E-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOL
E-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOL
E-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOLE-LINKESADE BUSINESS SCHOOL
E-LINK
Where this started
Fewer Esade students were landing interviews than students at rival schools
E-LINK is a business case and project management plan I built at Esade Business School in Barcelona with a team of classmates. It grew from a pitch into a full set of planning documents: a stakeholder analysis, a work breakdown structure, a Gantt rollout and a risk register. My job was deciding how much work it would take, building the schedule, and checking the plan against what the people running it could realistically do.
Timeline
Feb – May 2026
Role
Project ManagerBusiness Analyst
Team
5, Esade Business School
Tools
Figma MakeClaudeMicrosoft Office
Skills
Business Case DevelopmentStakeholder AnalysisProject PlanningRisk ManagementWork Breakdown Structure
I was the project manager, so my job was working out whether the idea would still work once real people had to run it. The pitch is a platform that connects students, alumni and recruiters, with one target: raise the interview landing rate by 20%. A school cannot solve this problem by buying software, because every part of the plan depends on busy people volunteering their time.
Esade’s third year students were landing interviews into summer internships at a 35% rate, while direct competitors climbed to 45–53% over the same seven years.
Project Location
Barcelona, Spain
A Few Photos Along the Way
BeforeAfter↔
Esade’s myesade intranet homepage. The original is on the left. Drag to reveal the redesign, with E-Link added as its own shortcut.
35% vs. 45–53%
Esade held at 35% while its rivals climbed to 53%
We proposed E-LINK, a tiered mentorship and knowledge exchange network built on four pillars, to address three specific problems.
01
Information gap. Students had no structured way to learn what alumni actually did after graduating, or what a given employer’s interview process looked like.
02
International underdevelopment. Esade’s alumni network is large but scattered; there was no single place pulling it together for the specific job of interview prep.
03
Reputational risk. A landing rate that keeps losing ground to direct competitors affects the school’s pitch to prospective students and recruiters alike.
Evolution of internship landing rates over the last 7 years
ESADE
IE Business School
Bocconi
Challenge 01
Nobody knew what alumni actually did after graduating
Information gap. Students had no structured way to learn what alumni actually did after graduating, or what a given employer’s interview process looked like.
How It Was Solved
Centralized Resources
A student governed repository of interview transcripts, technical test prep, and company specific "culture codes."
Matching Buddies
Pairing students preparing for the same interviews to study together.
The alumni database, filterable by career field and location, is the matching buddies pillar and the information gap problem solved in one screen: a student can find someone a few years ahead in the exact role they’re prepping for, instead of emailing whoever answers first and waiting to hear back.
Challenge 02
A large alumni network, scattered and unusable
International underdevelopment. Esade’s alumni network is large but scattered; there was no single place pulling it together for the specific job of interview prep.
How It Was Solved
Mentorships
Structured "coffee chat" and mock interview scheduling, so networking has a format instead of students emailing strangers.
Mentorship is the structured version of a coffee chat: a mentor’s specialty and prep documents are visible before a student reaches out, and one on one workshop slots are booked directly instead of over email back and forth, so the first conversation can start with real preparation and a clear purpose on both sides.
Group chats sort by industry rather than class year, so a third year deciding between consulting and tech can sit in both conversations instead of picking one identity to network under. It pulls the scattered alumni network into one organized place, so students spend less time searching and more time preparing.
Challenge 03
A slipping landing rate is a recruiting problem too
Reputational risk. A landing rate that keeps losing ground to direct competitors affects the school’s pitch to prospective students and recruiters alike.
How It Was Solved
Fast Track
A referral system letting alumni in leadership positions flag high potential candidates directly.
Recruiter dinners make the incentive from the stakeholder analysis real: a firm hosted dinner with a capped headcount and a visible "spots remaining" counter, giving recruiters a direct reason to stay engaged with the school instead of drifting to competitors.
The riskiest assumption was that busy people would turn up
The thing most likely to break this plan was whether the people involved would turn up at all. So we mapped four groups, students, alumni, recruiters and Career Services, against what each one gets from E-LINK and what we are asking from them in return. If that trade looks bad for any group, the plan fails there.
