Of all the components in an MBA application, recommendation letters are the one element you do not write yourself. That makes them uniquely powerful and uniquely risky. A strong recommendation from the right person can validate every claim you make in your essays. A weak one from the wrong person can undermine your entire candidacy.
Yet most applicants treat recommender selection as an afterthought. They ask whoever has the most impressive title, whoever is most convenient, or whoever is most likely to say yes. These instincts are almost always wrong.
This guide walks you through how to pick MBA recommenders strategically: who to choose, who to avoid, how to brief them, what admissions committees are actually evaluating, school-specific requirements, and the red flags that signal the wrong things to readers at programmes like Harvard, Wharton, Stanford, INSEAD, LBS, and Kellogg.
Why Recommendations Matter More Than You Think
Recommendations are the only third-party validation in your MBA application. Your essays present your perspective. Your resume lists your achievements. Your test scores measure academic aptitude. But your recommendation letters are the only place where someone else confirms, contradicts, or adds depth to the story you are telling.
Admissions committees use recommendations to answer questions they cannot answer from the rest of your application:
What Admissions Committees Learn From Recommendations
- Credibility: Are the achievements on your resume real? Does someone who has observed your work confirm them with specific examples?
- Self-awareness: Does the picture your recommender paints match the one you paint of yourself? Gaps between the two raise concerns.
- Leadership style: How do you actually lead? How do you treat people? What is it like to work with you day to day?
- Growth potential: Can you receive feedback and act on it? How have you developed over time?
- Interpersonal skills: How do others experience you as a colleague, a team member, and a leader?
A recommendation that answers these questions with vivid, specific examples is far more valuable to admissions than one that simply declares you are "an exceptional leader" or "one of the best employees I have ever managed."
The Golden Rule: Relationship Quality Over Title
This is the single most important principle in choosing MBA recommenders, and it is the one candidates get wrong most often.
"I should ask the most senior person I know. A recommendation from a CEO, managing director, or partner will carry more weight than one from a regular manager."
Admissions committees at every top MBA programme consistently say the same thing: a detailed, specific letter from someone who knows your work well is far more valuable than a vague endorsement from someone with an impressive title. Title does not compensate for lack of substance. If the CEO cannot describe a specific project you led, the feedback you received, or how you responded to a challenge, the recommendation will fall flat.
Think about it from the admissions reader's perspective. They review thousands of applications. They can immediately tell the difference between a letter written by someone who has directly observed your work and one written by someone who is going through the motions because you asked them to.
The best recommenders share several characteristics:
- They have directly supervised or closely observed your professional work.
- They can describe your contributions with specific examples, not just generalities.
- They have seen you handle challenges, receive feedback, and grow over time.
- They are willing to invest the time to write a thoughtful, personalised letter.
- They can speak to traits that MBA programmes care about: leadership, teamwork, integrity, analytical ability, and self-awareness.
"Choose recommenders who know you well enough to provide detailed and specific examples. Do not choose someone based only on their title." Tuck School of Business at Dartmouth
Who to Ask: A Decision Framework
Not all potential recommenders are equal. Here is a ranked list of who makes the strongest MBA recommender, starting with the best option and working down. Your goal should be to select from as high on this list as your circumstances allow.
1. Your current direct supervisor
This is the preferred choice at nearly every MBA programme. Your direct supervisor works with you regularly, has assigned you tasks, evaluated your performance, given you feedback, and seen how you handle both success and difficulty. They are the person best positioned to speak to your daily impact, leadership, and growth. If you can ask them, you should.
Best choice for most applicants2. A former direct supervisor (from the last two to three years)
If you cannot ask your current supervisor (more on this below), a recent former supervisor is the next best option. They have the same direct observational perspective, and if they managed you for a meaningful period, they can provide equally specific examples. The key is recency: the more recently they worked with you, the more relevant their perspective.
Excellent alternative3. An indirect supervisor or project lead who worked closely with you
If you have worked extensively on cross-functional projects, a senior person who directly led those projects and observed your contributions can be a strong choice. This works especially well for consulting, project-based, or matrix organisations where your reporting line does not always reflect who oversees your actual work.
Strong if they know your work well4. A senior mentor or client who has directly observed your professional work
A mentor within your organisation, or a client you have worked with closely over an extended period, can provide a useful external perspective. This is most appropriate as a second recommender to complement a supervisor, not as a replacement for one. The person must be able to speak to your professional contributions with concrete examples, not just your character.
