneurial Perspective next quarter.
Kellogg: Ashwini, as you transition into the world of consulting from the fashion space, what campus resources (career services, faculty, alumni, clubs) have been instrumental in helping you pivot — and how are you using them?
Ashwini: One of the most instrumental resources for me has been the Kellogg Consulting Club. It’s entirely student-run, and I truly could not have navigated the recruiting process without them. What stood out to me was the culture of giving back. Second-year students invest so much time in preparing first-years, and now I’m excited to pay that forward by helping the next class as part of the club’s leadership.
I’ve also found the core classes incredibly valuable. They give you a strong foundation across finance, strategy and operations, so you can engage in more thoughtful business conversations and ask the right questions during coffee chats. That knowledge combined with the support system at Kellogg, has been critical not only for recruiting but also for adding value during my internship, which ultimately helped me secure a return offer.
Kellogg: How are you approaching relationship building with faculty, alumni or other peers who might be helpful as you make your career transition?
Cathy: The entertainment industry runs on relationships, and I learned early on how valuable it is to connect authentically, seek advice and pay it forward. At Kellogg, I’ve applied that same mindset, leaning on peers, second-year students and alumni not just for recruiting support but for honest conversations about their journeys. For me, relationship building isn’t just about networking — it’s about learning from people who’ve been where I want to go and building connections that last beyond recruiting.
As a “pivoter,” relationship building has been one of the most important parts of my MBA journey. Before I even set foot on campus, I spoke with countless Kellogg alumni to learn about their career paths and better understand what opportunities might fit my own interests. Those conversations not only helped me decide to pursue product management but also gave me a sense of the generosity and openness of the Kellogg network.
Ashwini: At Kellogg, I’ve been struck by how kind and helpful people are. Since I already feel good about where I’m headed in the near term, my “networking” has taken on a different role. I’ve focused on experiences where connections form naturally like going on the pre-term KWEST trip, taking GIM, traveling with friends on Yacht Week or performing in SpecialK! For me, that’s the best way to build relationships, and I really value the friendships I’m building right now. I believe they’ll also be the network I can lean on later in my career.
Kellogg: What advice would you give to someone with a non-traditional background who’s unsure if they “belong” in business school?
Cathy: Remember: What makes you different is what makes you valuable. At Kellogg, I’ve leaned into what I do bring — creativity and storytelling. I founded a student newspaper, wrote for the Kellogg Business Journal, acted in digital shorts and serve in a leadership role for the Media & Entertainment Club. Maybe none of those things are “typical” MBA activities, but all of them sharpened pivotal business skills from communication to collaboration and the ability to bring people together around an idea.
Yes, business school can feel more challenging at times for those of us from non-traditional backgrounds. You may need to put in extra effort to get comfortable with the technical or quantitative side — but that’s exactly what makes the challenge worthwhile. You’re not only learning new skills, but you’re expanding the definition of what a business leader looks like.
Ashwini: Having a non-traditional background is actually a huge advantage in business school. You often get even more out of the MBA because you’re learning so many core business skills for the first time, and you bring a fresh perspective that classmates really value. At Kellogg, there’s genuinely space for everyone. You’ll find your people whether it’s through classes, clubs or just day-to-day interactions.
And honestly, no pivot feels impossible from business school. Whether you want to go into consulting, tech, entrepreneurship or something completely different, the resources and support are there. So rather than worrying about whether you “belong,” I’d encourage them to see business school as the place that makes almost any path possible.
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