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...for what may lead to a life altering association!
The full-time MBA at the Mays Business School of Texas A&M University (TAMU) launched its MBA programme in 1966. The programme spans approximately two years and requires 49 credit hours. Located on the College Station campus, the cohort forms a close-knit community immersed in leadership development, data-driven decision-making and experiential business practice. The programme offers specialisation tracks in Finance, Marketing, Supply Chain & Operations and Analytics, enabling students to customise their journey and gain functional depth. One standout feature is the Aggie Network—a vast alumni community that gives graduates broad access to leadership roles across industry, consulting and energy sectors. Tuition for Texas residents is approximately USD 77,500 for the full programme; non-residents may pay around USD 104,500. Career outcomes are strong: over 96% of graduates in recent cohorts received offers within 90 days, with average salaries exceeding USD 133,000. The Mays full-time MBA places significant emphasis on purposeful leadership and provides a platform to pivot or accelerate a business career through rigorous curriculum, strong network and tailored specialisations.
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| TAMU Mays MBA Class Profile | |
|---|---|
| Average Work Experience | 3 Years |
| US News Rank | 43 |
| Financial Times Rank | 70 |
| Tuition Fee | Resident: $77,497 Non-Resident: $104,799 |
| TAMU Mays MBA Placements | |
|---|---|
| Average Base Salary | $133,075 |
| Employment on Graduation | 81.5% |
| Employment by Industry | Technology: 35.9% Consulting: 21.0% Financial Services: 9.4% Energy: 7.7% Manufacturing: 5.7% Consumer packaged goods: 5.2% Other: 11.4% |
| Employment by Function | Consulting: 24.6% Finance/Accounting: 21.1% Marketing/Sales: 19.1% General Management: 6.3% Other: 7.8% |
Dell, Dell Inc., Infosys, Deloitte, Deloitte Consulting LLP, USAA, ExxonMobil, Amazon.com, Chevron, AT&T, Microsoft, Verizon, Infosys Limited, Bank of America, Hewlett Packard Enterprise (HPE), North Highland Worldwide Consulting, FTI Consulting, Ford Motor Company, Procter & Gamble, The Hershey Company
The employment data above is for the class of 2024.
TAMU Mays MBA application details, essay questions, deadlines, and more…
TAMU Mays MBA admission consulting by Experts’ Global
Begin by articulating your target role, industry and geography. Do you aim to move into management consulting, join a tech firm’s product team, lead strategy for an energy company or specialise in supply-chain operations? With the Mays MBA spanning two years, every core course, elective, internship, club activity and networking interaction should advance that aim. Create a skills-gap matrix: list your current capabilities, mark the skills you need (for example analytics, strategic leadership, global exposure) and map which parts of the Mays programme—core classes, specialisation tracks, experiential projects-will fulfil those gaps.
In your first year you will cover foundational modules: finance, operations, marketing, analytics and leadership. Don’t simply attend classes—treat each as an opportunity to build a demonstrable asset. If your target is analytics consulting, use the analytics course to build a dashboard or predictive model using real or simulated data from the College Station region. If your target is strategy in energy, use the operations class to model process improvements for a regional energy firm. Document these outcomes: what you did, the learning, how it connects to your target role. These become credible proof-points for your portfolio and interviews.
After the core year you’ll choose a specialisation such as Finance, Marketing, Supply Chain & Operations or Data Analytics. Choose the track that reinforces your target role. For example, if you aim for supply-chain leadership pick electives like Global Supply Chain Strategy or Operations Excellence. If your goal is financial leadership, select Corporate Finance and Investment Analysis. For each elective identify a signature project—a consulting report either for a Dallas-region firm or energy company, an analytics tool built for a real dataset—and include that as a portfolio item.
The Aggie Network is one of Mays’ standout assets. Use it intentionally: connect with alumni in your target industry, participate in Dallas/Texas corporate treks, secure internships in Texas-based firms across consulting, tech, energy or manufacturing. Use your summer internship to build measurable impact: e.g., improved margin by x % or reduced time-to-market by y %. Align second-year electives to deepen that result. The more your real-world impact is measurable and linked to your deliverables, the stronger your narrative.
