High Bridge

Case Book
Complimentary cases
April 2021

1
 EXAMPLE CASES FROM
THE HIGH BRIDGE CASE LIBRARY (40+ CASES)

CASE 1

[Link]
CASE 2

African Jackals

2
 EXAMPLE CASES FROM
THE HIGH BRIDGE CASE LIBRARY (40+ CASES)

CASE 1

[Link]
CASE 2

African Jackals

3
Case
[Link]
Industry: Airline/Industrial goods

Level of difficulty: Medium

• Structure – 6
• Calculations – 7

Type: Reducing costs

Business concepts tested:

• Cost structure
• Capacity expansion/contraction
• Macroeconomics
• Multiple business units
4
Case Abstract (for Interviewer only)
Summary of Case Topics

• [Link] is a case about a manufacturer of components of aircraft engines.

• The company has 3 plants with different costs levels and sub-optimal utilization of its capacity.
• [Link] is not making a lot of money and have an enormous profit impact if it consolidates its sites.

Summary of Case Questions

In this case, the candidate will go through five main questions:

1) Structuring question: “[Link]’s finance department decided to improve its profitability and asked your team for help?”
2) Graph question: “Extract insights or make hypotheses based on the chart (Exhibit A)”
3) Graph question: “What can we do about the capacity utilization (Exhibits B and C)?
4) Math question: “Which option is the most attractive (which plants to close)?”
5) Brainstorming Question: “What are the possible risks from the initiative of closing plants?”

5
 [Link]

Case question Possible clarification questions i

• The year is 1990. Your client, [Link], is Category Question Answer
a manufacturer of Airplane engine
components What Exactly Do you have any breakdown of the No data yet
Happened average of ~60% of capacity
• They sell the engine components to utilization?
engine manufacturers, that in turn, sell
the engine to Boeing and Airbus, for Goal Is there any profitability target? Reverse the trend. No specific target has
example been shared.

• They have a strong brand and have Business Model The client buys raw materials, Correct
mainly grown through five key manufactures components and sells to
acquisitions aircraft engine manufactures – is this
• [Link] has three plants running at an the Business Model?
average capacity utilization of ~60%.
Plants are independent profit centers. Industry Issues with profitability are the industry Airline industry is not at its peak anymore,
• The average price of the component is trend or relate only to the client? but the client is clearly in bigger trouble.
40,000 USD
• [Link]’s finance department decided
to improve its profitability and asked
your team for help.
6
[Link]

Estimation question – Suggested Structure

The candidate should start from a quantitative structure to help guide the profitability improvement initiative

Profit Total CM # components

Plant1 Contribution Component 1 sold
Margin
Profit CM
Total Profits Plant 2 Component 2
Price per
Profit Unit Labor
(…) component
Plant 3 Contribution
Margin Variable cost
Materials
per component
Fixed
Sales
expenses Energy
Management
Real State
Depreciation
Maintenance
R&D
Other 7
[Link]

Graph question Intermediate conclusion

After the Structure presentation provide the candidate with Exhibit A “Profits oscillate much faster than revenues,
and ask to extract insights from the chart which means it’s more of a fixed cost industry.

Because of that, one of the main levers for

• From Exhibit 1, the candidate can come to the following conclusions: profits’ improvement is the increase in capacity
utilization, currently at ~60% on average for
Cost structure of the industry our client.
– Profits grow and drop more dramatically than sales, which means it’s a more fixed-cost business
– If the candidate doesn’t mention, ask directly: what does this data say about the cost structure of The client should take advantage of the
the industry? momentum in the industry to improve its
profitability.”
Volatility
– The sudden trend reversal in sales and profit is due to a shock in the market. Perhaps:
• There’s a sudden drop in demand in air travel, and hence aircrafts, due to a streak of accidents
or a pandemic, for instance
• Aircraft manufacturers demand projections were too optimistic, and they overstocked, and
now they are adjusting
– If candidate doesn’t provide hypotheses, prompt them to brainstorm some
– Both Sales and Profits are recovering from the shock and growing fast again, which is an
opportunity for our client to improve its profitability
8
[Link]

Exhibit A - Aircraft component industry, USD bn

1978-89 1990-92e
25 CAGR CAGR

20
Sales 7% 19%
15

10

5 Pre-tax
profit
17% 32%

0
1978 1980 1982 1984 1986 1988 1990 1992e

9
[Link]

Graph question Intermediate conclusion

• After the Graph analysis, the candidate should ask “Do we have any information on the utilization “We have quite a lot of spare capacity in the
of each plant?” plants indeed.

