For Thibault Martin, BMI International Executive MBA Class of 2026 alumnus in Brussels, the decision to pursue an EMBA came from an unusual professional path.
With a background in organisational psychology, Thibault built his career across consulting, HR, and HR technology before founding HumanX, a company focused on implementing HR technology for clients. Much of his business and management knowledge came through practice: building a company, managing consultants, working with clients, shaping strategy, overseeing finance, and adapting to market pressure.
That experience gave him strong practical exposure, but also showed where structured learning could bring new depth. In this interview, Thibault reflects on entrepreneurship, the limits of learning only “on the job”, the impact of international perspectives, and why the EMBA became both a professional and personal turning point.
Could you briefly tell us about your professional journey before deciding to pursue an Executive MBA?
I have a somewhat atypical profile for the programme because I studied psychology, more specifically organisational psychology.
After that, I built almost 12 years of experience in consulting and HR. From consulting and HR, I moved into HR technology, and seven years ago I created a company called HumanX, focused on implementing HR technology for clients.
When it came to business administration and management, I had been learning on the job. That is interesting, but it also has limits.
After my psychology degree, I joined Accenture, which was fully business-driven. That interested me a lot, but I was still missing the theoretical foundation. As a psychologist, you do not have business classes or management courses, so at some point I was already considering going back to school for a management degree.
That idea stayed in the background for years.
When did you first start considering an EMBA?
It had been on my bucket list for some time. I was not actively looking for a programme, but I knew that at some point I wanted to do something like this.
Then I received a LinkedIn message from BMI asking whether I would be interested in an EMBA programme. I had the first conversation and found it very interesting, but I felt the timing was not right because I was in the middle of growing my company.
Later, Violaine reached out again. She said something that stayed with me: everyone entering the programme says the same thing – they do not have time and they are extremely busy. There is no perfect timing to start.
That made sense to me. I thought: she might be right. So I decided to go for it.
How did your entrepreneurial experience shape what you were looking for?
Running a company means dealing with everything: strategy, finance, marketing, sales, people, clients, operations. You learn a lot by doing it, but often within a narrow context: your own market, your own company, your own consulting mindset.
At some point, I wanted to grow as a manager and managing partner. I was asking myself: how can I evolve, and how can I become a better manager?
You can learn from the internet, of course, but that remains limited. The programme helped because you first take the concepts you learn, then you start applying them to your own company.
After a while, it broadens your standpoint. It makes your thinking more international. You discuss a problem in class or with colleagues from the cohort, and suddenly you see it from another angle.
That was one of the most interesting parts for me.
How did the EMBA connect to your company, HumanX?
HumanX started from a very practical observation. I was working in consulting and saw that many HR teams were stuck in operational day-to-day processes. Many things could be done faster, better and more efficiently if HR processes were more digitalised.
At the same time, I was always interested in data and how it can support better decisions. In HR, I saw that data was often not being used enough. That was one of the reasons HumanX was created: to help HR functions move towards better tools, more digital processes and stronger decision-making.
During the EMBA, I could directly connect what I was learning to what was happening in the business. For example, in the geopolitics course, we discussed how a shift in the international context can have a major impact on EBITDA. That was exactly what I experienced when inflation and salary indexation in Belgium put pressure on our margins.
In the strategy course, I also used tools and frameworks from class to reassess and rethink parts of our services. I could bring those insights directly into discussions with my associates.
What did the programme change in the way you looked at business?
It gave me a broader view.
Before the EMBA, I was already managing my P&L and working closely with finance, but the finance course gave me a deeper understanding of the full financial process of a company. I started asking more questions to our internal controller and making more links between theory and practice.
I also realised that finance is not only about numbers. It is also about assumptions, data, timing and the ability to tell a story with numbers.
The same happened with strategy, marketing, entrepreneurship and digital transformation. I was able to take concepts from class and immediately test them against real business situations.
How do you see AI and data changing HR and leadership?
My view is that people need to be augmented by data and AI.
I do not think HR will simply be replaced by AI, but I do think HR is late in many areas. Many organisations missed the digitalisation step, and now they risk missing the AI step as well.
There are many administrative processes that do not add value to employees and could be automated or supported by technology. If those processes are handled more efficiently, HR professionals can spend more time on work that really creates value: understanding the business, translating the company vision to employees, supporting leadership, improving employer branding and using data to make better decisions.
For me, HR should be much more connected to business strategy. AI can help by reducing administrative burden and allowing HR to focus on higher-value work.
Has the EMBA influenced your next professional steps?
Yes, definitely.
While I was in HumanX and during the programme, I started thinking more deeply about what I wanted to do next. I had spent many years in consulting and HR, and I began to feel curious about other roles.
One important moment was the Venture Capital elective. I realised that this type of work could combine several parts of my background: founder experience, operator experience, strategy, business plans and broader business assessment.
Now I am in a transition period. I am phasing out HumanX, finishing the EMBA and continuing to build new skills. I am also preparing to take a bootcamp linked to AI and software, because I see this as part of the future.
The programme helped me open my mindset about change.
Looking back, what stands out most from the EMBA?
A lot of things stand out. I would even say it was quite life-changing.
The cohort was one of the strongest parts. I met amazing people, and I know I will keep in contact with many of them. It is a network you can truly cherish. The backgrounds are very different: hospitality, aeronautics, data centres, technology, finance, and many other fields. Without the programme, I probably would not have met people from such different worlds.
The international side was also very important. The study trip to Korea was mind-blowing for me. It was an eye-opener in terms of the differences between what is happening in Asia and in Europe, especially around work, innovation and the way societies rebuild and move forward.
The international dimension was also visible inside the cohort, with people from Chile, the United States, India and other countries. Working with them on capstones and projects showed me different ways of thinking and communicating.
Were there any courses that surprised you?
The finance module surprised me the most.
I thought it would be one of the biggest challenges because of my psychology background. But I became very interested in it. I realised that finance is about assumptions, data, interpretation and storytelling, not just hard numbers.
Some professors were also truly impressive. Their expertise and way of teaching made a strong impact. Several courses gave me tools I could immediately connect to my work, my company and my own professional decisions.
What advice would you give to someone considering an EMBA?
There is no perfect timing. Most people considering an EMBA are already busy, and the programme is demanding. Weekends are sometimes cut in two, and you need to be genuinely involved.
At the same time, it is manageable.
During the EMBA, I was running HumanX, following the programme and preparing for a full Ironman. It was intense, but I managed to do it.
For someone hesitating, I would say: yes, you need commitment, but it is worth it. The programme is challenging, international, practical and full of people who can change the way you think.
For me, it was super exciting, super challenging – and all worth it.