Harvard | Mr. Soldier Boy
GMAT 720, GPA 3.72
Stanford GSB | Mr. Wedding Music Business
GMAT 710, GPA 3.7
Harvard | Mr. Big 4 Auditor
GMAT 740, GPA 3.55
Harvard | Mr. Software PE
GMAT 760, GPA 3.45
Harvard | Mr. First Gen Consultant
GMAT 710, GPA 4.0 (First Class Honours)
Stanford GSB | Mr. Classic Candidate
GMAT 760, GPA 3.9
Stanford GSB | Mr. MBB/FinTech
GMAT 760, GPA 3.7
Stanford GSB | Mr. Break Into Buy-Side
GMAT 780, GPA 3.6
Wharton | Mr. LatAm Indian Trader
GMAT 720, GPA 3.5
Harvard | Mr. Perseverance
GMAT 730, GPA 3.7
Stanford GSB | Mr. Politics Abroad
GRE 332, GPA 4.2/4.3
MIT Sloan | Mr. Canadian Banker
GMAT 720, GPA 3.7
Darden | Mr. Stock Up
GMAT 700, GPA 3.3
Harvard | Ms. Fintech To Tech
GMAT 740, GPA 3.54
Harvard | Ms. Finance
GMAT 760, GPA 3.48
Stanford GSB | Mr. Unrealistic Ambitions
GMAT 710, GPA 2.0
Kellogg | Mr. Kellogg 1Y
GMAT 710, GPA 3.58
Stanford GSB | Ms. CPA To MBA
GMAT 710, GPA 3.9
Harvard | Mr. Aspiring Elected Official
GMAT 670, GPA 3.8
Ross | Mr. LGBTQ PM
GMAT 710, GPA 3.91
Harvard | Ms. Comeback Kid
GMAT 780, GPA 2.6
Duke Fuqua | Mr. Tough Guy
GMAT 680, GPA 3.3
Harvard | Mr. Fin-Tech PM
GRE 330, GPA 3.5
Rice Jones | Mr. Undecided Direction
GMAT 530, GPA 2.9
Columbia | Mr. Big 4 To MBA
GMAT 710, GPA 3.5
INSEAD | Mr. Future PM
GRE 324, GPA 3.5
Wharton | Mr. Indian Auto Engineer
GMAT 770, GPA 6.08

What Happens When You Apply To Booth

Ahlm says the interview is the candidate’s opportunity to highlight your skills and personality in ways that a written application cannot. Be prepared to discuss your strengths and development areas, but also understand that the interviewer especially wants to get to know you as a person. He or she wants to understand how you can contribute to the Booth community. Ahlm suggests that you review your application before walking into an interview. You should show up early so you have some time to collect your thoughts, dress in business attire and bring a copy of your resume.

“Know how you will want to convey your story, your career plan and your unique goals,” he suggests. “If your goals and motivations are clear, you can expect a lively conversation and lots of good questions by the interviewer. You should also use the interview as an opportunity to learn more about Booth. There will be time at the end of the interview for you to ask your interviewer questions. You should have a few questions ready to find out about the things that are most important to you and your MBA experience.”

Interviewers grade the candidates on the same one to six scale. Once the interview report comes in, the file is then given to another admissions director who has not yet seen it. That person does an assessment of the entire file, deciding whether to admit, deny, or put the decision to a committee of the six admissions directors and Ahlm. “The committee process is an opportunity for us to all take a group of very talented people and sit down as a collective and have a discussion of the merits of the application,” explains Ahlm. The committee meets for two or three days to go over these applications, quickly rendering decisions after a full discussion of the applicant’s file.


All admit and deny recommendations go to Ahlm for final decisions. It’s rare for him to override a recommendation, but every year there are several cases where he may turn a deny into an admit or an admit into a deny. As the only person in the process who reads every application, he is now looking to craft a diverse and varied class of incoming students. “No one is denied until Kurt denies them,” says Kole. “So he never reverses a deny. He has a recommendation from several readers, but he owns that decision.”

An example of a recent decision in which Ahlm effectively overruled a recommendation? Says Ahlm: “I had a candidate that I was looking at the other day. There were elements of the application in which the story wasn’t as tightly knit together as the student and my staff would have liked, but there were elements in the application that suggested to me the candidate had great self awareness and good intellectual curiosity. Maybe the applicant didn’t necessarily understand Booth to the degree that I would have liked. But I saw attributes that jumped off of the application and made me think this person could be really successful here. At the end of the day, we not only want to get people who are very talented. We also want them to fundamentally fit with the culture here.”

What exactly is “fit?” Adds Kole, “You have to be someone who is comfortable making up your own mind and taking ownership for your decisions. That is a critical part of drinking fully from this experience.” That’s because there is only one required course at Booth. Unlike Harvard or Wharton, there is no first-year core curriculum in which you take as part of a cohort of other students. You pick and choose your courses based on your experience and interests.

Martinelli, who was admissions director for more than five years until moving to the overall university’s department of admissions last year, puts it this way: “You come to Booth as an adult. You build and leverage on your past successes. You don’t come in as good. People are like CEOs of their own experiences here. At Wharton, that core could kill you or bore you. Here, you don’t have that. You’re responsible for your education.”

About The Author

John A. Byrne is the founder and editor-in-chief of C-Change Media, publishers of Poets&Quants and four other higher education websites. He has authored or co-authored more than ten books, including two New York Times bestsellers. John is the former executive editor of Businessweek, editor-in-chief of Businessweek. com, editor-in-chief of Fast Company, and the creator of the first regularly published rankings of business schools. As the co-founder of CentreCourt MBA Festivals, he hopes to meet you at the next MBA event in-person or online.