Wharton Stories » Tips for Round 2 Applications from the Admissions Director
Wharton Stories
Tips for Round 2 Applications from the Admissions Director
The Round 2 deadline for Wharton’s MBA Program for Executives is January 14, 2025.
The Round 2 (and final) deadline for Wharton’s MBA Program for Executives is Tuesday, January 14, 2025. It’s crucial to start working on your application early, as crafting a strong submission requires significant time and effort.
This is the top recommendation from Admissions Director Barbara Craft. She advises prospective applicants to plan backwards from the deadline to figure out how much time is needed to secure sponsorship from your employer (their sign off is a required piece of the application). You will also need time to prepare for a standardized test, write compelling essays, complete the online application, gather transcripts, and secure a letter of recommendation from your manager or above.
“You can’t accomplish everything in just a week,” she says. “Begin early by discussing your plans with key people in your life, such as your partner, employer, and children. Their support is essential as you navigate this journey.”
Barbara also encourages visiting the program and engaging with current students. “It’s important to ensure that this program is a good fit for you. Current students can share their experiences in the program and explain the depth and flexibility of the curriculum and the time commitment required.”
If you receive an invitation for a virtual interview, be sure to come prepared. “Candidates should formulate thoughtful questions that relate to their unique circumstances and the Wharton experience. We’re trying to determine if someone is a good fit for this program and if the program is a good fit for them. Our questions aim to uncover how well prepared you are for an MBA, what your future aspirations are, as well as how you will contribute to the Wharton community,” she explains.
Recognizing that this is a significant decision, the admissions team is available to answer your questions and provide all the guidance they can, notes Barbara.
Here is a checklist of what is required to be submitted by the January 14 application deadline.
To learn more about the application process, we invite you to join us for a Virtual Application Workshop on Monday, December 16 from 7:30 – 8:00pm ET.This session is designed to help candidates navigate the admissions process, understand the requirements, and gather tips for a successful application.
Wharton Stories
Navy Vet Insights: What Military Applicants Should Know About Wharton’s EMBA Program
Navy Veteran and Wharton EMBA student Marco Segura, WG’25 aims to inspire and support more veterans in joining the program, by actively sharing his experiences, supporting military applicants, and demonstrating the value of their perspectives in the Wharton community.
Veterans and members of the military comprise more than 10% of the Wharton MBA Program for Executives (EMBA) class. Wharton second-year EMBA student and Navy veteran Marco Segura, WG’25, is one of those passionate to see that number increase.
“It’s a wonderful program and worth it, but like everything else you have to put your left foot in front of your right foot and go all in,” says Marco “Military students bring a lot of value to the program with their unique perspectives and experiences, and I am committed to helping more veterans transition into business.”He knows first-hand about unique experiences. Growing up in Lima, Peru, he dreamed of becoming an American and serving in the military. At age14, he embarked on an undocumented immigration journey to Virginia. Living with his aunt, he learned English in high school and planned a future in construction – until an admissions brochure arrived in the mail from the University of Virginia that ignited his aspirations for a four-year degree.
Marco with his mother in 2021, Photo: Ada Hermoza-Ross and George Ross
“I started to see how school was like magic,” says Marco. “It could unlock opportunities – and this would only happen in the U.S.” His new goal became to do well in school, attend college, and then join the military.
While he did earn his undergraduate degree from UVA, the rest of his plan was delayed due to his immigration status. As he sorted that out, he earned a master’s degree. Finally, after a delay of several years, he was able to join the Navy – but with a hitch. “When you’re a new American, you have to wait for a lengthy background check to be an officer, but I didn’t want to wait any longer to serve, so I enlisted,” Marco explains. With no prior mechanical experience, Marco became a ship mechanic and attended law school at night. “I was the only enlisted person in my Command attending law school night classes, waking up at 4 a.m. for military duties and then spending evenings in school.”
His focus shifted in his last semester when he attended a guest lecture by Wharton alumna and negotiation expert Mori Taheripour, WG’03. “Her talk ignited my interest in business and led me to consider pursuing an MBA at Wharton,” Marco recalls. After attending admissions events and engaging with Wharton’s EMBA program to learn if it would be a good fit, he decided to apply.
Today, he’s a second-year EMBA student at Wharton’s San Francisco campus, a Tillman Scholar, and Senior Assistant Vice President of Corporate & Investment Banking at Wells Fargo’s Confirmations Team. As a leader of the Wharton Veterans Club, he actively encourages fellow veterans to explore the EMBA program by sharing his experiences and how he navigated the admissions process.
Marco with his wife Karolline Segura Photo: Leonor Hermoza
Marco emphasizes how he made sure to tell his personal story and how he would contribute to the Wharton community. “Approximately 1% of the population in the U.S. serves in the military; we are unique individuals with our own experiences and perspectives that we can bring to the classroom. That kind of diversity brings value to the ecosystem.”
Another important part of his application process, he says, was preparing for the standardized test and knowing when to ask for help. “I thought I was going to apply in Round 1, but I wasn’t happy with my Executive Assessment (EA) score. So, I sought out tutoring to improve my score enough to apply in Round 2,” Marco explains.
Knowing when to ask for help has continued to be crucial throughout his journey. “In my first year, I struggled with some quantitative subjects, but a member of my learning team helped me understand the material. I went to his house every week and we’d work together. Wharton EMBA students are collaborative, and we’re all committed to each other’s success,” he says. The program, he adds, forms a tight-knit community. “It’s an amazing place with a unique student body. My classmates are my inspiration and have become family. That’s why I want to make sure to give back to other military applicants by increasing awareness and supporting them through the process because this is an incredible opportunity.”
