case study ey interview

Hacking the Case Interview

EY-Parthenon (Ernst & Young) interviews consist of case interviews, group case interviews, and behavioral or fit interview questions. It is important to know that EY-Parthenon's consulting business is divided into two different groups:

• Strategy consulting (Parthenon Group)
• EY Advisory

Strategy Consulting (Parthenon Group) : EY acquired management consulting firm The Parthenon Group in 2014. Parthenon focuses on strategy and management consulting and does projects similar to the types of projects at McKinsey, BCG, and Bain. They focus on strategy, marketing, organization, operations, transformations, and mergers and acquisitions.

EY Advisory : This group focuses on customer experience, customer engagement, risk transformation, analytics, technology implementation, program management, and finance consulting services.

Depending on what group you are interviewing for, the types of case interview and group interview questions that you get can vary significantly.

For example, if you are interviewing specifically for EY’s strategy consulting group, formerly known as The Parthenon Group, your cases will be focused on business strategy and operations problems. If you are interviewing for EY Advisory, your cases would focus on technology implementation or risk transformation.

In this article, we’ll cover:

• EY-Parthenon interview process
• 6 steps to solve any EY-Parthenon case interview
• Examples of EY-Parthenon case interviews
• How to ace the EY-Parthenon group case interview
• 10 most common EY-Parthenon behavioral interview questions
• Recommended EY-Parthenon case interview resources

If you’re looking for a step-by-step shortcut to learn case interviews quickly, enroll in our case interview course . These insider strategies from a former Bain interviewer helped 30,000+ land consulting offers while saving hundreds of hours of prep time.

EY-Parthenon Interview Process

EY-Parthenon typically has two to three rounds of interviews.

• First round: A 30-minute phone interview with a recruiter focused on behavioral or fit interview questions
• Second round: Two 30-minute interviews conducted by Consultants or Managers. One interview is focused on behavioral or fit interview questions and the other is focused on a case interview.
• Third round: Three 30 to 45-minute interviews conducted by Managers or Partners. One interview is focused on behavioral or fit interview questions, one is focused on a case interview, and one is focused on a group case interview

Depending on the office or group that you are interviewing for, you may not have an initial recruiter phone screen.

It is important to know that EY-Parthenon heavily emphasizes behavioral and fit interview questions in the final round of interviews. Interviewers want to ensure that candidates that are interviewing for EY-Parthenon actually want to work there and are not treating it as a backup firm.

In the following sections, we’ll cover exactly how to prepare and answer the three types of interview questions you may see in your upcoming EY-Parthenon interview:

• Case interviews
• Group case interviews
• Behavioral or fit interview questions

6 Steps to Solve Any EY-Parthenon Case Interview

EY-Parthenon case interviews , also known as case study interviews, are all candidate-led. You will be in the driver’s seat of the case interview and will be expected to ask the right questions, probe for data, and propose each next step to solve the case.

Follow these six steps to solve any EY-Parthenon case interview or case study interview:

1. Understand the case

The case will begin with the interviewer giving you the case information. While the interviewer is speaking, make sure that you are taking meticulous notes on the most important pieces of information. Focus on understanding the context of the situation, the company, and the objective of the case.

2. Verify the objective

Understanding the business problem and objective of the case is the most important part of the case interview. Not addressing the right business question is the quickest way to fail a case interview.

Make sure that you ask clarifying questions to better understand the business situation and problem. Then, confirm that you understand the case objective with the interviewer. This ensures that you start the case on the right track.

3. Create a framework

Develop a framework to help you tackle the business problem. A framework is a tool that helps you structure and break down complex problems into smaller, more manageable components. With a framework, you’ll be brainstorming different ideas and organizing them into different categories.

Afterwards, walk the interviewer through your framework. They may ask a few questions or provide some feedback to you.

For a complete guide on how to create tailored and unique frameworks for each case, check out our article on case interview frameworks .

4. Develop a hypothesis

After creating a framework, you should develop a hypothesis . A hypothesis is an educated guess on the answer based on the data and information that you have so far.

Your hypothesis does not need to be correct. You’ll be continuously testing and refining your hypothesis throughout the case. The purpose of having a hypothesis is to guide your analysis and ensure that you are spending your time answering the right questions.

5. Test your hypothesis

The majority of the case will be spent testing your hypothesis.

After stating your hypothesis, it is up to you to lead the direction of the case. Depending on the context of the case, you may want to ask for data to do some analysis. You may also want to explore qualitative questions that you have. As you uncover more information, your hypothesis will likely have to change. 

Sometimes, your hypothesis will be completely wrong and you’ll need to develop a completely new hypothesis to test. Other times, your hypothesis may be on the right track, but you’ll need to refine or narrow it down further.

Throughout the rest of the case, you’ll be answering a mix of quantitative and qualitative questions. Make sure that after each question, you explain how your answer impacts your hypothesis or answer to the case.

6. Deliver a recommendation

In the last step of the case interview, you’ll present your recommendation and provide the major reasons that support it. You do not need to recap everything that you have done in the case, so focus on summarizing only the facts that are most important.

It is also good practice to include potential next steps that you would take if you had more time or data. These can be areas of your framework that you did not have time to explore yet or lingering questions that you do not have great answers for.

Examples of EY-Parthenon Case Interviews

We've compiled a few examples of EY-Parthenon case interviews given to previous candidates below.

Example #1 : A global technology company is considering entering the electric scooter sharing market in a major city. Identify key factors to consider, such as regulatory requirements, competition, target audience, and potential risks and benefits. Provide recommendations for the client's market entry approach.

Example #2 : A retail chain is experiencing declining profits over the last year. Identify the main reasons for the decline and propose actionable steps to improve profitability.

Example #3 : A pharmaceutical company is considering acquiring a smaller biotech firm. Assess the viability of the M&A opportunity. Recommend whether the client should proceed with the acquisition or not.

Example #4 : A leading fast-food chain wants to expand its presence in international markets. Recommend specific regions or countries for market entry and outline a step-by-step plan to enter and establish a successful presence in those markets.

Example #5 : A tech startup has developed a new smart home device and wants to estimate the size of the potential market. Provide a quantitative estimate of the total addressable market (TAM) and discuss the factors influencing market growth for the smart home device.

Example #6 : A manufacturing company is facing declining profits and wants to reduce operational costs. Recommend specific cost-cutting measures while considering the potential impact on product quality and customer satisfaction.

Example #7 : A leading consumer electronics company is planning to launch a new smartphone in a highly competitive market. Propose a marketing plan, distribution channels, and promotional activities to ensure a successful product launch.

Example #8 : A non-profit organization focused on environmental conservation aims to expand its impact. Develop a growth strategy for the non-profit.

For more practice, check out our article on 23 MBA consulting casebooks with 700+ free practice cases .

EY-Parthenon Group Case Interview

EY-Parthenon uses a group case interview in their final round of interviews. This special type of case interview assesses you on your collaboration and teamwork skills.

Here’s what you should expect:

• You’ll be put into a group with 3 to 5 other candidates
• The interviewer will hand out the case background materials
• You’ll have one hour to review the materials, discuss with your group, and prepare presentation slides
• During this discussion, interviewers will be observing candidates and will not interfere
• The group will have 15 minutes to present their answers or recommendation
• The interviewer will ask follow-up questions based on the presentation

Your goal in a group case interview is to add value to the group. There are six different ways that you can do this:

• Lead or facilitate the discussion : You can propose what topics to discuss, the order they should be discussed in, and how much time should be allocated towards each topic. If the group gets off track, you can bring the group’s focus back together.
• Expand upon other people’s ideas : If a group member suggests a great idea or raises a good point, build upon it and make it even better.
• Synthesize information : You can summarize information that other people have said and reconcile different viewpoints and ideas together.
• Keep track of time : You can volunteer to keep track of time and make sure that the group is on track.
• Play devil’s advocate : You can help your group develop strong ideas by testing the team’s thinking by considering potential risks or downsides of their ideas.
• Take notes:  You can keep track of what other people are saying so that you can recall what has been discussed if any group members have questions.

Additionally, follow these five tips to improve your group case interview performance.

Tip #1: Treat your group members as teammates, not competition

The group case interview is not an exercise in which you are competing with others. Interviewers are trying to assess whether you would be a great teammate. Multiple people or even all people in your group can receive job offers.

Therefore, focus on adding value to the group rather than on making yourself look better than your teammates.

Tip #2: Don’t spend too much time reviewing the materials in silence

In the beginning of the group case interview, your group will likely want to spend time reviewing the case materials independently. This is fine to do, but make sure you move towards having a group discussion as early as possible.

There are likely many things that need to be discussed and decided on as a group, so reading materials in silence for too long is not a good use of time.

Tip #3: Don’t speak too much, but don’t speak too little

If you speak too much, this may be seen as being too aggressive or controlling. If you speak too little, you may come off as shy or timid.

If you were to rank all of the members in your group by how much each person spoke, you would want to be roughly in the middle. This would be the perfect balance between speaking and listening.

Tip #4: Don’t interrupt or talk over your group members

Interrupting others when they are speaking is rude and disrespectful. You do not want to be inconsiderate or a jerk. Be nice and respectful to your group members.

Tip #5: Involve other people

If you observe that someone has not spoken much, ask them for their thoughts or opinions. If you notice that someone has been cut off when they were speaking, ask them to finish their thoughts after the person interrupting them has finished what they have to say. This shows that you are a considerate and helpful teammate.

For a full guide on group case interviews, check out our consulting group case interview step-by-step guide .

10 Most Common EY-Parthenon Behavioral Interview Questions

In addition to case interviews, you will likely be asked a few behavioral or fit interview questions by EY-Parthenon. There are ten questions that are most commonly asked.

1. Why EY-Parthenon?

How to answer: Have at least three reasons why you’re interested in working at EY-Parthenon. You could mention that you loved the people that you have met from the company so far. You can talk about EY-Parthenon’s massive global presence and expertise in nearly any industry or function. You can speak to how EY-Parthenon provides strategy and implementation, so you can see the impact of your work.

2. Why consulting?

How to answer: Again, have three reasons why you’re interested in consulting. You could mention the fast career growth opportunity, the opportunity to develop soft and hard skills, or the level of impact that you can make by working with large companies on their most challenging issues.

3. Walk me through your resume

How to answer: Provide a concise summary of your work experience, starting with the most recent. Focus on emphasizing your most impressive and unique accomplishments. At the end, tie your experiences to why you are interested in consulting and why you would be a great fit for EY-Parthenon.

4. What accomplishment are you most proud of? 

How to answer: Choose your most impressive, unique, or memorable accomplishment. Structure your answer by providing information on the situation, the task, the actions you took, and the results of your work. Explain why the accomplishment is so meaningful to you and what qualities that reveals about you as a person.

5. Tell me about something that is not on your resume

How to answer: This is a great opportunity to highlight an accomplishment that is not related to your professional work experience. Perhaps there is a non-profit that you volunteer at, a side project or business that you work on, or a hobby that you have won awards or recognition for. Select an accomplishment that is impressive and interesting.

6. Tell me about a time when you had to lead a team.

How to answer: If possible, choose a time when you directly managed a person or a team. For this question and the following similar questions, make sure that you structure your answer. Provide information on the situation, the task, the actions you took, and the results of your work. This is known as the STAR method and is the most common way of answering behavioral or fit interview questions. 

7. Describe a time when you faced conflict or disagreement.

How to answer: When answering this question, focus on emphasizing the steps you took to resolve the conflict or disagreement. Speak about the interpersonal skills you had to use in order to mediate the situation. Interviewers want to know that you can handle conflict in a constructive way.

8. Give an example of a time when you successfully persuaded someone.

How to answer: Choose a time when you were able to change someone’s mind who originally disagreed with you. Focus on emphasizing the steps that you took to persuade that person and what impact this had on the organization. Interviewers want to know that you are a great communicator and have strong people skills.

9. Tell me about a time when you failed.

How to answer: Choose a time when you failed to meet a deadline or did not meet expectations. You do not want to pick a failure that is too big or embarrassing. Focus on emphasizing what you learned from the experience and how you used that experience to deliver even better results in the next opportunity that you got. Interviewers want to see that you strive to learn from your past failures and are always working to get better.

10. Are there any questions that you have for me?

How to answer: This is a fantastic opportunity to get to know the interviewer on a more personal level. Ask them questions about their experience in consulting. Ask what their favorite case was or what they are looking to do next in their career. The more you can get the interviewer talking about themself, the more likely they will be to have a positive impression of you.

For more help, check out our complete guide on consulting behavioral interview questions .

Recommended EY-Parthenon Case Interview Resources

Here are the resources we recommend to learn the most robust, effective case interview strategies in the least time-consuming way:

• Comprehensive Case Interview Course (our #1 recommendation): The only resource you need. Whether you have no business background, rusty math skills, or are short on time, this step-by-step course will transform you into a top 1% caser that lands multiple consulting offers.
• Hacking the Case Interview Book   (available on Amazon): Perfect for beginners that are short on time. Transform yourself from a stressed-out case interview newbie to a confident intermediate in under a week. Some readers finish this book in a day and can already tackle tough cases.
• The Ultimate Case Interview Workbook (available on Amazon): Perfect for intermediates struggling with frameworks, case math, or generating business insights. No need to find a case partner – these drills, practice problems, and full-length cases can all be done by yourself.
• Case Interview Coaching : Personalized, one-on-one coaching with former consulting interviewers
• Behavioral & Fit Interview Course : Be prepared for 98% of behavioral and fit questions in just a few hours. We'll teach you exactly how to draft answers that will impress your interviewer
• Resume Review & Editing : Transform your resume into one that will get you multiple interviews

Land Multiple Consulting Offers

Complete, step-by-step case interview course. 30,000+ happy customers.

