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Key guidance to get ready for negotiating your future compensation. Includes key reflections, and pro tips for each of the stages. More than money For those who want to increase their income quickly, changing jobs and companies is often a good option. However, this is an important decision, and it isn´t all about money. Key things to keep in mind: Job positions usually have salary bands (ranges) associated. Ensure the position and seniority level you are considering is the right fit for you. To ensure you are accepting a seniority level in line with your experience, you can: On LinkedIn, review the experience of those in the same position you are applying to Inquire HR about the internal leveling system used by the company and what each level means S ome people find the economic offer good and accept it, only to later realiz e that they were hired for a more junior position than they expected. Money isn´t always a clear indication that a position is as senior as you think. You can negotiate like a pro and still lose out if the negotiation you’re in is the wrong one. Ultimately, your satisfaction depends less on getting the negotiation  right and more on getting the job  right Avoid changing jobs just for the money. Money matters, but so do other things. After a few paychecks, the money is taken for granted, and you must deal every day with the company culture, job responsibilities, and relationships with colleagues. Getting your numbers Do not define your target salary by just adding a % to your current salary. Take the time to research thoroughly even before the initial screening call Research online salaries for similar positions in that industry/ company for reference. Websites like Glassdoor, Pave or salary.com can help you know your numbers, so you don´t end up accepting an offer that doesn't make se nse to you Think about the compensation as a whole. You may accept a lower increase if you get something else you want (e.g. holiday days). Remember that "salary" isn´t all. Consider benefits (e.g. health insurance, dental, vision), bonuses, retirement plans, PTO, and other perks (e.g., professional development budget, gym membership, relocation assistance). Also investigate i f it´s common to get a signing bonus, stock options/RSUs, or other specific incentives Answering the initial question Most likely, you will be asked about your salary expectations at same point during the recruitment process. When the time comes, here are some alternative strategies: Reverse the question (To avoid giving a number that falls outside their band) Right now, I am more interested in understanding the role and if we are a good match for each other. That said, it would be useful if you could tell me what a typical compensation for this position in this company is" Postpone the question (To gain more time or leverage)  Keep in mind that the further in the process you are, the more likely it is that they decide to be generous or accept your offer. "Right now, I am more interested in understanding the role and determining if we are a good match for each other, so I haven´t been focused on the compensation details yet. I would have to do some research before giving an answer" Provide a well-researched answer (If you're pressed or know your value) It is a straightforward way of testing if they are willing to pay what you need. It´s better to give a range than a fixed number. If you really want the job, consider adding a comment such as "I am very excited about this role, so I am open to discuss this number if needed" "I would expect something along the lines of X-Y/ year (gross / net) plus benefits" Tell them your current salary (If your current pay is high) This number will be used as an anchor, so if you are underpaid today, you may want to give a range that is above it.  You can also justify a higher figure  by detailing the new scope  " My current salary is X-Y/ year (gross / net) plus benefits. Given the increased scope, I would expect X-Y% more" Negotiating Be strategic If possible, discuss salary at the end of the recruitment process  (you will have more leverage) Don´t stick to one number  from the beginning. You can leave room for later negotiation by clarifying that the salary range may be OK, but the benefits are important to you and can be discussed after receiving an offer Avoid confirming the offer on the spot . Ask for some time to review it and do so thoroughly. Once you say "yes", you cannot go back. Don´t negotiate one item at a time;  it can make the process unnecessarily long and annoying for the recruiter, who might assume that you only wanted to discuss one thing If you have more than one request , don’t simply mention them all; also signal the relative importance of each to you . Otherwise, they may pick the two things you value least because they’re easy concessions. If you want to consider multiple jobs,  it’s useful to have all your offers arrive close together. Don’t be afraid to slow down the process with one potential employer (" Can I take a few days to review it ?"), or speed it up with another ("I  am in the final rounds with another potential employer, so I was wondering if it is possible to speed up the process ") to have all your options laid out at once. But be careful, since pushing back/ push too much can put the offer at risk Negotiation is an art, and you need to be strategic.  Salary discussions can be a deal breaker, so risk more when you are in a stronger position (e.g. employed in a good job) or you are not so passionate about the job. If you are unemploye d or in a si milar situation, your leverage will be lower. Be aware when having these conversations Be nice Don´t make the recruiter your enemy.   Avoid giving ultimatums  of any kind . They will be more likely to fight for you or help you if they like you. Always be polite and friendly Make it clear you are excited about the job , and that you intend to accept the offer. Recruiters won´t want to invest time or expose themselves if they believe you may not accept the offer Try to always be honest , even if asked hard questions. If they ask whether you have more offers, you may be tempted to say yes thinking that it gives you more negotiation power. Try to avoid being dishonest. An honest answer can take you far. Justify your ask when negotiating, so you help them understand "why"  - e.g. higher salaries for more responsibilities, more work-from-home days to balance the schedule of your children, etc. Do not negotiate for the sake of doing it  or just to prove you can do it. Consider if the offer is actually good for you or not. A note on communication style   While  this video gives good food for thought, keep in mind that it is not a good example of how to handle a nice interaction. For example, the answer to the first question (what is your current salary) could be handled better by saying: "Since this job has other responsibilities and scope, perhaps the current salary is not so relevant. But I would love to hear more about your compensation guidelines for this role." Some materials: Complete Guide to Negotiating Your Tech Salary and Compensation - Exp < Click here  to go back to " Tech companies " Menu>

A detailed guide on how to prepare for behavioral questions for tech companies. Includes common questions, sample answers and free materials. In most interviews, you will be asked at least one behavioral question. These questions typically begin with a phrase like: "Tell me about a time when you.... " Tech companies use this type of question. Amazon, for example, heavily bases its hiring process on behavioral questions for generalist positions. In consulting, these questions account for approx. 50% of your overall evaluation. Given the vast amount of material available, this guide will focus on the main ideas and share some of the best resources I've found. Why interviewers ask behavioral questions Interviewers like these questions because they help them get a more realistic and nuanced sense of how you work. It’s their way of assessing your capabilities based on your actual past experience and performance. If you were a recruiter trying to assess if a person works well in a team, what would convince you more: hearing that they totally love working on a team or listening to a story that shows exactly how they put it into practice? These questions help interviewers assess if you: Have the values or capabilities required for the role Choose relevant, high-impact answers Communicate clearly and concisely Are convincing Are prepared for the interview (e.g. knowledge of the structure, etc.) Questions & sample answers A recruiter can ask many different behavioral questions, but they usually fall into these core categories. Analytical thinking : How to effectively use statistics and data? "Give me a specific example of how would you use data to make an important decision" Problem- solving: How much resourceful you are while dealing with a difficult situation(s)  " Give me an example of how you would solve a difficult situation, using good judgment and logic" Proactivity & drive: How much are you driven by passion and ambition "Give an example of a time when you went above and beyond the call of duty. What was the outcome?" Teamwork: How much are you cooperate with others " Give an example of how you have successfully empowered a group of people to accomplish something" Leadership: How would you lead and inspire teams, peers, and clients "Give an example of a time in which you were able to build motivation in your co-workers, or your team at work" Adaptability: How would you embrace and deal with change "Describe a major change that occurred in a job that you held. What specifically did you do to adapt to this change?" Success & failure: How does failures help you to gain experience "Describe a time where your work had a significant impact on your organization´s goals or results" "Describe a past experience when you did not achieve what you wanted; what happened and what did you learned from it" Influence & negotiation: How would you shape other people's actions and decisions, and how would you get what you want in a negotiation "Describe a situation in which you were able to successfully influence someone to see things your way. What was it that made your efforts successful" Entrepreneurial mindset: How would you identify opportunities, handle challenges, take initiative, and embrace change (there is some overlap with proactivity & drive) "Tell me about a time you identified and solved a big problem in your company" If the position you are applying to is technical, they can ask you behavioral questions in the context of that specific work (e.g. "T ell me about a situation when you managed to solve X problem using Y tool "). Here you have hundreds of samples. Don´t feel overwhelmed by all the categories. Preparing the interview is much easier than it seems (read next). How to prepare good answers These three tips are key to acing your interview preparation: #1 Prepare a few extra stories Research the values of the company and any info they provide about behavioral questions. Firms like MBB or the Big Four usually tell you what sort of skills they are looking for. For example, McKinsey focuses on personal impact (a mix of problem-solving and success), entrepreneurial drive, inclusive leadership, courageous change (i.e. adaptability) ( read here ) . Amazon uses its 16 leadership principles as the basis of its questions ( read here ) . If the firm doesn´t specify what to focus on, don´t worry. Prepare stories for the questions above - most companies ask for the same skills with different names. If behavioral questions are not a core part of the process, preparing one story for each category is usually enough . If they pay a lot of attention to this interview section, you will need two to three for each. If early during your response, the interviewer stops you and says, "Do you have another story? it´s often a sign that they think the example isn´t the best fit and they are guiding you to a better one). Be strategic. Remembering 5-9 strong stories is manageable; remembering 25 isn´t practical. Pick stories that aren´t only interesting but that can also fit into more than one story category. For instance: A story about a big problem and how you brought the entire team together to solve it fits into both "problem-solving" and "leadership" (and potentially ecen "teamwork"). Take time to think strategically about what stories you pick to reduce the number of examples you need to prepare. #2 Use the STAR method Use the STAR method to keep your answers structured, clear and to the point. Write down the samples and practice them aloud. The % below refers to the recommended time allocated to each part; aiming for a total time of 5-6 min. Situation ( ~ 20%): Explain the context so that your interviewer understands the context. They don´t know every detail, but enough to understand why the story is relevant for the organization! During my first year at X company, one of my clients needed us to design a marketing campaign to sell more of their product Y. This was important because the sales had remained stagnant, and they needed to improve the P&L before the new product was released next year. Task (10%): Talk about the problem/opportunity you took responsibility for completing or the goal of your efforts. The project was assigned to my team. We had 3 months to define the strategy, develop the campaign and be ready for release. The problem began after one month: my manager got sick, and we didn't have any replacement. Action (60%): Describe the specific actions you personally took to complete the task or reach the end goal. It is key that first, you explain the high-level reasoning of why you decided to act like that (thought process), and what you did (specific actions) Reasoning: I knew the client was important to us and that I had an opportunity to take the leadership. The team had low morale, and I knew they couldn't continue without guidance, but no senior people had the time to do it (= thought process). } Actions: So, I did three things. First, I spoke to the partner to convince them I could manage the team. It was important that he trusted me, so I went already with a detailed plan of the deliverables and how I planned to coordinate the team. Second, I scheduled a one-to-one with the team to explain the situation and the next steps. This worked well because the team used the sessions to raise concerns and also asked me for specific ways in which I could support them. Finally, .... Result (10%): Explain the positive outcomes or results ( ideally, highlight quantifiable results ), and briefly share some lessons learned or take-aways. After three months, the marketing campaign was ready for release, and the client reached out the partner to ask for another assignment. This new project was sold at $x USD. Looking back, I believe it was important I acted fast in replacing my manager. I would do it again, although this time I would try to find a better balance between guiding the team and actually making time for working on my deliverables. I prioritized the first a lot, so ended up having to work during the weekends to meet my own deadlines. #3 Practice aloud before your real interview Don't underestimate the power of practice. Practice answering possible interview questions out loud, but don´t memorize your answers word-for-word. Just repeat them a few times until you can tell them naturally. If you want to be fancy, practice in front of a mirror to get a better sense of how you’re presenting yourself. Common mistakes to avoid Avoid talking generally about what "us" or "the team" did , especially in the Task and Action sections . Describe your role and use “I” statements. When giving examples of teamwork or collaboration, focus your response on how you personally drove the outcomes of the team´s efforts. Do not talk generically about the Action section. Share specific and clear examples of your actions, to help the recruiter understand exactly what and why you did things. For example: ❌ Weak Example (Too Generic) ✅ Strong Example (Specific and Strategic) I talked to the stakeholders and convinced them to do A and B. I knew I needed to do three  things: First, convince the clients that the project was key to improve the situation by showing them the financial impact on X; Second, make the process of escalating the topic to senior management easier by giving them Y material directly; And finally, motivating them to act by convincing them they had the capabilities (I reinforced X and Z here). Avoid reusing stories . Do not use the same story in the same hiring process. Even if you tell the story to two different interviewers, they talk among themselves. So, if you were asked about proactivity in the first round, find an additional story for the second round (in case they ask about the same skill) Be truthful. It´s hard to sound credible when you are making up things, and even harder when you get follow-up questions and have to more invent facts on the spot. Many people spice up a story exaggerating some details. If you choose that is okey, but ensure the story still genuinely represents you and you feel in control of every detail. Networking Even preparing for behavioral questions is easier for people with connections in the industry or the hiring companies. This is because you can discuss potential stories, validate their strength, and conduct mock interviews to polish your answers. If you know someone working at a consulting firm (or tech), ask them for 30 min to run through your stories - at least the high-level ideas to ensure they are solid, and one or two mock stories for direct feedback. Also, there is plenty of material to read online (see links below), and you can find mock interviews on YouTube. Finally, reach out to people on LinkedIn who have or have had a similar position to the one you are applying for (read here for more detail). Tips on how to answer behavioral questions Mock answers < Click here  to go back to " Tech companies " Menu>

Step-by-step guide to walk you through the entire business case prep process. Includes frameworks, examples, common mistakes, and free materials. Why a business case interview You are given a business case interview to assess your problem-solving, analytical, and communication skills in a real business context. It simulares the challenges consultants face by presenting a business scenario and asking you to develop a solution. This exercise is done in real time, most likely in the recruiter's office, sitting across from the interviewer. This is useful to test your abilities and potential to do client-facing roles under pressure. Below are some mock business case interviews to give you a sense of what is expected. We will guide you through the process, step-by-step , in the sections that follow. Structure of the business case The business case usually takes 40-60 minutes , depending on the consulting company. The interviewer will read a general statement like: "Our client is a manufacturer of casts and supports used in correcting bone structure. They recently developed 3 new baby helmets and would like to know if they should launch one or more of these products onto the market. Specifically, is a target profit of $1 million a year reasonable?" After clarifying any questions you may have, you will be expected to develop and discuss a framework to approach the problem. Once you are done, you will start gathering information and data from the interviewer. You will take some time to structure these inputs and develop a response. After that, you will walk the interviewer through your thought process while you make the math calculations . You may also be asked a qualitative question for you to brainstorm (e.g. " How could our client increase the revenue per helmet?" ). Finally, you will give a final recommendation response to the client. You probably have many questions - that´s okey. In the sections below we give you specific guidance for each of these steps. How to prepare Step-by-step This is a very detailed description of what happens during a business case. It is written in a way that tries to solve all the questions at once. Be open and prepared for small twists during your interview. Duration Phase/Step Key Action Goal & Output 3–5 min Part 1: Understanding the Problem Ask Clarifying Questions  (max 3–4) and recap  the problem statement in your own words. Ensure full alignment  on the client's goal (e.g., maximize profit) and key context. 10 min Part 2: Structuring Your Analyses (Framework) Ask for Time  (1–2 min silence), then walk the interviewer through  your MECE  (Mutually Exclusive, Collectively Exhaustive) structure. Develop a logical, customized roadmap for solving the client's problem. 5 min Step 3: Gathering Data Ask for Specific Data  (Macro and Internal) by strictly following the structure you just laid out. Gather necessary quantitative and qualitative inputs  to perform the analysis. 20 min Step 4: Addressing the Quantitative Problem Structure your math approach  (high-level), then walk through calculations   aloud, checking assumptions and initial results. Solve the core numerical problem and derive a data-backed initial answer. 5–8 min Step 5: Brainstorming (Qualitative) Ask for time  (1 min silence), then structure  your ideas into 1–2 logical layers (e.g., "Increase Sales" / "Increase Client Base"). Demonstrate creativity  and structured problem-solving  for non-numerical twists. 3–5 min Step 6: Giving a final recommendation Ask for time  (a few seconds), then synthesize  the answer. Deliver a straightforward answer , backed by data, plus considerations   and next steps . Part 1: Understanding the problem   (3-5 min) Recruiter:   "Our client is a manufacturer of medical devices used to treat apoplexy . They recently launched a new device for treating this. The device has two components – an injector and a disposable cartridge. They would like to know how they should sell these products to maximize profit. What should they do?"   (statement) Listen carefully and take notes. This statement is the most important piece of information - what your client wants. Make sure you remember this throughout the case (sometimes people forget when they focus on the math) Do a brief recap  with your own words of the problem statement to ensure you understood it well Take a second to think i f there are any   key  initial, high-level questions  (max 3-4) you want to clarify to have a better sense of the client before moving forward. For example: " Apart from maximizing profit, does our client have any other key goal?" ,  "Where is this company located?", "Is this device new in the market?" If you don´t understand a concept in the statement,  ask.  It is difficult to solve a problem if you do not understand what the client does (e.g. " You mention the medicine is for apoplexy. Can you explain what this means?" ) Part 2: Structuring your analyses (framework)   (10 min) After understanding the basics of the problem (section above), do not expect the interviewer to ask you anything else. It´s your turn to talk. Ask if you can take a minute t o structure your thoughts (don´t take this for granted and don´t use the word "framework"), say "thank you" and then draw the structure of your framework in silence (1-2 min) When you have it (read "Deep dive: Framework" below), walk the interviewer through it , explaining how you would approach the process of solving the client´s problem (5 -8 min). It is important that it follows an order (first, second, ...) and that it has a clear structure   Example:   First,  I would like to understand what is happening in the market, since this is important to set the right pricing. Are there many competitors and alternative treatments or do we have the only one? Also, what is the current market size of our client? Do they need our treatment to survive or just to reduce pain? That affects the willingness to pay. Second , I would look into the manufacturer's financial information to understand the costs (....). Finally, I would do a risk assessment of (...) Avoid using generic words;  it has to be as realistic as possible. If your client is a medical manufacturer, use relevant industry terms (e.g. use the terms "patients" and "medicine" instead of "clients" and "products") Step 3: Gathering data (5 min) Once you are done addressing the statement (framework), do not wait for the recruiter to say anything. Go ahead and ask for data following the framework steps you just developed. Make sure you follow an order (sample below). If the recruiter has this info, they will give it to you. Notes:   Macro: Market share > market (total and capturable) > willingness to pay Internal: Production volume > costs (fixed, variable) "So, first, I want to know the competitive forces. Do you have information about the number of competitors and market share? Do you have data about the number of patients suffering from this condition, and which % would be willing to pay for a treatment? Do you have information about how much they are willing to pay? Do you have information about the costs of producing the vaccines? I am assuming the investment made is already a sunk cost. But what about fixed costs such as the manufacturing building or staff and variable costs such as the two components of the device, package, etc.?" Keep in mind that some companies do business cases where the applicant is supposed to take the lead 100% and ask all the questions to get to the final answers. Other companies will give you more guidance and walk you through the different sections. In reality, the majority of them are somewhere in the middle.   So just be prepared and assume you lead, since this is usually more difficult (and also, it is awkward if you just go quiet waiting for the interviewer to say something) You can learn more: video , web . Step 4: Addressing the quantitative problem   (20 min) Once you are done with collecting all the data and information, follow these steps: Breathe profoundly . Here is where most people panic or get confused and forget what the main statement (client´s problem) is. Tell them how you are going to solve the problem (high-level). Follow a logic and order to make sure you don't get lost. For example, if you are discussing what the right price should be: "First, I will address the willingness to pay of clients and then the producing costs; finally, propose a price and use it to estimate profits" Walk them through the detailed steps: "To answer the client´s question, I will do three things: First, I will estimate the willingness to pay of patients to have as the main pricing input. Second, I will estimate the total cost per treatment (to ensure that is above the price patients want to pay). Finally, for the recommended price, I will estimate the total annual profits, so the client has a more accurate answer. So, for the willingness to pay - I have 5 segments, each of them with a different price. If I multiply X by Y .... i get Y. Then, I ...." When you are shown graphs, charts, or tables: Fists, take a couple of seconds to review it (don´t ask for permission) Second, share a quick summary of the content Third, mention any initial insights Fourth, explain how this data is helpful for finishing your exercise. "Here I can see a table with the split of patients by age and geographical distribution and the estimated willingness to pay.   At a first glance, I can see there is a direct correlation between age, living in the city and willingness to pay. That seems reasonable as older people in cities may have a higher average income. This data is useful because it tells us what the pricing should be if we could perfectly segment all the patients (...)" When you get to a final result,  take a few seconds  to think if the number makes sense (if you made a mistake, don´t panic; just tell them you are going to review your numbers),  and also share your thoughts on the number (if it seems relatively high or low) "So the estimated optimal pricing would be 20 USD. The number seems a bit high given that the market leader charges 18 and 25% of the patients are highly sensitive to prices". Step 5: Brainstorming on what else (5-8 min) After you are done with the math, it´s possible you are asked a qualitative question for you to brainstorm. They want to test your structure, capacity to do problem-solving and be creative. Recruiter: "What can our client do to increase the willingness to pay of patients?" These are questions that do not sound numerical, but more like an invitation to just think. Ask if you can take a minute  to structure your thoughts, say "thank you" and then write down your ideas Structure your ideas in one or two layers, so it is not just a long list of ideas: Bad (mere list of ideas): Raise price, invest in communications, explore discounts and referrals, do partnerships with pharmacies and distributors, etc. Good (one layer of structure): (A) Increase sales per patient: idea 1, idea 2, idea 3 (B) Increase client base (more patients): idea 1, idea 2, idea 3 Best (two layers of structure): (A) Increase sales per patient (A.1) More doses: idea 1 (A.2) Same doses: idea 1 (B) Increase client base (B.1) Suffering from apoplexy: idea 1 (B.2) Suffering from other illnesses: idea 1 Step 6: Giving a final recommendation   (3-5 min) Ask if you can take a few seconds  to structure your thoughts and draft your answer Give a straightforward, short answer to the question the client had. Then, add additional considerations and/or relevant next steps. "Our client should sell the product at a price of USDX/ unit to maximize their profit, for a total of USD Y in yearly revenue (short answer) This price recommendation is considering that there is no option to segment patients based on willingness to pay, and that no relevant competitors enter the market in the short-term (considerations) As next steps, I would explore piloting a test in a limited location or with a sample of patients, as well as investigate the option to begin selling other medical products that could be relevant to this segment, such as monitoring devices (recommendation)." Deep dive: The Framework You will find plenty of books and online resources focused on frameworks. They are useful, but generally it isn´t very practical to memorize dozens of them - and you risk making your answers sound like "copied and pasted". A tip is to use  a generic framework focused on the process  of getting to the answer and then adapt it based on the case you are given with very relevant and specific examples and key concepts. This is useful because it makes you sound more action-oriented and already gives you a starting point to address any case problem. Below is the general structure, which works well for the majority of cases. First, investigate market forces.   Second, understand internal client/ project's economics.   Third, investigate client´s additional considerations Finally, consider risks  (if applicable) Step Core Investigation Details & Focus Areas (The Mock Response) 1. Market Forces Understand the External Environment Addressable Market Competitive Force Socio-Economic Factors 2. Internal Economics Analyze the Client's Financials Financials: Revenue/Costs Investment 3. Other Considerations Identify Internal Synergies/Factors Product Portfolio Strategic fit Partnerships ... 4. Risks Assess Potential Obstacles Reputation Legal/Regulatory Other This is a mock response: "First, I would like to investigate what is happening in the market :   In terms of competitive forces , I would focus on mapping other medical manufacturers offering the product and understanding if we should expect more competitors entering the market soon. Are there alternative treatments? What is our market share? In terms of the addressable market  (i.e. volume of patients), it would be important to find estimations of the % of the population that suffers from this condition and % that is treated. It would be interesting to know if these % are changing significantly in recent years Finally, in terms of socio-economic factors,  it´s important to consider if we are in a stable economy, or we expect any downward trend. I assume the demand for treatment should be quite stable because it may be a matter of death or life, but still it could be a factor to consider" Note: These three subcategories (competition, client size and socio-economic issues) are relevant for most cases. You can, however, adapt it to make it even more relevant. For example, in this case, you may want to mention that an economic crisis doesn´t affect demand because it is a medical treatment, and instead focus on socio-cultural considerations  (e.g. if it was AIDS, there may be a taboo surrounding going to the doctor for help thus affecting sales)   ___ "Second, I would focus on understanding the client´s economics : I would review estimations of the volume of patients expected; specifically, those interested in being treated. I would investigate their costs; first fixed costs, such as A and B; and then variable costs, such as Z and Y, and also the investment made so far. I will consider the investment cost a sunk cost since the treatment is already fully developed." Note: In this case, it doesn´t make sense to mention that you will consider the pricing because that is the answer you need to get to. You can skip that part. ___ "Third, I would consider other internal factors,  such as: Other medical products in the portfolio, to consider whether cross-sell exists or it is possible - since this would affect the sales strategy and pricing Potential partnerships with distributors which can influence costs thus pricing" Note: These are just some examples that are useful to have at hand. Based on the case, you may come up with different ones ___ Finally, I would consider any risks   associated with the pricing,  such as: Reputational damage if pricing is considered very high Legal restrictions to set or change the pricing Also: Pricing cannibalization, lack of effectiveness of the treatment, etc. Note: There are cases where the risks section may not fit. Don´t include it if it doesn´t fit easily (you can replace it with "Other considerations"). Twists to this generic framework If a case is about pricing : Make sure in the market forces you include the final buyer´s willingness to pay considerations. Don´t make the mistake  of saying will you review the client´s pricing (figuring out the pricing is your job). Generally, pricing is set based on 3 considerations simultaneously: competitor´s pricing, client´s willingness to pay and internal costs (you need to cover these to be break-even) If a case is about   profitability , an investment or a decision go/no go: When discussing the internal economics, mention that you plan to estimate the ROI, break-even point or a similar metric When discussing other considerations, consider mentioning that you want to map any potential alternative projects/ investments to understand opportunity costs In risks, you may want to mention the point of whether the client has related investment (know-how), and the risk-level associated to that industry (e.g. innovative industries or operations in unstable countries...) Formulas & Maths shortcuts Business cases do not require you to know complex formulas. Generally, the ones below should be enough to handle any business case. Revenue = Volume x Price Cost = Fixed cost + variable cost Profit = Revenue - cost Profitability = Profit/ Revenue ROI = Annual profit/ initial investment Breakeven = Initial Investment / Annual profit Breakeven = Revenue - Costs = 0; X = .... Net profit vs Gross Profit vs operational profit margin Growth rate = (new %- old %)/old % x100 Rule 72 = for estimating the double time of an investment (how long it takes to double the value). Divide 72 by the annual interest rate (%) to estimate the doubling time. For ex. if the growth rate is 6%, the investment doubles in 12 years (72/6) If your target company is specialized in a certain area (for ex. pricing), you may want to review whether there are any other basic formulas involved. In many cases, consulting firms will expect you do the Maths by hand (without a calculator). That means that you need to practice feeling comfortable that day. Notating the units (k, M) for large numbers, asking if you can round and memorizing 1/2, 1/3, 1/4, ...1/9 are examples of tips that can save you that day. Here are some websites that give you free tips on how to be better with Maths during business cases: Math Drills | Fast Math Case Prep Fast Math in Case Interviews Case Interview Math (formulas, practice problems, tips) - IGotAnOffer Consulting math: all you need to know (and how to practice) Commons Mistakes When connecting to the interviewer Don´t forget eye contact . Consulting isn´t only about solving problems; it´s about connecting with your client (or interviewer) Don´t (wrongly) assume  that being professional equals being serious. You need to connect with the interviewer, and a smile can help. Also, try to project enthusiasm for the case. If you just seem to suffer, they won´t be excited about working with you down the road. Don´t be unprepared  - bring paper, a pencil, and a calculator (if needed) Don´t ask the interviewer  if you are on track or if your approach is correct. Assume it is and keep going; you need to look confident. Don´t believe the interviewer just wants  to hear the final magic number. They want to know how you think and the process by which you get to the answer. Involve them! Don´t use generic terms  when discussing the framework or diving examples. You need to show that you understand the client and the market. For example: in a medical context, "treatment" is better than "product," "patient" is better than "client," "hospital" is better than "shop," etc. To get the problem right Don´t hold important clarifying questions  for fear of sounding like a dummy. You need to have all the details to be able to get to the bottom of the problem. Don´t forget the key problem statement.  Make sure you keep it in mind or revise your notes if needed. Never ask the interviewer what the question was! Don´t assume that you know what the client wants  just because the statement includes some vague goal. You need to fully understand the main objective(s) of your client from the beginning. For example: "Is the goal of our client maximizing profit only? Are there any additional important goals?" When you get to a number, do not assume it is good . Take a second to think if it makes sense. If you make a mistake, don´t panic.  You can say "I think I may have made a mistake. Let me review my math to make sure I got it right".  What matters is that you realize it fast. Networking < Click here to go back to Tech Companies menu >

