Meet The Boston Consulting Group’s MBA Class Of 2020

Most careers don’t end dramatically. You can rebound from a misstatement or miscalculation. No, careers die slowly. You head to the same place to do the same thing in the same way with the same people. Over time, you follow the same assumptions and weigh the same variables, ultimately coming to the same tired conclusions.

That’s the difference with the Boston Consulting Group (BCG). It’s never the same. Home to the curious and client-driven, BCG bristles at convention. Instead, they pursue interdisciplinary connections and out-of-the-box possibilities that transform industries. That means they aren’t seeking MBAs who can just apply what’s accepted or trendy. Instead, they hire grinders who’ll get their hands dirty on the front lines and catalysts who can work together to design entirely new business practices.

A LOOK INTO THE FUTURE

You’ll find that same spirit in the MBA hiring class of 2020. From Harvard to Queen’s University, these MBAs personify BCG’s commitment to continuous growth. That includes Alejandra Ramirez, a NYU Stern grad from El Salvador. Hired a year ago, Ramirez operates out of the New Jersey office. She appreciates the variety of experiences and resources she has enjoyed — the kind that have made her a “better version” of herself.

“Every day, you are faced with different challenges that push your limits, and that ultimately drive you to expand your skills, knowledge, and network,” Ramirez observes. “The learning and development opportunities are truly endless.”

Ramirez herself was last working on a top-to-bottom transformation of a global retailer…whose products she uses regularly. In Chicago, Lucy Xiao-Vance has been busy developing a shareholder return strategy for an insurer. Over the past year, this INSEAD MBA credits BCG with giving her the “freedom and confidence” to tackle challenges that build her skillset and expose her to new interests.

“In a world where the only certainty is uncertainty and the only constant is change, most of us will have to adapt to new technologies, rules, roles, and careers,” Xiao-Vance tells P&Q. “I cannot think of a better training ground than BCG as it provides the support and encouragement needed to satiate my curiosity for various industries, topic areas, project types, and working styles. At BCG, I have had the privilege of working at the forefront of what the future holds for diverse businesses.”

BCGers have enjoyed getting back together this summer through fun office, case team, and diversity affinity network events

COMFORT WITH DISCOMFORT

Varun Hippalgaonkar has taken a similar lesson from his first year at BCG. An Orlando native and Team Fuqua alum, Hippalgaonkar cut his teeth in a digital health startup, where he worked from inception to exit. Over that time, he donned “many hats,” eventually heading up sales and marketing. It was an experience that enabled him to transition to BCG, where regular shifts in industries, teams, and challenges require consultants who can quickly adapt.

“BCG has unlocked a comfort with discomfort,” he explains. “As BCG consultants, we often get to work on a variety of the most complex and challenging problems facing our clients across industries, topic areas, and geographies. This means that we are often solving problems where don’t have a playbook. Admittedly, it can be nerve-racking to ramp up on what feel like completely foreign topics and be tasked with developing high quality solutions. However, BCG has helped me realize that, with a supportive team, this discomfort and anxiety can transform into excitement and fun.”

Curiosity is one trait possessed by BCG consultants. Versatility is another. Before consulting, the Class of 2020 held leadership roles in industries as diverse as banking, real estate, transportation, non-profits, and the military. Before graduating from Harvard Business School, Tim Purdie worked in the Gulf of Mexico and the Gulf of Thailand as an offshore drilling engineer. At the same time, Gus Young served as head of operations for the Canada Emergency Medical Manufacturers. During COVID, he helped deliver over a million isolation gowns to various care facilties to protect hundreds of manufacturing and transportation jobs. That said, the Boston-based consultant kept equally busy as an MBA student at the University of Michigan.

“At Ross, I developed a mobile-app strategy for a Focus Brands company, helped a biotech raise Seed funding, invested in start-ups with a Social Venture Fund, and published an investment thesis on the alternative care space. These opportunities to apply learnings and make a real impact were the highlights of my time at Ross.”

A TRIBUTE TO A FATHER

Rukmini Sarkar

Young considers himself a non-traditional student, likely due to his political science major and minor league hockey career — which required he and his wife to re-locate nine times in three years. You could add Christina Bachtina to the non-traditional list. Born in the Ukraine and raised in Florida, Bachtina was a first generation student whose parents sometimes struggled to assimilate to the United States. As a result, the Chicago Booth MBA often found herself alone in navigating issues like financial aid. However, her journey came full circle at BCG, where she took on a case involving a therapy for diabetes — a disease that took the life of her feather right after she’d graduated from business school.