EY Case Interview 2024: Process, Criteria & Preparation

EY (Ernst & Young) is one of the most desirable workplaces for anyone pursuing a consulting career. Thus, the selection at EY is highly competitive, and the EY case interview is a big challenge for those who want to enter this prestigious company.

This article will provide a complete guide to EY case interviews, in-depth case prep materials, and tried-and-true tips to help you ace every case.

Overview of EY case interview

The EY case interview is a candidate-led interview designed to test various skills necessary for a successful consultant , such as problem-solving and analytic abilities, by asking candidates to analyze and resolve complex business problems.

The EY case interview has two rounds, which happen in the last stage of the EY recruitment process, and each round lasts about 30-45 minutes. 

EY case interview looks for six core strengths

EY looks for six core strengths throughout its recruitment process: Adaptability, Curiosity, Collaboration, Learning Agility, Resilience, and Relationship Building . EY also looks for Integrity, Personal Ownership, and Motivation, alongside written communication and numerical skills.

Adaptability: the ability to quickly adapt to new situations and use their creativity to find innovative solutions to problems.

Curiosity: you constantly seek out new information and learn new things, can apply your thinking, and seek out answers to complex problems.  

Collaboration: you can adapt your communication style based on the audience and communicate complex information in simple terms. 

Integrity: be honest and have ethics day-to-day - make your decisions based on doing the right thing 

Learning Agility: the ability to grasp new concepts quickly and apply that learning immediately

Resilience: committed to reaching your goals through a positive outlook under intense change and pressure

Motivation: be truly motivated about your future roles and works at EY

Relationship Building: the ability to build a rapport with people from all walks of life

The EY case interview is in the last stage of the EY recruitment process

EY case interviews are in the third stage of EY recruitment. Typically, there are three stages in the EY screening process: Online application ⇒ Online assessments ⇒ Interviews.

You must pass all three stages to receive a job offer from the company. On average, the EY recruitment process takes about 6-8 weeks to complete. 

Stage 1: Online application

To apply for a position at EY, you must first attempt a resume and cover letter screening. At this stage, candidates are asked to either upload their resumes or fill out an application form on the EY website .

Here, you can also discover EY opportunities by keyword or location and better understand the role through detailed information in the job descriptions.

Stage 2: Online assessments

EY online assessments (or EY Strength assessments) come right after the resume screening round. This stage includes a set of pre-interview tests assessing skills and traits necessary for a position at EY. Candidates can encounter one of the following components of the test:

Aptitude test : consists of various mini-tests on numerical, verbal, logical, and situational judgment skills, assessing candidates' cognitive ability and workplace behavior.

Written test: multiple choice questions on specialized knowledge, general knowledge, IQ test, and an essay. This test type is designed to test a candidate’s knowledge, mental and language skills.

Game-based assessment : games that assess candidates' workstyles, personality traits, and abstract thinking by recording your playing behavior and results.

Learn more about this screening round in our comprehensive guide to EY Online Assessments . 

Stage 3: Interviews

The interview stage at EY often consists of three rounds:

The first interview: a video screening that lasts about 30 minutes , asking common first-interview questions about your background, motivation, and goals.

The second interview: a one-on-one interview with EY consultants or managers. There are two types of interviews: Case interview and Behavioral interview, each of which often takes between 30 and 45 minutes.

The final interview: besides the case interview and behavioral interview , there is also a group interview testing your collaboration and teamwork skills. Each interview in the final round takes you about 30-45 minutes.

You might also encounter a written case interview in the interview stage at EY. So make sure you are fully prepared with our Case Interview End-to-End Secrets Program !

EY case interview format is candidate-led

EY case interviews are often candidate-led. This format requires you to lead the case by breaking down problems, hypothesizing the root causes, and collecting data from the interviewer to test your hypotheses.

Candidate-led case interviews, therefore, are less structured than interviewer-led ones, in which you have to answer given questions from the interviewers.

Candidate-led cases focus on one big problem

A candidate-led case interview involves solving a problem entirely rather than relying on breakdown questions like an interview-led case.

To solve one big problem, you need to apply the top-down approach, which means breaking it down into smaller parts and tackling each. This is a regular consultant task, showcasing your organized and structured manner.

Candidate-led cases are flexible

In candidate-led case interviews, candidates can explore the case with their own strategy. The interviewer usually has a “universe” of information about the client and their problem, which the candidate can freely use to research.

Additionally, the interviewer can “make up” new data to support your ideas if you develop new solutions and approaches.

Candidate-led cases focus less on being right

The primary goal of candidate-led cases is to examine HOW you solve problems rather than getting a specific solution . In candidate-led case interviews, you are asked to break down the problem independently, with little help from the interviewer.

As a result, a higher margin of error is acceptable, unlike interviewer-led ones, where you are effectively guided through the process.

To ace the candidate-led case interview, you need to understand the fundamentals of a candidate-led case. Our Case Interview End-to-End Secrets Program features countless instant-result tips and techniques for case interviews to help you maximize your performance!

After learning the tips and some sample cases, you will need exclusive feedback. Book a meeting with our coaches at MConsultingPrep now! Those ex-consultants will help you practice specific candidate-led case interviews, give you the most detailed and concrete feedback, and suggest the most suitable improvement methods. 

Three EY case types

EY case interviews usually include three types of interviews: individual case interview, group case interview, and the less encountered written case interview.

EY individual case interview

This is the standard type of PwC case interview. PwC has a similar candidate-led case interview style to BCG and Deloitte. Candidates will receive the case from the interviewer, which they need to define the issue and give solutions. There will be two or three cases for a 45-minute session.

EY group case interview

The group case interview is popular in BCG, Bain and Big Four firms. A group case interview will usually go through five stages:

Stage 1: You will be assigned to a group of 3–6 applicants.

Stage 2: The group will be given a case and relevant information to solve.

Stage 3: You will be given 10 minutes to examine the case and prepare alone or in collaboration with another team member.

Stage 4: The group will discuss case questions for 20 minutes while the interviewers observe and take notes.

Stage 5: The interviewers will ask questions about the cases in the next 20 minutes.

EY written case interview

The written case presentation is sometimes encountered at EY. However, if you encounter this type, the process should be: 

The case question and data are usually provided 48 hours before the presentation.

Candidates must prepare PowerPoint slides and evidence to support their findings on presentation day. 

Each candidate would have 15-30 minutes for presentation and another 15-30 minutes for Q&A with the interviewer. 

Fundamental framework to solve EY case interview

To solve the EY case interview, you need to develop an issue tree to break down your case. To create a suitable issue tree, you can use common frameworks for case interviews: Profitability framework, Business situation framework, McKinsey M&A framework, 4P/7P marketing mix, or Porter’s five forces model. 

To further enhance your case interview performance, you can also apply five effective tools (or mini-frameworks): External vs Internal, Quantitative vs Qualitative, Costs vs Benefits, 2x2 Matrix, and SWOT analysis. 

Five common frameworks for case interview

Profitability framework is mostly used to mathematically break down problems before switching to the qualitative framework for solutions. To use the profitability framework, candidates will split profits into revenues and costs.

Business situation framework is used to analyze a company situation in four area - Company, Competitor, Customer, Products (3C-1P). This 3C-1P framework is flexible for many purposes, however it may be too generic and need customization depending on the situations. 

McKinsey M&A framework is used to assess a proposed merger and/or acquisition on three aspects: standalone values of each involved company, their synergy, and other factors. This framework is MECE and promotes customizations, and is one of the best M&A frameworks. 

4P/7P marketing mix in marketing for tangible work analyzes the 4P - Product, Price, Place and Promotion; while in service marketing three other Ps will be added in - People, Process, and Physical evidence. This framework focuses on the marketing aspect, hence unsuitable for multi-function strategies. 

Porter’s five forces model analyzes the industry surrounding a business in five aspects - Suppliers, Customers, Competitors, New entrants, and Substitutes. This framework is used to get an industry overview and understand the client’s context.

Five effective tools for case interview

External vs Internal method is quick and easy to segment information about a particular entity. The internal branch concern what is inside or intrinsic of the said entity, and the external branch concerns the outside factors. 

Qualitative vs Quantitative mini-framework is used for evaluations. Dividing items into two MECE groups reduces confusion and minimizes the risk of missing an essential item. 

Cost vs Benefit in the decision-making process is very straightforward - if the benefits of an option outweigh its costs, that option can be chosen.

2x2 Matrix is a decision-making tool where options are examined using two criteria, each of which forms an axis of the matrix. 

SWOT analysis mini-framework is seldom used in case interviews for being too generic. However, it can be used for a quick and easy evaluation of a company’s positioning within the industry context. 

To have a deeper understanding of the common framework used in the case interview, you can check our free article on Case Interview Framework .

How to prepare for the EY case interview?

Though EY case interviews can vary in difficulty and question types, these five practical steps can give you the best preparation for any case:

Step 1: Familiarize with candidate-led case examples

The first thing to do is examine examples of candidate-led case interviews to familiarize yourself with the case flow and how to interact with the interviewer.

Knowing the importance of practicing, MConsultingPrep provides reliable training resources in our Case Interview End-to-End Secrets Program , with comprehensive exercises, simulation videos, and insightful tips and tricks to help you develop every aspect of case interviews.

Step 2: Practice consulting math

Consultants require math skills to handle massive amounts of quantitative data. Some tried-and-true math practice tips are:

Use Your Head: Do all your daily calculations mentally unless an EXACT answer is required.

Flatten the Learning Curve: At the beginning, a piece of scratch paper and a 5% margin of error may help; once you feel confident, throw the paper away and reduce the margin.

Establish a Routine: Allocate some time for daily practice. This may seem hard at first, but you can feel the improvement once you’ve overcome the inertia.

Step 3: Develop business intuition

Case interviews are easier to pass if you have good business sense. Getting better at business intuition takes time, so start early, practice every day, and be patient. Step by step, these business insights will begin to feel natural to you.

You can improve your business sense in two ways:

Written Sources: It's a good idea to read business papers daily. You can also find excellent articles on the EY Reporting website itself. Be careful, though, because the important thing is not how many pages you read but what you learn from them.

First-hand Experience and Observations: Don't just show up to work; try to figure out what the senior managers are doing, the reasoning behind each decision they make, and how it has affected the organization.

Step 4: Learn the fundamentals and frameworks

To excel at EY case interviews, you’ll need a solid understanding of the fundamentals and structured approaches. Case interview fundamentals such as hypotheses , MECE , issue tree , and other frameworks are the backbone of any case, so try to master their application in case interviews.

Read more on our comprehensive Case Interview Guidebook to familiarize yourself with crucial terminologies, concepts, and problem-solving fundamentals.

Step 5: Perform mock interviews

The best strategy to prepare for a case interview is to practice as many mock cases as possible. During your practice, take time to study and review your cases thoroughly so that you can identify your areas of improvement and develop specific approaches for each question type.

Also, find a former consultant to support your practice; they've been through numerous case interviews, both real and mock, so they understand what's expected of a candidate.

Our experts from prestigious consulting firms will give you detailed feedback on your performance, a personalized study plan, and reliable training resources for EY case interviews. Book a coach right now to make practicing easier!

Check out our Case Interview End-to-End Secrets Program if you want to practice more sample cases and get instant-result techniques for EY case interviews. In addition to mock issues and video guides, we also offer fundamental theory and intuition exercises to develop your case interview expertise!

Tips for the perfect EY case interview

Nine tips for the perfect ey individual case interview.

Tip #1: Understand the procedure of a candidate-led case interview

There is a five-step procedure to approach the PwC candidate-led case interview. 

Taking the case: You need to take notes on all information regarding the clients and the case situation. Keep your notes organized to refer back to them easier.

Clarifying: You will have time to gain more information and/or clarify the points you haven’t fully understood about the cases.

Structuring: You will need to break down the case business problem into smaller components to create the issue tree , allowing you to solve it in an effective and cohesive manner.

Hypothesizing: You must develop the hypothesis based on evidence and available data about the problems and find the root cause. If the initial hypothesis in a branch of the issue tree no longer makes sense, go to the next branch. If the hypothesis matches, stick to it to find the root causes and solutions.

Pitching: The pitch is your case interview's final product, where you summarize all findings and recommendations to solve the case. You need to deliver the pitch in a structured, top-down manner.

Tip #2: Have a perfect case opening

There are four reasons to make a good case opening while you deliver your case interview:

First, it shows you have complete control of the upcoming problem-solving process, which is critical in candidate-led cases.

Second, you can demonstrate your whole leadership and relationships with proactiveness - aligning yourself with PwC's five qualities mentioned above.

Third, a good case opening creates a great first impression. Consultants are expected to perfect everything from the beginning to the end, so this could make a good head start for a 30-minute interview.

Finally, this is an opportunity to align during the interview. After the interviewer has outlined the case details, explain the case to the interviewer in your own words to ensure you grasp the issue and align with the interviewer.

Watch more: How to open a case perfectly?

Tip #3: Map your next moves

Pause occasionally to summarize where you are and where You are going next. It gives you a sense of direction and authority; additionally, you get plus points in the interview for an organized approach. 

This also gives your interviewer a chance to help you with your mistake. If your interviewer gives you advice, take it – assume it’s intended to be helpful.

Tip #4: Be consistent with your intended hypotheses

Always speak with the current hypothesis in mind, and that hypothesis must be in the issue tree. The sole purpose of the hypothesis-driven approach is to have your efforts and problem-solving steps guided and structured. 

Therefore, to avoid being overwhelmed by piles of data in your case interview, do a sanity check by returning to your issue tree. If your action does not correspond to your present place on it, go back immediately!

Tip #5: Deliver your pitch in one structured manner

This is the most important tip because you need to show that you own the consultant qualities - being structured and straight to the point. Present your analyses in one perfect, insightful, top-down, concise, and captivating final pitch.