Answers to common questions about how to best follow up with recruiters and hiring managers. Includes tips on the best timing, sample messages, and common mistakes to avoid. Message after sending an application When to send Recruiters usually receive hundreds of applications for each opening. They may also have systems that automatically scan or pre-select applications, allowing them to scan fewer resumes manually. It´s usually a good idea to complement your application with an email that helps them remember you, especially if the application process didn´t include the option to submit a cover letter. Try to send the message no more than one to two days after submitting your application (before they might move on with other candidates). Email is typically the preferred method for following up on a job application, as it allows the hiring manager to respond at their convenience. Connecting with the hiring manager on LinkedIn can be an effective way to follow up, particularly if the company has a strong presence on the platform. Send a personalized connection request and include a brief message expressing your interest in the position. Content & structure In an email or LinkedIn message, the content should be a shorter version of the cover letter. You can read all the details about how to write a cover letter here. The formal contact details you include in a cover letter aren´t necessary here. Here is the general structure of an email to HR: Address  (use the actual physical address if possible) Dear [Recipient Name]:  (use the actual name or last name ) The opening paragraph  should explain why you are writing. It is also helpful to include an overall short summary of the key skills, knowledge areas, or experiences that you bring to this role right here in the first paragraph. The next paragraph will then expand on and illustrate what you are summarizing in this first paragraph. "I am excited to apply for the position of Sr. Project Management at the Meta Product Data Operations team.   My strong educational background in Project management, coupled with +7 years of experience delivering complex operational efficiency projects in the technological industry for +20 leading clients, makes me a very solid candidate for this position" The middle paragraph  should summarize the aspects of your background which will interest the employer. Discuss your qualifications in terms of the contributions you can make. Synthesize the content of your cover letter. "For almost five years, I provided +50 sales specialists with technical support for developing all the national proposals in the X industry. Here, I developed very strong PMO capabilities, especially in budget (USD Y M) and stakeholder management. Recently, my proactivity in designing a new financial tracker (...) achieved X and Y results (quantified)" The closing paragraph  should explain why the position and the particular organization is attractive to you and should hopefully pave the way for the interview. Provide authentic and well-researched reasons. You can also suggest having a quick chat to understand more about the position and the recruitment process. "This role excites me for several reasons. It allows me to deep dive into an industry that is technical and complex; it will allow me to combine a focus on sales processes with the management of day-to-day operational processes, and it will be an opportunity to help grow a large team" "Also, Meta is my first choice by far. You have invested in innovation more than any other tech company in 2024 (USD X M), you have an impressive growth record (X% YoY) and stand out for teamwork and growth opportunities in Glassdoor website, which are my top priorities when choosing where to work" I would appreciate it if you could confirm the application receipt. Also, I know you are very busy, but if you have 15-20 min, I would love to have a quick chat to understand more about the position and the recruitment process. Please, let me know. I look forward to hearing from you. Useful guidance Confirm if the company wants to be contacted. It's uncommon (but possible) that some companies don't want candidates to follow up after applying. In this case, they usually make it clear in the job post that if you don't hear from them after a certain date, it's because they decided to follow the process with other candidates Use a professional email address. Ideally you should have an email address that features your first and last name – and definitely avoid using the silly nickname you use for your personal correspondence Write a clear subject line such as "Sr. Product Mng. - Sarah Jones (application)" Write a new message for every job you apply for and make sure it’s tailored to the specific role and company – same way as with cover letters Write to a named person if you can – and make sure to use the correct title (Mr./Ms./Dr.). If you cannot find a named contact (even after doing research on LinkedIn or their website), you could use ‘Dear Recruitment Manager’ or ‘Dear Recruiter’ (although this is considered generic) Match the keywords used by the employer in their job advert Avoid the passive voice (better to say, "I accepted X offer" than "An offer was given to me") Do not start every sentence with "I" (e.g. you can say "Meta is my first choice" rather than "I would love to work for Meta") Double-check spelling and grammar before you send the email Avoid overly long or difficult-to-understand sentences Be enthusiastic and interested Keep a copy of the email as they may ask you about it in an interview Other follow-ups When to send After an interview , to thank the interviewer and reinforce your interest After a meeting , to summarize key points or address outstanding questions After networking , to reconnect and keep the relationship alive. When it comes to following up on a job application, timing is essential . You don't want to appear too eager, but you also don't want to miss out on the opportunity to make a positive impression. As a general rule, wait about one week after submitting your application or doing an interview before reaching out to follow up. When to avoid If you’ve already received a clear response , additional emails may be unnecessary If they have given a specific time frame for their reply and that time hasn’t passed - following up too soon might make you seem impatient. If you’ve already followed up multiple times without a response When the other person is likely busy or unavailable - such as during holidays or when you received an out of the office automatic message Style & Samples Be specific and concise. Reference the context of your interaction to jog the recipient’s memory. Also, keep your email brief —concise messages are more likely to be read and acted upon Show gratitude. Express appreciation for the recipient’s time or support. For instance, “Thank you for meeting with me to discuss the [position/project]. ” Gratitude not only sets a positive tone but also fosters goodwill Include a call to action. Clearly outline what you’d like the recipient to do next, whether it’s scheduling a follow-up meeting, reviewing attached documents, or providing updates Keep it polite. Following up requires tact. Use a professional and respectful tone to avoid appearing pushy. For example, phrases like “I wanted to kindly check in ” balance persistence with politeness. Proofread one more time. Part of being professional is making sure that your email and any documents sent to a recruiter have no grammatical errors or typos. To follow up on an application Dear [recipient’s name], I hope you’re doing well. I recently applied for the [position title] role at [company name] on [specific date], and I wanted to follow up to express my continued interest in the position. I am very excited about the opportunity to bring [specific skills or experiences] to your team. If there are any updates regarding my application or the next steps in the hiring process, I’d be grateful to hear them. Please let me know if there’s any additional information I can provide to support my candidacy. Thank you for your time and consideration. I look forward to hearing from you. Best regards, [Your full name] Here you can review other useful email samples. < Click here  to go back to " Tech companies " Menu>

Guidance on how to build a consulting resume from scratch. Includes templates, common mistakes, free resources, and pro tips. What recruiters look for Ten seconds is a pretty short time. Yet, that is the time a recruiter spends on average scanning your resume. This is assuming +a human being is reading; most consulting firms do a first filter using Applicant Tracking Systems (i.e. bots that scan resumes). Resumes do not get you a job, but they are the first entry point to the recruitment process. For the initial screening, it is important to have a top-notch resume. What they want to see You got good grades You have relevant skills that are transferable to the position (this depends on the specific job) You achieved significant impact and are able to quantify it There are some brand names (ideally) You make the resume easy to scan to find all these things (above) You are structured and have attention-to-detail Most of the recommendations below are relevant regardless of what consulting company you are targeting. This is because they are focused on how to write a resume in a way that is structured, clean, and easy to understand. That said, we always recommend that you spend some time researching and networking to ensure you understand the specifics, especially if you are targeting a specific industry (e.g. financial services) or a capability (e.g. operations or digital). Finally, keep in mind that country-specific variations may exist (e.g. in some European countries, you may be expected to include your picture). Where to start Writing a good resume takes time and it is an iterative process . Most of the points below are critical regardless of whether you already have a draft resume or not. #1 Define your target Take time to reflect on your career and what sort of consulting companies and roles you want to target. This is important because having a clear target makes your resume more focused and convincing. For example, imagine you felt energized and accomplished after completing a challenging technical endeavor related to data automation. However, you found leading two data science analysts to be boring. You may want to consider roles as an individual contributor rather than pursuing a job that involves working with a team. #2 Create a Master History List Write an unedited, full list detailing your complete history (work, education, extracurricular, etc.). The goal is to be exhaustive. Detailing all your experiences will help you not to forget anything relevant and also gain clarity on your unique value — your skills, experiences, knowledge areas, accomplishments, values, passions, and interests #3 Understand the role you are applying to Figure out if you are applying for a general consultant role or an industry consultant role. Some job posts will have a general ‘consultant’ opening. This means you don’t have to start with a specific expertise and are expected to develop one on the job. Others are highly targeted and will have a specific industry that they’re building teams for, such as finance, healthcare, technology, and others .  #4 Draft your master resume Write a master resume for a consulting role (general or targeted) to use as a base (more on this below). Think about which past experience, skills, and expertise are most relevant for consulting. Look into the keywords of the job description and use them as much as possible where they’re applicable. #5 Prepare your customization Prepare to customize your resume to the jobs you are applying to. Do not forget to keep track of resume versions. A simple Excel file can be enough. It is important that you know which resume you submitted to which firm, so you have it at hand before the interviews. #6 Seek feedback Ask for feedback about your master resume. Ideally, reach out to someone in your network who is a consultant. If you don´t know anyone, you can reach out to people online. Here you can read more on how to network. There is a trade-off between breadth and depth - that is, how many applications you submit and the quality of these. Our recommendation is to send fewer applications and invest more time in customization. In the section "Resume customization" below, we give you tips to do it in approximately 1 hour per resume. Structure The general structure of a resume is very simple: Contact info/ personal details Full name and last name, email, phone number (with country prefix), and LinkedIn link Summary (optional) An introductory paragraph Work experience List of all the companies/ positions (from latest to earliest), with two to four bullet points for each position Education Bachelor´s degree, advanced degrees (specializations), GPA or grades cut-offs (e.g. top 5%), trainings, courses, and certifications Other Skills Technical skills, languages, other info Extracurricular (optional) Volunteering and interests The order of these sections above is the general recommendation but is flexible. Think about what suits you best. If you have relevant work experience and/or well-known company brands, you should place Work Experience section before Education. If you are planning to change your career completely and recently completed an MBA to transition into consulting, Education should probably go first. Advice for Candidates Just Starting Out You can consider including Education  first Make an effort to include all relevant extracurricular activities, personal projects you’ve worked on, volunteering, trainings and courses (even if there is no certification or diploma) and whatever else you can come up with that is relevant. Don’t have much of that? Proactively work towards getting skills and experiences that are going to be useful for your future job. Content & Style Personal Info Use a larger font for your name to make it stand out Do not insert your headshot, age or date of birth, marital status or gender unless explicitly requested by the firm Use a neutral, professional email address Do not include your home address; this may cause data privacy issues . Your general region or country is sufficient No need to label each item (e.g “email:”, “tel:”, etc.) since these are obvious Summary (optional)   Most people do not need a summary on their resume if their qualifying experience is clearly presented and easily understood. It should be a ‘no-braine r’ within seconds of reviewing a resume that the person is qualified for the role. Usually, it is a good idea to include a summary if: You are a career changer and want to highlight transferable skills that are relevant for consulting The role highlights a specific area of your expertise that sets you apart from other applicants (industry or capability specific roles) You have many years of experience aligned with leadership levels (10-15+ years) You have very limited experience ( less than 1-2 years ) and want to explain why consulting motivates you and what your goal is Generally, there are two types of summaries. One type is focused on synthesizing the content of the resume, and the other is focused on your career objectives. Both are acceptable options, although the latter is more used for career/ scope changes, or when the applicant has limited work experience (e.g. a recent high school or college graduate). If you include a summary, keep in mind: Think about what you're looking for in your next role before writing your summary section on your resume. This helps you focus on key skills and expertise for the job you want. Research the consulting firm, the industry, and key trends to understand what employers value in their team members. Consider reading job descriptions for related positions to see what skills, experiences, and characteristics are helpful for roles in the industry Write your summary concisely ( 3-5 sentences ) and avoid generic terms Show  you have the skills and knowledge, don't just include adjectives such as “critical thinker” or “good communicator”. They can sound cliché and give no context or details Summary Type Bad Sample Better Sample Resume Summary Computer programmer with solid technical knowledge and experience. Computer programmer with over 10 years of experience. Proficient in JavaScript, HTML, and CSS with a focus on single-page applications. Resume Objective Professional with a strong background in operations. Proactive, problem-solver and good at leading teams. Looking for new opportunities. Sr. Operations Manager with 15+ years  of experience leading cross-functional teams, with 150+ app features implementations  in X and Y. Looking to grow responsibilities by [Quantified Goal] . Work experience This is a critical part of the resume. List all the jobs and companies that are relevant to consulting. There is no need to include irrelevant past roles (e.g. summer camp teacher five years ago). Place in reverse chronological order, with the most recent employment at the top. Other important considerations: When allocating resume space to each role, proportion it  roughly by how long you held that job. You may also want to expand on the details of your latest job if it is highly relevant to the position you are applying to If you only had one employer , but worked there for a long period of time, it may be helpful to separate the roles or projects into separate entries. This makes the structure clearer and shows you had diverse experiences within the same organization Include the position name, em ployer, location (city, state, and country) and dates in the headline (ideally in bold or a larger size to stand out) Unless your company is very recognizable, you may want to include a little blurb about what they do (e.g. "Premier professional development association for engineers") (optional) How to write strong job descriptions Writing a resume is not about listing everything you did and numerating many import ant tasks. Strive to show impact rather than responsibilities and tasks. Recruiters want to see evidence of how your work has made an impact, so keep bullets tight and focused on data-driven results as much as possible. So me important considerations: Before writing, think what expertise and skills you want to highlight and how you want to portray yourself, zooming in on the most important based on the job description. Key skills in consulting include hard skills , such as analyzing data and solving problems, and soft skills, such as leading teams, managing projects or being proactive If your previous jobs or internships are not directly consulting-related, phrase your descriptions to highlight transferible consulting skills such as leadership, project management, problem-solving, etc. Incorporate job posting keywords into your resume to increase the chances of passing the Applicant Tracking Systems Try to use three to four bullet points for each job, with each bullet point of approximately two to three lines long Show you have the skills and knowledge , don't just include adjectives such as “Critical thinker” or “good communicator”. They can sound cliché and give no context or details Balance the skills you demonstrate; avoid writing three bullet points that focus on the same skill (e.g. project management) within the same job Be specific about your personal contribution - not what your team was doing. It’s great that your team created a full-stack application with Vue.js, but if you didn’t touch any of that code, it’s going to come out in your interview Focus on the results of what you did and quantify them to highlight the tangible contributions you have made (ideally all bullet points should include quantified impact). This is an example of how to be specific: Example Bad Statement Good Statement Quantified Impact Responsible for organizing events and panels. Planned and coordinated panels on public health for audiences of 25–50 undergraduates  on a bi-monthly  basis. Start each bullet point with an action verb that matches the sort of skills a company looks for. "Led", "Designed" or "Presented" are good examples of such verbs (here you have more examples). Use past tense for previous positions and present tense for your current position Order bullet points by priority since recruiters do not always read all the content Avoid the use of first-person pronouns, i.e. I, me, mine, myself Ensure your resume bullets are simple, non-technical and exclude acronyms that are only known by people in your company (e.g. write "Engagement manager" instead of "EM", and "North America" instead of "NAM". Using the STAR Method for Bullet Points You can use the STAR Method ( S ituation, T ask, A ction, R esult) to structure the content of your bullet points. This framework is also used in behavioral questions. Read here . Here is an example: Skill/expertise you want to show: Problem solving / operational efficiency You don`t need to write it down. Situation: Trainees were learning too slowly and were not ready to use the data tracking system until four weeks into the job. Task: Help trainees learn the system faster. Action: Initiated, wrote, and edited the first training manual for the company’s data tracking system. Revised the training curriculum to utilize the new manual and presented to senior management. Result: At the end of the training period, trainees were ready to use the data tracking system two weeks earlier than expected; the training manual was adopted across the company and is still in use Now, you are ready to write down the bullet point: FINAL STATEMENT FOR RESUME: Proactively developed the first training manual for the company's data tracking system, which cut the training period by 50% (two weeks); the manual was adopted across the company and is still in use today. Education This section should be relatively short, especially if you have extensive work experience. However. don´t just include the degree and university names. T hat suggests you have little else to say about four to five years of your life. If you have multiple degrees (e.g. a BA and an MBA), write a subsection for each degree , starting with your highest level of education first For each degree, include the name of the degree, university, and dates in the headline (full names). Describe relevant course content briefly if they are relevant (no more than one line). For example, if you studied Engineering, you may want to mention "Specialization: Computer Sciences and Cybersecurity" If you have written a thesis/dissertation , summarize the topic (in one to two lines) List your grades if good (e.g. GPA) as well as results on other standardized tests you have taken (e.g. SAT, GMAT, etc.) Detail all the awards and scholarships you have received, and how competitive they were ( "Awarded 1 of 2 scholarships available to 1,000 students" ) List all the relevant courses and trainings with the year and a short description, even if they were given by your employer and you have no diploma/ certificate. If your list is too long, select the ones that are most important for consulting Other Skills This section is focused on technical skills that are not covered in Education. Make sure you group skills by category : Category Examples Languages Be specific about your knowledge level and do not lie . Project Management PMI, Scrum, etc. Product Management Product roadmap, UX design, product life cycle management, etc. Programming/Coding C/C++, Python, etc. Software Development Algorithms, coding, data science, etc. Design Software HTML, Photoshop, color theory, etc. Marketing Social media management, copywriting, Google Analytics, SEO, etc. Information Technology Cloud platforms (AWS, Azure), system & server administration. Big Data Data mining/analysis, ETL processes, NoSQL databases (MongoDB, Cassandra), etc. For each language, you should specify your level of proficiency. For the technical skills, specify your level when possible (e.g. experienced or expert). Avoid including productivity software such as Salesforce, Google Workspace, or Teams since most people know them and they aren´t a differentiator. Read a more detailed list of skills here . Addit ional Information Keep this section short, include items that are directly or indirectly relevant  to consulting, and emphasize depth over breadth  (e.g., it’s better to include one leadership role in an NGO  than being a member of three clubs). Here are a few examples of things you could include: Side businesses: Do not mention only the business type; include quantifiable achievements (e.g. sales, customers, etc.) Volunteering: For example, student mentor on Y topic Personal projects: For example, your own website or blog about industry trends or, for early-career tech profiles, GitHub repositories, open-source contributions, or freelance work Student Clubs Writing awards Sports achievements Interests (optional) Including Interests There are mixed feelings about including interests: The positive: It helps the recruiter remember you and it gives them something to connect with you on, and it makes you more than just a faceless resume . Cool samples include, for example, having a Christmas socks company, 10 years of experience in rock climbing, a track of 15 marathons in 5 cities or experience travelling across all five continents. The risk: Human beings are prejudiced, and it is difficult to anticipate what they will read between lines. For example, think about including "Reggaeton band member" in your resume. One recruiter may be excited about it because they consider it to be cool, while another recruiter may associate it with lack of professionalism, leaving them unimpressed. Be careful not to include controversial interest (use your common sense). Also, avoid including generic interests such as sports, book reading and nature because they do not add much. Design & last details How polished should a resume look? Generally, it isn´t recommended to use overly fancy or visually complex templates. What " nice-looking" means is subjective, and content often becomes more superficial to fit these templates. Ensure you never sacrifice content for format. Also, many companies use Applications Tracking Systems that automatically scan and extract content, and a complex or unconventional design can interfere with this process. Consider using a more visually appealing template when you have the opportunity to send the PDF directly to a human recruiter and use a standard format when applying through an online system or job portal. Even when using a standard format, you can still find small ways to personalize it if this is important to you. For example, you may include a small logo image of the company next to its name, highlight section headings with a single, subtle color  (not loud or difficult to read) or include small icons next to each section (e.g . a book next to the education section). While some coaching platforms discourage this, it´s important that the resume feels authentic to you ( always following common sense and maintaining professionalism ). General Style and Formatting Guidelines Make the content concise to fit into one page . If you have more than 10- 15 years of experience, you may want to use two pages Use action-driven bullet points rather than paragraphs in the resume; avoid using full sentences and a narrative style Remove industry jargon that are likely to not be known by the recruiter Avoid contractions, abbreviations, and slang Use action verbs rather than passive language Avoid making it visually cluttered : make it concise and quickly readable Choose a professional-looking font : Size 10-12, black and white. Arial, Calibri, and other plain Sans serif or Serif fonts are fine Use clear headings and subheadings , bolding the headings. Include relevant section dividers or lines to make it more visual Use margins of 0.5 to 1 inches Use bold, italics, and bullets in moderation ; if everything is bold, nothing stands out Review and Submission Scan your resume in 10 seconds . What parts stand out? You may want to ask someone else to do the same exercise. If the answer isn't the right one, you need to keep working on your resume Read the resume aloud and review for clarity and conciseness; this will help you realize when sentences are too long or use unnecessary words Include your full name and date in your resume file name Submit your resume as a PDF file ; Word files can be displayed differently depending on the processor. Resume customization The job market is becoming increasingly competitive and fast-paced. Applying to a job in LinkedIn just takes a few seconds. That means that employers are receiving significantly more applications today than in the past. Successful job seekers are those who take the time to understand the company, the role, and are able to customize the application to the specific position. While this may sound like a lot of work, it´s actually not that time consuming. The most time-consuming part is developing the master resume for the first time. Step #1: Create a master version When developing your master resume, think about your ideal consulting job to ensure it has a clear target Write unlimited bullet points (in order of priority) covering all relevant accomplishments under a job. This will help you with customization later, as you can select only the bullets most relevant to the job you are applying for. Example of Prioritization: If you are applying for a job focused on project management, you'd prioritize Bullet 1 . If the job focuses on product management, you'd prioritize Bullet 2 . Position X, Company Y Bullet 1:  Proactively designed and implemented a new automatic data tracking system using [Y tool] , which led to a 20% reduction  in sales review pre-work for the Sales team ( 12 people ). Bullet 2:  Led and supervised the team ( 6 analysts ) in charge of developing the product roadmap for the entire Latin American region; achieved 80%  [Specific Result]. Step #2: Customization for the role The recruiter will not connect the dots between your skills and experiences and what they are looking for if you don´t customize your application. You have to do the work for them. Key Customization Actions Do thorough research on the company, the specific role, and the team  and the job description keywords. Many people often focus too narrowly on the job title or the keywords of the job description. Recruiters can easily spot a generic resume . Don´t make the mistake of summarizing all the tasks done in all your past jobs. Tweak the summary to be more focused or more specific, depending on the opportunity (if you have a summary) Give priority to accomplishments that align with the role´s requirements For all sections, especially for the Work Experience section, review your master version to see if there is any other relevant accomplishment that should be in that version Resume samples Source: IGotAnOffer and university site Artificial Intelligence Generative AI tools, such as ChatGPT or Gemini, can be helpful, but they are just that - tools . You need to be the writer and owner of your resume . AI-generated files usually look and sound the same, so it is unlikely that they will help you stand out from the rest. Some companies are tossing applications that noticeably use AI. Ways to Leverage AI Tools Some ways in which you can leverage AI tools include: For Your Master Resume Version: Proofreading - suggested prompt is "highlight any typos and grammar errors and improve the flow and clarity of the following text" (after receiving the correction, you should paste the revised text back into the tool and ask for a second review) Optimizing word choice and keywords Suggesting format improvements For Your Customized Version: Suggesting how to tailor your resume to a job description (you need to do the critical thinking and ideally the writing) Finding gaps for a role - Ask the AI to act as a recruiter for a specific job description (paste the description) and compare your resume against the ideal candidate profile the AI generates. Note any information that is missing from your resume for the particular job and if applicable, address it before submitting. LinkedIn You may wonder... "What am I supposed to do if I have different resume versions for different consulting firms, but only a single LinkedIn profile?" Th e answer is simply. Resumes and LinkedIn profiles are complementary and serve different purposes. Resumes speak directly to a position; they must be as specific as possible about your accomplishments LinkedIn is more generic, has a more flexible structure, and helps build your personal brand (if used correctly). Your LinkedIn profile should be generic enough to avoid any inconsistency with the different resume versions you submit to different companies. For example, for work experience, we don´t recommend using the STAR method because it creates highly specific, detailed statements. If necessary, keep your profile as general as possible to appeal to a broad audience. It is important that you maintain consistency between your LinkedIn profile and your resumes by: Avoid writing a LinkedIn profile summary unless you find a good balance between not being too specific (it will not match all your applications) or too generic (it ends up sounding dull) Include the same job titles and dates Have consistent job descriptions to ensure the same high-level message (you don´t want to position yourself as having a lot of expertise in operations in your resume and product design in your LinkedIn) In the Skills section on LinkedIn, add a broader (more generic) range of skills that reflect your overall professional experience, and make sure these skills are aligned with the ones on your resume Review both your profile and your resume(s) regularly and ensure they are consistent and up to date Networking Now that you have put together the first version of your resume, your next step is to ask for feedback to improve it. If you know someone (or know a person who knows someone) working in the sort of consulting roles or firms you are targeting, don’t hesitate to reach out to them to get their thoughts. If not, you can also reach out to people on LinkedIn (read here for more detail). Asking for feedback from peers is also helpful. They'll be able to cast a fresh eye on your resume and flag typos, inconsistencies, or sentences that are difficult to understand.  Networking is not only helpful for getting the resume reviewed. Think about it more broadly. By engaging with online tech communities, attending conferences, and connecting with other professionals, you will gain a better understanding of the dynamics of the consulting world, the latest trends, and what it takes to get in. Which companies are the pickiest? What does the culture look like inside McKinsey & Co? The more you know about the company, the better your application will be. < Click here  to go back to " Consulting " Menu>

