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CU Executive MBA Class Profile


Average age: 38 years

Average work experience: 16 years

Masters degree or above: 17%

CU Executive MBA Class Profile (pt.2)


Undergraduate Degree:

36% technical/engineering

33% liberal arts

31% business

National Recognition


The University of Colorado has a national reputation for excellence and is the largest university in the Rocky Mountain region.

National Recognition (pt.2)


The program is offered by CU's three business schools, which are ranked among the nation's top 20 percent. All three schools have earned AACSB accreditation – the most rigorous available.

Alumni Network


Executive MBA graduates belong to a special alumni group that sponsors continuing education and social programs.

Alumni Network (pt.2)


The Executive MBA alumni network provides an invaluable group of advisors and contacts throughout your career.

Executive-Level Service and Convenience


Program staff handle all the details so you can focus on academics. Downtown Denver classroom facilities resemble a technologically advanced boardroom.

Executive-Level Service and Convenience (pt.2)


You can complete the Executive MBA in less than two years. Class schedules minimize work disruption by meeting one full day a week, on alternating Fridays and Saturdays.

International Component


CU's Executive MBA Program recognizes the imperative of global business understanding by integrating global ceconomy issues throughout the second-year curriculum

International Component (pt.2)


Because there is no substitute for first-hand experience, the program also includes a nine-day educational trip to an international business center

Sponsorship Cost Data


Paid by participant's organization: 45%

Shared by participant and the organization: 30%

Paid by participant: 25%

Home > Academics > Curriculum > Year-Two Course Descriptions

Year Two Course Descriptions

Term 5

Interpreting the Economic Environment � 3.0 Credit Hours (8 weeks)
Provides an overview of economic activity, factors that determine levels of income and prices, and economic policies as they relate to unemployment, inflation, and economic growth.� Studies the structure and operation of the economy. Topics include national income, employment, inflation, and the rate of economic growth. International economics and the economic impact of globalization are examined. The application of monetary and fiscal policies in solving economic problems is considered in depth.�

Power, Negotiation, and Conflict Resolution � 1.5 Credit Hours (4 weeks)
Addresses the strategies and tactics of negotiations in a variety of contexts.� Also covers the sources, uses, and misuses of executive power in organizations, and alternative strategies for managing conflict effectively.

Current Topics in Business � 1.5 Credit Hours (4 weeks)
Examines emerging topics relevant for business decision-making.� Investigates issues currently faced by executives.�

Term 6

Financial Strategy and Valuation � 3.0 Credit Hours (8 weeks)
Emphasizes financial decision-making and the formation of financial strategies that will maintain and enhance business value.� Includes preparing financial planning, managing growth, conducting capital project analyses, and estimating the value of businesses using discounted cash flow and multiples-based methods.

Information Technology and Strategy � 3.0 Credit Hours (8 weeks)
Focuses on the management of information as a resource and on the identification of opportunities to exploit its potential for competitive advantage.Examines current issues and trends surrounding the management of information and related technologies, and addresses why and how these new technologies can be used to shape and support strategic initiatives.�

Term 7

Sustainable Business Practice � 1.5 Credit Hours (4 weeks)
Sustainable business "meets the needs of the present world without compromising the ability of future generations to meet their own needs" (U.N. General Assembly, 1987).� Sustainable business is concerned with the triple bottom line � people, planet, and profits � and is global in scope.� This course will introduce students to the broad perspectives of globalization, international business, and sustainability.�

Executive-Level Business Strategy � 1.5 Credit Hours (4 weeks)
Integrates the knowledge gained in earlier courses. Emphasizes experiences in creating new strategic directions within large and small companies from the perspective of the general manager/CEO/COO. Focuses on performing the research necessary to understand a company�s current state; where to find alternative strategies to select from; and how to decide which strategies are the best ones to implement.

Transitioning from Functional to Executive Level Leadership � 1.5 Credit Hours (4 weeks)
How to think from an executive-level perspective and how to achieve a high level of performance and morale from people, teams, and organizations.� Emphasizes the development of skills in becoming an executive leader adept at managing change and transforming organizations.� ��

Executive Leadership in the Global Enterprise � 1.5 Credit Hours (4 weeks)
Under the academic guidance of a faculty member, this course will include live cases presented by current or retired CEOs. �An important feature of the course learning experience for each student will be the formulation of an individual development plan that will focus on key elements of executive leadership.

