“I understood that the role has fundamentally changed. I wanted to pursue a true leadership role and be an inspiring, innovative leader rather than a day-to-day people manager.”
"During my time at a music start-up, I realised that my background in psychology and journalism was perfect for tech user research and digital product development. It really was a perfect niche.” A decade later, Raya Raycheva leads global user research at Simply Business, a digital insurance broker in the UK and US, where she translates deep customer insights into digital products that meet user needs while driving business results.
“It’s very varied, very high pace, and very impactful,” she says of her current role. Leading a research team, she balances informing tactical product decisions with shaping long-term strategy. She adds that the rapid pace of technological change adds another layer of challenge and opportunity, keeping her role dynamic and engaging.
Having reached her leadership position on strong technical expertise and informal coaching, she realised her previous experiences were no longer enough to propel her to the next level. Returning from maternity leave reframed her professional identity at the same time; with a new environment and a renewed sense of potential, Raya was ready to tackle a significant challenge.
INSEAD’s reputation caught her attention, but the High Impact Leadership Programme curriculum stood out. “It felt like a direct match— practical tools, frameworks, and structures that moved from understanding the organisation, through the team, to the individual. It was tangible and addressed the exact challenges I was grappling with at the time.” She also appreciated the global nature that INSEAD prides itself on, which reflected the diverse and multicultural environment in which she leads.
It felt like I had lived five lives in those five days.
An introductory session the evening before the programme allowed participants to connect, making the first day feel far less daunting. By the end of the week, however, the experience had intensified in ways she hadn’t anticipated. “In theory, I understood the programme design,” she reflected. “But in practice it was impossible to appreciate how effectively designed it was until I’d gone through it myself. The flow from theory to activities, from larger groups to smaller groups, and down to one-on-one work; it all built layer by layer.”
A few notable sessions stand out; she shared of an organisational simulation where her natural instinct to analyse details was challenged. “I was really frustrated because I naturally wanted more information, yet the exercise was designed to force us to move quickly, assess risks and make decisions with the information we had available — situations that are common in business,” Raya recalled, ceding that despite her uncertainties her team achieved the highest scores. “I often think about that simulation when I catch myself slipping into analysis paralysis.”
The diversity of the cohort played a key role in her learning. “My natural instinct as a researcher is to listen, absorb, and debate. Despite our cultural differences, the common threads in leadership challenges quickly became clear.” A standout moment for her was a session on hidden assumptions. As her peers worked through the exercise, she noticed the atmosphere shift — growing quieter with each question, yet more charged with realisation. It was a powerful example of the programme’s ability to spark both personal reflection and a shared sense of discovery.
A role-playing exercise laid bare her instincts in people management, highlighting behaviour traps she speedily corrects in her leadership. That theme of self-discovery peaked in the one-on-one coaching session. “I’m a sucker for self-discovery — I live for that. My coach was a perfect match and connected everything: from the pre-programme work to her observations during the week, to our final conversation. I’m still processing the feedback.” She admits with a smile that the session also pushed her to tears. “It was the good kind of cry. It hit on things I had been avoiding and needed to confront, so that I could bring them into how I present myself professionally.”
The results in her workplace have been clear: high engagement, strong customer outcomes, and positive feedback.
Just months later, during her annual three-day team offsite in London, she modelled the agenda on the programme’s structure. She even adapted specific exercises, including a powerful session on power and influence, which her team found especially valuable.
Beyond tangible gains, the biggest impact has been more personal. She laughed as she recalled telling colleagues: “I went on a business school leadership programme and came back with ‘aha’ moments of my childhood.” She sees a clear shift in her approach to leadership. “I used to be very linear. The programme broke me out of that. Now I’m more creative, more willing to think outside the box, and I even surprise myself with how I approach different situations.”
For those considering the High Impact Leadership Programme, her advice is clear: be prepared to go all in. “It’s an intense and immersive experience — from the pre-work to the long days, to the homework each night. You need to be at a point in your life where you’re ready to fully participate.”
You are not here just to tick a box. The real gains come when you are willing to engage on a personal level, to unpack why you are the way you are, and how that shapes you as a leader.
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