MBA Pricing & Packages

We keep it simple: two tiers, Select and Premium, both priced by the number of schools you’re applying to.

The cleanest way to think about the difference — Select covers the core of the application: strategy plus your essays. Premium includes that same core and adds the full set of supporting components: interview preparation, letters of recommendation, resume work, and the rest of the application. Pricing is per application — Select starts at $3,500 and Premium at $5,800, each scaling with your number of schools, with additional applications at $850 (Select) and $1,000 (Premium).

For candidates who need help on one specific component rather than the whole application, we also offer à la carte support — reach out and we’ll walk you through the options.

In general, no. Our pricing reflects how the work is staffed and delivered, and we don’t routinely split payments or restructure packages as a default.

That said, if there’s a genuine timing or logistical constraint, we’re open to an honest conversation about whether there’s a clean way to make things work. Come talk to us.

They’re built for different situations.

A comprehensive package — Select or Premium — bundles the full set of work you’ll do with your consultant across the application, priced up front. The value is in the bundle: we’ve been doing this for decades and know almost exactly how much work a strong application takes, so packaging it gives you a better effective rate than paying as you go, along with a consultant who owns the whole arc rather than isolated pieces.

Hourly and à la carte work is more targeted, and runs a little higher on a per-hour basis. It’s the right call for a specific kind of applicant — usually someone further along who already has a coherent strategy and needs focused help on one component rather than end-to-end support.

It depends on who you’re comparing us to — and what you think you’re actually paying for.

Some firms charge dramatically more. Are you getting more? Sometimes you’re getting brand legacy, layers of overhead, or the comfort of an ultra-premium price tag. Many of the most expensive shops quietly select for the easiest candidates, then market pristine success rates built on that filtering. If that model appeals to you, that’s a rational choice.

We take a different approach. Our clients range from hyper-competitive candidates targeting only HBS and Stanford GSB to unconventional profiles that other firms won’t touch. We don’t screen for safety, and we don’t price based on optics. We price based on what it actually takes to do this work well.

MBA admissions consulting is labor-intensive, and genuinely strong consultants command real market value. Below a certain price point, either the talent isn’t there or the attention isn’t. Above a certain point, the value starts drifting toward “expensive because expensive.”

We sit where the value is real. Our consultants clear a hiring bar that eliminates roughly 95% of applicants, based on blind evaluation of work product — not résumé pedigree. Every engagement gives you a single senior consultant who owns both strategy and the sentence-level work — that’s the standard, not an upsell. The pricing reflects that caliber of thinking, that depth of process, and that level of sustained attention.

If you’re looking for sharp judgment and serious work, put us up against anyone. We’re comfortable there.

No. And the question itself tells you something useful about this industry.

Our packages are priced to cover the full scope of work most candidates actually need. We built it that way deliberately, because your consultant should be focused on what strengthens your application — not on whether a suggestion triggers an additional charge.

Two exceptions worth flagging. The first is rush work. When timelines compress at the last minute, maintaining the same quality requires outsized effort and reallocation of consultant capacity. We can provide rush support when needed, but it comes at an additional cost — not as a penalty, but because it genuinely takes more to execute well under pressure. Our goal is always to help you avoid this through early planning, not to profit from it.

The second is highly specialized situations that fall outside the norm — things like team-based decision interview prep, GMAT/GRE tutoring, or background verification support for specific programs. It wouldn’t be fair to bake those costs into standard pricing for everyone, so they’re handled separately with clear, published rates.

The principle is simple: most clients never see an extra charge. When something genuinely falls outside the expected scope, we talk about it clearly and in advance. What you see in the proposal is what you pay — no exceptions.

Yes — and it’s more common than you might expect.

Many candidates start with a clear sense of scope and then discover, often after the kickoff strategy call, that the competitive landscape is more complex than they assumed, that additional schools belong on the list, or that they want deeper support in areas they’d initially planned to handle themselves. That’s completely normal. The strategy process is meant to sharpen your thinking — and sharper thinking sometimes changes the plan.

Upgrading is easy to arrange. You can move from Silver to Gold or Gold to Platinum mid-engagement. You can add schools to your application count. You can layer in a la carte services — interview prep, resume work, a competitive benchmarking audit, blind peer review — at any point they’d genuinely add value. Pricing adjusts proportionally; you’re not penalized for starting lean.

