- BCG publishes four steps: application, a skills interview on your experience and motivation, a case interview and a team interview. The last two apply to client-facing roles.
- Online tests vary by office. BCG's own pages mention a Consulting Career Assessment and an online case in the United States, a numerical test in the United Kingdom, and both an online case and a numerical test in Australia and New Zealand. Your invitation email is the only reliable guide to which test you will take.
- In the BCG case, the quality of your reasoning matters more than reaching one "right" answer. BCG says so on its own preparation page, and candidates report that you are often expected to lead the case yourself.
- BCG names five qualities: integrity, intellectual curiosity, creative thinking, a collaborative mindset and drive. Show them through examples in your stories and in how you handle the case, rather than listing them.
- Prepare "why BCG" with reasons that are specific to you. Generic praise of the culture is the answer interviewers hear most often.
BCG interview preparation is easier when you know exactly what each step tests. This guide follows the process in order: the online test, the case, the personal interviews and the final round. It separates what BCG publishes on its careers pages from what candidates commonly report, because processes differ by office, role and year.
CasePreparation's coach, Franco Borgonovo, knows this process from both sides. He spent ten years at BCG, from intern to Principal, and interviewed and selected candidates as a global lead recruiter, including many interviews for BCG X, BCG Platinion and INVERTO. He still works with BCG today as an official coach for new hires in BCG's Consulting Foundation Training. Everything below comes from BCG's public pages, candidate reports and general interviewing practice, not from internal BCG material. CasePreparation is independent and is not affiliated with BCG.
The BCG process at a glance
BCG's interview process page describes four steps and calls the interview "a two-way conversation". The table shows what BCG says about each step and what candidates commonly add. The right-hand column is useful context, but treat it as reported practice rather than a rule.
| Step | What BCG says | What candidates report |
|---|---|---|
| Application | Apply online; BCG gives guidance on using AI responsibly | CV, sometimes a cover letter and transcripts, depending on the office |
| Online test | Not on the global page; office pages name tests (see below) | Varies by office: online case, numerical test or both |
| Skills interview | A traditional interview on your experience, skills and motivation, "your chance to go beyond your resume" | Fit questions, often one experience in depth, and "why BCG" |
| Case interview | For client-facing roles; assesses problem solving and analytical skills | Often candidate-led; usually combined with fit in the same hour |
| Team interview | For client-facing roles; assesses problem solving, analytical and communication skills | Often part of a final round with more senior interviewers |
Most candidates experience this as two rounds of interviews, each with one or more interviews that mix a fit part and a case. BCG's Australia and New Zealand page describes exactly that: first-round case interviews, then final interviews, typically held the week after the first round. Other offices may organise the steps differently, or combine them.
Ask how many interviews you will have in each round, whether there is an online test and which one, whether the case is led by you or by the interviewer, and whether any part involves a written case or AI tools. Recruiters answer these questions routinely, and the answer for your office beats any general guide, including this one.
The online tests BCG may send you
BCG's global interview page does not mention an online test. Several of its office pages do, and they show how much the process varies.
United States (Associate)
After applying, you complete the Consulting Career Assessment (CCA), which BCG says takes about 30 to 35 minutes, with 48 hours to finish. A select group of candidates is then invited to an online case of about 35 minutes.
United Kingdom (Graduate Associate)
After an initial review, BCG invites candidates to a short numerical assessment, which forms part of the application. A final CV review follows before first-round interviews.
Australia and New Zealand
Eligible candidates complete an online case assessment. Shortlisted candidates then take an online numerical assessment before first-round case interviews.
These descriptions come from BCG's careers pages, read on 2 November 2026. Other offices may use other tests, and the same office can change its process between recruiting seasons. The invitation email you receive is the only reliable guide to your test: it names the assessment, the deadline and often the duration.
What candidates report about each test
Beyond the official pages, candidates and preparation sites describe the tests in more detail. Use the descriptions below to practise the task types, then follow the rules in your invitation.
| Test | What candidates report | Source and scope |
|---|---|---|
| Online case ("Casey") | One business case run by a chatbot, about 35 minutes, 8 to 10 linked questions (multiple choice, short answers, numbers from exhibits), no going back, and a short recorded video recommendation of about one minute at the end | Several sources agree; duration confirmed on BCG's US page |
| Online case platform | Recent reports say the same online case is now delivered on the HireQuotient platform, so the invitation may use that name | Two preparation sites, 2026 |
| Consulting Career Assessment | Designed with SHL; personality questionnaires plus a short timed numerical section; calculator allowed | Existence and duration official (US); content reported |
| Numerical or logical tests | Short timed tests in some European offices | Reported; the UK page confirms a "short numerical assessment" |
| Pymetrics and the Potential Test | Game-based test and an older timed case test, described as legacy or local formats | Reported; sources disagree on where they are still used |
BCG tests differ by office, role and recruiting season. Confirm the platform, sections and deadline in your invitation, then practise the relevant tasks under the time limit it specifies.
