What does it really take to break into MBB — especially if you’re starting late?
In this conversation, ex-Bain manager and case coach Abi Chen breaks down the exact 2-month strategy that helped her go from “I just learned what consulting is” to landing a Bain offer.
She shares the principles that top candidates consistently get right — and the myths that hold everyone else back.
You’ll learn:
- How to diagnose your readiness (and what most candidates overlook)
- Why drills matter more than full cases
- How top performers think like consultants from day one
- The feedback mindset that accelerates growth in recruiting and on the job
If you need a clear, realistic roadmap to MBB — or inspiration for charting your own path — you’ll find it here.
Additional Resources
- Work directly with Abi on case and behavioral prep
- Join Black Belt for structured prep that covers networking, digital assessments, resumes, and interviews
Connect with Abi
Transcript:
Japheth: I'm excited to be sitting down today with Abi Chen, a Management Consulted case coach. This is Abi's second stop on the Strategy Simplified podcast, so we're thrilled to have her today and dive into her background – going into Bain, exiting, coming back, and then exiting once more – and get her advice for consulting candidates far and wide. Abi, where does this podcast find you?
Abi: Hello everyone, my name is Abi. Thank you so much, Japheth, for the introduction. I am based in Austin, Texas.
Japheth: Wonderful. Okay. We'll have to get some of your barbecue recommendations towards the end of the conversation today. Excited to dive in. I’m going to give you the floor to give us kind of a 60–90 second overview of your background before Bain and what you're up to right now.
Abi’s Path Into Bain and Consulting
Abi: Absolutely, I’ll be more than happy to. I studied social sciences in undergrad and graduated back in 2016. At the time, I didn’t learn about the consulting industry until senior year in college. That was when I was frantically trying to find a foot in the door, but unfortunately I was not aware of the interview process.
My undergrad also didn’t really recruit for consulting at the time – they started a year after I graduated. So I decided to pursue a one-year master’s degree at Duke University with the Fuqua School of Business. With that program, I was able to tap into the Duke network, get an interview, and eventually get an offer.
I joined Bain as a first-year associate consultant in 2017. I started in our Adelaide office and worked there for about two years, then transferred to Dallas and worked there for about two years. Then I took a pause to get my MBA from Harvard Business School. I was incredibly privileged because Bain sponsored me for this very expensive degree.
I graduated from HBS in 2023, came back to Bain, worked in our Austin office for about two years, and then took a leap of faith into entrepreneurship.
Japheth: Love that. You’ve got quite a varied background. You were a bit of a late bloomer – not discovering consulting until senior year. Did you recruit or interview during senior year, or was that mainly during your master’s program?
Abi: The bulk of my consulting interviews happened during my master’s program. They all happened during a span of less than two months. My master’s program started in July, and the interviews – since I was in the same pool as Duke undergrad – took place in September. So I had less than two months and did a ton of case prep during those two months.
Japheth: So you had to get right into it from day one on campus. I love that. Congrats on Bain – what a career. You worked across three offices in the South and Southeast U.S. We’d love to hear about a project or memory from Bain that really stands out.
A Bain Project That Shaped Abi’s Approach
Abi: One of my most impactful cases was with an airline client. This was before COVID – before the world turned upside down, especially for the airline industry. The airline hired us to run an IT transformation project, and we were brought in by their CTO.
Day-to-day, we worked with mid-level managers and directors. Not everyone on the client side was bought in on the value of the project. The senior executives were very bought in – they hired us – but the operations managers were not brought along the journey.
This case taught me the importance of building relationships and getting buy-in across all levels. Our team didn’t just engage senior leadership. We took the time to ensure everyone across levels understood the value we were driving and the approach we were taking.
When our consulting team eventually handed off the project, the client team was able to pick up every piece of the work and continue driving it forward. It turned out to be a really successful project. At the end, the client team actually received a $500 cash reward from the CTO as a token of appreciation.
Japheth: That could have gone a lot of other ways if you hadn’t gotten that buy-in. Without it, the project probably would have fallen apart as soon as you left. What did you take away from that experience that still benefits you today?
Abi: I look back on that project often. The more “efficient” route would have been to tell senior executives, “Here’s our approach – go tell your managers to implement it.” That’s not uncommon in consulting.
But our team was thinking about long-term sustainability. We knew we’d only be there for a few months, and the client team would need to own the work afterward. Without collaboration and buy-in, I don’t think the CTO would have been nearly as happy with the outcome.
What Consulting Teams Look Like – And How They’re Changing
Japheth: Walk us through the team makeup on that project, and contrast it with more recent projects. A lot of students have no idea what a consulting team actually looks like.
