News, Advice and Resources for Tuck Dartmouth MBA Applicants

Information is subject to change. Please verify all data with the schools.


TUCK

(20.3% accepted; 54.5% yield)
 
also known as 
  • The Tuck School of Business at Dartmouth

 

 


DEADLINES

  Application and CSQs* due Applicant-initiated interview complete Admissions
Decision
Early Action round** 10/10/12 10/31/12 12/14/12
November round** 11/7/12 11/7/12 2/8/13
January round** 1/3/13 1/31/13 3/15/13
April round** 4/2/13 4/2/13 5/24/13
November Consortium**** 11/15/12 11/15/12 2/8/13
January Consortium**** 1/5/13 1/31/13 3/15/13

Key Financial Aid Dates

  Application for Tuck scholarships due** FAFSA due*** International Application for Financial Aid due
Early Action round

10/17/12

3/1/13

3/1/13

November round

11/14/12

3/1/13

3/1/13

January round

1/10/13

3/22/13

3/22/13

April round

4/9/13

5/31/13

5/31/13

November Consortium

2/22/13

3/22/13

N/A

January Consortium

2/22/13

3/22/13

N/A

Applications are due by 5:00 p.m. EST

* Confidential Statements of Qualifications
** Applicants who wish to be considered for scholarships must complete the Application for Tuck School of Business Scholarships by the above deadline.
*** Free Application for Federal Student Aid
**** Prospective students who are applying to Tuck through the Consortium will receive two decisions; one from Tuck regarding their admission decision and a second from the Consortium regarding their fellowship decision.

Accepted Applicants

All accepted applicants who wish to reserve a seat in the incoming class must submit a nonrefundable deposit (which is applied against tuition) as follows:

  • Early Action round deposit: $4,000; due January 18, 2013
  • November round deposit: $2,500; due April 26, 2013
  • January round deposit: $2,500; due April 26, 2013
  • April round deposit: $2,500; due June 14, 2013
  • November Consortium: $2,500; due April 26, 2013
  • January Consortium: $2,500; due April 26, 2013

Deferred Admission

Tuck grants a limited number of deferred admission requests each year. One-year deferrals are only granted for exceptional, unforeseen circumstances. Admitted students must enroll before requesting a deferral. Requests for deferral must be submitted in writing. Please contact admissions for more information.

 


2011 -2012 DEADLINES

Early Action Round

Application and Confidential Statements of Qualifications (CSQs) due: 12 Oct 2011 @ 5pm ET
Application for Tuck School of Business Scholarships due: 19 Oct 2011 @ 5pm ET
Applicant-initiated interview complete: 31 Oct 2011
Admissions Decision: 16 Dec 2011
Early Action round deposit: $4,000; due 12 Jan 2012

November Round
Application and Confidential Statements of Qualifications (CSQs) due: 9 Nov 2011 @ 5pm ET
Application for Tuck School of Business Scholarships due: 16 Nov 2011 @ 5pm ET
Applicant-initiated interview complete: 9 Nov 2011
Admissions Decision: 10 Feb 2012

November Consortium
Application and Confidential Statements of Qualifications (CSQs) due: 15 Nov 2011 @ 5pm ET
Application for Tuck School of Business Scholarships due: 24 Feb 2012 @ 5pm ET
Admissions Decision: 10 Feb 2012
Prospective students who are applying to Tuck through the Consortium will receive two decisions; one from Tuck regarding their admission decision and a second from the Consortium regarding their fellowship decision.

January Round
Application and Confidential Statements of Qualifications (CSQs) due: 4 Jan 2012 @ 5pm ET
Application for Tuck School of Business Scholarships due: 11 Jan 2012 @ 5pm ET
Applicant-initiated interview complete: 31 Jan 2012
Admissions Decision: 16 Mar 2012

January Consortium
Application and Confidential Statements of Qualifications (CSQs) due: 5 Jan 2012 @ 5pm ET
Application for Tuck School of Business Scholarships due: 24 Feb 2012 @ 5pm ET
Admissions Decision: 16 Mar 2012
Prospective students who are applying to Tuck through the Consortium will receive two decisions; one from Tuck regarding their admission decision and a second from the Consortium regarding their fellowship decision.