How to prepare for the online case
Candidates consistently report that time is the main pressure in the online case. The questions are linked, so an error early on can carry through, and you cannot go back to change an answer. Four habits help:
- Read the whole prompt and the objective before the first question, and note the two or three numbers that seem central.
- For each calculation, write down what you are calculating and the formula before using the calculator. Check that each input matches the required unit.
- Set a rough time budget per question and move on when you exceed it. Follow the test instructions on skipping questions and any penalty for incorrect answers.
- Practise the final video: give the recommendation first, then two supporting facts, a risk and a next step, in under a minute.
The exercise below shows the kind of reasoning involved. It is fictional and written for this guide; it is not taken from a BCG test.
The question
A pharmacy chain ran a delivery pilot. Delivery breaks even at 40 deliveries per pharmacy per day. Using Exhibit 1 (shown later in the worked case), which statement is supported?
A. Delivery is profitable in every type of area. B. Delivery covers its cost only in city-centre pharmacies. C. Small towns would break even if delivery volumes doubled. D. Most pharmacies in the network are above breakeven.
Solution
B. City-centre pharmacies average 55 deliveries a day, above 40; suburbs average 35 and small towns 15, both below. C is wrong because doubling 15 gives 30, still below 40. D is wrong because only 24 of the 120 pharmacies are in city centres. The trap is to answer from the tallest bar instead of comparing every bar with the threshold.
How the BCG case interview runs
BCG's case preparation page says the case simulates a real client problem. You are expected to structure an approach, ask thoughtful questions, analyse data, do quick calculations, identify the key factors, communicate clearly and show business intuition and creativity. BCG adds that there is not always a single right answer: what matters most is how you approach the problem and the quality of your reasoning.
The same page lists what to do and what to avoid. The advice is simple, but each point maps to a habit interviewers notice:
What BCG asks you to do
Listen actively, be yourself, think structurally, communicate clearly, clarify assumptions and show your thinking.
What BCG asks you to avoid
Panicking under pressure, rushing your response, overcomplicating solutions, ignoring feedback, staying silent and interrupting.
Who leads the case
Candidates commonly report that BCG cases are more often led by the candidate than McKinsey cases. In practice, that means the interviewer gives you a problem and then waits for you to propose what to analyse, ask for the data you need and say what each result means. Interviewers often build cases from their own project experience, so the conversation can move in directions that no case book covers.
This is the main difference to prepare for. In an interviewer-led case, a weak candidate can still answer the questions one by one. In a candidate-led case, nobody tells you the next step, so a missing plan shows within minutes. Practise proposing the next analysis after every result, and explaining why.
The skills behind a strong case
If you are new to case interviews, these are the building blocks. Each one appears in the worked case below.
- Clarifying questions. Ask only what could change your plan: the objective, the scope and how the business makes money.
- Structure. Split the problem into three or four parts that do not overlap and together cover the question, using the client's facts. End with a hypothesis and where you would start.
- Maths. Say what you are calculating and the formula before the numbers, round sensibly and check that the result is plausible. Live interviews are usually done with pen and paper, without a calculator.
- Charts. Read the title, axes and units first, then the main movement, then what it means for the question.
- Synthesis. Lead with the answer, support it with two or three numbers, then give a risk and a next step.
If you want to go further on any of these, the guides to case interview structuring and case interview maths have more examples, and the complete case interview guide works through a full profitability case.
A BCG-style case from prompt to recommendation
The case below is fictional and written for this guide. It is shorter than a real interview, and in a candidate-led case you would ask for most of the information yourself. Try each step before reading the solution.
Your client, Kestrel Pharmacies, runs 120 pharmacies in the north of England. Over the last six months it tested same-day home delivery of prescriptions and everyday products in 12 pharmacies. The CEO asks: should we roll out delivery across the network?
Step 1: clarify the question
The question
What do you ask before building a structure?