• Otherwise provide them the information anyway (Exhibit B), and ask the question: “What can we Since we cannot act on increasing the
do about the capacity utilization? production, we might shuffle the production
around to decrease our overall production
• Based on the Exhibit B the candidate should come to the conclusions: costs.
– All 3 plants do not use 100% of capacity.
Next, I’d like to see the costs we have in each
– Plant 2 has the lowest utilization and the highest absolute spare capacity. plant to look for opportunities.”

The candidate should propose two options:

(1) to increase production or

(2) to contract production capacities.

The interviewer should say Option 1 is not feasible, because there’s no additional demand for that.

The candidate should show interest in the cost structure of each of the plants,
to look for consolidation impact.

After the corresponding question, the interviewer should show Exhibit C.

If the candidate doesn’t ask for it, provide it regardless.
10
[Link]

Exhibit B - Capacity utilization

Assuming Variable Cost # of components
per unit remains the same
30.000
26,000
25.000

20.000
17.000
15.000 Unused capacity
12,000 Used capacity
10,000 2.000
10.000
2.000

5.000 9.000 10.000

8.000

-
Plant 1 Plant 2 Plant 3
11
[Link]

Exhibit C - Variable costs ($ per unit) Fixed costs (MM $)

16.000 15.000 300
14.000 260
14.000
250
12.000 210
200
10.000 180
9.000
8.000 150

6.000
100
4.000
50
2.000

- -
Plant 1 Plant 2 Plant 3 Plant 1 Plant 2 Plant 3

12
[Link]

Math question Intermediate conclusion

• Based on the Exhibit C candidate should quickly come to the conclusion that Plant 2 has a lower “Underutilized capacity for 17,000 items
variable costs than Plants 1 and 3 and might be the best plant to concentrate production on. together with the lowest variable costs of
production = 9,000 USD makes Plant 2 the
Tell the candidate: “Assume all has already been done to decrease Fixed and Variable costs in each of most attractive option for production
the plants, what should the client do?” concentration.
Based on data from Exhibits B and C the candidate should This initiative allows to increase profits from
propose exploring closing plants.
87 MM to 596 MM USD”
The candidate should run calculations on the current profitability of the plants,
and simulate scenarios where some plants are closed
and production is transferred elsewhere.

• There are several possibilities, and different implications.

• A good candidate will weight profitability improvement against keeping spare capacity to keep
up with the market growth. They can also mention location implications – tell them that’s
irrelevant.
• The scenario that maximizes profitability is shutting down Plants 1 and 3 and transferring
production to Plant 2.
• However, the client would have to decrease overall production and give up market share.
Besides, it would not have any spare capacity to grow.
13
[Link]

Math question Intermediate conclusion

Maximum Profitability (Closing Plants 1 and 3 and moving production to Plant 2) “For maximum short-term profitability we need
to close plants 1 and 3 and concentrate
• Profits before optimization = 87 MM USD production on plant 2.
• Profits before optimization = 596 MM USD
Profits would skyrocket from 87 MM to 596
MM.

Best balance between improving profitability and leaving some spare capacity (closing only However, to leave capacity room for growth,
Plant 3 and moving production to Plant 2) the client could just close Plant 3 because if it
unprofitable.

• Profits before optimization = 87 MM USD Meanwhile, the client could work on

increasing the capacity of plant 2, the most
• Profits before optimization = 407 MM USD efficient one, and eventually close Plant 1 as
well and have all the production in Plant 2.”

The perceptive candidate should recommend expanding the capacity of Plant 2 to the point that
we can also shut down Plant 1 and focus all the production on Plant 2.

