Why we use case interviews
At PwC, we’re focused on helping our clients navigate change and uncertainty. That takes thoughtful analysis, collaborative teaming and clear communication. Case interviews are one way we get to see how you may consider approaching real-world business challenges — and they offer a glimpse into the kind of work consultants do every day.
What to expect during a case interview
We use case interviews to help understand how you think — not just what you know. During the virtual case interview, you’ll work through a mock business situation and be asked to solve a challenging problem. These conversations mirror the kinds of questions our teams explore every day.
- Realistic scenarios. You’ll work through a business problem based on real-world themes — from tech disruption to strategic growth.
- Structured thinking. Be prepared to show how you think and approach solving a problem – you'll be expected to explain how you break down complex issues, assess the facts, and propose a path forward.
- Two-way virtual conversation. Your interviewer may ask follow-ups or challenge your thinking — that’s part of the experience.
- No perfect answer. We’re looking at your reasoning, not just your conclusions.
Preparation and FAQs
- What we are looking for
- How to prepare
- Case interview FAQ
What we are looking for
In a case interview, you’ll be asked to analyze an illustrative example of a business scenario, interpret key information and walk your interviewer through your thought process out loud. We’re not just interested in where you land — we’re also focused on how you get there.
This is your chance to show how you approach challenges, think creatively and stay adaptable when there’s no obvious path forward. Your interviewer will be listening for how you demonstrate:
- Structured thinking – Can you break down complex problems and organize your response clearly?
- Comfort with ambiguity – How do you handle situations where not everything is spelled out?
- Communication skills – Are you able to share your thinking in a clear and concise way?
- Business intuition and basic numeracy – Can you apply practical reasoning and work through numbers confidently?
- Curiosity and coachability – Do you ask thoughtful questions and how well do you respond to guidance or new information?
How to prepare
Here are a few steps to help you feel confident heading into your case interview — whether it's virtual or in-person:
- Understand the format
Case interviews are designed to simulate how we think through business problems — not to test for a single right answer. Expect a two-way conversation where you’ll be asked to analyze information, offer recommendations and explain your thinking along the way. - Ask clarifying questions
During the case interview, don’t be afraid to ask questions. If something isn’t clear, ask! Thoughtful questions can show you’re engaged, curious and thinking critically about the problem. - Practice cases
An effective way to prepare is by walking through sample cases. Use a timer, take notes, and practice speaking your answers out loud. We’ve included a practice case below to help you get started. - Sharpen your mental math
During the interview, you may be asked to estimate figures or do quick calculations. Understanding and applying basic math, percentages and ratios can help you stay focused and confident throughout the conversation. - Stay calm and think out loud
You don’t have to know everything. Walking your interviewer through your thought process helps demonstrate how you analyze problems and adapt as new information is introduced.
Case interview FAQ
Q: How is a case interview different from a regular interview?
A: In a case interview, you’re asked to solve a business problem on the spot instead of answering questions about your resume or experience. It’s an interactive experience.
Q: Will I need to know PwC specific frameworks or terminology?
A: Not at all. We're not expecting you to come in with industry jargon. How you analyze and demonstrate logical thinking is what we’re looking for.
Q: Is there a correct answer?
A: Nope! There’s no “perfect” answer—what matters is how you think. During this process we’re looking for clear thinking and problem-solving.
Q: What is typically expected in a case response?
A: Different levels have different expectations:
Associate level response:
At the Associate level, we’re looking for a clear, structured approach to problem-solving. You don’t need to bring prior business or industry experience — instead, focus on organizing your thoughts, asking thoughtful questions and demonstrating how you work through unfamiliar challenges with logic and curiosity.
MBA or Senior Associate level response:
Senior Associate roles at PwC typically require at least three years of relevant professional experience. At this level, we would expect a more in-depth case response — one that reflects deeper business insight, sound judgment, and the ability to consider complexity, trade-offs and real-world context when developing your approach.
Q: What should I come prepared with for the interview?
A: Bring a pen and paper (or virtual notetaking tool) so you can stay organized during the case. Equally as important — come in ready to think out loud, ask questions and stay flexible.
Q: Can I take notes during the case?
A: Yes! In fact, it’s encouraged. Use paper or a virtual whiteboard to keep track of information and organize your thoughts.
Q: Will I need to do math in my head?
A: You may be asked to work through basic calculations — like estimating market size or interpreting simple data. No advanced math is required.
Q: What if I get stuck during the interview?
A: Take a breath, talk it through, and show us how you think and your approach to solving problems.
Q: Can I ask the interviewer questions during the case?
A: Yes! Think of it like a conversation. Asking thoughtful questions can show you're engaged and thinking critically.
