All right, so I think we'll get started and we'll have our intros and if people keep joining. But yeah, thank you all so much for taking some time and being with us this afternoon. My name is Justin Goot, I'm a Career Development Associate for the College of Arts and Sciences. This presentation is a second part series as my colleague Elaine Lu, who is a career advisor within the Central Career Office in Barnes Hall, did a first presentation within this series of consulting 101 of overall, what is consulting and answering, and delving into that topic. That presentation was also similarly recorded. So I would highly encourage and recommend if you weren't able to check that  series out- that event out to go through the recording, or to schedule an appointment with Central Career offices, or if you're an A & S student- scheduling an appointment with myself to delve into some of these topics. Today, this afternoon I'll be presenting on a guide to Behavioral in case interviews. And this is designated for students who may have no familiarity with these topics, who have never done an interview that is absolutely all right. Or for individuals that want to know a little bit more and investigate and learn a little more about this. Elaine will be also monitoring the chat as well. So feel free to throw questions, comments. I'll try to obviously answer as they go along, but there will be also time at the end to answer any questions, concerns things on your mind, or things that I could discuss in more depth. The overall agenda for today's session, we'll be talking about how to prepare for a behavioral interview. What is a behavioral interview? Talking specifically a little bit about the star technique, whether some of you are familiar with that method and that is a effective structure technique to answer a lot of behavioral questions. Then we'll delve into case interview assessment, looking at what is a case interview, why is it used for consulting, Breaking down the anatomies and sections and parts of a case interview and things to keep in mind. during that, we will actually also do a little bit of a kind of breakdown of a case itself and there is a lot to cover. Hopefully, I will not be overwhelming you all with information. I encourage you all during this session and afterwards to schedule a follow up appointment with your respective career colleges or with Elaine in the central career office or like I said myself in A & S if you're an A & S student, more than happy to do some practice case interviewing. And then we'll look at different resources to help prepare you for the next steps and yeah. Answer any questions as well. And so again, thank you so much for joining us today. When first looking at resources to start, I wanted to just point out for those that may not be familiar with the career development tool kit. This is a wonderful resource with a lot of great information. Whether it's anything from resume, cover letter to specifically interviewing module. I would encourage you all to check out that today or sometime in the future if you have not already done so. As well as there are also industry specific modules, and especially if you did not see Elaine's first part in the series a couple of weeks ago, I would encourage you to also check out the consulting module as well. So how to prepare for behavioral interviews. Just give a little rundown of this section of what is an interview, what are they looking for, Employers, how to be successful, different questions to anticipate, as well as after the interview. Behavioral interviews are even a component of consulting. Naturally, a lot of students, when we think about consulting interviews just focus on case. While the case interview is definitely unique and more special to consulting, there definitely are rounds, components or behavioral interview questions that you can expect. It is still important to practice behavioral interviews and this can be done so with friends, with colleagues, with career professionals like myself and Elaine. And just knowing that behavioral interview questions can be expected at different parts and different portions of the process with consulting. And what is the behavioral interview? Generally speaking, I like to describe it with students of being a two way street. I think a lot of the time students understandably and applicants think of it and they understand. They grasp the idea of highlighting your skills and your expertise and what you can bring to the role in position. But I also think naturally of viewing it like a two way street where you're also getting a feel for the employers and the culture and the fit. Naturally during the interview process. During questions, you want to be pulling from experiences that highlight your interpersonal skills or leadership skills or communication skills. But you also want to be getting a sense through communication as well through some of the research and resources and networking that maybe you've done prior to interviewing to see if this is a company or an organization or a place that would fit well with what you're looking for in the short term and long term. I think sometimes also approaching a behavioral interview naturally as a two way street will also take off at the pressure and anxiety that is common that a lot of students will feel. And that it's not just all about what you have to highlight and what you have to bring, that it also is an opportunity really for the employers to showcase what they can bring to you, and obviously you as Cornell students and future graduates, that you're very appealing and enticing. And sometimes viewing it that way will relieve a little of that stress and anxiety. That's roughly what a behavioral interview is. And then we'll go into the next steps of how to be successful and what some of those questions might look like. In terms of preparation, I would say some of these things can be done certainly in preparation for the interview as well as honestly, if you can incorporate some of this before you're applying, I think that can be particularly beneficial and helpful to save some time down the road where ideally, you are analyzing the job description and seeing how it connects to your skills and experience and interests before you're applying. Obviously, you should probably refresh on some of