14
[Link]
Profitability of the three plants today (USD): 87 MM Impact of closing plants 1 and 3 (most profitable option but leaves no extra capacity
28 MM + 69 MM + (-10MM) = 87 MM available for [Link] to grow). Profits = 596 MM

Plant X Plant 2 after closure and production concentration

(Profits) = Contribution Margin – Fixed Expenses 596 MM = 806 MM – 210 MM
Contribution Margin = # of Units x Unit Contribution Margin 806 MM = 26k x 31k
Unit Contribution Margin = Price – Variable Cost 31k = 40k – 9k

Plant 1 ********
28 MM = 208 MM – 180 MM Impact of closing plant 3 only (allocate plant 3 production to plant 2 while leaving plant
1 as it is. This leaves extra capacity available for [Link] to grow). Profits = 379 MM + 28
208 MM = 8k x 26k
MM = 407 MM
26k = 40k – 14k

Plant 2
Plant 2
379 MM = 598 MM – 210 MM
69 MM = 279 MM – 210 MM
589 MM = (10k+9k) x 31k
279 MM = 9k x 31k
31k = 40k – 9k
31k = 40k – 9k

Plant 1
Plant 3 –Unprofitable
28 MM = 208 MM – 180 MM
(-10 MM) = 250 MM – 260 MM
208 MM = 8k x 26k
250 MM = 10k x 25k
26k = 40k – 14k
25k = 40k – 15k
(when at full capacity in the future, profit from plant 1 is 80 MM)
15
[Link]

Brainstorming question

• Ask candidate “What are the possible risks of closing plants?”

Brainstorming Suggested Answer

Internal External
• Logistical complications in delivering the components • Negative reaction from Trade Unions
• Supply interruption in the transition and revenue losses • Bad press/negative impact on the brand
• Changes in distribution costs, depending on the plants’ locations
• Changes in delivery times, depending on the plants’ locations
• Employee issues
• No cash to pay employees for the severance pay
• Loss of human capital (e.g. experienced employees that cannot
be relocated to Plant 2)
• The negative reaction from remaining employees

16
[Link]

Recommendation
The recommendation should include the following:

• Our client’s finance department decided to improve its profitability and asked your team for help.
• Recommendation – The client should perform contraction of current production capacities by closing Plant 3 and allocate its production on Plant 2.
– Argument 1: Plant 2 has lowest variable cost, and most of the available capacity (17,000)
– Argument 2: Plant 3 is unprofitable, at -10 MM USD
– Argument 3: Profits would skyrocket from 87 MM to 407 MM USD if we consolidate production
• Risks:
• Internal example: Logistical complications in delivering the components
• External example: The negative reaction from Trade Unions
• Next steps:
– Check what can we do to increase revenues
– Check feasibility and economics of increasing production capacity in Plant 2
– Eventually close Plant 1 as well and focus on Plant 2
– Assess any impacts of the closure of plants to create a transition plan
17
 EXAMPLE CASES FROM
THE HIGH BRIDGE CASE LIBRARY (40+ CASES)

CASE 1

[Link]
CASE 2

African Jackals

18
African Jackals

Industry: Non-profit
Level of difficulty: Medium
• Structure – 8
• Calculations – 6
Type: Turnaround
Business concepts tested:
• Multiple business units
• Operations
• Inflow / Outflow

19
Case Abstract (for Interviewer only)
Summary of Case Topics

African Jackals is a case about the declining number of jackals in an African country that has an important tourism
sector. The candidate has to help understanding why jackals are disappearing and fix the issue. A major problem are
roads that prevent males and females to meet, as well as hunting licenses.

Summary of Case Questions

In this case, the candidate will go through four main questions:

1) Structuring question: “Why is the population of jackals in decline?”

2) Graphs question: “What are the hypotheses that can explain the problem with the declining population?”
3) Math question: “What is the jackal population change in each of the zones along this year?”
4) Brainstorming Question: “What could be solutions for the problem with declining population?”

20
African Jackals

Case question Possible clarification questions i

Category Question Answer
• Your client is the government of a
small African country. Their major What Exactly What was the population decline Only 1,000 jackals existed at the
income comes from tourism and Happened and in what timeframe did this beginning of this year in the country down
especially from safari tours happen? from 10,000 a few decades ago.
• Tourists are attracted to wildlife,
Assume there’s no migration of jackals
particularly to jackals.
coming to or leaving the country.
• However, the jackals’ population
has declined significantly in the Goal Does the government have any Stopping the decline and eventually
recent years and the government is targets? restoring the population to 10,000.
very concerned
• The government asks you to help Industry Are there any other affected No other fauna or flora have been
them understand two questions: species? impacted as much as the jackals.
1. Why is the population of jackals in
decline?
2. What is the best way to tackle this
problem?
21
African Jackals

