MIT Sloan | Mr. Low GPA Over Achiever
GMAT 700, GPA 2.5
Chicago Booth | Ms. Start-Up Entrepreneur
GRE 318 current; 324 intended, GPA 3.4
Berkeley Haas | Mr. Wake Up & Grind
GMAT 700, GPA 3.5
Harvard | Mr. Nonprofit Social Entrepreneur
GMAT 740, GPA 3.7
Stanford GSB | Ms. East Africa Specialist
GMAT 690, GPA 3.34
Darden | Mr. Fintech Nerd
GMAT 740, GPA 7.7/10
Harvard | Mr. Improve Healthcare
GMAT 730, GPA 2.8
Stanford GSB | Mr. Minority Champ
GMAT 740, GPA 3.7
Duke Fuqua | Ms. Health Care Executive
GMAT 690, GPA 3.3
NYU Stern | Mr. Low Gmat
GMAT 690, GPA 73.45 % (No GPA in undergrad)
N U Singapore | Ms. Biomanager
GMAT 520, GPA 2.8
Stanford GSB | Mr. Indian Telecom ENG
GRE 340, GPA 3.56
Harvard | Mr. 1st Gen Brazilian LGBT
GMAT 720, GPA 3.2
USC Marshall | Mr. Ambitious
GRE 323, GPA 3.01
Harvard | Mr. Merchant Of Debt
GMAT 760, GPA 3.5 / 4.0 in Master 1 / 4.0 in Master 2
Tuck | Ms. Nigerian Footwear
GRE None, GPA 4.5
Stanford GSB | Mr. Low GPA To Stanford
GMAT 770, GPA 2.7
Berkeley Haas | Mr. 360 Consultant
GMAT 720, GPA 3.4
Berkeley Haas | Mr. Low GPA High GRE
GRE 325, GPA 3.2
Darden | Mr. Senior Energy Engineer
GMAT 710, GPA 2.5
Chicago Booth | Mr. Finance Musician
GRE 330, GPA 3.6
NYU Stern | Mr. Hail Mary 740
GMAT 740, GPA 2.94
Harvard | Mr. London Artist
GMAT 730, GPA First Class Honours (4.0 equivalent)
Harvard | Mr. Professional Boy Scout
GMAT 660, GPA 3.83
SDA Bocconi | Mr. Pharma Manager
GMAT 650, GPA 3,2
Kellogg | Mr. Young PM
GMAT 710, GPA 9.64/10
Wharton | Mr. Indian VC
GRE 333, GPA 3.61

Doximity: MD/MBA Launches Healthcare Revolution From Harvard Business School

The Doximity app in action

The Doximity app in action

Doctor Doximity is in – and he’s got $82 million in his pocket. Also, he’s taking over the country. This year, Poets&Quants‘ No. 10 MBA startup is a company launched from Harvard Business School that owns the hottest app in the history of medicine: Doximity.

Since going operational in 2011, Doximity has pulled in doctors at an astounding rate. More than half the physicians in the U.S. are now members, using the app – mostly via phone – to exchange patient information, consult and network with other doctors, advertise for consulting work, document their continuing medical education to satisfy professional requirements, and even send and receive the faxes that remain ubiquitous in medicine as they vanish from most other industries.

It was late 2009 when Nate Gross, an Emory medical student who’d taken time out from his program and was just starting an MBA at HBS, met Jeff Tangney, a former Goldman Sachs investment banker who had co-founded massively successful online clinical-reference service Epocrates. Tangney had been invited to HBS’s annual Cyberposium technology conference that Gross was helping to organize.

“We met there and hit it off and discussed many ideas that the founding team of Doximity has since built into the product,” says Gross. Tangney would become Doximity’s CEO.

TOOK LEAVE FROM MED SCHOOL TO GET AN MBA

Nate Gross leveraged his Harvard MBA experience to launch a successful startup

Nate Gross leveraged his Harvard MBA experience to launch a successful startup

Gross was nearly finished with med school when he took leave to come to Harvard. While some students take dual-degree programs in business and medicine, that typically cuts the electives out of the MBA, and Gross wanted the full package.

If anything, his MBA journey is a case study of how a student can leverage the resources of a business school to successfully launch a hot startup. Gross reaped tremendous rewards from the HBS electives. Professor Michael Porter’s course on value-based healthcare gave him an “early glimpse” into a major shift in U.S. healthcare toward improving health by emphasizing outcomes over cost, and making patients’ records available to all the doctors who treat them – the latter being a goal that would help drive the creation of Doximity.

Through a healthcare entrepreneurship class taught by Bob Higgins and Richard Hamermesh he began to understand “the sheer complexity in launching a healthcare business,” he says. “In healthcare, the people who use your service are not always the people who benefit from the service, are not always the people who pay for the service, are not always the people who make the decision to purchase the service. That course helped me to recognize . . . what we would need to do to succeed in that space.”

In his Launching Technology Ventures course, Gross learned about lean startup development, establishing and building competitive advantage, and “how to analyze opportunity and succeed in an uncertain environment,” he says.