Tepper MBA: A Deepdive with J.R. McGrath, Executive Director of MBA Admissions

The Tepper School of Business at Carnegie Mellon University is a global leader in analytical, data-driven business education. Located in Pittsburgh, Pennsylvania, Tepper has built a strong reputation for pioneering the fusion of business, technology, and leadership. Known for its rigorous quantitative curriculum and its intimate, collaborative community, Tepper prepares future leaders to thrive in complex, tech-driven global markets.

Arvind Kumar (Founder, admitStreet) interviewed J.R. McGrath, Executive Director of MBA Admissions at Tepper School of Business, to cover topics ranging from their MBA admissions process and curriculum to post-MBA careers, and other lesser-known aspects of the program.

Tepper MBA Admissions: Applications, Essays, Interviews

J.R. McGrath: Let me start with a broad overview, and then we’ll drill down into the finer details. 

Our admissions philosophy is centered on aligning the input i.e. the students we admit, with the output i.e. the career outcomes they’re aiming for.

Most candidates come to business school with clear career goals. If they’re able to achieve those goals, they tend to feel that their time and financial investment was well worth it. So, from our perspective, career outcomes are at the heart of everything we do.

One of the ways we ensure this alignment is through close collaboration between our admissions and career services teams. In fact, our teams work side-by-side in the same office. This partnership helps us evaluate whether a candidate is not only a good academic fit but also well-positioned to succeed in the job market after graduation.

Now let’s bring this down to the level of the application itself.

Our goal is to make the application process as transparent as possible. Let me walk you through what actually happens once an application is submitted, and how we evaluate it internally.

When an application is received, our admissions team begins the review process. Personally, when I review an application, I approach it like reading a story. Each section is a different chapter that reveals more about the candidate, so I like to understand the full narrative.

I usually begin with the resume. It gives me a snapshot of the candidate’s background – education, career progression, type and length of work experience, whether they’ve completed only undergraduate studies or have already pursued graduate education, and so on. It helps me quickly get a sense of their professional and academic trajectory.

Next, I look at the candidate’s career goals. We ask for this in the form of a video essay, because we believe it’s such a crucial component of the application. We want applicants to articulate their aspirations in a clear and thoughtful way – not just with a single sentence – and give us some context around what they’re aiming to achieve post-MBA.

Once I’ve reviewed the resume and the career goals, I move on to the other materials i.e. transcripts, written essays, recommendations, and so on. At this stage, I’m trying to assess whether the career goals align with what we can realistically help the candidate achieve. For example, if someone wants to become a product manager, consultant, or investment banker, I use that context to interpret the rest of their application more meaningfully.

After this first comprehensive review, we decide whether to move the candidate forward to the interview stage. If selected, they’ll meet with a member of our admissions team. Almost all interviews are conducted internally, although occasionally we’ll have alumni or other staff members step in.

The interview then becomes an additional evaluation layer. The interviewer submits their own assessment, which complements the initial review. Finally, all application materials and feedback go to our admissions committee, where a final decision is made.

J.R. McGrath: Every candidate brings something different. That said, one of the key things we evaluate is whether an applicant has taken the time to consider whether an MBA is the right next step for them, and whether our program specifically is the right fit. It’s important for candidates to demonstrate this fit in their application. That can take many forms, but the key is that they’ve done the reflection needed to articulate why they see themselves thriving here.

Let me give an example to make this more concrete. Say someone has a career goal of becoming a product manager – that’s a very common aspiration, particularly among international applicants and especially those from India. When I review that, the first thing I assess is whether the candidate is targeting technical product management roles, typically requiring a background in software or coding, or non-technical roles. That distinction helps us understand what kinds of opportunities they’ll realistically be competitive for, and it also requires us to keep an eye on industry hiring trends at the time.

When someone articulates their career goals, they need to provide context – doing a bit of that self-assessment: “Here’s what I’ve done, here’s where I want to go, and here’s what I need to develop to get there.” Of course, we bring our expertise to help guide that, but it’s helpful when a candidate shows us where they already see gaps and how they hope to bridge them. That’s where we start to assess fit – whether our program can provide the development they need and whether there’s alignment between their goals and what we offer.

Now, not every candidate comes in with a clearly defined path, and that’s perfectly okay. Many applicants are looking to make a pivot, and the MBA can be a powerful way to do that. Even with extensive research, some may not have a network that allows them to fully explore a new career path before applying. That’s where we step in. 

Ultimately, a lot comes down to a few things: how well candidates are able to articulate their experiences and aspirations in their application, and how they engage in the interview. The interview allows us to assess how they think through problems and talk through their goals, which helps us determine whether a successful pivot is likely.