“My experience navigating the healthcare system with him was what pushed me to want to work in healthcare,” Bachtina admits. “I was initially afraid to take the case because I wasn’t sure if I was emotionally ready to handle something so close to home. My fears were alleviated when I saw the care and consideration that both the client and BCG show for the patients who are going to benefit from this treatment. The focus of the case truly was on patient benefit and how to get this remarkable drug to the most people possible.”

The Class of 2020 racked up an enviable list of achievements before BCG too. At the Concussion Legacy Foundation Canada, Queen’s University’s Andrew Lue helped spearhead the passage of Rowan’s Law, a series of measures designed to protect young athletes from head injuries. Before earning an MBA at Fuqua, Jose Barrientos planned and managed a $3.2 billion dollar IT expense reovery proces at Citigroup. In addition, MIT Sloan’s Rukmini Sarkar filmed what she describes as “the world’s cheesiest documentary” for orangutan conservation. And let’s just say Alejandra Ramirez has long been preparing for the demands of a BCG consultant.

“One of the greatest accomplishments in my career has been leading a cross-functional team, spread across Latin America, through the brand re-launch of a major Latin American airline,” she writes. “The scale of the project was massive, and we got to see the results of our work immediately. Through the process, I brought to the table a collaborative approach to problem-solving and an enthusiasm for change.”

BAPTISM BY FIRE…IN THE COLD

Ramirez wasn’t always a strategy whiz. She also graduated from culinary school and worked as a pastry chef. Andrew Lue spent five years as a defensive back in the Canadian Football League before returning to business school. James Lambert also played football growing up…but it didn’t help him with the physical fitness test he was required to pass to become a Marine Corps Officer. He failed the three mile run five straight times. So Lambert applied a different strategy, enlisting an ROTC student to get him in tip top shape. And the decision worked out better than this Kellogg MBA could’ve ever imagined…

“We got to know each other on those runs, started dating, and now twelve years later we’re married!”

Tim Purdie braved a similar rite of passage, one that required all the endurance he could muster over a four-day hike in Iceland with two friends. “I had never been hiking or camping before,” he notes. “I did not expect it to be the most physically demanding thing I’d ever done. We waded through freezing cold rivers and hopped across rock-laden streams while carrying all our supplies. I was cold, wet, and sore for days on end and thought about quitting several times. To keep moving, I kept my eyes on the horizon and took it one step at a time. I was motivated and rewarded by breathtaking views of glaciers, sunrises, and otherworldly landscapes. During this adventure, I learned to stop underestimating myself and how to address challenges incrementally instead of becoming overwhelmed by them.”

A REVELATION ALONG THE RIVER

Tim Purdie

Thus far, Purdie has found a home at BCG, where his teammates are as unabashedly wonkish as he is. “I love that BCGers enjoy learning new things, solving problems, and making an impact on the world. As an engineer, I’ve found that Excel can be a tool to do all three. So when I was at a case team dinner during my internship—and my Project Leader asked the table “What is your favorite Excel function?”—I knew I would fit in at BCG.”

That sense of fit started during the summer internship for James Lambert. He was stunned when he was assigned to a case where he’d help design the “workplace of the future” for a top tech firm. Initially, Lambert felt like an imposter. Thanks to coaching and training, he was quickly leading workshop discussions with client executives. By the same token, Varun Hippalgaonkar recalls an epiphany he had during his internship. After wrapping up an assignment, his team headed to the Chicago River to enjoy some gelato on a cool afternoon. It was here when he recognized one of BCG’s hidden strengths.

“While we were sitting there, I had the realization that none of us were from the same country,” he tells P&Q. “The two to my left were from Brazil and China, while the two to my right were from Thailand and Switzerland. When I called it out, the resounding response from the team was “this is pretty common at BCG.” I don’t know of many other workplaces where you get to regularly have moments like that.”

“WE ARE BCG AND WE WILL ALWAYS FIGURE THINGS OUT”

While Hippalgaonkar was struck by BCG’s diversity, Lucy Xiao-Vance points to the firm’s openness. That is epitomized by the PTO program, where team members have a forum to share their workloads and time away needs with case members. As a result, Xiao-Vance explains, teams can accommodate members and get the most from them.