Step-by-step guidance on how to build a consulting resume from scratch. Includes templates, common mistakes and free resources and pro tips. What recruiters want to see Ten seconds is a pretty short time. And that´s the average time a recruiter spends scanning your resume. That´s assuming there is a human being reading; many tech companies use Applicant Tracking Systems (ATS) to filter candidates automatically. A resume doesn´t get you a job, but it´s the first entry point to the recruitment process. For the initial screening, it´s important to have a top-notch resume. What they want to see R elevant past experience and transferable skills for the position Quantifiable impact of past experiences Big brand names from past employees and/or Universities Structured and attention to detail A resume that is easy to scan  to quickly find all the elements listed above The recommendations below are applicable regardless of the specific industry or position you are targeting, as they focus on format, structure, and clarity. That said, we always recommend that you spend some time doing your own research and networking to fully own the recruitment process and understand the specific requirements, especially if you are seeking a technical position. Where to start Writing a good resume takes time, and it´s an iterative process. These steps are critical whether you are starting from scratch or improving an existing document #1: Define your target Take time to reflect on your career goals and the specific industries, companies and jobs you want to target. Having a clear target makes your resume more focused and convincing. For example: If you felt energized completing a challenging technical endeavor (like data automation) but found leading data analysts boring, you may want to consider individual contributor roles to keep growing your programming skills. Also, find and review job descriptions for the type of roles you are seeking. This will help you get familiarized with the scope, responsibilities, skills and keywords that the industry and employees commonly use. This research will help you: Confirm that the targeted roles align with your interests Allow you to see trends in employees' expectations and offerings Offer key guidance on what parts of your experience to highlight and how to phrase your resume #2: Write an exhaustive list Begin by writing an unedited, exhaustive list detailing your complete history (work, education, extracurricular activities, etc.). This process will give you clarity on your unique value — your skills, experiences, knowledge areas, accomplishments, values, passions, and interests. #3: Create a master resume and customize Write a master resume:  Create a comprehensive master resume for your ideal job to use as a base (one or two full pages) Seek feedback:  Ask for feedback from friends or peers, and professionals working in the industry so you polish your resume Customize for each application:  For each job application, make the necessary customization (more details in the "Structure" section below) . To do this efficiently, think critically about which past experience, skills, and expertise are most relevant  to the job you want to apply to. #4: Track your versions Don´t forget to keep track of your resume versions. A simple spreadsheet can do. It´s important that you know which resume you submitted to which job, so you have it at hand before the interviews. #5: Balance breadth and depth There is a trade-off between breadth and depth - that is, how many applications you submit and the quality of these. Our recommendation is to find a balance: avoid mass-sending resumes but also don't invest many hours in customization, as you risk burnout. In the section "Resume customization" below, we give you tips to do it in less than one hour per resume. Structure The general structure of a resume is simple, but the order of sections should be strategically chosen based on your background and career goals. Standard resume sections Contact info/ personal details Full name, email, phone (w/ country code/prefix), and a LinkedIn link Summary (optional) A concise introductory paragraph (3–5 lines). Read more in the next Section Work Experience List all relevant companies/positions in reverse chronological order (latest to first) Use 2–4 concise, impactful, and quantifiable bullet points for each position Education Include your degree(s) (Bachelor's, Master's, etc.), specializations, honors (e.g., magna cum laude ), and relevant academic achievements (e.g., top 5% of your class, relevant grades/GPA) Also list relevant trainings, courses, and certifications Other Skills List technical skills, proficiencies, languages, and any other relevant information Extracurricular (optional) Include relevant volunteering experience, interests, or leadership roles The order of these sections above is the general recommendation but isn´t set in stone. Think about what suits you best. If you have relevant work experience and/or well-known company brands, you want to include Work Experience section before Education If you are planning a complete career change and recently completed an MBA to do so, Education should likely go first Advice for recent graduates If you are a recent graduate with very limited work experience, you can consider prioritizing Education by placing it first. Also, make a strong effort to include: All relevant extracurricular activities Personal projects you’ve worked on Volunteering and leadership roles Trainings and courses (even if there is no certification or diploma) Don't have much of that yet?  Proactively work towards gaining skills and experiences that will be useful for your future job. Drafting the content Personal Info Use a larger font for your name to make it stand out Don't insert your headshot, age or date of birth, marital status or gender unless specifically requested by the firm Use a neutral, professional email address Do not include your full home address– this may cause data privacy issues. Your general region/ country is enough (e.g., "New York, NY" or "Santiago, Chile") No need to label each item (e.g “email:”, “tel:”, etc.) since these are obvious Summary (optional)   Most people don´t need a summary if their qualifying experience is clearly presented and easily understood. It should be a ‘no-brainer’ within seconds of reviewing a resume that the person is qualified for the role. It´s usually a good idea to include a summary if: You are a career changer and need to highlight transferable skills that are relevant to the new position The role highlights a specific area of your expertise that sets you apart from other applicants You have many years of experience aligned with leadership levels (+15 years) You have very limited experience (<1-2 years) and want to explain what motivates you and what your career objective is A well-written summary is a fast way to give the recruiter a sense of who you are, and it helps communicate your goals in a straightforward way. Summary Types and Best Practices Generally, there are two types of summaries. Content synthesis: Focused on synthetizing the content of the resume - best for experienced professionals Career objective: Focused on your career objectives - best for career changes or people with limited experience If you think your resume would benefit from a summary, keep these points in mind: Think about what you're looking for in your next role before writing your summary section on your resume. This helps you focus on key skills and expertise for the job you want. For instance: If an editor wants to become a senior editor, they should focus their summary on explaining their leadership potential and ability to guide junior writers Research your industry and key trends to understand what employers value. Read job descriptions for related positions to see what skills and experiences are sought after in your industry Write your summary in a concise way (3-5 sentences) and avoid generic terms Show, don´t tell - don't include adjectives such as “Critical thinker” or “Good communicator”. They can sound cliché and give no context or details Summary Type Example (Bad/Generic) Example (Better/Specific) Synthesis Computer programmer with solid technical knowledge and experience. Computer programmer with over 10 years of experience. Proficient in JavaScript, HTML, and CSS, with a focus on single-page applications. Objective Professional with a strong background in operations. Proactive, problem-solver, and good at leading teams. Looking for new opportunities. Sr. Operations Manager with +15 years of experience leading cross-functional teams, overseeing +150 app features implementations in X and Y markets. Seeking to grow responsibilities by [Specific Goal, e.g., leading a global expansion]. Work experience The Work Experience section is often the most important part of your resume. Generally, you should list all the jobs and companies that are relevant to the positions and companies you are applying to. There is no need to tell that you were a summer camp teacher 10 years ago. List positions in reverse chronological order, placing the most recent employment at the top. Formatting and Organization When allocating resume space to each job or role , proportion them roughly based on the length of your tenure. Also, you may want to expand on the details of your latest job if it is more relevant to the position you are applying for If you have worked for a long time at one employer , but held several positions, it may be helpful to separate the roles or projects into separate entries. This way, it´s more structured and demonstrates varied experiences (even within the same org) Include the name of the position you held and the employer, as well as the location (city or country) and dates in the headline (ideally in bold/larger size, so it is easier for the reader to scan) Unless your company is very recognizable by name, you may want to include a little blurb about what they do (for ex. "Premier professional development association for engineers") (optional) Writing strong job descriptions Writing a resume isn´t about listing tasks . Strive to show impact rather than mere responsibilities. Readers want to see evidence of how your work has made an impact, so keep bullets tight and focused on data-driven results as much as possible. Key considerations for bullet points : First think what expertise and skills you want to highlight and how you want to portray yourself, zooming in on a few that you think are most important - then write the bullet points. This helps you avoid writing random tasks Try to use three to four bullet points per job, with each bullet point approx. three lines long. This isn´t a strict rule Show you have the skills and knowledge , don't just include adjectives such as “Critical thinker” or “Good communicator”. They can sound cliché and give no context or details Balance the skills and expertise you demonstrate to cover all the aspects that are relevant to the position. a void writing three bullet points that all focus on the same single expertise (e.g., operational efficiency) within the same job Be specific about your contribution, not what your team accomplished. It’s great that your team created a full-stack application with Vue.js, but if you didn’t touch any of that code, it’s going to come out in your interview Focus on the results of what you did and quantify them as much as possible to highlight your tangible contributions you have made (ideally all bullet points should include quantified impact). Example of Specificity: Bad:  Responsible for organizing events and panels. Good:  Planned and coordinated six panels on public health  for audiences of 25–50 undergraduates  on a bi-monthly  basis. Start each bullet point with an action verb that matches the type of skills a company look for (e.g. "Led", "Designed" or "Presented"). Use past tense for previous positions and present tense for your current position Order bullet points by priority since recruiters don´t always read all the content Avoid the use of first-person pronouns, i.e. I, me, mine, myself Ensure your resume bullets are simple, non-technical and exclude acronyms that are only known by people in your company. It´s better to write "Engagement manager" than "EM", and "North America" than "NAM". How to write strong bullet points Use th e START Method (Situation, Task, Action, Result) to give structure and content to your bullet points (this methodology is also used in behavioral questions; for more detail read here ). Here is an example: STAR Component Example Skill/Expertise Initiative + Problem-Solving / Operational Efficiency Situation Trainees were taking too long to learn the company's data tracking system, delaying readiness by two weeks. Action Proactively developed and edited the company’s first comprehensive training manual; successfully presented the proposal to management and revised the curriculum. Result Cut the training period in half (two weeks saved); manual was adopted company-wide and is still in use. FINAL RESUME STATEMENT Proactively developed the first training manual for the company’s data tracking system, cutting the training period by 50%; manual was subsequently adopted across the organization. Education The Education section should be relatively short, especially if you have extensive work experience. That said, it´s important to not just include the Degree and University names; doing so gives a bad impression that you only have that to say about 4-5 years of your life. These are recommendations to improve this section: If you have multiple degrees (e.g.: a BA and an MBA), you should write a subsection for each degree , starting with your highest level of education first (e.g.: your MBA) For each degree, include the name of the degree, university, and dates in the headline (full names). You should also describe relevant course content briefly, ideally relevant for the job you want (no more than one line). For example, if you studied Engineering, you may want to mention "Specialization: Computer Sciences and Cybersecurity" If you have written a thesis/dissertation , briefly summarize the topic (1-2 lines) in a way that's very easy to understand List your grades if they are strong (e.g. GPA or honors) as well as results on other standardized tests you have taken (e.g. SAT, GMAT, etc.) Detail all the awards and scholarships you have received, and most importantly how competitive they were (e.g. 2 awards for a class of 1,000 students) List all the relevant courses and trainings with year and a short description, even if they were given by your employer and you don´t have a formal diploma or certificate. If your list is too long, select the ones that are most important for the job or company you are targeting Self-education  is particularly helpful if you’re switching sectors and want to share what and how you’re learning, whether it’s a summary of your reading list or an in-depth mentorship relationship you’ve had with someone in the field Other Skills This section is focused on technical skills that are not covered in the Education section. Make sure you group skills by category such as: Skill Category Examples Languages Be specific about your knowledge level (e.g., Native, Fluent, Conversational). Do not exaggerate. Project Management PMI, Scrum, Agile Methodologies Product Management Product roadmap, UX design, Product lifecycle management Programming/Coding C/C++, Python , R , SQL Software Development Algorithms, Data structures , Data science frameworks Design Software HTML/CSS , Photoshop, InDesign, Figma Marketing Social media management, Copywriting, Google Analytics, SEO/SEM Information Technology Cloud platforms (AWS, Azure), System & server administration Big Data Data mining/analysis, ETL processes, NoSQL databases (MongoDB, Cassandra) Read a more detailed list of skills  here . For each language, you should specify your level of proficiency. For the technical skills, you can also specify your level (experienced or expert). Avoid including productivity software such as Salesforce, Google Suits or Teams since most people know them (not a differentiator). Additional Information (optional) This section is more flexible and optional. Keep it short, include things that are directly or indirectly relevant to the position, and emphasize depth over breadth (for example, it´s better to include one leadership role in an NGO than being a passive member of three groups). Here are a few examples of what you can include: Category Examples Side Ventures Do not just mention the business type; include measurable achievements (e.g., MVP launched, X amount in sales, Y customers served). Volunteering/Leadership Student mentor on Y topic; Treasurer of the Student Investment Fund. Personal Projects Own website or blog about industry trends; GitHub repositories, open-source contributions, or freelance work (especially for tech profiles). Awards/Achievements Writing awards, sports achievements (e.g., marathon runner). Including interests (optional) There are mixed feelings about including personal interests. The positive side: Interests can help the recruiter remember you and give the interviewer something to connect with you on, making you more than just a faceless resume. Cool samples include, for example, having a niche side business (e.g., a Christmas socks company), 10 years of experience in rock climbing, running 15 marathons in 5 cities, or experience traveling across all five continents. The risk: Human beings are often prejudiced, and it is difficult to anticipate what they will read between lines. For example, including "Reggaeton band member" might excite one recruiter, but associate you with a lack of professionalism for another. Be careful to not include controversial interest (use your common sense). Also, avoid including generic interests such as sports, book reading and nature because they don´t add much value. Polishing the design How nice should a resume look? There is no straightforward answer. Generally, a nice-looking resume that uses a modern template (check here for some samples) can help you stand out and reinforce the idea that you have attention to detail and are willing to give the extra mile. However, what "nice-looking" looks is subjective, and sometimes, candidates sacrifice content quality to fit into these templates. Also, many companies use Applicant Tracking Systems (ATS) that automatically scan and extract content, and a complex or unconventional design can end up interfering with this process. Consider the option of a nicer template when you have the opportunity to send the PDF directly to a human recruiter. Use a standard, clean format when applying through the system or web portal . Ensure you don´t sacrifice content for format. Even if you use a standard format, you can still find small ways of personalizing it if this is important to represent you. For example: You may want to include a small logo image of the company next to the name You could highlight each bold section with a color (same color, not loud or difficult to read) You might include small icons next to each section (a book next to the education section) Some coaching platforms do not recommend this sort of things, but it is important that the resume feels authentic to you (always following common sense). General Formatting and Style Guidelines: Make the content concise to fit into one page . If you have more than 10-15 years of experience, you may want to use two pages Use action driven bullet points rather than paragraphs in the resume Remove industry jargon that are likely to not be known; avoid using full sentences and narrative style Avoid contractions, abbreviations , and slang Use action verbs rather than passive language Avoid making it visually cluttered : be aware of white space, and make the document concise and quickly readable Choose a professional-looking font : Size 10-12, black and white. Arial, Calibri, and other plain sans serif or serif fonts are fine Use clear headings and subheadings and bold the main headings. Include relevant section dividers or lines to make the layout more visual Use margins of 0.5 to 1 inch Use bold, italics, bullets in moderation ; if everything is bold, nothing stands out Try scanning your resume in 10 seconds. What are the parts that stand out most? You may want to ask someone else to do the same exercise. If the answer isn't the right one, you need to keep working on your resume Read aloud and review for clarity and conciseness; this will help you realize when sentences are too long or use unnecessary words Include your name and date in your resume file name (e.g. "20251128_John_Doe_Resume.pdf"). Submit your resume as a PDF file ; Word files can be displayed differently depending on the user´s processor and settings Customizing your resume versions The job market is becoming increasingly competitive and fast-paced. Applying to one job on LinkedIn, for example, often takes a few seconds. That means that employes are receiving more applications today than they did in the past. Successful job seekers are those who take the time to understand the company and the role and are able to customize their resume to the specific position. Although it may sound like a lot of work, it´s actually not that time consuming. The most time-consuming part is developing the master resume for the very first time. Master version When creating your master resume, keep the following strategies in mind: Think about your ideal job when developing the master version so it has a clear career target Write unlimited bullet points (in order of priority) covering all relevant accomplishments under a job. This will help you with customization later, as you can select the bullet points that are most relevant to the job you are applying for Example of Prioritization: If you prioritize jobs that focus more on project management and performance tracking, you would include (or rank first) Bullet 1 . If you want to focus more on product management, you would focus on Bullet 2 . Position X, Company Y Bullet 1 (Project Management):  Proactively designed and implemented a new automatic data tracking system using Y tool, which led to a 20% reduction  in sales review pre-work for the Sales team (12 people). Bullet 2 (Product Management):  Led and supervised the team (6) in charge of developing the product roadmap for all the Latin American region; achieved 80%  [Specific Goal]. Customization The recruiter won´t connect the dots between your skills and experiences and the role´s needs if you don´t customize your resume. You have to do the work for them. Do research on the company, the role, and the team  as well as the job description keywords. Many people focus too narrowly on the job title of the job description. Recruiters know when a resume is generic (i.e. compilation of jobs and tasks) vs when it´s truly targeting the role they posted. Don´t make the mistake of summarizing all the tasks done in all your past jobs Tweak the summary to be more focused or more specific, depending on the opportunity (if you have one) Give priority to accomplishments that align with the role´s requirements For all the sections, and especially for the Work Experience, review your master version to see if there is any other relevant accomplishment that should be in the tailored version Resume samples Artificial Intelligence AI and tools such as ChatGPT or Gemini can be helpful. But they are just that — tools. You need to be the writer and owner of your resume. AI-generated files often look and sound the same, making it unlikely that they will stand out from the rest. Some companies are even tossing applications that noticeably rely on AI. Some ways in which you can leverage them include: Master version Proofreading Optimizing wording and keywords Suggesting format improvements Customized version Suggesting how to tailor your resume to a job description (note: you need to do the critical thinking and ideally the writing) Finding skills gaps for a role Ask it to act as a recruiter generating a strong resume for the following job (past description) and compare your resume against the one AI gave you. Note any missing information from your resume for the particular job and, if applicable, address it before submitting. LinkedIn You may wonder... "What am I supposed to do if I have different resume versions for different jobs, but only one LinkedIn profile? Th e answer is simple. Resumes and LinkedIn profiles are complementary and have different purposes. Resumes speak directly to a specific position ; you want to be as specific as possible about your accomplishments LinkedIn is more general, has a more flexible structure and helps you build your personal brand (if used correctly). It should be general enough to avoid any inconsistency with the different resume versions you submit to different companies. For example, for work experience, we don´t recommend using the STAR method because it creates very specific, detailed statements. Instead, keep your profile more general to appeal to a broad audience. It is important that you maintain consistency between your LinkedIn and your resumes by: Avoiding a LinkedIn profile summary unless you can find a good balance between not being very specific (it won´t match all your applications), and not being too generic (it ends up sounding dull) Including the same job titles and dates Having consistent job descriptions to ensure the same high-level message (you don´t want to position yourself as having a lot of expertise in operations in your resume and product design on your LinkedIn) Ensuring consistent skills - on LinkedIn, add a broader (more generic) range of skills that reflect your overall professional experience, and make sure these skills also match the ones on your resume Reviewing both regularly and ensuring they are consistent and up to date Networking Now that you have put together the first version of your resume, your next step is to seek feedback to improve it. Seeking targeted feedback If you know someone working in the sort of jobs or at the types of companies you are targeting, don’t hesitate to reach out to them to get their thoughts. If not, you can also reach out to people on LinkedIn. Read here for more detail. Asking for feedback from peers is also valuable. They'll be able to cast a fresh eye on your resume and flag any typos, inconsistencies, or sentences that they find difficult to understand.  Broader networking Networking isn´t only helpful for getting the resume reviewed. Think about networking more broadly. By engaging with online tech communities, attending conferences, and connecting with other professionals, you will understand more about the dynamics of the tech world, the latest trends and what it takes to get in. Which companies are the pickiest? What does the culture look like inside Google? What skills does Amazon look for in a product manager? The more you know about a company, the better your application will be. < Click here  to go back to " Tech companies " Menu>

