When preparing for a case interview, especially under time constraints, working with an experienced coach can significantly enhance your chances of success.
💡 Pro Tip: PrepLounge offers access to over 800 (former) management consultants from top firms like McKinsey, BCG, and Bain, who are ready to help you perfect your interview technique.
What Are the Key Advantages of Practicing With a Coach?
Personalized Feedback
One of the primary benefits of working with a case coach is receiving tailored feedback. Unlike general preparation methods, a coach can pinpoint your specific weaknesses and provide actionable advice to improve. This personalized approach ensures that your preparation is efficient and targeted, addressing your unique needs and challenges.
Realistic Simulation
Practicing with a coach allows you to experience a realistic interview setting. Coaches who have conducted numerous case interviews can replicate the pressure and dynamics of a real interview, helping you become more comfortable and confident. This experience is invaluable, as it prepares you to handle the stress and spontaneity of actual interviews.
Insider Knowledge
Experienced coaches often come from prestigious consulting backgrounds themselves. Their insider knowledge about what top firms are looking for can give you a significant edge. They can share insights about the interview process, common pitfalls, and the specific attributes that firms value, ensuring that you are well-prepared to meet these expectations.
Structured Approach
A coach can help you develop a structured approach to solving case problems. This structured thinking is crucial in case interviews, where clear, logical, and well-organized answers are highly valued. Coaches can teach you frameworks and methodologies that streamline your problem-solving process, making your responses more coherent and compelling.
Time Efficiency
For candidates with limited preparation time, coaching is a highly efficient way to get ready. Coaches can quickly identify areas that need improvement, helping you focus your efforts where they are most needed. This targeted preparation can save you time and help you progress faster than you would on your own.
Confidence Boost
Confidence plays a crucial role in interview performance. Regular practice with a coach can boost your confidence by familiarizing you with the interview format and helping you refine your answers. Knowing that you have prepared thoroughly with expert guidance can significantly reduce anxiety and improve your overall performance.
How PrepLounge Optimally Supports You With a Wide Range of Coaching Options
🚀 Flexibility and Convenience
PrepLounge offers a variety of coaching options to fit your needs and preferences. You can choose from individual sessions, CV reviews, or comprehensive coaching packages that include multiple sessions or focus on specific topics. Additionally, there are programs available that combine a premium membership with coaching credits, providing a cost-effective way to access top-notch coaching services.
📅 Workshops and Online Events
PrepLounge also regularly hosts workshops and online events led by experienced coaches. These sessions cover a range of topics and provide opportunities for interactive learning and direct feedback. Participating in these events can further enhance your preparation and keep you updated on the latest trends and techniques in case interviews.
How to Find the Perfect Coach to Suit Your Needs
To find the perfect coach for your case interview preparation, you can proceed in three steps within the coach overview:
Filtering: Begin by filtering the coaches based on your most important criteria, such as price per coaching session, or employer.
Selection: Choose up to 10 coaches whose profiles, ratings, Q&A contributions, and PrepLounge awards you wish to explore further.
Contacting: Reach out to 2-3 coaches to address any potential questions or concerns about their coaching approach. Feel free to ask if they offer a free intro call.
What Makes a Good Coach?
Good coaches are characterized by the following features:
Customization: they tailor the coaching to your specific needs.
Good rapport: They make you feel comfortable and work well with them.
Transparency: They offer you full transparency about the coaching process on PrepLounge.
Final Thoughts on Working With a Coach
Practicing with a coach is a strategic investment in your case interview preparation. The personalized feedback, realistic simulation, insider knowledge, and confidence boost that coaches provide can make a significant difference in your performance. With the expert guidance available on PrepLounge, you can ensure that you are thoroughly prepared and ready to excel in your case interviews.
By leveraging the expertise of experienced case coaches and taking advantage of the diverse coaching options and events available on PrepLounge, you can maximize your preparation efficiency, build your confidence, and increase your chances of securing a position at a top consulting firm.
Stop starting with a framework - Start with the business in mind. be curious as you were in a normal conversation with friends or at work. you re pattern-matching the prompt to a template instead of reasoning about the actual business. Wildcard cases expose this because the business model doesn't fit the template. The fix isn't a better template, it's training yourself to derive structure from first principles every time. 3 exercises: Blank page drill. Pick a niche company, write down how it makes money, what could go wrong, what drives performance. Three minutes, no frameworks. Do this daily, separate from your case practice. Retroactive restructuring. After every case, rebuild the structure from scratch using what you learned. Force it to look nothing like a standard template. A hospital case and a SaaS case should look completely different. Hypothesis-first. Before writing any bucket, state what you think the problem is. Then structure to test it, not to explore everything. This alone will make your structures feel sharper and more intentional. The benchmark: your structure should be specific enough that someone reading only the labels can tell what industry and business model the case is about. If it could apply to any company, it's not done yet.
