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Transcription: McKinsey Case Study Interview: College Football Program
The Prompt
MC
In today's case, we're working with Kayla, who had the courage to practice and work through a McKinsey profitability case on a livestream with tons of onlookers. The case is led by Lisa Bright, an ex-McKinsey interviewer. Kayla's preparing to interview for a full-time consulting position this fall. All right, so our client that we're working with today is a public university. And they are considering adding an intercollegiate football program to their athletic program at their school. Their only financial requirement is to break even.
They're also interested in the non-tangible or intangible benefits as well. Longer term, they hope to pay for a new stadium and use football to subsidize other sports programs on their campus. Here's some additional information about the school and the university as a whole. Enrollment is currently 10,000 students, the school is near a city of about 1 million residents. It's located in the southern US where football is quite popular. And the school feels that adding a football program has many benefits, including increased exposure and brand awareness, school pride, enhanced college experience for students, and improved connections with alumni as well as additional revenues that they could bring in.
The school currently participates in 16 men's and women's sports, including basketball, track and field, baseball, etc. So they're asking us to help them determine whether or not this is a good idea moving forward. So what factors would you want to assess to determine whether it's a good idea to add an intercollegiate football program to their athletic program at their school?
Kayla
Great, that all sounds good. I'm just going to go ahead and quickly recap everything you said and make sure I heard everything correctly. So our client today is a public university. And they're wondering whether or not they should add an intercollegiate football program to their athletics program. Their only financial goal is to break even, and they're quite interested in the financial benefits, or the intangible benefits of adding this football team to their athletics program. They're hoping it'll subsidize some other athletic programs, and also bring camaraderie, alumni support and many other benefits to the school. Did I get all that right?
MC
That sounds about correct.
Kayla
Super. Well, with that. I see any, I don't have any questions at this point. So I'll probably go ahead and take a couple moments and come up with a structure and then we'll dive into it.
MC
Okay, sounds good.
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Case Structure
Kayla
All right, I have a brief structure here. So I have three main buckets. The first one is our revenue bucket. The second is what the costs would be. And the third is our intangible benefits. These are the three main elements I'd like to assess here to determine whether or not they should add this intercollegiate football program.
First, diving into the revenue bucket, I'm really interested in the potential market for those who would be attending the games, how much money is really possible to raise here, and to justify all the costs of this new stadium and the football team.
Second, what prices would they be able to charge for the games. And then third, what channels are we going to use to access our customers for this new stadium in the football program and additional costs associated with those. Second, diving into the cost bucket, I really want to know what are the costs to subsidize the other athletic programs, as this seems to be a major concern for the client. What are the costs of this new stadium along with any other fixed costs of setting up the program.
And lastly, what are the variable costs associated with this program, specifically with the games, and then how many games they would have a year, and so forth. And lastly, I'm curious about the intangible benefits here, which is also a big concern of a client's. Particularly first, what benefit would alumni bring to this new program, and how could alumni potentially bring in more money to the school and other programs by having this new intercollegiate football program.
Second, how would this benefit the students at the school, particularly those involved with the football program and other athletics. And third, kind of questioning a potential risk of this, which would be taking away from other athletic programs here. It seems that there could be a lot of benefits, but I also want to assess the risks.
MC
Great. So before I dive in and give you some additional data, could you tell me a little bit more about the revenues, any other potential revenue streams that you could anticipate being able to be generated from this program?
Kayla
Yeah, well, there's, of course, so the revenue of the games themselves, people coming to pay for the games, if it's going to be televised, particularly any financial benefits from being televised. Also, for selling anything at the game, such as food, gear, kind of merchandise related to the football team.
MC
And then regarding the cost, the fixed and variable that you mentioned, could you give me a couple of examples within those of what you think the major costs might be?
Kayla
Sure. So for fixed costs, the major cost is going to be building this new stadium. And then in addition to that, any fixed costs regarding setting up the team, if we need training equipment, any other uniforms, all the gear that the team would need. Also employment, if we're going to have to hire new people to coach the team and run all of the football program, and then as far as their variable costs, how much will it cost to set everything up per game. Yeah, that's about it.
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Additional Data
MC
Okay, so let me provide you with some additional data to get you started. So as a result of this football program, we estimate that we can increase tuition and student fees by $250 per student per year. They're also expecting to be paid $300,000 for an away game, of which there would be six away games in a season. Regarding ticket sales, they're estimating to charge $25 for a home game, and there would be six of those as well.
