Meet The Stanford GSB MBA Class Of 2027

UNFORGETTABLE TIMES IN PALO ALTO…AND BEYOND

Travel is another experience that the Class of 2027 will carry with them after graduation. Sometimes, they were educational junkets like Teju Adeyinka’s Global Trip to China, where she visited Yiwu, the country’s export hub and studied its Belt and Road Initiative. Other times, these trips focused strictly on fun. That includes learning to ski for Yash Maheshwari, who grew up without snow in Central India.

“We organize weekend trips with classmates to places like Napa Valley, Lake Tahoe, and national parks. This January, I visited Palisades at Tahoe with some friends, and one of them taught me how to ski. Going from falling every few seconds to skiing independently the next day felt incredible. I still remember those slopes.”

In some cases, those trips were spur-of-the-moment decisions, says Daniel Elechiguerra. “My favorite MBA memory so far began with a bold decision: buying concert tickets to Medellin with a few classmates, with no plan beyond “why not?” It felt too good to pass up. Before we knew it, we were on a flight to Colombia for a fast-paced weekend. We discovered a vibrant city, made memories we will never forget, experienced one of the best concerts we’ll ever see, and made it back in time for class on Monday. The trip quickly deepened our friendships with my GSB classmates, and when we returned, like after every trip we organized together as a class, campus felt more like a community than just a school.”

Other times, these bonds are formed over celebrating milestones. Take the Section Olympics, which opens after students complete their midterms during the Winter Quarter. “The GSB organizes a section Olympics, in which sections compete against each other in activities ranging from basketball to trivia to water balloon tosses,” writes Stefan Sujansky. “It was great to leave the classroom and networking behind for an afternoon and just spend a few hours playing games with friends. While my soccer team didn’t take the tournament, the collective energy of Section 6 carried us to a decisive overall victory. These shared moments solidified the friendships that I know will define my time at Stanford and beyond.”

If they didn’t bond over the Section Olympics, there was always Band FOAM, where GSB students form music bands and play a gig in downtown Palo Alto…with precious little rehearsal time. “Watching people come together through music and display their impressive talent on stage was unforgettable,” explains Alexandria Clarke, an amateur winemaker. “The range was astounding – bands performed songs across genres ranging from classic rock to K-Pop to High School Musical. As a lover of live music, it was such a wholesome and uplifting way to celebrate the creativity in our community and cheer on people as they absolutely shined onstage.”

MEET KAMALA HARRIS’S SPEECHWRITER

During Week 0, Stanford GSB’s orientation, Thomas Stone was “energized” by a speech from the Dean of Admissions. Here, she talked about how the class complemented each other, noting that the “oil painter should connect with the content creator and the filmmaker with the documentary enthusiast [and] the sourdough baker with the kombucha homebrewer (Stone).” Indeed, you’ll find the Class of 2027 has emerged from nearly every imaginable walk of life. Stone himself is a former Junior Officer of the Year on USS CHEYENNE. To take a page from the orientation speech, he might also find common cause with Alexandria Clarke when it comes to public service. Years ago, Clarke was involved in helping the U.S. government “redesign” how it distributes humanitarian aid worldwide.

“After interviewing hundreds of stakeholders from government, international NGOs, and the private sector, our team developed a comprehensive mission statement and strategy for the bureau’s global aid distribution. Knowing that this work would shape how life-saving assistance reaches people in moments of profound vulnerability made the project deeply meaningful.”

Gevin Reynolds also comes to the GSB from the public sector. Most recently, he worked as the Associate Director of Speechwriting for the Office of Vice President Kamala Harris. Before that, he spent two years in the NFL Office, developing its non-partisan NFL Votes initiative.

“Leveraging the league’s massive platform, we turned stadiums into polling sites and mobilized players and fans to head to the ballot box. This project taught me that businesses can be powerful engines for social good – a lesson that I have continued to explore during my time at the GSB.”

A TURNAROUND WORTHY OF A CASE STUDY

During her four years at HSBC, Danni Zhang managed over $10-billion in global multi-asset portfolios. While Zhang may be a class quant on paper, she gained much of her financial prowess from an artistic discipline. “I am a trained classical dancer,” she tells P&Q. “Dance taught me discipline, balance, and the ability to stay composed under pressure—skills that surprisingly translate well to investing.”

Before business school, Teju Adeyinka developed blockchain and stablecoin products. At Blackstone, during a routine review of portfolio companies, Yash Maheshwari found one firm had just a year of cash runaway left. His response? He reached out to the CEO, rolled up his sleeves, and moved into the company’s offices.

“[I] help(ed) them build the turnaround plan from the ground up. Over the next few weeks, I helped the company identify 30+ cost reduction levers across multiple departments, quantify the opportunity for each, and set monthly targets with specific owners. I also helped them build a cashflow structure from scratch and develop a working capital breakdown to identify the sources of cash leakage. The company went from a negative 15% margin to positive 4%, and from burning $5 million per quarter to generating $2 million.”