April Round
Application and Confidential Statements of Qualifications (CSQs) due: 2 Apr 2012 @ 5pm ET
Application for Tuck School of Business Scholarships due: 11 April 2012 @ 5pm ET
Applicant-initiated interview complete: 2 Apr 2012
Admissions Decision: 11 May 2012

(found at http://www.tuck.dartmouth.edu/admissions/how-to-apply/important-dates; accessed 2011/07)

 


 

2011 -2012 ESSAYS

As a reminder, Tuck doesn’t impose a formal restriction on the length of your responses, but most applicants use approximately 500 words per essay.

1. Why is an MBA a critical next step toward your short- and long-term career goals? Why is Tuck the best MBA program for you? (If you are applying for a joint or dual degree, please explain how the additional degree will contribute to those goals.)


2. Discuss your most meaningful leadership experience. What did you learn about your own individual strengths and weaknesses through this experience?


[VINCE HINTS]

Please watch this video to learn about Tuck's Approach to Leadership Training   

 


3. Describe a circumstance in your life in which you faced adversity, failure, or setback. What actions did you take as a result and what did you learn from this experience?


4. Tuck seeks candidates of various backgrounds who can bring new perspectives to our community. How will your unique personal history, values, and/or life experiences contribute to the culture at Tuck?


5. (Optional) Please provide any additional insight or information that you have not addressed elsewhere that may be helpful in reviewing your application (e.g., unusual choice of evaluators, weaknesses in academic performance, unexplained job gaps or changes, etc.). Complete this question only if you feel your candidacy is not fully represented by this application.


6. (To be completed by all reapplicants) How have you strengthened your candidacy since you last applied? Please reflect on how you have grown personally and professionally.
 

(found at http://tuckschool.blogspot.com/2011/06/new-essay-questions.html; accessed 2011/07)

 

[VINCE HINTS: Tuck Essay Tips are here]

 

 

ESSAY INSIGHTS 

 

Leadership at Tuck

Leadership is inspiring others to strive and enabling them to accomplish great things.

THE COHEN LEADERSHIP DEVELOPMENT PROGRAM

The Jonathan L. Cohen D’60, T’61 Leadership Development Program was first implemented in the fall of 2003 to provide specific avenues for students to explore and expand their potential as leaders.

Through coursework, periodic self- and peer assessments, one-on-one coaching, career counseling, and the creation of an individualized leadership development plan, Tuck students are expected to develop their own, unique leadership goals and to create a plan to achieve them.

PRINCIPLES
  • Leadership development is central to Tuck’s mission. We believe it is our responsibility to ensure that each graduating student be capable of exercising leadership and feel responsible for being a leader in the world.
  • Each organization for which you work will probably have its own criteria for identifying and developing leaders. The purpose of Tuck’s model is to provide a common, overarching framework around which you can build your own personal leadership model.
  • You will inspire and enable others by first focusing on your own leadership skills. Tuck will help you to improve these skills by developing certain leadership competencies. These competencies will focus on who you are, what you know, and what you do.


LEADERSHIP COMPETENCY MODEL

WHO YOU ARE

  • Integrity
  • Self-Awareness
  • Courage
  • Responsibility
  • Commitment to Lifelong Learning
  • Tolerance for Ambiguity


WHAT YOU KNOW

  • How to Apply Business Theories and Skills
  • How to Demonstrate Intellectual Curiosity
     

WHAT YOU DO

  • Motivate and Develop Others
  • Create and Articulate a Vision
  • Communicate Effectively
  • Balance Multiple Constituencies
  • Be Proactively Alert to Opportunity
  • Envision New Approaches and Possibilities


LEADERSHIP COMPETENCY DEFINED

WHO YOU ARE

• INTEGRITY: to make ethical decisions, model moral courage, communicate moral reasoning, and hold moral intentions
• SELF-AWARENESS: to learn about and manage your skills and behaviors, both as an individual and a member of an organization
• COURAGE: to do what your inner compass tells you is right, regardless of the risk
• RESPONSIBILITY: to assume responsibility for the decisions and actions of yourself, others, and the organization and to understand the importance of individual citizenship
• COMMITMENT TO CONTINUOUS LEARNING: to seek learning and development throughout your life
• TOLERANCE FOR AMBIGUITY: to recognize and explore multiple possibilities, solutions, and outcomes