J.R. McGrath: Our interviews are approximately 45 minutes long and follow a behavioral format. As I mentioned earlier, they’re conducted almost exclusively by our admissions team – professional staff members who are deeply familiar with the program and the evaluation process.

Occasionally, a program director may join the interview, especially if you’re applying to one of our specialized master’s programs, such as the MS in Product Management or Business Analytics. We also have a small number of alumni who serve part-time on the admissions team. They assist with reading applications and conducting interviews as a way to give back to the school, so you may encounter one of them as well.

As for the structure of the interview, it typically begins with some foundational questions in the first five to ten minutes. Even though we have your application in hand, we’ll still ask you to give a brief one- to two-minute overview of your background. We’ll also ask you to walk us through your career goals again. There may be follow-up questions. For instance, if you mention an interest in consulting and list MBB as your target firms, we might ask why those firms specifically, or what makes one of them the best fit for you.

That part of the conversation gives us a lot of insight. Some candidates have done extensive research and can speak to their goals clearly and specifically, while others may just say, “I want to pivot to consulting, and these are the top firms.” When it’s the latter, our team has to dig a bit deeper to assess whether the candidate’s goals are well thought out or just surface-level aspirations.

We may also cover a few logistical or contextual topics early on, such as test scores, academic performance, or any employment gaps, just to make sure we have the full picture.

Once we’ve established that foundation, we’ll move into more topical questions – areas that are important to us. We’ll ask about the kind of community member you would be, explore your leadership experiences, and discuss what you’ve learned from them. We want to hear about how your academic and professional experiences have shaped you and how you plan to use your time in the MBA program to pivot toward your goals.

Some candidates come in very prepared and already have a strong sense of what they want to do and how the program will help them get there. Others may turn the question back to us, and that’s perfectly fine. We view the interview as a two-way conversation.

That said, by the end of the interview, our job is to assess: does this candidate feel like a strong fit for the program? How do they compare to others in the pool? And ultimately, can we confidently extend an offer of admission?

J.R. McGrath: Reapplying shows real perseverance and grit, and we’d love the opportunity to support each of those individuals personally. Unfortunately, due to scale, we aren’t able to offer individualized feedback to everyone. So here’s my advice: revisit your application and take an honest assessment of where you stand. Ask yourself – where do I fall below average, at the average, or above average? Anywhere you’re at or below average is likely an area that needs strengthening.

Some elements are easier to evaluate objectively, like your test scores. Consider where your score falls within the published class ranges on our website. If it’s below average, that could be a clear area for improvement.

Undergraduate grades are a bit more complex due to variations in grading systems across the world, but we do report GPAs on the U.S. 4.0 scale. If your academic record is average or below average – and especially in a high-volume program like ours – it’s helpful to balance that with a strong test score to demonstrate academic readiness.

Next, evaluate your work experience. Are there any gaps? Have you been in the same role for several years without progression? Or maybe you’re on the lower or higher end of the experience spectrum? These are factors worth reflecting on.

Finally, consider your overall research and fit. How well did you demonstrate alignment with the program? Is there more you could have done to strengthen that narrative?

We do offer a reapplicant workshop, and we strongly encourage you to attend. As a reapplicant, you’ll also benefit from a waived application fee. You can reuse elements from your previous application – you’ll have access to your prior materials and can decide what to carry over and what to revise.

The actual work of reapplying isn’t overly burdensome, but the most important part is that internal reflection: Did I put my best foot forward? How did I stack up in the context of the overall applicant pool? And what can I do differently this time to be a stronger, more competitive candidate?

Tepper MBA Curriculum: Academics, LDP, Clubs, AI

J.R. McGrath: There was a time when we were primarily viewed as data-driven or technology-driven, and while those elements are still core strengths, the heart of our program is actually rooted in a human-centered approach to business education. 

Our goal is to equip students with the ability to use data not just to crunch numbers, but to derive meaningful insights from all kinds of information. We view technology as a powerful enabler – something that helps us accelerate understanding and implementation – but ultimately, it’s about developing professionals who can apply structured thinking and sound frameworks to solve complex, evolving challenges.

This is particularly relevant for roles in consulting or product management – both of which demand strong analytical abilities, but also require exceptional leadership and communication skills to bring ideas to life and drive impact.