Good as a complementary second recommendation5. A senior executive who has limited direct interaction with you
This is where most applicants go wrong. Choosing a CEO, managing director, or partner who has only had surface-level exposure to your work will almost always produce a weaker letter than any of the options above. Their letter will read as generic because it is generic. Admissions committees will notice.
Avoid unless they genuinely know your work6. A peer, family member, or personal contact
Peers at the same level, family members, family friends (without a professional supervisory relationship), and personal contacts are not appropriate for MBA recommendations. They cannot provide the supervisory perspective that admissions committees need. This applies even if the person has a prestigious title or well-known name.
Not appropriate for MBA recommendationsWhat Admissions Committees Actually Ask Recommenders
Understanding what your recommender will be asked to answer is essential for choosing the right person and briefing them effectively. Most top MBA programmes use a combination of structured rating grids and open-ended essay questions.
Structured Ratings
Recommenders are typically asked to rate you on a grid across multiple dimensions. Harvard Business School, for example, groups these into three categories:
Business-Minded Traits
Analytical thinking, quantitative orientation, verbal and written communication, professional maturity.
Rating scale (typical)
- Distinctive (top 5%)
- Strong (top 15 to 20%)
- Developing
- Potential area of concern
- No basis for judgement
Leadership-Focused Traits
Emotional intelligence, integrity, interpersonal skills, teamwork, active listening.
Growth-Oriented Traits
Creative problem solving, intellectual curiosity, initiative, openness to feedback, self-awareness.
A recommender who does not know your work well will struggle with these grids. They may default to rating everything as "strong" across the board, which looks generic and unconvincing. A recommender who has worked with you closely can rate you accurately, mark a few areas as "distinctive" with confidence, and flag one or two areas as "developing" with constructive context. That honest, nuanced picture is exactly what admissions committees want to see.
Open-Ended Questions
In addition to ratings, recommenders are typically asked two or three short essay questions. The most common ones across top programmes include:
Common MBA Recommendation Essay Questions
- "How does the applicant's performance compare to that of other well-qualified individuals in similar roles?" (Harvard, Wharton, and others. Typically 250 to 300 words.)
- "Describe the most important constructive feedback you have given the applicant. How did they respond?" (Harvard, Kellogg, and others. Typically 250 words.)
- "Is there anything else the admissions committee should know about this candidate?" (Optional, most schools.)
Notice what these questions require. The first asks for a peer comparison, which demands that the recommender has observed enough of your peers to make a meaningful comparison. The second specifically asks for constructive feedback and your response to it, which requires a real working relationship over time. These are not questions that a CEO who has met you five times can answer well.
School-Specific Recommendation Requirements
While the principles of recommender selection are universal, each programme has its own requirements and preferences. Here is what to know about the schools applicants ask about most.
Harvard Business School (HBS)
HBS requires two recommendations. The school recommends that at least one come from a current or former direct supervisor. Recommendation forms include structured attribute ratings across business-minded, leadership-focused, and growth-oriented categories, plus open-ended questions on peer comparison and constructive feedback.
2 recommendations required
HBS explicitly states that they value recommenders who know you well over those with impressive titles. If you cannot use your current supervisor, explain why in the additional information section.
Wharton (University of Pennsylvania)
Wharton requires two professional recommendations. At least one should come from a current or recent direct supervisor. Wharton's recommendation form asks recommenders to comment on leadership, teamwork, communication, and how you compare to peers.
2 recommendations required
Wharton's analytical culture means recommenders who can speak to your quantitative and problem-solving abilities are especially valuable. Pair that with examples of collaborative leadership for a balanced picture.
Stanford GSB
Stanford requires two letters of recommendation, ideally from direct supervisors. Stanford emphasises recommenders who can speak to your personal qualities, impact, and what matters most to you, in addition to professional competence.
2 recommendations required
Stanford values depth and authenticity. Given the programme's focus on personal impact and purpose, choose recommenders who can speak to your character and values, not just your technical performance.
INSEAD
INSEAD requires two recommendation letters and allows an optional third if it would add meaningful perspective. Recommendation forms include ratings across 12 competencies in five categories: achievement, influence, people, personal qualities, and cognitive abilities. Recommenders also rate the applicant's potential for becoming a responsible manager in international business.
