The first round was a quant case followed by a strategy case, and the final round was a strategy case, a quant, and a presentation case. Strategy cases included how to go about choosing one of two therapeutic areas for a early stage clinical asset and how a company should select office locations for a new facility. Quant questions included running through the classic patient model and estimating how many cars cross a local bridge in an hour / day.
Market sizing of an EGFR+ drug; go-to-market strategy
Tell me about a time you deal with a conflict
1 market size question, 1 strategy; tell about yourself questions, why consulting
estimate salmon sushi consumed annually in the USA
Why L.E.K., why life science consulting, challenges you faced
Behavioral fit Calculate market size Help a company decide on indications to prioritize in their expanding portfolio
Tell us a bout a time you deal with difficult team mate.
A company is developing two vaccines but has enough funds to proceed only with one of them. Make a strategic decision.
The HR interview was nice and friendly so too was the first interview on the assessment day. (Why consulting? Why SKP? Describe a time you have changed your approach? What does a consultant do?) The case study was ridiculous, given 2 hours to read 102 slides then get asked case study question (cost to treat a disease, what recommendations , what would you price drug X at and how would you approach that). I think the worse thing was the feedback. I was rejected by someone from the HR team who I had never spoken to before and when I asked 'which interview did I need to explain my answers more concisely in?' She didn't event know I had two interviews.
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