Open Enrollment Courses

In only four or five sessions, you can develop your professional network and skill set.

The Sacred Heart University has created leading edge courses and programs designed to support businesses in achieving their strategic goals in a rapidly changing and knowledge-driven global economy.

All seminars offer practical ideas and relevant knowledge grounded in cutting-edge research and real-world experience. You will benefit from our extensive experience working with today’s worldwide industry leaders and the growing ventures that will become tomorrow’s leading innovations.

  • COST: €950 / SEMINAR
  • 4 WEEKDAY SESSIONS, 6:30 PM - 9:30 PM


Management Electives

Blockchain & Big Data


The course aims at providing a hands-on introduction to blockchain, distributed ledger and crypto-currencies. The course will address three major topics: 1) Use cases for blockchain technologies in supply chain management and payment systems as well as tokenization of assets. Secondly, the course will detail how blockchain technology is implemented using different programming frameworks (Ethereum and Hyperledger). The third topic is the design of payment architectures based on blockchain. More specifically, the class will focus on the Interledger protocol developed by Ripple as a key element to achieve global interoperability.

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Radu State

Building Innovative Brands


This two credit course aims to provide students a better understanding of what Innovation Management is about. It will guide students through the entire innovation process, from invention disclosure up to successful commercial transformation. Open innovation and co-development strategies will be included. Likewise, strategies for protecting and licensing of intellectual property. During the course students will be divided into groups to simulate an Innovation Camp. The teams will receive group assignments to perform typical tasks brought forward in corporate innovation management. The teams will be professionally guided through the challenges on their journey to bring their virtual employer to the next level of evolution. The group assignments will give the students a real experience of the challenges to be fulfilled. Experiences, questions and obstacles on the journey will be discussed in course and accomplished by the practical experience of the two professors. Though it remains intellectual rigorous, providing theoretical background when needed and keeping a critical approach to the tools and techniques commonly used by professional practitioners.

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Guido von Sheffer

Digital Transformation


This course aims to provide a better understanding on trending digital technologies and how best to be integrated into existing businesses. Improving internal processes and increase touchpoints with customers. The class is divided in two parts. Firstly, we provide an overview of new technologies, how they work, and present tools that can be used by non-experts. Three major themes will be covered: Data Analytics, Artificial Intelligence and Blockchain.

Secondly, we will review two to three traditional companies from different sectors and present their activities. The aim being to adopt digital technologies that will enable them to substantially transform and benefit their businesses. Benefits may be realised all along the value chain and can range from simple cost and efficiency savings to the creation of new sources of revenues due to a reassessment of the existing business model. You will be equipped with the analysis and innovation management tools enabling them, to develop in small teams, scenarios for a digital transformation of the business of their choice.

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Raphaël Frank, Ph.D., M.Sc.

Gaston Trauffler, Ph.D.

Human Resources &
Career Development


Chief executive officers (CEOs) often say that “people are their company’s most important asset,” and that it is the strength of their work force that will carry the company through tough times. On the other hand, executives are taught that “cash is king” – especially in a business downturn. So what should business leaders do in the face of the current economic crisis? Should they focus on maintaining cash or people? What should they make their top priority? Are People a real source of competitive advantage? What is the role of modern People Management in this respect? This course will present how to organize people strategically across the value chain. Specifically, the
following aspects will be covered: Background and origins of people management, from personnel to HR management, engagement, maps and models of HRM, measuring the impact of HRM, HRM and the job market, international perspectives, organizational structures (HR in small vs. large orgs), strategy and HRM, resourcing strategies, talent management, employee selection, performance measurement,
reward systems, HR development

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Julian Troian

International Business Strategy


This one credit course aims to sharpen your knowledge of international business leadership. Skills that make a player successful in his domestic market may be the very reason for failure when approaching international clients. Success in global markets today is mainly about cross cultural skills, true flexibility and personal capacity to navigate the complexities of multidimensional foreign markets. Adapt your knowledge to quickly understand a multicultural situation will make the difference abroad, sometimes even more than your value proposition. In order to make those leadership competences a natural reflex, we will together gain new perspectives and expertise, benchmarking your individual management style against practical business cases from around the world.

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Benjamin de Seille

Luxembourg Labor Law


This course provides participants with an introduction to Luxembourg labor law by the means of the current main challenges facing the world of employment such as work life balance, the use of IT at work, the supervision of employees, the future of the employment relationship etc. The course also focuses on various discussions amongst the students based on articles regarding the above mentioned issues. During the last class there will be oral group presentations based on labor law cases and for which the students will be graded.