Solution
Three questions change the plan. Objective: the CEO wants delivery to at least cover its own cost within a year; keeping patients loyal is welcome but not enough on its own. How the service works: each pilot pharmacy has its own driver and van, and customers pay a small fee. Pilot scope: pharmacies were chosen across city centres, suburbs and small towns.
"What is the size of the UK pharmacy market, and who are Kestrel's main competitors?"
"Before I structure this, three questions. What does success look like: does delivery need to make money on its own, or is it mainly about keeping patients? How does the service work today: own drivers or a courier? And were the pilot pharmacies chosen to represent the whole network?"
The stronger questions decide how the case will be answered. Knowing that delivery must cover its cost tells you to start with economics, and knowing the pilot mixes area types tells you to compare them.
Step 2: build the structure and lead
The question
Take a minute, then present your approach and say where you want to start.
Solution
The decision is whether delivery pays for itself, and where. A structure built on that question:
- Economics per pharmacy: what one delivery earns, what running delivery costs per day, and the volume needed to break even
- Demand by area: how many deliveries each type of pharmacy actually gets
- Operations at scale: drivers, pharmacists' time, regulation for prescription deliveries
- Strategic value: loyalty of patients who use delivery, and what competitors offer
- Hypothesis and start: delivery probably pays only where demand is dense, so I would start with the breakeven volume and then compare it with the pilot data.
"I'd look at the market, the customers, the competitors and the company, and then at the financials."
"The question is whether delivery covers its cost, so I'd look at four things: the economics of one pharmacy's delivery service, demand in each type of area, whether we can operate it across 120 sites, and its strategic value. My guess is that it only pays in dense areas, so I'd start by working out how many deliveries a pharmacy needs to break even. Could you tell me what a delivery earns and what the service costs to run?"
The weaker structure could fit any case. The stronger one is built on the CEO's question, states a hypothesis and ends by asking for the specific data needed. In a candidate-led case, that last request is what moves the interview forward.
Step 3: find the breakeven
The question
The interviewer gives you three figures. Each delivery brings £6 of contribution (the fee plus the margin on products customers would not otherwise have bought). The driver and van cost £200 per pharmacy per day. Fuel and packaging cost £1 per delivery. How many deliveries a day does a pharmacy need to break even?
Solution
Each delivery leaves £6 minus £1 to pay for the fixed daily cost of the driver and van.
Contribution after variable costs: £6 − £1 = £5 per delivery
Breakeven: £200 ÷ £5 = 40 deliveries per pharmacy per day
Say what this means before moving on: "A pharmacy needs about 40 deliveries a day for its own driver to pay off. The next question is how many deliveries each type of pharmacy actually gets."
Step 4: read the exhibit
The question
The interviewer hands you Exhibit 1. "What do you take from this?"
Solution
Compare each bar with the breakeven of 40. City-centre pharmacies, at 55, clear it comfortably. Suburbs, at 35, fall just short. Small towns, at 15, are far below. Then use the second piece of information on the chart: only 24 of the 120 pharmacies are in city centres, so the area types below breakeven account for four pharmacies out of five in the network.
A strong candidate also looks for a way to change the economics rather than only accepting them. Two suburban pharmacies close to each other could share one driver: together they would generate about 70 deliveries a day, well above 40. Small towns would need a different model, such as an external courier paid per delivery.
"City centres have the most deliveries, so delivery works well there. Suburbs and small towns have fewer."
"Against the breakeven of 40, only city centres pay: 55 a day. Suburbs are close at 35 and small towns far off at 15. That matters because city centres are only 24 of the 120 pharmacies. But suburbs are close enough that pairing two pharmacies with one driver would give about 70 a day, so I'd like to test that before ruling them out."
The weaker answer describes the bars. The stronger one compares them with the number just calculated, links the result to the size of each group, and proposes a way to improve the economics, which is the kind of creative thinking BCG lists among the qualities it looks for.
Step 5: give the recommendation
The question
"So, do we roll it out?"
Solution
Lead with the decision, give the numbers that support it, then the risk and the next step.
City centre: (55 − 40) deliveries above breakeven × £5 = £75 a day per pharmacy
Across 24 pharmacies: 24 × £75 = about £1,800 a day
"We looked at the economics, then the pilot data. Delivery works in some places and not in others, so it depends on the area. There are also operational and strategic aspects to consider."
"Roll out delivery in the 24 city-centre pharmacies now, but not across the network. A pharmacy needs 40 deliveries a day to cover its driver; city centres average 55, which adds about £1,800 a day across the 24. Suburbs average 35, so test shared drivers between pairs of nearby pharmacies before deciding, and don't launch in small towns with the current model. The main risk is that pilot demand was inflated by novelty, so I'd track volumes monthly for the first quarter."
