How a first-round consulting interview actually works

If you've never done a consulting interview before, the process can feel like a black box. You know there's a case, but how much time do you actually spend on it? When do you get to ask questions? And is it okay to pause before answering?

Here's the reality: the structure is consistent across firms, and once you know the flow, it feels far less intimidating.

Part 1: The Interview Flow (Big Picture)

Most first-round interviews run about 30 minutes. Here's the usual breakdown:

Intro (0–5 minutes)

A quick hello and light warm-up, usually a short question about your background.

Case Interview (20–25 minutes)

The main event where you work through a business problem.

Wrap-Up / Q&A (0–5 minutes)

Expect your interviewer to ask a behavioral question, such as why consulting, why this firm, or an example of teamwork. Have a thoughtful answer ready.

Part 2: Inside the Case (The 20–25-Minute Breakdown)

Case Intro + Clarifying Questions (2–3 minutes)

The interviewer explains the client and the challenge. Your job is to listen carefully, note the key details, and ask one or two clarifying questions to confirm the goal and any constraints.

Framework (~1 minute to think, 1–2 minutes to share)

You'll often be given a moment to organize your approach. Take about a minute to structure your thoughts and then explain them clearly and top-down. Focus on the big areas you want to explore and why.

A note on changing trends: Some cases skip frameworks entirely and go straight to analysis. This usually happens when the case is highly quantitative and they want to leave more time for problem-solving. Do not get thrown off if you hear something like, "We'll skip the framework and dive into the data." The principles are the same: stay structured and keep the objective clear.

Core Analysis (15–20 minutes)

This is the heart of the case and typically includes a mix of questions such as:

• Market sizing or estimating potential demand
• Profitability analysis, often breaking down revenue and cost drivers
• Market share calculations or pricing analysis
• Cost structure deep dives, like identifying drivers or opportunities for reduction

The interviewer will often introduce data or a question to push the discussion forward, but you should always be steering the conversation. That means explaining why you want to look at a certain metric, interpreting the "so what" of any analysis, and connecting insights back to the client's objective.

Strong candidates treat this section like a dialogue, not a series of isolated math problems. Use your notes to keep things organized and maintain a clear line of reasoning throughout.

Recommendation (2–3 minutes)

When the interviewer asks for your recommendation, stop analyzing and synthesize:

• Start with your main answer
• Back it with one or two key findings
• Add next steps or risks if time allows

They want clarity and confidence, not a perfect answer.

Tips and Common Misconceptions

Pauses are okay at multiple points, not just before your framework. If you need 30 seconds before a math question or to collect your thoughts, take it. Clear thinking beats rushed thinking.

If you hit a roadblock:

• Summarize what you know and what makes sense so far
• Signal where you are unsure and ask for a nudge in a professional way, e.g., "Points X, Y, and Z make sense, but I'm unclear on this piece. Is there any data we can look at, or a way to check that assumption?"

This shows self-awareness and collaboration, both critical consulting skills.

Some cases skip frameworks. Do not be thrown off if the interviewer moves straight into analysis.

The myth of interview-led vs candidate-led. People often say McKinsey is interviewee-led, Bain is interviewer-led, and BCG sits in the middle. In reality, it depends far more on the individual interviewer and your performance than the firm. Across the board, you are expected to take ownership of the problem and drive toward a recommendation.

Your Q&A is not fluff. Expect a behavioral question, not just a chance to ask about the firm. Prepare an example or a short, strong response to common prompts like "Why consulting?" or "Tell me about a time you worked on a team."

Your sheet of paper is a tool. Use it to capture insights, organize your structure, and keep your math clean. Over time, you'll find a system that works for you. (I'll share my approach in a separate post.)

Bottom line

A great case interview isn't about memorizing frameworks. It's about staying structured in an unstructured problem, knowing when to pause, and showing judgment on when to push forward and when to ask for input.