Meet The Berkeley Haas MBA Class Of 2026

DEFINING LEADERSHIP PRINCIPLES

At the heart of the Haas experience, you’ll fine the Defining Leadership Principles. Think of them as the equivalent to a corporate values statement – with a twist. The Defining Leadership Principles are expectations as much as aspirations, core values that define the culture and guide behavior. They also provide a sense of transparency to the Haas community, with decisions on everything from programming to tenure based on these principles. Even more, the Defining Leadership Principles frames the most important aspects of leadership and guides how students should proceed with their careers and their lives.

Among the Class of 2026, the most popular principle may be “Question the Status Quo”, which Haas defines as “challenging convention” and “championing bold ideas and taking intelligent risks.” Michael Kidd-Phillips jokes that he sees himself as Tina Fey’s character from Mean Girls – “a pusher” who demands the best from others. Hence, “Question the Status Quo” is something he relates to deeply.

“In my eyes, life is about pushing yourself and others to think outside the box, question assumptions, and develop new ideas. It can be challenging to strike a balance between being a motivator and a critic, as you must ensure you’re not just playing devil’s advocate. When I question the status quo, I aim to do so with finesse and brinkmanship. It is important to me that before I try to change something, I fully understand it, and then convince the opposing party that there is a middle ground.”

At its core, the Haas philosophy emphasizes continuous learning in addition to questioning. As a result, students and staff embrace a “Students Always” mentality, defined as a life-long curiosity and pursuit of growth. For Julian Turner, that boils down to self-awareness, understanding his “motivations, fears, passions, and ticks.” Chen-Hsin Lee takes an equally broad view of “Students Always”.

“I believe that adopting a student mentality enables me to stay ahead of changes, embrace challenges, and maintain a willingness to explore, ultimately contributing to a more fulfilling and successful life journey. Maintaining a “student always” mindset has also helped me serve as a humble and inclusive leader, navigating the uncertainties of a dynamic world.”

Humility is a cornerstone of Vicky Fam’s approach to life. As a result, she gravitates towards the “Confidence Without Attitude” principle – which not only elevates modesty, but also integrating data-driven evidence and analysis into supplying the confidence to follow a particular path.

“I have had the privilege of working with great leaders that exemplify this principle and use it to inspire the next generation,” says Fam.  “John, my senior manager, imparted on me the wisdom of “good dudesmanship”—to always help others and be a good person because there is no reason not to be. From Stephanie, my advisor, I learned that women are just as capable as their male counterparts, especially in engineering. Their examples have shown me the power of leading with confidence while maintaining humility and respect.”

The final Defining Leadership Principle is “Beyond Yourself” – a call to push for “the collective good” by “leading ethically and responsibly.” It was this spirit – serving his community in dire times – that enabled Volodymyr Silchenko to personify the “Beyond Yourself” principle.

“While many fled during Ukraine’s 2022 invasion, I chose to stay and transform my restaurant business into a sanctuary for displaced employees (just like me), refugees, and the LGBTQI+ community. Together with my team, we organized over 80 charity events, raising funds for the Armed Forces of Ukraine and provided essential services like shelter, meals, and internet during blackouts and missile shelling. This experience taught me the power of ethical leadership and putting larger interests above my own.”

CLASS PROFILE

This year’s big news at Haas: the class size jumped from 244 to 295 students. As a whole, 35 countries are represented in the Class of 2026, with international students accounting for 38% of the class. Women make up another 42% of the class. Among Americans, underrepresented minorities constitute a 29% share of the class. First generation students and military veterans comprise 15% and 7% of the class respectively, with another 19% being LGBTQ+.

This year’s median GMAT came in at 730, as scores ranged from 690-750 in the 80% band. The average GRE score was a combined 323 between Quant and Verbal. As undergraduates, the class averaged a 3.65 GPA. A quarter of the class majored in Engineering-related fields. Another 18% hold Economics degrees. Business majors make up a 13% share of the class (not counting the 4% who earned degrees in Finance). Social Sciences trails closely behind at 12%, followed by Arts and Humanities (7%), Natural Sciences (7%), Computer Sciences (5%), and Math and Physical Sciences (4%). Professionally, the largest segments of the class hail from Consulting (23%), Tech (21%), and Financial Services (17%).

AN ENTREPRENEUR’S DELIGHT

Historically, the Haas School has ranked among the Top 10 American MBA programs and Top 20 MBA international programs – not to mention boasting elite programs at the Executive and Undergraduate levels. At the full-time MBA level, the Haas School is considered one of the most well-rounded MBA programs. Notably, in a 2024 U.S. News survey of business schools and MBA directors, the school posted Top 10 scores in six disciplines: Management, Marketing, Finance, Business Analytics, Entrepreneurship, and International Business.

The Haas School topped off ranking 4th for Entrepreneurship. This is hardly a surprise considering Haas MBAs produced the 3rd and 7th-highest funded startups of 2024 according to P&Q research. One of the first schools to teach Entrepreneurship, Haas startups benefit from their proximity to San Francisco and Silicon Valley – and the expertise, infrastructure, and funding that stem from it.  The program features over a dozen hands-on entrepreneurship courses, ranging from New Ventur Finance to Lean Launchpad, to help students formulate their strategies and scale their operations. The university also maintains a series of accelerators and incubators such as LAUNCH and the CITRIS Foundry so students can receive space and support while tapping into the area startup ecosystem. Julian Turner, for one, plans to take advantage of Haas’ partnership with Berkeley SkyDeck.