And they're expecting an attendance of 7000 attendees per game in their first season. This is going to exclude student attendees, they get in for free. And then lastly, they're expecting to receive a million dollars a year from alumni support. So what would be the anticipated annual revenues of this program in the first year?
Kayla
I just want to clarify a couple of things to make sure I got all these numbers right before I jump in. So based on the new football program, we would be able to increase tuition by $250 per student per year. We would be able to make $3,000 per away game. And how many of those did you say there would be again?
MC
So six away games for the season, it's $300,000 per game.
Kayla
$300,000. Got it. Thank you. And $25 per person, per home game. And there would be three home games, right?
MC
Six. Same as the away games.
Kayla
Same as the away. Thank you. There would be 7000 attendees per game, excluding students. And then we would be able to bring in $1 million estimated from alumni.
MC
Correct.
Kayla
Okay, great. And then we want to figure out how much revenue total they would be able to bring in this first year from the football program. All right, well, diving into this first, I want to calculate this first number, this tuition and fees increase. So if I look back to my notes from before, we have 10,000 students that attend this university, so multiplying that $250 increase gives us an additional $2,500 in revenue per year from tuition increases.
MC
What was that number again?
Kayla
2500 Oops, sorry, forgot zero 25,000.
MC
Double check that. They give 10,000 times 250?
Kayla
Yes, oh, I don't know. Two zeros 250,000.
MC
Once more.
Kayla
Increase. Oh goodness. The zeros always trip me up. Okay, so 250 times 10,000. Let's see here. So, actually 2.5 million. There we go. My bad. Okay, moving on to revenue In from the away games, we have $300,000 times six, that's $900,000. From that
MC
Double check that, Kayla, for us.
Kayla
we have $300,000 times six, oops, six times three is 18. 1.8 million brought in from that. Thank you. And then for the home games, we charge $25 per person times our 7000 attendees. So let's see here. Well, 25 times five would give us 125 plus 50 equals 175. The three zeros. So you would bring in, say, 170k per game. Now we need to multiply this by the number of games which is six.
MC
And then just double check. I think you're missing a little bit on the end of that number.
Kayla
Oh, okay. Okay, 1.75 million on that one.
MC
I think the numbers got an extra zero.
Kayla
All right. So that number was so extra zero on that one. So we actually have, wait a minute. So we have 175,000 for that one made per game, multiplied by six games total. 175,000 by 6. two, six, so we have from here. So 175,000 times, multiplying that by six would give us 750,000. Total from our home games. So now when
MC
Double check that real quick. Walk me through how you did that one.
Kayla
Sure. So I multiplied that 175,000 by six to get that number, which I'm guessing I must have multiplied out wrong. Let's see here. So why did, let's say multiplying it out six times five. Got 30. Carry the three. Six times seven is 42. Add three. Get 45. Carry the 460. I see what I did wrong. Okay, six times four gives us 24, okay. So we have 2.4-5 million made from home games. Is that right?
MC
Look, let's use 1.05 as the number.
Kayla
1.05. Okay, so now that we have all these numbers, we're gonna add them all up. So he said 1.05 million? Correct. Okay, so we'll take the original we got 2.5 million tuition and fees increase, plus the 1.8 million from our way games. Let's see. And then finally from the home games, we got 1.05 million. And then finally that additional million from alumni. I'm going to add each of these up to get $6.35 million total is the total revenue that we would get from adding this year from the collegiate program.
So now we have to figure out like, now we're gonna have to figure out the cost side to see if the costs of this, or the revenues are going to enable us to break even with the costs, or perhaps even have a profit here so that we can spend it on subsidizing other programs.
Cost Data
MC
Alright, so I do have some cost data for you, I've got quite a few data points, so be prepared to write. So here's some information on their cost structure. So they'll need to provide financial aid or scholarships to 52 football players. Financial Aid includes tuition, fees, books, and room and board. The breakdown is as follows. So tuition and fees is $14,000 per student per year, room and board 12,000, and books 2000. That's all per student per year.