Another important aspect is our commitment to interdisciplinary learning, which is a core value across Carnegie Mellon. We believe the world’s most pressing challenges will be solved through cross-disciplinary collaboration. So, in addition to the robust coursework at Tepper, we actively encourage students to explore beyond the business school – whether it’s in computer science, engineering, public policy, or other fields. As long as you meet the prerequisites, you can take as many electives outside of Tepper as you’d like to tailor your experience and deepen your skill set.

J.R. McGrath: The Tepper Leadership Development Program was grounded in research. When we reached out to our alumni, business partners, and other stakeholders – even going back 10 to 15 years – the message was consistent, regardless of institution or industry. The technical skills, being able to do the work and solve problems are essential, but they’re considered table stakes. What truly differentiates high-impact individuals is their leadership and communication abilities.

That insight is what shaped the foundation of our leadership development approach. We began with a leadership program modeled primarily on executive leadership principles. We have dedicated coaches who work exclusively with our master’s students – especially those in the MBA program – to help them design and follow a personal development plan over the course of the two-year program. This plan focuses on identifying and engaging with the experiences and opportunities that will help them grow in ways that are uniquely aligned with their professional goals and individual strengths.

Everyone enters an MBA program with a different background and level of experience, so we recognize that leadership development can’t be one-size-fits-all. That’s why we offer a wide range of workshops and leadership initiatives, while also placing a strong emphasis on tailoring experiences that help each student grow into someone who can lead others effectively and turn big ideas into real impact.

J.R. McGrath: We have a wide range of clubs at Tepper, which can generally be grouped into different categories. Since we’re focusing more on the professional side right now, I’ll stay in that space – though it’s worth noting we also have numerous social and affinity clubs that allow students to explore personal interests, build community, or deepen their understanding of specific cultures or causes.

On the professional side, club activity is very much a collaborative effort between key stakeholders across the school. Let me highlight two examples to give you a clearer picture.

First, the Consulting Club – one of the largest and most active clubs on campus – is a close partnership between the Career Center and student leaders. For incoming students, it plays a key role in helping them navigate the demanding and structured consulting recruitment process. Club leaders guide members through everything from firm-specific recruiting insights and case prep to interview timelines. Their goal is to make sure everyone is well-prepared to secure internships, with the hope of those converting into full-time roles, or supporting students who decide to pivot and re-recruit in their second year.

On the product management side, we see a similar collaboration. In addition to strong ties with the Career Center, this club also works closely with faculty who serve as mentors and subject-matter experts. And across all professional clubs, we actively involve alumni working at top companies and bring in thought leaders from the industry. These interactions are not only about networking – they’re also about developing future-facing skills and staying ahead of emerging trends that may not yet be reflected in job descriptions.

Clubs are truly integral to the MBA experience. They offer a platform for students to grow professionally, and for those who may not have had traditional leadership roles before, they present a fantastic opportunity to build and demonstrate leadership capabilities during the MBA journey.

J.R. McGrath: Yes, quite a bit, actually. Carnegie Mellon is the birthplace of AI – it’s truly embedded in our DNA, not just across the university but very much within the Tepper School as well.

We launched our first AI business concentration in spring 2023 with six courses: three within Tepper and three from other parts of the university. Not even a full semester later, that number grew to 12, then 18. This rapid expansion reflects a strong cross-campus collaboration, both within Tepper and across other schools at CMU. So, for students who want to pursue a focused path in AI, we’ve absolutely built that infrastructure.

That said, the more significant shift has been how we’re integrating AI across the broader business school experience, even into the core curriculum. We recently established a new Center for Business Intelligence, where faculty are working on infusing AI into both academic and co-curricular opportunities. So whether you’re someone simply looking to deepen your understanding of AI, or you’re ready to go all-in: developing AI tools, launching AI-driven ventures, or building products, we have the resources and pathways to support you.

Ultimately, it comes down to where you want to be on that spectrum. It’s clear that AI is going to be a fundamental part of our personal and professional lives moving forward. And when it comes to building familiarity or pushing the boundaries in this space, I truly believe there’s no better ecosystem than what we have at Tepper.

Careers @ Tepper MBA: Recruitment Process, Placement Trends

J.R. McGrath: If you look at our employment reports, you’ll notice some natural fluctuations in percentages across years, but our top three industries have consistently been consulting, technology, and finance. 

For example, if you go back five years, consulting and technology were nearly neck-and-neck, with about a third of the class going into each. However, around two years ago, consulting started to pull ahead – this was also the year firms significantly raised compensation. MBB firms were offering starting salaries in the $190K range, and the other top firms were in the mid-$170Ks. Naturally, this spike in compensation attracted more candidates, and consulting firms were hiring at record levels.