this if you have an upcoming interview that week or the following week. But ideally, some of this is being done before. Before even applying, you want to research the employer and industry a little bit. Go on their website, check out their mission and value statements, their vision. Because naturally, that is going to be one of the questions that they're very likely to ask right after this. Tell me about yourself of hey, why, why this company, why this position? And you want to be able to have, obviously very thorough, insightful. Accurate information and a response. And naturally analyzing the job description and researching the employer good bit will help with that. And then obviously, naturally practicing and that's where Elaine and I can certainly help obviously with that. Don't feel like you need to have a behavioral interview lined up before you can practice. Where as you're applying for internships or roles, whether it's for this summer or next summer or in the future, if there are certain positions or fields that you're interested in, we're more than happy to do practice interviews in person or virtually knowing that obviously different types might be done in different methods. And that's where knowing whether it's going to be a phone interview or an in person interview and different things to consider. And so we can treat these sessions if you'd like to practice with a career advisor, as formally or informally as you'd like. If you'd like to talk things through if you have different questions, more than happy to answer any of that. If you would like to do a more formal interview, that can obviously be very beneficial. Don't feel like you need to have an interview lined up before you practice. And certainly as we get into Casing, highly encouraged to do some casing before application deadlines, which Elaine discussed a little bit sort of with the first part of the series. Great. In terms of different questions to anticipate. I know I detailed a little of this section. First question, generally speaking, is going to probably be something along the lines of tell me about yourself or walk me through your resume. This is something where you have a lot of flexibility of what you can say. Usually it's your elevator pitch. You want it to be approximately a minute and a half, 2 minutes. Little background of yourself, obviously, of studying at Cornell, what you're studying, maybe a little bit of why you're studying. You can include different things of a little more personal information of where you grew up or what you like to do in your free time. You want to ideally end that response of the Tell me about yourself leaning into what's probably going to be that next question, which is, hey, why consulting? Why do you want to work for us? It may be a club experience or something that you did or a course that you've taken that intrigued you and you're leading into that response. And then this is where naturally why this company, why this position. You want to demonstrate your research potentially, any connections and networking that you've done. Getting that foot in the door is definitely a great opportunity to answer effectively those questions. Tell me about a time we'll focus a little bit more on the next section and that star technique of what those questions are. Then lastly, do you have any questions? This is an opportunity, usually most behavioral interviews will have maybe five to 10 minutes, depending on time. It's always better to over prepare than under prepare. So making sure that you're thoughtful of, again, this is where looking at the job description, going through the website, the more research you can be doing to have open ended thoughtful questions about what the role entails and what a typical day looks like, and a variety of different questions. Again, these are things that Elaine and I would be more than happy to talk and discuss with in further detail. when looking about the star technique and what the star technique is and how to utilize it. Generally speaking, the star technique is going to be used for a lot of those open ended questions about something like, hey Justin, tell me about a time that you worked well with others. Or describe an experience that didn't go as well and what did you learn from it. It can be very open ended and to effectively answer those questions that are going to naturally look at your leadership experiences and time management skills, or organizational skills. You want to have an effective structure to your stories. The Star Technique, as you can all see, stands for Situation, Task, action, and Result. And generally speaking, I would say the most important parts within the Star technique. Each one is critical, obviously, but you really want to be emphasizing the action and result. And you want to provide a little bit of background. You want to answer the who, what, when, where, why, how questions as much as possible in that situation. Whether it's hey academic project that you did last semester or a volunteer experience that you had the previous summer, whatever it is that you're giving some background information so that they can follow, you, never want to assume that they know what you're talking about. Even if you've sent along your resume to them, you still want to provide that context like you're talking about it for the first time with them. Obviously, describe the purpose of what was the obstacle you overcame or the mission or job that you're detailing. Provide that context and then how you, yourself, played into solving that issue or solving that problem, whatever it might be. And maybe you delegated tasks to other team. Maybe you prioritize XYZ portion of it, whatever it is you really want to highlight. And this is the natural part of an interview where now's not the time to be humble. There's obviously always a fine line that you want to straddle, but naturally you want to be emphasizing what you can contribute and patting yourself a little bit on the back. And definitely talk about your strengths, talks about your skills, how you were so critical to this task and role. And then naturally the result, which sometimes can be forgotten a little bit where students might naturally think, well, I'm sharing the story. Obviously it ended positively. Still, put that period at the end of the