“I vividly remember starting this job the week we were forced into a fully remote working model and found myself struggling to prioritize,” she recalls. “The PTO coach, Catherine Hughes, a seasoned consultant herself, assured me: “Don’t you worry—we are BCG, and we will always figure things out, and we figure things out together!” She helped me break down my to-do list and advised me on how to communicate with my teams about my work. I still use her advice today and share it with others.”

Of course, there is the “cool” factor at BCG too. Mary Kiarie, a MIT Sloan hire, likens the experience to being around the very best every day, knowing she “can learn something new from an ordinary conversation or interaction.”  For Rukmini Sarkar, BCG cool translates to more than the time she raced an F3000 race car around an Abu Dhabi track. It is also having the chance to do something that you can’t even imagine, such as starting an MBA program in Saudi Arabia.

“I got to lead interviews with former deans of all the top business schools globally and build a financial model to determine what it takes to run a business school,” she tells P&Q.

Page 3: In-depth profiles of a dozen MBA hires at the Boston Consulting Group.

BCGers enjoying a boat ride at the 2019 Black+Latinx@BCG and Indigenous@BCG conference in Miami

9:00 A.M. DANCE PARTY

The Class of 2020 wasn’t the first to have their BCG moment. Brian Myerholtz, a managing director and partner, joined the firm in 2003 after earning his MBA from the Tuck School at Dartmouth College. His favorite moment came at the conclusion of a three year client engagement. It started with Myerholtz convincing the client to give BCG a shot. It ended, he says, with his team helping them fundamentally change their corporate direction. At a dinner celebrating these achievements, Myerholtz proudly reflected on the time his team shared with this client.

“It was a client I helped develop and led,” he tells P&Q. “It was a large team of wonderful people. There was a massive amount of impact. When I looked around the room, these were some of my closest friends inside of work as well. When you ask what gets me out of bed in the morning, I get to solve really interesting and difficult problems with a fantastic group of people that I’m proud to call friends.”

That sense of camaraderie is an extension of business school for Myerholtz. He can recall his final day at Tuck, where he joined classmates in skiing in the morning, hitting a microbrewery for lunch, and playing 18 holes of golf in the afternoon. Maggie Orr can also relate to the sense of community found in both business school and BCG. A 2013 Harvard MBA who is now a managing partner and director, Orr still remembers one morning break between classes where her section truly came together.

“Someone put on some music,” she reminisces. “We all ended up in the classroom dancing — a little mini dance party at 9:00 a.m. in a classroom. It was section mates doing that and [it reflected] the bonds we were able to build six months into school. Whenever I hear that song [Rihanna’s “We Found Love”], I still smile.”

“EXACTLY WHERE I BELONGED”

Brian Myerholtz

That spirit has carried over to BCG, whose consultants have come together to form several office rock bands. In fact, the firm even sponsored a rock band competition during the pandemic, with teams recording studio songs and shooting music videos to be judged by their peers. Looking back Myerholtz and Orr don’ just reminisce about the good times in business school. Both trumpet the “foundational skills” they gained there, with Orr citing the ability to conduct “fast analysis” and “hone in quickly” to what really matters most. For Myerholtz, the team structure changed how he approached issues.

“It was really interesting seeing an engineer, an economist, a marine, and a marketing guy coming together to solve a strategy problems together. It really opened my eyes on the diversity of backgrounds and how that really gets to a more creative solution.”

This commitment to team and diversity carries over to BCG and creates one of its biggest differentiators.  Alejandra Ramirez loves how she can reach out to peers “in the team room or any place in the world” when she needs to brainstorm or get second opinions. In fact, Lucy Xiao-Vance credits the BCGers she met as the reason she chose management consulting as her post-MBA career.

“I became great friends with many of them as I realized we shared so much in common: an insatiable curiosity, an interest in solving difficult problems, a zeal to change the status quo for the better, an adventurous spirit, and a desire to travel the world. I felt so “at home” with this group that I decided BCG was exactly where I belonged.”

BRINGING PEOPLE TOGETHER

That sense of community is carefully curated at BCG. In Chicago, Brian Myerholtz helped design the office to “bring people together and create collisions and opportunities to engage together.” One way Myerholtz does this is through coffee, placing different gourmet coffees in various stations across the office.