Find a way to structure the problem; this will guide your discussion with the interviewer. Briefly explain the framework you plan to use, allowing the interviewer to comment. In general, the simpler the framework, the better. Once the interviewer endorses your framework, stick to it.

To structure your speech:

Begin with a summary line that states the key takeaway/intention.

Separate what you want to say into distinct sections. As much as possible, avoid jumping back and forth between items.

Number your items so you and your interviewer can keep track of them. It's even better to specify how many things you'll discuss beforehand.

Make your recommendation based on the conclusions you reached from your discussion, even when you are unsatisfied with the little data and lack of time to discuss all the issues.

Tip #6: Make a personalized script

Make a script of what you are going to say and rehearse it a hundred times. Practice all formulaic phrases, such as the opening or data request. With enough practice, those lines will become second nature to you.

The secret to seeming professional in a case interview is to talk in a systematic and formal manner. Using scripts also saves brainpower, which you will undoubtedly want in case interviews.

Tip #7: Keep your notes organized

Neat note-taking greatly assists with your train of thought, making storing and organizing information easier. You are also demonstrating to the interviewer that you are well-organized and meticulous.

Divide your notes into three categories to make them easier to read and interpret: data, presentation, and scratch paper. When the interview begins, take three pieces of paper and name them appropriately. Here is the content that should be on each type of note:

Datasheet: note down and process any data the interviewer gives you and your calculations.

Presentation sheets: draft things you’ll say to the interviewer.

Scratch paper: anything else you need to write, such as brainstorming ideas.

Tip #8: Avoid long pauses

Take a minute to think; don't be afraid of the silence. If you need silence to think, ask for a timeout or announce think-out-loud mode. However, taking it too long will backfire, especially if you can’t come up with something worthy of the long wait. Use the pause prudently, and always try to think as fast as possible while still being “correct”. 

Tip #9: Find and ask for more insights

Try your best to be in-depth and comprehensive with your analyses. Always ask yourself, “Am I overlooking something?” and “Can I drill down further?”. 

This is also helpful when you are stuck in your analysis. You can try asking for insights from the interviewer (remember to state your purpose clearly) like this:

If you have a piece of data and don’t know what to make of it, ask for benchmarks to put the data into perspective.

If you are unsure which framework to employ, consider "segmentation" - look at how the customer or the industry often segments that item. If you need to know how they do it, ask the interviewer.

When you cannot see the problems in the case (probably resulting from the “MECE” of your issue tree), ask the interviewer nicely for a way out.

However, remember to manage your time well. If you take too long, the interviewer might force you to move on, and you will lose the time to solve the case holistically.

Four tips for the perfect EY group case interview

You will be evaluated with many other candidates in group case interviews. So, how can you make yourself stand out? Here are six helpful recommendations to ace a group case interview.

Tip #1: Manage your ideas

Take your time processing the question and developing an orderly and structured response. If you allow yourself time to analyze, your answer will be more robust. Ask the interviewer for a few minutes to organize your thoughts, but avoid excessive silence when necessary.

Try not to intervene forcefully while others are speaking in group interviews. If you have a brilliant idea, write it down. That way, the flash of brightness won't fade from your memory.

Tip #2: Decide whether your role is a leader or team member.

This is the decision that needs to be made on the spot - other candidates are going for the “leadership role” of the discussion. If you want to lead, go right at it. However, you can still demonstrate desirable consultant qualities even as a team member.

If you decide to be the team leader, emphasize your facilitator role.

It’s a good idea to be proactive in proposing what topics to discuss, in what order they should be addressed, and how much time should be allocated to each issue. You can bring the group’s focus back together if the group gets off track.

By the end of the group discussion, make a point to compile people's various points. This puts you in a position to bring everyone together and ensure all candidates are on the same page.

If you decide to be a team member, speak to add value.

Candidates will take turns presenting answers to the interviewer. Before it’s your turn, listen carefully to other people’s answers and the interviewer’s feedback.

This way, you can add valuable and helpful insights to the discussion. Remember, good points go to the quality of what you say, not the number of times you speak up.

Tip #3: Ask good questions

Asking outstanding questions will set you apart. It demonstrates that you are attentive and willing to learn more.

Great questions often target one or more objectives: explaining an unfamiliar term, clarifying the issue's purpose, or expanding the team's understanding of the setting or business.

Tip #4: View others as teammates

Seeing people as colleagues puts you in a collaborative attitude, which allows you to work successfully with others. You look to be both a helpful leader and a team player in this manner.

You can be the first to answer your interviewer's question to avoid seeming timid. You can encourage co-interviewees by emphasizing their excellent ideas, adding what you believe is lacking, and explaining your reasoning.

Three tips for the perfect EY written case presentation

While only some get this type of interview, preparing for the worst is better. Below are three tips to help you go through an EY written case if you actually encounter it!

Tip #1: Skim and scan to gain an overview of the case quickly

Skim the data for a summary, then focus on supporting evidence. You need to remove irrelevant data by starting with a defined goal to find the data that answers questions or supports your findings.

You can practice speed-reading in daily activities. When reading newspapers, for example, ask yourself questions regarding the topics covered, then explicitly hunt for solutions in the articles.

Tip #2: Timebox your activities during the presentation

To ensure adequate time management, allocate a precise time limit for each activity.

When that time limit is nearly over, quickly wrap up what you’ve been doing (e.g., skimming data) and move on to the next step (structuring the problem).

You easily make mistakes in a pressured interview setting, so set aside some time for contingencies.

Tip #3: Present recommendations first

Tell them your solutions first and explain later – it’s the results that count!

The chart titles on a consultant's slide contain the most valuable insights, and their presentations and pitches start with the conclusion. You are an aspiring consultant, so act the same way during case interviews.

Scoring in the McKinsey PSG/Digital Assessment

The scoring mechanism in the McKinsey Digital Assessment

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EY Case Interview Including EY Parthenon: What You Need to Know

• Last Updated January, 2022

Congratulations! You’ve successfully landed an interview invitation from EY Advisory or EY Parthenon. Now it’s time to prepare for your EY case interview to make the most of this opportunity.

In this article we’ll share:

• The EY Parthenon & EY Advisory history and culture.
• The EY Consulting interview process.
• The EY Parthenon case interview.
• The EY Parthenon fit or behavioral interview.
• What to expect in the EY Parthenon group interview presentation.
• MCO’s top 5 tips on acing your EY Consulting interview.

Let’s get started!

The EY Parthenon & EY Advisory History and Culture

The ey advisory / ey parthenon behavioral interview, the ey consulting interview process, what to expect in the ey parthenon group interview presentation, the ey parthenon case interview.

MCO's 5 Tips on Acing the EY Consulting Interview

To ace the interview, it’s important to know the company you’re interviewing with. This is especially important for the fit/behavioral interview. In the case of EY, you should know that consulting at EY is divided into two distinct paths and each path is looking for a different set of professional and personal skills.

• EY Parthenon: In 1991, two former Bain & Company consultants formed a management consulting firm called The Parthenon Group which then merged with EY in 2014 to form EY Parthenon. EY Parthenon now serves as EY’s strategy consulting arm, doing projects similar to McKinsey, Bain, and BCG. This work includes topics around strategy, marketing, organization, operations, transformations, and mergers & acquisitions.
• EY Parthenon looks for candidates who are “smart, nice and driven.” While most management consulting firms are looking for smart and driven candidates, EY Parthenon is uniquely positioned by clearly highlighting “nice” as a key characteristic of employees it recruits. This highlights their people-centric culture.
• EY Advisory Services: EY was established in 1989 when Ernst & Whinney merged with Arthur Young & Co. It is one of the big 4 accounting firms but also has a consulting arm.  EY Advisory Services provides consulting services mostly focused on implementation projects. This includes performance optimization, technology implementation, financial services consulting, and risk transformation. EY Advisory Services looks for candidates who are growth-oriented, innovative, and have a positive mindset along with the passion to work in a highly diverse and global environment.

If you’re interested in more on the distinction between advisory and consulting, please refer to our article Consulting vs. Advisory .

Nail the case & fit interview with strategies from former MBB Interviewers that have helped 89.6% of our clients pass the case interview.

Despite their differences, EY Advisory Services and EY Parthenon follow a similar recruitment process which includes the following three steps:

• Application screening: HR screens candidates’ resumes based on their credentials and EY’s business requirements. This is followed up by a phone screening step where recruiters ask a series of questions to understand more about your background and interests.
• First round interviews: Once you successfully pass the application screening process, you’ll undergo two first-round case interviews with junior consultants. Each interview consists of one or two fit/experience questions followed by a case interview.
• Second round interviews/presentation: The second round of interviews is with managers or partners and follows the same format as the first round of interviews with fit/experience questions followed by a case interview. In some offices, candidates are asked to take part in a group presentation after one one-on-one interview.

For further details, please see the careers page for EY Parthenon or EY Advisory Services . 

EY Parthenon and EY Advisory use a similar interviewing process. While the actual cases are different, you’ll have 3-4 case interviews in 2 rounds with either  EY Advisory or EY Parthenon case. All EY case interviews are interviewee-led rather than interviewer-led , similar to case interviews conducted by Bain and BCG.

However, EY Parthenon does a lot more private equity work. As a result, their case interviews are more heavily focused on private equity, often on market entry or investment cases.

EY Parthenon places huge emphasis on case interviews. It’s a chance for the firm to assess your ability to succeed in the consulting world while providing a glimpse of what working at EY Parthenon looks like. Therefore, remember that throughout the interview, your interviewer is assessing your analytical skills and whether he/she would feel comfortable placing you in front of a client.

He or she wants to know:

• Can you listen carefully and quickly grasp key aspects of the problem statement?
• Can you structure and solve complex problems?
• Can you think of creative solutions for solving problems?
• Can you read charts and do business math?
• Can you communicate the solution clearly and concisely?

To succeed in the case interview, we recommend that you navigate through the EY Parthenon case interview by following a tried-and-tested 4-step approach:

Step 1 : Understand the question being asked. Step 2: Structure the problem, covering all its key aspects. Step 3: Ask pertinent questions to form hypotheses and drive analysis. Step 4: Provide a recommendation.

We’ll elaborate on each of these steps below.

Step 1: Understand the Question Being Asked.

The interviewer will start the case with a background of a hypothetical company and share crucial information including the business problem the company is trying to solve. Take notes, particularly on financial data, and repeat the problem you’ve been asked to solve back to the interviewer in your own words. Repeating the question back ensures you address the right problem.

Avoid the temptation to immediately jump into details of a potential solution or start sharing a laundry list of all possible solutions.

For example, consider the following real EY Parthenon case interview question:

Market sizing example – How many people use Zoom per day in the US?

Your first instinct might be to either say that you don’t know or blurt a random number. However, the interviewer is more interested in understanding the approach you use to get to the answer. Start by ensuring that you understand the question you’re being asked. Clarify any unfamiliar terms.

Asking questions is important to ensure you understand the problem and what success looks like for the client. If you don’t understand the company or the problem statement before you try to solve the case, you’ll be wasting time.

While repeating the question may feel awkward when you start casing; with time and practice, this habit will help you ace the EY Parthenon case interview.

Step 2: Structure the Problem, Covering All Key Aspects

Once you understand the question, structure your approach to solving the proposed problem.

In a case interview, request time to structure the problem – interviewers appreciate it if you take the time to think (provided you don’t take more than a couple minutes!) Similarly, in a presentation case interview, take the time to structure the problem before sifting through data looking for an answer.

Write down what you may need to learn about the client’s situation. You may structure the problem based on business frameworks you’re familiar with or, better yet, develop your own structure. Developing your own structure to break down a problem shows you’ll have the skill to solve actual problems you’ve never seen before.

Share this with your interviewer, incorporating any feedback they might have.

The structuring step is where you’d identify the key categories of people who use Zoom and how you’d break out their frequency of use.

• What is the total population in the US?
• White-collar workers: What % of the working population is in white-collar roles (marketing, journalism, finance, publishing, law, etc.) and require Zoom interactions? How do they use Zoom?
• Managers: What % of the working population is in managerial roles and requires Zoom interactions? How do they use Zoom?
• Students: What % of the population are students who will be using Zoom? How do students use Zoom?

You can save the detailed math for the next step.

See our article on business frameworks for more on how to structure EY Parthenon case interviews. Make sure you communicate the structure with your interviewer (whether in the general interview or the presentation case interview).

Step 3: Form Hypotheses & Drive Analysis

Since EY Parthenon’s cases are typically interviewee-led, your interviewer will probably let you suggest the best starting point for your analysis. But if your interviewer suggests a starting point, follow their lead.

EY Parthenon likes to test candidates on their ability to interpret data on charts and graphs. During the case, the interviewer may share data charts or graphs and ask you to use the information while conducting the analysis . Continue to ask relevant questions that will provide you with data on each branch of the problem structure you created.

You may also need to do some basic consulting math to analyze the case. Remember, the interviewer is also assessing your analytical ability. Walk them through your setup of analytical problems and listen if the interviewer guides you on how best to approach the problem.

Continue referring to your structure while analyzing the case. Otherwise, you risk running down a rabbit hole and ignoring other important aspects of the problem. At the same time, keep incorporating any new data that the interviewer provides into the structure you have created.

Make sure that throughout the interview, each question you ask the interviewer is relevant to the key aspects of the problem.

In the analysis step, you’d assess how frequently each group you outlined uses Zoom. Every day? Five days a week? Every other day? How large is each segment relative to the US population?

This is also where you’d set up your equation and actually do the math. What’s the final answer on how many people in the US use Zoom each day?

Step 4: Provide a Recommendation

Once you’re confident you have the required information to solve the client’s business problem, conclude the interview with a logical summary outlining the problem you set out to solve, key conclusions you’ve reached based on the data shared including implications for the client, and a persuasive recommendation on how you’d help the client resolve the challenge.