Structuring question
Why is the number of jackals in decline?
Male/Female ratio

Births in the timeframe Fertility rate

Pups per pregnancy Roadkill

Population change Environment & Man Pollution

in a given Food availability
timeframe Climate change
Diet Competition for food

Legal Water availability

Hunting
Deaths in the timeframe Illegal Disease

Natural Predators
Natural causes
Age

Fights

22
African Jackals

Structuring question Intermediate conclusion

• Species loss is not a common case problem. “To understand why the population is
• It might be challenging for the candidate to produce the proper framework right away, so be changing, we need to look at the number of
prepared to follow up with questions asking what other factors might be affecting the population jackal deaths and births that are happening in
the area.
• A good performing candidate should:
− Check if there are jackals coming or leaving the country. If they don’t ask, tell them before they Then we see what we can do about it.”
start structuring
− Focus on net population change, that is, Births minus Deaths
• Reward bonus points for any other creative ideas

A strong candidate will present the structure and ask if the interviewer has any data to share.

23
African Jackals

Graphs question Intermediate conclusion

“We need to see if the data sheds some light

• Tell the candidate:
on why is the jackal population dwindling.
− The government is concerned with the impact that the recent infrastructure projects have on the
population of jackals. My hypothesis is that the roads are a major
problem, since they might be preventing males
− They have created a scheme of how the developments are affecting the populations.
and females from mating.
− Share exhibits A and B with the candidate
Another problem seems to be hunting licenses,
− They should be able to make some hypotheses about what might be happening.
but we need to understand them better before
concluding anything.”

24
African Jackals

Exhibit A Exhibit B
Exhibit A: Jackals’ population is currently split into three zones. Exhibit B: Jackal population per zone at the beginning of the year
Assume animals cannot cross the roads, as they are protected with barriers
The government has conducted a demography research of jackals in respect
to each of the zones and created a summary table.

Zone A % of total Hunting

Zone % male % female
population licenses
A 50 70 30 80
B 20 40 60 20
Zone B Zone C
C 30 80 20 100

Recently built highways

25
African Jackals

Math question
• From the exhibits the candidates should point out unbalances in population distribution, gender ratios and hunting licenses.
• Ask the candidate: “What is the population change in each of the zones in the next year?”
• A strong candidate will want to understand:
− How exactly hunting licenses work.

Hunting Licenses: Clarification Questions Answer

What is the validity of a hunting license? Only in January
How many jackals does a license permit to be killed? One
Can both males and females be hunted? Yes. Assume homogenous kills
Do all hunting licenses get used? Assume yes

− How does jackal reproduction work.

Data Answer
Litter size This is the number of jackals born by each pregnant female. Assume 3 pups/litter
Gestation period Assume jackals breed once per year in January, and pups are born in December only.
Assume that jackals are monogamous (meaning that once a male jackal has impregnated one female jackal, he will not impregnate another female jackal that
Partner fidelity
year).
% that mates Not all jackals will breed each year. Assume that only 30% of potential pairs produce offspring each year.
Natural death rate Hunting isn’t the only cause of death. Assume all other deaths are natural, and the annual death rate is 10% of the adult population that survives the hunting period.

• If the candidate asks for time to structure the plan before asking for all the information above, stop them and provide any information they are missing.

26
African Jackals

Math question

The candidate should ask for time to structure the math plan, that
should look resemble the below. If not, wait until the end of the
presentation and suggest it.

• “First, I will calculate how many male and female jackals • “Fourth, I will calculate how many pups are born in December”
exist in each of the zones.”
− Pups born in Zone (A,B,C) = (Number of the Bottleneck Gender) x
− Population of Zone (A,B,C) = (Males) + (Females) = Number of pups per litter
(Total Population x Zone % x Male %) + (Total
Population x Zone % x Female %) − The perceptive candidate will see the natural deaths will also impact
10% of the pregnant females, and will apply this reduction in the
• “Second, I will calculate how many jackals are killed in the number of pups (unborn as their mother died during pregnancy)
hunting season.”
• “Finally , I will calculate the population change of jackals in the year”
− Jackals killed in Zone (A,B,C) = Number of Hunting
Licenses − Population change = Deaths – Births = (Hunting kills + Natural
deaths) – Pups born
• “Third, I will calculate the number of natural deaths
happening that year”