“It makes people get up from their floor, walk to a different floor, [and] spend five minutes making coffee,” Myerholtz observes. “They’ll run into three other people in the café while they are there and chat and connect. The quality of the coffee is fantastic because I hand select it. We are very mindful of how we bring people together and build those bonds organically over time.”

Those bonds are deepened through mentorship. Consciously, BCGers work to impart best practices and personify cultural values. More than that, they act as a safety net to ensure the success of new hires. In the Seattle office, James Lambert lauds Nate Dunkin, a project leader, as someone who provided step-by-step feedback on how to improve. In contrast, Alejandra Ramirez points to her manager, Marika Bigler, as someone who has boosted her confidence — pushing her to “find her voice” and challenge her peers’ points of view. Along the same lines, Christina Bachtina wondered how she would fit with BCG since she had never worked in healthcare. Fortunately, her first project leader was Mitch Kirby, a Booth MBA and principal in the Chicago office.

“He was patient enough to not only teach me the ins-and-outs of biopharma, but the consulting toolkit as well—in particular the art and science of storytelling,” Bachtina tells P&Q. “It’s hard to turn a finance/Excel person into a slide designer and storyteller, but Mitch somehow got me on the right track. Working with him showed me the power of our apprenticeship model and gave me an example to aspire to. I can’t believe I’m saying this now, but there is always a better way to present data than in a table!”

BCG designs its offices to keep people connecting and collaborating

NEW GROWTH AREAS

BCG devotes considerable time to coaching and developing talent. At the same time, the firm has invested heavily in expanding its proficiencies. In the process, BCG has better positioned its clients and consultants for success. Notably, BCG has focused on artificial intelligence and digital capabilities, a market that now represents 40% of the firm’s overall business according to Brian Myerholtz.

“We’ve developed a broad set of capabilities through some strategic businesses that we’ve added to our portfolio,” Myerholtz tells P&Q. “[We have] AI, data, analytics, platform architecture, cybersecurity and so forth. We’ve added Gamma and Digital Ventures all under the BCG umbrella working side-by-side with traditional consulting teams to solve some of those digital problems. We have the capabilities to apply AI in pragmatic and value-creating ways. We have the capabilities to go from strategy and concept to actually launching a new business with our digital ventures. These are capabilities we didn’t have 5-10 years ago that we do now. It’s a lot more end-to-end capabilities with a lot more focus on speed-to- market and delivering value to clients.”

BCG has also boosted its breadth and depth in Racial Equity and Inclusion. This is an increasingly popular area for BCG, where clients are not only seeking training but also models for operating in an increasingly diverse and inclusive environment. One of the biggest growth areas, however, has come in climate change, sustainability, ESG (Environmental, Social, and Corporate Governance).

“Within ESG and sustainability, it used to be the work of big non-profit organizations and NGOs,” Maggie Orr observes. “Now, it is something we work with many private sector companies. It’s a bigger portion of the business and thinking through all the sustainability challenges and how do you help companies more broadly tackle that.”

More generally, Purpose has also grown increasingly important to BCG client, Brian Mayerholtz adds. “We’ve added Brighthouse to the portfolio. They are an organization that helps us with, ‘How do you clarify and communicate your corporate purpose and translate that to better strategic execution, better investor sentiment, better employee relations and retention?’. This can broaden the impact and the type of relationships that we can have with our clients and provide a lot of new opportunities for our traditional consulting staff from MBA programs.”

BCG’s Instagram channel @bcg_life provides a behind-the-scenes look at life as a BCGer from around the world

TOP BENEFITS IN MANAGEMENT CONSULTING

That’s on top of the lavish perks offered by BCG, which earned the highest marks of any consulting firm in Vault’s 2020 survey of consultants. “BCG, in general, has a philosophy of taking care of the people who work here,” Brian Myerholtz says. “It comes through in compensation and benefits. The one thing I tell recruits that no one seems to fully appreciate is that the healthcare benefits are amazing. I’ll say that to an MBA coming out of school and they’ll say, “Yeah, whatever.” Two years later, they’re having their first child and they’ll email me and say, “This is amazing. I was fully supported and it cost very little. It’s world class healthcare.”