“SkyDeck provides educational resources and funding opportunities to startup teams. Berkeley students are also offered internship opportunities and networking events with SkyDeck companies. As a student, I plan to intern at a SkyDeck startup and build relationships with the advisors. Doing so would enable me to have a strong network in place that I can tap into when I launch my own venture.”

Volodymyr Silchenko points out that Pitchbook ranked Haas as the top school for “creating venture-funded startups. For him, the StEp program is Haas’ biggest asset in the Entrepreneurship space. ”This 10-week experiential program offers UC Berkeley students the opportunity to find co-founders and start companies, with access to UC Berkeley’s talent, mentors, advisors, investors, and top-notch experts guiding them step-by-step in building their dream companies. This comprehensive support system is exactly what I need to pivot and innovate successfully.”

“THE PERFECT SMALL CITY”

Just one hour – traffic willing – separates Berkeley from Silicon Valley. Tianie Scott calls this strip the “epicenter of new ideas”, while Chen-Hsin Lee describes it as the place “where everything happens.” For Jenny Linger, the Haas-Bay Area connection brings one unparalleled benefit: access.

“For me, the Bay Area is such a vibrant landscape to earn an MBA because of its proximity to tech, start-ups, VC, and food and agriculture. Being across the Bay from San Francisco and Silicon Valley and positioned between the Central Valley and Northern California means ready access to innovators, investors, and producers in ag tech and food systems, not to mention Haas’ vast Bay Area alumni networks.”

Berkeley itself has also charmed first-years and alumni alike. Michael Kidd-Phillips loves the “scenic nature and trail runs”, as Pacific Coast beaches, the Sierra Mountains, and Napa Valley loom just a short distance away. Along with business and entertainment powerhouse across the Bay, MBA students can enjoy the joys of college town life in Berkeley, adds Lizzie Hoerauf, a ’24 grad.

“Berkeley is the perfect small city with easy access to San Francisco. I love the abundance of independent coffee shops and restaurants within walking distance, especially after living in rural communities for seven years. However, my absolute favorite aspect of living in Berkeley is having the East Bay Regional Park District at our doorstep. Tilden Regional Park, located near campus, has become a favorite spot for hikes with fellow Haasies, and I’ve set a personal goal to explore as many of the regional parks as possible while living in the East Bay.”

Hoerauf’s classmate, Whitner Chase, sums up his Haas experience this way: “Watching the sun set behind the Golden Gate Bridge will never get old.”

AN INTERVIEW WITH WENDY GUILD

Earlier this year, Berkeley Dean Ann Harrison, P&Q’s Dean of the Year in 2023, stepped down from her post after her elevation in 2023. Long a champion of DEI and sustainability, Harrison has been succeeded on an interim basis by Jennifer Chatman, who’d spent the previous two years as the associate dean for academic affairs. This summer, P&Q reached out to Wendy Guild, assistant dean of MBA programs, to learn about other new developments in the program, as well as insights in Haas’ leadership training and career services. Here are Guild’s thoughts on what you can expect at Haas.

P&Q: What have been the two most important developments in your MBA program over the past year? What type of impact will they have on current and future MBAs?

Guild:

“Expanding Entrepreneurship Resources: We’re getting ready to open the new Berkeley Haas Entrepreneurship Hub (eHub) this fall. The eHub, an elegant three-floor Julia Morgan-designed building that’s been fully renovated, will help shepherd all startup ideas, serving as a haven for students to connect, build, and be discovered. The eHub will be used to host events, to help students build community, and to aid them as they navigate all the resources across UC Berkeley. “Micro-communities” will be designed around students’ interests, aligning with their stage in the entrepreneurship journey—and data-driven matchmaking will help connect students to each other.

Expanding Education In Climate Change/Sustainability: We partnered with the Rausser College of Natural Resources to launch a concurrent MBA/Master of Climate Solutions (MCS) degree program to prepare the next generation of sustainability and climate leaders. The new program, with 12 students enrolled this fall, will allow full-time MBA students to earn both an MBA and a Master of Climate Solutions degree in five semesters, or two-and-a-half years. The MBA/MCS degree is designed for early-career professionals who plan to take their careers to a higher level of business leadership, grounded in understanding of sustainability and climate change challenges and opportunities.”

P&Q: Every January, P&Q publishes a “10 Business Schools to Watch” feature that highlights how schools are raising the bar and enhancing the student experience through innovation or expansion in programming or resources. What is one innovation that sets your school apart from your peer programs and makes you a business school to watch? Why is it so groundbreaking?

Guild: “Our unique culture sets our school apart, and we are doubling down on the importance of culture in cultivating the strongest, most ethical leaders. UC Berkeley Chancellor and former Haas Dean Rich Lyons, who is now UC Berkeley Chancellor, worked with current Interim Dean Jennifer Chatman to architect the Haas Defining Leadership Principles: Question the Status Quo, Confidence Without Attitude, Students Always, and Beyond Yourself. Chatman and Lyons were in lock step on the importance of culture when they defined these principles in 2017. That culture continues to guide our school and serves as a top reason why applicants choose Haas. Over the past year, we tapped into the DLPs to make changes that we believe will help continue to build principled Berkeley Leaders who can envision a positive future and continue to create impact in the world. To that end, we’ve worked to redesign our core curriculum, changed our student onboarding process, and are providing greater faculty support. These changes have created a more impactful, coordinated, and overall happier experience for our students.”

Next Page: Profiles of 12 Members of the Class of 2026