An overview of what consulting is, who should apply, what firms are seeking in candidates and how to begin building networks. The role of consulting Consulting  refers to providing business advice on several topics including corporate strategy, operations, marketing, finance or technology. But what most people mean when they talk about consulting  is management consulting. Management consulting is about solving problems of companies and institutions to improve their performance and maximize profits. What a consultant really does As an entry-level consultant, you are usually assigned to a project team for four to twelve weeks to help solve a specific problem: An oil & gas petrol company wants to increase operational efficiency in their Middle East sites A retail company wants to develop a digital transformation strategy to stay competitive in a changing environment A Government wants to design and roll out a new system to assign students to public schools You will report to an engagement manager who sets project priorities, plans work and supervises you. You are given short deadlines to work on your workstream, which requires intensive data analysis, structuring a framework and reaching out to a network of experts to get inputs. Every few days you meet with the client to review progress, and every month your team has an executive meeting with the CEO and the management team discuss and approve progress. In the meanwhile, there is a high probability that you are living in a hotel from Monday to Friday and flying back home for the weekend. Short overview of a normal day in the life of a consultant Why consultants are valued The job market does indeed love consultants. This is because: (1) Validation: Getting this type of job is a tough, long process, so it acts as a stamp of approval validating that you are "smart" (the same effect seen with graduates from top universities), and (2) Skill development: The day-to-day job is challenging and requires developing problem-solving, analytical thinking and communication skills fast (also called the "consulting toolkit"). There skills are relevant and transferable to most jobs in the market. So basically, a successful consultant is a smart person (to begin with) who has proven their ability to work hard and develop rapidly in a tough work environment (and survived). Consultants on average only stay in these firms for approx. two years. This is a "trampoline" strategy since employers in the market will eagerly welcome them with good job offers. When consulting is good choice Better (high-impact career move) (Career point) Starting your career, interested in moving up the corporate ladder fast (Career point) Want a 360-degree career change (e.g. you studied architecture, law or medicine and want to get into the business world) (Skills) Capacity to learn fast, determined (otherwise, you will not get in) (Attitude) Ambitious (Attitude) Willing to accept criticisms and real ize you aren´t always the smartest in the room (Context) Went to university that is not very recognized among employees; need a validation "stamp" (Context) Few familiar and social commitments that require you to be very present (consulting takes many hours of your week); high availability to travel (Priorities) Want to make money fast to repay a loan (or something else) (Priorities) Comfortable knowing that many nights you will be working while friends and family are having fun (or sleeping) Not so appealing (Career point) Already made it into a globally recognized company, such as tech giants like Google or Amazon (Career point) Already made it into a globally recognized university (Skills) Need time to digest and internalize data or information, or enjoy taking your time to digest (Preference) Don´t enjoy doing "good-enough" things fast, but prefer to deep dive into topics until you understand every detail (in this case, a PhD or other more specialized jobs are probably better) (Other) Being under pressure doesn´t get the best of you; you suffer from anxiety or similar conditions Start building networks You may think that professional or personal connections are not important to land a job at a consulting firm. "They have a standard process, so working hard should be enough". Working hard is indeed important, but working smart and getting more familiar with the process helps. A lot. People coming from leading schools such as Stanford University in the USA or IESE in Spain have a direct recruiting pipeline with top consulting firms, so they are closer to the ones making decisions. These schools also give students access to Consulting Clubs and alumni networks involved in the industry. If you are not part of these virtuous circles, you will need to work on building your networks to help you close the gaps. For example, the business case is about applying a framework to a problem. However, you should not call your framework "a framework" in front of the interviewer. If your friend from high school is now a consultant, they will tell you this straightaway. How to network? These are a few simple things to start with: Investigate which firms you like the most (read here) Join the firm´s social media channels - useful to keep you updated on relevant events and applications deadlines Think if anyone you know has a connection working in consulting (these are valuable connections because they will be more prone to helping you) Ask your University HR team if they have relevant information, or contact information for any consultant in the alumni network Use specialized consulting websites to connect with other candidates (this is very useful to practice mock business cases - for example, Management Consulted and Case Coach have online communities). Join consulting groups in Facebook, LinkedIn, etc. They usually have good materials and tips On LinkedIn, check if any person in your network or people who studied in your university work in one of these companies - if so, reach out to them On LinkedIn, request to connect with people working for these companies (i.e. with analysts if you want to apply to an entry-level position) - a nice email can take you far ( I have replied and even met in person to practice mock cases with people who randomly wrote to me ) Participate in training events (here are s ome free events) When you reach out to people you don't know (e.g. on LinkedIn), you can use a simple structure (below). Don´t give up if some people don't respond. Wait 3-4 days and message one more time politely (sometimes they just need a reminder to respond). Some will eventually respond. Hi [Name], I hope you are doing well. My name is X and I am studying Mechanical Engineering. For the last two years, I have been reading about the world of management consulting, and I am excited about starting to apply soon. I can see you made it to Y, one of my top options. I know you are busy, but if you have a few minutes, I would love to know about your experience in the recruitment process and any advice you may have. Do you have 15-20 min to talk this week? Thank you in advance! A few more recommendations: Do research before reaching out to people Have your questions/ topics ready before any call/ discussion Avoid generic messages ("I have followed your career, and I am impressed") Use their time to learn (about the job, the firm, the culture), not to ask for a job Don´t only reach out to senior peopl e. Entry-level people can give you more practical tips about the process; senior people can discuss more high-level topics such as corporate culture Have you elevator pitch ready - have an answer for basic questions such as "Why are you interested in consulting?" "When do you plan to apply?", and "What are your top options"? Be meaningful of their time - do not ask for more than 30 min in the first contact, acknowledge you know they are busy and never be late to an appointment Keep track of your connections - send "thank you" notes and keep them updated (very helpful if you need to reach out again later on) Advice on how to network (by the way, I would start much earlier than just 4 weeks) Advice on how to network The website Management Consulted has additional reading on this. Before applying Getting into consulting is like running in a race. Why? It´s highly competitive, it needs a lot of preparation, and you won´t win if you are not fully committed and dedicated. So, before you start preparing, think if it is the right time and if you have the motivation to invest a lot of hours. If not, it may be better to wait. Where to start? Be strategic about the timing Map the application cycles and deadlines for all the companies you are considering applying to. If this is your first try, start preparing two months before the deadlines. Once you apply, they can call you at any time to interview or do a test. You want to avoid being unprepared. Be constant Becoming good in consulting interviews requires many hours of preparation. Dedicate at least 1-2 hours per day, Monday-Friday, and 2-4 hours per day, Saturday and Sundays for a couple of months. This is just a proxy if you do not have experience in the industry or are unfamiliar with the process and need time to get ready. Each person is different, and you may need more or less time. Play safe Begin the hiring process with the firms that are not your top choice. This way, you can practice real processes without risking too much. Before you apply to your top choices, ensure you are at least 80% ready. They could call you back at any time. Get to the point where you feel ready, and the mock tests/ interviews go well. If you don´t get it right most of the time, the chances that you do it better under pressure are low Consulting firms usually "block you" for a period of time (i.e. one year) if you participate in the hiring process and do not get the offer. So be strategic and avoid "just trying to see what happens". We guess not many people win the race with that mindset. Use all the resources available This website is a good start, but do not limit yourself. You have many other resources available (see More materials). < Click here  to go back to " Consulting " Menu>

Valuable guidance to help you build a network from scratch. Online network This is especially relevant if you need to start from scratch​​​​​. Focus on your immediate networks or the Internet to reach out to people by following these steps: ​ Set a goal.  ​If you do not enjoy networking, it is important that you are strategic in your moves, so you limit the amount of exposure. Getting into X university or company can be a goal. Scan your networks. If you are lucky enough to have relevant connections directly within your reach, contact them​. Create/ Improve your professional LinkedIn profile. Join online forums and community groups that are related to your industry or position. You can connect with professionals, ask questions, etc. Even if you do not post, reading can be helpful (for example: if you are preparing for a consulting job, the LinkedIn group Case Interview Community - PrepLounge) With your goal in mind, connect with relevant people: recruiters, people with similar positions to the ones you are seeking (e.g. MBA Candidate 2025), and people who are doing something you feel passionate about. Schedule informational interviews when you need specific insights into their careers, choices, recruiting processes and tips (more detail below). Schedule informal chats for conversations that can help you with broader topics such as switching careers, understanding if an industry or career is right for you, etc. (more detail below). ​ You may be wondering about mentors.  Mentors are great; they provide guidance and support, help you navigate your career path and expand your network. You should proactively look for one or a few (such as professors at university or senior peers at work). However, when networking, you don´t usually ask someone to be your mentor, or at least not in a first chat. When networking, someone becomes a mentor organically when you chat with them and there is a good connection, which develops over time if you both keep in contact frequently.   Below we help you understand when to schedule informal interviews and informal chats, and how to prepare and navigate the conversations in these sections. ​​ Informational interviews  These interviews focus on information gathering. They are good options if you don´t love socializing or you are just starting to network. They are very structured (meaning there is less room for awkwardness) and give you insights fast.  Most of these recommendations also apply to informal chats. ​ Ask for an interview .  ​ ​ When you reach out to people you don't know (e.g. on LinkedIn), you can take as a reference a simple structure (below) and adjust as needed. Avoid generic messages ("I have reviewed your career, and I am impressed.") ​ Hi [Name], I hope you are doing well. ​ My name is X and I am currently doing X. For the last few years, I have been following X industry/ company very closely. I am getting ready to apply, which makes me very excited. I can see you made it to Y, one of my top options. I know you are very busy, but if you have a few minutes, I would love to hear about your experience in the recruitment process and any advice you may have. Do you have 20-30 min to talk this week? Thank you in advance! ​​ Do research  before reaching out to people Do not give up if they don't respond. Wait 3-4 days and send a reminder. Some will respond eventually. Often it takes 15-20 attempts for one person to get back to you. Do not only reach out to senior people . Entry-level people can give you more practical tips about the process, while senior people can discuss more high-level topics such as corporate culture or market trends During the interview: Start by thanking them for their time and introducing yourself Show genuine interest with your voice tone and a smile. That will make them feel more engaged. Have your questions/ topics ready before any call/ discussion. Take time to prepare questions that are relevant to you and the other person can respond to, and organize them in order of priority (in case you can´t cover all of them). Asking good questions can prompt interesting follow-up discussions to keep the conversation going Use their time to learn  (about the job, the firm, the culture), not to ask for a job Have ready your elevator pitch  - have an answer for basic questions such as "Why are you interested in this?" "When do you plan to apply?", "What are your top options"? Be very respectful of their time  - do not ask for more than 30 minutes in the first contact, acknowledge you know they are busy and never be late to an appointment Listen more than you speak. Ask open-ended questions, maintain eye contact, and use active listening to show you care. Being a good listener is how you set the foundation for a potential connection Ask for an additional session or favor only if the person shows high engagement, and willingness. You will need to read the person and their body language Keep track of your connections - send "thank you" notes and keep them updated (especially helpful if you need to reach out again later) Informal chats You can follow most of the guidance given for informational interviews (above). You still need to prepare it, but less as a list of questions (a less structured approach). These conversations help you with broader topics such as switching careers, understand if an industry/ career is right for you, etc. ​ Ask them questions about themselves.  Why are they here? How did they get into the industry? What do they think of a recent trend in the business? Asking good questions can prompt interesting follow-up discussions to keep the conversation going. Be a fan.  Mention you appreciate they accomplished something (e.g. being recruited by a top company in the field). It’s okay to gush a little and ask questions about their accomplishments — everyone likes to feel flattered. Don’t be afraid to ask for help  if the person shows high engagement, a good attitude, and willingness. You will need to read the person and their body language. Giving back - how?

The social networking theory states that every person is connected to every other person on this planet through six degrees of separation. You know someone who knows someone who... ​ Having access to chatting with George Clooney or any other Hollywood star may take you more than just six LinkedIn messages or calls. However, this theory is pretty insightful (and intimidating) when you think about it. It reminds us how powerful networks are. ​ Networking refers to the process by which you exchange information and build connections, whether they are personal or professional. Below we help you reflect on why networking matters, what often holds us back, and how to leverage connections, even if you don´t have them now or you dislike networking. ​​ ​ Is networking worth it?​ ​ As you might imagine, the answer is a resounding yes . Networking matters. Networking matters more for people who don´t currently have familial or early social ties to corporate and wealthy networks. Networking is the way they compensate for not having CEOs in their families, Harvard alumni as friends, or access to recruiters through someone we know.   Think about it. Many jobs are not published, but candidates are found through peers (the hidden job market). The best universities and companies expect applicants to be endorsed by their alumni. The most prepared candidates are the ones who have all the inside information​​ about the firm´s processes. ​ In the US, 70% of people get jobs through their networks. This employment isn´t a gift; it takes candidates effort and time. But connections help them learn when a relevant vacancy is released, refer them for the position directly, or offer relevant information that led to a brilliant interview. ​ Well-connected people have all this more easily available. But they are also the ones most actively reaching out to their networks for favors, comfortably working meet-and-greet events, and seeking out new connections. That, in turn, further exposes them to people with new ideas, stories, open jobs, and so on.​​ The more well-connected they are, the more they are sought out by others, thus contributing to the expansion of their networks. A perfectly virtuous circle. So, is there anything holding you back? Continue reading here . < Click here to go back to " Networking " Menu>

​​ Below is some food for thought on what it takes to think and act ambitiously. Ambition isn't a trait that you have or you don't.  It's a skill—as much as thinking analytically or communicating effectively. For some of you, it comes naturally. For the majority, it's a muscle to build over time. Take the time to reflect on the points discussed below. Get to know yourself ​​ Take a minute to reflect on what ambition means to you. You may have thought of money, fame or wealth. Or independence, challenge, and mastery. Or nothing. Most likely, a mix of things. You may be totally fine with finding a good enough job and keeping it for many years, so you can focus your time on something else. Not everyone needs to think ambitiously about their careers. Or you may want to become the best at what you do, without being promoted or taking more responsibilities.   All this is fine IF  it is a choice. ​ The problem arises when not thinking or acting ambitiously is the result of something else, such as not knowing where to start, or a fear of not fitting in. Self-esteem is proven to be a major source of drive and ambition.  Someone who thinks highly of themselves won’t necessarily rise through the ranks, but as Nassir Ghaemi, a professor of psychology at a Boston Medical Center, said “ The more self-esteem you have, the more ambitious you are because you think you can do things ”. Whether or not you have the specific talents to achieve those things may matter less than you believing you can. ​​​ Also, understanding ambition means knowing the difference between ambition and wishing.  Wishing happens when you dream of the outcome, but don't even consider the process to get there. It would be great to build a business empire from scratch or to make a lot of money working at a large tech giant. ​​ What makes one ambitious is working toward those wishes. And this work takes energy and discipline, and often a leap of faith before we can start seeing some positive results that encourage you to keep going.​ The results you are looking for are in the work that you are avoiding Take ownership Every year, many smart and capable people tell me, "I want to change my job". And they want to, really. But the year passes by, and they stay in the same place - or they change jobs just because some firm reached out to them, interviewed and recruited them. They are not proactive in deciding when and how things happen. ​​ ​ Acting ambitiously can take many shapes. These may look like: Taking your job seriously   and giving your best . Working hard doesn´t always have an immediate reward, but that shouldn't stop you. The way you work should reflect what sort of professional you want to be. If your firm systematically decides not to reward you or you do not feel motivated to do a good job, then that´s a different topic. Time to consider a new job. Considering changing jobs every X years. Reflect on what you want to get from your current job, and what would need to happen for you to stay after a period of X time. Many people say "I want to leave because something went bad". However, it is better to think "I project myself staying here for X years because my learning curve is steep, I have a clear growth path, or I like the corporate culture. Then I will consider other options unless there is a reason for me to stay longer". This way, if you stay in your job, it is the result of making a choice and not just going with the flow. When you like a company, changing departments or jobs within the same company can be as good as switching companies. Taking time to think  about what sort of company, industry or job you want next. It is tempting to just accept the first recruiter´s offer you get that pays 15% more or apply to the first good enough job you see on LinkedIn. Think strategically about where you want to go and plan accordingly.   Being strategic when applying to jobs,  considering which companies are good matches to your goals, which skills you want to build next, and which jobs imply a career jump (rather than a lateral move). For example, if you are a project manager at a consulting firm like Deloitte, you probably don't want to move to the same role to EY. It will take you at least 2 years to be promoted. It is better to make lateral movements (same job title) only when there is a strategic reason (e.g. a much better company). Keeping an eye on the job market - even if you do not plan to change jobs, it is always a good practice to check which sort of jobs are out there or even interview for a job you would not take just to keep your interview skills sharp (though this isn't very considerate of the interviewers' time) Being proactive in improving your skills and resume  with new courses, languages, etc. ​ Sometimes, the difference between people who get what they want and those who don´t is how hard they work towards it. So, taking ownership is about taking initiative and advocating for yourself. And this is very linked to how we plan and cultivate habits. ​​ Note: The world is not fair, and meritocracy often does not work. Working hard is not always enough, especially if you come from a difficult place. But taking ownership of what you can influence helps. Cultivate habits Bill Bradley, a well-known US basketball player, politician, and writer once said: ​ "Ambition is the path to success. Persistence is the vehicle you arrive in” ​ Habits, the repeated practice of something, are the bricks that end up looking like a house. Small habits help us get closer to jobs or MBAs and also help us improve as professionals. Very few people have made it to a good university by dedicating one week to writing cover letters or practicing the GMAT. It takes a small percentage of work (and improvements) over a longer period of time. ​​ We are more likely to succeed at adopting habits when habits are: Law Summary Technique Used Example from Your Text 1. Make It Obvious Make the cues for your desired habit stand out. Define exactly when  and where  you will perform the habit. Habit Stacking:  Linking a new habit to a current, established habit. "Every day, after dinner , I will sit down at my desk  and dedicate X min to do Y." 2. Make It Attractive Increase your desire to perform the habit by associating it with a positive feeling. Temptation Bundling:  Pairing an action you need  to do with an action you want  to do. Tie the habit to something you enjoy, such as playing a podcast  while you do Y. 3. Make It Easy Reduce the friction required to start the habit. The less effort, the more likely you are to do it. Two-Minute Rule / Scale Down:  Breaking the habit into the smallest, most manageable pieces. Splitting the overwhelming task of "changing jobs" into simple steps: (1) Make a list of companies, (2) work on your resume, etc. Also, simplify the habit by avoiding what some call noise (i.e. things that get in the way). For example, don´t make plans with friends in the time slot you assigned to working on your application. ​ And more importantly, believe you are ambitious and hard-working. We are better at sticking to habits when we believe those are part of us. If you consider yourself a hard-working person, you are more likely to work hard because it is a behavior that goes well with your view of yourself. If you consider yourself a non-smoker (rather than a person who is trying to quit), you are more likely to say "no" to a cigarette offer. No one likes incongruence between their actions and their self-view.. The book "Atomic Habits" develops these ideas well. ​ I am ambitious and hard-working. How would a person like this behave? Be open and curious There are options out there that you don´t even know they exist. Recognize and enjoy the moments when you are doing things that are new, or that will make you a better student or professional.  ​ I spent two months practicing business cases before I got a job at McKinsey, and it was tiring. But reflecting back, it was a learning process in itself which taught me important structures and frameworks. Four years later, when I was answering Q&A in a tough promotion panel at a private company, a senior director asked me how to determine if we should keep investing in user perception, given that we already had a high score. I took a basic pricing model, changed pieces of it on the spot, and gave a solid answer. Knowledge is cumulative and very handy.  ​ Some important things to consider about your career:  ​​ Do not feel the need to apologize. Many of our grandparents and parents kept the same job for decades or even for their entire lives. You may make different choices, and you shouldn´t feel bad about it . Changing companies and jobs doesn´t mean you are a bad or disloyal employee. Just make sure you do a good job until the last day, and you communicate well in advance your decisions. Do not consider that climbing a career ladder is the only way , or a linear process. You may want to act ambitiously by focusing on skills, values, and continuous learning rather than upward growth. Or you may climb the ladder, but in your way. In my case, I accepted an offer for a lower position with a 40% salary cut just because I knew there were some strategic benefits that job could give me quickly. Be open about finding a balance between your passion and/or what you are good at.  If there is a perfect match, congratulations! Your early career years are a good time to explore whether you are good at things you love, or if you can fall in love with things you are good at. As a teenager, I always wanted to be a journalist or professional photographer for National Geographic. I haven´t achieved that yet (although I do write in my free time), but I managed to capitalize on skills I already had and grew to find them interesting. It is easier to act ambitiously when the process itself is something we enjoy (or at least we don´t find very painful). Try to keep an open and curious mind, so you can discover.