Undergraduate degree University of Virginia, Masters Degree Middlebury Institute of International Studies at Monterey, Law Degree Santa Clara University School of Law
Explore Wharton’s EMBA Program
If you are a veteran or military student, we invite you to register for our upcomingVeterans Webinar on Wednesday, Nov. 13 at 8:30pm ET to learn more about Wharton’s EMBA program.
If you have questions for Marco, he can be reached at: masegura@wharton.upenn.edu
Wharton Stories
A Brand Built by Fathers and Sons
Image: Clement Pappas, WG'09, in the foreground of his personal distillery, which also doubles as a bar and tasting lounge. (Courtesy of Clement Pappas)
“Somehow, over the generations, everyone has young kids, and somehow, everybody comes out just fine.” – Clement Pappas, WG’09
A hard work ethic has driven Wharton Executive MBA alumnus Clement Pappas, WG’09, to follow in his father’s footsteps as a business owner while raising two sons himself. His sense of loyalty and his philanthropy have built his vodka brand,Stateside, into a nationwide presence, and the company recently debuted Surfside, a “ready to drink” alcoholic beverage thatForbes has called the “fastest-growing canned cocktail.” Last year, roughly 2.5 cases of Surfside were sold every minute.
Pappas sponsors Major League Baseball teams, including the Philadelphia Phillies and the Atlanta Braves, and donates to up to 10 local charity events a week. But the most personal way in which he gives back is through thePeter Joseph Pappas Fund, a research-grant fund named for his first son, whom the family lost to complications from HELLP syndrome, a severe form of preeclampsia. “It’s a way to honor Peter,” he says. “We continue to keep his memory alive.”
Today, Lauren and Clement’s sons Paul and Joey are five and seven.
Balancing the business and fatherhood keeps Pappas busier than ever, but the time he spent pursuingWharton’s Executive MBA program was invaluable despite the crush, he says: “Somehow, over the generations, everyone has young kids, and somehow, everybody comes out just fine. Same thing for people going through WEMBA. They come out loving the experience. It is a lot to juggle, but you find a way — and you’ll be happy that you did it.”
Pappas with his wife Lauren and sons Paul (right) and Joey (left). Image courtesy of Clement Pappas)
Wharton Stories
How an Executive Navigates Identity and Inclusion in Business
Image: Hig Roberts, WG’ 25, competes on the World Cup Circuit, Alta Badia, Italy. (Agence Zoom)
“There are a lot of changes I would like to see and be a part of in sports. The diversity of thought that Wharton provides is crucial for me at this point in my career.” – Hig Roberts, WG’25
By age 23, Hig Roberts, WG’25, had already achieved what many elite skiers only dream of—competing on the World Cup circuit. He went on to win two national slalom titles and serve as an alternate at the 2018 Olympics before hanging up his skis to pursue a new track. In 2020, Hig became the first professional men’s alpine skier to publicly come out as gay, a milestone for LGBTQ+ visibility and inclusion in winter sports.
Now, as a Wharton MBA candidate, he’s aiming to create more space for LGBTQ+, BIPOC, women, and underrepresented athletes in the sports industry. Hig shares why he is pursuing his Executive MBA from the Wharton School, what it means to be a role model for young athletes and sports executives, and how to manage work and school as a new father.
Why did you decide to pursue an Executive MBA at this point in your career?
I love learning from smart people. My years working as an athlete and agent have given me incredible experiences, and ultimately, I love the competitive, fast-paced nature of the industry. In sports, we are surrounded by people who are similar to us; we all want to win and be the best. I wanted to learn from people who come from different backgrounds than I did, and who may approach opportunities differently. Wasserman is a leading agency in the Olympic space and I wanted a top-tier MBA program which would allow me to keep working full-time while learning valuable new skills.
Roberts with his learning team in the San Francisco cohort at their Fed Challenge in Year 1’s Macroeconomics class. Pictured from left to right: Hig Roberts, Kelly Kamienski, Prakash Chockalingam, Toms Zvidrins, Molly Gosse, Zifu Wang (Image: Hig Roberts)
I chose Wharton to give me the best foundation in management, teamwork, operations, and broader organizational strategy. There are a lot of changes I would like to see and be a part of in sports. The diversity of thought that Wharton provides is crucial for me at this point in my career.
What inspired you to come out at this stage in your life?
I struggled a lot as an athlete trying to reconcile who I was as a person and who the world wanted me to be. What does it mean to be an all-star athlete? Growing up, I was praised for my athletic achievements, while internally struggling with my identity. After I left the sport, I lost my younger brother tragically and suddenly. His loss has the biggest impact on me. It makes me realize that life is short and we only have one shot at it. When I came out, I felt empowered and learned a huge lesson: people are better than you think.
Roberts skis with his partner, Luke Macfarlane in Kitzbühel, Austria in 2024 (Image: Hig Roberts)
I was so hesitant to come out as an athlete but have felt remarkably supported working in this industry as an openly gay man. There’s a huge movement in sports happening and we can see attitudes transforming. I’ve always known sports to be the most prime arena for acceptance– after all, the clock does not care who you are, but how hard you are trying. I want to give back to the space, serve as a role model, and put more power in the hands of athletes who have traditionally been left out of the sports industry.