A CLASS PROFILE

By the numbers, the Class of 2027 compares favorably to previous cohorts. This class totals 434 students, up 10 students from the previous year as applications held steady. Women account for 45% of the class, inching up a point from the Class of 2026. By the same token, international students make up 38% of the class (down a point), with the class hailing from 64 countries and speaking 69 languages. Among Americans, minorities represent 55% of the segment. Another 13% of the class are first-generation college graduates.

The GMAT average also held steady at 738 for the third year in a row, with the lowest score being 540. The score was 689 on the GMAT Focus (with 615 being the floor). Among students taking the GRE, the average came in at 164 for both Verbal and Quant, while 112 was the average TOEFL.

As undergraduates, the class averaged a 3.76 GPA. Together, they attended 196 higher education institutions, including 96 based overseas. The largest segment of the class – 29% – hold undergraduate degrees in Engineering. Another 24% majored in Business and Commerce, followed by Economics (18%), Social Sciences (12%), Math and Sciences (12%), and Arts and Humanities (5%). Among the Class of 2027, 15% of students already hold advanced degrees.

Professionally, the class has been employed by 294 organizations. 20% last worked in Consulting firms, trailed closely by Investments and Private Equity at 17% and Technology at 15%. In the next tier, you’ll find Government, Education, and Non-Profits (9%), Consumer Products (7%), Financial Services (5%), and Arts, Media, and Entertainment (5%). Military service members compose 4% of the class.

PART OF ONE OF THE WORLD’S TOP UNIVERSITIES

The Stanford brand is associated with many things. Nicknamed ‘The Farm’, Stanford conjures up images of high-tech innovation, widespread expertise, and youthful energy. Even more, it represents an interdisciplinary approach, says Stefan Sujansky, who is also completing an MS in Environment and Resources at the Doerr School of Environment alongside his MBA.

“Stanford makes it very easy to take classes “across the street” and build relationships with students in engineering, physics, and computer science programs (as well as many others). As someone interested in working in energy, it was especially important that I get exposure to the people and ideas building the technologies that I hope to deploy.”

And there’s no better place to immerse yourself in cutting edge practices and interact with top thought leaders than Stanford, adds alum Nikhil Jain. He point out that all of Stanford’s resources are concentrated within a 10-minute walk – with the GSB’s Knight Center being just a half-mile from the Engineering Quad.

“On your left rises the Hewlett Building. On your right, the Packard Building. Across the street, the William Gates Computer Science Building. You are cycling past structures named after people who did not merely study here—they built the modern world from here. The density of intellect per square foot in this stretch of campus may be the highest on the planet. This is not hyperbole. This is the place that gave rise to Google, to Nvidia, to the entire architecture of the modern internet. And the people walking these paths are not just the famous names—the CEOs, the billionaire founders—but the quiet architects behind the things we use every day.”

And this compactness isn’t just physical at Stanford, adds Jain. “It is remarkably easy to reach up to the professors and mentors surrounding this campus, and equally easy to reach down to the younger undergraduates who are excited to build and have a thing or ten to teach you as a graduate student. The hierarchy that exists almost everywhere else in the world simply dissolves here.”

‘CHANGE LIVES, CHANGE ORGANIZATIONS, CHANGE THE WORLD’

When it comes to the Graduate School of Business, MBAs enjoy an added benefit: flexibility. “The opportunity to choose my classes and their modality—seminar, experiential learning, case-based, or lecture-based—was something that excited me as a lifelong student,” writes Tafui Leggard.

More than that, they buy into the school’s mission: “Change lives, change organizations, change the world.” More than a motto, says Yash Maheshwari, it is a commitment that he witnessed among GSB alumni he met at Blackstone and his native India.

“The excitement I saw in them and their values really resonated with me. Empathy, respect for others, ownership, integrity, striving for greatness, and engaging intellectually. More than that, GSB’s culture of openness to failure, vulnerability, stepping out of your comfort zone, and embracing diverse opinions stood out. I wanted to come to a place that forces me to break out of my mold, instead of a business school that reinforces what I’ve already done.”

AN ENTREPRENEURSHIP POWERHOUSE

Despite Stanford GSB’s emphasis on reflection and flexibility, the programming is tethering to deep business fundamentals. When graduate business education leaders were surveyed by U.S. News this spring on the best programs by specialization, Stanford GSB ranked among the very best across the board. That includes the highest scores in Accounting, Finance, and Entrepreneurship – and ranking either 2nd or 3rd in Business Analytics, Marketing, Management, Production and Operations, and Supply Chain and Logistics. Last year, the school also received Poets&Quants’ Best In Class Award for its Entrepreneurship program. One reason: The school invests heavily in the field, with 16% of the Class of 2025 either launching or purchasing a venture. The program is also rich in resources, ranging from the Center for Entrepreneurial Studies to legendary courses like Lean Launchpad. That doesn’t count the legions of tech experts, investors, and experienced managers within a short radius of campus to provide a guiding hand.