In this step, the interviewer is looking to assess your capability to advise clients. Make sure you communicate the solution in logical steps and that the interviewer (client) follows your logic. A strong conclusion leaves a great impression on the interviewer.

Since our example is a market sizing case, you don’t need a recommendation. But you could provide useful insight you’ve learned. For example, though most business people will focus on the adults using Zoom, there were a lot of students using Zoom 7 hours a day/5 days a week during Covid. That’s a big part of the market with unique needs. How could a business take advantage of the unique needs of the school market?

For a detailed example of how to crack the EY Parthenon case interview, see our Ultimate Guide to Case Interview Prep .

Behavioral or fit questions will be a part of all EY case interviews. The interviewers are looking to understand whether you are a good fit for the company and whether you are people-oriented. They are also assessing your ability to work in teams, put ideas into action, and your ability to learn from new experiences.

It’s great to practice and prepare for the common interview questions in advance by developing stories that best portray your skills and character. Following are some of the common questions:

Getting to know you questions:

• Tell me about yourself.
• Why are you interested in working for EY Parthenon?
• Walk me through your resume.
• Tell me about your greatest accomplishment.

Behavioral questions:

• Tell me about a time when you used data to solve a problem.
• Give a time when you disagreed with your manager.
• Describe a situation in which you handled conflict while working on a team.
• What is a piece of feedback you have received from a former supervisor or colleague?

Learn more about the common questions and how to answer (and NOT answer!) these by reading our Ultimate Guide to Behavioral Interviews .

The EY Parthenon Group Interview is only conducted in a few offices. We suggest you ask your recruiter whether or not it will be part of your recruiting process so you know whether you need to prepare. The group case presentation takes place in the second round of interviews.

During case presentations, all the candidates will be divided into groups of 3 to 5 and will be presented with a client situation to solve. The group will have 1 hour to solve the client’s problem and develop a presentation. They’ll then have 15 minutes to present their findings and recommendations via PowerPoint followed by 15-20 minutes for Q&A.

During the entire 1-hour of analysis and developing the recommendation, the group will be silently observed by senior EY Parthenon consultants. These observers will also view the presentation and ask questions.  

During the EY group presentation, it’s important to remember that you should add value to the discussion. Facilitate the discussion by asking relevant questions and expanding on others’ ideas. As you hear different opinions and voices in the group, synthesize the information and try to reconcile the different points of view so the team can move forward. Keep an eye on the time so your group doesn’t get caught presenting without having arrived at a recommendation.

Remember that the observers are also interested in your people skills in addition to your ability to solve complex problems. Hence it is critical to listen carefully, speak with a purpose, and involve everyone.

This interview format is fairly unique, but you can read more about it in our free guide on Group Interviews here.

MCO’s 5 Tips on Acing the EY Consulting Interview

1. practice live cases and solicit feedback.

Learning how to solve consulting cases takes time, but investing this time is critical if you want to land a job in consulting. Ensure you’ve mastered each of the 4 steps to solving a case interview. Make sure you are confident at structuring case problems. However, do not overdo it to the extent that you ignore the behavioral/fit portion of the interview.

Seek feedback from peers, interview prep partners, and mentors to understand where you are meeting the EY Parthenon’s bar and where you need to practice and focus further. Practicing with other people, whether current consultants or peers in the interview process, is critical.

2. Explore EY Consulting’s Values

EY Parthenon’s values tell you a lot about the type of consultants the company wants to hire. Prepare for your fit questions based on these values. Identify situations where you have exhibited these values and look for opportunities during the interview to showcase these traits.

Because EY consulting is looking for “nice” people, be sure to consider your behavioral/fit interview answers in that light. Make sure your stories highlight your collaboration and team-building skills. But like all consulting firms, EY is looking for good problem-solvers who also have leadership skills and are self-starters. Take time to develop stories to illustrate these skills. Practice these stories with interview prep partners until you have your answers polished (but don’t practice so much that they sound memorized or robotic).

3. Listen to the Interviewer

Listening is one of the most important skills in consulting. Listen to your interviewer’s instructions, feedback, and questions, and ask probing questions to understand the case. In the case of EY Parthenon group interviews, this skill becomes even more important. Listen to your peers and develop your own hypothesis as well. Then discuss with your peers.

4. Structure Your Thoughts

Structure your thoughts carefully and avoid going deep in a rabbit hole when solving EY case interviews. Involve the interviewer(s) in your thought process to allow them to gauge how well you structure your problems in logical steps.

5. Stay Calm & Collected

The EY Parthenon case interview not only tests your ability to solve problems, but also your ability to remain calm under stress, your listening skills, your ability to work in a team, and your reactions to difficult situations. Be prepared for your interviewer to challenge you and make sure your professionalism shines through at all times.

– – – – –

In this article, we’ve covered:

• Difference between EY Advisory Services and EY Parthenon.
• EY Advisory Services and EY Parthenon interview process.
• How to prepare for EY Parthenon’s case interview.
• How to develop stories for the EY Parthenon’s behavioral interview.
• How to prepare for EY Parthenon’s case presentation.

Our 5 tips on passing the EY Parthenon’s interview process

Still have questions?

If you have more questions about the EY Parthenon interview or the EY Advisory interview, leave them in the comments below. One of My Consulting Offer’s case coaches will answer them.

Other people prepping for their EY case interview found the following pages helpful:

• Our Ultimate Guide to Case Interview Prep .
• The Big 4: How Do They Fit Into the Consulting Industry .
• Consulting Behavioral Interviews .
• Group Case Interviews .
• EY Video Interview .
• Consulting vs. Advisory .

Help with Case Study Interview Prep

Thanks for turning to My Consulting Offer for advice on consulting interview prep. My Consulting Offer has helped almost 85% of the people we’ve worked with to get a job in management consulting. We want you to be successful in your consulting interviews too. For example, here is how Nicole was able to get her offer from EY Parthenon.

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3 Top Strategies to Master the Case Interview in Under a Week

We are sharing our powerful strategies to pass the case interview even if you have no business background, zero casing experience, or only have a week to prepare.

No thanks, I don't want free strategies to get into consulting.

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EY-Parthenon Case Interview Guide (process & prep)

Consulting interviews at EY and its strategy subsidiary Parthenon are tough. EY-Parthenon uses a combination of case interviews and behavioural interviews to evaluate candidates, with group case presentations also used sometimes.

This might sound overwhelming. But don't worry! We've helped thousands of applicants land consulting jobs, and this is our ultimate guide to EY-Parthenon interviews.

Learn all about the company, the interview process, EY case studies, which questions to expect and how to answer them. By following the information below, you'll be one step closer to getting an offer at EY. 

Here's an overview of what we'll cover:

• About EY-Parthenon
• Interview process
• Case interviews
• Interview questions
• Group presentations
• Preparation tips

Click here to practise 1-on-1 with consulting ex-interviewers

1. ey consulting is bigger than bcg and bain.

With   $13.5bn in consulting revenue   in 2022, EY's consulting business line is bigger than BCG and Bain, and on a par with McKinsey.

EY's broader consulting (or advisory) business can be divided into EY Advisory, and EY-Parthenon:

• Performance Improvement  works across industries to help clients create streamlined processes and powerful systems. For example, helping an international firm like Nike reduce costs through strategic changes to their supply chain.
• Performance Technology  applies technology solutions to drive business performance. For example, using social media to help a firm like Disney market their vacation resorts to customers who are already interested.
• Risk  focuses on identifying, evaluating, and addressing risks faced by client businesses. For example, helping a financial institution like Morgan Stanley develop a response plan to prepare for a data breach.
• EY-Parthenon focuses on strategy and management consulting. The type of work you'd do here is very similar to the work you'd find at McKinsey , BCG or Bain.

You can learn more about how EY compares to MBB firms in our MBB vs. Big 4 comparison article .

If you're interested in applying for a consulting role at EY then it's important to know what specific area you're interested in. 

This will help you be more focused in your application, and it will also show your level of preparedness to recruiters. It's not uncommon to be asked about specific areas of interest during interviews, and having a prepared answer using the company's own terms can really impress your interviewer.

For the rest of this post, we'll be focusing on the steps you'll need to take in order to land a job in EY-Parthenon. If you're applying for a role in EY Advisory, don't worry. There will likely be some differences, but 95% of the below guide is still relevant, and will provide an excellent overview of the consulting interview process.

2. EY-Parthenon interview process overview

The application process varies depending if you apply as an experienced hire or on a graduate or student recruitment program.

We'll start off by looking at experienced hires. Note that t hese steps outline the typical process, but the exact steps can vary based on location and role. Ask your HR contact if they can provide more details on the specific steps for your interview track.

2.1 Process for experienced hires

EY-Parthenon generally has 3 steps in their application process for experienced candidates:

• Resume and application screening
• First round interviews
• Second round interviews

Let's zoom in on each step.

2.1.1 Resume and application screening

First, recruiters will look at your resume/application and assess if your experience matches the open position. This is the most competitive step in the process—we’ve found that 90% of candidates don’t make it past this stage.

You can use  this free resume guide  and this  free cover letter guide  to help tailor your application to the position you’re targeting.

And if you’re looking for expert feedback, you can also get input from our  team of  ex-MBB recruiters , who will  cover what achievements to focus on (or ignore), how to fine tune your bullet points, and more.

2.1.2 First-round interviews

After the initial application, you'll move onto the interviews. In the first round, you can expect:

• Phone interview with someone in HR
• One or two case interviews (45mins-1hr)

HR phone interviews will fous on your resume and your motivations for becoming an EY-Parthenon consultant. Then first-round case study interviews are usually with EY-Parthenon managers or consultants, usually via via video call.

2.1.3 Second-round interviews

Second-round interviews usually consist of:

• One or two case interviews (45-60 mins)
• A behavioural interview (45-60 mins)

Second-round case interviews are usually with senior members of the firm, such as directors, while the behavioural interview will most likely be with a partner. These interviews may be done in person at an EY office, or via video call.

As we said, the exact process varies across regions and roles, and some candidates have reported that each of their interviews had a mix of questions. So be prepared to be asked behavioural questions at the start of your case interviews.

In some cases, you may also need to do a written assignment or attend an assessment centre (see section 2.2.3 below).

Given the variation in the process, we strongly recommend that you ask your EY recruiter to confirm exactly what to expect.

We'll explain how to prepare for EY case interviews further down in section 3 and section 6 .

2.2 Process for graduates, "Career Starters", etc

If you're still studying or recently graduated, your journey through the EY-Parthenon interview process will consist of four stages:

• Resume or application screening
• Online assessment
• EY Experience Day
• Final interview

Let's dive into each of those stages.

2.2.1 Resume or application screening 

In most cases you'll apply via the EY careers website . The HR team will assess your application and get back to you.

A large percentage of candidates don't make it past this stage, so make sure your consulting resume is top notch and consider booking a session with one of our coaches to help you with your application.

2.2.2 Online assessment

For "Career Starter" and similar positions, you'll need to take an online test, where you'll need to answer different types of questions, including ranking various options, giving writing answers and also giving video answers.

Depending on your position, you may be given a numerical reasoning test, too.

Do practice tests on the EY website .

2.2.3 EY Experience Day (with case study interview)

If you score highly enough in the online assessment, you'll be invited to an EY Experience Day. This is sometimes referred to as a "Super Day" or "Assessment Centre", but is now usually done virtually via Microsoft Teams.

Here you can expect to be put in a group with around 5 other candidates and given a group case study problem to solve. You'll get around 40 minutes to discuss the problem with your peers, before presenting together.

After that, you can expect to be given a written task to complete on your own.

Below in section 4 we'll cover how to ace your group case presentation.

2.2.4 Final interview with a partner

If you get through the EYX (EY Experience Day) you'll face an interview with a EY partner.

This will consist of behavioural and motivation questions, as they'll be wanting to make sure you're the right fit for EY and are highly motivated for the role.

" The partner interview is the final stage in our process and is very much about getting to know you as a person. We want to know why you have applied to this specific office and specific service line & what your career motivations are. We also ask you questions to test your commercial awareness of our industry & that you know about the firm and our competitors. Finally due to the new virtual nature of our assessment days we will also be asking about your teamwork and collaboration during the final interview ." Clare H, Talent Attraction Advisor at EY.

Now that you have a good overview of the EY-Parthenon interview process, let's go deeper into the kind of questions to expect and how to approach them.

3. EY-Parthenon case interviews

Case interviews at EY-Parthenon are candidate-led. The style is similar to what you will experience in a   BCG or a   Bain case interview . This is different to firms like McKinsey or Capital One who use interviewer-led cases.

For a candidate-led case interview, there are 7 types of questions you need to prepare for:

• Framework development
• Framework exploration
• Quant question – Data provided
• Quant question – No data provided
• Creativity question
• Recommendation

EY-Parthenon case interviews often include a quant question where too much data is provided (a "data dump") and part of the challenge is for you to evaluate which information is useful and what isn't'. ( source: Reddit ).

You can read more about case interviews and how to prepare in our free case interview guide .

Candidates can also expect market sizing questions, such "estimate how many tacos are sold in Boston each year". To prepare, see our market sizing questions guide .

If you want to get a sense of what candidate-led case interviews are like, watch the video below. As we mentioned, case interviews at EY-Parthenon are typically candidate-led and therefore use the same format as BCG and Bain.

4. EY-Parthenon behavioural interview questions

At EY-Parthenon, there are two main categories of behavioural interview questions:

• Fit questions. These are generic questions such as “Why consulting?” or “Why EY?”.
• Personal Experience Interview (PEI) questions. These are questions such as “Tell me about a time when you led a team through a difficult situation.” Or “Tell me about a time where you had to manage a team conflict”

Here are the top 5 fit and PEI questions you should prepare for at EY-Parthenon or other top consulting firms .

