Dr. Neeraj Sharma is the Director of SBPI, BM Group of Institution. He holds a B.Pharm., an M.Pharm., and a PhD in Pharmaceutical Sciences. With more than two decades of work experience, Dr. Sharma has been working in academia since 2008 in various capacities. Some of the institutes he has worked at are the Ujjain Institute of Pharmaceutical Sciences, the Institute of Pharmacy, the Pacific College of Pharmacy, and the IPS Academy College of Pharmacy, among others.

Dr. Neeraj is a member of the editorial board of Current Research in Pharmaceutical Sciences and the Asian Journal of Pharmacy and Life Sciences. He is also a Peer Reviewer for journals like the International Journal of Pharmaceutical Science and Nanotechnology and the International Journal of Green Pharmacy. So far he has published over 30 papers in reputed journals in his area of expertise. He has also authored five books and book chapters on pharmaceuticals. Dr. Sharma also attends workshops and conferences to present papers and has guided four postgraduate students on their theses.

SBPI BM College

What are the key factors that keep you connected with the education sector? 

Continuous learning and upgrading skills are essential to keeping up with the latest trends. My interests are in research and teaching. Since completing my doctorate, I have worked in the field of education. Teaching kids is only one aspect of my job as an educator; I also need to stay current on trends and keep my skills sharp. I enjoy doing all of these, which is why I am an educator today.

Being the Director of SBPI College, what is your philosophy of leadership? How would you describe your leadership style?

I hold myself and my team accountable, and I support moral decision-making and honesty in leadership. In general, my leadership style is focused on fostering a supportive workplace environment that encourages cooperation, inclusivity, and accountability for attaining our shared objectives. I try to be available for faculty members, staff and students and listen to their worries.

Being the Director of SBPI College, how do you strategize about the key programs and plans for the marketing and administration of your school?

While strategizing about the college’s marketing and administration goals, we start out by establishing goals and determining a list of objectives we want to achieve. Each of these are written on a priority basis. It is advantageous to have the assistance of your administration and other departments in order for them to concur with the long-term and annual priorities you have established. Some schools even go so far as to make agreements with important parties to ensure adherence to the goals and guidelines. Thereafter we determine the resources you can employ this year, and then collaborate with your business office to locate more money the next year to complete the more ambitious objectives of your school marketing plan. We also create a step-by-step plan for each project, include the activities that support it and provide justification for the actions. We make sure to keep our marketing strategy to the point and not a detailed account. We use straightforward tables that list marketing initiatives both generally and for each department, such as the ones I've supplied. Making and implementing a school marketing plan is insufficient; the results must also be measured. With the data gathered we make changes necessary.

How does the curriculum of your Institution ensure the best practice of industry?

We continue to research and innovate on the subjects and topics in our curriculum. Our curriculum combines academic theory, and practical sessions with business’s best practises. To ensure that our students are well-prepared to succeed in academia and industry, we use live projects, real-world case studies, and other instructional techniques. We also take advise from alumni and industry professionals on how we can improve our syllabus.

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Any insights into how your Institution could be more welcoming to students of different races or economic backgrounds? 

Diversity on college campuses creates areas for students to talk about varied viewpoints, and to gain knowledge from classmates who have different backgrounds. It is also conducive to sharing experiences and bonding with each other. Additionally, there are other advantages to cultural diversity in schools and universities, including the opportunity to receive an inclusive education, and to be prepared for global employment prospects. We admit students from all nations and backgrounds for a chance for them to learn about India and for the local students to grow as well.

What do you think your roles and responsibilities to the Institution and the students are?

My duties as the Director of the institute are complicated. I must assume primary responsibility for the student’s education. I make sure to manage the students’ education so that they can be empowered to handle it on their own initiative with self-motivation. It is also my duty to maintain order and attention to detail in the classrooms and show consideration for all other educators.

What do you think should be the Institution’s top priority over the next 10 years? 

Improving the standards of our institution so that it can rank among the world's top institutions is going to be our primary goal over the next ten years. There are a variety of factors that contribute to an institution’s overall ranking, including research output, faculty qualifications, funding, and student satisfaction. One key area that our institute could focus on is increasing their research output and visibility. This could be accomplished by encouraging faculty to publish their research in high-impact journals and by providing funding and resources for research projects. Additionally, we will also work to attract top talent from around the world by offering competitive salaries and benefits packages to attract the best faculty members for our students. 

When you first came to BM Institutions, what was your vision for the group? Has it evolved over time, and how far along in implementing that vision are you? 

When I entered this institution, they were doing well in terms of academics. My focus was to sustain and elevate this level of academics. Besides this, I wanted to develop a good industrial relationship with the institution for better job and internship opportunities. I am currently working on this. My next mission is to develop a research facility and pilot plant on the campus.

What would you like people to know about your Institution they may not know?

Our institute has a pleasant and friendly environment, which is an experience for students to be a part of and a terrific location to work in. We are one of the top pharma schools where students can experience a fusion of academics and industry best practices. In addition to having a world-class full-time staff and visiting professors, we host a renowned leadership series where we invite industry experts and academics to engage with students.

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What do you see as the institution’s greatest strengths?

We have strong academic programmes that are frequently updated to be of high quality. This may involve a number of elements that contribute to this quality, including the caliber of the faculty, the resources offered to students, and the curricular choices. We have several clubs and extracurricular activities that give students the chance to pursue their hobbies and interests outside of the classroom. We are a school that fosters a friendly and inclusive atmosphere for all kids, which might be seen as strong because they have a strong sense of community that includes teachers, staff, and other students. We have up-to-date, modern and well-maintained facilities that give students the tools they need to thrive, including cutting-edge technology, classrooms, and other amenities.

What are some of the biggest challenges you see, both for higher education in general and for your institution specifically?

Teaching in the online mode that started during the coronavirus epidemic is currently our biggest problem. We use technology to conduct our programmes, and like many other institutions, the change from traditional classrooms to online learning has been both difficult and fascinating. To solve this issue, we modified our curriculum. Prior to the start of the academic year, we ran an introduction programme called Term Zero that featured lectures by academics from prestigious universities. Our main obstacle is that we are currently not on campus.

Any suggestions you would like to give to the current youth and the aspiring students?

Learning about "survival of the fittest" is essential for students. They need to overcome the hurdles, quickly adapt, and re skill rather than upskill. Given the present trends, students must pick up new skills quickly in order to prepare for COVID-19 forced modifications or any upcoming shock occurrences.

What are some plans that you’re currently (or will be) designing for international affairs and/or students?

There are plenty of opportunities at our university, but it can be challenging to know where to start or, at the very least, where to go. It is especially difficult when your peers appear to be experts in their fields. I try to assist the students in becoming more self-aware and not relying on others. We want to provide chances for work-integrated learning and expose the pupils to the outside world. We will also promote cooperation and teach them to learn from previous mistakes.

How do you tend to establish a healthy relation and environment in your institute?

Building positive relationships with students will help them feel like they can ask you questions about assignments or challenges. Many of them can appreciate having someone they can trust and rely on. Having open communication and being available to them is one way to establish healthy relations on the college campus.