Working as the project manager rather than the designer taught me more than the design work did. As a designer I ask whether the design is good. As a project manager I had to ask who does the work, when they do it, and what happens if they do not. Most student proposals I have seen say whether the design is good and never say who does the work.
Students
Primary Beneficiaries of E-Link
Would gain access to alumni network & employers, structured and precise interview formation.
Main gain: higher internship success rate.
Alumni Mentors & Esade Alumni Network
Would gain access to preselected candidates and recognition within Esade.
Increased alumni engagement strengthening bonds and recognition of the network.
Employers (external)
Access to well prepared candidates while reducing companies’ screening costs.
Opportunity of strengthening their company’s attractivity to qualified candidates.
Career Services & Esade
Stronger employer relationships, precise data insight on students aspiration.
Improved school reputation through higher internship landing rate for students.
4 Key Success Factors
Clear alignment with Career Services
Clear model of formation and commitment for Alumni mentors
Quality control of student preparation
Strong engagement incentives for all stakeholders
The two hardest groups to win over were students, who would skip sessions without a reason to turn up, and Career Services, who would carry most of the added workload. So we paired every student session with a real incentive, and we gave Career Services logistical support and ready to use templates so that E-LINK reduced their workload instead of adding to it.
Twelve weeks, five phases, a checkpoint at the end of each
We broke the work into five phases, from problem definition through pilot testing to expansion and closure, and scheduled them across a 12 week window from late February to mid May. The milestones are informing students, running a 48 hour pilot, going live, and comparing the results against the baseline. Each phase ends with a checkpoint, so anyone can see what has been done and what comes next.
Timeline · Feb 23, 2026 to May 11, 2026
Inform students & gather signupsMarch 30, 2026
Execute 48h pilot test cycleApril 27, 2026
Go Live: Launch core platformMay 1, 2026
Compare results vs baselineMay 9, 2026
Formalize project completionMay 11, 2026
Discovery & Problem
Outreach & Network
Design & Prototyping
Testing & Q&A
Launch & Execution
Expansion & Closure
Work Breakdown Structure
Phase 1
Project Foundation
Stakeholder Research
Scope Finalization
Phase 2
Interface & Experience
Resource Architecture
Networking Features
Phase 3
Pilot Readiness
Testing & Refinement
Validation
Phase 4
Core System Deployment
Engagement Initiatives
Strategic Partnerships
Phase 5
Scale Up Operations
Performance Auditing
Project Closing
Gantt · Phase Schedule
Discovery & Problem
Feb 24 – Mar 15
Outreach & Network
Mar 9 – Apr 13
Design & Prototyping
Apr 13 – Apr 20
Testing & QA
Apr 20 – Apr 28
Launch & Execution
Apr 27 – May 2
Expansion & Closure
May 1 – May 11
CompletedIn ProgressNot Started
We listed the plan's weaknesses before the pitch
We ran the plan through a risk register before we pitched it. We listed three external risks (student engagement, recruiters coming on board, alumni fatigue) and four internal ones (platform failures, data privacy, misalignment with Career Services, low quality prep material), and graded each one on probability and impact with a specific mitigation.
Writing a risk register before the pitch felt like handing people reasons to say no. It made the pitch easier. Everyone in that room was going to find those weaknesses anyway, and listing them first meant we already had an answer ready for each one. I would rather point out where the plan is likely to fail than have someone else point it out for me.
Code
Risk
Probability
Impact
Grade
Mitigation
EXT-1
Low Student Engagement
Students are "lazy" or disinterested in attending sessions.
High
High
A
Incentivize attendance with social events (dinners/drinks).
Showcase success statistics early to prove value.
EXT-2
Recruiters Not Participating
Employers do not see the value in the platform.
Medium
High
A
Highlight reduced screening costs and access to "well prepared" candidates.
Create a sense of competition/urgency among firms.
EXT-3
Alumni Fatigue
Mentors feel overwhelmed by student requests or lack of structure.