The largest collection of free materials, websites, and case book decks to help you get ready for your consulting interviews Consulting Firms What Are the Typical Roles in Consulting Firms  / High Bridge / Click here   The 10 Most Prestigious Consulting Firms in the World  / IGotAnOffer / Click here Beyond MBBs: Tier 2 Consulting Firms  / CasePrepared / Click here Big 4 vs MBB differences  / IGotAnOffer / Click here Why McKinsey Questions  / IGotAnOffer / Click here Why BCG Questions  / IGotAnOffer / Click here Why Bain Questions  / IGotAnOffer / Click here Resume Your Consulting Resume / IGotAnOffer / Click here 20 Consulting Resume Keywords Recruiters look for / IGotAnOffer / Click here How to write a great experienced hire consulting resume? / IGotAnOffer / Click here Cover Letter Consulting Cover Letter Guide / IGotAnOffer / Click here Consulting Cover Letter: Ultimate Guide / Management Consulted / Click here Consulting Cover Letter  / PrepLounge / Click here Consulting Cover Letter Guide for McKinsey, BCG, and Bain  / Case Basix / Click here Assessment Game *McKinsey* McKinsey Solve/Problem Solving Game: 2025 Guide  / IGotAnOffer / Click here McKinsey Solve Game: Complete 2025 Walkthrough & Strategy Guide  / Case Basix / Click here McKinsey Solve Game: 14 Tips to Ace this Test / My Consulting Offer / Click here How to Prepare for McKinsey Online Assessment / High Bridge / Click here *BCG* BCG Consulting Career Assessment: 2025 Guide / Case Basix / Click here BCG Online Case Assessment/Casey Chatbot Guide / IGotAnOffer / Click here How to Prepare for BCG Online Case Interviews / High Bridge / Click here *Bain* Bain Online Assessment Guide for 2025: How to Prep / My consulting Offer / Click here Bain Online Assessment 2025 Guide (formats, tips, prep) / IGotAnOffer / Click here How to Prepare for Bain Online Assessment / High Bridge / Click here Business Cases What really is a Case Interview / Crafting cases / Click here Case Interview Styles per Firm / Case-Prep / Click here Case Interview Examples / Crafting cases / Click here McKinsey Case Interview Prep / IGotAnOffer / Click here Common Case Interview Frameworks / IGotAnOffer / Click here Popular Case Interview Books Reviewed / IGotAnOffer / Click here Case Free Preparation Guide / CaseCoach / Click here How to be MECE in Business Cases /Crafting Cases / Click here How to Master MECE / CasePrepared / Click here Phone and Video Case Interviews / IGotAnOffer / Click here Case interviews: what finance concepts do I need to know? 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/ IGotAnOffer / Click here Stuck in Cases / MConsultingPrep / Click here How to Take Notes / MConsultingPrep / Click here Multiple Case Insights / MConsultingPrep / Click here Five steps for last-minute case interview preparation  / CaseCoach / Click here 11 Highly Actionable Tips To Be More Creative In Case Interviews / Crafting Cases / Click here FRAMEWORKS Framework Workshop / Victor Cheng / Click here Ultimate Guide to Case Frameworks  / CaseCoach / Click here Profitability Framework and Profit Trees: The Complete Guide / Crafting Cases / Click here The Toothbrush Test: How to measure how insightful your structures are / Crafting Cases / Click here How to Create Issue Trees / Crafting Cases / Click here CASE BOOKS & DECKS CaseBook: Case In Point (2013) / Click here Case Yale 2023 / Click here NYU MBA Business Case 2024 / Click here Wharton Consulting Club Casebook 2025 / Click here 26 MBA Consulting Casebooks with 500+ Free Practice Cases / Hacking the Case Interview / Click here McKinsey Case: Beauty / Click here Business Case Partners (Practice) How Do I Find Good Case Practise Partners for Consulting? / High Bridge / Click here PrepLoung / Click here MyConsultingCoach / Ckick here Market Sizing (Consulting-style) Market Sizing: The Ultimate Guide / IGotAnOffer / Click here 1 Market Sizing Questions with Answers / IGotAnOffer / Click here Market Sizing Case Interview Examples / Crafting Cases / Click here The Toothbrush Test: How to measure how insightful your structures are  / Crafting Cases / Click here Maths Mental Math Secrets / CasePrepared / Click here How to Practice Math Skills / PrepLounge / Click here Why Numerial Reasoning Matters in Consulting / PrepLounge / Click here Case Interview Math / IGotAnOffer / Click here Math Drills / Management Consulted / Click here Case Interview Math / My Consulting Offer / Click here Break-Even Price Formula in Consulting Case Interviews: Key Strategies / Case Basix / Click here Behavioral Questions / PEI 8 Most-Asked Product Manager Behavioral Interview Questions (examples, answers, how to prepare) / IGotAnOffer / Click here The Consulting Fit Interview: What to Say, What NOT to Say / My Consulting Offer / Click here Behavioral Interviews – How You Should Prepare and Respond / Prep Lounge / Click here Using the STAR method for your next behavioral interview / MIT / Click here How to Ace Consulting Fit Interviews: The Free CaseCoach Guide / CaseCoach / Click here Networking Networking to Land a Job in Consulting / IgotAnOffer / Click here Consulting Networking: Ultimate Guide / Management Consulted / Click Here Networking in Consulting: Tips and Strategies for Career Success / Case Basix / Click here Questions to ask after the interview The Best Questions to Ask at the end of a Consulting Interview / Crafting Cases / Click here

Step-by-step guidance on how to draft a strong resume to apply to top universities What they want to see? Ten seconds is a pretty short time. That´s the time a recruiter spends on average scanning your resume. Today, most universities, unlike tech or consulting companies, rely on recruiters (real humans) rather than automatic applicant systems. Resumes won´t get you into a program, but they are the first entry point to the recruitment process. For the initial screening, it´s important to have a top-notch resume. What they want to see? You have strong grades You achieved high standardized test scores(IELTS, GRE and others) You have r elevant past experience and skills transferable to the classroom and your future jobs. You achieved significant impact and are able to quantify it You make the resume easy to scan to find all these things (above) You are structured and have attention to detail Most of the recommendations below are relevant regardless of which university or program you are targeting. This is because they are focused on how to write in a structured, clean, and straightforward way. That said, we always recommend spending some time doing your own research and networking to ensure the the resume translates you in the recruitment process and answers the specifics. Where to start? Writing a good resume takes time, and it´s an iterative process. Most of the points below are critical, regardless of whether you already have a draft resume or not. Take time to reflect on your career and what universities and programs you want to target. This is important because having a clear target makes your resume more focused and convincing. Begin by writing an unedited full list detailing your complete history (work, education, extracurricular, etc.). Be exhaustive. Detailing all your experiences will help you not to forget anything relevant and also gain clarity on your unique value — your skills, experiences, knowledge areas, accomplishments, values, passions, and interests. Write a master resume for your ideal university or program and use it as a base. Then, for each application, make the necessary customizations (more in "Resume customization" below). Think about which past experience, skills, and expertise are most relevant to what you want to do next. Customize your resume to the programs you are applying to. Do not forget to keep track of resume versions. A simple Excel file can do. It is important that you know which resume you submitted to which university, so you have it at hand before the interviews. Ask for feedback about your master resume within your network or to new people, as well as the different versions you use for different applications. Ideally, pick people who have experience in the industry or role you are aiming for. There is a trade-off between breadth and depth - this is, how many applications you submit and the quality of these. Our recommendation is to focus on depth: fewer, strong applications for as much time as needed. Structure The general structure of a resume is very simple: Contact info/ personal details Name and last name, email, phone (w/ prefix), LinkedIn link Education Bachelor, specializations, grades or cut offs (e.g. top 5%), trainings, courses, and certifications Work experience List of all the companies/ positions (from latest to earliest), with two to four bullet points for each position Additional info Other skills, languages, and volunteering Content & Style Personal Info Use a larger font for your name to make it stand out Don't insert your headshot, age or date of birth, marital status, or gender unless specifically requested by the university Use a neutral/professional email address Don´t include your home address. This may cause data privacy issues; your general region/ country is enough No need to label each item, e.g “email:”, “tel:”, etc. since these are obvious Education This section is more relevant when applying for studies to universities than for jobs to companies. Do not include just the degree and university names. It gives a bad impression that you only have that to say about four to five years of your life. These are recommendations to improve this section: If you have multiple degrees (e.g.: a BA and an MBA), you should write a subsection for each degree , starting with your highest level of education first For each degree, include the name of the degree, university, and dates in the headline (full names). You should also describe relevant course content briefly, ideally relevant for the MBA or Master´s you are applying to (no more than one line). For example, if you studied Engineering, you may want to mention "Specialization: Computer Sciences and Cybersecurity" If you have written a thesis or a dissertation , you should also summarize the topic (one to two lines) in a way that is very easy to understand List your grades and ranking position if good (e.g. GPA; top 5%) as well as results on other standardized tests you have taken (e.g. SAT, GMAT, etc.) Detail all the awards and scholarships  you have received, and most importantly how competitive they were (e.g. Name scholarship; two awardees for 1,000 students) List all the relevant courses and trainings with year and a short description, even if they were given by your employer and you have no diploma/ certificate. If your list is too long, select the ones that are most important for the job or the company you want. If they are not recent, consider removing the years Self-education  is particularly helpful if you’re switching sectors and want to share what you’re learning and how, whether it’s a summary of your reading list or an in-depth mentorship relationship you’ve had with someone in the field Work experience This is an important part of the resume. Generally, list all the jobs and companies that are relevant for your application. There is no need to tell that you were a summer camp teacher 10 years ago. Place in reverse chronological order, putting most recent employment at the top of the order. Other important considerations are: When allocating resume space to each job or role , you should proportion them roughly by how long you had that job or role. Also, you may want to expand on the details of your latest job a bit more if it is the most relevant for your application If you only had one employer , but worked there for a long period of time, it may be helpful to separate the roles/ projects. This way it is more structured and shows that you had different experiences (even within the same organization) Include the name of the position you held and the employer as well as the location (city or state; country) and dates in the headline (ideally in bold/larger size, so it is easier for the reader to find) If you have some time gaps in your resume, consider including years and not months (regardless of this, be prepared to explain the gaps to the recruitment team) Unless your company is very recognizable by name, you may want to include a little blurb about what they do (e.g. "Premier professional development association for engineers") (optional) How to describe past experience Writing a resume is not about listing everything you did and enumerating many import ant tasks. Strive to show quantified impact . Readers want to see evidence of how your work has made an impact, so keep bullets tight and focused on data-driven results as much as possible. So me important considerations: First think about what expertise and skills you want to highlight and how you want to portray yourself, zooming in on a few that you think are most important - then write the bullet points. Without having a clear understanding of these aspects, it is easy to end up just listing random things For each job, try to use three to four bullet points ; each bullet point is approx. three lines long. This isn´t a science but a rule-of-thumb. Show you have the skills and knowledge , don't just include adjectives such as “Critical thinker” or “Good communicator”. They sound cliché and give no context or details Balance the skills and expertise; You should demonstrate as much as possible to cover all the aspects that are relevant to your application. For instance, avoid writing three bullet points that focus on the same expertise (team management) within the same job Be specific about your contribution, not what your team was doing. It’s great that your team created a full-stack application with Vue.js, but if you didn’t touch any of that code, it’s going to come out in your interview Focus on the results of what you did and quantify them as much as possible to highlight the tangible contributions you have made (ideally all bullet points should include quantified impact). This is an example of how to be specific: Bad: Responsible for organizing events and panels Good: Planned and coordinated panels on public health for audiences of 25–50 undergraduates on a bimonthly basis Start each bullet point with an action verb that matches the skills a university is looking for. "Led", "Designed" or "Presented" are good examples of such verbs ( here you have more examples). They should be in past tense for previous positions and in present tense for your current position Order bullet points by priority since recruiters do not always read all the content Avoid the use of first-person pronouns, i.e., I, me, mine, myself Ensure your resume bullets are simple, non-technical and exclude acronyms that are only known by people in your company. It is better to write "Engagement manager" than "EM", and "North America" than "NAM". How to write strong bullet points You can use the START Method to give structure and content to your bullet points (this methodology is also used in behavioral questions; for more detail read here ). Here is an example: First, think about the pieces (no need to write down) Skill/expertise you want to show: initiative + problem solving / operational efficiency Situation: The trainees were learning too slowly and could not navigate the company’s data tracking system by the end of the two-week training period. Instead, they were not ready for another two weeks. Task: Help trainees learn the system faster. Action-Flow: Initiated, wrote, and edited the first training manual for the company’s data tracking system. Successfully presented proposal to use manual to management. Revised training program curriculum to implement new manual. Trainees worked through the manual during the two-week training period. Results: At the end of the training period, trainees were ready to use the data tracking system two weeks earlier than expected; the training manual was adopted across the company and is still in use. Finally, put the pieces together (write down) FINAL STATEMENT FOR RESUME: Proactively developed the first training manual for company’s data tracking system, which cut entry-level training time by half; it was adopted across the company (X offices) and is still in use today. Addit ional Information This section is a bit more open. Keep it short, include things that are relevant to your application, and emphasize depth over breadth (e.g. better to include one leadership role in an ONG than being a member of three). Here are a few examples of things you could include: Side businesses - do not mention only the business type; include things you have achieved (MVP, sales, customers, etc.) Tech skills (read more below) Personal projects - e.g. your own website or blog about industry trends or, in the case of early-career tech profiles, GitHub repositories, open-source contributions, or freelance work Volunteering - e.g, student mentor on Y topic Writing awards - e.g. published a poem in Medium Sports achievements - e.g. part of college football team Interests (optional) Including tech skills? Make sure you group skills by category  such as: Languages - be specific about your knowledge level and do not lie Project management (PMI, Scrum, etc.) Product management (product roadmap, UX design, product life cycle management, etc.,) Programming and coding ( C/C++, Phyton, etc. ) Software development (algorithms, coding, data science, etc.) Design softwares (HTMP, Photoshop, color theory, etc.) Marketing (social media management, copywriting, google analytics, SEO, etc.) Information technology ( Cloud platforms (AWS, Azure), System & server administration ) Big data (data mining/ analysis, ETL processes, NoSQL databases (MongoDB, Cassandra), etc.) For each language, you should specify your level of proficiency. For the technical skills, you can also specify your level (e.g. experienced or expert). Avoid including productivity software such as Salesforce, Google Suit or Teams since most people know them. Read a more detailed list of skills  here . Including interests? There are mixed feelings about this. The positive side of including them is to help the recruiter remember you, hopefully because the interests were relevant and interesting. Interests can be useful because they give the interviewer something to connect with you on, and it makes you more than just a faceless resume . Cool samples include, for example, writing a novel, 10 years of experience in rock climbing, a track of 15 marathons in 5 cities or experience travelling across five continents. The risk is that human beings are prejudiced, and it is difficult to anticipate what they will read between lines. For example, think about including "Reggaeton band member" in your resume. One recruiter may be excited about it because they think it´s cool and enjoy this genre; another recruiter may associate it with lack of professionalism, leaving them unimpressed. Be careful to not include polemic interests (it is subjective but try using your common sense). Also, avoid including generic interests such as sports, book reading, and nature because they do not add much. Design & last details How nice should a resume look like? There isn´t a straightforward answer. Generally, a nice-looking resume that uses certain templates (check here for some samples) can help stand out and reinforce the idea that you have attention-to-detail and are willing to give the extra mile. Said that, nice-looking is subjective and sometimes, resumes become more superficial in their content to fit these templates. Ensure you do not sacrifice content for format. Regarding style, below is some general guidance to follow: Make the content concise to fit into one page . If you have more than 10-15 years of experience, you may want to use two pages Use action-driven bullet points rather than paragraphs in the resume; avoid using full sentences and narrative style Remove industry jargon that are likely to not be known by the recruiter Avoid contractions, abbreviations , and slang Use action verbs rather than passive language Avoid making it visually cluttered : be aware of white space, and make it concise and quickly readable Choose a professional-looking font : Size 10-12, black and white. Arial, Calibri, and other plain sans serif or serif fonts are fine Use clear headings and subheadings , bold headings. Include relevant section dividers or lines to make it more visual Use margins of 0.5 to 1 inches Use bold, italics, bullets in moderation ; if everything is bold, nothing stands out Try scanning your resume in 10 seconds. What are the parts that stand out? You may want to ask someone else to do the same exercise. If the answer isn't the right one, you need to keep working on your resume Read aloud and review for clarity and conciseness; it will help you realize when sentences are too long or use unnecessary words Include your name and date in your resume file name Resume customization Successful applicants are those that take the time to understand the university, the program and if needed, are able to customize the resume to the specific application. Although it may sound like a lot of work, it´s actually not that time consuming. The most time-consuming part is developing the master resume for the first time. Master version Think about your ideal university/ program when developing the resume, so it has a clear target Write unlimited bullet points (in order of priority) covering all relevant accomplishments under a job. This will help you with customization later since you can select the bullet points that are most relevant to the program you are applying to. Take this as an example. If you prioritize your experience on project management, you want to include (or rank first) the bullet point #1 below; if you want to focus more on your product management experience, you focus on bullet point # 2. Position X, company Y Bullet 1: Proactively designed and implemented a new automatic data tracking system using Y tool which led to a 20% reduction in sales review pre-work of the Sales team (12 people). Bullet 2: Led and supervised the team (6) in charge of developing the product roadmap for all the Latin American region; achieved 80% .... Customization (for each application) The recruiter will not connect the dots between your skills and experiences and the profile they are seeking if you don´t customize your resume. You have to do the work for them. Do research on the university, the program, the professors, as well as the application description keywords . Recruiters know when a resume is generic vs when it is targeting the program they offer Give priority to accomplishments that align with the program focus and the candidates´ requirements For all the sections, and especially for the work experience, review your master version to see if there is any other relevant accomplishment that should be in that version Resume samples Artificial Intelligence AI and tools such as ChatGPT or Gemini can be helpful. But they are just tools . You need to be the writer and owner of your resume. AI-generated files usually look and sound the same, so isn't unlikely that you will stand out from the rest. Some ways in which you can leverage them include: Master version Proof-reading Optimizing working and keywords Suggesting format improvements Customized version Suggesting how to tailor your resume to the candidate profile sought (you need to do the critical thinking and ideally the writing) Finding gaps for a role (ask it to act as a recruiter for the following program (past description) and compare your resume against the one AI gave you . N ote any info that is missing from your resume for the particular job and if applicable, address it before submitting). LinkedIn You may wonder... "What am I supposed to do if I have different resume versions, but one single LinkedIn profile"? Th e answer is simple. Resumes and LinkedIn profiles are complementary and have different purposes. Resumes speak directly to recruiters; you want to be as specific as possible about your accomplishments LinkedIn is more generic, has a more flexible structure and helps build your personal brand (if used correctly). It should be generic enough to avoid any inconsistency with the different resume versions you will submit to different universities and companies. For example, for work experience, we don´t recommend using the STAR method because it creates very specific, detailed statements. Rather, keep your profile as general as possible to appeal to a broad audience. It is important that you keep consistency between your LinkedIn and your resumes by: Avoiding writing a LinkedIn profile summary unless you find a good balance between not being very specific (it won't match all your applications) or too generic (it ends up sounding dull) Including the same job titles and dates Having consistent job descriptions to ensure the same high-level message (you don´t want to position yourself as having a lot of expertise in operations in your resume and in product design in your LinkedIn) Having consistent skills ; In LinkedIn add a broader (more generic) range of skills that reflect your overall professional experience, and make sure these skills match the ones on your resume Reviewing both regularly and ensuring they are consistent and up-to-date Networking Now that you have put together the first version of your resume, your next step is to ask for feedback to improve it. If you know any person (or a person who knows someone) who studied in the universities you are targeting, Don’t hesitate to reach out to them to get their thoughts. If not, you can also reach out to people on LinkedIn. Read here for guidance on how to network with people. Asking for feedback from peers is also helpful. They'll be able to cast a fresh eye on your resume and flag typos, inconsistencies, or sentences that they find difficult to understand.  You’re always a biased judge when it comes to yourself :) < Click here  to go back to " Postgraduate " Menu>