The weaker answer retells the case. The stronger one gives a clear decision in the first sentence, supports it with two numbers, and ends with a test, a risk and a way to monitor it.
Across the five steps, what made the difference was never knowledge of pharmacies. It was asking questions that shaped the analysis, calculating the threshold before looking at the data, comparing every result with that threshold and proposing what to do next.
The skills and team interviews: the personal side
BCG describes the skills interview as a traditional interview about your experience, skills and motivation: "your chance to go beyond your resume". A senior recruiting specialist quoted on the same page adds that BCG interviews include a behavioural portion, and that your answers should relate to the requirements of the job. The team interview, for client-facing roles, assesses problem solving, analytical skills and communication.
Candidates commonly report that the fit part at BCG is more free-form than McKinsey's Personal Experience Interview. It often starts with a short introduction, goes deep on one or two experiences, and includes "why BCG" as an explicit question. In many offices, fit and case share the same interview of about an hour.
The questions to prepare
Three types of question come up in almost every BCG interview:
- Your background. "Walk me through your CV" or "tell me about yourself". Prepare a version of 60 to 90 seconds that explains your choices and ends with why you are applying now.
- Your motivation. "Why consulting?" and "why BCG?", sometimes "why this office?".
- Your experiences. "Tell me about a time you..." led a team, disagreed with someone, failed, changed someone's mind or delivered under pressure.
How to prepare your stories
- List eight to ten real situations from your studies, work and life where you led, influenced, solved a hard problem, recovered from a setback or achieved something difficult.
- For each story, write what you personally decided and did, why, and what changed as a result. Use "I" for your own actions.
- Map the stories to BCG's five qualities (see the next section), with at least one backup for each, so you never repeat a story in the same round.
- Tell each story aloud in about two minutes, then let a partner ask "why?" and "what would you do differently?" several times. Interviewers often stay on one story for ten minutes or more.
- Prepare one honest answer about a failure or a mistake, with what you learned and what you now do differently.
"In my final-year project our team had some disagreements, but we communicated a lot, everyone contributed, and we got a very good grade in the end."
"In my final-year project, two teammates disagreed on whether to run a survey or use existing data, and we lost a week. I suggested we test both on a small sample over two days. The existing data answered three of our four questions, so we ran a short survey only for the fourth. We submitted on time, and I now agree early on how a team will settle disagreements."
The weaker version describes the team in general terms. The stronger one shows a specific decision you made, the reason for it, the result and what you learned, which gives the interviewer concrete evidence of a collaborative mindset.
What BCG looks for, shown through examples
BCG's interview process page lists five qualities: Integrity, Intellectual Curiosity, Creative Thinking, Collaborative Mindset and Drive. The page names them without detailed definitions. The table below is our interpretation of how each quality can show up in an interview; it is not BCG's scoring guide.
| Quality | In the case | In your stories |
|---|---|---|
| Integrity | Correcting your own error openly | A time you raised a problem others ignored |
| Intellectual curiosity | Asking why a number moved, not just how much | Something you learned well because you wanted to |
| Creative thinking | Proposing an option the data did not hand you, like a shared driver | A problem you solved in an unusual way |
| Collaborative mindset | Building on the interviewer's hints instead of defending your first idea | A disagreement you helped resolve |
| Drive | Pushing to a clear recommendation | A goal you reached despite a setback |
The point of the table is that you do not need to claim these qualities. Interviewers infer them from what you do. Saying "I am very curious" adds nothing; asking a question that changes the analysis shows it.
How BCG interviewers decide
Understanding the decision helps you prepare for it. The description below is general practice at large consulting firms; BCG does not publish its scoring forms or the weight of each part.
During the interview, interviewers note evidence rather than impressions: the structure you proposed, whether a calculation was right first time, how often you needed a prompt, and the words of your recommendation. Afterwards, they rate you on the firm's criteria, write a short justification and give an overall recommendation. After a round, interviewers compare notes. Consistency matters: one average case among strong ones is discussed differently from the same weakness appearing in every interview.
- A calculation error that leads to a wrong conclusion and is never noticed.
- A structure that could fit any case and is not used afterwards.
- Waiting for the interviewer to tell you what to do next, which stands out more in a candidate-led case.
- Becoming defensive when the interviewer challenges an assumption.
- Fit stories that stay vague under follow-up questions.
