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Becoming a Management Consultant: 7 Detail Steps

How to get into top consulting firms?

• Step 1: Build up Skills, Experience & Qualifications
• Step 2: Network & Find a Mentor
• Step 3: Prepare Resume & Cover Letter
• Step 4: Pass Screening Tests – PST , Potential Test , Online Test
• Step 5: Pass the Case Interview
• Step 6: Pass Fit Interview & Other Interviews
• Step 7: Survive in the Consulting Industry

This article from a former McKinsey consultant will help you understand how to approach each step and maximize your chance at getting these prestigious and high-paying jobs !

Step 1: Build up skills, experience & qualifications

Here’s the cold hard truth – you need to be the “creme-de-la-creme” to even have the slightest chance at the top firms, such as McKinsey, BCG, or Bain . Lower down in the tier list, at Big 4 firms or the so-called Tier-2 firms, chances are higher but it’s still a highly competitive field – those firms don’t pay handsome salaries for nothing!

Apply only when you’re ready! Many consulting firms have a 2-year ban on failing candidates , so try to maximize your chances beforehand. It helps to have a mentor – which I will discuss in the second step about networking; for now, let’s focus on the necessary attributes first.

What consulting firms look for

You need to equip yourself with the following three attributes before joining the management consulting world: leadership , achieving , and problem-solving . These are the core attributes that exist across all successful consultants .

• Leadership ability: Getting a bunch of experienced people to do something they don’t want to is never easy; additionally, consultants usually work in teams. Keep in mind, “leadership” is about influencing people , not about getting nominated as the class monitor.
• Achieving mentality: The problems are always big and difficult, while deadlines are tight; don’t even think about work-life balance here, you have to go all-out . People unwilling to work that hard are never kicked out of the industry, because they never get in! 
• Problem-solving abilities: I’m talking about the analytical aspect of problem-solving – the whole consulting industry exists on the basis that consultants can break down business problems better than anyone else.

Outside these core attributes, consulting firms also look for business acumen , and sometimes, technical know-how (at highly prestigious boutique firms , for example). As a result, you may need to read business/consulting publications, and gear up on industry knowledge in advance. However, these aspects are not as important as the three key qualities I’ve mentioned – you’ll see those three popping up throughout the consulting selection process.

Start learning and practicing

Consulting prep is ideally a long process – you may spend a year or even more learning the fundamental skills and embracing the mindset, and at least 2-3 months preparing for the resume screening , the tests and case interviews .

I’ve had customers who passed the recruitment process with very little preparation, but that’s more the exception than the norm. So if you are running out of time, you might still have a chance – by quickly learning the “killer tips” such as offered in the Case Interview End-to-End Program – but even if you are only intending to apply, it’s always good to start early.

To equip yourself with the most well-rounded skill set for consulting, read up and practice on the following topics:

• Management Consulting :  Job, firms, industry and culture (especially the firms you target)
• Consulting Math :  Math in business context, mental math, and chart-reading
• Tests: McKinsey PST , BCG Potential Test , Bain Online Test , etc.
• Case Interviews : I nterviewer-led and candidate-led case, tips and techniques
• Fit Interviews :  Stories to suggest your outstanding, consulting-fit qualities

Consulting target schools (for MBB Firms – McKinsey, BCG & Bain)

All MBB consulting firms have their favourite recruiting grounds , mostly top business schools in the United States/Canada. Candidates from these schools have a much higher chance of networking and getting selected for an interview.

There is no official statement from any firm about their target schools, nor do we find any official data on the backgrounds of MBB consultants, but we can make fairly good guesses. Below is a list of top schools contributing significant percentages of consultants at MBB firms – according to a 2018 analysis of Wall Street Oasis users. Percentage of former McKinsey, BCG, Bain users on WSO coming from target schools in the US, 2018 

Don’t see your school here? First of all, that does not mean your school is not targeted by MBB – the list is derived from WSO user data and by no means comprehensive – so take it with a grain of salt. Secondly, if your school is indeed non-target, you can still make up for it by extensive learning and preparation – I came to McKinsey from a non-target school, and there I met people of all backgrounds, so in a sense, “Anyone can make it to Consulting” .

On the other hand, coming from a target school does not guarantee you a spot, even in the testing round. It only means you have more opportunities, but to be a consultant at MBB or Big 4 firms, you still need to work hard AND smart.

Either way, the following steps apply for any and all candidates, so keep reading!

Step 2: Network & find a mentor

Why is networking important.

Successful networking and having a good mentor is crucial in applying for management consulting.

Every year, dozens of thousands of applications are screened by McKinsey, BCG and Bain consultants, but less than 1% of them are ever accepted. A big part of the selection process involves case interviews conducted by managers – these interviews are expensive because they take away revenue-generating hours from said managers.

To make the most out of these expensive interviews, consulting firms highly favor candidates with positive reviews from inside the firm or the alumni network – hence the importance of networking in the initial rounds. If you can find a mentor – a current/former consultant at your target firm – all the better, because besides the referral, he/she can provide you with invaluable insider advice . 

At MConsultingPrep, you can get the most in-depth information about management consulting from our experienced consultants (2-10+ years of coaching). Our coaches will give you actionable feedback on your performance, discuss your current readiness, and provide strategic study plans to ace top firms’ interviews.

How to network for a consulting offer?

Now, how do you go about networking?

• Networking through acquaintances: This is usually the most effective – you start with the consultants you know, followed by anyone your colleagues, friends and family can introduce. Connections made through this channel are the most personal, giving you the highest chances of getting mentorship and referral.
• Networking through events: This is the second-best method, most convenient for applicants from target schools. Consultants here are complete strangers, but they do expect applicants to approach them after the events, so you do have a higher chance than the next method.
• Cold-emailing/Cold-calling: The least effective, but the most scalable method. You find them through LinkedIn or similar means, send emails to establish contact and request for a meeting. Most of the time, you will be rejected, but if you play the cards right, you will get someone on your side.

Whatever you choose, once you set up an appointment, you need to be concrete about when and where to meet, what you want out of a meeting, and how you will get it (i.e.: what you will ask). Being explicit with your contact will increase the chance of them saying yes to you, and make a good first impression ( consulting culture values being explicit).

After networking (or you might bypass this step and apply through online portals – which is more convenient, but much more competitive), the next step is to prepare for all the parts of the consulting recruitment process.