− Natural Deaths in Zone (A,B,C) = Number of Jackals

After Hunting x Natural Death Rate

27
African Jackals

Math question

• “First, I will calculate how many male and female jackals exist in each of the zones.”
− Population of Zone (A,B,C) = (Males) + (Females) = (Total Population x Zone % x Male %) + (Total Population x Zone % x Female %)
• “Second, I will calculate how many jackals are killed in the hunting season.”
− Jackals killed in Zone (A,B,C) = Number of Hunting Licenses
• “Third, I will calculate the number of natural deaths happening that year”
− Natural Deaths in Zone (A,B,C) = Number of Jackals After Hunting x Natural Death Rate
# of
jackals # of male Natural Adult jackals
Hunting After After # of female Deaths by the end of
Zone # of jackals # of male # of female Licenses hunting hunting After hunting the year
A 500 350 150 80 420 310 110 42 378
B 200 80 120 20 180 70 110 18 162
C 300 240 60 100 200 190 10 20 180

28
African Jackals

Math question
• “Fourth, I will calculate how many pups are born in December”
− Pups born in Zone (A,B,C) = (Number of the Bottleneck Gender) x Number of pups per litter

Females that
# of jackals # of male # of female Pups survived
After After After % that per Natural Number of
Zone hunting hunting hunting Bottleneck mates litter Death pregnancies Pups born
A 420 310 110 Female 30% 3 99 ~30 90
B 180 70 110 Male 30% 3 Not bottleneck 33 99
C 200 190 10 Female 30% 3 9 ~3 9

29
African Jackals

Math question Intermediate conclusion

“In Zone B the population is growing, but in

• “Finally , I will calculate the population change of jackals in the year” Zones A and C it’s declining fast.
− Population change = Births – Deaths = Pups born - (Hunting kills + Natural deaths)
In Zone C, jackals will be gone in the next
couple of years already.
Hunting Natural Population
Zone Licenses Deaths Total Deaths Pups born Change
We need to find ways to reverse this trend as
A 80 42 122 90 -32 soon as possible.”
B 20 18 38 99 61
C 100 20 120 9 -111

30
African Jackals

Brainstorming question

• Ask the candidate:

• “What could be solutions for the problem with declining population.”

Brainstorming Suggested Answer

• Decreasing number of deaths • Increasing number of births
− Permanent hunting ban − Balancing gender ratio in different zones
− Temporary hunting ban − Building animal bridges across highways
− Specific hunting ban on the most vulnerable gender, − Transporting jackals manually
according to the zone − Stopping the safaris in the mating season to make it more
favorable for jackals to mate
− Increasing fertility levels (# of pups/pair) using medical
techniques.

31
African Jackals

Final recommendation

The client’s questions were:

“Why is the population of jackals in decline? What is the best way to tackle this problem?”
• The population has declined because the in some areas the death rate is higher than the birth rate. The overall population of jackals is at risk,
and jackals in Zone C will die out soon, if no interventions are attempted.
• Recommendation 1 - Banning or restricting hunting (every year 200 jackals are killed, and this is a major driver of deaths)
Recommendation 2 - Evening out the gender ratio between populations by building wildlife bridges, moving jackals, etc. (since the species
is monogamous, this will maximize the number of pups)
Recommendation 3 - Exploring other initiatives, such as increasing fertility levels (# of pups/pair) using medical techniques.
• Risks
– Illegal hunting can continue to be a problem
• Next steps
– Evaluate how much illegal hunting there is, and if it can be stopped.

32
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practice

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MODULE 1

CIC: Immersive Case Interview Course 2021

WHEN

China (Mandarin)
Americas (English)
Applications until May 30
Applications until Jun 6 Jul 3 to
Module 1
Aug 14
Jul 10 to
Module 1
Aug 21 Next edition To be defined
Next edition To be defined

Asia-Pacific (English)
Brazil (Portuguese)
Applications until Jun 20
Applications until Jun 13 EMEA (English)
Jul 24 to
Module 1
Jul 17 to Applications until Jun 27 Sept 4
Module 1
Aug 28 Jul 31 to Next edition To be defined
Module 1
Next edition To be defined Sept 11
Next edition To be defined

HH I I GG HH BB R I D G
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 CONSULTING BOOTCAMP

Your High Bridge Journey

Module 1 Module 2 Module 3

CIC CRP CLS

Immersive Consulting Consulting
Case Interview Readiness Leadership
Course Program* School*