Q: How long is the case interview?
A: The case interview is typically 30–45 minutes, as part of a longer interview process. You will be informed of your interview process at the time of your interview invitation.
Q: Can I use AI during the case interview?
A: The use of AI/GenAI during the assessment and interview process is not permitted. We strive to uphold integrity during the PwC hiring process. So it is important that candidates provide information throughout our recruiting process that accurately reflects their own unique skills and qualifications. Click here to review our guidance for the use of AI/GenAI as a job seeker at the firm.
Q: Are all case interview business scenarios the same? What can I expect?
A: No. The sample business scenarios may differ based on the practice group or team you are interviewing for.
Q: Where can I learn more about the PwC recruiting process?
A: For entry-level job seekers, visit our entry level recruiting process and FAQ page to learn more, including what to expect and how to get started.
For MBA job seekers, visit our MBA career landing page to learn more about the interview process and review common FAQ.
Now it’s time to put your preparation into practice
We’ve created two sample case interview business scenarios to help you get familiar with the format. Once you’ve reviewed the prompts and worked through it on your own, choose the sample response that aligns with your experience level.
As you approach the scenario, take a step back and consider both the problem and the broader context. Here are a few prompts to guide your thinking:
- What is the organization or client trying to achieve?
- What challenges, risks or constraints could impact their decision?
- What information would you want to explore or confirm before making a recommendation?
- What are the trade-offs between different options — in terms of cost, speed, or impact?
- How would you structure your response and communicate your thinking clearly?
Whether you're drawing on real-world experience or simply approaching the problem with curiosity and logic, focus on asking good questions, thinking critically and staying adaptable.
Digital transformation at a large financial institution
This sample case interview presents a scenario based on real trends in the financial services industry. You’ll step into the role of a consultant advising a global bank as it prepares for a digital transformation. The goal isn’t to “solve” the case — it’s to think critically, ask thoughtful questions, and develop a structured response.
Take a few minutes to read through the scenario and consider how you’d approach the questions that follow. Once you’ve worked through your ideas, you can review a sample response aligned with your experience level.
Scenario
The financial services industry is undergoing rapid change due to digitization. New technologies are allowing start-ups to compete with established institutions, breaking down traditional barriers to entry and creating increased competition from both legacy banks and FinTech companies.
Your client is a traditional global bank with a strong presence in the US market. While the bank operates some of the most profitable branches in the country, it has faced challenges with consistent deposit growth. In response, the bank has been optimizing operations — opening new branches in high-growth areas while closing underperforming locations.
The bank, which focuses on both consumer and commercial lending and holds $300 billion in assets, is now planning a shift toward digital banking. The CEO has set a two-year vision to transform the organization by leveraging technologies such as open banking, artificial intelligence, cloud computing, and blockchain.
The Chief Risk Officer (CRO) has been tasked with identifying emerging risks and updating the bank’s internal risk management approach to address potential operational and systemic risks associated with this digital strategy. The CRO has engaged a consulting firm to provide an initial point of view and prepare a high-level road map for identifying and managing these risks.
Key considerations:
- Customer behavior: Approximately 80% of US banking customers visit branches at least once a year, while 40% never use their bank’s mobile application.
- Culture: The bank promotes a culture of integrity but has faced issues with scandal, fraud, and inaccurate risk assessments in the past.
- Competition: The bank competes with traditional banks, shadow banks, and FinTech companies.
You are meeting with your Engagement Manager on the project who has the following questions for you:
Point of view:
- How would you approach the request to provide an initial point of view for your client? What information would you need to gather before offering your point of view?
- How would you leverage AI in your analysis?
- What are some potential short-term and long-term implications that your client would need to consider if adopting a digital transformation strategy?
- What are the key risks that your client is exposed to by focusing on the digital banking strategy? Which risk(s) would you recommend that your client prioritize and why? What actions might help your client mitigate these high-priority risks?
- Based on the information currently available, would you recommend your client move forward with their digital transformation? Why or why not?
Road map:
- What factors will you consider when preparing the road map for your client to mitigate the identified key risks?
- Which factors might play a larger role in the road map versus others and why?
- What are some roadblocks that could hinder your road map’s implementation, and how might your engagement team overcome them?
Not sure where to start? Here’s a few things to consider as you work through the case:
As a reminder, case interviews are intentionally open-ended. You won’t have every detail — that’s part of the exercise.
This case focuses on digital transformation in a highly regulated industry. As you think through your response, consider both the strategic opportunity and the operational risks — especially in the context of your client’s current challenges.
