Learning by doing: Tetr’s blueprint for entrepreneurship in the Gulf

At Tetr College of Business, students don’t just study entrepreneurship, they live it. Founded by Pratham Mittal, the school’s hands-on model has drawn ambitious young founders from 50 countries, all learning to launch, scale, and sustain real companies while still in college. Here, Mittal tells us more about how students learn about setting up, running and scaling businesses.

Tell us about Tetr. How do you see your approach to entrepreneurship education setting you apart from traditional models?

Tetr was built as a new blueprint — a place where building businesses is the core pedagogy, because we believe the best way to learn business is by doing business. In practice, this means a cohort of students from 50 different countries literally learn the art of business by launching ventures across seven nations during their four-year journey.

At Tetr, we focus on learning by doing. Students aren’t measured by exams, but by real business outcomes — revenue, customer growth, and scalability. They launch ventures across seven countries, gaining global exposure, while learning from mentors at institutions like Harvard, MIT, Stanford, and Cornell. Our selective, diverse cohorts bring high-caliber talent and entrepreneurial experience, creating a learning environment that mirrors the real world, not just the classroom.

The Tetr model is based on practical application and entrepreneurship, which prepares students to meet the challenges of the rapidly changing global economy. We give students first-hand experiences, opportunities to build solutions to real problems, with access to diverse markets.

With your second cohort now underway, what changes or refinements have you introduced compared to the first, and what have you learned from the inaugural batch of entrepreneurs?

We recently launched our second cohort in Dubai, the class of 2029, which embodies a vibrant group of pioneers demonstrating innovation, resilience, leadership, and adaptability. This cohort brings together 206 students from 50 countries, doubling the size of last year’s inaugural group.

The cohort mirrors global diversity with 34 per cent from South Asia, 26 per cent from Central and Latin America, 21 per cent from the US and Europe, 11 per cent from MENA, and the remainder from Southeast Asia. Female participation stands at 35 per cent, with students from science, economics, commerce, and liberal arts backgrounds.

From our first batch of nearly 100 students, we learned that our “learning by doing” model is gaining traction globally. Some students left offers from top universities like UT Austin and Duke to join Tetr, which validates our approach. Building a multi-country institution from the ground up has been a remarkable learning experience that will help strengthen our programmes for the new cohort.

How does Tetr prepare students to not only launch but also sustain and scale businesses in this competitive landscape?

Students manage real ventures from day one, handling operations, revenue, and customers. Tetr’s curriculum covers scaling strategies, sustainability, fundraising, AI adoption, and navigating regional regulations. Exposure to the UAE ecosystem gives them practical insights into commerce, policy, and culture, while industry mentors help tackle real-world scaling challenges, preparing them to build sustainable, competitive businesses.

For example, in the very first semester, students launch a real e-commerce startup in Dubai with a $10,000 revenue goal instead of a mere grade. They also attend global technology exhibitions such as GITEX and gain mentorship from senior executives at leading startups and access to internships at DIFC.

What unique challenges do you see entrepreneurs in the region facing today, and how does Tetr’s curriculum or mentorship help address them?

Entrepreneurs in the Gulf face challenges such as funding gaps, regulatory complexities, talent shortages, and digital adoption barriers. Tetr addresses these by exposing students to both Gulf and global markets, providing mentorship from experts at Harvard, MIT, NASA, and leading corporations.

Our ventures align with regional priorities in AI, sustainability, and innovation, giving students hands-on experience in solving challenges that matter locally and globally.

Looking ahead, what are Tetr’s ambitions in terms of expanding influence —whether through partnerships, new programmes, or becoming a launchpad for startups in the region?

We aim to strengthen collaborations with UAE government and educational institutions, expand scholarship opportunities, and establish Tetr hubs across the GCC to support entrepreneurship and practical learning. Our alumni network will serve as a launchpad, providing mentorship, access to funding, and guidance for emerging startups.

Ultimately, we envision Tetr as a global platform for Gulf-based entrepreneurs, combining local relevance with international reach. Our focus on entrepreneurship, innovation, and global collaboration aligns with the UAE’s vision of being a hub for talent and economic diversification.

In a rapidly evolving global economy, where AI and digital transformation are disrupting industries, how is Tetr integrating these trends into its teaching?

We’re living through one of the most exciting — and unpredictable — times in business. AI and digital technologies are changing everything, and at Tetr, we’re not just preparing students for that change — we’re putting them right in the middle of it.

Students don’t just study AI in theory —they use it to build things from day one. Whether launching an AI-driven startup, automating business workflows, or experimenting with prompt engineering, they’re constantly applying what they learn. They also gain exposure to global business hubs like Dubai, Berlin, and Singapore to see how different industries and cultures adapt to technology.

We also emphasize ethics, bias, and the long-term impact of automation — because it’s not enough to build fast; we need to build thoughtfully. We want our students to leave Tetr not just ready for the future — they should be able to shape it.

Many business schools focus on theory, but entrepreneurs need real-world problem solving. Can you share success stories from your alumni or current cohort that illustrate Tetr’s impact?

One example is ServeClub, a homegrown brand founded in 2024 by a diverse student team from the US, Cuba, Mexico, Germany, and India. They democratise access to premium sports gear in India, offering USAPA-certified pickleball paddles at roughly half the cost of leading alternatives. ServeClub also secured seed funding from prominent industry figures including myself.

Another is the 8 Billion Project (8BP), a student venture from India, Pakistan, Germany and Myanmar. They launched Peacewear, fashion that celebrates shared cultural heritage and channels proceeds into education for underserved communities. These ventures exemplify Tetr’s ethos: students applying classroom knowledge to create real, socially meaningful businesses.

If we fast-forward five years, what do you envision Tetr’s legacy to be in the Gulf — both as an academic institution and as a catalyst for entrepreneurship?

In five years, we hope Tetr is recognised as a leading global business school and a hub for socially responsible entrepreneurship in the Gulf. Over the next decade, we aim to rank among the Global Top 10 Business Schools. Our alumni will drive high-growth startups, contribute to UAE Vision 2031, and build a strong network of entrepreneurs, mentors, and policymakers, making entrepreneurship a core part of the region’s business education.