They're anticipating hiring a head coach at $500,000 per year, they will need to hire eight assistants at an average of $125,000 per year. And the team will require support staff, such as trainers, tutors, etc. for the team. We're estimating a total of 25 new employees at a cost of $60,000 per year on average. Travel to the away games will cost $80,000 per year. Or sorry, $80,000 per game. Recruiting costs will be $200,000 per year. And it will cost $1,500 per year per player for things like uniforms, equipment, etc.
And there will be an estimated 80 total players on the team. The school can rent a small stadium from the city, and they're estimating that to be $100,000 per game. So what would be the total costs for the program for the year?
Case Math
Kayla
All right. Okay, so quite a few numbers here. I'm going to start with calculating out the scholarship data that you gave me. So first, let's say we are giving out 52 scholarships per student per year. And that includes our tuition, room, board and books. So adding up the $14,000 tuition plus the 12,000 in room and board plus the 2000 in books, we get a total of 28,000 per student times 52. Multiplying 28,000 per year times 52 scholarships, let's see here. Eight times two gives us 16. Eight times five is 40, carry the 1. 41, 416 plus two times two is four, and five times two is 10.
So we have 416 plus 1040 gives us 1000. Let's see, then add on three zeros. So we have 1.456 million from the scholarships. Let me label this paper here. Alright, next, I have written down 500,000 per year for the coach. We'll save that to the end because that's just a single number. Alright, next I want to calculate out our eight assistants' costs. So we have, I have written down here, eight assistants to hire at 125,000 each. Is that number correct?
MC
Correct.
Kayla
Okay. All right. He multiplied out by 125,000. 8 times five is 40. Eight times 2, 16. That's 4, 20 And then three, so 303 million on that coach, or the assistants for the year total.
MC
Okay, walk me through that again.
Kayla
Sure. So I multiplied out eight times 125,000. Let's see, to get 3 million. Let's see, let me try it one more time. Okay, eight times 125,000.
MC
Let's break that down. So what would be the eight times 100,000?
Kayla
8 times 100,000 is 800,000. And then eight times 25,000 would be an extra 200k to give us 1 million total, which is a lot easier than what I did. Okay, um, and then alright, so we have 1 million on the assistants. Moving on to the next number, we have 25 new employees at 60k per year each.
Okay, so 25, do this 25 times 10 is going to be 250,000. And then multiply that by six. To get one point. So 250,000 times four would be a million plus, okay, 1.5 million. And that would be for the 25 new employees. Okay, the next number I have is 80,000 per year or per game. And that's for home and away games?
MC
For the travel.
Kayla
Oh, my bad. So that's the travel for the away games alone. And let me look back, which we have 6 years of, so we need to multiply that 80,000 times six. Well, eight times six is 40, 80 times six would be 100. Add three zeros from the 1000s. We have 400,000.
MC
What was the six times eight number you said?
Kayla
Oh, let's see. Six times 8, 5 times eight is 40. 6 times eight is 48. My bad. So we get 40. That's 480,000 per year spent on away games. Now let's see where the next data point is on our list. Spend on games, recruiting fees are 200,000 per year, which is fixed costs don't need to multiply that out. Then we have $1,500 per player and we have 80 players total. So let's see here. 1500 times 10 would be 15,000 times eight. So it would be 30 times, 30 times five is 44 times one is eight plus four gives us 12. Four, okay, so that would give us, that would give us 120,000 spent on player uniforms.
All right. And now to our last data point, we have 100,000 per game for the stadium. So this is for our home games which we have six of. So 100k times six. This last one is 600,000. Great. Okay, now it's time to add up all of the numbers together. So we have, going back to the beginning, we have 1.456 million on scholarships plus our 1 million in assistant costs plus our 1.5 million in, let's see, I think that's our employee costs.
MC
That was a staff I think what the 1.5 was
Kayla
Staff, thank you. Let's see. And then 120k. For, let's see, again, that was for our per game, or away game travel costs, plus 600,000 per home game costs. And then lastly 480,000 for away game costs, which I think I said something else was. But I had all the numbers circled, just didn't label correctly. Okay. So we're going to add up all of these to start with.
MC
And did you also capture the coach? And then also the recruiting as well?
