Co-authored by RIT Executive Business Programs & ASME. Updated by RIT as of September 2025.
Understanding the Role of Business Education in Engineering Career Advancement
As engineers progress in their careers, moving into leadership positions can naturally become part of their desired growth—whether they’re looking for a career pivot, seeking higher salaries, or wanting to avoid stagnation in a field they’ve already mastered. While a strong foundation in engineering provides the analytical and problem-solving skills necessary for innovation, advancing to management or executive roles often requires additional business acumen. ASME career insiders report that engineers with advanced business training are more likely to transition into executive roles, manage large-scale projects, and drive strategic growth within their organizations. Developing general business skills is key for those who aspire to leadership positions. However, many engineers acquire these skills informally, often through trial and error, which can limit their ability to effectively transition into management roles or entrepreneurial ventures. This whitepaper examines the role of business education in engineering career advancement, with a focus on the Executive MBA (EMBA) program at the Rochester Institute of Technology (RIT). With a reported 20% of EMBA alumni in the past five years holding engineering degrees, the program provides substantial data on technical professionals seeking a broader understanding of business operations.
Impact of Business Education on Engineering Careers
Business education has proven to be a catalyst for career advancement among engineers. The increasing presence of engineers in online EMBA cohorts (15% in 2024-2025) reflects the demand for business education among technical professionals seeking management roles. Jacquie Mozrall, PhD, Dean of the RIT Saunders College of Business, previously served as associate dean in the Kate Gleason College of Engineering and led the Industrial and Systems Engineering department during a period of significant growth. Her own career exemplifies the trajectory an engineer can take when transitioning into leadership. “There is significant overlap between engineering and business disciplines if you think about areas like operations, lean manufacturing principles, data collection, and more broadly, problem solving,” Mozrall said. “To overlay a business education—where you get the foundational principles of accounting, finance, marketing, and strategy—on top of the technical curriculum of an engineering degree is a very powerful combination.” A recent RIT analysis of EMBA graduates with engineering backgrounds found that nearly 50% transitioned into leadership roles such as directors, senior directors, vice presidents, and C-suite executives. Additionally, 40% of engineering students and alumni in the RIT EMBA program were promoted during the program or within six months of graduating, demonstrating a strong return on investment and the tangible value of an MBA in the engineering profession.
Key Business Competencies for Engineers
As engineers take on greater responsibilities within their organizations, complementing their analytical problem-solving abilities with leadership and business skills is key. Two current executive students noted this need as they began the program. For Shay Stanistreet, Senior Reactor Operator for Constellation, a recent work challenge reinforced his role to lead rather than fix. He plans to use the Executive MBA to leverage his strong technical foundation while broadening his responsibilities in business strategy and public advocacy. The program is helping him 'strengthen those muscles,’ advancing his ability to make company-wide decisions and advocating for nuclear energy on a larger scale. Catherine Evans recognized that technical acumen and hands-on experience in the aerospace industry were not sufficient qualifications to lead a company. “To progress, I need a comprehensive understanding of corporate strategy that allows me to make informed decisions across all areas of a business, from finance to marketing,” she shared. Within 3 months of beginning the program, Catherine elevated her role from manager to director of operations for Hitchiner Manufacturing, progressing towards her goal of translating engineering experience into successful operations management and applying her executive MBA learnings in real time.
Leadership & Strategic Thinking
Leadership in engineering extends beyond managing projects; it involves motivating teams, driving innovation, and aligning technical goals with business objectives. Many engineers excel at execution but need to develop the ability to influence company direction. Strategic leadership involves transitioning from an operational problem-solving mindset to a vision-driven approach, focusing on market positioning, long-term planning, and sustainable growth.
Financial Acumen
“Accounting and finance: It's really the language of business,” stated Mozrall. “I can remember my first business courses and learning about market demand—it’s something I hadn’t thought about when starting my engineering degree. The reality of business is you have to make a profit and there has to be a market for what you're developing and designing.” Engineers looking to take on leadership positions must understand financial principles to manage budgets, assess project viability, and allocate resources effectively. Knowledge of cost analysis, investment strategies, and financial forecasting can ensure that technical initiatives are both innovative and economically viable.
Systems Thinking & Business Integration
Understanding how different business functions—operations, logistics, management information systems, supply chain management, marketing—interact within an organization is crucial for optimizing performance and achieving strategic goals. Engineers have sound training in systems, and the executive MBA program taps into that expanding to the level of whole organizations, or even multi-organizational partnerships.
Project Management & Execution
Effective project management goes beyond timelines and deliverables. Learning to balance stakeholder interests, mitigate risks, and ensure seamless cross-functional collaboration are key for engineers. A structured approach to project leadership enhances efficiency and fosters innovation.
Driving Innovation & Commercialization
While engineers often develop groundbreaking technologies, bringing these innovations to market requires business insight. Understanding intellectual property, regulatory considerations, and commercialization strategies ensures that new products and solutions achieve business success.
Outcomes of Experiential Learning and Real-World Exposure
A key aspect of the RIT executive MBA program is its emphasis on instant application. “We want the students to be able to apply the things that they're learning today a week from now or two weeks from now,” stated Mozrall. “The experiences which really solidify that are working in a student group, taking an international business trip, and completing the capstone consulting project.”
Cohort-Based Learning:
Executive MBA students are put into a team they stay with throughout their program, emulating a real-world working environment. The cohorts are designed for diversity, including people from technical and non-technical backgrounds to create an executive learning environment and facilitate rich discussions.
International Business Trip:
Students are exposed to global business studies through an international trip with their team where they can observe manufacturing, technology, and operations in different cultural and economic settings. The international trip and cohort-based learning helps develop a very strong bond among the alumni and a global network, according to Mozrall.
Capstone Consulting Project:
The final deliverable of the executive MBA program is the capstone consulting project, pairing the cohort with an external company or nonprofit. Over a 6-month period, the students work in their teams to address a real business challenge for the company, applying their business and technical knowledge in a structured environment. This exposure translates into direct application of core business work by practicing crossover communication, delivering a full presentation and report to a company, and making a substantive difference for an organization within the context of a team effort.
Conclusion
For engineers looking to accelerate their careers, an MBA can provide essential business skills that enhance their leadership potential and impact within organizations. The RIT executive MBA program integrates business education with practical applications to help engineers bridge the gap between technical expertise and executive leadership. With 40% of recent alumni receiving promotions, and 52% of those holding director-level positions, the program’s strong career outcomes highlight the tangible benefits of an executive MBA for engineers aiming to transition into leadership roles and tackle tomorrow’s challenges.
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