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When Julia Nicholson began her career in biotechnology at STEMCELL Technologies, the path ahead seemed clear. Working directly with life scientists to troubleshoot and recommend products on the scientific support team was both technically demanding and rewarding. But it wasn’t long before new opportunities within the organization opened a different perspective.

“I realized that what energized me most wasn’t just the technical side of the work, but the opportunity to improve processes, lead cross-functional teams, and think strategically about how the business operated,” recalls Nicholson.

That insight set Nicholson on a path that would eventually lead into product management, and later, into the Management of Technology (MOT) MBA program at SFU Beedie.

“The program was the perfect bridge,” she says. “It gave me the business acumen to see the bigger picture and the tools to understand how technology drives transformation. It not only exposed me to new industries but also gave me the confidence and experience to pivot into the consulting role I now hold at KPMG.”

Shifting from a science lens to a business mindset

Coming from a science background, Nicholson had been trained to think in terms of experiments and data. The MOT MBA expanded that way of thinking into new terrain.

“The MBA helped me see what makes a business problem meaningful and sustainable,” she says. “It showed me how the intersection between technology, product, market, and business model fit is what ultimately drives transformation and long-term success.”

That learning was reinforced in the cohort model, where classmates brought perspectives from a variety of industries. “It pushed me outside my biotech background and gave me the confidence to operate effectively in a much broader business context.”

Learning to navigate ambiguity—and trust others

For Nicholson, one of the most transformative lessons wasn’t a technical skill, but a shift in mindset.

“In case work and group projects, we were often working with incomplete information, and I had to get comfortable structuring problems and moving forward in grey spaces,” she reflects. “I also learned to lean on my teammates. I came into the program with a tendency to want control over outcomes and to be the expert in everything, but I realized that leaning on the strengths of others and trusting each person to carry their piece of the puzzle made us far more effective.”

That ability to collaborate intentionally and navigate ambiguity has become a cornerstone of her consulting work today.

Lessons from the case competition floor

Outside the classroom, Nicholson got heavily involved in in case competitions, which she credits as one of the most formative aspects of her MBA experience.

“They were an incredible way to sharpen my presentation, critical thinking, and problem-solving skills, while also connecting with MBA students across Canada and around the world,” she says. Beyond competing, she also coached at several competitions, a way to “pay forward what I had learned.”

For Nicholson, the lessons extended beyond the skills of building decks or presenting under pressure. “Case competitions taught me how to lead and, just as importantly, how to step back and be led when it best served the team. They also gave me valuable practice in building decks and storytelling under tight time constraints, skills I continue to rely on in my consulting work today.”

Looking ahead

As convocation approaches this October, Nicholson is already deeply engaged in her next chapter as a consultant at KPMG.

“In the next few years, my focus is on continuing to grow as a consultant, taking on increasingly complex projects that stretch my ability to deliver meaningful outcomes,” she shares. Looking further ahead, she sees herself in a leadership role shaping large-scale transformation initiatives, while also creating space for mentorship and team development.

“Longer term, I’d love to extend my impact through teaching or volunteering, sharing my experiences to help prepare future leaders in the field.”