WHAT YOU KNOW

• HOW TO APPLY BUSINESS THEORIES AND SKILLS: to understand and apply theories, principles, concepts, and models for all functional areas and disciplines
• HOW TO DEMONSTRATE INTELLECTUAL CURIOSITY: to cultivate an intrinsic eagerness to learn for the sake of learning and to display both imagination and creativity


WHAT YOU DO

• MOTIVATE AND DEVELOP OTHERS: to create conditions that elicit others’ passion, commitment, and best work
• CREATE AND ARTICULATE A VISION: to create and articulate a vision for the future and rally support for it
• COMMUNICATE EFFECTIVELY: to communicate effectively, both in oral and written form, across multiple situations and audiences
• BALANCE MULTIPLE CONSTITUENCIES: to balance the interests of multiple constituencies—financial, organizational, political, societal, and global
• BE PROACTIVELY ALERT TO OPPORTUNITY: to display entrepreneurial spirit and initiative, constantly look for opportunities, and measure and take risks
• ENVISION NEW APPROACHES AND POSSIBILITIES: to transform a problem by looking at it from multiple points of view, and elicit strategic creativity from both self and others


LEADERSHIP OPPORTUNITIES AT TUCK

The topic of leadership is very important at Tuck. You will find it woven through your coursework, co-curricular activities, job searches, and conversations. We invite you to take advantage of all that we offer!

COURSES

• All courses at Tuck play a part in developing leadership potential.
• Numerous courses in organizational behavior, effective teamwork, management skills, management communications, and corporate and global governance focus on more specific aspects of the leadership development process.

VISITORS AND EVENTS

• Hearing from and interacting with senior business leaders through Beacon Capital Partners Leadership Speaker Series
• Leadership Lunches with leaders across multiple industry sectors
• Periodic leadership conferences and seminars
• Annual second-year leadership summit with high-profile executives

INDIVIDUALIZED LEADERSHIP OPPORTUNITIES

• Individual leadership coaching sessions with trained staff and faculty members
• Interview training, through the Career Development Office, in the art of talking about your leadership skills and potential in a job interview
• Six-person learning teams
• Online self- and peer assessments
• Individualized feedback reports based on peer assessments
• Creation of a personalized Leadership Development Plan
• Second-year Study Group Leadership Fellows
• Leadership positions on the student board, the judicial board, and all student-run clubs and organizations

(found at www.tuck.dartmouth.edu/pdf/leadership_model.pdf; accessed 2010/09)


 


Learning how to lead from beside

 

One of the unique opportunities provided at Tuck is personalized leadership development. In addition to a seminar course taken as part of Fall A, there is the opportunity to complete a leadership self assessment, have each of your study group members complete a peer feedback assessment form (and you do likewise for them), development of a personal action plan and one on one coaching from a member of the faculty and staff to help you progress against your plan.

I have to admit, I was skeptical about the entire process. I was late turning in my personal assessment, struggled on how “truthful” to be regarding my peer feedback forms and until just a few days ago, I didn’t see the need for a personal action plan and coaching. The difficulty of all this was compounded when I received the summary of my study group members’ assessments of me – they were PERFECTLY aligned with mine…

…so what do you do when how you see yourself is PERFECTLY aligned with how others see you? It may sound like an excuse to cease participation in this process, but it actually was the starting point for me to tackle my leadership development.

The inspiration for my personal development plan comes from two sources. One i my Fall A study group. Amongst the vast number of possible study group assignments available, I have to say, I was very fortunate. My group is absolutely talented and we have very similar work ethics. Couple this with respect for one another and you have a great study group. I just wish I had more influence with them – I always want to have impact among strong peers and this group is no exception.

Then there was a conversation I had with someone a few months ago. He relayed a story about being on jury duty, where everyone is peers and everyone has an equal vote. I had never dissected the jury process in this way before, but after our conversation I began thinking it is among one of the most difficult situations to find one’s self.