2 required + 1 optional
INSEAD places particular emphasis on international readiness and cross-cultural leadership. If you have worked in multicultural teams or across borders, choose a recommender who can speak to this directly. The optional third recommendation is useful if it adds a genuinely different perspective, such as from a community or extracurricular context.
London Business School (LBS)
LBS requires two professional references. The school prefers at least one from your current direct supervisor or a recent direct manager who can assess your professional capabilities and leadership potential.
2 recommendations required
LBS values authenticity, self-awareness, and collaborative leadership. Choose recommenders who can speak to how you work with others and your ability to contribute to a diverse, international classroom community.
Kellogg (Northwestern University)
Kellogg requires two professional recommendations. The school looks for recommenders who can evaluate your leadership, collaborative abilities, and interpersonal effectiveness.
2 recommendations required
Kellogg's culture prioritises teamwork and community. A recommender who can describe how you lift others up, build consensus, and contribute to team success will resonate strongly with Kellogg's admissions committee.
Important note: Recommendation formats and questions can change from year to year. Always check each school's current application for the latest instructions before briefing your recommenders.
Red Flags That Damage Your Application
Admissions committees read thousands of recommendation letters every cycle. They have seen every mistake. Here are the red flags that weaken applications and, in some cases, actively raise concerns about a candidate.
Recommendation Red Flags to Avoid
The generic letter from a big title
A recommendation from a CEO, managing partner, or board member who clearly does not know the applicant well. The letter reads as a series of general compliments ("a strong performer," "a valuable team player") with no specific projects, results, or stories. Admissions readers recognise these instantly, and they signal that the candidate prioritised prestige over substance.
Two recommendations that tell the same story
When both recommenders describe the same projects, use the same examples, and highlight the same strengths, the application wastes valuable space. Worse, it can look like the candidate micromanaged the process or failed to think strategically about which perspectives to present. Your two recommendations should complement each other, not duplicate each other.
A letter that reads as if the candidate wrote it
When the language, tone, and specific phrasing in a recommendation matches the candidate's essays, it raises an immediate red flag. Admissions committees can detect this. It suggests the candidate either drafted the letter themselves and had the recommender sign it, or dictated exactly what to write. Either way, it undermines the credibility of the entire recommendation and, by extension, the entire application.
A recommendation with no constructive feedback
Schools specifically ask recommenders to describe constructive feedback and how the candidate responded. A recommendation that is entirely glowing with no areas for development feels inauthentic. Every professional has areas where they are growing. A recommender who cannot (or will not) identify one is not giving the committee the full picture.
A late or rushed submission
If your recommender submits late, it reflects poorly on you, not on them. It suggests you did not plan ahead, did not communicate clearly, or chose someone who was not invested in helping you. Give recommenders at least six to eight weeks, and follow up politely well before the deadline.
A recommendation from a family member or personal friend
Regardless of how impressive the person is, a recommendation from a relative or close family friend without a genuine professional supervisory relationship is immediately discounted. Admissions committees need an objective professional assessment, not a personal endorsement.
Lukewarm or faint praise
Phrases like "adequate performance," "met expectations," or "generally reliable" are signals that the recommender either does not think highly of the candidate or does not know them well enough to say more. A lukewarm recommendation can be more damaging than no recommendation at all, because it actively introduces doubt.
How to Brief Your Recommender Effectively
A good recommender needs good preparation. Even the most supportive supervisor will write a stronger letter if you help them understand what MBA programmes are looking for and remind them of the specific achievements you want highlighted.
This is not about telling your recommender what to write. It is about making it easy for a busy professional to write a letter that is specific, relevant, and aligned with your overall application narrative.
The Recommender Brief
Prepare a concise one-page document (no more) that includes the following:
What to Include in Your Recommender Brief
- Your updated resume: The same version you are submitting to the school. This refreshes their memory on your career progression and achievements.
- A summary of your MBA goals: Two to three sentences on why you want an MBA and what you plan to do afterwards. This gives them context for framing their comments.
- Your target schools: A brief list so they understand the calibre and type of programme you are targeting.
- Three to five key traits or achievements you would like them to highlight: Be specific. Instead of saying "leadership," say "the time I led the cross-functional team on the product launch project and delivered it two weeks ahead of schedule."
- Two to three specific stories or examples: Remind them of shared experiences they can draw on. These should be different from the examples your other recommender will use.