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Guy Castegnaro

Managing Change


“Examines the strategy and techniques for successfully introducing and managing change in organizations. Explores power, influence, leadership, motivation, and communication in the change process, as well as organization development, organizational learning and innovation management. Student teams develop a framework for recognizing factors that influence change and a process map to manage change effectively.” Prerequisite: WGB521 or permission

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Esther Celosse



“In Business as in life, you don’t get what you deserve you get what you negotiate”
Chester L. Karrass
You negotiate every day. Your negotiation skills determine what time you go for lunch with colleagues, when to have a department meeting, your salary and compensation, your portfolio of responsibilities, the terms of an acquisition or the strategy of your company. How other people feel when negotiating with you also has a significant impact on the quality of your future relationships. In summary, your negotiation skills are a key factor for individual and organizational success. This course is designed for managers who have the analytical skills to discover optimal solutions to business challenges seeking to further develop their negotiation skills to get these solutions better accepted and implemented.

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Entrepreneurship & Intrapreneurship


Government, NGOs and philanthropy together have not been able to address the system failures that have led to pervasive societal and environmental challenges of today. The private sector is invariably implicated in both the creation of the problem set—and the solutions.
A global movement of impact economics addressing ‘Triple bottom line: People, Planet, Profit’ is driving the growth of new business and innovative business models, leveraging market forces to drive positive change.
Social innovation addressing societal challenges can come from any individual or institution alike.
Harnessing the power of entrepreneurship to address societal problems has created a new breed of change-makers: social entrepreneurs. Using the mindset of entrepreneurial thinking to tackle problems as opportunities, these mission-driven entrepreneurs are creating a global buzz through their inspirational stories.
The development of social ventures has created international attention and evolved into cross-sector collaboration with companies, investors and an engaged public sector. They have stimulated new forms of financing such as venture philanthropy and impact investing—seeking financial returns alongside measurable social or environmental returns.
Students in the course will learn about the key trends in the Impact Economy and specifically how social entrepreneurs are actively designing and co-creating solutions for the most pervasive societal failures. We will explore how financing and support structures have developed alongside these innovative and impactful structures.

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Hedda Pahlson-Moller

Organizational Psychology


Organizational psychology is the application of psychological theories to work environments aiming to improve organizational outcomes such as performance, satisfaction, health and well-being. This course will explore human behavior in the workplace including potential “spillover” effects on/from other life domains such as family and friends. The course modules introduce psychological concepts driving human behavior and their organizational applications for you to become a more effective leader for your Self and others.

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Project Management


You will learn a project management approach which links with the Project Management Framework, Processes and Knowledge Areas as used in the PMBOK Guide of the Project Management Institute. We look at the soft skills needed to manage a project, focusing on potential obstacles, thus enabling participants to avoid, anticipate or manage these. The approach is pragmatic, all concepts will be systematically translated into concrete applications and integrated in participants’ professional context. A wide variety of didactical tools will be used, respecting David Kolb’s experiential learning cycle. Followed by a delivering of a final assignment and possibly applying for the CAPM® Certificate exam.

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Esther Celosse

Supply Chain Management


The supply chain management module addresses opportunities and operations for ensuring alignment of the Supply Chain with business strategy for namely delivering a more efficient, faster and more flexible product development, manufacturing, quality assurance, delivery, servicing and continuous improvement processes. We will dive deeper into some SCM concepts and practices and also explore areas around SCM transformation and digitization for delivering more value across the value chains.

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Pedro Faria

Turnaround Management


Turnaround management can be defined as a process dedicated to corporate renewal. It uses analysis and planning to save troubled companies and returns them to solvency, by identifying the reasons for failing performance, and rectifying them.

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Claude Faber

Finance Electives

Advanced risk Management


Students will become familiar with financial risk assessment and management and the regulations applicable for financial institutions. They will learn how important market participants, such as banks, insurance companies, pension funds, mutual and hedge funds, are looking at risk measurement and management. Risk mitigation strategies are explained.
Various risk types such as market risk (interest rate risk, currency risk, etc.), credit risk, operational risk, systemic risk are covered and risk management strategies and instruments are analysed. Recent risk management topics such as counterparty credit risk for derivatives, central clearing and collateralization will be covered.
International regulations (Basel I-III) are studied in their historical development as well their most recent modifications aiming to prevent further financial crises.
The rapidly growing relevance of Environmental, Social and Governance (ESG)-related risk factors for the assessment of investment opportunities will be laid out, with due account of the latest developments (legal foundations, methodological aspects) in this dynamically evolving area.
Throughout the course case studies will put the theory learned into practice.