70h 50h 40h

Example Skills Example Skills Example Skills

Structuring Problem Definition Setting Teams Up For Success

Graphs & Math Root-Cause Hypotheses Motivation & Performance

Brainstorming Data Collection Delegating
Business Sense Initiative Prioritization Managing Expectations
Top-Down Communication Making Recommendations Decision Making
*1 toH6 months
I G after
H receiving
B R theI job
D offer
G E *between months 12 and 30 of employment 45
 MODULE 2
Click to Check
Consulting Detailed
50
hours
Communication
Coaching
Anti-Burnout
Training
Curriculum
Readiness Program
ACT Advanced Consulting Toolset PEL Project Experience Lab
Initiative hypo- How to be a
Problem Managing
ACHIEVE Definition
theses &
workplan
Clients
Superstar
Consultant

Land the job equipped Problem Data collection Team Problem Prioritizing
Structuring for initiatives Solving Effectively
for the challenges
Root-cause
Initiative Data Analysis
hypotheses & Feedback
analysis & Modelling
SHINE workplan

Data collection Initiative Storylines & Conflict

Standout from your cohort and for root-causes prioritization Presentations Resolution
get promoted early
Diagnostic Recommen- Productivity
Managing Up Hacks
analysis dations
ENJOY
“We equip you to rock at your new job, get
Live a more balanced and sustainable
promoted early and enjoy the ride”
career and enjoy the ride
Daniel Swann, ex-McKinsey
High Bridge’s specific curriculum can change over time H I G H B R I D G E Principal 46
MODULE 2
WHEN

Consulting Readiness
Program

Attend the
module
Several after receiving
cohorts a top offer
5 week- per year
Job
ends*
Prep

*When: 1 to 6 months after securing the job offer: jump into the next cohort starting the module

HH I I GG HH BB R I D G
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 CONSULTING BOOTCAMP

Your High Bridge Journey

Module 1 Module 2 Module 3

CIC CRP CLS

Immersive Consulting Consulting
Case Interview Readiness Leadership
Course Program* School*

70h 50h 40h

Example Skills Example Skills Example Skills

Structuring Problem Definition Setting Teams Up For Success

Graphs & Math Root-Cause Hypotheses Motivation & Performance

Brainstorming Data Collection Delegating
Business Sense Initiative Prioritization Managing Expectations
Top-Down Communication Making Recommendations Decision Making
*1 toH6 months
I G H after receiving
B R I the job Eoffer
D G *between months 12 and 30 of employment 48
 MODULE 3

Consulting 40
hours
Your True
North
Career
Planning
Leadership School
Leadership Skills
Setting Up Team Facilitating Decision-Making
for Success Meetings Biases
REFLECT
Delegating Leveraging
Process your own past and current Managing Stress
Individual Spikes
experiences while learning about
your leadership style Managing
Reviewing Situational
Expectations &
Deliverables Leadership
Morale
PREPARE
Motivation & Downward
Understand what it takes to Performance Feedback
lead a high-performing team WHEN

Detailed Curriculum Under Development Designed for after

12 to 30 months at
PRACTICE the job to prepare
“Shining as a consulting manager takes a you to be a star
Practice realistic leadership scenarios whole different skillset than that of manager
to exercise your skills associates”
Flavio Soriano, Founder
High Bridge’s specific curriculum can change over time H I G H B R I D G E 49
 A MODERN & INCLUSIVE SOLUTION

Discover High Bridge’s

Risk-Free 1
Apply for the
Payment Model bootcamp

I ncome 2
Join the
3
Once you get a

S hare
bootcamp
for $0 tuition
fee1
top job, settle
the ISA in
installments

A greement
1. If you are interested in individual coaching sessions during the Bootcamp, a
deposit of 100 USD is required (reimbursable) 50
HH I I GG HH BB R I D G
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 HIGH BRIDGE’S

ISA Terms 2021 Attended the High

Bridge bootcamp

Tuition:
 Is 100% variable (it depends on
your salary) Got a job?
 But it is capped at a maximum No Internships don’t count Yes The tuition fee
fee depends
 Covers Modules 1, 2 and 3 on your salary:
 17% of 1st year
compensation
PLEASE READ
No tuition Settle the  Pay only if
* Tier 1
fee tuition fee* successful
McKinsey & Company, Bain & Company, and Boston Consulting Group
and their daughter companies

Tier 2
Roland Berger, Kearney, Oliver Wyman, LEK, Strategy&, Parthenon,
Accenture, Monitor, Mastercard Advisors or other consulting firms (any
self-declared management consulting firm)