sentence where you're demonstrating that hey, I got an A on the assignment. Or hey, sales went up 10% in part due to my contributions or whatever the various results might be. You're still emphasizing it and putting it in the overall context of the story. And don't just assume that clearly it went well because I'm talking about it during the interview. Afterwards, after practicing, brainstorming, thinking up of these stories and examples during the interview, just another key component thing to think about after the interview. Oh, we send a thank you e mail as best you can. Sometimes I know there might be additional individuals joining the interview that you didn't expect. But trying to at least send a thank you e mail, whether it's a night, the next day, if you forget, and it's two or three days later, it's never too late to send a thank you e mail. It's always appreciated trying to get as much of that contact information or recruiter information as possible. And it doesn't have to be super long, can just be a couple sentences if you're able to mention something specific that you discussed. If they answered a question or they talked about a theme or a program or something that really was interesting exciting to you. Certainly mentioning that within the e mail is great, as it really does demonstrate that you were actively listening and engaged with the information that they were sharing. Then lastly, just attention to detail, making sure in terms of grammar and spelling of position and things like that. You know, just making sure you read and reread sort of the message and that everything is accurate about that. Great, now getting into a little bit more of case interviewing and what that looks like. Breakdown of that. We'll do a little bit of what does a case interview assess, the different types of case interview, the anatomy of a case, and we will not only talk about the different parts of a case interview, but even give examples through one of our resources that we'll share at the end, management consulted. Just give a brief like outline of this is what you can expect. Nothing that's too difficult, we'll delve into it. We won't fully flush out exactly all the things you should be doing and considering as case interviews themselves. Usually take the interview itself 20 to 30 minutes to solve and present one. We won't fully go in, but we'll talk about the things sort of to consider and practice and then different tips for success. Generally speaking, what a case interview is, it's generally a challenging business problem that is relevant to the organization. And it's asking the candidate, the applicant, to propose different logical steps to resolve it. A lot of these questions are usually hypothetical and naturally there is some ambiguity within it. Having said all that, naturally one of the things and one of the many skills that they're looking for when Presenting case interview questions. And scenarios to the applicant is that creativity and problem solving skills. Students naturally will ask of, hey, do I need an economic background and be an Econ major to do case interviewing? Absolutely not. There are some definitely economic terms and information that can be helpful. But do you need to be an Econ major? Do you need to be a finance major, thing like that? Absolutely not. We have had, at least I'll just speak for myself, in arts and sciences, plenty of students in a variety of different majors, Things that you wouldn't expect and think to be "consulting" that have secured internships and jobs. So again, this is generally speaking, the overall skills that they're looking for. And again, that does not belong to of one major. Having said that, obviously having a little bit of additional information and background can help with some of that creativity and problem solving. You want to be able to see the big picture and be able to draw conclusions from parts and problems and making accurate assumptions. Again, these things for case interviewing, it takes time to really feel comfortable doing it. Generally speaking, as career advisors, we tell students to give yourself a couple months. And depending on how often you're casing, it could be more time. But I would say if you're able to do a case or two a week to try to give yourself, ideally two to three months to really be able to practice the different situations, to feel comfortable, still talking problems through even with having some information. And you have to draw from different questions and be able to naturally keep your poise or that's practice just like behavioral, where the first couple times you may do a case, you feel like you're struggling and you don't know what you're doing and that's okay. One of the important things as we go through, one is really getting a solid foundation and don't worry too much about the timing. It's more about demonstrating these skills and keeping your composure. Because in consulting, you may have a client that is impatient, that is not happy with what you're saying. Naturally during a case interview, some of these firms may naturally try to rattle your cage a little bit and try to get you spooked and scared. If they're doing that, that's okay. They're purposefully doing that to see how you'd react, to see if you're going to stay calm and walk things through and maintain your composure and still ask insightful questions or whether you'll sort of panic and freak out. And naturally again, that takes time to practice. Don't feel like you need to be at that top level in the first week or two weeks or anything like that. And then lastly, synthesizing and analyzing information and charts and going through and trying to provide obviously structure to unstructured problems. And that's going to be one of the keys to effectively casing is to be able to really prioritize the next steps. Again, with this, these are some of the major components of what a company and client is looking for. In terms of the types of cases, the different frameworks or examples I would say, generally fall into, more or less, these sort of frameworks. Whether it's market sizing, determining what's the size, you know, how many coats are sold in England every year. Like that could be a very broad market sizing question. Or how many Mcdonalds are in the City of Chicago. Again, there are different