From the category archives:

FAQ

Will attending a top business school make it much easier to get into management consulting?

Definitely. Target business schools provide a level of access that you don’t get anywhere else. Given how selective the recruiting process is, your best chances of breaking into consulting happen in-school.
If you don’t have that luxury but want to break into consulting, consider the following two elements when debating career paths: prestige and skill-development. Consulting [...]

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Are thank you letters necessary?

While in finance, they can be optional – I’d strongly recommend writing one in consulting. Why? Because decision-making timeframes are typically longer in consulting; consultants have blackberries and continuous access to email; most interviewers appreciate the gesture and at the very least, it’ll keep your name in their minds for longer.

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How do you find boutique consulting firms to see if they’re a good fit for you?

Tough question. Unlike investment banking, there is no centralized database of boutique consulting firms. They’re tough to define (since there are countless one-man consulting shops). The
Vault Guide to the Top 50 Management and Strategy Consulting Firms, 2009 Edition is a good start. Google Search is another resource. Finally, there are many forums where you can [...]

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After several years in finance, I’ve decided to transition into consulting. How do I start?

No direct experience here, but the parallel/experienced hire process is similar across professions. It’s best to have “internal champions” – those within your target firm that forward your resume to recruiters internally, write positive recommendations, help get the ball rolling. Headhunters play a role – but less so in management consulting than in private equity/hedge [...]

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I’m still too young to apply for management consulting jobs but want to get a head start. What types of jobs teach you the skills that will be helpful in consulting?

Anything business-oriented where you can show the following things: ability to manage people and teams; capacity to learn sophisticated concepts; ability to drive measurable impact in your team/group/division. The firm’s brand-equity is important (eg, Goldman Sachs is more valued than Wachovia).

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