Top 5 fit questions:

• Why consulting?
• Walk me through your resume
• Tell me about something not on your resume
• Tell me about your greatest accomplishment

Top 5 PEI questions. Tell me about a time when ...

• You led a team through a difficult situation
• You worked in a team and had to manage a conflict
• You had a disagreement with a colleague / boss
• You had to change someone's / a group's mind
• You overcame a really difficult challenge

Don't fall into the trap of under-preparing for these types of questions. While they may seem easier than the case interviews, they are extremely important to get right.

You’ll need to prepare several ”stories” or “examples” from your personal and professional experience to demonstrate that you have the traits that EY is looking for.

To learn more, check out our guide to consulting fit / PEI questions .

5. EY-Parthenon group case presentation

As mentioned in the overview above, EY-Parthenon frequently uses group case presentations in the interview process. Here is the key information you need to be aware of for this type of interview:

• Candidates get divided into groups of 3 to 5
• Each group is given information about a case (i.e. a client facing a problem)
• You are given ~45 mins to review and prepare a 15 minute group presentation
• An interviewer will watch during your prep time, but they won't intervene
• After your group presents, the interviewers will ask questions for 15-20 minutes

This interview format is fairly unique, but it is similar to a written case interview, so you may find our free guide on written case interviews helpful . When you perform group exercises, your interviewers will be focusing on your ability to work well with others. And there are a handful of things you should make sure you do (and don't do).

Here are the   top 4 things you should aim to do :

• Speak with a purpose. This applies to the preparation and presentation. A lot of candidates will want to speak their minds as they know participating is important. But, participation alone is not enough. The QUALITY of your input is crucial. Sometimes, it's better to let two or three people speak first, and then make a very thoughtful point based on how they started the discussion. Focus more on the quality of your input, and less on the quantity.
• Involve everyone. During preparation, keep an eye on who's participating in the conversation and who's not. If you identify a member of the group who's struggling to make themselves heard, you should not hesitate to help them by saying something like: "We haven't heard everyone's opinion on this yet. John, Rebecca what do you think?". This is a sign of leadership, and will also help you develop a more thoughtful and balanced presentation. 
• Summarise. Plan to summarise key points during both preparation and the presentation. This will position you as the person bringing everyone together and making sure all candidates are on the same page. Aim to do this at least once during your prep time. For example, summarise the assignments of each group-member, or recap the group's key points at the end of the 1-hour prep time. This is a skill used by partners in real-world conversations with clients. You can also do this when presenting, by clearly recapping your main points.
• Anticipate questions. During your preparation, you may notice some weaknesses in your analysis. It's good to carve out 5 minutes, to think through how you would answer challenges from the interviewers. It can also be helpful to ask yourself questions, like "if I was hearing this for the first time, what would I ask about?". The interviewers won't always ask the questions you most expect, but if they do, you'll be prepared with a thoughtful response.

And the   top 4 things you should really avoid doing :

• Looking nervous. A group interview is a good time to use your poker face. Everyone is stressed, but you need to come across as confident. A good way to do this is to focus on basic body language: look at people in the eye, sit confidently, don't cross your arms, etc.
• Interrupting others. Consultants need to be client-friendly, and interrupting someone in a discussion is not client-friendly at all. You should listen carefully to what others are saying. Try to have a genuine interest in what they think. Before making your point, summarise their point to show that you understand what they mean.
• Spending too much time reading. It's important to understand the case materials, but if you're not careful it could consume your full preparation time. A great way to prepare efficiently, is to first scan through the provided materials (just a couple minutes), and to agree upon one or two initial hypotheses. This allows you to then search for specific data points, that confirm or disprove it, before you finalise your approach. 
• Dominating speaking time. Some candidates are so eager to participate that they end up completely dominating the rest of the group without realising it. Avoid doing this during the 1 hour prep time, and during the presentation itself. Recruiters will be paying close attention to both situations. A practical way of doing this, is to keep an eye on how much time you talk. If you are in a 5-person group you should aim to speak 20% (1/5th) of the time and really no more than 25%. 

Your performance in individual interviews and the group case presentation will play a big role in the firm's decision to give you an offer. If you'd like to learn more about how to prepare, check out our separate in-depth guide to group case interviews .

6. EY-Parthenon case interview preparation plan

Now that you know what to expect in EY-Parthenon interviews, let's discuss the steps you should take to prepare.

6.1 Learn the case interview essentials

The best starting point for your case interview prep is our case interview prep guide . It'll take you through all the different types of questions you may be asked in your case interview, show you how to draw from different frameworks to structure your answer, and give you example cases to practise with.

For further practice, EY Port Jackson Partners, a boutique consulting firm bought by EY in 2020, shares some nice EY case study interview examples on its website. Practise outlining your approach before clicking "show answer" to see their suggestions.

6.2 Become really confident at maths

You don't have to have a perfect GPA or GMAT score to succeed at case interview maths. However, during your EY-Parthenon interviews, you will be expected to quickly perform accurate mental maths.

In order to do this, it’s essential to know the formulas for common metrics, like return on investment or breakeven point. And it’s also helpful to know a few maths shortcuts to help you solve problems more quickly. To learn more about these topics, check out our free guide to case interview maths . 

In our experience, the most successful applicants start their interview preparation by practising maths skills, so make sure you prioritise this step.

6.3 Research the company

EY interviewers want to hire candidates who are deeply motivated to work for their firm. And while the firm no longer explicitly talks about wanting a team that is "smart, nice, driven", that was the mantra for many years and still is a fairly accurate summary of what it's looking for.

So make sure to read up on EY-Parthenon values and culture and present yourself accordingly.

Also, you'll want to make sure you're up to date in the latest developments in the area of the company you're applying to join. Here are some useful links to help you continue your research:

• EY case studies UK
• EY-Parthenon homepage
• EY news in the Financial Times

In addition, do some networking so that you can show you've made the effort to reach out to current staff.

6.4 Do mock interviews

How you solve each case is important, but your interviewers will also be evaluating how you COMMUNICATE your answers. It's important to speak in a structured way that makes it easy to clearly understand your points.

The best way to hone your communication skills is to practise interviewing out loud, and you can do that in three main ways:

• Interview yourself (out loud)
• Practise interviewing with friends or family
• Practise interviewing with ex-interviewers

To help you with this process, here is a  broad  list   of consulting interview questions  you can practise with.  Practising by yourself is a great way to get started, and can help you get more comfortable with the flow of a case interview. However, this type of practice won’t prepare you for realistic interview conditions.

After getting some practice on your own, you should find someone who can do a mock interview with you, like a friend or family member.

We’d also recommend that you practise 1-1 with ex-interviewers from EY-Parthenon . This is the best way to replicate the conditions of a real case interview, and to get feedback from someone who understands the process extremely well. Meet our MBB ex-interviewers who’d love to work with you.

Free Guide to EY-Parthenon Consulting Case Interviews

EY-Parthenon is the strategy consulting practice of the big four accounting firm, Ernst & Young. The company was founded in Boston in 1991 by an ex-Bain consultant and now has 45 offices in 25 countries.

The Parthenon acquisition was made in 2014 and followed similar acquisitions from other Big Four firms Deloitte and PwC which acquired Monitor and Booz & Co respectively.

Every year EY-Parthenon receives thousands of applications for their job vacancies and is known to have a rigorous recruitment process with multiple case interviews .

Land your dream job!

Join the world’s leading case interview community today and get everything you need to prepare for your upcoming case interviews!

• 1. What EY-Parthenon are looking for

EY-Parthenon looks for more personality traits than any other strategy consulting firm we have looked at with 10 in total :

• Accountable – In the EY-Parthenon strategy practice junior consultants rapidly assume a level of responsibility on their projects. This means that the consultants need to be comfortable with taking accountability for their work when working with senior colleagues and clients.
• Adaptable – Strategy consultants work across industries and work on unique problems that do not have an off-the-shelf solution. That means that consultants need to adapt to industries, niches, and problems in order to deliver high-quality solutions for their clients.
• Agile – The way that strategy consulting projects are structured means they are fast-paced and constantly changing. Teams that are agile and can flex as priorities change are the most efficient.
• Analytical – Client projects typically include an element of data analysis and the datasets are often fragmented and incomplete. EY-Parthenon expects its consultants to be able to able to conduct analysis quickly and competently.
• Curious – Each project is different in strategy consulting and requires new research to develop the project team's understanding. Consultants that are naturally curious learn quickly and are motivated to understand new concepts which are hugely beneficial to the project team.
• In the know – Interestingly EY-Parthenon places an emphasis on consultants being up to date with current affairs. It benefits their ability to understand the client’s current challenges.
• Numbers savvy – With analysis being a common element of strategy consulting projects being numbers-savvy is a non-negotiable for EY-Parthenon. Calculations and analysis often need to be performed at pace.
• Resilience – The fast-paced and ever-changing nature of strategy consulting projects means that completed work is often discarded and good work is often morphed by seniors. Resilience and self-belief are required to continually produce work when the reward can sometimes be infrequent.
• Strong communication – The concept of upward as well as downward communication is promoted at EY-Parthenon. Communicating workload, estimated delivery times, and when you need further support is imperative to project momentum. Communication is the key to producing high-quality work at a pace.
• Team player – All consultants are expected to be good team players as each project will have different team members and there is little time to build rapport and relationships. Good team players can hit the ground running and work effectively in any team.
• 2. EY-Parthenon Application Process

There are four stages to the EY-Parthenon application process:

The interview process at EY-Parthenon begins with a resume and cover letter submission online. Their typical recruitment cycle is in the Autumn each year, but they sometimes hire off-cycle, especially at smaller network firms. They are looking for candidates that reflect their desired traits in their applications along with strong academic records and relevant experience .

EY-Parthenon uses an online Numerical Reasoning Test before they invite candidates to interview. The questions follow a similar format to many other online numerical tests. They included data interpretation in the form of graphs and tables with a required calculation.

There are two first-round interviews with junior consultants that consist of one or two fit/experience questions followed by a case interview.

The second round of interviews are with senior consultants and follow the same format as the first round of interviews with fit/experience questions followed by a case interview.

• 3. Types of interviews

EY-Parthenon has three interview formats and questions across its network: experience/fit , case questions, and a written case interview .

• 3.1 Case interview (question)

The case interviews that EY-Parthenon uses are all based on real life client examples . The interviewers are encouraged to use their own client engagements for their case interview questions because they know them well and will be able to provide data and context easily. This format is the most common interview format used by EY-Parthenon because it is the closest resemblance to the work required on the job and allows the interviewer to answer the question ‘Can this person do the work of an EY-Parthenon consultant?’

They assess candidates over a number of different attributes during a case interview:

Approach and structure

Analytical and creative thinking

Application of data

Communication skills

Business acumen

Scoring well across all these attributes will result in being progressed to the next stage or ultimately, a job offer. For further information on how to demonstrate these skills see our full case interview guide here.

• 3.2 Experience interview

The experience questions are asked prior to beginning the case interview and EY-Parthenon will use questions such as:

Why are you interested in EY-Parthenon?

Why are you interested in consulting?

What experience are you most proud of?

What experience do you wish you could do over, and how would you do it differently?

What is a difficult decision you have made in the last year?

What is an example of a time when you showed initiative and leadership?

What aspects of your internship did you like less?

What do you most like to do in your free time?

What attributes would you bring to a case team?

Describe a role where you changed the direction of a team. How did you do it?

The key to these questions is to develop a structure that can be applied to all of them . By structuring your answer, you will show that even when discussing non-business-related topics you apply a considered approach to your answer. Our expert Ian has put together a guide to help you answer some of these experience questions. You may also find this article on the most common consulting interview questions helpful. Just click through the sample questions and get an idea of how you need to approach this part of the application process.

• 3.3 Case interview (structured/written)

The EY-Parthenon structured case interview is similar to the written cases provided at BCG and Bain . The candidate is given an information pack of 15-20 pages and 10 minutes to read the pack with three high-level questions they want to be answered. The interviewer will leave the room in 10 minutes of reading time.

As with the case interview, there is no correct answer and the important part of your answer is the consideration of trade-offs for making decisions and comparing the possible strategic decisions the business in the question can take . The interviewer will test your thinking and recommendations to see how robust your conclusions are and the steps you took to get there .

• 4. Case Interview

The consulting case interview is the c ornerstone of every strategy consulting firm’s interview process due to the ability to replicate the problems and challenges of the work they do.

To score well in an EY-Parthenon case interview, you must meet the criteria laid out above and you can do this following a structured approach to case interviews . The structure of an EY-Parthenon case interview is as follows:

Situation and problem

Hypothesis validation

Framework development

Root cause analysis

Mathematical calculation (sometimes)

Creativity test (sometimes)

Recommendation

At the start of the case, the interviewer will outline the context and the problem to be explored . An example might be:

“A high street retailer wants to cut costs by 30% in response to the Covid-19 pandemic, how would you approach this?”

You would then be expected to put forward an initial hypothesis on the answer and explain your intention to prove or disprove it.

From there you will be expected to develop a framework to conduct your analysis and test it with the interviewer.

If your framework is MECE ("mutually exclusive, collectively exhaustive") and you explore it correctly then you will find the root cause of the issue for the client (in this case where costs can be reduced) and begin calculations if relevant.

The creativity test is when the interviewer asks you for an alternative to your findings or recommendation e.g. “Okay, the client says they do not want to shut stores, how else can they reduce cost?” They may ask this more than once and it tests the candidate's ability to think of alternatives, even if their answer is appropriate .

Finally, you will be asked to provide a recommendation whereby you need to synthesize your findings and give a clear and concise proposal .

For more information on how to approach and solve case interviews, read our full guide here.