I don’t think study group and jury duty are that much different. You bring a group of people together to accomplish a task none of the participants initiate or choose. Further, no one has “demonstrated” expertise or accountability for the final result and there is no hierarchy. By far this is the toughest leadership position I have ever found myself in.

I think to be successful in the situation, you have to learn to lead from “beside”. I had never considered this as a possible leadership development area, because my career to date had focused on leading others or influencing people above me. When you strip away positions and make it about influencing your peers it becomes more challenging, but I would also argue, more rewarding,

There is no feeling like being surrounded by your intellectual peers and being able to contribute to the conversation in a meaningful way. I also think that finding a strategy which enables this type of influence could be the most powerful leadership tools available. It’s the type of leadership that comes from what you have inside of you, without the assistance of position or pre-determined role.

(found at http://tuckschool.blogspot.com/2008/12/learning-how-to-lead-from-beside.html; accessed 2011/07)

 


 

RECOMMENDATIONS

Dartmouth Tuck Confidential Statement of Qualifications (CSQ) Questions

 

  1. How long have you known the applicant and in what context? Have you served as the applicant's supervisor? If so, please provide approximate dates. Please comment upon the frequency and nature of your interactions with the applicant.  (Limit answer to 300 words or fewer / 2150 characters including spaces)
  2. What are the applicant's three principal strengths? Please provide an example of each. 300 words or fewer (1850 character limit)
  3. In which three areas can the applicant improve? Please provide an example of each. How has the applicant worked to address these areas? 300 words or fewer (3000 character limit)
  4. How does the applicant respond to constructive criticism? 300 words or fewer (3000 character limit)
  5. Please compare the applicant on the scale below with others in his/her peer group you have known during your professional career. Please give examples in the space below to support any Top 5% or Bottom 20% ratings (3000 character limit)
 
Effectiveness of leadership - Please Select
  • Top 5%
  • Top 10%
  • Top 20%
  • Top 50%
  • Bottom 50%
  • Bottom 20%
  • N/A
 
Effectiveness of teamwork - Please Select
  • Top 5%
  • Top 10%
  • Top 20%
  • Top 50%
  • Bottom 50%
  • Bottom 20%
  • N/A
 
Ability to handle conflict - Please Select
  • Top 5%
  • Top 10%
  • Top 20%
  • Top 50%
  • Bottom 50%
  • Bottom 20%
  • N/A
 
Ability to cope with pressure - Please Select
  • Top 5%
  • Top 10%
  • Top 20%
  • Top 50%
  • Bottom 50%
  • Bottom 20%
  • N/A
 
Ability to cope with setbacks - Please Select
  • Top 5%
  • Top 10%
  • Top 20%
  • Top 50%
  • Bottom 50%
  • Bottom 20%
  • N/A
 
Ability to inspire and motivate others - Please Select
  • Top 5%
  • Top 10%
  • Top 20%
  • Top 50%
  • Bottom 50%
  • Bottom 20%
  • N/A
 
Effectiveness of communication skills - Please Select
  • Top 5%
  • Top 10%
  • Top 20%
  • Top 50%
  • Bottom 50%
  • Bottom 20%
  • N/A
 
Ability to see opportunity and take initiative - Please Select
  • Top 5%
  • Top 10%
  • Top 20%
  • Top 50%
  • Bottom 50%
  • Bottom 20%
  • N/A
 
Overall drive and motivation - Please Select
  • Top 5%
  • Top 10%
  • Top 20%
  • Top 50%
  • Bottom 50%
  • Bottom 20%
  • N/A
 
Organization and time-management skills - Please Select
  • Top 5%
  • Top 10%
  • Top 20%
  • Top 50%
  • Bottom 50%
  • Bottom 20%
  • N/A
 
Overall intelligence - Please Select
  • Top 5%
  • Top 10%
  • Top 20%
  • Top 50%
  • Bottom 50%
  • Bottom 20%
  • N/A
 
Analytical Ability - Please Select
  • Top 5%
  • Top 10%
  • Top 20%
  • Top 50%
  • Bottom 50%
  • Bottom 20%
  • N/A
 
Intellectual curiosity - Please Select
  • Top 5%
  • Top 10%
  • Top 20%
  • Top 50%
  • Bottom 50%
  • Bottom 20%
  • N/A
 
