Meet The UC Berkeley Haas MBA Class Of 2027

What would you do if you weren’t afraid?

Chase a dream? Take a risk? Try something new? You might change your career. Pick up and move. Launch a venture. Maybe even find a new tribe too. That’s because you’d believe. You’d start asking questions, setting goals, drafting plans, and taking control. And you’d think big and act bold – living for today as you’re shaping tomorrow.

No region better reflects this fearless frame of mind than the Bay Area – Sand Hill Road, Haight Street, and Stattuck Avenue. And no university better symbolizes the Bay Area’s reputation for technological innovation and social progression than Berkeley – the state’s flagship. Here, you’ll find the Haas School of Business, a principle-driven, inclusive community focused on realizing the ‘what’s next.’ This philosophy perfectly aligns the MBA program with the spirit Bay Area – and the first-year MBAs who make up its Class of 2027.

“THE KIND OF STORY I WANT TO BE A PART OF”

Let’s face it: The Bay Area is still the place to be, home to 73 Fortune 1000 companies. All the big names are there – Google, Salesforce, Netflix, Oracle, Meta, Nvidia, Cisco, Visa, Charles Schwab, and Adobe – whether it is a headquarters or a large operation. That doesn’t count investment behemoths like Sequoia Capital, Greylock Partners, and Andreessen Horowitz. As a whole, the Silicon Valley startup ecosystem is worth $1.8 trillion dollars according to Startup Genome, churning out 337 active unicorns in the process. For Haas MBAs, that translates to potential jobs, networks, expertise, and partnerships.

“The Bay Area feels like a live-action movie where every character is building something that literally changes the world,” says first-year Sebastian Bardacosta Artagaveytia, who most recently worked in the energy space. “That’s exactly the kind of story I want to be part of.”

That story includes the invention or perfection of innovations that most people take for granted: integrated circuits, mobile phones, PCs, social media, and generative AI. Alaina Morgan, a marketing manager, is excited to be in a far-ranging ecosystem that’s “pushing boundaries in tech, innovation, and business strategy.” Similarly, Justin Keller, a L. E. K. consultant, dashes off superlatives like the “epicenter of innovation” and “ground-zero for the technology of tomorrow” to describe the region. Out of this ecosystem, MBAs derive immense benefits, Keller continues.

“I have focused my career on helping innovative early-to-mid stage ventures. Being immersed in the environment of UC Berkeley and Silicon Valley – in close proximity to the labs, incubators, and VCs shaping the future – is an incredible opportunity to enhance my learning and my career.”

“INNOVATION, CREATIVITY, AND REINVENTION”

Keller’s classmate, Steven Gomez, is equally bullish on his Bay Area digs. “From global financial institutions funding transformative development projects to startups designing the next world-changing products, it’s all right at the doorstep of Haas. This unique environment fosters creativity, challenges conventional thinking, and encourages bold problem-solving, making it the perfect backdrop for my MBA journey. Immersing myself in this ecosystem will not only expand my network but also inspire me to contribute meaningfully to the next wave of transformative change. The Bay Area has something special, maybe it’s something in the air.”

First-years and alumni alike echo this sentiment. Ann C. Ukadike, a ’25 grad and P&Q Best & Brightest MBA, points to the “constant energy” that feeds “innovation, creativity, and reinvention.” That energy is also fed by the region’s “diversity of people and cultures,” says first-year Chris Arreola, along with its “history of social activism and community building.” At the same time, Sebastian Bardacosta Artagaveytia frames the Bay Area as a place where ideas collide and “things are actually getting done.” Or, in the words of first-year Tabea Anna Charlotte Spors, the region is infused with a “problem-solving mentality” and a “contagious can-do attitude” – something Spors herself personifies.

“I can’t wait to engage with classmates who share the drive to tackle complex healthcare challenges,” she continues. “Whether it’s through case discussions, startup incubators, or conversations over coffee, I’m eager to learn from and become a part of a community that thinks big.”

OCEANS, MOUNTAINS, WINERIES…AND MORE!

…and lives life to the fullest! Beyond the Silicon Valley hype, the Bay Area is just a great place to spend two years. Picture mild weather year-round. The Pacific Ocean to the east and mountains to the west. Hiking, skiing, biking surfing, paddleboarding: nature – and the four seasons – never too far away. In other words, the region boasts something for everyone – and there is always something to do, says ’25 alum Ryan Jewe.