sort top down approaches or bottom up approaches you can to solve. Those questions- You might be like, oh my God, Justin, I have no idea where to start. That is okay. And if you have some ideas already of Oh, yeah, I would want to look at this or maybe think about that that's awesome and great like, if you feel like those questions, among others, are interesting and exciting. Great, this could be definitely a career path that appeals to you if not then, that's okay. And we can still talk through other plans and ideas. But some of the other frameworks might be profitability of whether obviously certain business is profitable and analyzing that of how to potentially reduce costs or increase revenue. Market study, market entry, whether company should be coming in with their product, pros and cons, things like that, merger and acquisition of other companies, then different brain teasers or other consulting math, those could maybe be expected more on like first round interviews for some these companies. Generally it's not necessarily a whole case that we'll look at. Then naturally, interviewer versus interviewee led case. Generally speaking, in the career office, we practice much more interviewer led- where I, myself, would be leading the case by asking questions. Interviewee led is going to be a little bit different where basically the student, the applicant is going to walk through of different scenarios and questions and things have in mind, but kind of like the last slide both are still going to be looking at the overall poise, composure, synthesis, critical thinking skills. The skills are still the same, whether it's interviewer led or interviewee led. Though it may sound significantly different, in practice, it's not as different as it may feel. in terms of the anatomy of the case. Generally speaking, this is the breakdown of what a case looks like and some of these steps are going to be done together pretty similarly at around the same time, and we'll walk through that. The background of the case is giving what the overall case is about and what is the problem that must be solved and answered. The recap portion is what you as the applicant, reciting that information back to, you know, to the interviewer in terms of making sure everything you have is accurate and that you are properly, effectively listening. And that you can kind of synthesize some of the information together, potentially any case or objective clarification questions. And there's an opportunity after the background where you may have several questions or things on your mind, this is an opportunity to ask a few of those questions. Then the grand pause comes where this is the opportunity again, this is something that as you're practicing for the first time, you may take a lot longer of time and that is okay. It's much better, again, to get a solid foundation than to just try to get what should be the correct time. And you're taking shortcuts eventually. Ideally, the grand pause is supposed to take about 2 to 2.5 minutes. Where you're brainstorming, you're coming up with ideas to structure out, the case of how to solve whatever the problem is. But again, if initially you need five or 10 minutes, it's much better to be really thoughtful, thorough, and detailed with everything in the explanation. And then we'll work on together getting that time down. But that's really the one opportunity within the case where you can just be silent to yourself and sort of  thinking. Then the game plan is that structure, how to solve, lay out things that you'll want to investigate a little bit more. Then depending on the case, there are going to be maybe several creative and or quantitative questions. Some are going to be a little more thorough than others. Naturally around two interview with Bain or BCG or McKinsey is going to be more in depth, more thorough, more detail than around one will be. Then naturally at the end, it will be summarizing the case and what are next steps. Before we get into the case intro and things like that. Generally speaking, steps one through three are all done together in a couple of minutes. And again, we'll show what that looks like. The grand pause again, taking a couple minutes, then structuring out, laying out your ideas, what you'd want to investigate. This is an opportunity to provide your hypothesis. Again, your hypothesis. It's okay if it's wrong. Like if you initially have an idea and then you go against it at the end, that is all right. They're not necessarily looking for the right answer and what you thought was going to be the right answer. It is much more the process and your decision making and communication skills and how you're thinking and gathering information than, hey, maybe an assumption you made at the beginning and then answering those questions. And the case summary at the end. The case intro for an example. And this was taken from even a management consulted case library. And again we'll talk about how to gain access to that. The background is potentially, if I was giving this case, you would not be seeing this background information, what is screenshotted. I would be reading this information out to you and our client is Madison Square Garden MSG, Premier Event venue in the heart of Manhattan. Taylor Swift has approached them to be the venue for the New York City leg of her latest eras tour. Obviously, this is a little outdated for Swifties in attendance. Msg is really excited about this opportunity, but is concerned about the heightened security that it will have to deploy during the concert. Due to Taylor's rabid fan base and overall profile, they've come to us for help in determining if they should give the venue to Taylor Swift. After reading that background information to you. Ideally, and this is what in management consulted, they generally have scores of 1 to 4, 4 being the highest. Ideally, in an effective case recap, you are recapping this information that I just gave and provided in under a minute or approximately a minute. You're highlighting the major business problem. And that you're not interrupting me with any questions. So even if you maybe missed something or I said something or even cut out by a zoom, you're still just trying to stay calm, stay cool, take down as much information, recite it, and then potentially if