Prepare for consulting conversations and cases · How to use this page
Choose a topic to show one view at a time. Click the conversation stages for prompts; checklist selections last for this visit. Use the original document to verify peer advice.
Select a stage to see a practical prompt. The sequence below is Harper’s interpretation of the peer advice.
New from Career Services · September 22
Build your story around three connected parts: relevant background → recruiting goals → evidence of the value you bring. Choose details for the person listening.
Prepare an introduction suited to the setting, plus your reasons for consulting and an MBA. It is fine to be exploring industries or functions.
Bring questions that go beyond the firm’s website. Use the conversation to understand the work and test your interests.
Check the location, time zone, camera and attire. Respect the allotted time; the peer suggestion is to wrap a 30-minute chat around minute 25–28 when the discussion is complete.
Send a short thank-you with one specific takeaway. If you cannot attend an RSVP’d session, notify the host in advance when possible; otherwise send a concise apology.
If the other person misses the call, politely offer to reschedule and include your availability.
What should I wear?
The document recommends business casual for MCG and firm events, with more formal attire for interviews. Its examples include a button-down and trousers for meetings, and a navy suit for interviews. These are peer examples; the actual invitation’s dress code takes precedence.
Leave room between commitments.
This diagram shows the rhythm described in the peer notes, not confirmed events or your personal schedule.
Mon
Possible firm evening
Tue
Possible firm evening
Wed
MCG lunch · check listingPossible firm evening
Thu
Possible firm evening
Fri
Some early-year MCG sessions
The notes describe October firm events mainly on Monday–Thursday evenings, sometimes starting around 4:45 p.m. Later events may be less predictable. Consider this when choosing evening classes.
MCG programming is described as Wednesday lunch at Harper, with some early-year Friday sessions, often at Gleacher. Check the current event listing before committing to a schedule.
A Wednesday with morning class, MCG lunch, afternoon class and a firm event can be exhausting. Leave realistic travel, preparation and recovery time.
Use bidding alternates and choose classes you actually want. Consider group-work commitments; recruiting is not a reason to leave teammates carrying your share.
Follow the process. Improve with feedback.
01 · Check instructions
Wait for MCG’s current outreach guidance.
02 · Get human feedback
Use MCG and Career Services résumé reviews.
03 · Revise & explain
Strengthen your evidence and the reasons behind your choices.
Outreach and résumé preparation
The group’s guidance is to wait for MCG’s outreach instructions rather than cold-contacting consulting employees on LinkedIn ahead of the process. Take multiple résumé-review passes through MCG and Career Services; use VMock as a supplement rather than the only review.
Courses, concentrations and timing
Choose concentrations you want to study and be ready to explain why. The document mentions Competitive Strategy as potentially useful, while cautioning against spending substantial bid points solely for recruiting. Interview and offer timing varies by firm; the notes describe January interviews but do not establish your individual schedule.
Choose the skill you want to work on.
Harper’s exercises are original teaching examples, not actual employer questions or assessments.
Explore a case · Original practice
A café’s sales grew. Why did profit fall?
Select a branch to inspect the evidence. Follow the relationship from profit to its drivers, then test a recommendation.
Build a recommendation → Reveal the worked answer
Investigate the rise in variable cost per order first. It increased from $4 to $5. Holding everything else constant, returning it to $4 would recover $1,200 in monthly profit. Check whether ingredients, waste or product mix caused the increase before cutting costs.
Higher order volume contributed $1,600 at the old $8 contribution per order, but the unit-cost increase used $1,200 and higher fixed costs used $1,000. Net profit fell $600. Test supplier or waste changes without weakening quality; track contribution per order and repeat purchases.
Illustrative monthly data. This diagram is a starting structure, not a universal framework or an employer assessment.
Digital assessments
Three questions each for Bain, BCG and McKinsey Solve, with starting hints and explanations.