• 5. Additional Tips
• 5.1 Fast maths

Case interviews are pressurized situations where your anxiety levels are heightened and you don’t have the safety net of notes or the internet to fall back on.

For in-person interviews, it is common that one of the questions will have a mathematical element or be a market sizing question included . These require long maths calculations without a calculator. If you haven’t practiced long addition, multiplication, division, or subtraction recently, it is good to do so. Being quick at maths shows your competent quantitative skills and reduces unnecessary pressure during the interview , increasing your overall performance.

• 5.2 Practice

As with maths, practicing case interviews is the best way to improve your performance. Through practice, you will begin to develop a robust approach that satisfies the structure and framework components of the case and you will recognize how to navigate the case successfully .

If you are applying to EY-Parthenon then you are probably applying to other strategy consulting firms too, this practice will be relevant to all of the firms you apply to as they all use case interviews in their application process.

Here you can solve a company case from EY-Parthenon and find helpful tips and solutions for this specific case.

• 5.3 Apply structure to everything

The key requirement of a candidate in a case interview is the application of structure, specifically with a MECE approach . As mentioned above, you can even apply structure to the FIT questions and it is recommended you do so.

An example answer to the question ‘walk me through your CV’ would be to segment your experience into: 

• Experience relevant to consulting
• Experience not relevant to consulting 

and then briefly cover the experience you have in each bucket. This shows you understand what consulting is and what is relevant and also a key skill of a consultant – structured thinking.

If you can demonstrate robust structured thinking in your interview, you will score highly.

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Introduction to the EY Interview Process

How to prepare for the ey interview process, what happens after the interview, frequently asked questions, final thoughts, ernst and young (ey) interview process: examples with tips.

Updated November 21, 2023

Interview questions used by EY vary according to the job role you have applied for.

However, some of the most common Ernst and Young interview questions are:

• What excites you about working for EY?
• What do you find most interesting about this job role?
• How do you handle uncertainty?
• What are three of your biggest strengths?
• Give an example when you led a team to success.

If you are applying for jobs at Ernst and Young (EY), your interview provides an opportunity to demonstrate what value you could add to the organization.

EY receives thousands of applications each year as one of the Big Four consulting firms, so the interview process is highly competitive. EY considers its employees its most valuable asset, so it remains committed to sourcing the best talent for its teams.

The EY application process is straightforward, and you can put your CV or application forward in several ways, including job fairs, university events and applying via the corporate careers page .

For the best chance of success, knowing what to expect at an interview is important.

In this article, you can learn about the structure of the EY interview process and find links to helpful resources to aid your interview preparation.

Prepare for Your EY Job Assessment with JobTestPrep

What Is the EY Interview Process?

The EY interview process and the questions you must answer vary depending on the job you have applied for.

For example, suppose you are applying for an EY internship. In that case, you must answer EY internship interview questions about your CV, your understanding of the business strategy and your reasons for applying for your chosen service line.

For some roles, you must answer the EY job simulation questions, including situational judgment questions and personality tests. If you are attending an EY partner interview, this can last anywhere from 45 minutes to two hours.

The EY interview process generally comprises three key stages: one or more initial telephone interviews, a video interview and an in-person, on-site job interview.

EY uses this structure if you are attending an EY Parthenon interview, but it is also used for many other EY job roles.

Here is an overview of what you should expect during each stage of the EY interview process.

Telephone Interviews

A recruiter conducts the initial telephone call or interview, which usually lasts approximately 30 minutes.

Sometimes, candidates might receive a follow-up telephone call following the initial telephone interview.

Video Interview Including EY Case Study Interview and EY Behavioral Interview Questions

The video interview section is split into two interviews, each lasting 30 to 45 minutes. Led by an EY consultant or manager, one of the interviews is a behavioral interview and the other is a case interview.

Many organizations use behavioral questions, as they offer insight into how you have approached a problem in the past.

Your answer indicates how you may behave when faced with a similar issue in the future, and firms use this insight to decide whether you would be a good match for the job role and organizational culture.

Here are some examples of phrasing used for behavioral interview questions:

• Can you give me an example of a time when you…
• Tell me about an occasion when you…

Before the video interview, you must research the company, job role and team you have applied to join. You should use the information you learn as the basis for the answers you give to the EY video interview questions.

On-Site Interviews Including EY Case Study Interview and EY Behavioral Interview Questions

This section comprises three interviews, lasting between 30 to 45 minutes each.

Led by EY managers and/or partners, one of the interviews is a behavioral interview, one is an individual EY case interview and the EY final interview is a group EY case interview.

During the case study exercises, you must offer relevant arguments, conclusions and recommendations relating to the case study presented to you.

Prepare for the Hiring Process at EY with JobTestPrep

The EY interview process is highly competitive. Dedicating sufficient time to preparation is key to your success.

Read on for ideas on how to prepare for your interview at EY.

Step 1 . Research EY

You must learn as much as possible about the organization as a whole. Research EY’s business values and strategy, considering whether your personal and professional goals and values would be a good match.

If you already know someone who works for EY, chat with them about what it is like to work for the organization and ask what they can tell you about the company’s values and culture.

Step 2 . Find Out More About the Job Role

Researching the job role you have applied for is key to success at the interview. Throughout the process, the interviewers will want to feel confident that you fully understand the requirements of the job role, so you should spend plenty of time studying the job description and requirements.

Find out who the position reports to, key working relationships and career progression opportunities. Make notes as you go along, and write down any questions you want to ask about the role throughout the interview process.

Step 3 . Consider Your Existing Skills and Experiences

Consider your studies, extracurricular activities or past work experience, considering how these might help you perform well in the EY role you have applied for.

Whether you have proven your leadership skills by assisting a team to meet its target or devised a new concept or process to improve your time management, consider how your existing skills and experiences make you a good candidate for EY employment opportunities.

Step 4 . Look Up Example EY Interview Questions Online

You can find a variety of example interview questions on websites such as WikiJob and JobTestPrep .

When considering example interview questions relevant to job vacancies at EY, it is important to access a broad range, including video-based interview questions, behavioral questions and competency-based questions.

Step 5 . Practice Answering Interview Questions

Reading through questions and answering them is important, but practicing how you will convey your answers during the interview is also important.

You might ask a friend or family member to conduct a mock interview so you can become familiar with thinking on your feet during an interview.

You could also practice video recording yourself as you answer a question before analyzing your response and body language.

Step 6 . Check Your IT Equipment Is Suitable and in Full Working Order

Ensure you have a good internet connection and that your computer or laptop is fully charged or connected to a mains power source before commencing an interview.

Check your camera, microphone and speakers are all working – again, you could try setting up a practice video interview with a family member or friend to check everything is working and to give yourself further opportunity to practice answering EY video interview questions.

Step 7 . Ensure You Have a Quiet Space to Work From

Once you have been given a date and time for your interview, make arrangements to ensure you have a quiet space to work from.

Make sure you will not be disturbed by anyone you are living with, and try to minimize distractions.

If you need to prepare for a number of different employment tests and want to outsmart the competition, choose a Premium Membership from JobTestPrep . You will get access to three PrepPacks of your choice, from a database that covers all the major test providers and employers and tailored profession packs.

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Common EY Interview Questions

Here are some questions you may need to answer during your job interview at EY.

What Excites You About Working for EY?

If you are applying to work for EY, you might also be applying for jobs with other consulting firms.

EY asks this question to find out whether you have carried out adequate research into the organization, its culture and how you could contribute to its overall success.

To answer this question, you must give several positive reasons why you want to join EY. It could be anything from the company’s global presence to its innovation initiatives.

Your answer will be personal to you, so do your research and think carefully about why you want to work for EY.

Example Answer:

I am genuinely thrilled about the prospect of working for Ernst & Young due to several compelling reasons. First and foremost, EY's longstanding reputation for excellence and leadership in the professional services industry is incredibly inspiring. The firm's commitment to delivering top-notch client service and innovative solutions sets a high standard, and I am eager to be part of a team that consistently strives for excellence. The opportunity to work with some of the brightest minds in the industry and collaborate on complex projects excites me, as I believe it will challenge me to constantly push my boundaries and grow as a professional.

What Do You Find Most Interesting About This Job Role?

EY asks this question to determine whether you fully understand the position you have applied for. It also helps the interviewer establish what you are motivated by in the workplace and your enthusiasm for the job role.

I find this job role at Ernst & Young incredibly interesting for several reasons. Firstly, the dynamic and challenging nature of the position excites me as it provides an opportunity to work on diverse projects across various industries, contributing to clients' success and driving meaningful change. The collaborative and team-oriented approach at EY also appeals to me, as it fosters a supportive environment where diverse perspectives come together to generate innovative solutions. Moreover, the global impact of EY's work is captivating, offering the chance to be part of projects that influence businesses and societies on an international scale. The firm's commitment to continuous learning and personal development aligns perfectly with my own values, and I am eager to enhance my skills through the various training programs and resources provided. Overall, I am enthusiastic about the prospect of joining Ernst & Young and contributing to their mission while growing both professionally and personally in such a prestigious organization.

Describe Your Approach to Learning New Skills

This question helps the interviewer to learn more about your self-awareness and willingness to learn new skills. You should talk about your learning preferences (are you a visual learner, or do you prefer to learn on the job?) or give an example of a time when you showed initiative to learn a new skill.

You could also mention skills you have identified from the job description that you would need to learn to succeed in the job role.

When it comes to learning new skills, I adopt a proactive and systematic approach. I start by researching the skill thoroughly, identifying the best learning resources and setting specific goals. Breaking down the skill into smaller components helps me grasp concepts effectively, and I reinforce my understanding through hands-on experience and practical application. I actively seek feedback to continuously improve, remaining open to constructive criticism and using it as a tool for growth. Finally, I prioritize consistency, dedicating regular time to practice and reinforce what I've learned. This commitment to continuous learning ensures I can adapt and thrive in Ernst & Young's dynamic and ever-evolving work environment.

If Successful, What Would You Hope to Accomplish During Your First Three Months in the Post?

This question allows you to convey your motivation, ambition and passion for the job. Giving an overview of one or two SMART objectives that you would like to achieve during the first three months in the post is a good place to start.

When considering these objectives, you should consider the overall team strategy and company mission, linking your answer to how you could contribute to these areas.

Give an Example of When You Led a Team to Success

This question is an example of a behavioral question. It offers you the chance to 'blow your own trumpet', so don’t be afraid to talk about what went well.

Using the STAR technique (see below) is a good approach to this type of question.

What Are Three of Your Biggest Strengths?

This question is another opportunity to tell the interviewer what you are good at.

When answering this question, think about the skills and experience the interviewer seeks.

You should tailor your answer to address the requirements of the job role.

How Do You Handle Uncertainty?

For this question, you want to show that you can remain confident when faced with ambiguity.

Start by describing a situation where you were uncertain, giving an overview of what you were unsure about.

Talk about how you approached the problem and tell the interviewer the overall outcome. Be reflective – tell the interviewer what you would do differently next time if things didn’t go well.

When answering these questions, you should work in line with the STAR technique, which allows you to create a concise and easy-to-follow answer. STAR is an acronym for:

When using the STAR technique, begin your answer by describing the situation you were faced with.

For example, if you were answering the question about leading a team to success, you would give an overview of the team and describe the objective or project that you were working on.

The next stage is to discuss the precise task or role you were responsible for. This is your chance to explain where you fit into the overall picture.

For the action stage, explain what action you took to resolve the issue at hand. If you worked with others, describe their role and how you motivated them to assist.

At the end, you should summarize the result or outcome of the actions you took, as well as anything you might do differently in the future. Where possible, offer metrics to illustrate the effect of your efforts, for example, boosting sales by 5% or saving two hours per week in administration time.

Remember that the interview questions will vary according to the job role you have applied for.

If you have applied for a position in tax or finance, you might be asked to explain how a specific tax system works.

If you have applied for an IT role, you might be asked to provide input on how to solve a particular IT issue. As part of your preparation, it is important to research field and role-specific questions, as well as general EY interview questions.

EY Interview Tips

Read on for our tips on how to approach your interview at EY.

It’s Okay to Ask Clarifying Questions

If you have been asked a question that seems unclear, it is always best to ask for clarification. This allows you time to think carefully about the information the interviewer is asking for.

Keep a pad of paper and a pen to hand throughout the interview. If anything comes up that you are unsure of, make a note so that you remember to ask when you are invited to ask questions.

Compose Yourself Before Answering a Question

Don’t be tempted to rush your answers. It is always best to take a moment to think before you start to give your answer.

Keep a glass of water on your desk and take a small sip before answering – this may help you collect and organize your thoughts before speaking.

Keep Your Answers Short and Informative

It is important to give clear and concise answers throughout the interview. Before speaking, think carefully about what you want to say and plan the order you want to provide the information in.

Avoid Rushing Through Your Answers

Rushing through an answer is never a good idea. It is always best to gather your thoughts before you begin to speak. This helps to show you can remain calm and collected in a pressurized situation.

Don’t Memorize Your Answers

Reeling off a pre-rehearsed answer to a question is unlikely to create a good impression at an interview.

It is always best to offer an authentic, honest approach to answering the interview questions. While preparing and rehearsing the topics you want to cover is important, you don’t want to appear robotic.

Maintain Good Eye Contact

Maintaining a good level of eye contact is important for communication during both video and in-person interviews. It shows that you are engaged and interested in what the interviewer is saying.

Keep it subtle – don’t feel you have to maintain constant eye contact, but you should avoid staring into space or looking down at your lap.

Don’t Forget About Your Posture

Maintaining good posture is important – it helps to show a more positive, confident appearance and helps you to look more professional. Sit up straight and try to keep your hands relaxed.