Step 3: Prepare consulting resume & cover letter

Read the full guides here: Consulting Resume / Consulting Cover Letter

The first step in the consulting recruitment process is resume screening, and even this early, your resume and cover letter must scream “consulting!” . In both of these papers, explicitly but objectively show off your consulting attributes: leadership, achieving and problem-solving.

The content

The stories you tell in the resume and cover letter must also coincide with the three attributes – it must either be about leading and influencing people, doing analytical work, achieving the extraordinary, or any combination. You can throw in some other features such as business background, technical knowledge, creativity (and in the cover letter, your personality) as spices, but make sure to perfect three main dishes.

In terms of content, you must be highly specific and result-oriented . Instead of reciting the company’s job descriptions like in other resumes, you need to tell the screener the quantifiable results of your work, and show him/her that you are the best , even if it’s just flipping burgers (in which case, say something like “Set the new speed record on flipping burgers, surpassed previous record by 50%”). Those specific statements are thoroughly more impressive and more trustworthy – even outside the consulting industry.

The presentation

In terms of visual format, there is no other choice but black-and-white . Keep it utterly formal and professional, embrace the cold beauty of Times News Roman on a basic background. Fancy-looking resumes belong to creative jobs, not the conservative consulting industry – those resumes tend to head straight for the bin very quickly. Same goes with the cover letters.

Your language must remain absolutely formal at all times, and it must be perfect to the last details. In the resume, the structure of each and every bullet, every part must be the same, and even in the more personalized cover letter, your communications must remain top-down. Consultants love structure   almost to a fault!

Step 4: Pass the screening tests (PST, Imbellus Game, etc.)

Read the full guides here:

McKinsey PST Ultimate Guide / McKinsey Imbellus Game Guide

Guide to BCG Potential Test

Guide to Bain Online Test

What are consulting tests?

Consulting screening tests are basically reasoning tests optimized for the consulting recruitment process – although the wording might be different, they all test for verbal reasoning (handling written language), numerical reasoning (handling numbers), and logical reasoning (drawing conclusions based on limited given facts).

McKinsey sticks for the longest time with a standardized paper-based test called the Problem-Solving Test (PST) – however, in 2020, they began the switch to the computer-based Problem-Solving Game. The BCG Potential Test and Bain Online Test are less standardized, and usually computer-based (although paper-based tests do exist in a few locations).

How to prepare for McKinsey PST, BCG Potential Test and Bain Online Test?

The key to preparing for the McKinsey PST, the BCG Potential Test or the Bain Online Test is to break down the question types and learn how to answer each type individually, while also reinforcing your verbal, numerical and logical reasoning skills.

Breaking down the question types helps you learn quickly and efficiently while skill training ensures long-term flexibility should the test format be changed (which is unlikely in management consulting – a highly conservative industry).

After you have practiced thoroughly with each question type, the next step is to do mock tests to self-assess and develop a test strategy. I would advise you to select mock tests harder than the actual tests – if you can do them well, the real ones will be a breeze.

These are the same approaches taught in all of my test-related products – McKinsey PST Comprehensive and BCG Potential Test Comprehensive .

How to prepare for game-based and situational assessments (McKinsey Problem-Solving Game)?

Starting in 2020, the trend towards game-based/situational assessments has spread to MBB consulting firms, with McKinsey rolling out the new Imbellus Problem-Solving Game , and Bain offices reported to utilize situational questions in their Online Test.

These tests usually collect data about a candidate’s skills and behaviors throughout the testing process to build a profile, then compare it to that of employees in the firm – the more similar a candidate is to the best employees, the more likely he/she is selected. This is a literally game-changing move, meaning the emphasis is no longer on getting the right answers, but to look like a consultant in the process.

However, the basic approach remains the same – decipher the mechanisms and identify efficient strategies, while also working on improving your consulting skill set.

Step 5: Pass the Case Interviews

Read the full guides here: Case Interview 101 / Case Interview Examples

What are case interviews?

Case interviews are job interviews with a business context , where candidates are asked to propose solutions to a business problem. In these interviews, candidates are assessed on analytical problem-solving skills, business acumen, as well as people skills.

This kind of interview is almost synonymous with the management consulting industry, and has remained the single most important part of the whole recruitment process. At top consulting firms (McKinsey, BCG, Bain), each candidate must go through 4-8 case interviews before being admitted simply cannot get into consulting without mastering case interviews.

In terms of format, case interviews can be divided into two extremities: candidate-led and interviewer-led . A pure interviewer-led case consists of individual questions, which the interviewer uses to direct the problem-solving process; a pure candidate-led case , on the other hand, consists of one big problem, and the candidate directs the problem-solving process under observation of the interviewer. In reality, however, most case interviews fall somewhere in-between ; McKinsey interviews are more interviewer-led, while BCG and Bain leans towards the candidate-led side.

How to prepare for case interviews

Here is a 9-step process to prepare for consulting case interviews:

• Step 1: Learn the basics of case interview theory
• Step 2: Watch a simple case interview example
• Step 3: Review the basics of case interview theory
• Step 4: Practice with simple mock case interviews
• Step 5: Start improving business intuition
• Step 6: Start training on consulting math
• Step 7: Practice with more advanced mock case interviews
• Step 8: Learn tips and techniques, as well as the most advanced theory
• Step 9: Practice with more mock cases, review and improve

This process is discussed in this article , and you can also find case interview examples as well as case books from reputable consulting clubs to help with the prep process in this list .

The key point of this 9-step process – as well as passing the case interviews – lies in mastering the fundamental theory of the case to become highly flexible, while also mastering the “killer tips” to shorten the time needed for preparation and enhance the performance. These two aspects of case interview prep must go hand-in-hand – that’s the difference between “almost passing” to actually getting an offer from McKinsey.

Group case interviews

Read the full guide here: How to Succeed in Group Case Interviews

Some firms utilized a group version of case interview – such as Deloitte, whose interview is explained in detail in another article .

Group case interviews help firms better understand how good you are at coordinating and influencing people – which is essential in a consulting environment. As such, there are two things you must remember during these group cases:

• Everyone can get offers:  Group case interviews are not zero-sum games where someone’s win is someone else’s loss – multiple candidates can be selected from each interview; so treat other candidates like teammates, not competitors.
• Show leadership skills wisely and constructively: Leading is not about intimidating or overwhelming others’ opinions. It’s about guiding people to the best course of actions for the group.