Positive Attitude - Please Select
  • Top 5%
  • Top 10%
  • Top 20%
  • Top 50%
  • Bottom 50%
  • Bottom 20%
  • N/A
 
Resiliency - Please Select
  • Top 5%
  • Top 10%
  • Top 20%
  • Top 50%
  • Bottom 50%
  • Bottom 20%
  • N/A
 
Ethics and integrity - Please Select
  • Top 5%
  • Top 10%
  • Top 20%
  • Top 50%
  • Bottom 50%
  • Bottom 20%
  • N/A
 
Ability to think creatively - Please Select
  • Top 5%
  • Top 10%
  • Top 20%
  • Top 50%
  • Bottom 50%
  • Bottom 20%
  • N/A
 
Professional impression and poise - Please Select
  • Top 5%
  • Top 10%
  • Top 20%
  • Top 50%
  • Bottom 50%
  • Bottom 20%
  • N/A
 
Self-confidence - Please Select
  • Top 5%
  • Top 10%
  • Top 20%
  • Top 50%
  • Bottom 50%
  • Bottom 20%
  • N/A
 
Please give examples in the space below to support any Top 5% or Bottom 20% ratings (3000 character limit)
 

 


 

THE NUMBERS

 
Applicants: 2,528 (20% Admitted)
Entering Full-Time MBA Students: 240 Students
 
Average GMAT: 716
Median GMAT: 720
 
Average Age: 27
Average Work Experience: 62 Months

% Students who are Women: 35%
% Students who are International: 33%

Rankings
  • Bloomberg Businessweek: 14
  • U.S. News & World Report: 7
  • Financial Times: 18
Employment
  • Average Base Salary: $107,000
  • Median Base Salary: $105,000
(found at http://www.beatthegmat.com/mba/school/tuck-school-of-business-dartmouth-college/a/info; accessed 2011/07)
 
 
Official Tuck Class of 2011 Profile

Demographics
    * Average age at matriculation: 28
    * Age range: 24-37
    * Students with partners: 37%
    * Students with children: 5%
    * Women: 33%
    * U.S. minorities: 18%
    * International students: 30%
    * Nationalities represented: 27

Undergraduate Experience
    * Top undergraduate majors:
           Humanities: 26%
           Economics: 22%
           Engineering/computer science: 20%
           Business and finance: 19%
           Math/science: 7%
           Other: 6%

    * Average GPA for U.S. students: 3.53
    * Students with advanced degrees: 22%

Professional Work Experience
    * Consulting: 19%
    * Investment banking or private equity: 19%
    * Marketing, retail, consumer goods: 12%
    * Other financial services, real estate: 12%
    * Government, military, nonprofit: 8%
    * Technology: 7%
    * Manufacturing: 4%
    * Healthcare, pharmaceuticals, biotech: 2%
    * Other: 17%

(found at http://www.tuck.dartmouth.edu/recruiting/data_and_statistics/class_profile.html; accessed 2011/07)
 

# of Japanese admitted to Class of 2013: 8

# of Japanese entering Class of 2013: 2

(source: Vince's admitted clients)

 

 
MBA Program Consideration Set:
 
  • Stretch Schools: Harvard, Stanford
  • Match Schools: Chicago, Wharton, Northwestern’s Kellogg School, MIT Sloan, Berkeley
  • Safety Schools: Duke, Virginia, New York, Michigan, Yale, Cornell
 
(found at http://poetsandquants.com/2010/12/09/dartmouths-tuck-school-of-business; accessed 2011/08)

 


 

FIT

Tuck may be a good fit for you if:

1. You want to go into private equity
2. You want to work in Japan or the UK
3. You are bringing a partner and/or a family with you to business school
4. You are switching careers
5. You appreciate the small size and truly understand the value of relationships
6. You are not afraid to work hard

(found at http://www.veritasprep.com/blog/2011/06/tuck-is-a-good-fit-for-you-if; accessed 2011/07)
 

 

CRITERIA

Tuck Admissions - Evaluation Criteria

1. Demonstrated Academic Excellence
2. Demonstrated Leadership
3. Demonstrated Accomplishments
4. Interpersonal Skills
5. Diversity of Background and Experience
6. Global Mindset