That’s just the start, Myerholtz adds. “It is a little bit of a delayed gratification. We do have immediate vesting of 401K program. We’ve also increased our support in terms of counseling and mental benefits.  We’ve increase the flexibility of our work models for more time off and more time for you. It is all part of a common philosophy: Let’s help people, in every dimension, to plan for now and plan for the future.”

In the same Vault employee survey, BCG also ranked #1 for Compensation, along with finishing among the Top 5 in both Formal and Informal Training. Maggie Orr, for one, considers BCG’s training resources to be second-to-none.

“When you first enter, in each career stage, there are these core flagship LIVE training programs that now apply hybrid models and take advantage of technology in different ways. There are these ongoing access to really deep on-demand trainings. You can think of these as [covering] both career skills and functional and industry expertise. There are mentorship programs. There are coaches in many offices who work one-on-one. There is additional external coaching support provided on specific topics. Suffice it to say, there are a ton of training opportunities at BCG.”

Page 3: In-depth profiles of a dozen MBA hires at the Boston Consulting Group.

Extensive training for BCG Summer Consultants complements their immersive “on-the-job” learning and mentorship

A GROWTH MINDSET

This applies no matter how long you’ve been at BCG or high you reach in the firm. “Growth is a perpetual thing at BCG,” adds Brian Myerholtz. “I have an executive coach.  As someone who has been here for a long time, I am still learning how to be a better leader of people and a better executive.”

That goes for everyone. To start, MBA hires are assigned to a talent manager at BCG, says Maggie Orr. They work with consultants to find the right case fits along with identifying experiences to build their value over time. New hires also enjoy a career advisor, who helps them build the right connections and mentors and gain the right expertise for their long-term careers. Such support helps MBAs build what Mary Kiarie calls a “growth mindset.” By that, she means that MBAs should approach every challenge as “learning opportunities instead of roadblocks” and a means to “grow capabilities and dive into stretch zones with excitement.”

“We don’t throw you in the fire, but we will give you a challenge and responsibilities early and often,” says Brian Myerholtz when it comes to growth mindset. “You may be put on a project in an industry that you don’t know anything about and you need to come up to speed very quickly… It might be painful to go through the first time I do it, but the next time you do it it will be less painful and the third time you do it you’ll know exactly what to do. Someone with a growth mindset knows and embraces those challenges.”

Michelle Williams

ADVANTAGES OF A GENERALIST MODEL

This growth mindset is exactly what Michelle Williams found at BCG. A Wharton MBA and U.S. Navy veteran, Williams expected to get stuck in the work she’d always done. Turns out, it was the opposite. “When I first started, I mentioned that I would like to try to develop in areas that I thought were weaker and I was immediately given the opportunity to explore those functions and skillsets. This confidence in letting me take on a role in which I had limited previous experience was a great motivator. Coupled with a great manager on the case, I was able to make vast improvements and add another tool to my toolkit going forward.”

James Lambert followed a similar path after joining BCG in 2020. “I knew that my background didn’t scream quantitative skill,” he admits, “but I wanted to prove to myself that I could succeed in that dimension. I arranged for case work that would involve a lot of modelling and quantitative analysis, and my project leaders spent extra time with me to ensure I was learning best practices. Most importantly, people throughout BCG trusted me. When an especially challenging modelling case came up and I said I wanted it despite not having much experience, everyone from staffing to my case team leadership had my back.”

This stems from BCG’s generalist model, which caters to their team’s individual strengths, passions, and goals. “We don’t have prescribed formula that you have to be a deep expert in a specific or topic,” Brian Myerholtz notes. “There are people who are industry or sector experts. There are people who are functional experts and there are people who are everything in between. We allow people to customize their portfolio based on their interests and skill sets and formulate a path to becoming a managing director or partner that fits their profile.”

GAINING CONFIDENCE

Before that happens, the Class of 2020 has a learning and growth curve. Prior to BCG, Christina Bachtina sometimes struggled with self-doubt, particularly when it came to sharing her ideas. She credits BCG with boosting her confidence.

“It’s been very encouraging to have case teams who validate what I bring to the table while creating safe opportunities for me to speak up and share my insights. It doesn’t come naturally yet, but I’m grateful to BCG for pushing me to find my confidence and unlock more of my potential.”

Gus Young has come away with a similar benefit over the past year. “It has been the confidence to attack any problem, no matter the size or complexity…The combination of expertise, experience, and collaboration at BCG helps the team distill the problem down to its simplest form. Once the landscape is set, it is much easier to see how each individual workstream fits within the overall objective. Solving a really big problem then just becomes putting all the pieces together.”