Written case interviews

Two out of three MBB firms – BCG and Bain – use written case interviews .

A written case interview is a case interview where you receive the questions and data, as well as deliver your recommendations in written forms of communication . This simulates the actual work of management consultants – who have to constantly filter piles of data in very limited time to extract the most relevant insights.

To pass these high-pressure written cases, besides regular case training, you must learn to read quickly as well as work comfortably with numbers and charts . Effective time management is crucial – and the most effective way is to timebox your activities : Allow each question only a set amount of time and move on to the next when the time runs out.

Step 6: Pass the Fit Interviews

Read the full guide here: Consulting Fit Interviews – McKinsey, BCG, Bain

What are consulting fit interviews? Personal Experience Interview?

Consulting fit interviews examine whether the candidate has the necessary motivations , experience and traits to join and stay with the firm. At McKinsey, the fit interview session is called Personal Experience Interview , while at Bain it is referred to as the Experience Interview .

Usually one fit interview session accompanies each case interview to form a complete consulting interview process.

Back when I joined McKinsey, these fit interviews didn’t play much of a role in consulting recruitment; but the game is changing – case interviews are still the biggest factor, but fit interviews have also become important in the hiring decision. As such, you must prepare for fit questions as part of the case interview prep process.

Consulting fit questions can be divided into roughly 3 main types: 

• Behavioral questions ask you to tell stories (often workplace stories) which reflect desirable traits and experiences. 
• “Why” questions , such as “why consulting?”, “why McKinsey/BCG/Bain?” assesses the candidate’s motivations
• Personality questions paint an overall view of who you are as a person, and whether you can fit in the culture of the firm.

I’ll tell you how to answer each type right now.

How to prepare for behavioral questions?

Prepare 3-5 detailed, all-round, refined stories exhibiting all the required traits, then tune the stories according to the interviewer’s questions. This story-based approach allows for much more flexibility than the usual “make scripts for likely questions”.

To craft such stories, follow the 3 steps below. All of them are discussed in detail in the Consulting Fit Interview article , so check it out if you wish to learn more.

Step 1: Lay down the content base

Select 3-5 “extraordinary” stories in your personal and professional life, then gather all related details.

Step 2: Form the story plot 

For each story, trim away the unimportant and technical details; enhance the rest to reflect the qualities most important to consulting (leadership, achieving, and problem-solving).

Step 3: Refine your style

Practice telling those stories until you see people listening to you attentively; the point is to create a charming, unique and natural style for yourself – good storytellers always have their styles.

How to answer the “why” questions and personality questions?

For the “why” questions, your answer must be unique , specific , authentic and appropriate.

• Unique: Your reasons should make yourself stand out from the crowd by pertaining to your own experiences, preferences, and plans. 
• Specific: Whether they’re asking “why consulting” or “why McKinsey/BCG/Bain”, your reason should be specific to that one firm only, or even the office you’re interviewing at. 
• Authentic: Don’t fake an answer just to impress your interviewer – they will see through it.
• Appropriate: Not every reason is suitable for the interviewing table – avoid any reason suggesting that you can easily quit the firm, such as salary.

Step 7: Survive management consulting

Read more: How to Succeed in Consulting?

If you passed all of the aforementioned steps, congratulations, the hardship has only begun!

Consulting work is extremely hard, and most beginners find the learning curve way too high; but here’s the catch – you have the top prestige, learning opportunities, and salary in the market!

When I first joined McKinsey, no one told me how to cope with the pressure and make the best of the consulting job. But if you join McKinsey, or any of the top consulting firms today, I can offer the Rookie Consultants program, sharing my experience and tips to help you move forward and upward in this incredible career path! If you wish to learn more about management consulting and how to get into this prestigious, high-paying industry, check out other articles and subscribe to MConsultingPrep Youtube channel !

Anyone can make it consulting – that’s my personal belief!

Scoring in the McKinsey PSG/Digital Assessment

The scoring mechanism in the McKinsey Digital Assessment

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• Strategy Templates

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• Consulting Proposal

All Templates

How to write consulting proposals like mckinsey (with examples).

Table of contents

• What is a consulting proposal? 
• Structure of a consulting proposal 

Parts of a consulting proposal

Tips for writing an effective proposal, use a template to strengthen your proposal, frequently asked questions.

A significant part of your success in consulting comes down to your ability to create high-quality proposals. The top management consulting firms know this and have all optimized their proposal writing methodology for maximum effectiveness.

A great consulting proposal requires the right content and structure. This post aims to teach you how to get both right so you can craft effective proposals with a high win rate.  Drawing from our consulting background — with a combined experience of creating 500+ consulting proposals — we're here to share our proven methodologies with you. 

What is a consulting proposal? 

A consulting proposal is a slide deck or text document sent to a potential client that outlines a specific project's objective, scope, cost, and timeline. Like a sales pitch to a prospect, a consulting proposal highlights the problem your prospective client is facing and positions you, the consultant, as the solution.  

Before writing the proposal

The first step in any consulting engagement is typically an initial meeting or call with the prospective client to understand their business, industry, and specific challenges and goals. 

Half of your proposal work is asking the right questions in your early conversations with the client. Getting this right will make writing the proposal easy. You need to figure out the problem, why it's important, why they can't solve it themselves, and why they need you to solve it.

Structure of a consulting proposal 

Proposals will have slight variations across different firms/projects, but proposals from McKinsey, BCG, and Bain typically consist of the following elements (in this order): 

Sections 2, 3, and 4 comprise your proposal's core. This is where you demonstrate you understand the client and their market, situation, challenges, and goals - and present them with a clear and compelling way forward to achieve the objectives. 

These three sections should follow McKinsey's  Situation-Complication-Resolution structure  (SCR), which offers a simple and compelling story structure. 

Let's go through each of the sections one by one:  

1. Executive Summary

A one-page summary repeating the main points covered in sections 2, 3 and 4. Again, we recommend you structure your summary using the Situation-Complication-Resolution framework  ( See:   How to Write an Effective Executive Summary ) . 

2. Background and context  (situation)

This section is where you create trust   by demonstrating that you've understood the client, their situation, and their market.  If your proposal is a response to an RfP (a request-for-proposal) then this is also the section where you play back the request in your own words to show that you've probably understand the assignment.

