Daniel Mangion on mentorship and supporting the next generation

Daniel Mangion is an MBA alum and Chief of Staff who has experienced WBS mentoring from both sides, first as a mentee, and now as a member of the WBS Global Mentoring Advisory Board. With a career spanning technology, business leadership and organisational transformation, Daniel's current role sees him working across teams, aligning priorities, leading governance discussions and contributing to areas including innovation, technology direction and marketing.

We spoke to Daniel about what drew him to mentoring, what makes WBS mentoring distinctive, and the lessons he hopes to pass on.

What inspired you to get involved with mentoring at WBS?

“I joined because mentoring has played an important role in my own growth, both formally and informally. I was initially involved mostly as a mentee, particularly during Covid, before becoming part of the advisory board. That experience shaped how I think about what mentoring really offers: the understanding that comes from talking to someone and genuinely trying to see their point of view, meeting different people and learning how to receive their perspective.

“I also felt it was a practical way to give something back to WBS and support students as they navigate career choices, leadership challenges and professional development. Mentoring is valuable because it creates space for honest reflection, practical guidance and meaningful connection between people at different stages of their careers.”

What do you think makes WBS mentoring unique?

“It draws on the breadth and quality of the WBS global community. It gives students access to alumni perspectives that are practical, diverse and grounded in real professional experiences across different sectors, countries and career paths.

“The most memorable part of studying my MBA was learning alongside people from very different cultures and professional backgrounds, including both alumni and professors. Those conversations often challenged my assumptions and helped me see leadership and business problems from angles I would not have considered on my own. This is what I hope to give back through mentoring with WBS.”

Can you tell us about your background and what drew you to WBS?

“My background is in technology, business leadership and organisational transformation. Earlier in my career, some of my biggest assignments involved work in smart utilities, including a project with IBM in 2012 that really formed me as a professional. Over time I moved into business intelligence and analytics, working across industries from pharmaceuticals to distribution, before making the decision to do the WBS MBA to consolidate everything. I even centred my dissertation on a case study of the NHS, one of the most complex organisations to understand.

“I chose WBS because I wanted an MBA that would challenge my thinking, broaden my international perspective and help me become more effective in leading across complex business and technology environments.”

What has WBS given you that you still draw on today?

“WBS strengthened my ability to think more strategically about leadership, organisational change and decision-making. It also helped me become more reflective about the wider impact of business decisions on people, culture and long-term performance, the operational, human, and commercial impact.

“Meeting the cohort and learning from all the different points of view, that was the number one thing. The MBA team are phenomenal. The learning you get from really listening to colleagues who are more experienced than you, seeing how they make theory meld into practice, you never forget that. I cannot stop advocating for people who tell me they want to do an MBA: go there, because I know what it means.”

What makes a successful mentoring relationship?

“The empathic part is what you really have to train. You have to put your feet into their shoes and try to walk the same path, because sometimes mentees don't say everything directly, and you have to work your way around that."

What advice would you give to those currently studying their MBA?

“I would encourage current students to engage fully with both the academic and human side of the experience. The greatest value often comes from applying the learning to real challenges, listening carefully to peers and remaining open to having your views tested. The value of the MBA grows when you actively ask better questions and reflect.”

What are your hopes for the future, both in your career and through mentoring?

“I want to continue building wisdom and developing as a leader who can connect strategy with practical delivery, particularly in technology-led organisations. As part of my role on the advisory board, I hope to help ensure that mentoring is accessible and genuinely valuable for both students and alumni -  representing the perspective of those who want to support the next generation of WBS students.”

Interested in mentoring and/or volunteering with WBS? Find out more here.