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Interview 2 was a candidate-led case, interviewer was a Senior Associate. The case involved analysing a potential acquisition of an events-hosting company by a private equity firm (so looking at events which is a sector that Plural works with, but it wasn't necessary to have deep knowledge of the events sector). The interviewer mostly takes a back seat, letting you walk through your framework, and only prompting you in the right direction. Not a problem if you get confused, more important is how you correct and guide yourself towards the solution. After talking through a framework (a generic acquisition case framework was sufficient, alongside making slight tweaks to link to the case), the majority of the case was being presented with graphs and discussing observations (eg synergies between the target acquisition company and other companies already acquired by the PE firm, competitive advantages, analysing growth trajectory of the sector). To an extent this was graded on how quickly you can respond to these graphs with astute observations, but more important was the quality of your conclusions. Then important to justify your decision (yes/no the acquisition and why). Following the case there was 4 motivational/competency questions: * Why Plural * Why consulting * Time you showed leadership * Time you adapted
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Graduate Strategy Consultant Analyst

Interviewed at Plural Strategy

3.4★
Dec 22, 2024

Interview 2 was a candidate-led case, interviewer was a Senior Associate. The case involved analysing a potential acquisition of an events-hosting company by a private equity firm (so looking at events which is a sector that Plural works with, but it wasn't necessary to have deep knowledge of the events sector). The interviewer mostly takes a back seat, letting you walk through your framework, and only prompting you in the right direction. Not a problem if you get confused, more important is how you correct and guide yourself towards the solution. After talking through a framework (a generic acquisition case framework was sufficient, alongside making slight tweaks to link to the case), the majority of the case was being presented with graphs and discussing observations (eg synergies between the target acquisition company and other companies already acquired by the PE firm, competitive advantages, analysing growth trajectory of the sector). To an extent this was graded on how quickly you can respond to these graphs with astute observations, but more important was the quality of your conclusions. Then important to justify your decision (yes/no the acquisition and why). Following the case there was 4 motivational/competency questions: * Why Plural * Why consulting * Time you showed leadership * Time you adapted

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