Ahmad Nasir

Ahmad Nasir approached his pursuit of dual law and business degrees from Stanford with the same commitment that served him well as a walk-on football player at West Point.

“I was a decent player, but by no means was I a starter,” says Nasir, who was raised in Alaska by parents who immigrated from Pakistan, and who later served as a U.S. Army Green Beret and detachment commander in the Middle East. “But being on that football team taught me resilience, grit, and how to show up. Effort and attitude matter.”

Did you ever consider making the military your career?

I absolutely did. My mentors at West Point were in the special operations community, and I saw the impact they were having in Iraq and Afghanistan. They faced the most complex situations and were strategic leaders. When I graduated, I went to Oxford to do my master’s, and it kept coming to mind: What do I want to do in the Army? How do I want to make an impact? Becoming a Green Beret was always at the top of the list. People say the stereotypical Green Beret is someone who has a PhD and can win a bar fight. I’m short on the PhD, but I’m getting the law degree, and I’ve been in a fight before. I love that there’s this very cerebral part of conflict, national security, and defense.

What appealed to you most about the Special Forces?

We’re there to figure out really complex issues, and it’s up to you as the commander on the ground to find solutions. When I was deployed to Syria, I was given incredible autonomy to do what we needed to do in order to succeed. I loved that. I walked out of that experience thinking that I could see myself doing it forever.

However, I left for that deployment three months after my daughter was born. I have a photo of the day after she was born, holding her in one hand with a laptop on my lap so I could dial into a mandatory airstrike brief. I was about to deploy, and was responsible for the lives of my men and my mission. I missed nine months of her first year of life because of training and deployment. I started to wonder if this was the right career path for me. We knew what we signed up for, but I started thinking about whether this was the right answer for my family. That changed my perspective.

What was the biggest adjustment you had to make during the transition into civilian life?

There’s always a feeling that you’re letting someone down by leaving the military. But the Army goes rolling along. It has incredible leaders, and they will succeed without me. Deciding what was next was the biggest challenge for me. I was in the military from age 18 to 31. I’m now a veteran and can continue to serve in a different capacity. That was an important shift for me. It was not the end of my public service journey. I’m going to find ways to serve in different capacities.

Any cultural similarities between West Point and Stanford GSB?

Both places attract outstanding human beings. You’ll find people of character who care deeply about their goals and are preparing for the future. At West Point, the entire model is built around preparing you to win wars. At the GSB, you’re taught to step into business leadership roles to compete and win in the market. West Point and Stanford GSB produce leaders who are dedicated and committed to achieving at the highest level in their field.

What did you learn at West Point that translated to your experience at Stanford GSB?

West Point was the place I developed my work ethic. I do well in structured environments. I was so disciplined, it established my mindframe for how to approach problems. Doing basic things brilliantly — showing up on time, doing the reading, being prepared for a meeting or class — is something that West Point taught me. West Point also has a liberal arts education. I learned to read fast, write well, and think critically. That baseline has set me up for success in my master’s program and it has helped me achieve at the GSB.

What have you learned at Stanford GSB that you think might be helpful in the military?

At the GSB, the culture is built around entrepreneurship and choosing your own path, finding a problem set, and driving toward a solution. That entrepreneurial mindset is important for military leaders as well. Our special ops units are essentially the entrepreneurs of the military. We’re given wicked problems and told to go figure it out. The skills we learn in GSB classes prepare you to solve the world’s problems.

What convinced you that an MBA and a law degree from Stanford were the missing pieces?

Public service is my North Star, and I would like to get back into the government. My parents are immigrants and always taught me that the United States is the greatest country in the world, and I was lucky to call it home. A core part of my personality and identity is to serve this country. I started thinking about the skills I may need to both take care of my family, have an impact, and then go back to government. I chose to pursue a JD/MBA degree. If you want to legislate, interpret, or execute laws, having a law degree is a very powerful thing. And a business degree will give me the skills to refine my leadership style and understand how to lead a civilian company.

Your most valuable Stanford GSB course so far?

I loved the Strategic Communication class. It’s a storytelling class, and I love storytelling. You share stories and refine your presentation skills. The feedback is very constructive, and you learn how to communicate your key messages and connect with people. You also learn about your classmates and their incredible perspectives and ideas for the future.

What has challenged you at Stanford GSB?

The finance courses have been difficult for me. I’m good at math, but wrapping my head around some of the financial models has been challenging. It takes time and effort. Last year, I thought I would never grasp it all, but now I understand a lot of it. I understand how to evaluate a company. I know how to underwrite risk. With attitude and effort, you can get there.

What did you learn while playing football for the Army that serves you well today?

I was a decent football player, but by no means was I a starter. I was a walk-on. But being on that team taught me how to show up and perform. I didn’t learn a lot of lessons on the field because I never made it onto the field, but I learned about resilience and grit and showing up. My parents taught me there are two things I can control: my attitude and my effort. I will always show up with a positive attitude and give as much effort as I can.

Photos by Elena Zhukova