- A "why BCG" that could be said about any firm.
Mistakes on their own are rarely decisive. A candidate who notices an error, says so and corrects it often leaves a better impression than one who was never tested. What weighs in a discussion is an error that goes unnoticed, or a pattern that repeats.
This is where an interviewer's perspective helps most. With 1:1 coaching with Franco, each session is a realistic BCG-style interview followed by a debrief and a written report that says which errors would weigh in a decision and what to fix first.
The final round at BCG
BCG's Australia and New Zealand page describes final interviews held typically the week after the first round. Candidates across offices report a similar pattern: more senior interviewers, often Partners or Principals, and cases that follow the script less closely.
Three things usually change. First, the interviewer may interrupt your structure, challenge an assumption or ask what you would tell the client, so the case tests judgement more than method. Second, weaknesses noted in the first round can be probed again, so use any feedback you received to choose what to work on. Third, the personal part tends to go deeper: interviewers want to know whether they would put you in front of a client and enjoy working with you.
How to prepare in the days before:
- Write down what went well and what went badly in each first-round interview, while you still remember the details.
- Practise two or three cases with someone who will push back and change direction mid-case, not only with partners who follow a script.
- After each analysis, add one sentence on what it means for the client's decision.
- Rehearse your strongest stories and your "why BCG" aloud, and prepare two or three genuine questions for a senior interviewer.
The guide to final-round interviews covers this stage in more depth, with examples of how senior interviewers change the direction of a case.
How to answer "why BCG"
Candidates report that "why BCG" is asked explicitly in many BCG interviews. It is also the question where answers sound most alike: a collaborative culture, the BCG Matrix, great people. None of these is wrong, but none tells the interviewer anything about you.
A strong answer has two or three reasons, each backed by something you did or learned yourself. Useful sources are conversations with BCG consultants, a practice area or type of work that fits your background, an office you know something specific about, or BCG publications you have actually read and can discuss.
"BCG has a very collaborative culture and amazing people, it is a leader in strategy, and I really admire the BCG Matrix."
"Two reasons. First, the work: I spent two years in a retail supply chain, and BCG's operations work in consumer goods is where I can use that experience from day one. Second, the people: I spoke with three consultants from this office, and each described being given real responsibility early, including one who presented to a client's leadership team in her first year. That is the environment I want."
The stronger answer gives reasons the interviewer can test, connects them to the candidate's background and illustrates specific conversations. It also shows the curiosity and drive BCG lists among its qualities.
Prepare "why consulting" and "why this office" in the same way. If you are applying to several firms, make sure each answer could not be moved to another firm by changing the name.
If you are also interviewing elsewhere, the guides to Bain interviews and McKinsey interviews explain how their processes differ.
AI in the BCG process
BCG's guidance on AI in the application process allows candidates to use AI to brainstorm, organise their answers and find information, as long as they check everything and the result reflects their own background and voice. It asks candidates not to use AI to generate content that misrepresents their experience; as a BCG recruiter puts it on that page, fabricated content will backfire. BCG's US recruiting FAQ adds that hiring decisions are always made by its teams, with human oversight.
For tests and interviews, follow the rules in your invitation. If your process includes a task involving AI tools, ask your recruiter which tools are permitted and how the task will be assessed.
A preparation plan for BCG interviews
The plan below assumes about six weeks before your first-round interviews. Shorten the early phases if you already have practice, and move the online-test work earlier if your invitation arrives first.
| Weeks | Focus | What to check |
|---|---|---|
| 1 | Learn the format; start daily mental maths; draft your story list | You can describe each step of your process |
| 1 to 2 | Online test practice of the type named in your invitation | You finish on time with few input errors |
| 2 to 3 | Drill structures and chart reading on short prompts | Structures use the client's facts |
| 2 to 5 | Two to four live cases a week, candidate-led, with feedback | You propose the next step unprompted |
| 3 to 5 | Stories told aloud and tested with "why?"; "why BCG" written | Each story survives several follow-ups |
| 6 | Final-round style cases with challenges; rest before the day | Same quality on a tired day |
Confirm the format with your recruiter, practise two or three full cases with the strongest partner you can find, note your two most frequent errors and drill only those. Rehearse your introduction, your best three stories and your "why BCG" aloud. For each practice case, focus on the opening (questions and structure) and the recommendation, because they frame everything else.
The number of cases you complete matters less than the quality of the feedback you receive and how quickly you fix recurring errors. Practice with other candidates is essential for fluency, but another candidate rarely sees why an interviewer would hesitate: a structure that sounds plausible but is generic, a recommendation that is really a summary, or a habit of waiting for prompts.