Ask yourself:

• What are their business goals? 
• What do they want to accomplish with this project, if relevant?
• How is their current performance?
• What have they done so far? 
• Why are we in this process?
• Who are the decision-makers?

You do not necessarily need to explicitly state all this in slides, but make sure any background or situational slides you do include are correct and to-the-point around the specific problem/opportunity area you'll later cover in your proposal.

3. What is the problem?  (complication)

Once you've set the background and context, you want to highlight what has/will change, given a threat, challenge, or opportunity.  Ask yourself:

• Why is the current situation not sustainable (either because a threat will become a reality or an opportunity cannot be grabbed)?
• What are the key barriers between the client's desired future state and current situation? 
• What is the business impact of leaving challenges unresolved? 

You should clearly outline the complication and expand on the underlying issues. Include your best estimate on the impact if nothing is done. 

The ability to do this again showcases to the client that you understand their business and its dynamics and further builds trust that whatever solution you propose will work.

4. Objectives of the project and proposed solution  (resolution)

Clearly articulate the objective of the project and your proposed solution. When you lay out the solution, we recommend you follow the  Pyramid Principle  and start with the high-level components or overall main answer. 

Once you've presented the high-level solution, you want to start detailing what is included under each solution element, showing which underlying questions or hypotheses will be investigated and which specific methods will be used to get to an answer.

Consider ending this section with a short business case that estimates the measurable impact the customer can expect in return for their investment in the project. 

Example A simplified example based on a real-life Bain proposal to UC Berkeley - illustrating the situation-complication-resolution storyline:

Background and context  (situation) Like many universities, UC Berkeley has recently come under significant financial pressure. Inconsistent and declining funding from the State of California and rising operating costs have led to a budgeted shortfall of $145 million for the FY 2008-09. 

What is the problem?  (complication) UC Berkeley has already taken several dramatic steps to reduce the budget shortfall - including increases to student fees, faculty hiring slowdown, staff hiring freeze, and furloughs. 

These steps have solved the problem in the short term, but the cost reductions are not sustainable on a prolonged basis (as shown in this forecast). 

Accordingly, UC Berkeley seeks to improve the efficiency and effectiveness of its operations and organization so that the $145 million budget gap can be reduced. 

Objectives of the project and proposed solution  (resolution) The primary objective of this project is to identify options to reduce the University's addressable operating cost structure by as much as $80 million to $100 million (vs. 2022-23 baseline costs) through more efficient and effective operations.

To achieve this, we will deliver a gross list of cost-spanning options to select from spanning these cost-areas: Labor costs, processes, policies, organizational structures, and systems. 

Experience has shown us that the most important factors... (continues)

5. Project approach/details

You have now demonstrated that you understand the client and their situation, challenges, and objectives - and you have outlined a clear and compelling way to solve the challenge. In this section, you lay out the project details covering the following sub-sections:

Approach What steps will you go through to arrive at the solution or recommendation? Break down the projects into steps or work streams and unpack the activities and goals for each of them. Start with a high-level overview. 

Example  We propose a five-stage approach to develop options to choose from in making operating cost reduction:

• Build baseline
• Identify opportunities
• Design options
• Validate and select options
• Communications and stakeholder management

The goals, activities, and timing for each stage are outlined in [Figure 1] below and are described in more detail in the following slides...

Deliverables Describe what each project deliverable will contain, when it will be delivered, and the acceptance criteria.  Examples:

• Business cases for 15 high-potential cost reduction and organizational restructuring opportunities, including implementation options
• Targeted messages and communication strategy for each stakeholder segment
• Marketplace MVP operational with priority features    

Scope Clearly define the scope of the project. What areas of the business or opportunity will you investigate, and how deep will you go? (E.g. customer segments X & Y in market Z).

Project plan & timeline Give a more detailed project roadmap with work stream/activity breakdowns showing sub-activities, timeline, and key milestones, as well as key meetings or decision points (especially those involving senior stakeholders).

Project timeline slide example. Slideworks template

Project management & team What team members will be on the project, and what are their roles and high-level experience? Team members are often divided into the following groups: Engagement management, project management, project team, and expert advisory.   

Project team slide example. Slideworks template

Project governance & client resources What client stakeholders will be involved in the project - project management, steering group members, expert input, etc. - and how much of their time is needed (this provides both an indication of the disruption level and allows the client to factor in the time and costs associated with their own resource need).

Project organization slide example. Slideworks template

Risks & mitigations Depending on the type of project you might include an overview of key project risks and how to mitigate them. Consider ranking your identified risk areas according to "likelihood of risk" and "impact of risk". 

Including risks and mitigations once again shows the client that you've thought things through and gives them assurance that you can solve this problem.

Craft your consulting proposals with McKinsey's insights.

6. Costing/Pricing

There are two common ways of doing pricing: Fixed fees or hourly rates.

If you do project-based pricing, you should break down the costs in a table according to sub-deliverables or work streams. If you do hourly pricing, you should break out the hourly rates for each category of consultants working on the project (Senior consultant, 80% allocation for 8 weeks at xx $/hour, etc.). 

McKinsey, BCG, and Bain, typically charge their clients a fixed fee on a project basis. The fee size is based on the project's duration, team size, and the required expertise level, rather than the hours an individual may work. 

In the consulting industry, the exact pricing of engagements is a closely guarded secret. However, now and then, a government RfP response finds its way into the public domain. One example is this 16-page McKinsey proposal on COVID-19 response to the State of New Jersey. In this proposal, you can see how McKinsey has broken up their fixed fee according to work streams, the number of consulting staff assigned to each one, and the project duration. 

Pricing breakdown example from McKinsey proposal

Hourly price breakdown example from Deloitte proposal

Other   expenses  

A list or note of approved expenses (like travel, food, accommodation, etc.) might be added. These costs are not included in your project price, but you will incur them during the execution of your work. Typically, these costs are billed to the client "at cost". You need to address reimbursable expenses in your proposal. Otherwise, don't expect to get reimbursed for them.

7. Why [your firm]?

Use this section to reinforce your expertise in solving challenges similar to those your prospective client faces. What makes you uniquely qualified for this project?  Consider including the following slides/sections:

• We have successfully managed many projects of this size, scale, and complexity in [client industry]
• We bring access to unequaled expertise and insights
• We deliver results (as proven by these cases)
• This list of past clients can be contacted for reference  

8. Appendices

Appendices will include relevant supporting material and additional details on key points.

