My Experience as the Youngest Team Member in Harvard’s OPM Program
Jeremy Hughes writes about his experience in Harvard's OPM program, being invited to attend at age 27 he is still the youngest ever invited participant to this prestigious leadership program - with entry limited to individuals with tangible and notable business high achievement
Attending Harvard’s Owner/President Management (OPM) program is a privilege that many accomplished business leaders pursue, often after years of experience running successful companies. The program is known for attracting CEOs, founders, and executives from around the world, all looking to refine their leadership skills, expand their network, and gain insights from Harvard’s world-class faculty. However, my experience was somewhat unique—not only because of my background but also because I was one of the youngest members of my cohort.
Being among seasoned business veterans while navigating the rigorous academic and networking environment of Harvard Business School (HBS) was both a challenge and an opportunity. It pushed me beyond my comfort zone, forced me to adapt quickly, and gave me a perspective that will shape my professional journey for years to come.
The Decision to Join Harvard’s OPM Program
For many, joining Harvard’s OPM program is the culmination of decades of experience in business. Typically, participants in the program are founders, owners, or presidents of businesses with significant revenues. Their companies are often well-established, and they enroll in OPM not just to enhance their knowledge but to refine their strategic decision-making skills at the highest level.
My path to Harvard, however, was different. With a background spanning automotive and fintech, mainly from a widely successful business I formed in Perth in my early 20's. had already gained substantial business exposure, but I felt a growing sense of stagnation. I was looking for an environment that could challenge my thinking, introduce me to new perspectives, and force me to level up my leadership abilities. The OPM program seemed like the perfect opportunity. I was in Harvards class OPM44, in Boston.
However, there was one major hurdle—I was younger than most of my potential classmates. The thought of joining a program filled with seasoned entrepreneurs, many of whom had been running companies longer than I had been alive, was both intimidating and exhilarating. I wondered if I would be taken seriously, if my contributions would be valued, and whether I could truly keep up with the intellectual demands of the program.
Despite these concerns, I decided to take the plunge, driven by the belief that surrounding myself with some of the world’s best business minds would be an invaluable experience.
Arriving at Harvard: A World of Experience and Excellence
Walking into Harvard Business School for the first time as an OPM participant was surreal. HBS is not just a university; it’s a place where some of the most powerful ideas in business have been born. The sheer energy of the campus, the prestige of its faculty, and the intellect of its students create an environment that demands excellence and rewards ambition.
One of the first things I noticed was the incredible diversity of my peers. OPM attracts business leaders from every continent and industry, from tech and finance to manufacturing and healthcare. Many of my classmates were running billion-dollar enterprises, navigating complex global markets, and making decisions that impacted thousands of employees.
At first, I felt a bit of imposter syndrome. Here I was—one of the youngest members of the group—surrounded by executives with decades of experience. Many had weathered financial crises, led major acquisitions, and built legacies. My initial reaction was to listen more than I spoke, absorbing the wisdom around me. However, as the days went on, I realized that my perspective, shaped by a newer generation of business and technology, was just as valuable as theirs.
The Learning Experience: Harvard’s Case Method and Intense Discussions
One of the defining aspects of Harvard’s OPM program is its use of the case method. Unlike traditional lectures, where a professor imparts knowledge, the case method puts students in the driver’s seat, forcing them to analyze real-world business scenarios, debate strategies, and defend their decisions.
Each morning, I would wake up to a rigorous routine—reading case studies, preparing arguments, and engaging in deep discussions with classmates. The intensity of these debates was unlike anything I had experienced before. In a room full of business titans, every conversation was a masterclass in strategy, leadership, and negotiation.
Being younger, I had to prove myself. It wasn’t enough to just memorize frameworks or recite theories—I had to demonstrate real strategic thinking and a deep understanding of complex business issues. Over time, I found my voice, contributing insights from fintech and emerging technologies, which some of my older classmates found valuable.
Another aspect that stood out to me was Harvard’s emphasis on leadership and personal growth. Beyond the numbers and strategies, the program delved into the human side of business—decision-making under uncertainty, ethical dilemmas, and the psychological aspects of leadership. These were lessons that extended beyond the boardroom and applied to life itself.
The Challenges of Being the Youngest Member
While the OPM program was enriching, it wasn’t without challenges. The biggest hurdle was credibility—as a younger member, I often felt the need to prove myself. Many of my classmates had spent decades refining their business instincts, and I had to show that my insights were worth considering.
Another challenge was networking. Harvard’s OPM program is famous for its powerful alumni network, but breaking into circles where everyone already had long-established business relationships wasn’t always easy. I had to be proactive, genuine, and strategic in building connections. Over time, I realized that respect in these circles wasn’t given based on age—it was earned through contributions, insights, and the ability to add value to discussions.
At times, the intensity of the program was exhausting. The pressure to keep up with case studies, contribute meaningfully, and network with top executives was a full-time job in itself. However, I reminded myself that I was here to grow, and every challenge was an opportunity to sharpen my skills and push my limits.
Key Takeaways and Lessons for the Future
Reflecting on my time in Harvard’s OPM program, I realize that being the youngest member wasn’t a disadvantage—it was an asset. Here are some key lessons I took away:
- Experience isn’t just about age—it’s about exposure. While many of my classmates had decades of experience, I had insights into newer industries, digital transformation, and fintech innovations that were valuable to them.
- Confidence is built through contribution. It’s not about how many years you’ve worked, but about how well you understand the subject matter and how effectively you can contribute to discussions.
- Great leaders are always learning. One of the most impressive things about my classmates was their curiosity and willingness to learn, even after decades in business. Harvard reinforced that the best leaders are lifelong students.
- Networking isn’t about age—it’s about value. Building relationships with high-level executives isn’t about trying to impress them with credentials—it’s about adding value, sharing insights, and fostering genuine connections.
- Business is as much about intuition as it is about data. The case method taught me that while numbers and frameworks matter, decision-making is ultimately an art, influenced by intuition, experience, and a deep understanding of human behavior.
How to apply for Harvard’s OPM Program?
Conclusion: A Transformative Experience
Harvard’s OPM program was one of the most transformative experiences of my professional life. It pushed me to think critically, engage with global business leaders, and refine my leadership style.
Being the youngest member in a room full of experienced executives was daunting at first, but it ultimately became an advantage. It forced me to step up, find my voice, and prove my worth. More importantly, it gave me lifelong connections and a mindset of continuous growth.
As I move forward in my journey, I take with me not just the knowledge gained at Harvard, but the confidence that I can hold my own among the world’s top business minds—no matter my age.
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