Abi: A typical consulting team has a manager or senior manager with about two project leads or workstream leads. Each workstream usually has a consultant and one or two associate consultants. Everyone reports into the manager or senior manager.
That manager then reports to an associate partner or partner, who are senior leaders and subject-matter experts.
What’s changed is that teams are becoming more interdisciplinary. Since returning after business school, I’ve seen teams include data analysts doing advanced analytics beyond Excel or Alteryx. I’ve also worked on design-focused cases where designers were embedded on the team.
Japheth: It’s not just consultants anymore, which matches where the industry is heading. You were also involved in recruiting at Bain. What stood out to you in top candidates?
What Stands Out in Bain Interviews
Abi: The strongest candidates consistently put themselves in the shoes of the client. They’re not just answering the question in front of them – they’re thinking, “If I were advising this client, what else would I do?”
They sense-check, anticipate risks, and think proactively about next steps. That’s exactly why firms use case interviews – it mirrors real consulting work.
Japheth: Exactly. The case interview isn’t random. What’s one recruiting myth you wish candidates understood?
Recruiting Myth – Consultants Are Built, Not Born
Abi: I used to think consultants were a different species – that they were born to do this. After six years in consulting, I can confidently say that’s not true.
Consulting is a learned skill. I had less than two months to prepare for MBB interviews. During that time, I ran 30 live cases with a case buddy, and we helped each other improve.
At first, frameworks terrified me. Thinking in structured buckets felt unnatural.
Japheth: Who does it feel natural to?
Abi: Exactly – no one. But with repetition, it becomes second nature. Now I automatically break big problems into structured frameworks, and that skill has helped me far beyond consulting.
One candidate I coached had only three weeks before her interview and barely knew what consulting was. After intense practice, she landed the offer. Hard work and repetition really work.
Japheth: Boom. Hard work and repetition. Let’s put you in the coach seat. What’s your two-month prep playbook?
Abi’s Coaching Playbook – Diagnostics and Drills
Abi: Before the first session, I ask questions to understand a candidate’s background and timeline. The first meeting is a diagnostic case. From there, I identify strengths and gaps.
Future sessions focus on targeted drills. If frameworks are weak, we drill frameworks. If math is the issue, we drill math. Repetition is how candidates improve.
I also provide resources I’ve developed over years of experience – common case types, frameworks, and structured approaches.
Japheth: Drills are such a secret weapon. Beyond cases, what else do you emphasize?
Beyond Casing – People, Culture, and Fit
Abi: I encourage candidates to truly get to know the firm and the people. Do you like the culture? Do you connect with the people you talk to?
That helps in behavioral interviews and also matters when choosing between offers. Recruiting is a two-way street.
One Principle for Long-Term Success – Welcome Feedback
Japheth: If you had to pick one life principle that’s driven your success, what would it be?
Abi: Welcome feedback. Consulting is built on feedback loops. Every week, I reflected with my supervisor on what went well and what to improve.
Feedback isn’t personal – it’s data. If you act on it, the growth is incredible.
Japheth: That’s what makes consultants a little strange – loving feedback. If that sounds awful, consulting might not be the right path.
From Bain to Entrepreneurship
Japheth: You recently left Bain to pursue entrepreneurship. Walk us through that journey.
Abi: I’ve always been curious about entrepreneurship. Business school gave me the space to explore it. Food, in particular, has always been central to my life.
My dad immigrated from China, worked as a dishwasher, taught himself to cook, and eventually opened a restaurant. I grew up helping out and saw how tough the industry is – but also how meaningful it can be.
I left Bain as a manager to build an Asian fast-casual concept in Austin. It’s exciting and terrifying, but I want to live without regrets.
Applying Consulting Skills to Food
Japheth: What consulting lesson are you using most right now?
Abi: A data-driven approach. I’m testing menu items, collecting structured feedback, and iterating. Feedback is just data points – the same mindset I had in consulting.
Japheth: Consultant through and through.
Fun Questions – Food, Austin, and Travel
Japheth: One Austin food recommendation?
Abi: Terry Black’s. Incredible operations. Long lines, but they make the wait enjoyable. I’m inspired by how well they run things.
Japheth: And your restaurant’s name?
Abi: Harvest Moon Asian Kitchen. I’ll be sharing my journey on Instagram – wins and mistakes.
Japheth: Favorite travel or team experience?
Abi: Case team funs – horseback riding, my first hockey game, and my first omakase. Associate consultants often plan them, and they really shape team culture.
Closing Thoughts
Japheth: Abi, this was incredible. Thanks for sharing your journey. We’ll include links in the show notes to work with you. Excited to see what you build next – and we’ll definitely have you back.
Abi: Thank you so much. Thanks everyone for watching.