(found at http://www.tuck.dartmouth.edu/admissions/criteria/index.html; accessed 2011/07)

 


 

THE INTERVIEW

The Tuck Interview

Many of Vince's past admitted clients were asked these questions (on campus and with adcoms in Tokyo)
 

  1. Walk me through your resume from your undergraduate degree to current job
  2. Why MBA? What can you do with MBA? (Goals)
  3. Why Tuck?
  4. Why should Tuck admit you over many others who are equally qualified?
  5. Are you better at leading teams or being a member of teams?
  6. How did you solve conflict among your teammates?
  7. Do you know any current students at Tuck?
  8. What do you do outside work?
  9. Tell me about your leadership outside work?
  10. What extracurricular activities at Tuck are you interested in?
  11. Convince me you want to live in the countryside.
  12. Anything you would like me to know about you?
  13. Q and A


More reports here
http://www.clearadmit.com/wiki/index.php?title=TuckInterview
and
http://www.accepted.com/mba/interviews/search.asp?bhcp=1

 


Interview Tips from the Tuck School of Business Admissions Blog


So I have interviewing on the brain right now. One of my roles is to supervise our 37 student interviewers, and I have been busy getting ready for their training which I will conduct tomorrow. In preparation, I have been thinking a lot about interviewing dos and don’ts for applicants and thought I would share some of them here.

Similar to your essays, interviews are a great vehicle to share your story. Through the interview, we hope to hear more examples of the types of experiences you have had in both your personal and professional life, and to get a sense of your demonstrated record of achievement, your interpersonal and communication skills, and your focus.

It is important to prepare for the interview in advance. Think about the types of questions you are likely going to get, e.g. what your goals are, why you want to get an MBA, why you want to come to Tuck, leadership roles, your strengths and weaknesses, etc. Also, think about a few key points about yourself that you want to get across. Then think about specific anecdotes from your past experiences to support each response/point. In describing the anecdote explain the situation, what actions you took and the result. The caveat here is don’t over-prepare. You don’t want to sound like you are reading from a script.

Listen carefully and answer the question being asked. This may sound obvious, but many applicants are so excited to make particular points that they don’t offer them at the appropriate times. I once had an applicant launch into a long discussion of what his goals were and why he needed an MBA when my question to him was “so, are you originally from Chicago?”

Your answers should be specific and include details, but also be concise in your answers. The interview is short, make the most of it. Once you have made your point, stop. The most frustrating interviews I conduct are the ones where the applicant is long-winded and/or strays off topic.

Remember your audience – don’t get overly technical in the details and don’t use too much jargon.

For most questions, there is really no right or wrong answer. We are most interested in what you really think. Be yourself. Don’t try to guess what the interviewer wants to hear. If what you say isn’t true for you, it will come off sounding phony or lacking substance.

Research the school in advance – asking questions that could be easily answered by looking at the school’s marketing materials/website does not create a good impression.

Our student interviewers are really nice people, and we try to make our admissions interviews as stress-free as possible; however, as a result, some applicants get too casual. They assume since they are being interviewed by someone more their peer it is okay to slouch, slip into slang or reveal information they probably shouldn’t (see Karen’s 9/2 post on too much honesty). While we certainly want you to feel comfortable and act like yourself, remember, no matter who conducts your interview (student, staff or alum), you should approach it in a completely professional manner.

A couple of obvious points that bear repeating: don’t be late, and never ever answer your cell phone or check your Blackberry during an interview. You may laugh, but trust me, people have done it!

2 comments:
Anonymous said...
How do I register to interview on campus?
Nancy G.- Admissions said...
try this: - go to www.tuck.edu - click on 'visit us / interview' - click on 'request an interview' under the 'related links' heading in the right column of the page - For location of event select Hanover NH - For dates select today's date for the 'from' field; select ... for the 'To' field - for Type of event select 'on campus interview' - Select 'all events in the future with space available'

NOTE: if you want to see events that have space available on a wait list, select 'all events in the future' Hope this helps!