• General introduction to [Your firm].
• Detailed CVs for the project team.
• Additional reference cases.
• Relevant details about methods and tools which you propose to use during the project.
• Detailed terms and conditions if there is no framework agreement with the customer.

Get practical examples to complement the techniques in How to Write Consulting Proposals Like McKinsey.

Always put client needs first

A common mistake is to write proposals with a 'your firm-first perspective' instead of a 'client-first perspective'. A good business proposal is remembering  it's all about the client . Resist the temptation to write about yourself in the proposal.

A good proposal is short, relevant, and actionable

Short:  No one wants to read 100 pages, especially when it's not about them. Use the pyramid principle (say the most important things first) and keep all the details in an appendix. Try and limit the main proposal deck to 20-30 slides or 10-15 pages. 

Write the proposal in simple language that your client understands. Keep it free of consulting jargon and acronyms to the extent possible. 

Relevant:  Most people don't care how the sausage is made. Take out everything that doesn't directly relate to the client's situation/problem or solution you're proposing. Prune out anything that is a departure from the central problem. 

Actionable:  The clearer the path forward, the easier it is to say yes. Don't burden the customer by making them guess the next step or resources needed. Make the ask on money, people, and time clear.

As you know by now, an effective consulting proposal requires both the right content and structure.  And while you cannot write a proposal based on a template and just make a few tweaks here and there, a template can speed up the process, ensure you follow the structure, and inspire you on how specific types of slides can be designed and structured. 

Our Consulting Proposal Template for PowerPoint follows the methodology presented in this post and includes 244 template slides created by ex-McKinsey & BCG consultants as well as a full-length (winning) consulting proposal sent to a Fortune500 company in 2023.  

How long should a consulting proposal be?

Proposals can be for sole source or competitive projects. They can be based on a casual conversation or on a formal Request for Proposals (RFP). As a result, they vary from short letter proposals (3–12 pages) to full-size proposals (20–80 slides). Some Federal Government contracts may run to 150 pages or more. 

What format should the proposal be? 

The proposal format will typically be a condensed slide deck unless the client specifically requests a plain text document. Final proposals are always shared as PDFs. 

Often, consultants will be asked to pitch the proposal after submitting it. A well-structured presentation will help here - and it is a lot easier to pitch than a text-document. 

Proposals vs. LOP and SOW?

Proposals are sometimes called Letter of Proposal (LOP) or Statement of Work (SoW). Different names, same content. 

Can this proposal structure be used for an RfP? 

Where there is an RfP, proposal writers should always follow the RfP instructions and evaluation criteria regarding the specific format and areas to emphasize. E.g., If an RfP requests specific pricing information or breakdowns, you should always follow these instructions.

Download our most popular templates

High-end PowerPoint templates and toolkits created by ex-McKinsey, BCG, and Bain consultants

Create a best-practice proposal incl. solution design, team, project timeline, KPIs, pricing etc.

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How to engage clients in consulting assignments.

As we clarified in Part 1 of 3, if your clients don’t participate in the consulting to improve their organization, then you are faced with the dilemma: “Should I just do the work for the client, or should we keep slipping deadlines in the project”. However, long-lasting change will not occur in their organization if the client does not have strong understanding, commitment and participation in the changes. So if you do the client’s work, it is not likely that your project will be successful. Here are some additional suggestions for getting your client to participate:

• Realize that your client’s lack of participation may be a form of project resistance.

If your client is experiencing discomfort about the project, but is not admitting it to themselves or to you, then it may lead to resistance. Often, their discomfort shows up, for example, in their lack of participation. It is important for you to effectively recognize and address resistance. Otherwise, your project will lose the momentum necessary for successful change. Be authentic in your response to the resistance.

• Remind your client that choices about the project affect the entire organization.

Many times, clients are so busy reacting to the day-to-day demands that they forget about the importance of their project. They sometimes end up treating the project as if it is a nuisance to be tolerated. It is important for you to remind your client of the difference between working harder and working smarter – working on the project is working smarter. By avoiding the project, your client is not investing in the overall health of their organization. If they expect to “cut wood all the time, they have to take time to sharpen the saw.” Ask them what they want to do about the situation, then be quiet and let them respond. Listen and be authentic.

• Continue to recognize accomplishments in the project so far.

Projects are not “all or nothing” events that are either complete successes or failures. If your client gets pulled away to address another priority, the project might have to adjust to a change in plans. Work with your client to keep perspective on what has been accomplished and what remains to be done in the project.

• Work with a subset of key members of the organization.

If all key members of your client’s organization cannot participate in a particular project activity, consider forming a smaller group of participants to conduct that particular activity. The small group will provide its results, including specific and clear recommendations, back to the larger group when finished.

In part 3 of 3, we’ll finish with our suggestions.

? What do you think?

Carter McNamara, MBA, PhD, is a faculty member of the Consultants Development Institute .

Carter McNamara

Technical and Interpersonal Skills: Consulting Success Skills

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See Challenges in Consulting to Small Organizations – Part 1 . 5. The organizations are often too small to justify or pay for expensive outside advice. Even when struggling with recurring issues, many small organizations hesitate to spend money on what is seen as diverting valuable dollars from sales and services. So when they do …

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As we clarified in Parts 1 and 2 of 3, if your clients don’t participate in the consulting to improve their organization, then you are faced with the dilemma: “Should I just do the work for the client, or should we keep slipping deadlines in the project”. However, long-lasting change will not occur in their …

A common question that we get is “How can I get my clients to participate in the consulting project when they seem too busy to even attend our meetings?” This question is relevant whether you are an internal or external consultant. In those situations, you are faced with the dilemma: “Should I just do the …

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Different people are motivated by different things. It’s very important to know what really motivates you. Otherwise, the quality of your work will suffer. When helping another person, it’s very important to know what really motivates them, as well, so that you can build those motivators into your work with them. Consider from among the …

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How an MBA Degree Can Help You Become a Management Consultant

An MBA is a major advantage when competing for management consulting jobs, experts say.

An MBA and Management Consulting

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Management consultants can help businesses in a variety of ways, including boosting performance, improving processes and increasing revenue.

Key Takeaways:

• Many businesses consider an MBA a basic requirement for management consultants.
• MBA recipients generally have an advantage over non-MBA management consultants.
• Significant industry experience along with an MBA opens more doors.