Danni Zhang, for one, was drawn to the school for its prowess in entrepreneurship and AI. “The school feels almost like a magical place, where students are encouraged to pursue their boldest dreams. At the same time, I have access to cutting-edge AI technologies and opportunities to meet industry leaders. Through workshops and hands-on programs, I’ve seen classmates increase their efficiency by five times or more, enabling us to tackle what once felt like “mission impossible” challenges. This combination of innovation, mentorship, and practical learning made Stanford GSB the perfect environment to grow as a leader and investor.”

This “entrepreneurial energy” – in the words of Thomas Stone – is what separates Stanford GSB from other programs. Danni Zhang boils it down to a “constant sense of curiosity and experimentation.” However, this spirit is deepened by something even more distinctive, adds Teju Adeyinka.

SOMETHING FOR EVERYONE

“You’re close to the beating heart of technology and entrepreneurship, while being constantly reminded to step outside and connect with nature. One moment you’re on campus learning about AI and emerging technologies from world-class practitioners, and the next you’re whale watching in Monterey, hiking Big Sur, camping in the redwoods, or skiing in Tahoe. Even daily walks across campus at sunset feel special. The contrast is part of the magic of being at Stanford.”

Indeed, ‘being at Stanford’ means “you’re only an hour or two away from some of the most beautiful nature anywhere in the country,” says Gevin Reynolds – be it Redwood forests or Pacific Ocean beaches.

“The weather is genuinely unbeatable,” says Alexandria Clarke. “There’s something magical about sitting outside at a picnic table in January, surrounded by palm trees and sunshine — it’s nearly impossible to be in a bad mood. Coming from the East Coast, being able to hit golf balls at the driving range or play beach volleyball on Stanford’s sand courts year-round is such a luxury. California’s natural beauty also adds so much to the experience. Whether it’s exploring nearby beaches and hiking trails for an afternoon, heading up to Napa and Sonoma to try a new vineyard, or taking a weekend trip to Lake Tahoe to ski, you have an entire world of outdoor adventure within arm’s reach.”

AN INTERVIEW WITH ANNE BEYER, SENIOR ASSOCIATE DEAN FOR ACADEMIC AFFAIRS

What can MBA students and applicants expect from Stanford GSB. This spring, P&Q reached out to Anne Beyer, senior associate dean for academic affairs. From AI programming to support for first-year and international students, here are Beyer’s thoughts on the state of the program.

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?

Beyer: “We are living through a technological transformation that is already reshaping how companies are built, how capital is allocated, and how work gets done. For me, two efforts stand out.

The first is AI@GSB, an initiative developed by a cohort of students in partnership with Dean Sarah Soule. We believe every MBA student graduating from Stanford GSB should leave not only with hands-on experience using AI tools, but with a point of view on how this transformation will alter organizations, industries, markets, and society. AI@GSB has become a hub for that mission. It brings leading practitioners from companies like Google and Microsoft to campus; recently, for example, Tomer Cohen, LinkedIn’s former Chief Product Officer and a GSB alum, joined students to discuss leading the company’s AI transformation, from reorganizing the product organization to understanding how AI is changing roles and industries in real time. Across campus, AI@GSB has created new spaces for rigorous discourse and provided students with hands-on experience with the latest tools, and I expect it to continue to grow and evolve.

The schoolwide initiative also reflects something essential about the GSB: its proximity to the place where AI is being designed, built, and implemented. San Francisco, home to Anthropic and OpenAI, is a quick Caltrain ride up the Peninsula; companies like Meta and Google are only a short drive away; and the leading venture capital firms funding much of this innovation — many led by GSBers — are literally around the corner. In a moment of such rapid change, there is no substitute for being at the center of it, regularly rubbing shoulders with the founders, investors, and engineers whose vision will define the future. This is a critical component of what it means to learn here, and because we’re embedded in the AI ecosystem, our graduates are able to see around corners in ways they would not if the GSB were located anywhere else.

The second effort is driven by our faculty, and I have been struck by how my colleagues have incorporated AI into what they teach and how they teach. New courses reflect how our faculty are approaching this transformation — not just as a technical challenge but as a deeply human one. AI for Human Flourishing, AI and Power: Five Big Questions, and The AI-powered Org: Evolution, Rebirth or Death? ask students to grapple with the human implications of this transition, while courses like Understanding AI Technology for Business Problems help them find a stronger footing in the technology itself. We believe that this moment demands an understanding of both the tools and the stakes.

These efforts reflect why this is such a compelling moment to be at the GSB. There is enormous uncertainty ahead, and what the economy of the future will look like remains unclear. But this uncertainty will open up tremendous opportunities. We believe that the GSB experience, situated at the doorstep of the AI revolution, will equip the leaders of the future with the knowledge, perspective, and ambition to thrive in it.”

Next Page: Profiles of 9 Members of the MBA Class of 2027

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