A detailed guide on how to prepare for behavioral questions (often called PEI) for consulting firms. Includes common questions, sample answers and free materials. In most interviews, you will be asked at least one behavioral question. These questions typically begin with a phrase like: "Tell me about a time when you.... " Companies across several industries - e.g. tech companies, retailers, consulting firms, finance firms and universities - use this type of question. Amazon, for example, heavily bases its hiring process on behavioral questions for generalist positions. In consulting, these questions account for approx. 50% of your overall evaluation. Given the vast amount of material available, this guide will focus on the main ideas and share some of the best resources I've found. Why interviewers ask behavioral questions Interviewers like these questions because they help them get a more realistic and nuanced sense of how you work. It’s their way of assessing your capabilities based on your actual past experience and performance. If you were a recruiter trying to assess if a person works well in a team, what would convince you more: hearing that they totally love working on a team or listening to a story that shows exactly how they put it into practice? These questions help interviewers assess if you: Have the values or capabilities required for the role Choose relevant, high-impact answers Communicate clearly and concisely Are convincing Are prepapred for the interview (e.g. knowledge of the structure, etc.) Questions & sample answers A recruiter can ask many different behavioral questions, but they usually fall into these core categories. Analytical thinking : How to effectively use statistics and data? "Give me a specific example of how would you use data to make an important decision" Problem- solving: How much resourceful you are while dealing with a difficult situation(s)  " Give me an example of how you would solve a difficult situation, using good judgment and logic" Proactivity & drive: How much are you driven by passion and ambition "Give an example of a time when you went above and beyond the call of duty. What was the outcome?" Teamwork: How much are you cooperate with others " Give an example of how you have successfully empowered a group of people to accomplish something" Leadership: How would you lead and inspire teams, peers, and clients "Give an example of a time in which you were able to build motivation in your co-workers, or your team at work" Adaptability: How would you embrace and deal with change "Describe a major change that occurred in a job that you held. What specifically did you do to adapt to this change?" Success & failure: How does failures help you to gain experience "Describe a time where your work had a significant impact on your organization´s goals or results" "Describe a past experience when you did not achieve what you wanted; what happened and what did you learned from it" Influence & negotiation: How would you shape other people's actions and decisions, and how would you get what you want in a negotiation "Describe a situation in which you were able to successfully influence someone to see things your way. What was it that made your efforts successful" Entrepreneurial mindset: How would you identify opportunities, handle challenges, take initiative, and embrace change (there is some overlap with proactivity & drive) "Tell me about a time you identified and solved a big problem in your company" If the position you are applying to is technical, they can ask you behavioral questions in the context of that specific work (e.g. "T ell me about a situation when you managed to solve X problem using Y tool "). Here you have hundreds of samples. Don´t feel overwhelmed by all the categories. Preparing the interview is much easier than it seems (read next). How to prepare good answers These three tips are key to acing your interview preparation: #1 Prepare a few extra stories Research the values of the company and any info they provide about behavioral questions. Firms like MBB or the Big Four usually tell you what sort of skills they are looking for. For example, McKinsey focuses on personal impact (a mix of problem-solving and success), entrepreneurial drive, inclusive leadership, courageous change (i.e. adaptability) ( read here ) . Amazon uses its 16 leadership principles as the basis of its questions ( read here ). If the firm doesn´t specify what to focus on, don´t worry. Prepare stories for the questions above - most companies ask for the same skills with different names. If behavioral questions are not a core part of the process, preparing one story for each category is usually enough . If they pay a lot of attention to this interview section, you will need two to three for each. If early during your response, the interviewer stops you and says, "Do you have another story? it´s often a sign that they think the example isn´t the best fit and they are guiding you to a better one). Be strategic. Remembering 5-9 strong stories is manageable; remembering 25 isn´t practical. Pick stories that aren´t only interesting but that can also fit into more than one story category. For instance: A story about a big problem and how you brought the entire team together to solve it fits into both "problem-solving" and "leadership" (and potentially ecen "teamwork"). Take time to think strategically about what stories you pick to reduce the number of examples you need to prepare. #2 Use the STAR method Use the STAR method to keep your answers structured, clear and to the point. Write down the samples and practice them aloud. The % below refers to the recommended time allocated to each part; aiming for a total time of 5-6 min. Situation ( ~ 20%): Explain the context so that your interviewer understands the context. They don´t know every detail, but enough to understand why the story is relevant for the organization! During my first year at X company, one of my clients needed us to design a marketing campaign to sell more of their product Y. This was important because the sales had remained stagnant, and they needed to improve the P&L before the new product was released next year. Task (10%): Talk about the problem/opportunity you took responsibility for completing or the goal of your efforts. The project was assigned to my team. We had 3 months to define the strategy, develop the campaign and be ready for release. The problem began after one month: my manager got sick, and we didn't have any replacement. Action (60%): Describe the specific actions you personally took to complete the task or reach the end goal. It is key that first, you explain the high-level reasoning of why you decided to act like that (thought process), and what you did (specific actions) Reasoning: I knew the client was important to us and that I had an opportunity to take the leadership. The team had low morale, and I knew they couldn't continue without guidance, but no senior people had the time to do it (= thought process). } Actions: So, I did three things. First, I spoke to the partner to convince them I could manage the team. It was important that he trusted me, so I went already with a detailed plan of the deliverables and how I planned to coordinate the team. Second, I scheduled a one-to-one with the team to explain the situation and the next steps. This worked well because the team used the sessions to raise concerns and also asked me for specific ways in which I could support them. Finally, .... Result (10%): Explain the positive outcomes or results ( ideally, highlight quantifiable results ), and briefly share some lessons learned or take-aways. After three months, the marketing campaign was ready for release, and the client reached out the partner to ask for another assignment. This new project was sold at $x USD. Looking back, I believe it was important I acted fast in replacing my manager. I would do it again, although this time I would try to find a better balance between guiding the team and actually making time for working on my deliverables. I prioritized the first a lot, so ended up having to work during the weekends to meet my own deadlines. #3 Practice aloud before your real interview Don't underestimate the power of practice. Practice answering possible interview questions out loud, but don´t memorize your answers word-for-word. Just repeat them a few times until you can tell them naturally. If you want to be fancy, practice in front of a mirror to get a better sense of how you’re presenting yourself. Common mistakes to avoid Avoid talking generally about what "us" or "the team" did , especially in the Task and Action sections . Describe your role and use “I” statements. When giving examples of teamwork or collaboration, focus your response on how you personally drove the outcomes of the team´s efforts. Do not talk generically about the Action section. Share specific and clear examples of your actions, to help the recruiter understand exactly what and why you did things. For example: ❌ Weak Example (Too Generic) ✅ Strong Example (Specific and Strategic) I talked to the stakeholders and convinced them to do A and B. I knew I needed to do three  things: First, convince the clients that the project was key to improve the situation by showing them the financial impact on X; Second, make the process of escalating the topic to senior management easier by giving them Y material directly; And finally, motivating them to act by convincing them they had the capabilities (I reinforced X and Z here). Avoid reusing stories . Do not use the same story in the same hiring process. Even if you tell the story to two different interviewers, they talk among themselves. So, if you were asked about proactivity in the first round, find an additional story for the second round (in case they ask about the same skill) Be truthful. It´s hard to sound credible when you are making up things, and even harder when you get follow-up questions and have to more invent facts on the spot. Many people spice up a story exaggerating some details. If you choose that is okey, but ensure the story still genuinely represents you and you feel in control of every detail. Networking Even preparing for behavioral questions is easier for people with connections in the industry or the hiring companies. This is because you can discuss potential stories, validate their strength, and conduct mock interviews to polish your answers. If you know someone working at a consulting firm (or tech), ask them for 30 min to run through your stories - at least the high-level ideas to ensure they are solid, and one or two mock stories for direct feedback. Also, there is plenty of material to read online (see links below), and you can find mock interviews on YouTube. Finally, reach out to people on LinkedIn who have or have had a similar position to the one you are applying for (read here for more detail). Tips on how to answer behavioral questions Mock answers < Click here  to go back to " Consulting " Menu>

​ ​ Do you like networking?​​ If the answer is yes, awesome. You may want to skip this post. If the answer is so-so or no, keep reading. ​ ​The majority of you (who don´t like networking)​, usually say that either you find the process tedious, or you prefer to achieve things on your own merit. ​​ Let´s address each of these arguments one by one. Networking = tedium ​​​There are no shortcuts, and you can't avoid some discomfort, at least initially, until you get used to networking. However, why is it that well-connected people enjoy networking more than you? Is it the chicken or the egg?   Well-connected people are often of higher socio-economic status. And the researches  have found that these individuals are more likely to believe their success is due to their own talent and hard work. They are keener on networking because they are confident that they have something to offer and that others will be receptive to their outreach. You can summarize that in one word: confidence. ​ Let´s take layoffs as an example. What would you do if you were fired? Evidence shows that well-connected people of a higher socioeconomic status typically reach out to a wide range of contacts, including individuals they have met only occasionally in their working lives. The rest, by contrast, tend to share their situation only with their closest associates, such as family members and old friends. ​​​ Maybe these generalizations don´t apply to you. But still, it is worth taking some time to reflect on whether your apathy for networking may be just that, or whether it stems from the fear that-when you approach someone, they may ignore you, judge you, or find you of little interest. ​ The good news is that confidence can be built. Networking itself builds confidence, and finding something to offer in exchange makes you feel less awkward. In the post " How to Network " we share guidance on finding your own networking style and ways to create value for the other person. Networking = guilt Another reason that pulls us back from building connections is our mindset: that networking is self-serving or that getting a job through networking has less merit.  And when we believe that any attempt to establish relationships is only for our benefit, we are less inclined to do it.  But...​​ Networking isn’t about asking random people for jobs (by the way, the job is never immediately on the table) Networking isn´t about asking people for favors and never contacting again Networking isn´t about using  people Networking is a skill, as much as public speaking or analytical thinking.​ ​ ​​​​​​ Another consideration that can hold us back when networking is not having an open mind. Most people prefer to discuss politics, religion, or Taylor Swift with others who think alike. With networking, it isn´t the same. Our comfort level is to network with people we know and like; people with similar backgrounds and points of view. You may be tempted to think that a person with a fancy degree or job title may be arrogant or superficial, and that you will not connect well. Don´t do that. You will limit your exposure to people who can offer new connections and ideas.​ < Click here  to go back to " Networking " Menu> ​

Step-by-step guidance to make successful applications to top universities. Includes sample answers and pro-tips for each application section. To get into an MBA or Master´s program in a top university, you need to convince the recruitment team that you are solid at six pillars. These six pillars should be shown throughout the application processes (i.e. your resume, tests, essays, recommendation letters, referrals, and interviews). SIX KEY PILLARS #1 Academic   – You have a solid education background - shown in your resume #2 Work experience  – You have developed skills at work and made a significant impact - shown in your resume and recommendations #3  Leadership  – You led topics at work, in your community (e.g. volunteering), and in social environments (e.g. school alumni), and you can be specific about the details - shown in resume, essays, recommendations #4 Test scores   – You achieved a high score in standardized tests - shown in test scores #5 Answers to Why   – You have convincing answers for: Why this program? Why this university? Why now? You also have clear mid-term goals and know how this university contributes to those goals - shown in essays and referrals #6 Networking – You can network and expand your connections (regardless of how strong your network is today). By the end of the process, you will need to get referrals from alumni who attended the university you are applying to - shown in referrals In this post (recruitment basics) you can read a bit more detail on these six pillars Before jumping into the advice for each application step, please keep in mind that specific requirements vary from year to year. The best advice we can give you is to become the “owner” of your own process by doing a lot of research and networking, especially with current students and recent alumni. No website alone will get you into an Ivy League. Next, we provide with guidance on how to approach each stage of the application process. Standardized tests You will need to complete a graduate school entrance test: GMAT or GRE. GMAT is typically required for MBA and Business Schools, while the GRE is more generic because it is used for a broader range of graduate programs. Both tests measure your analytical skills, quantitative reasoning, and verbal reasoning.  Here you can read more about the differences. You may also need to complete an English test (unless you are a native speaker). TOEFL or IELTS IBT are the most widely accepted options. TOEFL is more structured and relies on multiple choice; IELTS IBT is more flexible, with sentence completion, map labeling, and short answer questions. Some universities are no longer requiring these language tests. Know which tests your target universities accept, so you choose the best option.   When to start preparing? It depends on how much time you need to prepare. The recommendation is that you start as early as possible to ensure that you do not miss your target round because you haven´t got the needed score. There are many platforms to prepare yourself, such as Target test prep or mba.com (GMAT) and Magoosh (GRE). Youtube also has useful videos (check out GMAT Ninja). Going over all the content of these platforms would take you nine months (full time), so do not try that. Instead, be efficient by doing this:   Learn about the structure and the timing constraints of the test and get acquainted with the questions Practice some exercises of each section, so you know the basics Take a few mock tests to know which your blind spots are Based on that, focus on practicing the sections that need more work, so you can close the gap Iterate and continue practicing until you get the score you want in the mock tests   Which scores do you need? It depends on the universities, but it usually ranges between GMAT: minimum 645 (= 690 in the old scale) / solid 665 (720) TOEFL: +100; some like Harvard and Chicago require 103/ 106 Online form Each university will require you to fill out some online forms: 9- 10 pages of personal info. We recommend that you: Scan through the form to understand what sort of info they are asking for. This is useful to know what documentation you need to start gathering and what material you need to develop Some sections ask for bullet points, paragraphs, or essays. Work on your answers in a Word file (so you can check the spelling and work on it easily) Take time to review and draft the answers. You can save your progress as many times as needed You will be asked to submit your recommender list, and they will receive emails with the questionnaires. If you feel comfortable, ask them if they can forward you the email, so you know what the questions are and can guide them on drafting the answers If you are accepted, you will have to provide the original documents uploaded in the form. Ensure you review the details of each university to start gathering documentation if needed (e.g. transcripts in Spanish and English, transcripts from a year abroad as an exchange student, university certificates, etc. Some even require that the documents are officially certified by an international organization). Resume Here is some guidance for building a strong resume: Review the instructions that each University has for the resume - e.g. some universities demand a much more detailed version than others Focus your resume on achievements and impact, not just responsibilities and scope Good: Defined a three-year multi-segment strategy for a regional bank to revamp the credit card business with projected incremental revenue of $X (+Y% over 2025 pipeline). In preparation for implementation. Bad: Worked on a three-year multi-segment strategy for regional bank to revamp the credit card business. Keep it concise (only one page) Follow standardized sections: Education, Professional Experience, and Additional Information Once you have a revised version, try contacting an alumnus to ask for help reviewing it (see the Network section at the end) Adjust, revise, and adjust as many times as needed. As you network (especially with alumni), you will come up with new ideas. Getting to the final version may take months! Below is a dummy resume of a current Ivy League student to give you a sense of how a strong resume looks like. <> Essays Below are some sample essay questions. You are usually expected to write between 300 and 500 words. Cover letter How does your background shape the way you are today? What is an important personal challenge that you had to overcome? What are your career goals and how will studying an MBA at this university help you achieve these goals? Here is some guidance for writing better essays. Generally, essays take quite a bit of time, and they are an important input in the decision process. Design the structure (introduction- body- conclusion), the high-level ideas per paragraph, and key points before jumping into writing. This way, it is easier to ensure you are being strategic on the ideas Review the specific format requirements of each university. They may be different Keet in mind the KPIs of the recruitment team. Their performance is probably measured by the ratio of accepted offers / total offers to prospect students; and also by the percentage of students employed after three or four months (post-studies). So, they want "safe" candidates. This means two things: (1) you need to be very convincing about the why (showing you will accept the offer if granted) (2) they do not want you to make very risky decisions. So do not tell them you want to change industry, job type and country after your studies. Choose one change at most. To know the whys, do research on the university history, the professors, the classes, the alumni, the culture, the life on campus, and anything else that is relevant to give more credible, specific answers to why. Do not forget the Student Clubs (such as Consulting, Fintech, Sailing, Beer, etc.) listed on the University website. It is important you know in advance which ones you want to join. For the essay, address the letter to the Admissions Office and include the actual mail address. You can use a standard structure with: (1) I am excited to … (2) short paragraph, ideally catchy, summarizing what makes you a strong candidate (3) specific sample(s) of how you recently applied the skills and the impact you had (4) additional experience and examples from the past (5) why an MBA and why this university Have a catchy but not exaggerated introduction - it makes reading a nicer activity. Avoid generic answers (“… and this had a great impact.”) or cliché responses (“… to become a better version of myself or grow as a person”) For the leadership skill, show consistency in your involvement and also depth in your contribution (demonstrate that you actually care) Include your thought process to decide/act the way you did to write more genuinely and show who you are Have the writing proofread by a native speaker (or at least ChatGPT) Adjust, revise, and adjust as many times as needed You can use similar answers for different universities; just ensure what the Why this university is specific Video-essays Some universities may require you to do Video essays. They want to know how you react in a real interview. Some universities ask you to prepare in advance, and some ask for answers on the spot. A sample question would be “Present yourself to your classmates”. Ensure you: Research sample of questions/ answers on the internet to prepare well Practice a lot in advance Do not speak fast or in a flat/ boring tone Look at the camera (eye contact) Avoid unnecessary repetitions (e.g. "so...") Recommendations Below are some sample questions often asked to recommenders about you. Responses are often between 300 and 500 words. How do you know the candidate? – provide context about your relationship How do the candidate´s perfor mance, potential, and personal qualities compare to those of his/her peers? –  explain why the candidate´s skills, drive or impact at work is superior to most of their peers What is the most significant contribution of the candidate to the organization? – e.g. include a specific sample about a project or an initiative the candidate led or was very involved in that had high impact (financial, operative, etc.) Provide examples of why you think this candidate will succeed in the classroom –  highlight key skills (such as problem-solving, team management and creative thinking) and examples of how these made a difference to peers / company What is the most important feedback you have given to a candidate? How did the applicant respond? – include a specific situation where they took feedback and improved fast. Pick areas such as communication instead of a major issue such as lack of drive, proactivity, analytical thinking, or leadership ) Give an example of why you believe this candidate will succeed in their career - key skills (such as leadership and strategic thinking) and examples of how these made a difference to peers / company, and how they will help in the future Being inclusive and encouraging others is important. Give an example when you witnessed the candidate living these values – a specific situation where they demonstrated these skills – either proactively (e.g. leading a cause at work) or was exposed to a situation where they demonstrated this   Most often, you will be asked for one or two recommendations. Here is some advice to help you prepare: You can use the same names of recommenders and versions of recommendation letters for different universities. In most cases, questions are very similar. Nevertheless, make sure you read them carefully because there may be small variations across universities. If possible, choose a recommender from your current job and a past job. Choose direct supervisors who know you and have worked directly with you. You may be tempted to ask the most senior person in your company (CEO, Principal). Don´t do it. It is better that the recommendation comes from someone who knows your work well.   Keep the senior ones for referrals since they are about general endorsement and do not need to know your work so closely. Ensure that they provide specific examples when answering the questions (context, problem, action, and impact). Generic ones will not be enough to stand out from other applicants. Consider the entire spectrum of key skills when considering the answers to choose the best fit. These could be analytical thinking/ data-driven, proactivity, problem-solving, stakeholders' management, team management, collaboration, resilience (such as work under pressure or achieving something under hard conditions), capacity to influence others (peers, clients, etc.), or capacity to inspire others. Sometimes the recommender will ask you to write a draft, so they save time. That is fine, but ensure you discuss the content with them beforehand to guide them on what the letter needs to include. If the recommender writes the letter themselves, book some time initially to share your thoughts about goals, why the university, etc. This way, they will have an easier time writing something that aligns with what you want. Take responsibility for the content of the recommendation letters. Even if you do not write them directly, you need to know how to structure them, what to include, etc. Make sure you feel comfortable with the content before the recommender submits their statement. Referrals Most often, you will be asked for three or four referrals – one of them academic. Here is some advice to help you prepare: Get one academic referral from a professor from your university (Bachelor´s) For the rest, find alumni from the university you are targeting. Most universities do not read recommendations that do not come from alumni (re-read the networking section above for more detail on how to do this). If you do not know anyone in your network, you can read here how to do networking. Ideally, find people (or draft the referral) in a way that supports different pillars (the six discussed above), especially those where your application is less strong. The content should include at least: (1) Their relationship with you (2) Sample of skills/ impact (more generally than in the recommendation) (3) Endorsement If the recommender writes the letter themselves, book some time initially to share your thoughts about goals, why the university, and so on. This way, they will have an easier time writing something that aligns with what you want. Take responsibility for the content of the recommendation letters. Even if you do not write them directly, you need to know how to structure them, what to include, etc. Make sure you feel comfortable with the content before the recommender submits their statement. Sample XX Interviews After a couple of months of applying, you will be communicated whether you passed, you are on a waitlist, or you are out of the process. If you passed, you will be invited to one or a few interviews (30-60 min). In the first part, you will be asked questions like: Tell me about you Walk me through your resume Why (program, university, now) In the second part, you may be asked questions like: How you define leadership If I asked your boss, what would they say about you Tell me about a situation where … (read about behavioral questions here )   Here is some advice to help you prepare: Review and prepare as many questions as possible Draft bullet points (high level) for your answers, so you can remember them easier on that day Do not memorize your answers; they will not sound natural Choose six or seven stories that are very relevant and know them by heart. You can use these as your safe options. Ideally, these stories reflect several skills, and depending on the question, you can adjust them on the spot. For example, think of a project where you managed a team, worked under pressure and supported a team member who was struggling. The story is a good fit to show leadership, resilience, and teamwork – you just need to twist the focus accordingly For situational/ behavioral questions, use the STAR method – Situation, Task, Action and Result (read more here ) Avoid taking time to prepare, so you answer on the spot. If you get stuck with a question, politely ask for a few seconds, breathe deep and think through your answer Be ready to be challenged – they will ask you many whys (why that bachelor’s, why that job change, etc.). Have answers ready Have questions ready for the recruiter. Do not ask very basic questions and try to leverage your knowledge for the first part of the questions Sample questions may include: “I am very interested in joining X and Y Club. Is there any other that you would recommend, or that you consider a hidden gem?”, or “Ten people told me very similar things about the culture on campus: A, B. Anything else that you think is important?” Some universities, like Columbia, are well known for having relatively easy interviews; others, like Wharton or MIT, are tougher. Just be prepared for the hardest, so that day you don´t struggle. In this post we help you polish your resume to begin with the university recruitment process. < Click here  to go back to " Postgraduate " Menu>

