Most applicants chase Wharton with business competitions, pitch decks, and high school ventures.

We didn’t.

At OPUS, we knew Wharton wasn’t just looking for spreadsheets and startups - it was looking for future shapers, people who would expand the reach of business into unconventional industries adn untapped markets.

That’s why we helped this student build her identity not around business as usual - but business as transformation.

Her story started in Daejeon, a city known for science, not art. When her family’s building was converted into a gallery, we saw an opening. The student led the startup-style transformation of that space into a cultural hub, curating an inaugural exhibition featuring Anselm Kiefer, one of the most important living artists in the world.

The student wasn’t just hosting an art show - she was rebranding a city.

With our guidance, she crafted a Wharton-ready business case: 5,000 visitors, high-value collector programming, and a market diagnosis of the inefficiencies plaguing the traditional art industry. Then came the solution data-driven, digitally scaled, and designed to bypass intermediaries. She launched private viewing platforms, online sales channels, and digital outreach tools to connect artists and collectors without the middlemen.

That’s what we helped Wharton see:
Not just a gallery curator. Not just a business student. But a strategic visionary at the intersection of culture, commerce, and tech0the kind of alumni Wharton wants to place in the global art world.

She didn’t just get into Penn. She transferred into Wharton, the most competitive internal move at Penn with an internal transfer acceptance rate below 10% and a first-year external acceptance rate of just 4.5%.