Your cohort will be compact and highly engaged. Form your core project team early and rotate leadership roles to develop team influence, feedback habits and peer development. For faculty interactions, engage actively: attend office hours, propose elective-project ideas, ask for case-study guidance. A professor who understands your ambitions can become a powerful reference and connector. Additionally, leverage the leadership initiative built into the programme: treat your leadership lab experience as a deliverable itself—record what leadership behaviour you applied, what results you achieved and how it aligns with your target role.
Extracurricular leadership will distinguish your story. Join or launch a student organisation aligned with your target function—Analytics Club, Supply Chain Association, Entrepreneurship Society. Then deliver a measurable initiative: host a start-up pitch competition, lead a case-competition with corporate sponsors, organise a company site-visit to a Texas headquarters. Capture metrics: number of companies engaged, participants, sponsorship funds raised, business outcomes. These become leadership assets you include in your portfolio and résumé.
By graduation you should have three to five signature deliverables you can use in networking and interviews. These may include: a predictive model built in the analytics core, a consulting report delivered during your summer internship with an Aggie-network firm, a strategy plan crafted in your elective, and a leadership initiative you introduced via a student club. For each deliverable write down: context (what challenge), your action (what you did), measurable outcome (quantitative where possible), your role and relevance to your target job. Example: “Led a five-person team during my summer internship at a Texas energy firm; built a cost-reduction model that projected 9 % savings; role: project lead; relevance: supply-chain strategy role.” Store these in a digital portfolio, present them clearly on LinkedIn and prepare 60-second summaries for interviews.
Mays’ Career Management Center provides coaching, employer access and recruiting resources—but your job transition must be treated as a project you manage. Early in your first term schedule a meeting with your career advisor and present a one-page plan: target companies, target roles, timeline, network outreach and skills to build. Set weekly metrics: number of alumni chats, company visits, applications submitted. After your internship or major project revisit your plan: what succeed, what needs revision, next steps. When you tie your deliverables, network and interview story into this plan, you’ll be well-positioned for success.
Your network includes classmates, alumni (over 500,000 Aggies globally), faculty and industry contacts. Build a list of 30-40 contacts aligned with your target role or company. For each outreach prepare a one-page brief: your story, your selected deliverable and a specific ask (insight, referral, guidance). After each meeting send a follow-up summarising your takeaway and next action. Attend Aggie alumni events, industry treks in Texas, engaging with key firms in energy, consulting or tech. Track your outreach: number of meetings, referrals gained, applications influenced—networking becomes strategic rather than incidental.
While technical proficiency will be expected, leadership mindset, adaptability and influence set you apart. Each month reserve an hour to reflect: What leadership behaviour did I grow this month? What challenge did I face and how did I respond? What leadership trait will I focus next month? Use feedback from your leadership labs, team projects and peer-sessions to deepen self-awareness, influence capability, cross-functional collaboration and decision-making under ambiguity. Record one leadership story per week—for example “led cross-functional team through tight deadline during consulting project”—and build your narrative bank for interviews and long-term leadership.
As you approach graduation synchronise your résumé, LinkedIn profile, portfolio of deliverables and interview narratives around your target role and the results you built at Mays. Secure two strong references—faculty mentors or internship supervisors who understand your deliverables and leadership growth. In interviews weave your narrative: “During my Mays MBA I led a team at a Texas energy firm to develop a cost-reduction model that projected savings of 9 %; I now bring analytics-led supply-chain strategy, leadership under ambiguous conditions and Aggie-network insights to your team.” Keep your story crisp, evidence-based and employer-aligned.
Graduation is a milestone, not the finish line. Remain active within the Aggie Network—attend local and global alumni events, mentor incoming students, update your deliverable portfolio quarterly and revisit your leadership journal annually. The habits you built—clear purpose, deliverable creation, leadership through action, network tracking and structured reflection—will serve you for your entire career. Your Mays MBA becomes your foundation; what you build afterward defines your professional legacy.