- Application deadlines: Every school, every round, clearly listed. Include a buffer so they know your preferred submission date.
The Conversation
Do not just send the brief by email. Have a conversation, ideally in person or by video call. Walk through your goals, remind them of specific experiences, and discuss the themes you are covering in your application. This conversation serves two purposes: it helps the recommender write a more specific letter, and it helps you gauge whether they are genuinely enthusiastic about supporting you.
If a recommender seems hesitant, unenthusiastic, or distracted during this conversation, take note. A recommender who is not fully invested will produce a letter that reflects that lack of investment. It is better to find this out early and choose someone else than to receive a lukewarm letter after the deadline.
Do This When Briefing
- Provide a concise one-page brief with key points.
- Remind them of specific projects, results, and shared experiences.
- Explain what MBA programmes value (leadership, impact, growth).
- Give them clear deadlines with buffer time.
- Have a real conversation, not just an email.
- Coordinate themes between your two recommenders to avoid overlap.
- Send a polite reminder two to three weeks before the earliest deadline.
Avoid This
- Writing the letter for them or providing a full draft to copy.
- Sending an overwhelming packet of materials (keep it to one page).
- Dictating exactly what they should say word for word.
- Pressuring them or making them feel obligated.
- Asking at the last minute with only days until the deadline.
- Assuming they remember every project you worked on together.
- Forgetting to thank them after they submit.
Coordinating Two Recommendations for Maximum Impact
Most programmes require two recommendations. This is a strategic opportunity, not a formality. The strongest applications use two recommenders who provide complementary perspectives on different aspects of the candidate's profile.
Recommender A: Professional Impact and Analytical Ability
This recommender focuses on your work output, results, problem-solving, and professional maturity. They describe specific projects you delivered, decisions you made, and quantifiable impact you created.
Best fit for this role
- Current or recent direct supervisor in your primary professional role.
- Someone who has seen your analytical, strategic, and execution skills first-hand.
- A person who can compare your performance to peers and provide a credible ranking.
Recommender B: Leadership Style, Teamwork, and Personal Qualities
This recommender focuses on how you lead, collaborate, and interact with others. They describe your interpersonal skills, emotional intelligence, mentoring, and how you handle conflict or pressure.
Best fit for this role
- A former supervisor, project lead, or senior colleague who has observed your team leadership closely.
- Someone who can speak to your growth over time and how you have responded to feedback.
- A person who can describe your character, integrity, and community contributions.
Before both recommenders begin writing, share the high-level themes with each of them. Make it clear which examples and traits each person should focus on. You are not scripting their letters. You are ensuring that the two letters together paint a complete, non-overlapping picture of your candidacy.
What If You Cannot Ask Your Current Supervisor?
Many MBA applicants face this situation. You have not told your employer about your MBA plans, your supervisor is new and does not know your work well, or your direct reporting relationship does not reflect who actually oversees your day-to-day contributions.
Admissions committees understand this. Every top programme acknowledges that there are legitimate reasons why a current supervisor may not be your recommender. The key is to choose a credible alternative and, in most cases, to briefly explain your reasoning.
Valid Reasons Not to Use Your Current Supervisor
- Confidentiality: You have not disclosed your MBA plans to your employer, and doing so could jeopardise your position or create workplace tension.
- Recency: You have only been in the role for a few months, and your current supervisor does not yet know your work well enough to write a meaningful recommendation.
- Reporting structure: Your official supervisor does not directly oversee your work. In matrix organisations, someone else may be better positioned to evaluate your contributions.
- Difficult relationship: In rare cases, the relationship with your supervisor is such that you cannot trust them to write a fair and supportive letter. This is a last resort reason and should be handled carefully.
How to Explain It
If you are not using your current direct supervisor as a recommender, use the optional essay or additional information section to explain why. Keep it brief, factual, and professional. One to two sentences is usually enough.
Example Explanation
- "I have not disclosed my MBA plans to my current employer, as doing so could affect my standing in a small team. I have instead asked my previous direct supervisor at [Company], who managed me for three years and can speak directly to my leadership, growth, and impact."
- "I joined my current role four months ago. My new supervisor has limited exposure to my work. I have instead asked my former manager at [Previous Company], who oversaw my work for two and a half years, including the period of my most significant professional achievements."
Do not over-explain or sound defensive. State the situation, name your alternative, and move on. Admissions committees deal with this every cycle and will not penalise you for it, provided you explain the choice clearly.