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Guy Ertz

Marcin Stamirowski

Behavioral Finance


The objective and purpose of this course is to provide an in-depth discussion of the modern de-velopment in behavioral finance. Both theory and empirical evidence will be discussed. We will review the decision-making process along with the different biases and paradoxes that go with it, learn about the major theories (Prospect Theory and SP/A Theory), study the formation and burst process of speculative bubbles, and introduce the so-called Behavioral Portfolio Theory (BPT).

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Nicolas Martelin, Ph.D., MBA, Adjunct Professor, SHU Luxembourg
Nicolas Martelin

Corporate Finance


Corporate Finance expands upon the principles and techniques of financial management to apply the concepts of the maximization of firm value, the time value of money, marginal cash flow analysis and risk to a range of financial management decisions including financial forecasting, valuation, capital budgeting, the determination of the costs of capital, optimal capital structure, distribution decisions, mergers & acquisitions, and project financing. The course engages students to actively apply concepts and techniques relating to the above areas through the extensive use of case studies. Students will be designing financial models in Excel to analyze problems and will be asked to explain their results and decisions during class discussion. Both quantitative and qualitative strategic considerations will also be debated. The importance of looking beyond the numbers will be emphasized throughout the course. Special attention will be played to the identification of key value drivers, justifying and questioning assumptions, conducting sensitivity analysis, and doing what managers do: making-, explaining-, and defending decisions.

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Credit Risk


The complexity of the global financial system makes understanding risk management essential for anyone working or planning to work in the financial sector. As the real economy is also exposed to financial risk, risk management has become more important to non-financial corporates and institutions This course will cover in particular credit risk. It will constitute a comprehensive coverage of topical credit risk related issues: credit risk rating, credit risk measurement and credit risk mitigation techniques. It will cover both single-name credit and multi-name credit. Throughout the course case studies will put the theory learned into practice.

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Jean-Marie Magnette

Private Equity & other Alternative Asset Classes


This course provides an overview of and discusses the details of different alternative asset classes. Different types of alternative assets, such as Private Equity, Venture Capital, Real Estate, Infrastructure and Private Debt, their strategies, actors and structures applied are presented in this course. A general overview including but not limited to fundraising, typical transactions valuation, value creation, exit strategies and tax structuring will be followed by individual in-depth lectures on different asset classes. Practitioners such as fund managers, lawyers and auditors will be participating in the course and give a first-hand insight into their activity. The course is conceived as more detailed discussion of the alternative asset universe. It targets specifically financial sector professionals in Luxembourg with an aim to develop in alternative assets and Private Equity in particular, but it can as well provide a sound basis for anyone who aims to start a career in Private Equity and alternative asset classes. It can also be attended by SHU students who want to expand their understanding already built up in the overview course for Private Equity.

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Gunter Fischer

Jens Hoellermann

Resilient Portfolios


The idea behind this course is to convey some simple decision rules for investing money in the short-term while keeping an eye on the long-term objective of a portfolio. We will try to examine under which conditions a sequence of short-term decisions may lead to the satisfaction of a long-term investment objective, such as retirement. We will rely upon samples of readable texts from well-known short-term market viewers such as editorials from the FT or Market Perspectives presentations from well-known Market Strategists. We will also look into long-term issues, such as financial planning for retirement purposes in light of the behaviour of stock and bond markets over a 20 year period.

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Portfolio Management


The objective and purpose of this course is to provide an in-depth discussion of the modern development in investments and portfolio management. Both theory and empirical evidence will be discussed. We will also learn insights from the latest findings in behavioral finance and how to incorporate them in the management of a portfolio.

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Nicolas Martelin, Ph.D., MBA, Adjunct Professor, SHU Luxembourg
Nicolas Martelin

Marketing Electives

Digital Marketing (Online Class)


The aim of the Digital Marketing Course is to introduce students to various digital channels, their advantages and ways of integration, including inbound, outbound, social media and mobile marketing. The application of the knowledge, skills and competences acquired will help future managers in creating digital marketing plans to manage a digital marketing performance efficiently.

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Intro to Digital Marketing


This course is designed as an introduction to the rapidly evolving world of Digital Marketing. Changes in consumer and buyer behavior, key technologies, opportunities and problems as well as tactics associated with incorporating digital into a firm’s marketing strategy are examined. Throughout the course, students will explore digital marketing capabilities, processes and tools from a hands-on perspective.

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Juho Wallenius, M.S., Adjunct Professor of Marketing, SHU
Juho Wallenius

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