“Some core memories from my time at Haas have included camping in Yosemite, skiing in Tahoe, surfing, and hiking in Muir Woods and Mount Tamalpais. And while the year-round access to nature is amazing, I also have enjoyed the perks of city life: nights out in San Francisco until 4 a.m., attending massive concerts/shows, exploring a diverse and growing food scene, and wandering through several incredible art museums/exhibits. Berkeley is, in itself, an amazing cultural hub, but I am extremely grateful for how it fits into the larger Bay Area ecosystem.”

Best of all, it’s easily accessible, with Silicon Valley itself being less than an hour from the Haas campus. “In the greater Bay Area, there are world-class hiking locations and snow sports to the east, wineries to the north and surf spots to the south, all within a three-hour drive,” adds ’25 alum Julian Watson. “And if you need even more optionality, both OAK and SFO are a short drive or BART ride away for domestic and international getaways. Every day in Berkeley is an adventure.”

UNIQUE CAREER PATHS

That fits perfectly with the MBA Class of 2027, whose backgrounds often defy conventional paths. Take Erin Barrett who moved from being a corporate attorney to a judge advocate in the U.S. Navy.

“I’m pretty proud of how many different areas of the law I’ve had a chance to practice in, so I think that is an accomplishment in and of itself,” she tells P&Q. “Not many lawyers get the chance to practice both corporate law and litigate in the courtroom, so I’ve been lucky to get to do both. I’ve genuinely enjoyed all of the legal jobs I’ve had thus far in the sense that each one has challenged me in a unique way, which I think is such a gift as it has made me a much better and well-rounded lawyer.”

A violinist, Chris Arreola is the proverbial career changer. Before joining the Haas MBA program, Arreola served as an assistant principal at a San Francisco elementary school. The child of Mexican immigrants, Arreola’s big moment during the COVID-19 shutdown. Here, Arreola crunched the data and created a personalized system for supporting students alike.

“The result: 74% of students achieved above-average growth in literacy. I am proud that my leadership helped students make up for the learning they missed and build a strong foundation they can carry into future grades and, ultimately, into their lives and careers.”

SPREADING GOOGLE’S MESSAGE

In contrast, Alaina Morgan comes from a traditional business background, earning an undergraduate degree in marketing and entrepreneurship from Arizona State. With that background, she established the marketing department for the All Native Group, her tribe’s economic development corporation.

“I took on the challenge of creating that foundation by developing brand standards, launching campaigns, and building processes that could scale with the company’s growth. What made this experience meaningful was not just the creative work, but the opportunity to elevate my community’s voice through business.”

Zanna Balarin is a Berkeley native who most recently worked as a senior marketing manager at Shopify. Here, she brought “crypto into mainstream e-commerce” through its USDC stablecoin payment method based in partnership with Coinbase and Stripe. Justin Keller has already served as a startup CFO, securing $1-million in seed capital in the process. By the same token, Sebastian Bardacosta Artagaveytia can say that he has made a difference in reducing environmental degradation.

“I’m proud to have contributed to building several smart cities in Latin America that now save over 60% of their energy—a saving equivalent to planting a forest of approximately 480,000 trees,” he tells P&Q. “Thanks to Signify, I also had the chance to light more than 22 stadiums across the continent, including giants like Estadio Azteca in Mexico and Estadio Monumental in Argentina, where historic World Cup finals have been played.”

Melody Ward holds the designation of being the youngest member of Sundar Pichai’s communications team at Google. Joining the team just a year into her Google tenure, Ward built her reputation by using data to better drive the firm’s messaging.

“I built a series of social media analyses to identify which types of content drove the most engagement, which communities we were reaching effectively, and which needed more focus. This work directly informed Sundar’s external communications strategy,” she tells P&Q. “One example was my idea to create and pitch a blog post about how technology was empowering young girls and women in India for International Women’s Day. It became one of Sundar’s most engaged posts on X that quarter, aligning with Google’s broader commitment to helpful technology.”

DEFINING LEADERSHIP PRINCIPLES

Among MBA applicants, the Haas School is synonymous with the Defining Leadership Principles. The four principles – Students Always, Beyond Yourself, Question the Status Quo, and Confidence Without Attitude – encapsulate the identity of the program. They set the expectations for students and faculty alike. Not only do these values inform the curriculum, but also guide school decisions and student recognition. Bottom line: the Defining Leadership Principles serve as the foundation of the business program as a whole, providing students with criteria for evaluating their growth.

