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They solve different halves of the problem. CaseCoach is a library: good material, worked examples, a consistent standard written down. I use it as a reference inside sessions, so if you already have it, it keeps earning its place.

What a library cannot do is watch you. It cannot tell you that you spend the first ninety seconds of every case narrating instead of structuring, that your synthesis falls apart the moment the numbers turn ugly, or that the way you explain leaving your last role is the thing quietly costing you offers. Those are patterns, and a pattern only shows up to somebody who has seen you more than once. Keep the content. Add the coaching.

Free help is real help and you should take it. It is also one-off, squeezed between somebody else’s priorities, and blind to everything that happened in your last session. Peers tend to reproduce each other’s blind spots, because you are all learning the same wrong things at the same speed.

The missing piece is calibration. Somebody has to know where the bar actually sits this cycle and hold you to it every week, rather than telling you that was pretty good.

The introductory call is free, thirty minutes, and comes after your application. It is a diagnostic rather than a sales conversation: which route you are entering by, your timeline, the firms you are targeting, and where you think you are weakest.

I tell you what I would work on first and in what order, and we agree a tentative session count. Sequence is most of the value, so this is where it gets decided. Nothing is payable until after that call, and your first paid session starts on what we identified rather than on a standard curriculum.

Most plans run between five and ten, booked one at a time or as a bundle. Someone with a clean profile eight weeks from interviews needs fewer than someone rebuilding their positioning from the ground up. I tell you what I think you need on the introductory call, and you decide from there.

Earlier than most people do. Positioning, story and networking move slowly and compound over months. Case mechanics sharpen in weeks. If applications are eight to twelve weeks out, this is the right window.

If your interview is next Tuesday, we work on what can still change by then, and I will tell you plainly what cannot.

The booking questions ask which university or programme you are at. If there is an arrangement in place with your school, your consulting club or your careers service, I will see it when I read your answers, and we cover what it means for you on the introductory call.

If there is no arrangement yet, say so anyway. Most of them started with one candidate asking.

Very likely. Non-target school, career switcher, industry hire, second attempt after a ding: none of that is disqualifying on its own. I entered consulting three times by three different routes, and each of them required a different story to be credible.

The question a firm is actually asking is not whether your path is unusual. It is whether the path reads as deliberate and whether you can think under pressure. Both of those are workable.

No. Cases are the visible part of recruiting and the smallest part of why people get rejected. Sessions cover positioning and firm selection, the CV and LinkedIn, networking that gets replies, fit and behavioural, and case skill building. You can take any of them on their own or run the full sequence.

1-on-1 is preparing on your own with me. The group program is for people who already have, or can put together, a group of up to four: friends from your program, colleagues, anyone else preparing at the same time. You book sessions as one group, which brings the cost per person down and gives you people to drill with between sessions.

Neither choice locks you in. Groups regularly take individual sessions for the parts that are personal, a CV review or a mock before a specific interview, and people who start alone sometimes bring a group together later.

No, and I would be careful with anyone who does. Firms decide, and the market, your timing and a certain amount of luck all sit outside this room.

What preparation does is remove the failures that are predictable: the unstructured opening, the story that raises a question you cannot answer, the arithmetic that falls apart under pressure. It makes the interview a test of your thinking rather than a test of things nobody told you were being scored.