Any highlights from your first year in the Wharton MBA Program for Executives? It’s really special to get back into the classroom and meet so many new people. My classmates have seen success already in their careers and know who they are. Like me, they’re curious about learning more, rounding out their weaknesses, and enhancing their strengths. We chose this program because it’s the real deal. It’s challenging and competitive, but the environment is incredibly collaborative.
The WEMBA 49ers Soccer Team playing before classes. (Image: Hig Roberts)
I feel confident saying that I have the best learning team to ever be assembled. We have a U.S. Diplomat, a CFO, an energy engineer, a Googler, and a preeminent Vanguard rockstar. We’re all so different not just in professional background, but also in the way we problem solve. It’s incredibly humbling having these profound conversations with classmates at lunch or walking to a class. I constantly think how lucky I am to be in the same room as them.
What advice do you have for LGBTQ+ individuals navigating the professional landscape?
I always try to hold the positive mindset that people are better than you think they are. There is no reason to underestimate the good in people. I have found that people are more willing to accept me and care about what makes me “me”.
Roberts stands with his partner, Luke Macfarlane, at the finish line of the 2024 NYC Marathon. The couple raised over 20K for Beyond Type 1 Diabetes in honor of Roberts’ late brother, Murphy. (Image: Hig Roberts)
Ownership of who I am and my story is so critical to the well-being of myself, my family, my team, and my company. Sure, sometimes it feels exhausting to come out and be that person, that representative for the community. But I didn’t see athletes or executives doing it in the sports world when I was young, so I want to make sure I show up now. If I can impact one person, it is all worth it. At Wharton, there is a healthy LGBTQ+ alumni community across the country and world, and I’m proud to be part of it.
What is it like being a student and balancing life as a new parent?
It’s all about perspective. My husband and I welcomed our baby daughter last year during the first week of class. When I got to campus, I quickly found out four other classmates recently had babies and two more were expecting children that summer. I felt the immense pressure melt away when I realized I wasn’t alone. Even better, I am now part of the most amazing network of parents.
Roberts, center, with his learning team. All are participants in a bike-building community service event, which occurs during every EMBA student’s first week of classes in Philadelphia. (Image: Hig Roberts)
Every class weekend, we get together to swap stories, the good and the ugly. Balancing work, school, and parenthood has given me a perspective unlike any other throughout my life. Like many athletes and MBA students, I consider myself a go-getter and sometimes bite off more than I can chew. Having a child has slowed me down and helped me realize what can wait until tomorrow and what can’t.
Currently: Sports Agent, Wasserman Based in: Los Angeles, CA EMBA Cohort: San Francisco Previous Education: Bachelor of Arts, Economics and American Studies, Middlebury College
Wharton Stories
My Global Business Week Experience: Argentina
Image: La Boca district, Buenos Aires, Argentina (Armando Oliveira)
This is the first of several installments in the “My Global Business Week” series.
Share in the journeys of Wharton EMBA students who venture across the world to learn with Wharton’s acclaimed Global Business Week program.
Each year, second-year students in the Wharton MBA Program for Executives embark on Global Business Week, a week-long course taught by Wharton faculty. Students from all three cohorts choose from several destinations, meaning each course enrolls a mix of Philadelphia, San Francisco, and Global cohort students.
Glory Durham, WG’24 (Image: Glory Durham)
Glory Durham, WG’24, is the Director of Operations at Penn Health-Tech, Penn’s health-tech innovation center. She received her Bachelor of Science in Psychology and Neuroscience from the University of Pittsburgh. Before enrolling in the Wharton MBA Program for Executives, she earned a Master of Public Health in Infectious Diseases and Microbiology from the University of Pittsburgh.
Below, Durham shares her Global Business Week experience studying Innovation and Entrepreneurship in Turbulent Times with Prof. Zeke Hernandez in Argentina.
Why did you choose the Argentina Global Business Week destination?
I come from a public health background, and currently work at Penn Health-Tech, a center supporting faculty from Penn and Children’s Hospital of Philadelphia as they develop medical technology ideas into products. I’m passionate about solving healthcare problems and supporting innovators in their go-to-market strategy.
Wharton EMBA students enjoying a cultural enrichment experience in Argentina. (Image: Glory Durham)
I chose Argentina because I wanted to learn how to operate in a market that is constantly changing and evolving. This knowledge will help me become a more resilient and adaptable innovator and support like-minded individuals and teams.
Can you tell us about some highlights from the week?
Professor Hernandez provided necessary context of the complex market dynamics in Argentina, influenced by the economic and political situation. We also met with senior leaders from various sectors and industries who shared their insights and experiences with us. They helped us understand Argentina’s role in the South American and global markets, with an emphasis on entrepreneurship.
There were several memorable visits from the trip. We visited a mid-stage fintech startup where we discussed how leaders cope with the challenges and opportunities of the Argentine economy and politics. Hearing their insights on the impact of geopolitical influences and how culture and commerce interplay with one another was fascinating. Another highlight was Estonia Ranch, a cattle ranch, where we got an economics lecture from an agricultural perspective. It was interesting to see how they plan and prepare for recessions, and how they decide when to borrow, buy, or scale back.
Dining with students from the Philadelphia and San Francisco cohorts on the last night in Argentina. (Image: Glory Durham)
Some other notable visits included a fireside chat with the COO of an early-stage biotech firm, a meeting with a healthcare company expanding to Europe, and a visit with Mercado Libre, the “Amazon” of South America. These visits showed us the diversity and innovation of the Argentine business landscape. The interweaving fabric of the course was how to anticipate and respond to unexpected events, such as a recession, and how to make smart business decisions in any context.
