In our previous posts, we covered the key segments of a consulting case interview. Now let’s talk about how to land the plane, specifically, how to deliver a solid, confident recommendation at the end of a case.

You might think: “Wait, McKinsey doesn’t even require a recommendation in their interviews, right?”

True, but here’s the catch. When a Partner turns to you in a final round and says, “So what would you tell the client?”, you’d better not look like someone who just lost WiFi mid-Zoom call.

And at firms with interviewee-led cases (think BCG, Bain, etc.), the recommendation is the grand finale.

Typical Recommendation Prompts You Might Hear

To make this feel less like a surprise attack and more like a warm-up, here are some common prompts you might hear during an interview:

• “The CEO has asked you to summarize your findings and present them to the board. Please make your recommendation.”
• “During a team meeting, the Partner asked you to synthesize what your current recommendations are.”
• “The Partner gives you a quick call and asks: What should the client do?”

I know…when you hear these, you might feel a wave of relief that the case is finally wrapping up. But hold on, this is the moment to be extra careful.

So how do you ace this part of the case? Here's your go-to 4-step formula for a recommendation that’s sharp, structured, and sounds like it came from someone who actually gets paid to do this.

The 4-Step Formula for a Killer Recommendation

1. Answer the Client’s Core Question Directly

Go straight to the heart of the case. What was the client really asking? Don’t dodge the question.

If the problem statement is “Should we enter the new market?”, your answer should be a clear yes or no, not “Well, it depends, maybe, sort of.”

Example:
“Based on our preliminary findings, we recommend that the client enter the new market.”

2. Back It Up: Give 2–3 Clear Reasons

Now explain why. Support your recommendation with evidence from your analysis:

• Quantitative questions: Crunched numbers
• Chart interpretations: Key trends and takeaways
• Qualitative insights: Brainstormed ideas or context

Short on facts? Fall back on common sense—but connect the dots logically.

Example:
“This recommendation is supported by three key findings:

1.     It’s a $40B space that has been experiencing exponential growth and grew by 30-40% during 2025-2030

2.     The competitive landscape is fairly fragmented with no clear dominating player which offers space for new entrants

3.     Our client will likely be able to payback their investment within 2 years after launch”

3. Flag the Risks: Because Consultants Always Cover Themselves

Acknowledging risks shows maturity and realism: it’s not about being unsure; it’s about being thorough.

Example:
“There are, however, a few risks to consider—most notably, potential regulatory shifts in the region and uncertainty around customer adoption in the first year.”

4. Point to the Next Steps: Show That You Think Like a Real Consultant

Don’t just wrap up with “And that’s it.” End by outlining what the team should focus on next. This shows leadership-level thinking and positions you as someone already thinking ahead.

Example:
“To further validate this recommendation, we should analyze competitor pricing models and explore potential joint ventures to mitigate market entry risk.”

Let’s Use an Example: "What Would You Tell the Client?"

Imagine you’ve been working on a profitability case for a retail chain. At the end of the case, the interviewer says:

“The CEO has asked you to summarize your findings and present them to the board. Please make your recommendation.”

A sample answer might sound like this:

“Based on our analysis, we recommend that the client focus on optimizing its store footprint by closing underperforming locations and reallocating resources to its top-performing urban stores.

This is supported by store-level profitability data, which shows a 25% higher margin in urban locations, and customer traffic analysis, which indicates significantly lower footfall in rural stores.

However, key risks include potential brand damage and employee dissatisfaction due to closures. To mitigate this, we suggest conducting a communication strategy analysis and exploring internal relocation options for staff.

Next steps would include a detailed implementation roadmap and a sensitivity analysis to test financial impact under different closure scenarios.”

Final Tip

When in doubt, just ask yourself: What would I say if I had 30 seconds in an elevator with the client’s CEO?

Be sharp. Be confident. Be structured. And throw in a thoughtful caveat to show you’ve got range.

MECE Academy is an AI-powered case practice platform that helps you build these skills anytime, anywhere. From frameworks to full mock interviews (coming soon), we’ve got your back—24/7.

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