Guidance on how to crack market sizing questions, a common ask in consulting and other similar companies When a market sizing is used A market sizing is the process of estimating the potential size of a market, often in terms of units, revenue or sales. They require you to make assumptions and perform rough calculations in order to estimate the size of a particular market with no data available. They are designed to test mainly your problem-solving and quantitative reasoning. How would you make your best guess if you didn´t have any data or the internet? When you are a consultant, you often need to estimate addressable market sizes or financial impact for your client without having all the pieces. Examples of market sizing include: "How many trips do Uber drivers make weekly in New York City?" "What's the market size for residential heaters in the country?" Market sizing exercises are often used in two situations: SITUATION #1 : They are typically asked at the beginning of consulting case interviews, after the framework section. Rather than providing you with a piece of information, they ask you to estimate it yourself. In this case, the exercise should not take more than 3-6 minutes. SITUATION #2 : They may be asked by some consulting companies (not MBBs) as the main quantitative test rather than asking you for a full business case. A market sizing here may take 15-30 min (vs a full standard business case (45-60 min). How to solve it: Step by Step The interviewer will often directly ask you a question like: " What's the market size for takeaway coffee in New York? " After clarifying any questions you may have, you will be expected to structure your approach, mapping out your assumptions, and performing the calculations. The high-level structure for both SITUATION #1 and SITUATION #2 is similar; the main difference is the level of sophistication/ depth required to get to the solution. SITUATION #1  (Part of a case interview) Since you only have a few minutes, it´s important that you find simple calculation steps and make simplistic assumptions. For example, for the number of coffees per person, you may just take as reference the number that you drink. Goal: Use a very high-level approach and simple calculations. Approach : Population x % adult x # coffees/ week x  # weeks Assumptions : 300 million population, 60% adults, 5 coffees/ week, 52 weeks Calculation : 300 x 60% x 5 x 52 SITUATION #2  (the main quantitative test) You are given more time, and therefore, there is an expectation that your assumptions will be more sophisticates. Goal: Use a high level approach and develop the calculations. Approach:  Adult population x % drink coffee x # coffees/ week x  # weeks Assumptions : Assumption Category Derivation / Justification Estimated Figure Adult Population Assumed 80-year life expectancy and an even distribution. Drinking age is 15-70 years. (300M / 80 years =  3.75M people/year). (70 - 15) x 3.75M = 206 million adults 220 million % Drinking Takeaway Coffee Exclude 10% (dislike taste, medical issues). Exclude 30% (low socio-economic level, as takeaway is expensive). 220 x (1 - 0.10) x (1 - 0.30) 138 million Weekly Consumption Segmentation (Based on the 138M drinkers): Heavy Drinkers (20%) Assume 2 takeaway coffees/day = 14/week. $138 x 0.20 x 14 Medium Drinkers (60%) Assume 1 takeaway coffee/day = 7/week. $138 x 0.60 x 7$ Sporadic Drinkers (20%) Assume 2 takeaways/week. $138 x 0.20 x 2$   Both cases are examples of top-down estimations, where you take a large number and you refine and break it down until you arrive at a final estimation. An alternative, perhaps less used but useful in case you don´t know the large number (e.g. total population), is to start with a small number and then build up and increase the number (e.g. starting with the coffee a single person drinks and building up from the figure). This is called bottom-up estimation. Here  you can read an example of top-down vs bottom-up related to the volume of toothbrushes in the US. How to practice Below are some steps that help you get started when you have no experience in market sizing.   Understand the format:  Read through a few market sizing question and their answers to understand the expected structure and the typical approach to solving these types of problems.     Focus on fundamentals:  Begin working through several practice cases, initially disregarding the time it takes you to get to a solution. Focus on: (1) Structuring well (2) Practicing making and justifying assumptions (this is especially relevant for #SITUATION  2 ) (3) Sharpening your mathematical skills Transition to mock cases: Once you feel comfortable with the practice, begin practicing mock cases (speak your answers aloud and take time constraints into consideration). Maths he math involved in market sizing exercises is simpler compared to full business cases.   Here are some tips to consider: Know basic socio-demographic numbers such as the total population, life expectancy of the country where you are interviewing and main cities, as well as key figures for   major global markets  (such as the US, China, and the largest economies  worldwide). Use simple segmentation,  such as heavy/medium/sporadic users or high/medium/low-income people. Simplify age assumptions: For age-based calculations , always use an easily manageable number for life expectancy (e.g., 70 or 80). In developed countries,  you can often assume a relatively rectangular population pyramid (meaning a similar percentage of people at each age, from 1 year old up to the life expectancy). For developing countries, you can assign a higher percentage to younger ages (for example, assuming 50% of the population is below 30 and 50% is above). For replacement demand -   when estimating a market for a product that is replaced, such as an iPhone, use the  product's average lifetime . For example, if there are about 300 million smartphones in the US (roughly 1 per person) and smartphones are typically replaced every ~3 years, then that means ~100 million smartphones are replaced annually. Understand key concepts : Total Market:  The total size assuming a company has  100% market share Addressable Market:  The market that we can realistically sell to with our  current capabilities Market Share:  The % of the market that is currently held by the company  (or client) Document and Simplify: Always notate the  units (e.g., k, M, B) for large numbers. Be sure to  round up large numbers  to simplify calculations. Here are some websites that give you free tips on how to be improve your math skills: Math Drills | Fast Math Case Prep Market sizing: the ultimate guide (inc framework and cheat sheet) - IGotAnOffer 10 steps to solving any sizing question | Management Consulted Mistakes to avoid When connecting with the interviewer: Maintain eye contact . Consulting is not only about solving problems; it is about connecting with your client (or interviewer) Don´t (wrongly) assume  that being professional equals being serious. You need to connect with the interviewer, and a smile can help. Also, try to project enthusiasm with for the case. If you just seem to suffer, they won´t be excited about working with you down the road Don´t be unprepared  - always have your paper, a pencil, and a calculator ready (if needed) Don´t ask the interviewer  if you are on track or if your approach is correct. Assume it´s correct and keep going; you need to look confident. Don´t believe the interviewer just wants  to hear the final magic number. They want to know how you think and the process by which you get to the answer. Involve them in your thinking! Don´t use generic terms  when discussing the structure. You need to show that you understand the client and the market. For example: in a medical context, the term  "treatment"  is better than product,  "patient" is better than client, and " hospital"  is better than shop, etc. To get the problem right: Don´t hold back important clarifying questions  for fear of sounding uninformed. You need to know the basics to get to the bottom of the problem (e.g. How do you define "trips"? Does it include only trips with passengers or also food delivery rides? ) Don´t forget the core sizing question.  Make sure you keep it in mind or revise your notes if needed. Never ask the interviewer what the question was! When you get to a number, don´t assume it´s correct . Take a second to think if it makes sense in a real-word context. If you make a mistake, don´t panic.  You can say " I think I may have made a mistake. Let me quickly review my math to make sure I got it right ". What matters is that you realize the error quickly. Networking Preparing for market sizing qu estions is much more straightforward than for business cases, so the personal connection with an interviewer may be less key here. Still, it is useful to know people with experience in consulting to practice a few mock market sizing cases. Finding practise partners Consulting contacts:  If you know someone  who works at a consulting firm, ask for a favor: 25-30 minutes to run through one or two mock cases (when you already feel you are 99% ready). Self-study options:  If you don´t know anyone, it is perfectly fine. There is  plenty of reading material (see relevant links below) Practice:  Finally, and more importantly, find people to do mock practice with - either current consultants or other candidates who are in the same process as you. If you don´t know any consultant: Leverage LinkedIn: Reach out to people who have a similar position to the one you are applying to - even if you don't know them (read  here for more detail). If you want to find other applicants to practice with: Online platforms: Find candidates in platforms and forums to practice with . Although the majority may be practicing business cases, they can still help you with your market sizing practice Mock session setup: Typically, you agree on having a videoconference and doing two mock cases. First, one person acts as the interviewer, and then that same person becomes the candidate. This format closely resembles a real interview Practice level: This is recommended when you have already done some mock cases while keeping track of the time. Also, try to choose a partner who is at the same level of practice (e.g. +10 mock cases). Get diverse feedback: Practice with one more than one partner, so you get different feedback Add value:   Prepare a case to give to your partner, so your feedback is better, and you add value to him/her Where to find? Groups dedicated to consulting prep in LinkedIn, Facebook or similar platform Platform Type Example Resources/Groups How They Help You Find Partners Dedicated Case Prep Communities PrepLounge:  A major platform designed specifically for consulting prep. Offers a "Meeting Board"  feature to schedule mock interviews with peers worldwide, filterable by experience level and language. CaseCoach / MyConsultingCoach:  Offer structured toolkits, but also often have Practice Rooms  or Partner Search  sections for candidates. MyConsultingCoach  has a partner browse feature, sorting by reliability and experience. CaseCoach  offers unlimited mock interviews with other top candidates in their Practice Room. Professional/Social Networks LinkedIn/Facebook Groups:  Look for groups using terms like "MBB Case Prep," "Management Consulting Interview Practice," or "Consulting Case Partners." These groups facilitate direct outreach. Candidates post their availability, target firms, and experience level to find similar partners. Reddit Communities (e.g., r/managementconsulting): Candidates frequently post threads asking to connect with others who are currently preparing for interviews. AI/Self-Study Tools CasewithAI, RocketBlocks, CaseStudyPrep.ai :  (Not for peer practice, but valuable if you can't find a live partner.) Offer AI-powered simulations, drills, and structured feedback on market sizing, math, and structuring, serving as a substitute for human practice. University Consulting Clubs Harvard GSAS Consulting Club (or similar clubs at your alma mater). Often manage Case Practice Sign-Up Sheets  or offer Partner Matching  for current students/alumni based on experience and availability. Where to find? Groups dedicated to consulting prep on LinkedIn, Facebook or similar (1) Case Interview Partners | Groups | LinkedIn Interview Partner: Candidate Listing | PrepLounge.com < Click here  to go back to " Tech companies " Menu>

Guidance on how to crack market sizing questions, a common ask in consulting and other similar companies. Incudes pro tips and common mistakes to avoid When a market sizing A market sizing is the process of estimating the potential size of a market, often in terms of units, revenue or sales. This process requires you to make assumptions and perform rough calculations to estimate the market´s size with limited or no data available. Market sizing exercises are designed to test mainly the problem-solving and quantitative reasoning. They simulate a consultant’s real-world challenge: How would you make your best estimate if you didn't have access to existing data or the internet? As a consultant, you often need to estimate addressable market sizes or financial impact for your client without having all the necessary pieces of data. Examples of market sizing include: "How many trips do Uber drivers make weekly in New York City?" "What's the market size for residential heaters in the country?" Market sizing exercises are often used in two situations: SITUATION #1: Part of a case interview (3–6 minutes) They are typically asked at the beginning of consulting case interviews, after the framework section. Rather than providing you with the necessary piece of information, the interviewer asks you to estimate it yourself. SITUATION #2:  The main quantitative test (13–30 minutes) They may be asked by some consulting companies (often non- MBB firms) as the main quantitative test, replacing a full standard business case. A market sizing may take 15 to 30 minutes. You should investigate the most appropriate time limit for the firm you are targeting, so you can anticipate the level of depth needed to solve the exercise. Solve it: Step by Step The interviewer will often directly ask you a question like: " What's the market size for takeaway coffee in New York? " After clarifying any questions you may have, you will be expected to structure your approach, mapping out your assumptions, and performing the calculations. The high-level structure for both SITUATION #1 and SITUATION #2 is similar; the main difference is the level of sophistication/ depth required to get to the solution. SITUATION #1 (Part of a case interview) Since you only have a few minutes, it´s important that you find simple calculation steps and make simplistic assumptions. For example, for the number of coffees per person, you may just take as reference the number that you drink. Goal: Use a very high-level approach and simple calculations. Approach : Population x % adult x # coffees/ week x  # weeks Assumptions : 300 million population, 60% adults, 5 coffees/ week, 52 weeks Calculation : 300 x 60% x 5 x 52 SITUATION #2 (the main quantitative test) You are given more time, and therefore, there is an expectation that your assumptions will be more sophisticates. Goal: Use a high level approach and develop the calculations. Approach: Adult population x % drink coffee x # coffees/ week x  # weeks Assumptions : Assumption Category Derivation / Justification Estimated Figure Adult Population Assumed 80-year life expectancy and an even distribution. Drinking age is 15-70 years. (300M / 80 years =  3.75M people/year). (70 - 15) x 3.75M = 206 million adults 220 million % Drinking Takeaway Coffee Exclude 10% (dislike taste, medical issues). Exclude 30% (low socio-economic level, as takeaway is expensive). 220 x (1 - 0.10) x (1 - 0.30) 138 million Weekly Consumption Segmentation (Based on the 138M drinkers): Heavy Drinkers (20%) Assume 2 takeaway coffees/day = 14/week. $138 x 0.20 x 14 Medium Drinkers (60%) Assume 1 takeaway coffee/day = 7/week. $138 x 0.60 x 7$ Sporadic Drinkers (20%) Assume 2 takeaways/week. $138 x 0.20 x 2$ Both cases are examples of top-down estimations, where you take a large number and you refine and break it down until you arrive at a final estimation. An alternative, perhaps less used but useful in case you don´t know the large number (e.g. total population), is to start with a small number and then build up and increase the number (e.g. starting with the coffee a single person drinks and building up from the figure). This is called bottom-up estimation. Here you can read an example of top-down vs bottom-up related to the volume of toothbrushes in the US. How to practice Below are some steps that help you get started when you have no experience in market sizing. Understand the format: Read through a few market sizing question and their answers to understand the expected structure and the typical approach to solving these types of problems. Focus on fundamentals: Begin working through several practice cases, initially disregarding the time it takes you to get to a solution. Focus on: (1) Structuring well (2) Practicing making and justifying assumptions (this is especially relevant for #SITUATION 2 ) (3) Sharpening your mathematical skills Transition to mock cases: Once you feel comfortable with the practice, begin practicing mock cases (speak your answers aloud and take time constraints into consideration). Maths The math involved in market sizing exercises are simpler comparted to full business cases. Here are some tips to consider: Know basic socio-demographic numbers such as the total population, life expectancy of the country where you are interviewing and main cities, as well as key figures for   major global markets  (such as the US, China, and the largest economies  worldwide). Use simple segmentation, such as heavy/medium/sporadic users or high/medium/low-income people. Simplify age assumptions: For age-based calculations , always use an easily manageable number for life expectancy (e.g., 70 or 80). In developed countries, you can often assume a relatively rectangular population pyramid (meaning a similar percentage of people at each age, from 1 year old up to the life expectancy). For developing countries, you can assign a higher percentage to younger ages (for example, assuming 50% of the population is below 30 and 50% is above). For replacement demand - when estimating a market for a product that is replaced, such as an iPhone, use the product's average lifetime . For example, if there are about 300 million smartphones in the US (roughly 1 per person) and smartphones are typically replaced every ~3 years, then that means ~100 million smartphones are replaced annually. Understand key concepts : Total Market:  The total size assuming a company has  100% market share Addressable Market:  The market that we can realistically sell to with our  current capabilities Market Share:  The % of the market that is currently held by the company  (or client) Document and Simplify: Always notate the units (e.g., k, M, B) for large numbers. Be sure to  round up large numbers to simplify calculations. Here are some websites that give you free tips on how to be improve your math skills: Math Drills | Fast Math Case Prep Market sizing: the ultimate guide (inc framework and cheat sheet) - IGotAnOffer 10 steps to solving any sizing question | Management Consulted Errors to avoid When connecting with the interviewer Maintain eye contact . Consulting is not only about solving problems; it is about connecting with your client (or interviewer) Do not (wrongly) assume that being professional equals being serious. You need to connect with the interviewer, and a smile can help. Also, try to project enthusiasm with for the case. If you just seem to suffer, they won´t be excited about working with you down the road Do not be unprepared - always have your paper, a pencil, and a calculator ready Do not ask the interviewer  if you are on track or if your approach is correct. Assume it´s correct and keep going; you need to look confident. Do not believe the interviewer just wants  to hear the final magic number. They want to know how you think and the process by which you get to the answer. Involve them in your thinking! Do not use generic terms  when discussing the structure. You need to show that you understand the client and the market. For example: in a medical context, the term  "treatment"  is better than product,  "patient" is better than client, and " hospital"  is better than shop, etc. To get the problem right: Do not hold back important clarifying questions for fear of sounding uninformed. You need to know the basics to get to the bottom of the problem (e.g. How do you define "trips"? Does it include only trips with passengers or also food delivery rides? ) Do not forget the core sizing question. Make sure you keep it in mind or revise your notes if needed. Never ask the interviewer what the question was! When you get to a number, do not assume it is correct . Take a second to think if it makes sense in a real-word context. If you make a mistake, do not panic. You can say "I think I may have made a mistake. Let me quickly review my math to make sure I got it right". What matters is that you realize the error fast. Networking Preparing for market sizing qu estions is much more straightforward than for business cases, so the personal connection with an interviewer may be less key here. Still, it is useful to know people with experience in consulting to practice a few mock market sizing cases. Finding practise partners Consulting contacts: If you know someone  who works at a consulting firm, ask for a favor: 25-30 minutes to run through one or two mock cases (when you already feel you are 99% ready). Self-study options: If you don´t know anyone, it is perfectly fine. There is  plenty of reading material (see relevant links below) Practice: Finally, and more importantly, find people to do mock practice with - either current consultants or other candidates who are in the same process as you. If you don´t know any consultant: Leverage LinkedIn: Reach out to people who have a similar position to the one you are applying to - even if you don't know them (read here for more detail). If you want to find other applicants to practice with: Online platforms: Find candidates in platforms and forums to practice with . Although the majority may be practicing business cases, they can still help you with your market sizing practice Mock session setup: Typically, you agree on having a videoconference and doing two mock cases. First, one person acts as the interviewer, and then that same person becomes the candidate. This format closely resembles a real interview Practice level: This is recommended when you have already done some mock cases while keeping track of the time. Also, try to choose a partner who is at the same level of practice (e.g. +10 mock cases). Get diverse feedback: Practice with one more than one partner, so you get different feedback Add value: Prepare a case to give to your partner, so your feedback is better, and you add value to him/her Where to find? Groups dedicated to consulting prep on LinkedIn, Facebook or other similar platforms Platform Type Example Resources/Groups How They Help You Find Partners Dedicated Case Prep Communities PrepLounge:  A major platform designed specifically for consulting prep. Offers a "Meeting Board"  feature to schedule mock interviews with peers worldwide, filterable by experience level and language. CaseCoach / MyConsultingCoach:  Offer structured toolkits, but also often have Practice Rooms  or Partner Search  sections for candidates. MyConsultingCoach  has a partner browse feature, sorting by reliability and experience. CaseCoach  offers unlimited mock interviews with other top candidates in their Practice Room. Professional/Social Networks LinkedIn/Facebook Groups:  Look for groups using terms like "MBB Case Prep," "Management Consulting Interview Practice," or "Consulting Case Partners." These groups facilitate direct outreach. Candidates post their availability, target firms, and experience level to find similar partners. Reddit Communities (e.g., r/managementconsulting): Candidates frequently post threads asking to connect with others who are currently preparing for interviews. AI/Self-Study Tools CasewithAI, RocketBlocks, CaseStudyPrep.ai :  (Not for peer practice, but valuable if you can't find a live partner.) Offer AI-powered simulations, drills, and structured feedback on market sizing, math, and structuring, serving as a substitute for human practice. University Consulting Clubs Harvard GSAS Consulting Club (or similar clubs at your alma mater). Often manage Case Practice Sign-Up Sheets  or offer Partner Matching  for current students/alumni based on experience and availability. < Click here  to go back to " Consulting " Menu>