Medium
Medium
B
Implement structured "Coffee Chat" modules and clear templates to reduce workload.
Guarantee recognition or stipends for their help.
INT-1
Technical Platform Failure
The "Study Buddy" or matching algorithm fails.
Low
High
A
Conduct a rigorous 48 hour pilot testing phase before core launch.
Perform rapid technical iterations based on error reports.
INT-2
Data Privacy Breach
Leak of private alumni contact info (personally identifiable information) or student interview transcripts.
Low
Critical
A
Restrict access to the Esade network only.
Implement strict quality control and student governed repository rules.
INT-3
Misalignment with Career Services
Project duplicates work or creates extra burden for school staff.
Medium
High
A
Offer logistical support and run all joint events together.
Ensure complete transparency on data, objectives, and results.
INT-4
Poor Quality of Prep Material
Students share inaccurate "culture codes" or transcripts.
Medium
Medium
B
Establish a quality control protocol for all uploaded resources.
Assign leadership roles to Student Club reps for moderation.
Two risks were graded A, and they shaped the plan more than anything else. Low student engagement is high probability and high impact, which is why every milestone pairs a session with a social incentive. Data privacy is low probability and critical impact, which is why we scoped the repository as private to Esade with student governed access rather than open to anyone with a link.
How we would know whether it worked
The landing rate is the number the school cares about, but it is a bad number to run the project on, because you do not get an answer for two years. So we also tracked things that change every week: who turned up, who messaged an alumnus, and who came back. A number you only get at the end cannot tell you what to change while the project is still running.
+20%
Interview landing rate
The main measure of success. It takes two years to read, and it compares the interview landing rate after launch against the baseline of about 35% from before E-LINK.
Adoption roadmap
By Mar 2027Engage 60–80 students
By Jun 2027Activate 10–15 alumni mentors
Mar–Oct 2027Host 3 recruiter dinners
By Jan 2028Centralize 30–40 prep resources
By Jun 2028Grow to 30 alumni mentors
By Jan 2029Grow to 140–200 students
Growth targets
Students engaged
By Mar 202760–80
By Jan 2029140–200
Alumni mentors
By Jun 202710–15
By Jun 202830
Recruiter dinners
3
Between March and October 2027
Prep resources centralized
30–40
By January 2028
What we could measure every week
Participants
Daily connections
Students who contacted an alumnus
We tracked how much people actually used the platform, because that shows up within weeks, long before two years of interview data could.
Behind the Prototype
The Code, Page by Page
This shows each page of the prototype next to the React component behind it. Pick a page to watch it run and read its code. E-LINK was a proposal and was never shipped, so every person and company in the prototype is sample data. No real alumni or recruiter information is used.
This was a proposal. It had to be detailed enough that Career Services could pick it up and run it without us. The stakeholder analysis taught me the most. It is easy to design something excellent for students and forget that it also has to be worth the time of the staff and the alumni. That analysis changed real decisions in the plan.
The next step is to stop testing it on paper. I would run a small pilot that Career Services has actually agreed to. Every number in this plan is a projection until someone does that.
What I took away is that on a project like this, people approve the plan rather than the screens. I came in wanting to design the platform, and the useful work turned out to be the schedule, the stakeholder analysis and the risk register. Those are the documents that decide whether anything gets built at all.
I was frustrated for the first few weeks. Being the project manager meant watching other people make the decisions I wanted to make, and building a Gantt chart is not why I went into design. By the end I had changed my mind. The schedule and the risk register are what turned this from an idea into something a school could actually run, and I now put my hand up for that role instead of avoiding it.
How I would change this today with AI
Two parts of this plan were going to be done by hand and should not be. Matching a student to an alumnus meant Career Services reading profiles, which is exactly the work that made the plan expensive for them. A model could do the first pass from what each person says they want and hand staff a short list to approve. Writing the risk register and the schedule also took weeks, and a model would get me to a first draft in an afternoon.
None of that touches the reason this plan might fail, which is whether busy alumni give up an evening. No model makes anybody turn up. Faster drafts would only mean more of the semester spent testing the plan on real people instead of writing it.