starting full-time @ mbb this month. i’m really interested in recruiting growth equity (ge) at some point. i’m pretty familiar with pe recruiting but not sure how growth differs. anyone have perspective on any of the following: 

1- does ￼ge recruit on cycles? if so what is the typical timing? 
2-￼ are modeling tests standard as part of the interview process? 
3- how are consultants perceived in the industry? 4- do large ge firms utilize headhunters?￼￼￼
5- do large ge firms have operating roles?
what on gods green earth is ge
They employ a lot of former MBB consultants, so the interviews are similar to what you would expect at MBB, however less structured/more flexible (can be longer, or shorter, cases are not that unified). Obviously, in their cases they focus a lot on financial sector. So, the good approach to prepare for the interview with MA would be just to prepare as you would do for MBB, but to put more focus on financial services/payment cases. As regards personal fit questions, focus on highlighting the same virtues as for the MBB, i.e. leadership, team work, analytical skills, goal orientation, entrepreneruship. Kenny 

Dear Kenny, 


if you come from another MBB firm, you might be considered an experienced hired already after 2 years of working experience. If, as in your case, you come from a completely different industry, you might need slightly more, such as 3-4 years experience. This what happens in average, however, note that there might be differences or exceptions among the different offices.


If you pass the selection as experienced hired, you might start with a "junior" title. For example, at McKinsey you might start as "Junior Associate" which is a non-official position that will last only for a "trial period" of 6 months or similar, before you get officially to the next step, in this case, to "Associate" (that in BCG is call "Consultant").


As a matter of fact, less people join the firm as experienced hire. However, talking with a few colleagues from the HR department, I discovered that there are just fewer applications of this kind and the people come less prepared to the interview (maybe thinking that their experience is enough to guarantee them a spot).


If they like your CV, they like your CV, full stop. They will then suggest you in which position they see you better. Will an MBA increase your chances to get in as an experienced hire? Certainly yes! However, you can also try to apply now and in case you don´t succeed, you apply again after the MBA: 1-2 years will have passed and your CV will look brand new.


I hope I´ve been helpful and made a bit of light on this point. hello aspirants,
  

hope you doing well, ghani khan chowdhury is a new clg as it was established in 2010 but yeah the way the clg is growing is quite appreciating but still there is less companies which use to visit here so it's kind a drawback for you but if you are a that kind of student who is usually comes under top 30% you would get placed but for that you have to develop some skills you have do your own hustles basically you can't be dependent on the college for all the time
  

  

if you want to know which colleges are accepting your rank you can check it with the help of jee college predictor where you have to put your rank or marks and you will be shown a list of the colleges according to thier ranking with their placement fees and everything and here you can make a wise decision to get into a good college so go for it and check it now heres the link
<https://engineering.careers360.com/jee-main-college-predictor?utm_source=qna&utm_medium=jee_cp> typically even in an informal interview i will have reviewed a candidate's resume. so yes, to some degree, i will have learned about the candidate's occupation. the purpose of the interview will then determine how much detail i go into with the candidate on their occupation. is it the first step toward employment for an open job for which the candidate is qualified? is it a courtesy interview where i'm helping a candidate learn about a company? am i simply helping a student to polish their interview skills? the level of formality and explorations of one's occupation and related qualifications can change significantly based on the answer to many of these questions. Anonymous A 

Hello!


When you say experienced hired, this can still mean 2-3 different tenures. Can you specify? Precisely the bonus is the part that changes most as you go up in the org. 


ME is rather frozen, but again, could you specify office?


Hope it helps!


Cheers, 


Clara it all varies depending on the team.if you’re close to production, pressure is high. outside of this there are a lot of variation, but in general people are working a lot. this is not really that there are explicit pressure to work long hours but many are very committed , and i think that when you are joining a team you’re more likely to pick up the same rythme.in terms of compensation, it depends on the role / the team and how much they want you after the on-site, but they will in general align on other offers you may have (from google/fb/apple/amazon/...) alphacompounder: 
1. this can be an extremely long answer. i'll keep it short - the opportunity for exposure, meet and work with brilliant minds, put my analytical and logical skills to right use, $ increment from a big4 role.
2. over the years, the team members (10+ years each) have built solid connections in the industry. networking events (eg. superreturn)+ leveraging our personal connects to stay in touch with these gps. we also use databases (eg. Hi


In **consulting interviews** you may have **two types of M&A cases:**


1. Commercial due-diligence of the target company
2. Synergies calculation of two merging companies


There are **two ways to identify the exact type of a case:**


* The interviewer will tell you
* In the beginning, while asking clarifying questions you ask what is the objective and if we have any other company in the portfolio that can have potential synergies


**1. For commercial DD** you can use the following structure:


**Market**


* Size
* Growth rates
* Profitability
* Segments
* Distribution channels


**Competition**


* Market shares of competitors and their segments (see the next point)
* Concentration / fragmentation (Fragmented market with lots of small players is less mature and easier to enter from a scratch. Concentrated market is hard to enter but has potential acquisition targets)
* Unit economics of the players (Margins, relative cost position)
* Key capabilities of the players (e.g. suppliers, assets, IP, etc)


**Company** 


* Unit economics (Margins, costs) in current or target markets
* Brand
* Product mix
* Key capabilities


**Feasibility of exit**:


* Exit multiples
* Exit time
* Existence of buyers


**2. For Synergies Calculation** you can use the following structure:


1. **Revenue synergies** - here you calculate the synergies in price and quantity (depending on the case it may be new geographies, new products, new distribution channels, bigger share on shelves crosselling opportunities, etc.)
2. **Cost synergies** - typically you use a value chain structure tailored to the industry (e.g. supply-production-distribution-marketing-after sales support)
3. **Risks** - major risks that can decrease the synergies (tip: don't underestimate the merging companies culture factor)
4. **Total synergies potential** in $, adjusted by risk (probability of failure)


**In private equity interviews,** the cases will be much more detailed in financial part. Depending on the company you'll need to:


* Find the relevant information in P&L and Balance sheet
* Do the simplified valuation using NPV: calculate cash flows and make assumptions about growth rate and discount rate
* Do the valuation using comps - you'll have to explain which comps you will use and why


Good luck! Hi,  

one of the most important aspects to stress in an M&A will be the revenue and cost synergies of the 2 companies.


During a PE investment instead will be crucial to investigate the ability of the target company to increase - in the short-middle term - profit and value. Then, you can think even on synergies with the other firms in the portfolio.


Best,  

Antonello an early stage start-up is still at the nascent stage. this makes for a very creative and flexible learning environment. they prioritise quick learning and determination. early stage start-ups provide good chances for adding to the skill set. you learn quick decision making and have additional responsibilities. an early stage start-up hinges on multitasking and passion since the pay can be uncertain. start-up is more growth oriented as compared to experienced corporations. it is a good place to develop and acquire multiple skills.