Many leading companies hire management consultants when they need support to improve business strategy, independent expertise to tackle a pivotal challenge, or special guidance on decision-making or streamlining processes.

MBA programs equip students for management consulting roles and develop skills in business management, productivity, supply chain management, leadership, data interpretation, communication and marketing. Without that degree, management consulting experts say, it's hard to gain traction in the industry.

“Having an MBA is expected when looking for a position as a management consultant – it's almost like a base-level requirement," says Stacey A. Gordon, founder and principal consultant at Rework the Work in California. While not every management consultant has an MBA, she says, "it definitely helps with being recognized as somebody who has the requisite intellect and problem-solving skills for the job."

Management consulting is a lucrative and fast-growing profession, with management consultants in the U.S. earning a median annual salary of almost $100,000 in 2023 and a projected employment growth rate of 10% through 2032 – much faster than the average for all occupations, according to the federal Bureau of Labor Statistics.

What Does a Management Consultant Do?

Management consultants help businesses boost performance, improve processes and increase revenue. Experts say those with MBAs play an important role in advising corporations on strategic decisions, process improvements and operational efficiency.

Scott Edinburgh, founder of Personal MBA Coach and a management consultant for 16 years, says when companies take pitches from consulting firms for a project, those with top MBA grads on their teams have an advantage.

Most management consultants are attached to firms, but some with prior management consulting experience will work independently to help organizations achieve their goals, Edinburgh says. “You spend a lot more time running the business when you work independently, versus doing the client work.”

Gordon says it's hard to get your foot in the door as an independent consultant. “Operating independent of a firm wouldn’t be as challenging if you have significant industry expertise," she says. "But without the experience, having only the MBA won't get you very far."

How to Become a Management Consultant

Edinburgh, who earned an MBA from the University of Pennsylvania’s Wharton School of Business , says consulting firms often hire directly from bachelor’s programs and business schools. MBA programs are a good source of high-quality talent from a variety of backgrounds – people trained to think analytically.

He adds that graduates should take advantage of consulting companies' recruiting events. "Do everything you can to put yourself in front of the employer. Find friends and networks that would get you in front of the right people.”

Aspiring management consultants should also focus on learning fundamentals like econometric principles, assessing profitability, managing processes and analyzing situations, Edinburgh says. An internship, a required component of some MBA programs, can help build that knowledge base and skills set.

Along with polishing your resume, experts suggest preparing for selection tests and case interviews. Many management consulting firms require applicants to pass case interviews designed to test complex problem-solving and demonstrate an ability to use abstract data to make decisions.

Edinburgh also encourages aspiring management consultants to demonstrate understanding of economic trends and generally be a knowledgeable business professional.

“It is not required to be an expert on any particular topic, but I usually recommend reading some business periodicals before an interview because you never know what your interviewer may bring up," he says.

How an MBA Affects Consulting Job Prospects

Edinburgh says MBA-holders are sought after because they have studied strategy and negotiation and have developed valuable practical skills through the case-study approach business schools take to solve problems.

“You are analyzing a problem rather than solving a math question. You are going over all the considerations," he says. "It is similar to the way consulting firms might solve problems for clients.”

An MBA also helps prepare graduates to work with people of many backgrounds and personalities, because they study with people from all walks of life. "That helps prepare you for the consulting world, where you make group decisions and solve problems together,” Edinburgh says.

Gordon, who earned her MBA from Pepperdine University in California, says MBA programs emphasize collaboration and prepare students by covering accounting, finance, marketing and law.

"You are hitting on all the aspects of running a business and what that takes," she says. "It’s helpful, too, because you recognize what your strengths are in those spaces.”

Gordon says while an MBA isn't always necessary for a consulting career, “if you don’t have that higher education and background, then you’re probably not going to be looked at (the same) as somebody else who has it. It’s going to be much harder for you to move forward without it. It’s not only about getting a job at a firm, but also gaining the respect from the clients that you work with.”

How to Find Money to Pay for an MBA

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Course Resources

Assignments.

The assignments in this course are openly licensed, and are available as-is, or can be modified to suit your students’ needs. Selected answer keys are available to faculty who adopt Waymaker, OHM, or Candela courses with paid support from Lumen Learning. This approach helps us protect the academic integrity of these materials by ensuring they are shared only with authorized and institution-affiliated faculty and staff.

If you import this course into your learning management system (Blackboard, Canvas, etc.), the assignments will automatically be loaded into the assignment tool.

Sun City Boards Assignments and Discussions

Half of the written assignments and discussions are based on a case study, whose focus is a fictional high-end surfboard company, Sun City Boards, which is also highlighted in the Why It Matters and Putting it Together in Module 3: Planning and Mission. Many of these assignments take the form of asking students to give Tom, the company’s inexperienced owner, advice about how he can run his business more effectively. The Sun City Boards assignments create a common framework for applying knowledge and skills developed through the course, encouraging students to demonstrate mastery of the content through real-world tasks and work products.

Alternate Assignments and Discussions

The other half of the written assignments and discussions use a variety of approaches, depending on the subject and learning outcome being assessed; many ask students to go beyond course content to form connections between research topics and what they’ve learned in class.

Using Assignments

We recommend assigning one discussion OR one assignment per chapter, rather than all of them. Some instructors prefer to stick with the Sun City Boards theme throughout the course; others like to use some of the alternates along the way. You can view any assignments or discussions below or throughout the course.

You can view them below or throughout the course:

Rubric for Assignments

There is also a sample rubric to assist you in grading. Instructors may modify these guidelines or use their own.

Open Pedagogy Assignments

Open Pedagogy Assignments are assignments in which students use their agency and creativity to create knowledge artifacts that can support their own learning, their classmates’ learning, and the learning of students around the world. (See this  peer-reviewed article  for more details.) All of the assignments can be created with a cell phone camera or any video recording device, Google or Word documents, and your learning management system.

Discussions

The following discussion assignments will also be preloaded (into the discussion-board tool) in your learning management system if you import the course. They can be used as is, modified, or removed. You can view them below or throughout the course.