Porsche Consulting's format is different from MBB, and that actually works in your favor if you prepare right. This is a "case presentation" style. You get info, work alone for 10 minutes, then present for 5 minutes. No back and forth during analysis. What they are really testing: Can you scan information quickly and spot what matters? Can you structure a problem under time pressure without guidance? Can you deliver a clear recommendation, not just analysis? How to use the 10 minutes: First 2 min: Read everything. Do not solve yet. Identify the core question and key data. Next 5 min: Build your structure. Three buckets max. Do the math. Get to a directional answer. Last 3 min: Prep your presentation flow. Opening line, structure, key insight, recommendation. Do not script, just nail the flow. For the 5 minute presentation. Lead with your recommendation within the first 30 seconds. "I would recommend X, here is why." Then walk through your logic. Do not narrate your thought process chronologically. That is boring and wastes time. On case types. Porsche Consulting focuses on operational efficiency, lean transformation, and manufacturing. Expect cost optimization, production improvement, or supply chain cases. Think "how would you improve throughput at this plant" not "should this company enter China." Key thing most candidates miss. Structure and clarity matter more than the "right" answer. They know you cannot solve it perfectly in 10 minutes. They want sharp thinking and confident delivery. Practice by giving yourself exactly 10 minutes on any case, then present out loud for 5 minutes. Record yourself. You will immediately spot where you ramble.
I wouldn’t rush to cancel. Two weeks with 1 focused hour per day can be enough to reach a solid level — especially for R1. What matters is how structured and intentional that hour is. Before deciding, ask yourself three things: 1. What’s your baseline?If you already understand basic case structure and have done a few live cases, you’re likely closer than you think. 2. What’s the downside of trying?Even if you don’t pass, a real interview is extremely valuable experience. Many candidates perform better in R2 simply because R1 removed the fear factor. 3. Can you prepare smart, not long?In limited time, prioritize: Core structuring drills 4–5 high-quality live cases Clear communication and math accuracy Strong personal fit stories What I wouldn’t recommend is canceling purely out of fear. Cancel only if you genuinely have zero foundation and no time to build one. In most cases, it’s better to prepare efficiently, show up, and treat it as an opportunity — not a verdict. You might surprise yourself. Let me know if you want support or talk it through — happy to help!
Upon clicking on the McKinsey Solve assessment link and accepting the Terms & Conditions, I’m prompted to click “Get Started.” Before clicking, I wanted to check whether this will take me through to the scheduling page (mentioned in email) or it will actually start the assessment
10 hrs
< 100
2
Best answer by
Cristian
I wouldn't. Not until you're actually ready to 'Get Started'. If you have any questions about the test itself, then ask the recruiter, but don't try to go through multiple windows of the test without planning on actually doing it. Best,Cristian
The fact that they called you back is a very strong signal. Bain does not do this unless they genuinely want to hire you. They are giving you a chance to prove you can handle this area. That is good news. How to prepare: Read three to four free industry primers from McKinsey or Bain on mining, oil and gas, industrials. You are building intuition, not expertise. Practice two to three cases in upstream or industrial settings. Force yourself to think about asset utilization, commodity exposure, and capital allocation. Practice narrating value creation out loud. "In this type of business, value is driven by X, Y, Z." That framing at the start of a case immediately signals you understand the industry. On "finance focused" cases. They will not quiz you on accounting. They want to see if you can look at financial data, spot the real issue, and connect it to operational drivers. Practice reading P&L statements and asking, "What is the story here?" You are closer than you think. They already believe you can do the job. This round is just about proving you are not one dimensional. Feel free to reach out if you want to do a focused practice session on upstream cases before your interview.
How long would Bain Capability Network take to revert back for An Analyst Financial Services role New delhi India role. I have applied via a referral 21 days ago.
10 hrs
< 100
4
Best answer by
Cristian
Hi there, It's not a delusion. It sounds like you fulfil the criteria for the role, at least high level. If it's taking longer than you expected, it might just be because of processing times on their side. I would recommend you wait for the one-month mark and then follow up with them. And in the meantime, do apply to other roles. Diversifying is critical in a strong consulting application. Here's a guide you might find useful to read: • • Expert Guide: Build A Winning Application Strategy Best,Cristian
How to prepare for Carve-Out and Integration Cases?