EVERYONE HAS A VOICE

It is a process, however, that is truly driven by people. Brian Myerholtz describes BCGers as “incredibly talented, humble and impact-focused individuals [who] share the same common purpose and values.” More than that, it is a place where different viewpoints are treated as assets.

“The senior team members are always willing to discuss topics and approaches to a problem with thoughtfulness and patience,” adds Varun Hippalgaonkar. “But what I have been most impressed by is the countless times where the most senior partner on the case will genuinely seek out the perspective of the most junior member of the team to learn about how they are thinking about the problem.”

Andrew Lue frames the BCG dynamic a different way: “When you put a group of intellectually curious people in a room, there is often a great discussion on the horizon.”

BCGers made the most of working from home this past year with team building events, workouts, and friendly virtual competitions

IMPACT OF COVID

Many times, this results in an inventive approach, even internally. That was the case during COVID, when BCGers were forced home. Despite the disruption, teams were able to break down the distance and become closer than ever. “The BCG North America Outdoor Club kept my spirits up as I worked from home throughout 2020 by enabling me to virtually ski, bike, camp, and more through my fellow club members’ photos and stories,” writes Lucy Xiao-Vance. “These inspired me to take up scuba diving.”

It also inspired the BCG team to step back and look closely at their operating model, says Brian Myerholtz. Not only did they successfully adapt to a virtual setting, Myerholtz notes, but also capitalized on some hidden advantages of it. “There are benefits such as replacing time on airplanes with time exercising outdoors. Less time spent in commute and more time having breakfast with families. We really demonstrated that we were there for each other in that we were constantly evolving and finding ways to connect as people outside of case meetings and business activities.“

Maggie Orr doesn’t believe COVID fundamentally changed COVID culture…but the adjustments did make her more effective in some ways. “I am a big user of Slack and real time back and forth pings — “Hey, I just came out of a meeting. This is what I found. What about this? What about that?“ It has been incredibly useful in being connected with folks and staying on the pulse in ways I don’t think we had before.“

ADVICE TO FUTURE BCG HIRES

Maggie Orr

What advice does Orr offer to MBA candidates hoping to land a position at BCG — or management consulting in general? She cautions business students not to focus on specific courses. “It doesn’t matter what class you take if want to succeed in consulting. It is the critical thinking skills and communication skills. It is how do you have constructive debate and engage folks.“

True to BCG’s ethos, Brian Myerholtz approaches this question from an alternative angle. “If there are professors you particularly like, sign up for their classes. If you Like the profs and you like the content, you’ll get a lot more out of class naturally , rather than taking things just because you feel you have to round out a skill set or such.“

When it comes to case interviews, James Lambert proposes that MBA candidates exercise a quality over quantity approach. “After every 3-4 practice cases you do, pull back and synthesize the feedback you’re getting and develop a plan to specifically address your weaknesses. Second, be deliberate about who you do practice interviews with. It’s good to do your first couple with someone you know well, just to get the feel of it. Afterward, you should also seek to case with people who you are less familiar with, and maybe even make you feel a bit nervous. This will keep you on your toes as you hone your skills.”

NO PLACE LIKE BCG

And don’t be afraid to make mistakes either, adds Gus Young. “BCG knows there is a tremendous amount of growth required for even the best candidates to really succeed at this job,” he explains.  “Stumble in the early part of a case? Bouncing back and finishing with a strong answer is a good indicator that you will embrace problems and development opportunities head on. No one expects you to be perfect, so how you respond in difficult situations is paramount as this is what translates to success as a consultant.”

Those suggestions provide some guidance on “how” to increase your odds of earning a spot at BCG. However, the real question is the “why.” That’s the most common question that Brian Myerholtz receives from MBA candidates. Entering his third decade in the firm, the answer remains constant for Myerholtz: the people and the work.

“If you work in a career in consulting in a place like BCG, you will have many opportunities outside of BCG to do interesting and different things. I have yet to find the place where you get to do such an interesting work, with a group of people who are as capable, easy to work with, and humble as BCGers are.”

What did the first-year BCG MBAs love about their business schools?  What advice would they give for case preparation and interviews? Click on the links below to get answers like these from recent BCG hires.

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