Rubric for Discussion Posts

• This discussion invites conversation on race, which might require additional monitoring and involvement from instructors. This blog post from the Choices Program at Brown University contains links to helpful resources to facilitate talking about race in the classroom: "Approaching Race in the Classroom, Actively" ↵
• Assignments. Provided by : Lumen Learning. License : CC BY: Attribution
• Pencil Cup. Authored by : IconfactoryTeam. Provided by : Noun Project. Located at : https://thenounproject.com/term/pencil-cup/628840/ . License : CC BY: Attribution

Consultants and International Assignments

By Jessica Sun

International experience is a crucial differentiator for current and future leaders, according to Peter Lacy , Global Managing Director of Strategy & Sustainability Services at Accenture.

“Our clients increasingly operate seamlessly across borders. Our people need to be able to do the same,” he says. “That mindset comes from being exposed to new business cultures and experiences that come with international placements.”

As an Executive Search Firm, we find that many companies are looking to cultivate the next-generation of leaders for an increasingly global marketplace. As companies and businesses continue to stretch their operations across borders to meet the demands of a globalized market, there are now many opportunities for management consultants to seek assignments abroad.

If you are a management consultant interested in pursuing an international assignment with your firm, here are some insights from former management consultants who incorporated an international assignment into their consulting careers:

You will develop a word view through exposure to new cultures, new problems, and new industries:

When I was pitched a “couple month project near a beach” in a country I’d never been to, I figured “why not” and took the chance to go and work in Indonesia. The project ended up lasting a year, and I essentially lived out of a suitcase for the next 4-5 years after that, working on projects throughout Asia including Thailand, the Philippines, Australia, and Korea. It was a really interesting time to be in Asia – the financial economies were collapsing and there was very challenging work for us in helping large conglomerates optimize their corporate portfolios and restructure businesses. I felt like I was in “Lost in Translation” at times, but it taught me a lot about patience, and about being open minded to different cultures and people.

Eng Tan, Vice President & Head of Client Marketing at Asurion, LLC; Booz & Company Alum

You will learn to be adaptable and flexible:

International exposure has had a huge impact on my career, and a good chunk of my experience has been outside of the U.S. I think that in order to work well internationally, you need to be both curious and humble, and assignments abroad are somewhat of a torture test for those two traits. You gain flexibility and an appreciation for diversity within a team, as most teams abroad have a broader spectrum of views, languages, etc., than U.S. teams have to offer.

Andrew Bienkowski, Vice President & Group Managing Director at S.C. Johnson & Son; Accenture Alum

If you’re in a senior position within a company that has an international business, it’s really hard to understand other cultures without experience making the adjustment to a different place and way of doing things. Visiting a country is very different than actually living and working there, so personal experience with that type of change and immersion is certainly valuable.

You will gain the insight necessary to be a well-informed business leader:

My international experience has 100% impacted my career. It is absolutely important to have that experience in today’s world – if you don’t, you will lack credibility and a context to make well-informed business decisions. Until you are outside of the U.S., you don’t really appreciate its size and importance; at the same time, you may also lack a knowledge of its flaws. Taken in terms of operating level, it is also critical at the senior ranks – when you are working with senior executives they want you to be able to talk the same game.

Dave Kluz, Managing Director at Pernod Ricard SA; Boston Consulting Group Alum belief, but I feel as though when you lack international experience you are left a bit more underdeveloped than you would be otherwise. My company operates on a “Think global, act local” mantra, and the leveraged learning you get from understanding economies of scale, etc., is key to what we do. To really be leaders nowadays, I think you have to take it global.

Bruce Hawver, Chief Executive Officer at SteelSeries; McKinsey & Company Alum

In my own experience, I worked abroad in the earlier portion of my career, and I returned to the U.S. at a time when the domestic world was starting to develop the more matrixed and vague roles you see today. There was a need for people to influence organizations. My international roles were key in my ability to have that influence, because I had been working with people in Europe in these types of global roles that the U.S. was just developing. It was as though I had gotten to pilot test it.

It can accelerate your career towards senior-level executive positions:

If you’re actually thinking of your career more broadly, I think [an international consulting assignment] helps, because bringing geographic diversity to your curriculum is now a must-have for any kind of C-level executive position. There are more and more positions now, especially at the GM level, for which experience on at least two, if not three, continents, is required. And just Europe and the US are almost not good enough now. You need to have Europe, the US, and probably Asia or Africa to be relevant.

Nicolai Gerard, Digital Acceleration Officer at Groupe SEB; Bain & Company Alum

…But it could hinder your career progression if you are in consulting for the long-haul:

It certainly hurts if you’re aiming for Partnership, because at a point — probably when you reach the Manager level — if you’re serious about making it to Partner you’ll want to capitalize on your network locally.

These former consultants pursued international opportunities during their management consulting careers and gained a bettering understanding of the international factors shaping their and their clients’ businesses. While an international experience may not fit into your current career trajectory, the benefits of a global mindset, an international network of contacts, and exposure to emerging global markets helped each of these consultants leverage his international experience towards his current senior-level executive role.

• Using Global Human Resources

Examples of Multiple Managers for an Assignment

You must define at least one line manager for an assignment. Optionally, you can add other manager types. Line managers see the line-manager version of a person's spotlight and other restricted worker information.

Other manager types can also see restricted worker information if their roles have the required security access.

Let's see some examples of assignments that need multiple managers.

Matrix Management in an Engineering Company

An engineering company uses a matrix management structure. An engineer reports to the lead engineer for everyday functional guidance and to the operational manager for project assignment and tracking.

In this example, you define the lead engineer as the line manager and the operational manager as the project manager. This is because the lead engineer interacts with the team members every day and evaluates their progress. The project manager's role is restricted to assigning projects and tracking project completion.

Temporary Project Managers in a Service Company

A service company assigns workers to third parties to deliver contracted services. Each worker has a manager whose primary task is to help the worker find their next assignment. The manager is common for all of the worker's assignments. You define this manager as a line manager.

The worker also has a temporary project manager who manages a particular assignment but may not manage all of the worker's assignments. You define the project manager as an additional manager (for example, as a project manager) in relevant assignments.

Managers in a Global Company

A global company is organized functionally and workers report to a functional manager who may be in a different time zone. You define the functional manager as the line manager for the assignment.

For day-to-day administrative purposes, such as approving leave or absence, each worker also has an administrative manager. You define this administrative manager as an additional manager for the assignment.

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Out of the Centre

Savvino-storozhevsky monastery and museum.

