When Silas Ifeanyi came to the University of Waterloo to pursue a Master’s in Mechatronics Engineering, he was already an experienced engineer with degrees in Physics and Mechanical Engineering and industry experience in R&D automation. But what truly set Silas apart was his deep-rooted interest in entrepreneurship and leadership; two qualities he would refine in unexpected ways through a course at the Conrad School of Entrepreneurship and Business.
“I’ve always had an interest in entrepreneurship,” Silas explains. “I’ve run businesses, been part of startups in MedTech and education, and have always enjoyed organizing people toward a goal.” That natural instinct for leadership is what drew him to BE 600: Management and Leadership, a graduate course offered at the Conrad School.
Taught by Dr. Marc Hurwitz, the course dives deep into soft skills that are critical for any leader: communication, negotiation, and interpersonal dynamics. For Silas, BE 600 was transformative. “The negotiation component was a game-changer. Learning how to align values and interests for a win-win outcome—that stuck with me. So did the concept of ‘followership’ and understanding how to lead by truly understanding the people you serve.”
Dr. Hurwitz adds "I make the course pracademic, both academically rigorous but with real-world applications. As well, it's truly cutting edge - while most leadership theory is rooted in the 20th century, the integration of leadership with followership is a uniquely 21st century perspective. And when it impacts a student's personal life in a positive way, as it did with Silas, that's what Conard is all about."
Silas was one of those deeply engaged students every professor is hoping to have. He was as much a credit to himself as the other students. Silas was not only a strong student, but an excellent peer. And now he's also an accomplished mentor.
Those lessons aren’t just theoretical for Silas. Now serving as an Engineering Educational Developer at the Pearl Sullivan Engineering IDEAs Clinic, he leads up to 11 co-op students every term across 20+ projects, helping them build skills in innovation, automation, and industry collaboration. And BE 600 shows up in his day-to-day leadership: “I now start projects by listing every stakeholder’s interests—just like we did in class—and I use that framework to build plans that make sense for everyone.”
One assignment that stood out to Silas was the "personal operating manual” where students were asked to describe their leadership style and communication preferences. “It was eye-opening,” he recalls. “I’d never had to articulate those things before. Now I make a point of being super clear with peers and students about how I work and how they can work best with me.”
At the IDEAs Clinic, Silas helps students engage with real-world innovation through challenges sponsored by industry leaders like Toyota and Magna. The clinic supports hackathons, workshops, and hands-on training that bridge the gap between engineering education and entrepreneurship.
“It’s a leadership sandbox,” he says. "Because we get a new group of co-ops every four months, I have the opportunity to experiment with different leadership styles and approaches. It’s been a valuable way to fine-tune how I lead, adapt, and support students across projects.”
Beyond project management, Silas focuses on teaching students how to take on real-world challenges and—when there's potential—guides them toward commercialization opportunities. “Sometimes we even connect them to Velocity if there’s a viable idea,” he adds.
That integration between technical work and entrepreneurial thinking is something Silas is deeply passionate about. Currently pursuing a PhD in Nanotechnology Engineering, he’s developing a scalable infrastructure for nano-thin film manufacturing; a technology that could power everything from flexible solar panels to sustainable packaging. He’s also working on projects in medical diagnostics and equitable engineering education, with the goal of creating low-cost, hands-on kits for underserved communities.
Entrepreneurship, to me, means recognizing real needs and solving them sustainably. And BE 600 helped me build the tools to do that thoughtfully and effectively.
Looking back, Silas credits much of his growth to his time at the Conrad School and the broader University of Waterloo ecosystem. “The interactions I’ve had at the Conrad School have disproportionately shaped my leadership abilities—I find myself quoting BE 600 more than I’d like to admit,” he laughs. “This has been an incredible environment to test ideas, grow as a leader, and push innovation forward.”