What we won’t do is push bigger packages upfront. If Silver is the right fit when you begin, we’ll say so. If the work later suggests Gold or Platinum would serve you better, we’ll explain why — and let you decide. The door stays open; any pressure to upgrade stays off.

We offer an initial grace period at the start of every engagement. During that window, you can adjust your service level — add scope, reduce scope, or cancel — for any reason. We build this in so you can commit with clarity, not pressure. If something doesn’t feel right once the process begins, it’s better to correct course early than to push through a poor fit.

After the grace period ends, we don’t offer refunds. At that point, your consultant has finite time and capacity to your work. We’re a boutique firm by design, and we don’t overbook — when we say yes to a client, it means saying no to someone else. That’s how we protect quality, and it’s also why the policy needs to be firm once the engagement is underway.

Rescheduling within an engagement is a different matter. If a round deadline shifts, your timeline changes, or life intervenes in ways that require adjusting the cadence, we work with you. Rigidity for its own sake helps no one. What we won’t do is leave an engagement indefinitely open-ended — there are practical limits to how long consultant capacity can be held, and we’ll be transparent about what’s feasible.

Read the policy carefully, ask questions, and make sure the fit feels right before you sign. That’s exactly what the consultation call is for. Once we start, we’re fully committed — and we need you to be too.

For application packages, the engagement is inherently round-driven. Your package covers the schools and rounds you’re applying to. If you need to add a round or extend into a subsequent cycle, that’s a conversation — not an automatic rollover, but not a dead end either. We’ll work with you on what makes sense.

The underlying principle is the same across all service types: the hours you pay for are real consulting time with real people. They’re not tokens in a vending machine. Use them with intention, and they’ll produce results.

Usually, yes — with some practical constraints worth understanding.

If you’re mid-engagement and realize R1 isn’t realistic, shifting focus to R2 is a conversation we’re happy to have. It happens. Timelines slip, GMAT retakes push things back, work gets unexpectedly intense. We’d rather recalibrate around a realistic deadline than rush you into a weaker submission just to hit an arbitrary target.

What we can’t guarantee is that the exact same consultant capacity will be available in a later round. Our strongest consultants fill their rosters ahead of each cycle. If you shift from R1 to R2 early enough, continuity is almost always preserved. If the shift happens late, we may need to adjust — and we’ll be upfront about what that looks like.

The strategic work doesn’t expire. Your behavioral diagnostic results, your positioning, your competitive benchmarking — all of that carries forward regardless of which round you submit in. What changes is pacing and logistics, not the quality of the foundation you’ve built.

One honest note: pushing to a later round is sometimes the right call, but it shouldn’t become a pattern. Deadlines create productive focus. Candidates who keep deferring often aren’t struggling with timing — they’re struggling with commitment. If we sense that pattern developing, we’ll name it directly. That’s not judgment. It’s us doing our job.

Honestly? Not always.

If your profile is clear-cut — strong GMAT, clean career progression, a coherent story, and a manageable school list — you may not need comprehensive consulting at all. A focused hourly session to pressure-test your essays or check your positioning could be plenty, and we’d rather you save the money than invest in support you don’t actually need.

Where consulting starts to earn its keep is when you’re competing in a tough demographic and the margin for error is thin. You might think you know what makes you competitive — and often you’re partly right — but we’re working with your competitors every day. We see how similar profiles present themselves, where applications start to blend together, and which “unique” angles are actually boilerplate in disguise. One of the biggest risks at the top end isn’t weakness; it’s sounding indistinguishable from the rest of the pool.

That matters most in situations like these: you’re applying to M7 programs where acceptance rates live in the single digits; you’re a reapplicant trying to understand what didn’t land; you’re non-traditional and don’t fit a clean mold; or you’re managing a demanding job, multiple schools, and deadlines that don’t care how busy you are. In those situations, the cost of getting it wrong — a wasted cycle, lost momentum, or landing a tier below where you could have — often outweighs the cost of getting it right.

The real question isn’t whether MBA consulting is “worth it” in the abstract. It’s whether the gap between doing this yourself and doing it with expert, market-aware guidance is large enough for you specifically. For some candidates, that gap is small. For others, it’s the difference between a rejection and an acceptance.

The consultation call is free. The consultation exists to help you figure out which one you are.