Special Situations: Entrepreneurs, Military, and Non-Traditional Backgrounds
Not everyone works in a traditional corporate environment with a clear reporting line. Here is guidance for common non-standard situations.
Entrepreneurs and Founders
If you run your own business, you may not have a traditional supervisor. In this case, consider investors, board members, advisors, or senior clients who have directly observed your leadership and business-building skills. If you have co-founders, they may serve as recommenders if they can evaluate your work objectively. A mentor who has guided your entrepreneurial journey and seen your growth is also a strong option.
Military and Government
Your commanding officer or direct superior is the natural choice. Military recommendations can be exceptionally strong because military evaluation systems are detailed and well-structured. If your supervisor has limited familiarity with the MBA application process, brief them on the specific questions and traits programmes are looking for.
Non-Profit and NGO Backgrounds
Your direct manager or programme director is the best choice. If your organisation is small and your supervisor is the executive director, that is perfectly appropriate. For a second recommender, consider a board member you have worked with closely or a partner organisation leader who has directly observed your contributions.
Applicants with Very Limited Work Experience
If you are applying with fewer than two years of experience, one of your recommenders may be an academic reference (such as a thesis advisor or professor who supervised significant research). Check each school's guidelines, as some programmes explicitly allow or even prefer an academic recommender for early-career applicants.
Managing the Timeline
The recommendation timeline is one of the most commonly mismanaged aspects of the MBA application. Here is a realistic schedule to keep things on track.
Recommendation Timeline
Eight to ten weeks before the deadline: Ask
Approach your chosen recommenders well in advance. Ask in person or by phone, not by email alone. Confirm their willingness and availability. If someone declines or seems hesitant, you have time to find an alternative.
Six to eight weeks before: Brief
Send your one-page recommender brief and schedule the conversation. Walk through your goals, remind them of specific examples, and discuss the themes each recommender should focus on. Provide all school names, deadlines, and submission instructions.
Three to four weeks before: Check in
Send a polite follow-up to confirm they are on track. Ask if they need any additional information or have any questions about the process. Do not be pushy, but do not assume everything is fine without checking.
One week before: Final reminder
A brief, friendly reminder with the exact deadline. If the recommendation has not been submitted, offer to help with any technical issues (submission portals, email links). Keep the tone supportive, not anxious.
After submission: Thank them
Send a genuine thank-you note. Your recommenders invested significant time in supporting your candidacy. A handwritten note or thoughtful email goes a long way and preserves the relationship regardless of the outcome.
The INSEAD Third Recommendation: Should You Use It?
INSEAD allows an optional third recommendation letter in addition to the two required ones. The question is whether it helps or hurts.
Submit a third recommendation only if it adds a genuinely new and different perspective. Good reasons to include a third letter:
- You have significant extracurricular or community leadership that neither professional recommender can address.
- You have a strong mentor or advisor from a different context (for example, a board you serve on, a social enterprise you founded, or a significant volunteer commitment) who can speak to leadership qualities that your professional recommendations do not cover.
- You have worked across cultures or borders, and a third recommender can specifically address your international readiness and cross-cultural effectiveness.
Do not submit a third recommendation that merely repeats what the other two already cover. An additional letter that adds no new information dilutes rather than strengthens your application.
Frequently Asked Questions
Should I choose a recommender with a prestigious title or someone who knows me well?
Choose someone who knows you well. This is the most important principle in recommender selection. A vice president who managed you directly for three years will write a far stronger letter than a CEO you have met a few times. Admissions committees can immediately tell the difference between a letter with specific anecdotes and one that relies on vague praise. Title does not compensate for lack of substance.
How many recommendation letters do most MBA programmes require?
Most top programmes require two. Harvard, Wharton, Stanford, Kellogg, and LBS all require two professional recommendations. INSEAD requires two and allows an optional third. A few programmes require or allow three. Always check each school's specific requirements, as they can change from year to year.
What if my recommender asks me to draft the letter for them?
This is a common but risky situation, particularly in some cultural contexts where it is standard practice for the applicant to draft the letter. If possible, provide detailed talking points, your resume, and specific examples instead of a full draft. If they insist on a draft, write it in their voice (not yours), include specific stories they would know about, and make sure the tone and vocabulary are distinctly different from your essays. Admissions committees compare writing styles across your application, and matching patterns between your essays and your recommendations will raise a red flag.
