At a crossroads: strategic choices of a mid-career solo entrepreneur

Learning outcomes Case overview/synopsis This case study examines Harsh Shah’s strategic dilemma as a mid-career regulatory affairs expert who switched from corporate leadership in the pharmaceutical and contract research organisation (CRO) sector to entrepreneurship, following closure of his organisation during COVID-19 pandemic. He established Sygnet Research Consulting in Ahmedabad in 2021, drawing on over two decades of experience in regulatory compliance, clinical trials and pharmacovigilance. The firm, which operated as a remote, solo consulting endeavour, provided regulatory counselling and coordination services to pharmaceutical firms and CRO partners. Sygnet’s lean structure resulted in a steady client base, earning revenue and predicted net profit of ₹8,000,000 in FY 2024–2025.The remote working model however brought operational and personal challenges: blurred work-life boundaries, reliance on limited client base, lack of formal HR processes and issues managing team in a virtual setting. As professional demands and family pressures grew, Shah began to consider five different career paths: remaining a solo consultant, establishing a formal office, purchasing office space, co-founding with a collaborator or accepting senior leadership roles in another city. Each option involves a trade-off between liberty, growth, financial security and personal life. The case concludes when Shah must select which course best coincides with his professional goals and personal objectives. Complexity academic level This case study is designed for second-year students in Master of Business Administration/Post Graduate Diploma in Management or equivalent postgraduate programs, focusing on entrepreneurship. It is particularly relevant for courses on small business management, remote work and emerging markets. The case can also be taught in strategic management courses due to its focus on decision-making under uncertainty. It suits both academic and executive education settings, engaging students and mid-career professionals transitioning to entrepreneurship. Subject code CSS 3: Entrepreneurship.

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Publication Details

Journal
Emerald Emerging Markets Case Studies
Published
2026-06-09
DOI
https://doi.org/10.1108/eemcs-08-2025-0499
Primary Topic
COVID-19 Pandemic Impacts
Type
article
Field-Weighted Citation Impact
0.00
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article

At a crossroads: strategic choices of a mid-career solo entrepreneur

Neelam Kshatriya, Prabhjot Kaur
Emerald Emerging Markets Case Studies
COVID-19 Pandemic Impacts
article

At a crossroads: strategic choices of a mid-career solo entrepreneur

Neelam Kshatriya, Prabhjot Kaur
article en

Abstract

Learning outcomes Case overview/synopsis This case study examines Harsh Shah’s strategic dilemma as a mid-career regulatory affairs expert who switched from corporate leadership in the pharmaceutical and contract research organisation (CRO) sector to entrepreneurship, following closure of his organisation during COVID-19 pandemic. He established Sygnet Research Consulting in Ahmedabad in 2021, drawing on over two decades of experience in regulatory compliance, clinical trials and pharmacovigilance. The firm, which operated as a remote, solo consulting endeavour, provided regulatory counselling and coordination services to pharmaceutical firms and CRO partners. Sygnet’s lean structure resulted in a steady client base, earning revenue and predicted net profit of ₹8,000,000 in FY 2024–2025.The remote working model however brought operational and personal challenges: blurred work-life boundaries, reliance on limited client base, lack of formal HR processes and issues managing team in a virtual setting. As professional demands and family pressures grew, Shah began to consider five different career paths: remaining a solo consultant, establishing a formal office, purchasing office space, co-founding with a collaborator or accepting senior leadership roles in another city. Each option involves a trade-off between liberty, growth, financial security and personal life. The case concludes when Shah must select which course best coincides with his professional goals and personal objectives. Complexity academic level This case study is designed for second-year students in Master of Business Administration/Post Graduate Diploma in Management or equivalent postgraduate programs, focusing on entrepreneurship. It is particularly relevant for courses on small business management, remote work and emerging markets. The case can also be taught in strategic management courses due to its focus on decision-making under uncertainty. It suits both academic and executive education settings, engaging students and mid-career professionals transitioning to entrepreneurship. Subject code CSS 3: Entrepreneurship.

Emerald Emerging Markets Case StudiesVol. 16(2)
Narayana Health (IN), Narayana Nethralaya (IN)
Decent work and economic growth
Openalex Percentile: Top 3%
COVID-19 Pandemic Impacts
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