How did you and your classmates spend time outside of class and corporate visits?
Beyond the class lectures and corporate visits, I enjoyed some meaningful and fun activities with my classmates in Argentina. One of them was visiting a nonprofit organization, Sumando Energiás, that provides solar-powered plumbing for low-income areas. As an immigrant from Nigeria, I could relate to the challenges of poverty and lack of basic amenities. I was happy to help the organization by making water heating devices from recycled soda cans. The work we completed provided hot water for three families. It was a great way to bond with my classmates and give back to the community.
Wharton EMBA students giving back to the community in Argentina at Sumando Energiás. (Image: Glory Durham)
Another aspect of Global Business Week that I loved was the opportunity to connect with classmates on a personal level. You’re waiting with them at the airport in sweatpants, which broke the ice and made us more casual and comfortable than we usually get to be in the classroom. When we were together, we often prioritized connecting with classmates we may not have had the chance to get to know yet. We had dinners, learned tango dancing, visited Uruguay by ferry, and had a lot of fun! The trip was also a bittersweet reminder that our wild, unbelievable two-year WEMBA journey is coming to an end soon, which made me appreciate it even more. – Glory Durham
Class photo with Jacobo Cohen Imach, Senior Vice President General Counsel at MercadoLibre, Inc. (Image: Wharton MBA Program for Executives)
Wharton’s Executive MBA program requires students to participate in Global Business Week (GBW) in the beginning of their second year.
Students choose from several locations for GBW, which means each location will have a mix of Philadelphia, San Francisco, and Global students.
Recent choices have included customer centricity in Sweden, entrepreneurship and innovation in Argentina, cryptocurrency and the next generation of finance in Switzerland, and ESG Issues in Australia.
During this intensive week of corporate visits and lectures, students engage with senior management to discuss topics relevant to the region.
Following the trip, they have the opportunity to reflect on the insights gained from the experience and present their findings.
Next up in the “My Global Business Week Experience” content series: Switzerland.
Wharton Stories
Finding Lifelong Community in Wharton’s MBA Program for Executives
Image: The Colombia GMC class visiting a coffee plantation in the Colombian countryside. (Neha Rastogi)
“As a Wharton grad, I feel prepared for any challenge because I have this community of people standing by me for life.” – Neha Rastogi, WG’24
Behind every successful Wharton MBA Program for Executives student is a supportive personal network. Partners, friends, and family become invaluable champions for students as they navigate the highs and lows of their two years with Wharton. Neha Rastogi, WG’24, knows the importance of a fully supportive community while pursuing an executive MBA. She shares her experience applying and getting accepted to the program twice, at two vastly different junctures in her life.
Balancing Personal Life and Academic Dreams
A seasoned technology product leader with 20+ years of experience, Neha initially applied to Wharton’s EMBA program in 2014. Her life may have looked perfect from the outside; as a Product and Engineering Manager at Apple, she developed iconic technologies such as Siri, FaceTime, and iMessage, and had just been accepted to one of the world’s top business schools.
“I was over the moon to be admitted,” recalls Neha. “I grew up in a small town in India and never thought I would pursue an education at a school like Wharton. But at the time I was admitted to the program, I was in a very unsupportive personal relationship. Unfortunately, that situation resulted in me declining the offer of admission which I had worked so hard for. It broke me in a way because I felt I had to give up not only that dream but also the part of me who is a dreamer.”
After a few years of self-discovery and healing, Neha was back on her feet and living a more peaceful life. Moving on both professionally and personally, she landed a new position as Mobile Tech Lead at Walmart Global Tech and decided to end her previous relationship. While grateful for her ability to get out of a difficult situation, she notes that her experience of persistence, survival, and resilience is not unique.
“This is my story, but I can appreciate that many of us in the WEMBA program have experiences of overcoming adversity through resilience and determination and coming out stronger.”
The Journey to an MBA
In a surprising shift of destiny, Neha went on to meet and marry Wharton MBA Program for Executives graduate Pranav Sharma, WG’16.
“It is a wild coincidence,” admits Neha, who met Pranav through a mutual friend after her divorce. “He graduated from the same WEMBA class I would have graduated from had I accepted the admission offer back in 2014.”
Heeding encouragement from her husband and his Wharton alumni friends, Neha began looking into Wharton’s EMBA program again when she moved into a Director of Product role at Mozilla.
“Up until that point, I had developed my abilities organically on the job,” she says. “But as the scale of my position grew and the reach of my products increased, I realized I needed a formal business education to help me round out my skills.”
Enjoying the Uninorte hospitality, Carnival style, during a Global Modular Course in Colombia this year. (Image: Neha Rastogi)
With the Wharton community already rallying around her, Neha applied and was accepted again for the Executive MBA class of 2024.
“I was shocked when I got the congratulations call from Director of Admissions, Barbara Craft,” recalls Neha. “It was an emotional moment for me. Part of me didn’t want to apply again because of the fear of rejection. But my husband and his WEMBA buddies reassured me, championed me, and convinced me that I could do it. There were voices in my head telling me I couldn’t do it, but more voices told me I could.”
Finding a Supportive Community at Wharton
Once at Wharton, Neha found strong support in a community of her own. In her first year of the program, she enrolled in the McNulty Leadership Program’s Women’s Leadership Roundtables. In this six-week program, small groups of full-time and Executive Wharton MBA students participate in conversations around bias, gender equity, and frameworks for self-reflection.