Can I ask the same recommenders for every school I am applying to?
Yes, in most cases. Using consistent recommenders across your applications is practical and ensures quality. Your recommenders can tailor minor details for each school while keeping the core content consistent. If a specific school has unusual requirements (such as requiring three references or an academic recommender), you may need to add someone. The most important thing is that each recommender can speak substantively to your strengths with concrete examples.
Should my two recommendations cover different things?
Yes. Your two recommendations should provide complementary perspectives, not overlapping ones. Ideally, one recommender covers your professional impact, analytical abilities, and results, while the other highlights your leadership style, interpersonal skills, and growth. Coordinate themes and examples before your recommenders begin writing so there is minimal duplication and maximum coverage.
How far in advance should I ask my recommender?
Ask at least six to eight weeks before your earliest application deadline. Senior professionals are busy, and last-minute requests produce rushed, generic letters. Provide all deadlines upfront and send a polite reminder two to three weeks before the first due date.
Can I ask a professor for an MBA recommendation?
MBA programmes generally prefer professional recommendations from workplace supervisors. An academic recommender is appropriate only if you are applying with very limited work experience (fewer than two years) or if a school specifically allows it. If you have professional experience, prioritise workplace supervisors who can speak to your on-the-job impact and leadership.
What if my recommender says something negative?
Constructive feedback is not the same as negative feedback, and admissions committees expect and value it. Schools like Harvard specifically ask recommenders to describe constructive feedback and how the candidate responded. A recommendation that is entirely positive with no development areas feels inauthentic. The key is that any constructive feedback should demonstrate your ability to learn, grow, and improve. If you are concerned a recommender might include genuinely damaging criticism, they are probably not the right choice.
Can a peer or colleague write my MBA recommendation?
Peers at the same level are generally not appropriate for MBA recommendations because they cannot evaluate you from a supervisory perspective. Admissions committees want to hear from people who have managed or overseen your work. There are rare exceptions, such as if you are an entrepreneur and your co-founder has a different functional perspective on your leadership. But for most applicants, stick with supervisors.
What if my recommender does not speak English as a first language?
This is completely fine. Most admissions committees evaluate recommendations for content, not for perfect English. What matters is whether the recommender can provide specific, detailed examples of your work and character. If your recommender is concerned about language, they can write in a clear, straightforward style and have someone proofread for grammar without changing the substance. Do not have a translator rewrite the letter entirely, as it may lose the recommender's authentic voice.
Is it a problem if both my recommenders are from the same company?
Not necessarily, especially if you have been at the same company for most of your career. What matters is that they provide different perspectives and draw on different examples. If both recommenders are from the same company, one might focus on your direct project contributions and analytical skills, while the other addresses your leadership, mentoring, and cross-team collaboration.
Should I tell my recommender what other schools I am applying to?
Yes. Sharing your full school list helps your recommender understand the calibre and type of programmes you are targeting. It also allows them to tailor minor details if a specific school has different priorities. Transparency with your recommenders strengthens the process.
What if my recommender misses the deadline?
Contact the admissions office immediately. Most schools are understanding about brief delays, but extended lateness can jeopardise your application. The best prevention is to ask early, brief thoroughly, and follow up at regular intervals. If a recommender is consistently unresponsive, it may be a sign that they are not the right person for this role.
The Bottom Line
Your MBA recommendations are not a formality. They are a strategic component of your application that can validate your claims, fill gaps in your narrative, and give admissions committees a three-dimensional view of who you are as a professional and as a person.
Choose recommenders who know your work well, not those with the most impressive business cards. Brief them thoroughly so they can write specific, evidence-based letters. Coordinate between your two recommenders so they cover different aspects of your profile. Manage the timeline proactively so nothing is rushed.
And above all, remember that the strongest recommendations are the ones where the reader finishes the letter and thinks: "I want this person in our classroom." That reaction comes from vivid, honest, specific storytelling, not from a prestigious signature at the bottom of a generic page.
Need Help With Your Recommendation Strategy?
At GradPrix, recommendation strategy is a core part of every consulting package. Our founders are INSEAD MBA alumni who know exactly what admissions committees look for in recommendation letters. We help you select the right recommenders, brief them effectively, and coordinate themes for maximum impact.
Whether you are deciding who to ask, preparing your recommender brief, or coordinating themes across multiple schools, we are here to guide you through the process.