Zvenigorod's most famous sight is the Savvino-Storozhevsky Monastery, which was founded in 1398 by the monk Savva from the Troitse-Sergieva Lavra, at the invitation and with the support of Prince Yury Dmitrievich of Zvenigorod. Savva was later canonised as St Sabbas (Savva) of Storozhev. The monastery late flourished under the reign of Tsar Alexis, who chose the monastery as his family church and often went on pilgrimage there and made lots of donations to it. Most of the monastery’s buildings date from this time. The monastery is heavily fortified with thick walls and six towers, the most impressive of which is the Krasny Tower which also serves as the eastern entrance. The monastery was closed in 1918 and only reopened in 1995. In 1998 Patriarch Alexius II took part in a service to return the relics of St Sabbas to the monastery. Today the monastery has the status of a stauropegic monastery, which is second in status to a lavra. In addition to being a working monastery, it also holds the Zvenigorod Historical, Architectural and Art Museum.

Belfry and Neighbouring Churches

Located near the main entrance is the monastery's belfry which is perhaps the calling card of the monastery due to its uniqueness. It was built in the 1650s and the St Sergius of Radonezh’s Church was opened on the middle tier in the mid-17th century, although it was originally dedicated to the Trinity. The belfry's 35-tonne Great Bladgovestny Bell fell in 1941 and was only restored and returned in 2003. Attached to the belfry is a large refectory and the Transfiguration Church, both of which were built on the orders of Tsar Alexis in the 1650s.  

To the left of the belfry is another, smaller, refectory which is attached to the Trinity Gate-Church, which was also constructed in the 1650s on the orders of Tsar Alexis who made it his own family church. The church is elaborately decorated with colourful trims and underneath the archway is a beautiful 19th century fresco.

Nativity of Virgin Mary Cathedral

The Nativity of Virgin Mary Cathedral is the oldest building in the monastery and among the oldest buildings in the Moscow Region. It was built between 1404 and 1405 during the lifetime of St Sabbas and using the funds of Prince Yury of Zvenigorod. The white-stone cathedral is a standard four-pillar design with a single golden dome. After the death of St Sabbas he was interred in the cathedral and a new altar dedicated to him was added.

Under the reign of Tsar Alexis the cathedral was decorated with frescoes by Stepan Ryazanets, some of which remain today. Tsar Alexis also presented the cathedral with a five-tier iconostasis, the top row of icons have been preserved.

Tsaritsa's Chambers

The Nativity of Virgin Mary Cathedral is located between the Tsaritsa's Chambers of the left and the Palace of Tsar Alexis on the right. The Tsaritsa's Chambers were built in the mid-17th century for the wife of Tsar Alexey - Tsaritsa Maria Ilinichna Miloskavskaya. The design of the building is influenced by the ancient Russian architectural style. Is prettier than the Tsar's chambers opposite, being red in colour with elaborately decorated window frames and entrance.

At present the Tsaritsa's Chambers houses the Zvenigorod Historical, Architectural and Art Museum. Among its displays is an accurate recreation of the interior of a noble lady's chambers including furniture, decorations and a decorated tiled oven, and an exhibition on the history of Zvenigorod and the monastery.

Palace of Tsar Alexis

The Palace of Tsar Alexis was built in the 1650s and is now one of the best surviving examples of non-religious architecture of that era. It was built especially for Tsar Alexis who often visited the monastery on religious pilgrimages. Its most striking feature is its pretty row of nine chimney spouts which resemble towers.

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The Unique Burial of a Child of Early Scythian Time at the Cemetery of Saryg-Bulun (Tuva)

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Pages:  379-406

In 1988, the Tuvan Archaeological Expedition (led by M. E. Kilunovskaya and V. A. Semenov) discovered a unique burial of the early Iron Age at Saryg-Bulun in Central Tuva. There are two burial mounds of the Aldy-Bel culture dated by 7th century BC. Within the barrows, which adjoined one another, forming a figure-of-eight, there were discovered 7 burials, from which a representative collection of artifacts was recovered. Burial 5 was the most unique, it was found in a coffin made of a larch trunk, with a tightly closed lid. Due to the preservative properties of larch and lack of air access, the coffin contained a well-preserved mummy of a child with an accompanying set of grave goods. The interred individual retained the skin on his face and had a leather headdress painted with red pigment and a coat, sewn from jerboa fur. The coat was belted with a leather belt with bronze ornaments and buckles. Besides that, a leather quiver with arrows with the shafts decorated with painted ornaments, fully preserved battle pick and a bow were buried in the coffin. Unexpectedly, the full-genomic analysis, showed that the individual was female. This fact opens a new aspect in the study of the social history of the Scythian society and perhaps brings us back to the myth of the Amazons, discussed by Herodotus. Of course, this discovery is unique in its preservation for the Scythian culture of Tuva and requires careful study and conservation.

Keywords: Tuva, Early Iron Age, early Scythian period, Aldy-Bel culture, barrow, burial in the coffin, mummy, full genome sequencing, aDNA

Information about authors: Marina Kilunovskaya (Saint Petersburg, Russian Federation). Candidate of Historical Sciences. Institute for the History of Material Culture of the Russian Academy of Sciences. Dvortsovaya Emb., 18, Saint Petersburg, 191186, Russian Federation E-mail: [email protected] Vladimir Semenov (Saint Petersburg, Russian Federation). Candidate of Historical Sciences. Institute for the History of Material Culture of the Russian Academy of Sciences. Dvortsovaya Emb., 18, Saint Petersburg, 191186, Russian Federation E-mail: [email protected] Varvara Busova  (Moscow, Russian Federation).  (Saint Petersburg, Russian Federation). Institute for the History of Material Culture of the Russian Academy of Sciences.  Dvortsovaya Emb., 18, Saint Petersburg, 191186, Russian Federation E-mail:  [email protected] Kharis Mustafin  (Moscow, Russian Federation). Candidate of Technical Sciences. Moscow Institute of Physics and Technology.  Institutsky Lane, 9, Dolgoprudny, 141701, Moscow Oblast, Russian Federation E-mail:  [email protected] Irina Alborova  (Moscow, Russian Federation). Candidate of Biological Sciences. Moscow Institute of Physics and Technology.  Institutsky Lane, 9, Dolgoprudny, 141701, Moscow Oblast, Russian Federation E-mail:  [email protected] Alina Matzvai  (Moscow, Russian Federation). Moscow Institute of Physics and Technology.  Institutsky Lane, 9, Dolgoprudny, 141701, Moscow Oblast, Russian Federation E-mail:  [email protected]

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