Term 8

Managing in a Global Economy � 3.0 Credit Hours (5 weeks)
Examines how social, economic, political, and legal aspects of countries and regions affect marketing and management decisions. �Explores strategies for entering new international markets, and establishment and management of international operations and trade.

The Global Business Experience � 3.0 Credit Hours (5 weeks)
Integrates theory and practice through a first-hand examination of the global business environment while participating on a nine-day international business trip (outlined below). �This experiential course travels to international business centers where students visit a diverse set of companies, interact directly with executives and senior managers, and/or meet with government leaders in the host countries.

International Business Experience

All EMBA students participate on an international business trip that provides students with first-hand experience with how business is organized and managed outside the U.S. �During the trip, the class as a group will visit a diverse set of companies, tour factory operations, and interact directly with senior managers at meetings arranged by the program. �Also, students will divide into small groups centered on specific topics they choose to explore in more depth during the trip. �These small groups will have the unique experience of selecting and arranging meetings with the companies and organizations they will visit.

Terms and Courses

Courses: Term by Term
Course Descriptions: Year One
Course Descriptions: Year Two
Specialized Degree Options

Lynette Stephens
You're learning all of these things; your perspective is changing; your knowledge base is deepening; there's just no way around the fact that you're going to be a more robust asset.

— Lynnette Stephens

COO, Major Medical Supply

Executive MBA Class of 2009

Brian Good
This has given me a much broader understanding of finance, the way that we set water rates, why we issue bonds at certain times based on market conditions and the economy, and given just a much better overall perspective of what it means to be a leader in this field.

— Brian Good

Director of Operations, Denver Water

Executive MBA Class of 2009

Bob Sztukowski
There is no other class on campus that these instructors would rather teach than the EMBA program, and they actually compete to be able to teach this program. They know their topic, and they are able to teach it with such a degree of energy and excitement that really gets you engaged.

— Bob Sztukowski

Executive MBA Student

Cindy Brown
I literally in class would pull up my business' QuickBooks accounting system ... so I was applying it instantaneously.

— Cindy Brown

CEO, Blue Moon Works

Executive MBA Class of 2005

I will, from personal experience, tell you that it's one of the best things that you can do not only personally but career wise. You'll come out of this with more options than you ever imagined.

— A.J. Workman

VP Sales, Blue Moon Works

Executive MBA Class of 2005

Richard Wobbekind
Between the group settings and the interactions in class, it is very common that students will tell you they are learning a tremendous amount from other students in the class … we're structuring the program trying to get that interaction.

— Richard L. Wobbekind

Associate Dean, MBA and Executive Programs

Professor of Finance

The small study group experience provided me an opportunity to explore and appreciate diversity in a collaborative environment.  As the Director of Space Systems Program Operations, I implemented this model in a corporate structure when building the operations team to oversee and improve space sensor production performance. The result was a highly creative, effective team and a reduction in overall cycle time and workmanship defects.

— Laryssa Densmore

Director of Space Systems Program Operations, Raytheon Company

EMBA Class of 2000

On entering the program I knew that I would gain great value from the financial analysis and accounting classes. One big surprise though was the great practical benefits I obtained from other courses. Halfway through this class, I basically recovered the financial investment in the program by applying a few key marketing principles at my company.

— Everod (Eveready) Samuel

President, Samuel Engineering Inc.

Executive MBA Class of 2002

The CU Executive MBA program was a lot more rigorous, fulfilling, and rich in content than a traditional MBA. There was just no comparison. All of my classmates were intent on getting their education, developing professionally, and opening up new opportunities. After completing the program I took advantage of CU’s dual-degree option to complete a second master’s degree in finance. With the Executive MBA as my core, I was largely able to design my own program.

—Derek Figueroa

Chief Financial Officer, Seattle Fish Company, Denver, Colorado

The most valuable aspect of the program was the confidence it gave me in the leadership of my division. It was great to work with and learn from professors who are active in the 'real world' and well respected across the world.

— Tina J. Valdez

International Chief Information Officer, Vice President Hosted Technology, TeleTech