10 hrs
< 100
3
Best answer by
Alessandro
hey, happy to help here. lots of folks have shared what works for these interviews so can pass that along. carve-outs arent like normal M&A cases. forget the standard "synergies and cultural fit" stuff. here youre basically doing surgery on a company, so your framework needs to reflect that. what actually works: scope first - literally draw a circle around whats being sold. sounds dumb but half the candidates mess this up. is it a product line? a geography? a division? everything else flows from this. the three entanglements - once you know the scope, map what sticky stuff connects the carve-out to mom. usually its: IT systems (the big one, always takes longer than people think) shared services (HR, finance, legal) physical stuff (warehouses, factories) contracts (suppliers, customers) standalone economics - can this thing actually breathe on its own? whats the cost gap between being supported by mom vs hiring their own finance team, their own IT helpdesk, etc. interviewers love when you flag that the carved out biz might look profitable but thats only because theyve been subsidized. TSA hell - transition service agreements. who pays for what and for how long. this is where your numbers usually show up. calculate the TSA fees, the one-time separation costs, and the stranded costs that mom eats. for PMI cases its different. here you want: synergy math - revenue synergies (usually overstated, be skeptical) vs cost synergies (the reliable ones). know how to calculate headcount reductions, real estate consolidation, vendor savings. speed vs risk - fast integration captures value quicker but breaks stuff. slow is safer but you bleed synergies. have a point of view on which lever matters more for the specific case. the 100 day plan - what happens week 1 vs month 6 vs year 2. consultants love this timeline. where the math hits: calculations usually test if you can turn operational stuff into dollar impact. like: "we think we can cut 200 heads, average comp is 80k, whats the saving?" or "IT integration costs 50m upfront but saves 8m a year, whats the payback?" they also love standalone cost gap analysis for carve-outs. "current SG&A is 15% of revenue with moms support, standalone will be 22%, revenue is 400m, whats the profit hit?" for EY-P specifically: their cases are candidate-led which means you drive. dont wait for prompts. also they use a "defend" section where they push back on your recommendation, so actually believe your own answer. and practice mental math. they throw tables at you and expect you to calculate synergies on the fly without getting flustered. hope that helps - let me know if you want me to go deeper on any part.
CV Positioning for MBB After 3 Years in Big 4 (Non-Strategy)
10 hrs
< 100
6
Best answer by
Mike
Hey!I was in a very similar position, so sharing what worked and what recruiters explicitly told me.1. Positioning Big 4 non-strategy experience: For generalist strategy roles, I would lead with the enterprise model angle, not the IT label. Mentioning IT is fine only as context, not as the core framing. Recruiters screen for problem scope, seniority of stakeholders, level of ambiguity, decision impact.So instead of (for example) “IT operating model” I would frame it as: “Enterprise operating model redesign and governance transformation across multiple functions, with IT as the primary execution layer”, or maybe a little bit shorter. Same logic for each project you had. You can still reference IT where it adds credibility (in terms of complexity, scale), but avoid making your profile look like a functional IT specialist. The story should be: enterprise transformation, not IT consulting.2. Extracurriculars after ~3 years of experience:At the 3-year mark, recruiters care much more about professional leadership, not extracurriculars.I would recommend: keep 1 strong university leadership experience if it is truly distinctive (founder, president) if you had it. Do not force recent extracurriculars just for recency, as no one expects heavy involvement once you are working full-time.3. Title calibration (Associate Consultant vs Consultant):That’s a common problem for Big 4. Never inflate titles - MBB recruiters do background checks and value consistency. I would keep the official title (“Associate Consultant”). Use bullet points signal the seniority, not the title. If your experience reads like a Consultant, they will map you accordingly regardless of label. Also, expected promotion can be mentioned in the cover letter or recruiter conversation, but not on the CV. And mention it only if it is already approved.Good luck with your application. I can help you with further consultation if you’d like.
How is working in CP&I (capital projects & infrastructure) EPC (Engineering Procurement & Construction), MPA (Major Projects Advisory) vs strategy/CDD? Are CP&I, MPA, EPC comes under one practice as a whole or different? Is it just procurement and SCM of direct materials or more?
10 hrs
< 100
4
Best answer by
Alessa
hey! CP&I usually sits as a broader practice focused on large scale infrastructure and industrial projects, while EPC is more about the actual delivery of projects including engineering, procurement and construction execution. MPA is typically advisory focused, helping clients govern, de risk and optimize major projects rather than building them. So they are related but not always the exact same team, it depends on the firm structure. The work goes far beyond just procurement of direct materials. In material management and costing you would look at supplier strategy, contract models, cost transparency, should cost modelling, risk buffers, capex optimization and sometimes claim management. It is commercial and analytical, not purely engineering, so you do not need a technical background if you are strong in structuring and numbers. Compared to classic strategy or CDD, it is more operational and execution focused and often longer term, less slide heavy and more impact on the ground. It can feel more detailed and process driven, but not necessarily monotonous if you enjoy tangible projects and cost levers. best, Alessa
Questions about market size are frequently asked in case interviews in consulting because they require a blend of logic, mathematics, and common sense. They can be asked as standalone questions or as part of a larger case. Applicants who are familiar with market sizing questions can really perform here.
Market entry cases are one of the key issues in the consulting industry and present consultants and firms with unique challenges and opportunities. These cases require deep analysis and strategic planning to successfully enter new markets.
Brainteasers are a type of problem that focuses on a single issue rather than complex business cases. They require out-of-the-box thinking, logic or math skills and can take the form of riddles, word problems or visual puzzles. These tasks are designed to test your problem-solving skills, analytical thinking and ability to remain calm under pressure.Typical problems cover everyday life's topics and might even include unrealistic assumptions. All necessary information is usually included in the question so that further assumptions are not necessary. This article explains in more detail why brainteasers are useful in case interview preparation and how to solve them.