Meet Georgetown McDonough’s MBA Class Of 2027

Different origins. Different destinations. Different paths and paces too. In any city, you’re bound to reach an intersection. It is that place – for a brief moment – where people are funneled together. Sometimes, they stop and look around. Other times, they make small talk as they wait. Quickly enough, they move on – after their lives have crossed and connected.

When it comes to Washington, D.C., you’ll hear people talk about intersections. That’s particularly true of first-year MBAs at Georgetown University’s McDonough School of Business. Bianca Ellis frames D.C. as the place where “power meets purpose” – a city “where global policy, finance, and innovation intersect.” Her classmate, Yeukai Enia Danda, describes DC as the “intersection of business, technology, and public policy.” By that she means the area offers access to advantages that few others can match.

“Washington, D.C., provides unparalleled access to federal agencies, international institutions, technology corporations, and emerging enterprises. All of these organizations are fundamental to the evolution of business innovation and leadership. This distinctive environment directly supports my long-term objective of securing senior positions where data analytics, strategic planning, and public sector impact intersect. The city’s cultural diversity and historical significance further contribute to an intellectually stimulating and professionally enriching environment.”

THE CENTER OF EVERYTHING

Just picture it. Want to make an impact? D.C. is home to the White House and Congress – not to mention most Federal agencies. Looking for expertise or influence? Think 12,000 lobbyists covering nearly every company, industry, or cause. Have a mission? There are nearly 16,000 nonprofits in D.C. with a similar commitment. Hoping to get closer to international decision-makers? The city hosts 177 embassies.

Of course, that doesn’t count the 20 headquarters of Fortune 500 companies, including Amazon, Boeing, Capital One, Marriott, Fannie, and Northrop Grumman. Naturally, most leading companies maintain an office somewhere in the Beltway too. Add to that, D.C. ranks 21st globally for the size of its startup ecosystem, raking in $2.6-billion in early-stage funding from 2023-2025, while spinning out 10 unicorns along the way. Overall, the area has emerged as a leader in healthtechand cybersecurity – in addition to its tradition strength in defense. Let’s not forget: Across the DMV, you’ll find over 75 colleges and universities educating nearly 400,000 students. m

“Washington, D.C., is the seat of power in the Western world – where ideas become action, and action becomes legacy,” writes first-year Grant Miller. “I’m excited to live in a place where decisions don’t just shape outcomes – they shape history. It is a place where people, policy, and purpose collide, and where I’ll walk among the bold institutions and individuals who dare to move the arc of destiny.”

Make no mistake: that proximity makes for a lot of intersections, be it industry or technical knowledge, policy intricacies, institutional know-how, powerful networks, and young talent. That translates to new ideas, partnerships, and movements that are impossible to for anywhere else. Best of all, the McDonough School is smack dab in the center of it all.

A PROGRAM BASED ON ‘INTEGRITY AND A GLOBAL MINDSET’

Like D.C. itself, McDonough is built on intersections. It is a place that mixes Jesuit ethics and social purpose with leading-edge programming in analytics, ESG, international business, and real estate. Yeukai Enia Danda calls it an “integration of quantitative rigor with principled decision-making” – and fits exactly with her goal of being a leader in a “data-driven, impact-oriented organizations.”

“The “business of global-ready leaders” approach, combined with McDonough’s focus on global case competitions, experiential learning, and strong ties to both private and public sectors, offers a rare blend of academic depth and real-world exposure,” Danda continues. “I was particularly impressed by how the curriculum encourages students to not only master analytics and strategy, but to apply them with integrity and a global mindset. This balance between hard analytical skills and purposeful leadership is exactly what I need to become the kind of professional who can thrive in complex, high-stakes environments and contribute meaningfully to society.”

McDonough’s proximity to D.C. also means students can connect with an enviable list of speakers, with recent guests including JPMorgan Chase CEO Jamie Dimon and former PepsiCo Chairman Indra Nooyi. Among other intersections, Danda has been particularly drawn to McDonough’s Center for Business and Public Policy – or CBPP for short. It too follows the McDonough blueprint: “a unique focus on the intersection of economics, regulation, and innovation” in Danda’s words.

“Through events, policy research, and industry engagement, the Center offers a rare platform to explore how business decisions are shaped by and can shape public policy,” she continues. “Being in Washington, D.C., I see this as a chance to be at the heart of real-time decision-making, contributing to work that has both national and global implications.”

ALREADY EXPERIENCED IN GLOBAL LEADERSHIP

Among the 248 MBA students enrolled in the Class of 2027, 44% hail from outside the United States. This continues McDonough’s tradition for being among the most ‘international’ full-time programs (with 49% of second-years coming from outside the United States). In fact, there are 40 countries represented in this class, creating further intersections of culture, history, and values at McDonough. For Yeukai Enia Danda, an enterprise resource planner from Zimbabwe, this diversity has been absolutely foundational to the McDonough experience

“It brings together varied perspectives, challenges assumptions, and drives innovation that is relevant cross cultures and markets. In a world where customers, teams, and strategies span borders, a global mindset equips leaders to build adaptable, inclusive, and competitive organizations.”