(found at http://tuckschool.blogspot.com/2009/09/interviewing-interviewing-interviewing.html; accessed 2011/07)

 


 

FAQ

Vince note: please read the Tuck Admissions FAQs for useful tips ▸ http://www.tuck.dartmouth.edu/admissions/admissions-faq

FAQ highlights

 


 

LINKS

Link highlights

 


TESTIMONIALS

Tuck MBA Class of 2011

Longing for admissions to top schools, I was looking for an individual counselor who could teach me how to best market my strong points and commit himself to my success since I did not have much overseas experience. While I visited top schools in the U.S. in the spring and asked current students about their counselor experiences, I found that Vince's service met all my needs.

Vince is most excellent in drawing thoughts and personal stories from me. Brainstorming with him made me feel that I was able to respond appealingly to any essay questions of any school. At the same time, he was strict in quality of essay and never said OK unless I fully presented my understanding of culture and program of a school and showed my enthusiasm for the school. Therefore, I could submit those essays with confidence, which brought me good results.

I was so lucky to find a skilled and experienced counselor like him. Vince is sometimes strict because he keeps high standards, but I am conVINCEd that you will get closer to top schools by following his professional advice!


海 外経験のない私がトップスクールに合格するためには、私の長所を最大限売り込む方法を指導してくれるとともに、私に強くコミットしてくれるカウンセラーが 必要だと考え、個人でサービスを行うカウンセラーを探していました。春先にいくつかのトップスクールをビジットし、在校生にカウンセラーの起用経験を伺う 中で、私のニーズに合致していたのがVinceでした。

Vinceの素晴らしさは、自分の持っている考え・経 験をフルに引き出してくれる点にあります。彼とディスカッションしていると、どんな学校のどんなエッセーに対しても、競争力のあるエッセーが書ける気がし ました。同時に彼は、学校のカルチャー、プログラムを理解し、その学校に対する熱意を十分に示したエッセーでない限り、OKを出さない厳しさを持っていま す。それゆえ彼のOKを得たエッセーは自信を持って提出することが出来、結果もついて来ました。

私は Vinceのような知見・経験のあるカウンセラーに出会えて幸運でした。Vinceは時に厳しいカウンセラーですが、彼の要求に応えることが出来れば、 トップスクールへの合格は自ずと近づいてくるはずです!

 


- Updated by Vince on 15 Feb 2016

  • I have been a full-time international graduate admissions consultant since 2002

  • Based in Tokyo, Japan, I help clients around the world 

  • In 2007, I launched VincePrep because I wanted to help the best candidates aiming for the top schools

  • To share my insights with a talented team, I rejoined Agos as Consulting Director in 2014 

  • Now, I lead 10 professionals who deliver Japan’s best graduate admissions results

  • I also serve as president-elect of The Association of International Graduate Admissions Consultants (AIGAC)

  • Given my ongoing professional and personal commitments, I accept very few clients

  • Usually, I refer prospects to one of my highly-experienced and successful colleagues   

  • If interested, please complete this intake form

  • Meanwhile, please explore my YouTube channel, and be sure to subscribe for the latest updates

  • Thank you for your interest, and best wishes for your success!
 

Results

 
 
Vince's clients
admitted since 2007
 

Berkeley Haas  9
Chicago Booth  15
Columbia Business School  20
HBS  31
INSEAD  17
Kellogg  24
London Business School MBA  15
London Business School MiF  3
MIT Sloan MBA  13
MIT Sloan Fellows  5
Stanford d.school 1
Stanford GSB MBA  15
Tuck  8
UCLA Anderson  10
Wharton  26
Yale SOM  5

+8 Fulbright Scholars

Full list here

Testimonials

 

 

"You encouraged me to be genuine, and helped me find the right, true stories that captured who I am. In this way, you offer applicants not only an effective admissions advisory, but also a unique journey of self discovery and empowering dreams."

Harvard Business School Class of 2015, with Fulbright Scholarship (also admitted Stanford GSB)

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"First, you limit the number of your clients so that you can maintain the high quality of your services while many other MBA consultants accept clients almost beyond their capacity. Second, you are really great 'catalyst.' Each question you asked me made me think and thus deepened my stories. Thanks to you, I was able to come up with excellent ideas that I could never come up with alone."

Kellogg Class of 2015 (also admitted Berkeley Haas)

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More here http://www.vinceprep.com/testimonials

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