Don’t Make Things Up

It is never a good idea to embellish the truth during a job interview. Keep your answers concise, and always be honest about your experience. Exaggerating could leave you in a difficult situation later on, so it is best to be truthful.

After the EY final interview process ends, you might be left wondering what happens next. Depending on the number of candidates interviewed for the position, it might take up to two weeks to hear anything.

If you haven’t heard anything after two weeks, follow up with the person who conducted your interview. They will be able to tell you whether you have been successful or not. If you have been successful, you will receive written confirmation with information on the next stages of the EY recruitment process.

In most cases, EY does not offer individual feedback on interview performance.

How long is the EY Advisory interview process?

The EY interview process varies between job roles. In general, the hiring process from start to finish takes around six to eight weeks. After the final interview, you can expect to hear the outcome of your application within two weeks. If you do not hear back within this timeframe, you should contact the interviewer directly.

How many rounds of interviews are there at EY?

The number of rounds of interviews at EY varies, depending on the position you have applied for. In many cases, there are three rounds of interviews at EY – a telephone interview round, a video interview round and an in-person interview round.

How should I prepare for an EY interview?

It is vital to prepare for your EY interview. To do so, there are several strategies to consider, including practicing giving answers to typical EY interview questions, setting up a mock interview with a family member or friend and learning how to apply the STAR technique to the answers that you give.

How long does an EY interview take?

EY interviews vary in length, depending on the job vacancy you have applied for and the interview round. In most cases, EY interviews last between 45 minutes and two hours, although they can be shorter or longer than this.

What is the pass rate of EY?

Roughly 4% of EY applicants are hired – EY receives approximately two million applications annually and employs around 83,000 people each year , so the process is highly competitive.

Is it worth it to work at EY?

According to research by Great Place to Work, 83% of EY employees say it is a great place to work. Additionally, 91% of respondents say they are proud to tell other people they work for EY, and 90% have been offered education and training to aid their professional development.

Will I be asked to take any tests during the EY interview process?

You may be asked to take tests during the EY interview process. This is dependent on the job vacancy you have applied for. Tests used by EY include verbal reasoning and personality assessments .

How soon can I expect to hear back from EY after the interview?

Usually, you will be notified of the outcome of your interview within two weeks.

Can I reach out to EY recruiters for feedback after the interview?

Yes, if you have not heard back within two weeks of your interview, you should reach out to the EY recruiter or manager who interviewed you.

Preparation is vital whether you are attending an EY partner interview or an EY technology consulting case interview.

Knowing what to expect from each interview stage will help boost your confidence. For example, you may want to research EY interview questions and use this information to conduct a mock or practice interview with a friend or family member.

This allows you to practice speaking out loud about why you want to work for EY and learn the best way to structure your answers. It also allows you to practice maintaining positive eye contact and good body posture.

If you have been invited to attend an interview at EY, follow our tips to stand the best chance of success at your EY interview. Good luck with your application!

You might also be interested in these other Psychometric Success articles:

Or explore the Interview Advice / Company Interview Questions sections.

Acing the Case Study Interview at PWC, KPMG, Deloitte, and EY

Table of contents, what is the financial due diligence case study interview.

• Preparing for a Financial Due Diligence Case Study

Tips for Acing the Case Study Interview

Common mistakes to avoid.

When it comes to landing a job at one of the “Big Four” accounting firms – PWC, KPMG, Deloitte, and EY – acing the case study interview is crucial. The case study interviews are designed to test a candidate’s analytical skills, problem-solving abilities, and critical thinking skills. In this article, we will focus on financial due diligence case study interviews, which are arguably the most common, and provide tips on how to prepare and succeed.

The financial due diligence case study interview is a type of case study interview that focuses on assessing the interviewee’s ability to analyze a company’s financials, potentially perform a mini quality of earnings, and identify potential risks or opportunities. In these interviews, candidates are presented with a hypothetical scenario involving a company that is considering acquiring another company. The candidate’s task is to analyze the target company’s trended financial statements, identify key risks and opportunities, and make recommendations to the client.

Preparing for a Financial Due Diligence Case Study Interview

• Financial and Accounting Knowledge – Its extremely important to understand the basics of financial statements and accounting to succeed in a financial due diligence case study interview. The PWC, KPMG, Deloitte, and EY case study interview will test your understanding of financial statements, including the balance sheet, income statement, and cash flow statement. Familiarize yourself with key financial ratios and KPIs. 
• Practice with sample case studies – Many consulting firms, including the Big Four (e.g., PwC and KPMG), will have pre-developed case studies for the interview process. Leverage financialduediligence.com interview guide to get a sample case study and excel model to help you prepare. Practice working through the case study to get a feel for the types of questions you may be asked and the analytical skills required.
• Develop a structured approach – When presented with a case study, it is important to have a structured approach to solving the problem. Start by identifying the key issues and objectives, then break the problem down into smaller components. 
• Brush up on your excel skills – Financial due diligence case studies may involve a significant amount of excel work (e.g., taking unstructured, large amounts of transaction level data and forming financial statements with it). Make sure you are efficient and comfortable with basic excel shortcuts and formulas.
• Be prepared to think on your feet – Case study interviews are designed to test your ability to think critically and adapt to new information. Be prepared to ask clarifying questions and think creatively about potential solutions.
• Listen carefully to the interviewer – When the interviewer presents the case study, make sure to listen carefully and take notes. Pay attention to key details and assumptions, and ask clarifying questions if necessary. You want to focus your limited time on what matters.
• Use a structured approach – As mentioned earlier, using a structured approach to addressing the case study is crucial. Break the case down into smaller components and use a framework to guide your analysis. Prioritize important components first and have a defined strategy for attacking the case.
• Communicate your thought process – Interviewers are not just interested in your final recommendation, but also in how you arrived at your answers. Make sure to communicate your thought process clearly and concisely, explaining each step of your analysis.
• Use data to support your recommendations – When making recommendations, make sure to use data from the case study to support your conclusions. 
• Practice active listening and ask questions – During the post-case study presentation, make sure to practice active listening and ask questions when appropriate. This shows that you are engaged and interested in the problem at hand.

Not asking clarifying questions

• If you are unsure about any aspect of the case study, make sure to ask clarifying questions. It is important to make sure you understand the requirements and expectations before proceeding with your analysis.

Focusing too much on the numbers

• While financial analysis is important in a financial due diligence case study, it is also important to consider qualitative factors about the business as well.

Not managing your time effectively

• Case study interviews are typically time constrained, so it is important to manage your time effectively. Don’t get bogged down in minor details – focus on the key issues and make sure to leave time to think through how you want to present the case study.

Failing to consider alternative solutions

• When making recommendations, it is important to consider different solutions and answers. Show how you weighed the pros and cons, demonstrating that you have considered multiple options. You want to show that you have great critical thinking skills and are not just jumping to conclusions.

Acing a financial due diligence case study interview at one of the Big Four accounting firms (PwC, KPMG, Deloitte, EY) requires a combination of technical skills, analytical abilities, and strong communication. By understanding the basics of financial statements, accounting, identifying quality of earnings adjustments, and practicing with sample case studies, you can increase your chances of success. Remember to listen carefully, ask questions, and use data to support your recommendations. With the right preparation and mindset, you can ace the case study interview at PwC, KPMG, Deloitte, and EY

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EY-Parthenon Case Interview: Key Insights and Preparation Tips

If you're preparing for a case interview with EY-Parthenon, this article is a must-read.

Posted May 11, 2023

Consulting Week (Apr 15-18)

Monday, april 15.

10:00 PM UTC · 60 minutes

In the world of consulting, case interviews are a critical part of the recruitment process. They are used to evaluate a candidate's problem-solving skills, analytical abilities, and communication style. EY-Parthenon, a leading strategy consultancy, is no exception to this rule. In this article, we will explore what a case interview is, why it matters, and how you can prepare for it. Whether you are a seasoned consultant or a new graduate, the following insights and tips will be instrumental in your success.

What is EY-Parthenon, and What is a Case Interview?

EY-Parthenon is the strategy consulting arm of Ernst & Young, a global professional services organization. EY-Parthenon advises clients across a broad range of industries, including healthcare, energy, technology, and consumer goods. The firm is known for its rigorous analysis, innovative thinking, and collaborative approach.

A case interview, on the other hand, is a type of job interview used primarily in consulting recruitment. It typically involves a hypothetical business problem or situation that the candidate must solve within a limited time frame. The interviewer assesses the candidate's ability to structure the problem, gather relevant data, identify key issues, and formulate recommendations.

One of the key skills that EY-Parthenon looks for in candidates is the ability to work well in a team. This is because the firm places a strong emphasis on collaboration and believes that diverse perspectives lead to better outcomes. During the case interview, candidates are often asked to work in pairs or small groups to solve the problem, which allows the interviewer to observe how well they can work with others.

In addition to the case interview, EY-Parthenon also uses other assessment methods to evaluate candidates, such as behavioral interviews and written tests. These assessments are designed to provide a more comprehensive view of the candidate's skills and abilities, and to ensure that they are a good fit for the firm's culture and values.

The Importance of Case Interviews in Consulting Recruitment

Case interviews are an essential part of the consulting recruitment process for several reasons. First, they allow firms to assess a candidate's ability to think critically, creatively, and logically in a high-pressure environment. Second, they help firms to identify candidates who can communicate complex ideas clearly and persuasively. Finally, they provide candidates with an opportunity to demonstrate their problem-solving skills and business acumen.

Moreover, case interviews also give candidates a chance to showcase their ability to work collaboratively in a team setting. Consulting projects often require teamwork, and firms want to ensure that their new hires can work effectively with others. Case interviews typically involve group exercises, where candidates must work together to solve a problem or present a solution. This allows firms to evaluate a candidate's ability to collaborate, listen to others, and contribute to a team effort.

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What to Expect During an EY-Parthenon Case Interview

During an EY-Parthenon case interview, you can expect to receive a hypothetical business problem that you will need to solve. The interviewer may provide additional information and data as the interview progresses. You may need to ask clarifying questions to ensure that you understand the problem correctly.

The interview will typically last 45 to 60 minutes, and you will be expected to present your recommendations at the end. The interviewer will be assessing your ability to structure the problem, identify key issues, generate insights, and communicate your ideas clearly.

It is important to note that there is no one right answer to the case problem. The interviewer is more interested in your thought process and problem-solving skills than the actual solution. Therefore, it is crucial to explain your reasoning and assumptions clearly.

Additionally, the interviewer may challenge your assumptions or push you to think deeper about the problem. This is not meant to intimidate you, but rather to see how you handle pressure and respond to feedback.

Types of Cases You Might Encounter During an EY-Parthenon Interview

There are several types of cases that you might encounter during an EY-Parthenon interview. These include market sizing cases, profitability cases, market entry cases, and M&A cases. Market sizing cases typically involve estimating the size and growth potential of a particular market. Profitability cases focus on identifying opportunities to increase a company's profitability. Market entry cases involve evaluating the feasibility of entering a new market or launching a new product. M&A cases typically involve analyzing the strategic rationale and financial viability of a potential merger or acquisition.

In addition to these types of cases, you may also encounter cases that focus on operational efficiency, organizational design, or pricing strategy. Operational efficiency cases involve identifying ways to streamline processes and reduce costs. Organizational design cases focus on optimizing the structure and function of a company's departments and teams. Pricing strategy cases involve analyzing the market and competition to determine the optimal pricing for a product or service.

It's important to note that the specific types of cases you encounter during an EY-Parthenon interview may vary depending on the position you are applying for and the industry you are interested in. However, regardless of the type of case, it's essential to approach each one with a structured and analytical mindset, and to communicate your thought process clearly and effectively to the interviewer.

Key Skills and Qualities EY-Parthenon Looks for in Candidates

EY-Parthenon looks for candidates who demonstrate strong analytical skills, strategic thinking, and business acumen. They also value candidates who can work effectively in teams, communicate clearly, and adapt to changing circumstances. Finally, they value candidates who demonstrate intellectual curiosity, a passion for learning, and a commitment to excellence.

In addition to these key skills and qualities, EY-Parthenon also looks for candidates who have a global mindset and cultural awareness. As a global consulting firm, they work with clients from diverse backgrounds and industries, and seek candidates who can navigate and understand different cultural norms and business practices. Candidates who have experience working or studying abroad, or who are multilingual, are highly valued by EY-Parthenon.

How to Prepare for an EY-Parthenon Case Interview

Preparing for an EY-Parthenon case interview requires both knowledge and practice. First, you should become familiar with the types of cases and problems that the firm typically tackles. Read case studies, industry reports, and business news to develop a broad understanding of the key issues and trends in various sectors. Second, you should practice solving cases using case interview books, online resources, and mock interviews. Third, you should practice your communication skills by presenting your ideas clearly and persuasively.

Additionally, it is important to understand the EY-Parthenon culture and values. Research the company's website and social media channels to gain insight into their mission, vision, and approach to consulting. This will help you align your preparation and communication style with the firm's values.

Finally, don't forget to take care of yourself during the preparation process. Case interviews can be stressful, so make sure to prioritize self-care activities such as exercise, meditation, and spending time with loved ones. A clear and focused mind will help you perform your best during the interview.

Common Mistakes to Avoid During an EY-Parthenon Case Interview

There are several common mistakes that candidates make during a case interview. These include failing to clarify the problem, jumping to conclusions too quickly, making unrealistic assumptions, failing to structure the problem effectively, and failing to communicate their ideas clearly. To avoid these mistakes, take your time, ask clarifying questions, and focus on the most critical issues.

Another common mistake that candidates make during a case interview is not being able to think creatively. It is important to think outside the box and come up with innovative solutions to the problem at hand. Additionally, candidates often forget to consider the financial implications of their proposed solutions. It is important to keep in mind the financial impact of any proposed solution and be able to articulate it clearly.