Kayla
No, thank you. Okay, plus 500k For our coach, plus 200k for recruiting. Okay, so I'm gonna start with my millions, just to make sure I account everything correctly. Okay, so we have 1.5 million plus 1,000,00, 2 point 5 million plus 1.456 million, just going to round that to 1.5, for ease. So we have 4 million there. And then I'm going to add up our 1000s now. So I have 600,000 plus 120,00, 720,000 plus 480 to give us 1.2 million. And then, let's see, we need to add on here an additional 700k. So we have 5.2 million plus 700k. So we get a total of 5.9 million, approximately, in costs total for a year for the football team.
Now let's go ahead and look back at our revenue number. Which is 6.35 million I have here compared to our costs of 5.9 million. So it does seem that we're able to break even and make a small amount of profit, approximately, almost, let's see 200, about $300,000 worth of profit. So the question here is, is this enough profit for the university to be able to cover subsidizing the other athletic programs. It does meet their criteria of breaking even which is great, and seems that they should make the decision.
Curve Ball
MC
Okay, so now let's think about the longer term. So in the short term, it does break even. Let's assume that the client went ahead with implementing the football program. And the team has had surprising success and has gained the attention of a more powerful Athletic Conference league. But gaining membership into this conference would drastically raise the profile of school and lead to incremental revenue is their hope.
However, in order to gain acceptance into the conference, they need to build a bigger stadium. So they're hoping to build a 25,000 seat stadium on site on campus. And so what factors would you want to consider and determine if that's a good idea or not? What data would you need to better assess that?
Kayla
Sure. So okay, let's see. I would need to know whether or not this specific amount of revenue brought in by this new league if they're going to be a part of what justify the cost of the new stadium, so need to know the specific revenue, potential of the new stadium being in the new league, compared to the cost of building out this new stadium. And if this is going to include investment costs, I would also want to know the payback period of how long it's going to be and how many years we need to make profits from being in this new league in order to pay back that initial investment of building the stadium.
MC
So walk me through a little bit more of the anticipated changes in revenues and costs that you might anticipate.
Kayla
Sure. Let's see. So on the revenue side, it said that we were going to join this new league and through joining that, we would get a lot more attention. And I'm thinking that this could potentially include some sort of televising of the events, additional revenue, that we may not have to pay the as many variable costs for or as high a variable cost for if it's being televised, versus where everyone there is watching the event only. But I am curious, I feel that I'm missing something about or I missed something that you said about joining the new league and that new attention that this would bring. Did I, was there something specific that you said?
MC
Not in particular, just overall, raising the profile of the school to bring in additional revenues, along with the bigger stadium.
Kayla
Got it. The other thing I'm remembering from before is that the last football program, what increased revenue was able to increase tuition would, I'm wondering if we would be able to increase tuition, again, due to the increased publicity, and perhaps even expand the capacity of the school, the number of students attending. But that would also include a whole lot of other capacities. And then on the cost side, the stadium is going to be the big cost.
And then I'm also curious as to the costs of joining this league. If there are any participation or contract fees that we'll have to pay, will we have to expand our football team in terms of its numbers, or the amount of coaches and support staff? So any of those variable costs, and then additionally, any other fixed costs that might come with that program additionally, if there's more, especially if there's more travel involved.
MC
Okay, so let's assume that they go ahead with the football stadium, or let's assume that maybe they go ahead with it, but let's assume that we run some numbers for it. And it would in fact, break even. However, that would not meet the requirement of subsidizing their other sporting activities. And so my question for you here is what are some additional ideas or ways that we could boost the overall profit coming from the football program moving forward?
Kayla
Sure. Quick question first, though, is this assuming that the entire stadium at these games is completely full? Or do we have any data on if there are additional seats or are we at capacity for how many people can watch the game?
MC
Let's assume that we have about an 80% capacity in the 25,000 seat stadium. But in addition to that, what are some other ways that we can boost profit for the football program?
Kayla
Yeah, of course. So boosting profits from the football program. I mean, first, not doing anything extra, we could look at raising ticket prices. That alone would help to increase our profit margin above our costs. We could also look at certain ways of publicizing our football team, whether that be in traditional media such as television, or utilizing some social media platforms in order to gain awareness and raise revenues for the team that way.
We can also look at potential merchandising of gear for the football team selling more gear at our games, selling more gear online to fans from afar. And lastly, this relates to the first question I came up with, but finding ways to increase the amount of attendees at the game, perhaps even creating some events such as tailgates or things before the game where you would have revenue going towards the football stadium that wasn't just the game itself, but more so before and after game events.
MC
Okay, anything else?
Kayla
That's all I have.