Tier 3
EY, PwC, KPMG, Deloitte, Amazon, Facebook, Apple, Netflix, Alphabet
Tier 2: Tier 4:
(Google), Microsoft, Baidu, Tencent and Alibaba. Tier 1: Other Tier 3: Big 4 Fortune 500 Other
Tier 4
Fortune 500 and Fortune Global 500 companies, and post-Series B
MBB consulting & Big Tech & Series B+ companies
Startups (as per [Link]) firms Startups
If you are already employed by any firm listed here, the ISA Payment
are only triggered if you get a job in one or more Tiers up. No tuition
Click here to check caps (maximum possible fee) fee 51
Internships do no trigger the ISA. H I G H B R I D G E
CONSULTING COMPENSATION

Make a Great Bet on Yourself With High Bridge

and a Consulting
career

35,000,000
(…)

5,000,000

2,500,000 Usual path

1,200,000

A Star is born! Your lifetime income (US$)

18 22 30 45 55 Age

400,000 USD Click here to check caps (maximum possible fee)

Sources: Consulting compensation, average salaries 52
H I G H B R I D G E
 THIS IS YOUR CHANCE

Scholarships 2021 Cohorts

2021
• For its Regional Bootcamp 2 Scholarships of 100%
inauguration, High Bridge
is offering 10 merit-based 3 Scholarships of 70%
scholarships per cohort (pay 5% of 1st year compensation)

• Scholarships are based on 5 Scholarships of 50%

(pay 8,5% of 1st year compensation)
the selection process
overall performance &
drive

HH I I GG HH BB R I D G
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 Without Individual High
Why Experts Coach Bridge
High Bridge?
50+ Faculty
members 100% Very high
from McKinsey, Bain Financial cost None
$120 – 250/hour
Average
and BCG
Time effectiveness Low High High

Online interactive Method & Unpredictable Biased

Comprehensive
training with Materials & outdated (diverse Faculty)
individual coaching
High
unlocks1 Social Element Average Low
(engaged class)

High High Low

Risk (rejection) (cost) (100% success fee)
Pay $ 0 tuition
until you get Job Preparation None None Additional 90h of MBB
a top job1 training (Modules 2 and 3)

1. If you are interested in individual coaching

sessions during the Bootcamp, a deposit of 100 USD Don’t gamble with your future: invest smartly in yourself today
is required (reimbursable) H I G H B R I D G E 54
Apply to
High Bridge
Applications Open!
4 Receive the High
Bridge Offer

3 Attend Interviews

2 If your CV is selected to proceed, pay the Online Screening Fee

Complete Online Screening

1 Submit Application in 2 minutes

HH I I GG HH BB R I D G
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 AN EXCITING CAREER

Do you really know the impact

you can make as a consultant?

C L I C K TO WAT C H T H E V I D E O

HH I I GG HH BB R I D G
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BENEFITS FOR LIFE

The High Bridge Long-term

Alumni Alliance Career Partner

Additional Workshops for

48 months after Module 1

Continuous Access to
Communication Channels

MBB-level Business Network

HH I I GG HH BB R I D G
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CASE INTERVIEW CONTENT INTERNATIONAL
FREE CASE
AND TIPS INTERVIEW
TRAINING
INSTAGRAM WECHAT COMMUNITY

Click here for the Advanced Group

@highbridgeacademy
Click here for the Beginner Group
H I G H B R I D G E 58
To our future High Bridge is a gym to practice everything you
need not only to GET ahead but most

Highbridgers
importantly, STAY ahead.

Our school teaches you how to play the game,

climb the ladder and achieve personal and
professional fulfillment.

If you are reading this far, you are ambitious.

You don‘t settle for easy goals.

We are like you, just with 150+ years of

combined experience at McKinsey, Bain and BCG,
dealing with top management projects and CEOs.

Our training accelerates your career to a speed

you could never imagine.

Become a Highbridger and start rewriting your

future.

H I G H B R I D G E 59
 Click to Check
Detailed
Curriculum

N e x t - G e n e ra t i o n
Consulting Bootcamps

C L I C K TO A P P LY

HIGH BRIDGE MANAGEMENT ACADEMY UG

Lohmühlenstraße 65, 12435

Berlin, Germany
[Link]
hello@[Link]
H I G H B R I D G E 60