Furthermore, candidates sometimes fail to demonstrate their ability to work well in a team. During a case interview, it is important to show that you can collaborate effectively with others and build on each other's ideas. This can be achieved by actively listening to your team members, acknowledging their contributions, and building on their ideas to come up with a comprehensive solution.

Tips for Solving Cases Quickly and Effectively

Effective case solving requires both speed and accuracy. To improve your speed, practice mental math, learn to read data quickly, and develop effective frameworks for structuring problems. To improve your accuracy, focus on the most critical issues, use data and analysis to support your ideas, and communicate your ideas clearly and persuasively.

Another important aspect of effective case solving is to stay organized and manage your time efficiently. This means breaking down the problem into smaller, manageable parts, prioritizing tasks, and setting realistic deadlines. It's also important to take breaks and step away from the problem periodically to avoid burnout and maintain focus.

How to Communicate Your Thought Process Effectively

Effective communication is a critical part of a successful case interview. To communicate your ideas effectively, follow a structured approach, use clear and concise language, and support your ideas with data and analysis. Additionally, listen to the interviewer's feedback, and be willing to adjust your approach as needed. Finally, be confident, enthusiastic, and persuasive.

The Role of Creativity and Critical Thinking in Case Interviews

Case interviews require creativity and critical thinking to solve complex problems. To develop your creativity, approach problems from multiple angles, challenge assumptions, and look for opportunities to generate new ideas. To develop your critical thinking, focus on the most critical issues, use data and analysis to support your ideas, and evaluate the pros and cons of different options.

Advice from Successful EY-Parthenon Consultants on Navigating the Interview Process

Successful EY-Parthenon consultants offer several tips for navigating the interview process. These include being confident, being curious, being adaptable, and being creative. Additionally, they advise candidates to focus on the most critical issues, ask clarifying questions, and communicate their ideas clearly and persuasively.

Additional Resources and Practice Materials for Preparing for an EY-Parthenon Case Interview

There are several resources and practice materials available to help you prepare for an EY-Parthenon case interview. These include case interview books, online forums, online case libraries, and mock interview services. Additionally, you can reach out to EY-Parthenon consultants and alumni to gain insights and advice.

Conclusion: Final Thoughts on Succeeding in an EY-Parthenon Case Interview

EY-Parthenon case interviews are an integral part of the consulting recruitment process. To succeed in a case interview, you must demonstrate strong analytical skills, strategic thinking, and effective communication. Additionally, you must be adaptable, innovative, and passionate about learning. By following the tips and insights outlined in this article, you can improve your chances of succeeding in an EY-Parthenon case interview and launching your career in consulting.

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Mike Lynch, Former U.K. Tech Mogul, Faces the Trial of His Life

A criminal trial is set to begin for Mr. Lynch, the founder of the software company Autonomy, which was sold to Hewlett-Packard in 2011 and later accused of being a fraud.

By Michael J. de la Merced

Reporting from London

Every morning in his townhouse in the tony San Francisco neighborhood of Pacific Heights, the man once referred to as Britain’s Bill Gates gets to work.

That man, Mike Lynch, checks in with his investment firm, Invoke Capital, on its recent performance. He speaks with researchers in Cambridge, England, whom he funds personally, about the ways artificial intelligence could be used to help those with hearing difficulties. He receives updates on the heritage Red Poll cattle and other livestock at his farm in Suffolk, in the east of England.

Eventually, Mr. Lynch, 58, turns to his most important task: defending himself against 16 criminal counts of conspiracy and fraud. If convicted, he will face up to 20 years behind bars.

The trial begins on Monday in San Francisco, where federal prosecutors — who extradited Mr. Lynch from Britain in May and placed him under house arrest — have accused the former tech mogul of defrauding Hewlett-Packard of billions when he sold HP his software company, Autonomy, for $11 billion in 2011.

In 2012, HP announced an $8.8 billion write-down and blamed it on “serious accounting improprieties” at Autonomy. Stunned investors called it one of the worst acquisitions in history . Mr. Lynch has since waged a series of complex, overlapping legal battles in the United States and Britain.

In 2022, a London judge in a civil case found Mr. Lynch and Sushovan Hussain, Autonomy’s former finance chief, liable for defrauding HP. The judge said the case was “amongst the longest and most complex in English legal history,” with the trial running for more than three months, the presentation of tens of thousands of documents and, in the end, a ruling that ran to well over 1,000 pages.

Mr. Lynch contests HP’s claims and plans to appeal the ruling. His lawyers called it “a case study in buyer’s remorse,” and point the finger at HP’s executives for mismanaging Autonomy. Hearings were held last month to decide on damages, with HP seeking some $4 billion and Mr. Lynch arguing that he owed nothing.

Mr. Lynch’s legal travails also serve as a reminder of the decline of Hewlett-Packard, a onetime titan of the U.S. technology industry. The former Silicon Valley giant has since split up, and has long been overshadowed by younger leviathans like Alphabet, Apple and Microsoft.

For his upcoming criminal trial, Mr. Lynch’s odds do not look good. The judge, Charles Breyer of the Northern District of California, has dismissed some of the evidence Mr. Lynch’s lawyers tried to introduce which they say showed that HP mismanaged Autonomy after acquiring the company. Judge Breyer also oversaw the trial of Mr. Hussain, who was convicted in 2018 of charges similar to those Mr. Lynch now faces. Mr. Hussain was recently released from a federal prison in Pennsylvania.

Last year, Mr. Lynch lost a bid to avoid extradition despite lobbying the British government, which had approved his transfer to the United States on the same day as the judgment against him in the civil case brought by HP.

Last month, he sued the Serious Fraud Office, Britain’s securities regulator, over its handling of data requests by the United States government. The lawsuit, a last-ditch bid to delay the U.S. criminal trial, was settled earlier this month.

Mr. Lynch still wields considerable resources to defend himself in the San Francisco courtroom. “Mike Lynch has faith that he will be vindicated when he finally gets a chance to tell his story to a jury,” Reid Weingarten, one of several prominent white-collar defense lawyers representing Mr. Lynch in the United States, said in a statement. “We look forward to this opportunity to tell Mike Lynch’s story and allow him to put this unfortunate chapter behind him.”

Since his extradition, Mr. Lynch has lived under 24-hour surveillance and court-mandated private security, a drastic fall for a man once considered one of Britain’s biggest tech success stories.

Born into a working-class family outside of London, he attended private school on a scholarship and graduated from Cambridge before founding Autonomy in 1996. The company helped clients analyze unstructured information in order to unearth hidden insights about their businesses.

By 2011, Autonomy had become one of Britain’s most prominent technology companies, with its home base of Cambridge sometimes called “Silicon Fen.”

“He certainly raised the profile of Cambridge technology,” said Tony Quested, the editor of Business Weekly, a technology trade publication based in Cambridge. “There wasn’t that much around at the time.”

Mr. Lynch became a celebrity in British tech circles. He was a member of the Royal Society, one of the country’s top scientific associations; an adviser to David Cameron, the prime minister at the time; and sat on the board of the BBC.

HP, then led by Léo Apotheker, a former chief of the German software giant SAP, hit upon the notion of buying Autonomy to transform itself from an aging hardware provider to a higher-margin software company. HP agreed to buy Autonomy in mid-2011 for some 60 percent more than its market value.

Things soured quickly.

Mr. Apotheker was out as chief executive a month after the deal was announced, as investors and analysts revolted against both the high price of the Autonomy acquisition and a plan to spin off HP’s personal computer division (which was born from another major takeover, of Compaq .)

He was replaced by Meg Whitman, the former eBay chief who sat on HP’s board. Within HP, Autonomy’s star quickly dimmed amid rapidly declining sales. Mr. Lynch, who clashed with Ms. Whitman, was fired in May 2012.

Later that year, HP said it had been duped by Autonomy, misled by improprieties including the backdating of contracts and the use of hardware sales to bolster revenue, particularly at the end of a quarter. The multibillion-dollar write-down marked the beginning of Mr. Lynch’s legal travails, which will culminate this month in another long and complex trial.

Over the years, Mr. Lynch has denied the characterization that the company was riddled with fraud. He has blamed Ms. Whitman, now the United States ambassador to Kenya, and other senior executives who clashed with him, for Autonomy’s disintegration. His lawyers have argued in court filings that HP executives, for example, knew about the hardware sales and hadn’t raised them as an issue.

They have pointed to internal emails showing the shifting calculations of Autonomy’s worth, at one point putting it at more than $11 billion. They have also noted that accountants for EY, the global accounting and consulting firm previously known as Ernst & Young, who were working for HP had not believed the Autonomy takeover price was inflated because of accounting irregularities.

U.S. federal prosecutors argued in court documents that Mr. Lynch, long known as a hard-charging boss, relished being tough and maintaining control. (In one filing, government lawyers described an internal sales video at Autonomy in which he portrayed himself as a Mafia don, and noted that he had named conference rooms after James Bond movie villains.) Witness depositions have included Ms. Whitman and Catherine Lesjak, HP’s former chief financial officer.

The prosecutors have sought to introduce tens of thousands of exhibits and a 44-person witness list, and they estimate that the trial could last until the end of May.

Mr. Lynch’s freedom, and his legacy, are at stake.

He has sought to foster a reputation as a public intellectual by giving interviews on the subject of technology, but has kept a low profile since his extradition. His last published piece was in April, when he encouraged British policymakers to embrace A.I. start-ups .

Autonomy is now part of the Canadian software company OpenText. Mr. Lynch’s investment firm, Invoke, has made crucial early investments in companies like the cybersecurity provider Darktrace.

But associations with Mr. Lynch can be fraught. In December, Darktrace shareholders rejected a nominee for the board proposed by Invoke. And in the company’s financial filings , Darktrace has described “Autonomy related matters” as a risk “from both a reputational and a legal perspective.”

Michael de la Merced joined The Times as a reporter in 2006, covering Wall Street and finance. Among his main coverage areas are mergers and acquisitions, bankruptcies and the private equity industry. More about Michael J. de la Merced

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Is your cloud journey moving fast enough to realize your business ambitions?</p> "> Is your cloud journey moving fast enough to realize your business ambitions?

Tomorrow’s innovations are being created by leading organizations in the next-generation cloud. The cloud-native building blocks of composable business systems enable organizations to scale and adapt their processes at speed and to seamlessly integrate data and services. To maximize value in the cloud, leaders should look outward, and transform traditional value chains into dynamic, cloud-based ecosystems that facilitate better collaboration and rapid innovation.

A human-centered mindset and culture, where customers come first, from ambition to strategy to products and services, is critical for creating exponential, long-term value in the cloud. Looking within, leaders should promote a cloud-first approach, requiring new capabilities, skills and talent strategies.

Video interview: Enabling business transformation through cloud

Ragu Rajaram  and  Andrew Lowe  discuss how organizations can enable business transformation through the cloud to create exponential growth and drive innovation, while maximizing the power of people and ecosystem partnerships.

Composable business systems

Businesses are moving from highly customized, monolithic system architectures to composable business architectures. Composable systems support the flexibility demanded by transformation — with each component aligned, responsive, adaptable and replaceable.

Cloud enhances some of the key attributes of composable business architectures:

• Modularity: business-led, modern, fit-for-purpose cloud and data platforms to support the development and scaling of digital use-cases.
• Agility: with constantly changing business needs, the composable business architecture enables business responsiveness with the flexibility of frequent releases and rapid iterations.
• Price: consumption-based cloud models enable predictable and precise economics.

Cloud-based ecosystems

The transformation of traditional business value chains into ecosystem partnerships is happening in the cloud.

Dynamic, cloud-based ecosystems support transformation by allowing businesses to respond to customer needs at scale, freeing them from the costs and constraints of on-premise and legacy solutions. Ecosystems in the cloud better integrate transformative technologies and allow for real-time data gathering and sharing, meaning businesses are better aligned and their collaboration is more secure.

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The better the question

How can technology hold the door open for customers.

The better the answer

Smart solutions fuel meaningful experiences.

The better the world works

Revolutionary ideas and action are key ingredients for success.

Ragu Rajaram

Cloud-native pioneer and a digital change agent. Creating new value in the market through innovation and collaboration. Changing the world one day and one step at a time.

Paul Sussex

Technology Transformation and Cloud leader. Over 25 years of experience in the financial services industry. Expertise in business-led, technology-enabled transformation.

Andrew Lowe

A firm believer in curiosity driving sustainable thought leadership, innovation and change. Business-led technology-enabled transformation leader. Passionate about technology enabling the business.

Tammy Alairys

Technology transformation thought leader. Passionate about bringing people and ideas together. Optimist.

Patient technology consultant, driving engagement and business outcomes. Father of three. Lover of history and soccer.

Beatriz Sanz Sáiz

Game-changer, thought leader in analytics and customer centricity. Named a Top Talent Executive Under 40 by AMROP, IESE and Royal House. Mom, film lover, champion for women in tech and the workforce.

Thought leader in technology transformation and Cloud. Former CTO, CEO, and COO. Father of two wonderful daughters, softball coach. An occasional but passionate golfer and skier.

Daniel Connolly

Global business leader with 25+ years in technology. Have a proven track record of creating new cloud-based businesses, including three successful technology start-ups.

Fabrizio Calisti

Transformation passionate. Problem solver. Proud father. Civis Romanum Sum.

Alex Shulman-Peleg

Enjoys jogging and swimming, as well as family time.

Subbu Natarajan

Helping clients deliver reimagined future business at scale holistically. Leveraging the power of evolving technology.

Sunil D’Souza

Passionate about technology and all things cyber. Keen cyclist and a home automation enthusiast.

Vikram Raju

A change leader catalyzing business-led, technology-driven transformation journeys. Creates long-term value and a better future for all. Enjoys vacations at his farm with his rescued pets.

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