- What is the bank hoping to achieve through its shift to digital banking
- What technology capabilities or investments might be needed to deliver on that strategy?
- How would you identify and prioritize the risks that come with major digital change?
- What role does the bank’s culture — and its past risk track record — play in your approach?
- How might customer behavior influence adoption of new digital services
- What internal processes or controls should be strengthened to support this transformation?
- Focus on breaking down the problem, asking thoughtful questions, and thinking about how people, process and technology intersect in complex organizations.
Bringing it to life: sample case digital transformation at a large financial institution
How did you approach it? Click below to see how someone at your experience level might work through a response to the digital transformation at a large financial institution.
We’ve included two sample responses — one from an undergraduate candidate, and one from an MBA-level candidate. Each reflects how someone at that stage in their career journey might approach the challenge.
There’s no need to compare or measure yourself against both. Focus on the example that’s most relevant to your background and use it to reflect on your own approach.
Select your experience level to view sample responses:
Exploring a healthcare expansion strategy
In this case, you’ll step into the role of a consultant advising a large healthcare provider that’s exploring a potential acquisition. You’ll be asked to assess the strategic fit of the deal, consider alternative growth options, and develop a high-level integration strategy. The goal isn’t to deliver a final answer — it’s to demonstrate how you organize your thinking, identify key risks, and approach complex decisions with a clear point of view.
After reviewing the scenario, reflect on how you’d respond to the questions — then compare your approach to a sample response aligned with your experience level.
Scenario
The healthcare industry has undergone significant transformation over the past decade, fueled by advances in technology, shifts in regulation and a growing emphasis on patient-centered care. Telemedicine, electronic health records (EHR), and personalized medicine are some of the trends reshaping the industry landscape. At the same time, regulatory scrutiny has increased, and public sentiment toward healthcare organizations has grown more critical.
Our client (Company A) — a large, global healthcare provider — is known for offering a broad range of services across hospitals, outpatient clinics and specialized care centers. While the organization remains a top performer in terms of revenue, profit and patient volume, growth has recently slowed.
Company A has identified several contributing factors, including a decline in new patient acquisition and fewer visits from existing patients. While some service lines remain profitable, others have experienced margin compression.
Recently, the head of Corporate Development at Company A was approached by the CEO of a smaller healthcare provider (Company B), which specializes in telemedicine and remote patient monitoring. Acquiring Company B would increase total revenue by an estimated 2.5% on Company A’s $20 billion earnings last fiscal year. It would also grow revenue from telemedicine services by 35% (currently $1 billion annually).
Over the past decade, Company A has acquired three firms, but those integrations have been costly — particularly in terms of SG&A and IT operations. Company B has no previous M&A experience.
Key considerations:
- There are reports that some of Company B’s key employees disagree with the CEO’s decision to sell, citing concerns about a potential workplace culture clash.
- Company A has made past attempts to build its own telemedicine capabilities, but those efforts have been hampered by delays and tech overspend.
- Due to integration challenges, Company A has historically struggled to realize the full value of its acquisitions.
- Government agencies have recently raised concerns about Company A’s handling of patient data privacy, and some stakeholders are calling for additional oversight.
Questions
The head of Corporate Development at Company A has asked PwC to conduct high-level diligence on Company B. You’re meeting with your Engagement Manager to discuss how to approach this work. They’ve asked for your thoughts on the following:
- How would you approach this problem? Outline your framework, including what additional information you would request from the client, Company A.
- Based on what you’ve heard, does this acquisition appear to be a strategic fit for Company A?
- What alternative strategies might Company A pursue instead of acquiring Company B? What are the potential advantages and disadvantages of those alternatives?
- After internal review, Company A has decided to move forward with the acquisition. PwC has been asked to recommend a high-level integration strategy, with the goal of helping the combined entity operate efficiently and realize the intended benefits and synergies.
- What integration strategy would you recommend for this acquisition
- What risks would you highlight for the client — and what steps could help mitigate those risks?
Sample responses
Bringing it to life: sample case exploring a healthcare expansion strategy
How did you approach it? Click below to see how someone at your experience level might work through a response to the exploring a healthcare expansion strategy sample case interview.
We’ve included two sample responses — one from an undergraduate or Associate level, and one from an MBA or Senior Associate level. Each reflects how someone at that stage in their career journey might approach the challenge.
There’s no need to compare or measure yourself against both. Focus on the example that’s most relevant to your background and use it to reflect on your own approach.
Select your experience level to view sample responses:
Undergraduate/Associate level sample responses
MBA/Senior Associate sample responses
Interested in gaining practical PwC US experience?
Click here to explore virtual learning experiences giving you a chance to work on simulated client projects virtually.
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