Chicago Booth | Mr. Mexican Central Banker
GMAT 730, GPA 95.8/100 (1st in class)
Harvard | Mr. Comeback Kid
GMAT 770, GPA 2.8
Harvard | Mr. Billion Dollar Startup
GRE 309, GPA 6.75/10
Harvard | Mr. Overrepresented MBB Consultant (2+2)
GMAT 760, GPA 3.95
Harvard | Mr. Tech Risk
GMAT 750, GPA 3.6
Chicago Booth | Mr. Corporate Development
GMAT 740, GPA 3.2
Wharton | Ms. Strategy & Marketing Roles
GMAT 750, GPA 9.66/10
Harvard | Mr. Bomb Squad To Business
GMAT 740, GPA 3.36
Harvard | Mr. Big 4 To Healthcare Reformer
GRE 338, GPA 4.0 (1st Class Honours - UK - Deans List)
Foster School of Business | Mr. Corporate Strategy In Tech
GMAT 730, GPA 3.32
IU Kelley | Mr. Advertising Guy
GMAT 650, GPA 3.5
Duke Fuqua | Mr. IB Back Office To Front Office/Consulting
GMAT 640, GPA 2.8
Yale | Mr. Lawyer Turned Consultant
GMAT 730, GPA 3.7
Chicago Booth | Mr. Whitecoat Businessman
GMAT 740, GPA Equivalent to 3(Wes) and 3.4(scholaro)
MIT Sloan | Ms. Digital Manufacturing To Tech Innovator
GMAT 720, GPA 3.4
Cornell Johnson | Mr. Healthcare Corporate Development
GMAT 740, GPA 3.5
Columbia | Mr. Developing Social Enterprises
GMAT 750, GPA 3.75
Rice Jones | Mr. Tech Firm Product Manager
GRE 320, GPA 2.7
Yale | Mr. Education Management
GMAT 730, GPA 7.797/10
Columbia | Mr. Neptune
GMAT 750, GPA 3.65
Darden | Ms. Education Management
GRE 331, GPA 9.284/10
Columbia | Mr. Confused Consultant
GMAT 710, GPA 3.2
Harvard | Ms. 2+2 Trader
GMAT 770, GPA 3.9
Harvard | Mr Big 4 To IB
GRE 317, GPA 4.04/5.00
Stanford GSB | Ms. Engineer In Finance – Deferred MBA
GRE 332, GPA 3.94
UCLA Anderson | Mr. Second Chance In The US
GMAT 760, GPA 2.3
Harvard | Ms. Big 4 M&A Manager
GMAT 750, GPA 2:1 (Upper second-class honours, UK)

Thunderbird Leaders Get Bad News

Thunderbird loses ground in new P&Q ranking for 2013

Thunderbird loses ground in new P&Q ranking for 2013

A highly controversial partnership between the Thunderbird School of Global Management and for-profit education player Laureate Education Inc. hit a snag yesterday (March 15).

The Higher Learning Commission, an accreditation agency, declined to extend Thunderbird’s accreditation to the proposed joint venture for undisclosed reasons. Approval by the commission is necessary for its students to qualify for federal student loans and grants.

Critics of the deal, including a sizable portion of Thunderbird’s alumni, are likely to see the accreditor’s decision not to extend Thunderbird’s accreditation to the joint venture as a victory of sorts because they have been vehemently opposed to the hook up. But Thunderbird has said the deal is badly needed to help the troubled school’s financials.

THUNDERBIRD’S LOSSES MORE THAN DOUBLED LAST YEAR TO $8.7 MILLION

Thunderbird lost $8.7 million in fiscal 2013, more than twice as much as it had lost a year earlier. An early pioneer in creating a truly global MBA education, the school’s distinctiveness has been greatly diminished as other business schools have become more international. Applications to the school’s flagship MBA program have plunged by nearly 75% in the past 15 years.

The decision puts into jeopardy the deal between Thunderbird and Laureate which would have provided Thunderbird with a cash infusion of nearly $52 million for a sale-leaseback of the school’s Glendale, Ariz., campus. The partnership would allow Laureate to leverage the Thunderbird brand at its for-profit campuses around the world.

The ruling by the accreditation agency was first disclosed by The Wall Street Journal which reported that Thunderbird officials issued a brief statement to the school community. “Thunderbird is continuing conversations with HLC,” said Thunderbird President Larry Penley and Board Chair Ann Iverson. Trustees, they said, are also “exploring various strategic alternatives, including models of collaboration with Laureate,” to address the concerns of the accreditation agency.

The Journal reported that the school didn’t say what those concerns were, nor did the HLC’s notice indicate why its own board voted against the agreement.

DON’T MISS: THUNDERBIRD: ‘A LAUGHING STOCK’ or THUNDERBIRD: A CASE STUDY IN ORGANIZATIONAL DECLINE