Alas, the Class of 2027 brings to mind the chicken-or-the-egg argument. Are they drawn to McDonough because of its global mindset – or because they’ve already been practicing in their careers? Among this cosmopolitan class, Bianca Ellis has worked across over a dozen time zones while collaborating with peers in three continents as an Assistant Vice President for Global Liquidity Management. Ambrose Kamya’s mission is protecting women against sexual assault in his native Uganda. An entrepreneur, he created a bracelet where women can send text alerts when they felt unsafe. Moving to the United States, where there was greater smartphone usage, he adapted the concept by building a widget to achieve the same result. By the same token, Melissa Barrientos discovered the value of “diverse voices at the table.”

“Exposure to global diversity helps teams think bigger and solve problems more creatively,” she tells P&Q. At Unilever, I worked closely with colleagues from across Latin America to tackle challenges in a specific market. Sometimes the solution from one country didn’t apply exactly to another, but it gave us a starting point and sparked new ideas.”

In his fan venture, Nikhil Appana partnered with companies like Walmart, Flipkart, and Volvo, taking revenue from $350K to $2.3-million in four years. Between different procurement requirements and expectations, he learned to adapt his approach by market. That insight proved particularly valuable after he discovered how different sectors in different countries used fans in different ways. It was a lesson that Grant Miller also absorbed as a senior consultant at Deloitte.

“Global diversity challenges you to listen more deeply, lead more thoughtfully, and solve problems through a wider lens. While teaching counterparts from across Latin America, I saw how cross-cultural fluency, language skills, and mutual trust were essential to building stronger strategic partnerships and achieving lasting results. The same holds true in business. McDonough’s global focus – from the Global Business Experience (GBE) to its 50% international student body – prepares you not just to compete in a global market, but to lead in one.”

THE GLOBAL BUSINESS EXPERIENCE

This mindset also explains why the Class of 2027 gravitated around one of McDonough’s hallowed traditions: the Global Business Experience (GBE). This past year, according to the school website, MBAs completed 48 projects in countries ranging from Argentina to the UAE to Japan. In recent years, team projects have enlisted partners like Microsoft, Marriott, and Oracle, with projects covering assignments like new market entry or regional growth. A core course, GBE requires student teams to spend a semester working with a client virtually, while learning about the nuances of a country and industry. From there, they spend a week abroad, a trip that culminates with an executive presentation.

This past year also marks the 30-year anniversary of the Global Business Experience, which has taken over 12,000 McDonough students across 31 countries to complete 2,300 projects. For Lydia Troxell, a Freddie Mac accounting associate, the GBE is a chance to gain a “deeper understanding” of another culture. More than that, the trek fits with what graduates will need to master to lead in an increasingly interconnected world.

“As someone who’s lived on three continents and visited 20+ countries, I value cross-cultural collaboration deeply,” writes Bianca Ellis. “The GBE offers a rare opportunity to consult internationally, applying classroom learning to real-world challenges. It’s experiential, global, and purpose-driven—exactly the kind of leadership development I was seeking.”

AN ACCOMPLISHED CLASS

Leadership is a quality that defined the Class of 2027 before they arrived at Georgetown. Ellis herself has already spearheaded a large-scale transformation project at Citi to bring its liquidity system in compliance with the Fed. Speaking of compliance, Alex Gabennesch helped clients reach 98% compliance with part repairs when he worked in procurement for Boeing’s Commercial Airplanes division. During the Uber Freight-Transplace merger, Titilayo Funso helped to roll out its first combined product. At the same time, Grant Miller co-led a financial crimes investigation team for a leading bank.

“The role was demanding, and the stakes were high: shifting client demands, tight deadlines, and a global team that needed fast, effective training to become operational. A teammate and I trained over 80 analysts and wrote procedures that streamlined how hundreds of complex cases were resolved. It tested and grew my leadership skills and analytical grit. Most of all, it reminded me that behind every data point is a real human being, and behind every tough case, a chance to do good in the world.”

Looking for big numbers? In one audit process, Lydia Troxel was responsible for 53 clients who represented nearly $78-million. At Accenture, Delmer Jones oversaw a $100-million Fortune 500 engagement for a retail looking to “transform” both its technology and customer experience. For Nicholas Campbell, the number was $246-million: the term sheet a solar project received after he handled everything from creating a financial model to sprucing up a deck. On top of that, his work helped the client boost its performance by 75 basis points.

That said, Melissa Barrientos didn’t quantify the value of her venture, Forêt, “a luxury wedding and event venue surrounded by nature.” Instead, she pegs it as a learning experience – one that trained her on everything from financial modeling to branding.

“Today, Forêt is fully booked through 2026, with confirmed weddings in 2027,” Barrientos explains. “Creating something from the ground up and watching it succeed taught me the importance of clarity, resilience, and trusting in bold ideas backed by strategy.”