“The Women’s Leadership Roundtable was my very first close-knit, safe network experience in the program,” recalls Neha. “This was a group of six women, three in the first year and three in the second year of the MBA program. We shared our most hidden vulnerabilities, fears, and passions and celebrated them. The support we got from each other and the commonalities in our experiences were eye-opening.”
Neha also sought out mentorship opportunities throughout the program to ensure she made the most of her experience.
“In one of Professor Michael Useem’s courses, we were introduced to Maggie Wilderotter, former CEO of Frontier Communications. She gave a talk about her experience on the Board of Directors at DocuSign, and I connected with her after the session to learn more about her role. She’s become a mentor to me, and recently hosted a Boot Camp for Wharton women and allies which coached us on board service. I would never have gotten connected with Maggie on my own. Wharton opens those doors and connects students to incredible people.”
A trip to Plaza Bolívar with friends. (Image: Neha Rastogi)
In addition, Neha embarked on a Global Modular Course (GMC) this spring, studying emerging economies in Bogota, Medellin, and Barranquilla, Colombia. These international study opportunities provide students with the opportunity to immerse themselves in another culture while networking with students from other cohorts and the full-time MBA program. Neha looks forward to traveling to Rwanda for another GMC later this term, focused on conflict, leadership, and change.
Previous Education: Bachelor of Science, Computer Science, Jamia Hamdard University.
Neha, center, pictured with the women leaders of Uninorte in Baranquilla, Colombia, along with the CEO of Oleofresh, a palm oil production company creating positive social impact in the region. (Image: Neha Rastogi)
Wharton Stories
Wharton’s EMBA Program Gains Two New Concentrations in Healthcare, Business Analytics
Image: MBA Program for Executives
“These new concentrations allow students to further demonstrate their aptitude in multiple disciplines of business.” – Dr. Richard Waterman, Deputy Vice Dean for Wharton’s EMBA Program
The Wharton School is committed to providing students with the knowledge and skills needed to excel in today’s competitive environment. To remain at the forefront of business education, the Wharton MBA Program for Executives is proud to announce two new concentrations: Healthcare Management and Business Analytics (BUAN). These concentrations were meticulously designed to guarantee students the ability to specialize in these areas beginning with the class of 2025.
Healthcare Management
The Healthcare Management concentration addresses the growing need for leaders who can navigate the complexities of the healthcare industry. With healthcare being one of the largest and most rapidly evolving sectors globally, there is an increasing demand for professionals with both business acumen and a deep understanding of healthcare systems and policies. Dr. Richard Waterman, Deputy Vice Dean for Academic Affairs in the Wharton Executive MBA Program, notes that this concentration is particularly beneficial for students with a background in healthcare or those looking to transition into the industry.
“We have a lot of physicians in this program who are interested in focusing on healthcare business,” he explains, “But historically, it has been hard for us to allocate enough credit units for them to obtain a major in this area. The Healthcare Management concentration addresses this challenge by requiring three additional credit units beyond the core curriculum, making it more accessible to students with niche interests.”
Courses in the concentration will be taught by members of the renowned Wharton Health Care Management Department.
Ezekiel J. Emanuel is a Professor of Health Care Management at The Wharton School and Professor of Medical Ethics and Health Policy in the Perelman School of Medicine. (Image: MBA Program for Executives)
Business Analytics (BUAN)
Wharton’s Business Analytics concentration responds to the increasing importance of data-driven decision-making in today’s business world. With vast amounts of data being generated daily, organizations require leaders who can effectively analyze and interpret this information to drive strategic initiatives and gain a competitive edge.
“Business analytics is one of the more popular majors in the full-time MBA program,” shares Dr. Waterman. “This concentration will provide Executive MBA students with the opportunity to develop a strong expertise in business analytics, a rapidly evolving skill set and one of Wharton’s core strengths.”
In addition, the curriculum for the BUAN concentration draws from a diverse range of disciplines, including accounting, finance, management, marketing, operations, and statistics. This interdisciplinary approach ensures that students receive a well-rounded education that prepares them to tackle the complex challenges of their chosen field.
Students in the program attend class every other weekend while working full-time. (Image: MBA Program for Executives)
Benefits of Concentrations
Concentrations offer several advantages over traditional majors. While majors typically require four additional credit units beyond the core curriculum, concentrations require three, making them more feasible for students with specific interests or career goals. Concentrations also appear on official transcripts, enabling students to signal their expertise in a particular area without committing as much time and resources as a major would require.
“About 70% of Executive MBA students pursue a major,” notes Dr. Waterman. “Some choose to obtain more than one major. These new concentrations allow students to further demonstrate their aptitude in multiple disciplines of business.”
In addition, many existing courses, even Global Modular Courses such as “Customer Centricity in Sweden” and “Health Systems of Ghana and Romania,” can count toward the requirements of the concentrations, providing students with flexibility and customization in their academic journey. Students also have the option of substituting a 0.5 credit unit Independent Study Project towards the concentration.
Dr. Richard Waterman is Wharton’s Practice Professor of Statistics and Data Science and Deputy Vice Dean for Academic Affairs for the Wharton MBA Program for Executives.