“It was clear to me that the Defining Leadership Principles were more than just empty school branding and instead reflected an ideology that truly permeated the school,” explains Erin Barrett. “Each of the Defining Leadership Principles resonated with me in a different way and reflected the way I view myself as a learner, professional, and future MBA student.”

Among the most popular principles is Students Always, a reminder to always be listening, questioning, testing, and learning. This popularity may stem from how it resonates with the Class of 2027’s own experiences. For Melody Ward, Students Always meant pushing herself, such as completing Iceland’s 35-mile Laugavegur Trail despite no camping experience…and lugging a heavy load in the cold. In the case of Justin Keller, Students Always represents a different kind of risk.

“[It] means approaching every challenge, big or small, with genuine curiosity, the humility to admit what you do not know, and the willingness to step outside of your comfort zone. Going back to school to study finance, pivoting my career into consulting, and learning to snowboard and box in my 30s, are all examples of how the principle of “Students Always” has impacted my life.”

IMAGINING “WHAT COULD BE”

Beyond Yourself is a call to stewardship, to always seek the greater good and place the group over the individual. That’s exactly what Alaina Morgan has committed to in her professional career. “It reflects how I view leadership—not as a personal achievement, but as a responsibility to develop others and create positive impact. As a member of the Winnebago Tribe, my career ambitions have always been tied to giving back and creating opportunities for my community. Long term, I aim to be a leader who builds teams, mentors future changemakers, and uses business as a platform to drive social impact.”

Confidence Without Attitude serves a dual purpose. It is both a reminder to always be humble, while rooting confidence in rigorous analysis of data and facts. In fact, says Zanna Balarin, the best leaders often temper their intelligence with humility and openness.

“They listen, learn, and lead without ego. That kind of grounded confidence earns lasting trust because it creates space for honesty, dissent, and learning. It creates leaders and teams that care more about getting it right than being right.”

In a school like Berkeley – home to counterculture fervor – Question the Status Quo is a given among the Defining Leadership Principles. Haas describes the principle as “challeng[ing] convention” and “championing bold ideas and taking intelligent risks.” Helena Epstein, a Bain & Company consultant, contends that the principle goes beyond simply looking at what is, but exploring the uncharted – “asking why they remain unexplored.” Her classmate, Sofia K, also takes a more expansive view of the principle.

“Progress always requires seeing beyond “what is” to imagine “what could be,” regardless of whether we’re improving code or challenging the state of the world we see around us today. It’s this mindset that drives me to ask uncomfortable questions: Why do we tolerate systems that frustrate rather than empower? Why does leadership remain homogeneous when diverse teams consistently outperform? Why do we accept barriers that limit brilliant minds from contributing their best work? Why do we not embrace diversity of thought when it clearly leads to better outcomes, every single time? At Haas, surrounded by others who share this restless curiosity, I’ll continue questioning the assumptions that limit both business innovation and human potential.”

A CLASS PROFILE

As a whole, the MBA Class of 2027 features 273 students. While that number is down from the previous class’s 295 students, it is a cut higher than the classes of 2025 and 2024, which numbered 244 and 247 students respectively. For the most part, the class stats remain relatively consistent with previous years. The Class of 2027 produced a median 730 GMAT and 323 GRE, with GMAT scores ranging from 669-767 in the mid-80% range. The 3.67 undergraduate GPA also represents a four-year high.

Still, the class is decidedly more international. Composing 44% of the class, international students saw a 6% increase over the previous year. Not surprisingly, the number of countries rose from 38 to 44 in the first-year class too. In addition, the percentage of first-generation students inched up three points to 18%. At the same time, the percentage of LGBTQ+ and underrepresented minority students slipped to 15% and 26% respectively.

Academically, a third of the class – 34% – is divided evenly between the two E’s: Economics and Engineering. However, there were 8% fewer Engineering majors than the previous year. Business (15%) and Social Sciences (13%) also hold double digit shares of the class, followed by Computer Sciences (7%), Math and Sciences (7%), Finance (6%), and Arts and Humanities (4%). Professionally, Haas admissions clearly targeted three favorites during the 2024-2025 admissions cycle: Consulting (24%), Tech (21%), and Financial Services (20%). Healthcare and Nonprofits professionals each hold 5% of the class seats, while the same is true of Consumer Products and the Military at 4%.

Next Page: Interview with Jenn Bridge, Executive Director of the Berkeley Haas Full-time MBA Program

Page 3: Profiles of 12 Members of the MBA Class of 2027

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