GEORGETOWN VALUES

“Caring.” That’s the word that Ambrose Kamya shared with P&Q when asked what word he associated with Georgetown. For Kamya, Georgetown is rooted in leadership through service and nurturing the “mind, body, and spirit.” This spirit also intersects with a famous Jesuit tenet: Cura Personalis – or “Care for the whole person.” At its core, however, Cura Personalis is more outward than inward – a commitment to tending to the personal growth of others.  This philosophy underscores the Hoya Saxa spirit of the Georgetown community.

“[Cura Personalis] reflects a profound sense of responsibility and care for others in the community,” explains Alex Gabennesch. “It also calls for attentiveness to each individual’s skills, needs, and personal growth. I feel Georgetown’s tradition of cura personalis highly aligns with my professional convictions and the value I see in collaboration as a problem-solving business tool”

Cura Personalis also intersects – if not underscores – the impressions that the Class of 2027 has had about Georgetown. Purpose is the term used by Lydia Troxell: “an incredible place…to discover why we want to make a difference and how we can use our individual talents to do so.” Grant Miller equates the school with stewardship: a call to “act in service to something greater than self.” However, it was the school’s commitment to ethics that brought Miller to the McDonough MBA.

“Here, leadership is measured not just by outcomes or bottom lines, but by impact – not just by ambition, but by how deeply you serve. Georgetown shapes leaders of consequence in every endeavor, and I wanted to grow alongside people who carry that same quiet fire – people who still believe that business, at its best, can be a force for good for others.”

Oh – and the Hilltop isn’t a bad place to spend two years, add alumni like Janaire Hawkins. “Georgetown is often considered a hidden gem in D.C.—somewhat secluded and hard to reach, but a beautiful neighborhood known for its shopping, restaurants, and scenic charm. It has the feel of a classic college town, offering a peaceful atmosphere, historic architecture, and plenty of great spots to spend time with friends. I love the walkable nature of the neighborhood; you can get anywhere on foot.”

A CLASS PROFILE

By the numbers, the 248-member class is divided into the following shares: 31% women, 23% underrepresented minorities, 21% first-generation students, and 13% U.S. military veterans. The average GMAT hit 700 (and 625 for GMAT Focus Edition). Among GRE test-takers, the average score reached 318, with the undergraduate GPA being 3.3.

As undergraduates, 30% of the Class of 2027 majored in Business, followed by Math and Physical Sciences (15%), Humanities (12%), Engineering (12%), Economics (11%), and Government and International Studies (9%). Professionally, 17% of the class last worked in Financial Services. The remainder of the class includes representatives from Consulting (11%), Government (10%), Technology and New Media (8%), Education (7%), and Consumer Goods and Retail (6%).

AN INTERVIEW WITH THE SENIOR ASSOCIATE DEAN

Among the biggest news at McDonough is a core curriculum revamp, which will be rolled out for the fall class. As part of the redesign, MBAs will complete an AI bootcamp to kick off the program, along with taking a required Applied AI and Experiential Learning course. True to form, the Class of 2028 will also complete a new ethical leadership course (along with a career readiness course). What else is on the docket? Last year, P&Q reached out to Sudipta Dasmohapatra, Senior Associate Dean of MBA Programs, to learn more about new developments, along with detailed information on how the school supports first-years, international students, and alumni.

Here are Dasmohapatra’s thoughts on these issues, along with how McDonough is integrating AI across the programming.

P&Q: What do you see as the main differentiator that distinguishes your MBA program from other schools? How does it enhance the student experience and make them more attractive to employers?

Dasmohapatra: “The Georgetown MBA is distinguished by its commitment to principled leadership, a global business perspective, and the unique advantage of being located in the heart of Washington, D.C. Our values-based approach is grounded in the Jesuit tradition of cura personalis—care for the whole person—which shapes how our students lead, collaborate, and think about organizations, people, and impact. This ethos fosters a culture of respect, reflection, and responsible leadership that is deeply embedded in the student experience.

Our students engage in the Global Business Experience (GBE), working on live international consulting projects that build global acumen and practical problem-solving skills. The Hoya community is inclusive, collaborative, and mission-driven, offering a deep sense of belonging and purpose. Students benefit from a highly engaged global alumni network and a D.C.-based ecosystem that gives them direct access to top employers, public and private sector leaders, and world-class speakers who regularly visit McDonough and Georgetown.

Together, these elements create an MBA experience that is not only professionally rigorous and globally relevant, but also rooted in human-centered leadership. Georgetown MBAs graduate with an understanding of how to lead with purpose, navigate complexity with empathy, and contribute meaningfully to both organizations and society—qualities that are deeply valued by today’s employers.”

Next Page: Interview continued plus profiles of 12 members of the MBA Class of 2027

© Copyright 2026 Poets & Quants. All rights reserved. This article may not be republished, rewritten or otherwise distributed without written permission. To reprint or license this article or any content from Poets & Quants, please submit your request HERE.