Wharton Stories
Advancing Healthcare Leadership in Wharton’s EMBA Program
Image: Dr. Day, WG'24, at dinner with program classmates in San Francisco. (Image: Dr. Luke Day, WG'24)
“I was looking for a solid, rigorous foundation in management, strategy, operations, and finance to help me make a larger impact in healthcare.” – Dr. Luke Day, WG’24
Physicians undergo years of rigorous and comprehensive medical education and training, equipping them with the knowledge, skills, and expertise required to practice medicine.
“But as clinicians advance to higher levels of leadership, they typically don’t receive formal management training,” says Dr. Lukejohn (Luke) Day, Wharton MBA Program for Executives student. Luke learned the basics of healthcare management in his first job out of residency as Medical Director of the Gastroenterology Unit at Zuckerberg San Francisco General Hospital and Trauma Center. His clinical expertise, natural leadership abilities, and strategic thinking skills earned him a quick promotion to Chief Medical Officer of the entire facility.
“As I gained more responsibilities at work, I started looking for a solid, rigorous foundation in management, strategy, operations, and finance to help me make a larger impact in healthcare,” says Luke. “The Wharton Executive MBA has given me that, plus the ability to maintain my full-time job and gain a huge professional and personal network.” Luke shares how the Wharton EMBA program transformed his daily routine as a physician and equipped him with the knowledge and confidence to make a more expansive impact in healthcare.
Immediate Career Impact Students in the Wharton MBA Program for Executives work full-time during the week and attend class every other weekend, seamlessly integrating classroom teachings into their daily work routine.
“It’s been a radical transformation as far as how I approach my job,” explains Luke. “Every week I’m applying what I’m learning in class, whether it’s conflict negotiation, metrics efficiency within clinics, proven practices to improve operations, building strong teams…these are things I’ve had to do before, but never had the formal training on. Wharton puts these concepts into an evidence-based framework and allows me to test theories both in class and at work. Oftentimes I will share knowledge I’ve gained from the program with my team so they can implement it within their daily practice, too.”
After completing the first year of the program, Luke leveraged his newfound business savvy and applied for a higher-level role that would amplify his impact: System-Wide Chief Medical Officer at University of California San Francisco Health (UCSF). He credits Wharton with giving him the foundational knowledge and executive presence required to land the position earlier this year.
“Wharton played a significant role in helping me apply for this larger role,” he says. “I loved my work at Zuckerberg, but I wanted to expand that experience to a more integrated healthcare system. This program helped me feel more confident in my unique skill set and refined my vision and long-term goals. Many times, you think the career impact will happen after the program is over, but it happens before you even graduate.”
After a long day of class, Dr. Day (pictured front left, at the head of the table) enjoys an evening out with classmates in San Francisco. (Image: Dr. Luke Day)
Global Learning Opportunities First-hand exposure to international healthcare systems is essential for physicians to broaden their understanding of diverse medical practices, cultural nuances, and resource disparities. The Wharton Executive MBA program offers unparalleled global learning opportunities, exposing students to cutting-edge business and social issues in dozens of locations worldwide. Luke elected to participate in two Global Modular Courses (GMCs) which provided unique insights into the healthcare and business sectors of Ghana and Rwanda.
“One of the things that attracted me to Wharton’s Executive MBA program was being able to do an immersive week or two somewhere in the world on a specific topic,” he says. “The Ghana GMC resonated with me because of its focus on healthcare innovation. When you have a healthcare system in a country like Ghana where people are so spread out geographically, you have to be very creative when it comes to access. My classmates and I met with senior leaders in the political, business, and health sectors to learn more about the country’s innovations in healthcare delivery, telemedicine, community outreach programs, sustainable infrastructure, and other topics. Gaining exposure to international healthcare systems allows physicians to witness diverse approaches to healthcare delivery, innovation, and best practices. Global Modular Courses were life-changing experiences for me professionally and personally.”
Future Healthcare Leadership Set to graduate with his Wharton MBA this spring, Luke is well prepared to excel in his new role at UCSF Health, a nationally recognized major provider of patient care services in the San Francisco Bay Area.
“I’m honored and humbled to be in this new role,” shares Luke. “This is a new position within UCSF due to the rapid growth within the system. We’re transitioning to thinking of ourselves as an entire fully integrated system and scaling ourselves to prepare for future growth. I’ll be working closely with other physicians, nurses, and clinicians to onboard, develop, coach, and mentor leaders throughout the entire system as we provide the best, most optimal, highest quality of care to our patients.”
Looking to the future, Luke will play a pivotal role in shaping the clinical direction of UCSF Health, ensuring that the organization provides excellent patient care while aligning with broader strategic goals and industry best practices.
Dr. Day is a member of the Oglala Lakota Nation in South Dakota. He is serving a two-year term as the President of the Association of American Indian Physicians (AAIP) and has been an AAIP governing board member for over a decade. Dr. Day has published extensively on colorectal cancer screening disparities that exist for American Indians/Alaskan Natives, as well as on strategies for how to increase the representation of American Indian/Alaskan Native physicians in healthcare, especially within gastroenterology.
Wharton Stories
Why Prof. Peter Fader Loves Teaching Executive MBA Students
Image: Professor Fader in the classroom with students from the class of 2024, also known as WEMBA 48s. (Image credit: Peter Fader)
“These are people with families, jobs, and lives, and they’re doing this program for the right reasons. They take the course content and immediately weave it into their professional and even personal lives – that’s what it’s all about.” – Professor Peter Fader
The Wharton School takes pride in its world-class faculty, who actively contribute to cutting-edge research, practice innovative teaching methods, and develop new coursework that reflects the evolving business world. These renowned educators set the standard of academic excellence in Wharton’s MBA Program for Executives (WEMBA). We asked Professor Peter Fader, Wharton’s Frances and Pei-Yuan Chia Professor of Marketing, to share his experience teaching in the program.