Step-by-step preparation to guide you through the entire business case process. Includes frameworks, examples, common mistakes, and free materials. Why a business case You are given a business case interview to assess your problem-solving, analytical, and communication skills in a real business context. They simulate the challenges consultants face with by presenting a business scenario and asking you to develop a solution. It is an exercise done in real time, most likely in the recruiter's office, sitting next to the interviewer. This is useful to test your abilities and potential to do client-facing roles under pressure. Below are some mock business case interviews for you to get a sense of what to expect. In the sections below we guide you through step by step. Structure of the business case The business case usually takes 40 to 60 minutes, depending on the consulting company. They will read a general statement like: "Our client is a manufacturer of casts and supports used in correcting bone structure. They recently developed three new baby helmets and would like to know if they should launch one or more of these products onto the market. Specifically, is a target profit of $1 million a year reasonable?" After clarifying any questions you may have, you will be expected to develop and discuss a framework designed to solve this problem. Next, you will start gathering information and data from the interviewer. You will take some time to structure the inputs and develop a response. After that, you will walk the interviewer through the process while you make the necessary calculations. You may also be asked a quantitative question to prompt brainstorming (e.g. " How could our client increase the revenue per helmet?" ). Finally, you will summarize your conclusions for the client. Duration Phase/Step Key Action Goal & Output 3–5 min Part 1: Understanding the Problem Ask Clarifying Questions  (max 3–4) and recap  the problem statement in your own words. Ensure full alignment  on the client's goal (e.g., maximize profit) and key context. 10 min Part 2: Structuring Your Analyses (Framework) Ask for Time  (1–2 min silence), then walk the interviewer through  your MECE  (Mutually Exclusive, Collectively Exhaustive) structure. Develop a logical, customized roadmap for solving the client's problem. 5 min Step 3: Gathering Data Ask for Specific Data  (Macro and Internal) by strictly following the structure you just laid out. Gather necessary quantitative and qualitative inputs  to perform the analysis. 20 min Step 4: Addressing the Quantitative Problem Structure your math approach  (high-level), then walk through calculations   aloud, checking assumptions and initial results. Solve the core numerical problem and derive a data-backed initial answer. 5–8 min Step 5: Brainstorming (Qualitative) Ask for time  (1 min silence), then structure  your ideas into 1–2 logical layers (e.g., "Increase Sales" / "Increase Client Base"). Demonstrate creativity  and structured problem-solving  for non-numerical twists. 3–5 min Step 6: Giving a final recommendation Ask for time  (a few seconds), then synthesize  the answer. Deliver a straightforward answer , backed by data, plus considerations   and next steps . You probably have many questions - that´s fine. In the sections below, we provide specific guidance for each of these steps. How to prepare Below are a few steps that will help you get started when you have no experience with business cases. If you already have experience, you may want to skip this section and go directly to the mock practice. Start by scanning key consulting websites to understand the dynamics of the case and expectations. Review a couple of videos to get a sense of what happens during the case (you can find these below, in the "Relevant materials" section). Don´t jump directly into practice. Read through a few business cases to understand how you are expected to structure and answer the questions. Start going through a few cases without taking into account the time it takes you to resolve the questions. Focus on: (1) Structuring the framework (2) Structuring the approach to the quantitative question (the math section) (3) Practicing math Once you feel comfortable with the practice, start doing mock cases (giving the answer aloud and taking time into consideration). Once you feel comfortable with the mock cases, find a partner to practice and get feedback to refine your answers (read the "Net work" section be low) Step-by-step This is a very detailed description of what happens during a business case. It is written in a way that answers many questions you may have. Step 1: Understanding the problem (3-5 min) Recruiter:  "Our client is a manufacturer of medical devices used to treat apoplexy. They recently launched a new device with two components—an injector and a disposable cartridge. They would like to know how they should sell these products to maximize profit. What should they do?" (Statement) Listen carefully and take notes This statement is the most important piece of information - what your client wants. Make sure you remember this throughout the case (sometimes people forget when they focus on the math) Do a brief recap in your own words of the problem statement to ensure you understood well Take a moment to think if there are any key high-level initial questions (max 2-3) you want to clarify to have a better sense of the client before moving forward. E.g. " Apart from maximizing profit, do they have any other key goal?" , "Where is this company located?", "Is this device new in the market?" If you do not understand a concept in the statement, ask for clarification . It is difficult to solve a problem if you do not understand what the client does E.g. Y ou mention the medicine is for apoplexy. Can you explain what this means? ) Step 2: Addressing the statement (framework) (10 min) After understanding the basics of the problem (section above), do not expect the interviewer to ask you anything else; it is your turn to talk. Ask if you can take a minute to structure your thoughts (do not take this for granted and avoid using the word "framework"). Say "thanks" and then draw the structure of your framework in silence (1-2 min) When you have it (read "Deep dive: framework" below), walk the interviewer through it , explaining how you would approach the process of solving the client´s problem (5 -8 min). It´s important that it follows a logical order (first, second, ...) and that it has a clear structure (competitors -> clients -> ...). E.g. First, I would like to understand what is happening in the market, since this is important to set the right pricing. Are there many competitors and alternative treatments or we have the only one? Also, what is the current market size of our client? Do they need our treatment to survive or just to reduce pain? That affects the willingness to pay. Second , I would look into the manufacturer's financial information to understand the costs (....). Finally, I would do a risk assessment of (...) Avoid using generic words . If your client is a medical manufacturer, use the term patient instead of "client" when referring to the end-user. Step 3: Getting more inputs (5 min) Once you are done addressing the statement (framework), don´t wait for the recruiter to say anything. Go ahead and ask for data following the framework steps you just developed. Make sure you follow an order (sample below). If the recruiter has this information, they will give it to you. So, first, I want to know the competitive forces. Do you have information about the number of competitors and market share? Do you have data about the number of patients suffering from this condition, and which % would be willing to pay for a treatment? Do you have information about how much they are willing to pay? Do you have information about the costs of producing the vaccines? I am assuming the investment made is already a sunk cost. But what about fixed costs such as the manufacturing building or staff and variable costs such as the two components of the vaccine, package, etc.? Note: Some companies do business cases where the applicant is supposed to take the lead 100% and ask all the questions to get to the final answers. Other companies will give you more guidance and walk you through the different sections. In reality, the majority of them are somewhere in the middle.   So just be prepared and assume you lead, since this is usually more difficult (and also, it is awkward if you just go quiet waiting for the interviewer to say something). You can learn more: video , web . Step 4: Addressing the quantitative problem (20 min) Once you are done with collecting more inputs, follow these steps: Ask if you can t ake a minute to structure your thoughts, say "thanks" and then write down the process you will follow to get the answer Take a deep breath . This is where most people panic or get confused and forget what the main statement (client´s problem) is. Tell them how you are going to solve the problem. Follow a logic and order to make sure you don't get lost. For example: For example:  "If you are discussing pricing, first address willingness to pay of clients, then production costs; finally, propose a price and use it to estimate profits" For example:  "If you are discussing profitability, first estimate the client's volume (Q), then pricing (P), and finally costs, following the formula Profit = (P x Q) - Costs" Sample approach " To answer the client´s question, I will do three things: First, I will estimate the willingness to pay of patients to have as the main pricing input. Second, I will estimate the total cost per treatment (to ensure that is above the price patients want to pay). Finally, for the recommended price, I will estimate the total annual profits, so the client has a more accurate answer. So, for the willingness to pay - I have 5 segments, each of them with a different price. If I multiply X by Y .... i get Z. Then, I ...." It´s common that the interviewer shows you some graphs, charts or tables. What to do? First, take a few seconds to review it Second, share a quick summary of the content Third, mention any relevant insights Finally, explain how this data is helpful for solving the problem Sample answer:  " Here I can see a table with the split of patients by age and geographical distribution and the estimated willingness to pay. At first glance, I can see there is a direct correlation between age, living in the city and willingness to pay. That seems reasonable as older people in cities may have a higher average income. This data is useful because it tells us what the pricing should be if we could perfectly segment all the patients (...)" Step 5: Brainstorming on what else (5-8 min) After you are done with the Maths, it is possible you are asked a qualitative question for you to brainstorm. They want to test your structure, capacity to do problem-solving and be creative. Recruiter:  "What can our client do to increase the willingness to pay of patients?" These are questions that don´t sound numerical, but more like an invitation to just think. First, ask if you can take a minute to structure your thoughts, say "thanks" and then write down your ideas Second, structure your ideas in one or two layers, so it is not just a long list of ideas: Structure Example Bad (Mere List) Good (One Layer of Structure) Good (Two Layers of Structure) Ideas Raise price, invest in communications, explore discounts and referrals, do partnerships with pharmacies and distributors, etc. (A) Increase sales per patient: idea 1, idea 2, idea 3 (B) Increase client base (more patients): idea 1, idea 2, idea 3 (A) Increase sales per patient (A.1) More doses: idea 1 (A.2) Higher price: idea 1 (B) Increase client base (B.1) Suffering from apoplexy: idea 1 (B.2) Suffering from related condition: idea 1 Step 6: Giving a final recommendation (3-5 min Recruiter:  "So, what would you tell the client?" First, ask if you can take a few seconds to structure your thoughts and draft your answer Second, give a straightforward, short answer  to the question the client had. Then, add additional considerations  and/or relevant next steps. Sample answer: " Our client should sell the product at a price of USDX/ unit to maximize their profit, for a total of USD Y in yearly revenue (short answer). This price recommendation is considering that there is no option to segment patients based on willingness to pay, and that no relevant competitors enter the market in the short-term (considerations). As next steps, I would explore piloting a test in a limited location or with a sample of patients, as well as investigate the option to begin selling other medical products that could be relevant to this segment, such as monitoring devices (recommendation)" It´s important to keep in mind that preparing business cases isn´t about just memorizing steps and frameworks. It´s about internalizing the skills that are needed during the case. From time to time, you will find interviewers who ask questions for which there is not a specific framework. You will need to feel comfortable with developing solid frameworks on the spot. I was asked this during a McKinsey interview (final round). "A distant relative just passed away. He left you a tennis court in the middle of the city. What would you do?" Deep dive: The Framework You will find plenty of books and online resources focused on frameworks. They are useful, but generally it isn't very practical to memorize dozens of them- and you risk making it sound like "copied and pasted" the answers. A good tip is to use a generic framework focused on the process of getting to the answer and then tailor it based on the case you are given. This is useful because it makes you sound more action-oriented and already gives you a starting point to address any case problem. Below is the general structure, which works well for the majority of cases. First, investigate market forces. Second, understand internal client/ project's economics. Third, investigate additional client considerations Finally, consider risks (if applicable) Step Core Investigation Details & Focus Areas (The Mock Response) 1. Market Forces Understand the External Environment Addressable Market Competitive Force Socio-Economic Factors 2. Internal Economics Analyze the Client's Financials Financials: Revenue/Costs Investment 3. Other Considerations Identify Internal Synergies/Factors Product Portfolio Strategic fit Partnerships ... 4. Risks Assess Potential Obstacles Reputation Legal/Regulatory Other This is a mock response: First, I would like to investigate what is happening in the market: C ompetitive forces : I would focus on mapping other medical manufacturers offering the product and understanding if we should expect more actors entering the market soon. Are there alternative treatments? What is our market share? A ddressable market (i.e. volume of patients): It would be important to find estimations of the % of population that suffers from this condition and % that is treated. It would be interesting to know if this % are changing significantly in recent years S ocio-economic environment: It is important to consider if we are in a stable economy, or we expect any downward trend. I assume the demand for treatment should be quite stable because it may be a matter or life or death, but still, this could be a factor to consider. Note: These three subcategories (competition, market size and socio-economic issues) are relevant for most cases. You can, however, twist it to make it even more relevant. For example, in this case, you may want to mention that an economic crisis does not affect because it is a medical treatment, and instead focus on socio-cultural considerations (e.g. if it was AIDS, there may be taboo surrounding going to the doctor for help, thus affecting sales) Also, depending on the case, you may need to replace some sections, change the order or even build one from scratch. ___ Second, I would focus on understanding the client's economics: I would review estimations of volume of patients expected. specifically, those interested in being treated I would investigate their costs; first fixed, such as A and B; and then variable, such as Z and Y, and also the investment made so far. I will consider the investment cost a sunk cost  since the treatment is already fully developed. Note: In this case, it does not make sense to mention that you will consider the pricing because that is the answer you need to get to. You skip that part. ___ Third, I would consider other internal factors, such as: Other medical products in the portfolio, to consider whether cross-sell exists or it´s possible, since would affect sales strategy and pricing Potential partnerships with distributors which can influence costs thus pricing Note: These are just some examples that are useful to have at h and. Based on the case, you may come up with different ones ___ Finally, I would consider any risks associated with the pricing, such as: Reputational damage if pricing is considered very high Legal restrictions to set or change the pricing Also: Pricing cannibalization, lack of effectiveness of the treatment, etc. Note: There are cases where the risks section may not fit. Do not include if it does not fit easily. *** Twists to this generic framework If a case is about pricing : Include the final buyer's willingness to pay  considerations in the market forces section. Don´t make the mistake of saying you will you review the client´s pricing (figuring out the pricing is your job). Generally, pricing is set based on three considerations simultaneously: competitor´s pricing, client´s willingness to pay and internal costs (you need to cover those to be breakeven) If a case is about profitability , an investment or a decision go/no-go: When discussing the internal economics, mention that you plan to estimate the ROI, breakeven or a similar metric When discussing other considerations, consider mentioning that you want to map any potential alternative projects/ investments to understand opportunity costs In risks, you may want to mention the point of whether the client has related investment (know-how), and the risk-level associated to that industry (for ex. innovative industries or operations in unstable countries...) Formulas & Maths shortcuts Business cases do not require you to know complex formulas. Generally, the ones listed below should be enough to handle most business cases. Revenue = Volume x Price Cost = Fixed cost + variable cost Profit = Revenue - cost Profitability = Profit/ Revenue ROI = Annual profit/ initial investment Breakeven = Initial Investment / Annual profit Breakeven = Revenue - Costs = 0; X = .... Net profit vs Gross Profit vs operational profit margin Growth rate = (new %- old %)/old % x100 Rule 72 = for estimating the double time of an investment (how long it takes to double the value). Divide 72 by the annual interest rate (%) to estimate the doubling time. For ex. if the growth rate is 6%, the investment doubles in 12 years (72/6) If your target company is specialized in a certain area (e.g. pricing), you may want to review whether there are any other basic formulas involved. In many cases, consulting firms will expect you to do the Maths by hand (without a calculator). That means you need to practice to ensure you are comfortable on the day of the interview. Notating the units (K for thousands, M for millions) for large numbers, asking if you can round, and memorizing 1/2, 1/3, 1/4, ...1/9 are examples of tips that can save you that day. Here are some websites that give you free tips on how to be better with math during business cases: Math Drills | Fast Math Case Prep Fast Math in Case Interviews Case Interview Math (formulas, practice problems, tips) - IGotAnOffer Consulting math: all you need to know (and how to practice) To get the problem right Avoid Doing This Recommendation Do not forget eye-contact. Maintain eye contact.  Consulting is about connecting with your client (or interviewer), not just solving problems. Do not (wrongly) assume that being professional equals being serious. Smile and project enthusiasm.  Being professional doesn't mean being serious. Show genuine excitement for the case; if you seem to suffer, the interviewer won't be excited to work with you. Do not be unprepared - paper, pencil or a calculator Be prepared.  Always have your paper, pen/pencil, and a calculator ready before the interview begins. Do not ask the interviewer if you are on track or if your approach is correct. Do not seek validation.  Assume your approach is correct and keep going; confidence is key. Do not believe the interviewer just wants to hear the final number. Involve the interviewer.  They want to know how you think  and the process by which you reach the answer, not just the final number. Do not use generic terms when discussing the framework or giving examples. Use client-specific language.  Show market understanding by using precise terms. E.g. use " treatment " instead of product , " patient " instead of client , and " hospital " instead of shop  in a medical context. Avoid Doing This Recommendation Do not hold important clarifying question for fear of sounding dummy. Ask clarifying questions early.  Don't hold back important questions for fear of sounding uninformed. You need all the details to get to the bottom of the problem. Do not forget the key problem statement. Remember the objective.  Keep the key problem statement in mind, or revise your notes if needed. Never ask the interviewer to repeat the main problem statement Do not assume that you know what the client wants just because the statement includes some vague goal. Verify the client's goals.  Don't assume you know the objective. Fully understand the main goal(s) of your client from the beginning (e.g., "Is the goal strictly maximizing profit, or are there additional important objectives?"). When you get to a number, do not assume it is correct. Sense-check your numbers.  When you reach a calculation, take a second to think if the number makes logical sense (the "sniff test"). If you make a mistake, do not panic. Handle mistakes calmly.  If you realize you've made a math error, do not panic. State clearly: "I think I may have made a mistake. Let me quickly review my math to ensure I got it right." What matters is that you realize it quickly. Networking Preparing business cases is often easier for people with connections in a consulting firm. Why? They can get first- hand guidance (like the advice above) and, more importantly, use those connections to practice mock interviews. How to leverage connections If you know someone  who works at a consulting firm, ask them for a favor: a 45-minute mock case  run-through (when you already feel you are 99% ready) If you don´t know anyone, it is okay. There is  plenty of material to read  (see relevant links below) Ultimately, the most important step is to find people to do mock practice with —either current consultants or other candidates who are in the same application process as you. If you don't know any consultants: Reach out on LinkedIn. Contact people who hold a similar position to the one you are applying for, even if you don't know them ( read here for more detail). If you want to find other candidates to practice with: Use platforms and forums  to find candidates. Structure your sessions:  Usually, you agree on having a videoconference and doing two mock cases. First, one person is the interviewer, and then that same person becomes the candidate. This closely resembles a real interview Tips for effective practice: This is recommended when you already know the structure and have done some mock cases while keeping track of the time. Try to choose a partner who is at a similar level of practice (e.g. +10 mock cases) Practice with more than one partner , so you get different types of feedback Ask case partners for specific types of cases that you need to work on (e.g. different industries) Prepare a case to give to your partner, so your feedback is better, and you add value to them Where to find partners You can find groups dedicated to consulting prep on LinkedIn, Facebook or similar (1) Case Interview Partners | Groups | LinkedIn Interview Partner: Candidate Listing | PrepLounge.com

Detailed guidance on how to write a top-notch cover letter. Includes a template, samples and pro tips to avoid common mistakes. Why write a cover letter Recruiters ask for cover letters because they offer valuable insights into a candidate's personality, communication skills, and motivation. Also, it allows candidates to personalize their application and be explicit about how their experience and skills fit the specific role and company. Resumes and cover letters serve different purposes. While your resume is a polished summary of what you have accomplished so far, your cover letter is a professional letter that provides context and explains what you plan to do in the future. Not all jobs require cover letters. However, submitting one is a good opportunity to catch the attention of the recruiter and stand out from the crowd. In addition, if submitted when optional, it shows that you genuinely care about your application and are willing to go the extra mile. Cover letters are as important as resumes. A bad cover letter can cancel the impact of a good resume, though an impressive cover letter is unlikely to salvage a poor resume. Structure Here is the general structure of a cover letter: I. Contant information Your Name State, Zip Email and phone number Today’s Date II. Recipient information Mr./Ms./Dr. Name (actual name) Title Organization Address ** Body paragraph Dear (recipient name): The opening paragraph  (max. 5-6 lines) should clearly explain why you are writing, stating your specific employment interest. It´s also helpful to include an overall summary of the key skills, knowledge areas, or experiences that you bring to this role. The next paragraphs will then expand on and illustrate what you are summarizing in this first paragraph. The middle paragraph(s)  (max. 12- 15 lines) should summarize the aspects of your background that will interest the employer. Discuss your qualifications in terms of the contributions you can make. Ideally, focus on a specific role or project which best showcases your skills and impact. While you shouldn´t repeat your resume verbatim, don’t hesitate to refer to the most important information discussed in it. The closing paragraph  (max 6-7 lines) should explain why the position and the particular organization are attractive to you. It should also pave the way for the interview. Provide three authentic, specific and well-researched reasons. Step by step and Sample cover letter Opening paragraph   Be clear about the position you are applying to and why you are a candidate worth considering. If you start off with a very specific conclusion that confidently states that you have what the employer is looking for, then the reader will also gain confidence that your letter and resume are worth reading. Although writing a standard opening is correct, you can also include a short, catchier introduction that encourages the recruiter to keep reading. Standard Intro: I am excited to apply for the position of Sr. Project Management at Meta Product Data Operations team. My strong educational background in Project management, coupled with +7 years of experience delivering complex operational efficiency projects in the technology industry for +20 leading clients, makes me a very solid candidate for this position. Catchier Intro: I am excited to apply for the position of Sr. Project Management at Meta Product Data Operations team. My passion for this field began when I was just a child and I saw my father dealing with complex infrastructure projects at X company. Since then, I have acquired a strong educational background in Project management and dedicated the last 7 years to delivering complex operational efficiency projects in the technology industry for +20 leading clients. This makes me a very solid candidate for the position. Middle paragraph(s) Rather than summarizing the content of your resume, focus on a few things that can show relevant skills you leveraged (transferable to the new position), as well as the impact you achieved. 1. Identify the skills, experiences, qualities that you would like to focus on in this paragraph 2. Support the skills, experiences, and qualities of focus with examples that demonstrate them 3. Demonstrate how this ties back to the position, if necessary Rather than saying explicit things like “I can make a uniquely valuable contribution to your organization”, give the employer enough relevant, targeted information so they can reach that conclusion by themselves. Also, be specific and credible. Tell stories that have context (START Method), so they can understand why they mattered. For example: “When I was working as the president of X student group, one of the challenges that we faced was XYZ.” Once you have created a touch of drama, describe how you used your skills to overcome it, for example: “So what I had to do was build relationships with administrators on campus by communicating the critical role our group played in doing ABC.” Sample: For almost five years, I provided +50 sales specialists with technical support for developing all the national proposals in the X industry. This role was key because each project was signed for an average of USD X M, and any miscalculation would involve serious legal and financial implications ( context/drama; data ). Here, I developed very strong PMO capabilities, especially budget and stakeholder management given my responsibility for reviewing all budgets (total USD Y M) and coordinating deviations with the financial department ( relevant skills ). My proactivity in designing a new financial tracker ensured X and Y, and 100% of the projects met their KPIs ( impact ). Closing paragraph   Write three reasons why you want the job and why you want to work for them. Avoid generic comments that would apply to any job or company. Even if they know you are probably applying to other positions, you need to make them feel this is not the case. For Why this role position, you can explain your genuine interest for many reasons: Opportunity to apply know-how to another industry Opportunity to specialize more in something you do today Interest in broadening the scope you have today (be careful with implying you don´t have the necessary experience) Interest in applying your experience to a new client segment Interest in combining skills from different jobs into one position Excitement about building something from scratch (e.g. a team) .... Sample (job): This role excites me for several reasons. First, it allows me to deep dive in an industry that I am familiar with and that I consider the most technical and complex. Second, it will allow me to combine a focus on sales processes with the management of day-to-day operational processes. Finally, it will be an opportunity to apply strong team management skills to help grow an even bigger team. For Why this company , do research. Often, this is the part where candidates fail. It´s common that they say things like "I want to work in Meta because it is a very innovative company, it is growing fast, and it offers growth opportunities." This statement could apply to thousands of companies. You can explain your genuine interest for many reasons, and it is important you are specific to show you did research and include some supportive data/ facts: Company is investing heavily in innovation Company is one of the fastest growing Company is pioneering in certain tools, methodologies, etc. Company has a culture that aligns with your values Company is focused on client segments that you value Company has a social cause you believe in ... Sample (job): Meta is my first choice by far. You have invested in innovation and new development more than any other tech company in 2024 (USD X M). You have an impressive growth record as a result of purchases such as X companies and your expansion to Y geographies. Finally, I did research on Glassdoor and spoke to a few current employees in the NY office and the culture stands out for teamwork and growth opportunities, which are my top priorities when deciding where to work. I look forward to hearing from you. Best regards, More tips Structure Write a new cover letter for every job application, ensuring it’s tailored to the company and the specific role (even if you recycle some sections) Do not use more than one page (aim for 3-4 paragraphs) Address the letter to a named person whenever possible. If you can´t find a named contact, you could use ‘Dear Recruitment Manager’ or ‘Dear Recruiter’ Include the actual address of the company HQ or the office location you are applying to Include an actual digital signature  (not just your typed name) Content & Evidence Give evidence for your claims. If you say you are proactive or good at problem-solving, you need to demonstrate this with a specific, relevant example Quantify your evidence whenever possible (e.g how much, how many, how often, or monetary value) Match the keywords used by the employer in their job advertisement to show alignment with the role´s requirements Maintain an enthusiastic and interested tone Style Avoid passive voice  (e.g use "I accepted X offer" rather than "An offer was given to me") Do not start every sentence with "I" (e.g. say "Meta is my first choice" rather than "I would love to work for Meta") Avoid overly long  or difficult-to-understand sentences Double check spelling and grammar before you send it Give yourself plenty of time to review and revise before the application deadline Keep a copy of your cover letter as recruiters may ask you about its content in an interview < Click here  to go back to " Tech companies " Menu>