I recommend you watch our other videos which may help you understand how consulting works and what the roles and responsibilities on a consulting engagement team are.

It’s actually not at all based on tenure. Across the different levels there are time windows in which you should be promoted, and if you are not, the up-or-out principle becomes relevant. But WHETHER you are promoted is not dependent on tenure, it depends on whether you pass the bar that is set for the role. For being promoted from business analyst to associate, for example, you need to show that you can handle a workstream by yourself. For becoming a project manager you need to lead teams and create first knowledge contributions. And for making partner, among other things, it’s about your ability to create business. Becoming partner is actually not a promotion, but an ‘election‘. And if you are not elected several years in a row, you are asked to leave. If you are interested, we may make a video about how you can make partner.

If you mean the section at 5:53, then we suggest you listen to it again. We mentioned PowerPoint, Excel, Project Management, and Client Interaction. This was just to give some flavor, we could have added to this list (e.g., comprehension skills ;)

It's not quite that simple. Actually, we made a video about Steve Jobs' take on consulting: kzbin.info/www/bejne/jF6yY3ltoL2JaLs

That's an interesting question. We would say the rule of thumb is: The more individualized and context-specific the project is, the less likely you'll see AI. That's why we would say in order of most to least affected: CDD > Strategy > Operations/Optimization. The reasoning is that a CDD (commercial due diligence) often follows a similar structure and a similar playbook. You need to gather a lot of information about an asset and about a market. And if your AI is plugged into the right, high-quality data sources, you could relatively easily create certain market overviews, with growth rates, price changes, or market share developments. DDs are usually some of the most stressful projects with a lot of material to be produced, but part of it could be semi-automated. So, it could be an interesting proposition (even though it still needs a lot of human intelligence, reasoning, and contextualization). A strategy project is extremely company-specific. You could establish some market overviews with AI. But to lead the discussions on where the company should be headed is way beyond the AI. Lastly, operations projects. There are some types of optimizations where AI could be very useful (e.g., e-commerce, or logistics). But in others, where you really need to get your hands dirty, observe processes, and interview employees, it's much more difficult. That's extremely hands-on, and extremely context-specific - and therefore, not really AI territory. But definitely a question to think about!

@CaseInterviewHub that's a very interesting point. BTW I just asked chat gpt the same question, and it answered strategy > cdd > operation

Usually they would go into additional information, or extracurriculars (e.g., Google certificate on machine learning) If they are absolutely essential to the role, or quite significant (a 12 week intensive online course from Harvard) then you could put it into the education section as well. A rule of thumb: The more important it is in your overall application story, the more prominently it should be positioned. And if you have done 20 courses on Udemy which are all not relevant, you don't need to mention them at all.

The increasing prices have impacted my plan to retire at 62, work part-time, and save for the future. I'm concerned about whether those who navigated the 2008 financial crisis had an easier time than I am currently experiencing. The combination of stock market volatility and a decrease in income is causing anxiety about whether I'll have sufficient funds for retirement.

This is precisely why I like having a portfolio coach guide my day-to-day market decisions: with their extensive knowledge of going long and short at the same time, using risk for its asymmetrical upside and laying it off as a hedge against the inevitable downward turns, their skillset makes it nearly impossible for them to underperform. I've been utilizing a portfolio coach for more than two years, and I've made over $800,000.

How can I reach this person?

Marisa Michelle Litwinsky’’ is her name. She is regarded as a genius in her area and works for Empower Financial Services. She’s quite known in her field, look-her up.

Thanks a lot for this suggestion. I needed this myself, I looked her up, and I have sent her an email. I hope she gets back to me soon.

The exit you describe is very unusual, an exit to a corporate is much more common

What will change in your opinion? If you are more interested in the topic, we have a dedicated video on what AI tools McKinsey uses: kzbin.info/www/bejne/gaC0kKafg7KBmc0si=tNhJ7AaPUb_eb8a6

As you are probably aware, money is not everything. And if you come from an environment where you were working with highly motivated colleagues on high-impact projects for senior clients, the shift to a corporate can be frustrating. And even your great salary won't make up for spending 40-60 hrs per week on projects that don't really matter with colleagues who don't really care. And this is...the harsh reality ;)

You're 100% right. We are coming from the strategy consulting point of view and the salary there is just a lot higher than at the Big4. So the move to a corporate usually doesn't come with a hugh increase in salary (usually it's actually accepting a slightly lower salary as a trade off for a much better lifestyle)

You're right - we are more focusing on strategy consultants. As you are pointing out, for Big 4 consultants, the move to a corporate often comes with an increase in pay (for strategy consultants usually not so much given the already higher salary baseline). We also know of colleagues who really have shifted the mindset of the company they joined. But we know way more examples that made the move to a large, slowly moving, and highly political corporate. Nonetheless, to your point, there are many attractive positions at corporates where you can really progress and have an impact.

We 100% agree that in an ideal world, the picture would look different. The reality though is that >90% of assistants at the leading consluting firms are women and that the vast majority of IT Support is offshored/nearshored to Asia (with the exception of hubs in Central America/South America and Eastern Europe). We are not trying to feed the traditional stereotypes here but unfortunately, this is just the reality.