Why do you love teaching Executive MBA students?
The main course that I teach to undergraduate, full-time MBA, and Executive MBA students is Applied Probability Models in Marketing. I teach the course the same way for all three groups. I change almost nothing because I don’t like pigeonholing the students; they’re smart, they can handle it all. Here’s where the WEMBA students are unique: When the undergraduate students come up to me after class, they ask “Is this gonna be on the test?” When the full-time MBA students come up to me after class, they ask, “Is this gonna help me land my dream job?”
But when the WEMBA students come up to me after class, they ask, “Where can I read more about this?” And that’s it. They’ve stolen my heart.
Prof. Fader with a copy of “The Customer Base Audit,” published by Wharton School Press in 2022. (Image: Peter Fader)
These are people with families, jobs, and lives, and they’re taking this course for the right reasons. They take the course content and immediately weave it into their professional and even personal lives – that’s what it’s all about. I’ll keep taking that red eye to and from San Francisco as long as they’ll have me to teach such an extraordinary and unique group.
Share some insights you’ve picked up through your involvement with WEMBA’s Global Business Week.
I’ve been teaching a course on Customer Centricity in Sweden for Global Business Week since 2018. One of the reasons I teach in the WEMBA program is because I really like to learn from them, as corny as that sounds. However, most of the time there’s still a barrier; I’m at the front of the class and they’re at the back of the class. Global Business Week breaks down that barrier and allows us to mix it up with more unstructured conversations and deeper thinking.
I’ve done this trip a half dozen times now and I hope I can do it forever. It’s a lot of work, because I want to make sure I put my best foot forward as a professor and that we put our best forward as representatives of the Wharton School and the University of Pennsylvania. It’s a true labor of love.
Was there one corporate visit that most resonated with you from this year’s trip? How did WEMBA students respond to that visit?
It’s one thing to talk about customer centricity in the classroom, but to see it in real-time at real companies is incredibly valuable. It gives students a chance to see the way this stuff happens in practice, probe and ask questions, and potentially even teach some of these companies how they could do things more effectively. SAS Airlines was a crowd favorite. Airlines are interesting, because on the one hand, they initiated some of the main building blocks of customer centricity. Every loyalty program we know today, dynamic pricing, sophisticated data analytics – those all go back to airlines.
Professor Fader with Daniel Ek, CEO of Spotify (center), and Kyle Altshuler, WG’22 (right). (Image: Peter Fader)
On the other hand, strategically for them, the focus has always been on operational efficiency. SAS is right in the crosshairs of that because they’re going through bankruptcy. Anko van der Werff, the CEO, talked incredibly candidly with us about their reasons for doing it, the journey through it, and their vision for the future. No slides, no script, just complete transparency. And the WEMBA students came well-prepared; they knew the issues because they’d done their homework, and he appreciated that. I can’t tell you how much these candid conversations mean to the class.
What cultural differences do you see between the U.S. and Sweden as it relates to the way we do business?
If you think stereotypically, it’s a more collectivist culture, so you may expect the Swedish people to be a bit more open, honest, and collaborative. But there are more subtle cultural differences in Sweden that students may not even notice. For instance, when you land at the airport in Stockholm, you may notice that unlike at most airline terminals, there’s a lot of wood. Lots of light-colored wood and Nordic architecture and design. At first, you might write it off as an aesthetic choice.
The Ericsson corporate visit during a Global Business Week trip in Sweden. (Image: Peter Fader)
But in doing research for a book I’m writing, I learned from cultural experts that the Nordic people have a deep affinity for trees. The cultural significance of trees in Nordic countries is deeply rooted in their history, mythology, and everyday life. Trees are very long-lived, and Nordics weave trees and wood into their lives in a much deeper way than we do here in the U.S. The more I thought about this, I realized this is one reason I respect and admire Sweden and its people so much. My whole thing is customer lifetime value, building lifelong relationships with your best customers. There’s a real analogy between how a company should be building relationships with customers and the way the Swedish culture values trees. I just love that metaphor. These types of visits make you start thinking much more deeply. When you’re immersed in the culture it hits you in a different way.
Navigating Tall Ships, Entrepreneurship in Wharton’s EMBA Program
Image: Claudia sails with her group through warm Caribbean waters. (Claudia Olsson)
“Most people on the venture had never been onboard a tall ship, much less navigated one. I wanted to challenge myself to work with a new group of people under conditions I have never encountered before.” – Claudia Olsson, WG’24
For students in the Wharton MBA Program for Executives, learning extends far beyond the classroom. Wharton’s McNulty Leadership Program exposes students to exhilarating, hands-on learning experiences that further enhance their leadership and teamwork skills. Whether it’s training with the U.S. Marines in Quantico or learning firefighting essentials from the Fire Department of New York, the opportunities offered through McNulty Leadership Ventures are designed to break students out of their comfort zones. Claudia Olsson, WG’24, shares her experience as a crew member aboard the famed Robert C. Seaman’s marine vessel as part of the McNulty Leadership Tall Ships Sailing Venture.
Tall Ships Sailing Venture
The Tall Ships Sailing Venture is designed to build teamwork, decision-making, and leadership skills. Over a continuous eight-day period in St. Croix, USVI, participants manage and operate the 161-foot ship in deep ocean waters through a partnership with the Sea Education Association (SEA).
