After completion of the case study, the students will be able to evaluate the strategic and operational challenges faced by solo entrepreneurs operating in remote consulting set-up;
Apply the principles of effectuation theory to analyse strategic growth alternatives available to entrepreneurial ventures;
Diagnose the risks and governance gaps associated with informal HR and management systems in small consulting organisations;
Analyse how generational perspectives and digital proficiencies influence entrepreneurial decision-making; and
Recommend strategies that enable the entrepreneur to achieve both long-term business success and work-life balance.
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.
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.
CSS 3: Entrepreneurship.