The Recommendation
MC
Okay. All right. So I don't have any additional data for you. So you've run into the Dean of the University and they would like to know your final recommendations about their football program. So what would you say to the dean?
Kayla
Okay, so since the beginning of our project we've determined that, well, in the beginning, creating the football team, we were able to figure out that we could not only break even, but create some additional profit from the football team that we were able to use to subsidize some athletic programs. Now that we've decided to go ahead and join this bigger league and build the 25,000 foot stadium, we're now breaking even with the football team.
However, we have some really creative ideas for how we can increase our profit margin and increase revenues so that we're able to have additional profit to use to subsidize the other programs. These include boosting our ticket prices in order to increase our profit margin, increasing our media exposure through traditional media and also social media. And lastly, boosting the capacity of the stadium, and also creating some before and after game events where we could raise additional revenue for the football team and the school in order to have a profitable feature where we can continue funding all of our athletics.
Feedback
MC
Okay, all right. Awesome. Case done. Okay. Take a breather. You're off the hot seat for now. All right. So we'll go back, I'll kind of give you some feedback throughout. But I want to get your initial reaction to the McKinsey profitability case. How did that feel going through this one, especially with the couple hundred people watching?
Kayla
Definitely, yeah, in the hot seat. It's funny being on the other side of this, because I've watched a lot of these live case videos, especially last fall, so it was cool to be on the other side. But specifically reacting to the case itself, it was cool to be able to relate to the case, I guess, as a college student, a little bit more context of how those games work, even though I don't know too much about the athletics teams.
But I liked the case, there was definitely a lot of math, and I got tripped up on a couple of things. But thank you for getting me to the right numbers. And it was cool to see the ones getting through all the math to really look at all my sheets of paper and like, Okay, here's parameters, here's the cost. And here's how we can compare in order to determine what needs to be done. So yeah, okay, great case.
MC
Awesome. So let's go back. Whenever I do feedback in a case, I always just kind of break down each of the individual sections and kind of talk through each part of the case and then kind of summarize it at the end. So in terms of the intro, the recap was good. I think you got down to the gist of the information. I'd love to see some clarifying questions, I noticed that you said you didn't have any at the moment.
This case, honestly, is fairly straightforward in terms of the content. Nothing is really unusual about the business model or definitionally everything is pretty clear. The one thing I would really ask for is if they have a timeframe for their breakeven, you know, are they thinking about in the first year, or is this five years down the road, etc. So that could be a parameter that we could ask for. So other than that, this prompt itself, I think, is fairly straightforward for this case.
I always tell people just to confirm the objective before you start being our goal is to break even, as well as confirm the intangible benefits and consider that as well. That if you notice your objective that will lead directly into the structure, which I think you did a good job of, we've got the revenues and costs to get to the breakeven, and then the intangible benefits. So I always really stress this when I go through cases. That objective, regardless of the background, the objective is what will really drive the structure moving forward.
So I think the structure was well tailored to fit the case, three clearly defined buckets, revenues, costs and the intangibles. The only thing I wrote down there, if you notice, I asked you to kind of go back and tell me a little bit more about the revenues and the costs so that it was a little bit more specific. So within the revenues, like what kind of revenue streams are we talking about within the variable and fixed costs, some examples of that.
And then you'll kind of see later in the case, that was some of the data provided later on. So that's the goal of the structure, right is to anticipate the data and analysis coming later. So overall, high level structure looks good, just getting a little bit more specific with some of those examples. Okay, then we hit the math portion. So the math portion, I have to commend you, brave for doing all of this live case interview. It's always easy when you're sitting there by yourself, but when you're in front of everybody else, it's 10 times more difficult.
But if you're ready to do that here, I think you should be good elsewhere. So in terms of the revenues and the costs, so let's take a look at these. One thing in terms of the math, I would suggest is pushing the structure at the beginning. So I always tell my clients to make sure you have basically an Excel spreadsheet on your paper before you start. And so what I would do is I'd have the labels, right?
So for the revenues, its tuition and fees game, the home tickets, and then the alumni. For the cost, write on my paper, I'd say, Okay, there's looks like there's several costs here. So first we have tuition, financial aid, number one, head coach, the assistants, support staff, travel, recruiting, uniform and equipment, and then the rent. So I would have those categories written down, and I would say, Hey, I'm just setting up a table. Let me get those down real quick. That way, in the end, when you come back to try to net them all together, you don't have to look for it, right? It's just labeled nice and clean.