“Most people on the venture had never been onboard a tall ship, much less navigated one,” says Claudia. “I wanted to challenge myself to work with a new group of people under conditions I have never encountered before.”
Each student has the opportunity to lead the Tall Ship during the McNulty Leadership Venture. (Image: Claudia Olsson)
Operating a tall ship involves a range of responsibilities to ensure the safety of the vessel and crew, as well as the successful execution of the sailing voyage. Claudia and 20 Wharton classmates from both the full-time and Executive MBA shared the responsibility of maintaining and steering the ship 24 hours a day. Operating in shifts, they took turns raising and lowering sails, monitoring radio and navigation equipment, conducting routine maintenance and inspections of the vessel’s equipment, and more. When it was her turn to run the ship for the day, Claudia gained a deeper understanding of how to lead a team under pressure.
“A lot of leadership skills transfer from one area to another,” she says. “When leading the ship, I was the decision-maker regarding navigation, crew management, safety, and communication with shore-based authorities and other ships. I’ve been sailing before, but never on a big ship like this. Because this experience was so far removed from my everyday life, it allowed me to gain perspective on how to manage unfamiliar, stressful situations. Being able to test my skills in a safe but unknown and challenging context helped me develop my confidence as a leader.”
Claudia notes that while strong leadership skills are crucial when operating a Tall Ship, knowing when to follow and let others lead is many times just as important. “To become an effective leader, you need to know how to play both roles,” she says. “When you are part of a strong team, no single individual is solely responsible for every aspect of the ship’s operation. Each crew member contributes to the collective effort, sharing the responsibility for the voyage’s safety and success. Knowing when to follow means recognizing when others are better suited to take the lead on specific tasks or decisions, which is hugely important whether you are running a ship or running a company. This venture helped us all become better leaders and team members in our everyday lives.”
Global Education Entrepreneur
Equipped with over 15 years of experience guiding organizations through digital transformation, Claudia was already an active entrepreneur in the education space when she enrolled at Wharton. One of the companies she founded, Stellar Capacity, focuses on developing digital skills and future-oriented leadership for individuals and organizations. Drawing from her experiences working in both emerging markets and high-tech areas of the world, Claudia believes that today’s rapid global and digital change will require a restructuring of leadership and the development of new skills better suited for a technologically advanced world.
“My companies are in a very active scale-up phase,” she explains. “We’re starting to have a larger international impact and I felt this was a good time for me to enhance my strategic leadership skills. I chose Wharton specifically for its focus on providing very relevant knowledge related to the changing landscape and future of business. For example, learning from Professors Ethan Mollick or Christian Terwiesch about how artificial intelligence, large language models, and machine learning will impact businesses is incredibly compelling.”
Appointed a World Economic Forum Young Global Leader, Claudia has served in the World Economic Forum Europe Policy Group and in the World Economic Forum Future Council on Values, Ethics and Innovation. (Image: Claudia Olsson)
Frequently recognized as one of Sweden’s top business talents, Claudia has been appointed a Young Global Leader by the World Economic Forum. As she continues to shape the future of digital education and leadership, her Wharton MBA stands to her commitment to excellence and her dedication to leveraging top-tier education for the betterment of industries worldwide.
Benefits of a Bicoastal Program
Students in the Philadelphia and San Francisco cohorts benefit from the option to study on both campuses. In the second year of the program, students can opt to take one course, one term, or even the whole second year on the opposite coast.
“I definitely want to make the most of my time at Wharton,” says Claudia. “On the West Coast, there’s a greater concentration of companies in the technology space, whereas on the East Coast, there is a more robust healthcare and finance industry. I’ve met several classmates during my time in San Francisco who work at Meta, Google, and Amazon, so the connection to the tech industry has been really beneficial for me. The best aspect of taking classes on both coasts is getting to know students from another cohort on a deeper level.”
WEMBA students often organize group trips and social outings during their time in the program and beyond. Here, Claudia poses with classmates on a group trip to the Grand Canyon. (Image: Claudia Olsson)
Tight-Knit Community
On the first day of Orientation, EMBA students are assigned to a learning team, which is a small group of students from diverse industries, backgrounds, and career goals.
“Going through the first-year curriculum with a learning team is important because we all have different strengths,” she explains. “If someone is unfamiliar with a concept in class, they just might have a member on their learning team who is an expert on the topic. I really enjoyed that my team members were focused on how we can grow to our full potential together.”
As she reflects on her time in the program so far, Claudia feels grateful to be a member of the Wharton community, especially in today’s uncertain times. “There is a lot happening in the world now, with geopolitical tensions, climate change, economic uncertainty…” she says. “Being able to discuss and analyze current events in real-time with faculty and classmates is invaluable because it provides a different lens on global developments. Ultimately, this enables us to have better foresight in our businesses. Especially now, operating on an international level, this program is giving me the frameworks and tools to make more informed business and investment decisions.”
Meet Claudia Olsson, WG’24 Currently: Founder and CEO, Stellar Capacity Based in: Stockholm, Sweden Wharton EMBA Cohort: Philadelphia Prior Education: MS, International Business, Stockholm School of Economics; MS, Industrial Engineering KTH Royal Institute of Technology
Claudia with Stellar Capacity colleagues Peng Wu, Research Director, and Anna Ljunglöf, Director of Strategic Partnerships and Growth.