More recently, the market has become tighter, and the class split has been more balanced across industries. Hiring volumes, timing, and sponsorship vary by sector, so our career team – particularly our corporate recruitment team – is constantly engaging with new companies, building partnerships, and identifying fresh opportunities. Whether it’s a shift in hiring from certain firms or a change in industry demand, our goal is to ensure students are still exposed to roles that align with their interests, even if they’re in sectors that weren’t initially on their radar.

In terms of timing and preparation, things have changed quite a bit over the years. A decade ago, career prep usually began during orientation or early fall. But with recruiting timelines shifting earlier, our preparation timeline has shifted as well.

For incoming students, our Career Center starts onboarding well before classes begin. We want students exploring pre-MBA opportunities early, and we support them with resume building, goal setting, and one-on-one guidance over the summer. Our model includes dedicated career coaches by industry – consulting, product management, finance, etc. – all of whom are MBA alumni with experience as former hiring managers in those sectors. They help students understand not just how to prepare, but also when to prepare based on recruiting timelines.

This support ecosystem includes not just the coaches, but also student clubs and peer resources. It’s designed to be a continuous journey, starting before you arrive and evolving throughout your time here. While each student is paired with a primary coach based on their top career interest (e.g., consulting), there’s flexibility to switch coaches if your interests change. We start you off with one consistent point of contact and adjust that as your goals evolve.

J.R. McGrath:  Almost every post-MBA role is based in a major market, but it really depends on what you’re targeting.

For consulting, there are usually several hub options to choose from when you receive an offer. The trend now is that many firms offer flexibility across a few key cities. However, the more niche your consulting focus, the more likely it is that a specific group may be based out of a particular hub. For broader strategy or management consulting roles, you’ll generally find opportunities in cities like New York, Boston, Chicago, and on the West Coast. Other cities like Atlanta and Dallas also emerge as secondary hubs.

On the technology side, there are a few well-known hubs. Many of our grads head into tech land in the Bay Area or Seattle. LA appears occasionally, but the Bay Area and Seattle dominate. You’ll also find tech roles in places like New York and D.C., depending on the nature of the job. It’s important to remember that technology is more of an industry than a function. So when evaluating opportunities, it’s really about the specific role you’re pursuing and where that team is based.

Looking at our overall career reports – something prospective students can easily find – we tend to see a larger concentration of graduates working in the Mid-Atlantic and Northeast (e.g., D.C. and further north). The West Coast typically attracts about 25-30% of our graduates, though that varies year to year.

J.R. McGrath: When you begin your MBA journey, most people naturally gravitate toward the well-known, household brand names. In consulting, that typically means MBB, followed by what’s commonly referred to as the Big-4.

On the technology side, companies within the FAANG group often dominate the conversation. However, there are many other companies across different industries offering equally compelling roles. What we often see, especially in tech, is that certain well-known companies might be undergoing layoffs, restructuring, or simply not hiring in certain teams at the moment.

There are excellent opportunities outside the usual top five names that everyone tends to think of first. Our corporate recruitment team, career coaches, and student clubs all work together to surface these opportunities and make students aware of them.

In today’s evolving job market, which can be tighter or more competitive at times, it’s important to look beyond just brand names and focus on finding the roles that truly match your goals and priorities. The top five companies may not always be the best fit, even if they carry the most brand recognition.

Concluding Remarks

J.R. McGrath: Engage with us. We’re going to be traveling around the world, and that includes a visit to India. We’ll be there in July and August, along with visiting other locations globally, including various cities across the U.S. We’ll be hosting numerous application workshops and information sessions.

We also have a list of student ambassadors available on our website. That said, during the summer, the ambassador program tends to slow down a bit, as many students are either on internships or have just graduated. The program will become more active again closer to August, when you’ll be able to connect directly with ambassadors for your questions.

Still, we encourage you to reach out and engage with us now and throughout the summer. For example, you can attend classes – many of which are part of our online MBA program but are taught by the same faculty and use the same curriculum. Sitting in on a class can give you a feel for the learning environment and help you determine whether this is the right fit for you.

The more you interact with us and research the program, the easier it becomes to craft an application that reflects genuine alignment and fit. But here’s one important piece of advice: we want you to be well-informed about our school and program, but don’t write your application based on what you think we want to hear.

The strongest applications come from thoughtful self-reflection – where you’ve been, where you want to go, and what you need to develop to get there. When candidates are clear and introspective, it’s much easier for us to see how they fit within our community.

So again, engage with us, ask your questions, and take advantage of the resources we offer. We’re committed to making this process as transparent as possible, and you’ll find a whole community here ready to support you in pursuing your goals.