Preparing with a former BCG interviewer
Coaching is useful at three moments: at the start, to get a precise diagnosis and a plan; when you are practising a lot but no longer know what to change; and before an important round, to rehearse under realistic conditions. For BCG in particular, it helps to practise candidate-led cases with someone who has run them from the interviewer's side of the table.
Franco's perspective covers both sides of BCG recruiting. He spent ten years at BCG, from intern to Principal, interviewing and selecting candidates as a global lead recruiter, and he still coaches BCG's new hires as an official BCG coach in the Consulting Foundation Training. Sessions use original cases written in the style candidates report for BCG, never real BCG interview material.
"I just got an offer from BCG SF! We did it!!!! Thanks for the coaching and feedback."
A Wharton MBA candidate, BCG San Francisco offer. One candidate's experience; results depend on each candidate and process.
"I received my formal offer from BCG, as PL in the PIPE team in London. I applied the feedback and it paid off."
A Project Leader candidate after final-round case coaching, BCG London offer. One candidate's experience.
1:1 coaching for BCG interviews
Practise BCG-style cases with a former BCG Principal
Franco Borgonovo spent ten years at BCG and has conducted more than 1,500 interviews, over 800 of them for MBB firms. Every session is with him, and is followed by a written report with your scores and priorities.
- Candidate-led cases, fit questions and "why BCG", adapted to your round
- Start with one session for a diagnosis and a plan; packages of 3, 5 or 10 sessions add a progress dashboard, practice materials and email support
- Money-back guarantee if the coaching does not meet your expectations
Not sure what you need? Use the free call to tell Franco your target offices, interview dates and where you feel stuck.
Frequently asked questions
Which online test will BCG send me?
It depends on your office, role and recruiting season. BCG's own pages mention the Consulting Career Assessment and an online case in the United States, a short numerical assessment in the United Kingdom, and both an online case and a numerical test in Australia and New Zealand. Your invitation email names the test you will take.
Is the BCG case always led by the candidate?
No. Candidates report that BCG cases are more often candidate-led than McKinsey's, but interviewers differ, and many cases mix both styles. Prepare to propose the next step yourself and to answer direct questions precisely.
How many interviews are there at BCG?
BCG does not publish a single number. A common pattern reported by candidates, and described on BCG's Australia and New Zealand page, is a first round and a final round, each with one or more interviews. Ask your recruiter for your office's format.
Can I use a calculator?
Candidates report that a calculator is allowed in the online case and the Consulting Career Assessment; check your invitation. In live case interviews, expect to work with pen and paper.
How long should I prepare?
As a planning reference, six to eight weeks if you are starting from zero and three to four weeks with some practice. Measure progress by recurring errors disappearing rather than by the number of cases completed.
Does BCG give free preparation material?
Yes. BCG's case preparation page offers tips and a free job simulation called OneDay@BCG. Its office pages also advertise case workshops and recruiting events, which are a good source of specific material for "why BCG".
Final checklist
Your next step
Check your invitation, map your process with the recruiter, then run one full candidate-led case this week and note what you needed help with. If you want a former BCG interviewer's view of where you stand and what to fix first, one session gives you a realistic mock, a debrief and a written plan.
Coaching with Franco
Get a precise diagnosis before your BCG round
A realistic interview, a debrief and a written report with your priorities. Start with one session, or talk it through for free first.
About Franco
Franco Borgonovo
Former BCG Principal · 10-year tenure · Official BCG coachFranco spent ten years at BCG, from intern to Principal, interviewing and selecting candidates as a global lead recruiter. He is still an official BCG coach for new hires, and today works one to one with candidates on applications, McKinsey Solve and interviews.
More about Franco →- BCG: Interview process (careers page) · four steps and the five qualities BCG looks for; read 2 November 2026
- BCG: Case interview preparation (careers page) · what the case tests, dos and don'ts, OneDay@BCG; read 2 November 2026
- BCG: United States Associate recruiting (careers page) · Consulting Career Assessment and online case for selected candidates; read 2 November 2026
- BCG: Graduate Associate recruitment in the United Kingdom (careers page) · short numerical assessment, then first-round interviews; read 2 November 2026
- BCG: Associate recruitment in Australia and New Zealand (careers page) · online case assessment, numerical assessment, first-round and final interviews; read 2 November 2026
- BCG: How to use AI in your application process · read 2 November 2026