So I always tell people in consulting you live in Excel, structure your math like an Excel spreadsheet at the beginning, it'll make things 10 times easier. It's a little bit of setup that goes a long way. Awesome. Um, let's see here. The other thing with the math, I would say just with the mental math, I get this is very difficult live. It's probably a little extra nerve wracking, just watch those zeros, right looking for the shortcuts. Couple quick tips on that.
One thing I encourage people to do is write out your full calculation first, and then you can kind of pick and choose the math you want to do to make it easier. So at one point we had, this was on the revenues, the home game tickets, so we have $25 times 7000 individuals times six games. So looking at that, I probably would have done the 25 times the six first to get to 150. And then 150 times 7000. I'm like, okay, I can do it times, let's say 100, and then half of that.
And so if you have all of your calculations or numbers spread out, you can pick and choose the math that you want to do to make it a little easier on yourself. So just kind of picking up the pace of the mental math a little bit. And like I said, very difficult to do live. So probably a little extra challenging today. That was my main thing on the math. So just really pushing those mental math shortcuts just to pick up the speed.
Kayla
Thank you. I like the idea of the Excel sheet on a piece of paper a lot. Definitely helpful for organization.
MC
Absolutely. Then you do the job netting them off. So we have the revenues, compare that to the cost, so they are profitable, but probably not enough to subsidize. So then we got into the creative questions towards the end here. So the first creative question being the idea of building this 25,000 seat stadium, and what data you would need for that. So that one, I think you bucketed those off revenues and costs.
This case, the structure doesn't get too creative on this one, it's a little bit more straightforward. But so you have those two categories, and you talk through each. Same thing that I would say for the opening structure, just getting a little bit more specific within those. So for example, later on, you mentioned the increase in ticket price. Or if you're now in a league, in terms of television and things like that, there's probably a lot of other potential revenues we could generate.
The cost might also be a lot higher, and just giving some more specific examples there. But overall, that looked good. And then the additional ways that we could boost profits, this one, I would just structure that one out again. Again, you can use the revenues and costs angle. For the revenues, for example, you always want to push structure as best as you can, this idea of being MECE.
So the way that I approached this, when I said we can either add additional revenue streams or increase the existing, or we could look at ways to reduce costs. And then what you could do is kind of just in that vein of being specific, you could go back to those categories that we had from before, like the assistants, the head coach, support staff, travel, the uniforms and say like, here's some things we could do to maybe address each of those. Just kind of going back and getting specific there. Awesome.
Final recommendation. Yep, we have a recommendation to go ahead with this. The only thing I would say about the final recommendation, just make sure you get some numbers in there, which is always a little bit tricky towards the end. But make sure you kind of go back and say, we have the 6.35 is what we calculated for the additional revenues. We married that against the cost at 5.9. And so 5.9 million, so it is profitable. And then just kind of supporting that with some numbers towards the end to make sure you incorporate those at the end of the case.
Kayla
Yeah, that's a great tip. Thank you.
MC
Awesome. All right. Any questions for me, or any review of this case from your perspective, kind of having gone through it now?
Kayla
I don't think I have any questions about the other case. Most of your feedback addressed the points that I was uncertain about, such as the math and I think the tip about creating more structure wherever I can on those things and creative questions was really great to always be creating a structure and not just reciting things off at random, but rather in a really structured format.
MC
So I always tell my, oh, sorry, go ahead.
Kayla
I was just gonna say thanks so much for your feedback.
MC
Not a problem. I always joke around with my clients. I think McKinsey brainwashed me to structure absolutely everything and it's sort of a mindset. So you want to apply that to the case, the creative questions, the math, the charts, at the very beginning, obviously, but just structure throughout and it makes it very methodical going through. Awesome.
Kayla
Wonderful.
MC
Kayla exhibited a lot of courage to practice live with such a large audience. Engaging on a case in an industry you're familiar with can be difficult, but this is what you'll be tasked with as a generalist strategy consultant. Interviewers are looking for you to make meaningful connections and draw insights and analogies from your own experience and understanding as this is what you'll be doing as well on the job. If you'd like help in your case interview process, or would like to simulate the live interview experience, consider working with one of our coaches.
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