you did miss something, certainly for certain background, there are going to be a lot of different numbers or percentages. Hey, if you missed something, you try to gather that, but that's generally what you want to be doing. The recap, the major part that you really want to make sure you understand is who the client is. And really what is the crux of the business problem. Basically, hey, is this going to be profitable for MSG to host Taylor Swift at the garden due to security concerns and costs and things like that? Already you might be like, well yeah, obviously it's MSG, it's Taylor Swift. And that probably should be your initial thought and that will play into the hypothesis. But you want to demonstrate that you understand what is being asked and determined. Naturally, clarifying questions- After you recap it, this is an opportunity where ideally you're asking one to three questions that are strongly framed, focused, concise, explaining what you're thinking is. And you want to be narrowing the overall problem. Some appropriate questions for this as you might be thinking. And again, there's not, I guess I would say there are right and wrong questions to be thinking about. And this is obviously part of why you want to practice. But there's not necessarily like you have to ask these two questions every single time or consider this. But something that could be asked naturally of hey, Taylor Swift has come to MSG, we're providing security, does security entail just at Madison Square Garden itself, MSG, Would we be responsible, our client, Taylor Swift, getting from like the hotel to the venue? You may be asking about the timing of the event of terms of preparation. Did she just add this leg? Are we talking about two months from now? Three months from now, 12 months from now. Asking those types of questions and providing maybe a little bit of background of why this is important so naturally of knowing when this is going to take place. Hey, giving us as a staff enough time to prepare and think about, to deploy various, you know. Protocols and measures and things like that is important to know whether, hey, she's thinking about doing this in the summer of 2024 or if this is more going to be a 2025 concert. Those are different examples of relevant clarifying questions. So now, after asking a couple of those questions. Now this is the grand pause, where ideally you're thinking about how to solve this problem and what things you'd want to investigate. I guess one of the best ways to think about this type of question or really any sort of business question is a little bit of, if you were sort of, you know, the CEO, how would you delegate sort of resources? What would you, if you had four or five people, or two or three people working on this project, how would you want to delegate the tasks and assignments? Again, they give an example within management consultant of, hey, this is generally a pretty effective structure. By no means is this the only right response. And it has to look exactly like this. Naturally, you would probably want to investigate, obviously, the financial analysis, what is our revenue? What are we going to be receiving from hosting an event of Taylor Swift's magnitude? So what would we want to know? How many tickets we're going to sell, how much money we can generate from that food and beverage, Merchandise, sponsorship, ads, a variety of what we're going to take in and naturally the cost side of things. And even this financial analysis, you could break it into two sections rather than just having it under one. And so we'd want to look at the costs of obviously the labor of fixed and variable costs and what that is. And this is where, ideally you want to be specific as you're presenting. So you've taken out a couple minutes to gather ideas and then you're structuring and explaining a little bit. And various costs. What are some of the costs that MSG would have, obviously, H vac electricity, labor, fixed costs related to putting on the concert and show. We're doing all of that to obviously determine if this would be profitable. Naturally, there are going to probably be some non financial benefits that hey, Taylor Swift is obviously super popular among millennials and gen Z, generally speaking, an artist that's more popular with women and teenagers that hey, Madison Square Garden might be able to become more relevant with an audience or target based that isn't maybe coming to Knick's games or Ranger games as often. Or maybe they're going to see some other shows in the future. If things go well, potentially that's something that hey can come up with, an idea that you'd also want to investigate. And then naturally, what are some of the risks. And so the health concerns. If things don't go well for MSG, for our client, somebody could get hospitalized, somebody God forbid could die. This has happened earlier at Taylor Swift concert and show and other concerts We'd want to make sure, obviously we'd have enough EMT supports and things like that, but that also her fans wouldn't get barricaded in, clustered too closely and pass out or whatever, whether competitors, maybe they would use the Barclays Center in Brooklyn as a different venue. These are all, again, different ideas to explore, investigate that you'd want to briefly talk about. And then as you're concluding, as you've hit on these, this is where you would give your hypothesis that naturally as I think many here would want to. This does seem like our clients, MSG, yeah, Taylor Swift, wants to play here. We should play here. What information and details would you further want? Not only of, yeah, we should pursue this, but we should pursue this. I think this is my first thoughts. Do we have some additional information related to revenue or costs or something along those lines? That is this going to make sense at the end of the day financially? An example of what a math portion of it might look like is examine. And sometimes with these the individual will share their screen. And in this case, this would be the case where you would look and see these line items and in real time have to. Gather and synthesize this information. And do math again, this is something where it can take a little bit of time and practice and working on this. But basically, you would be told to hey examine Exhibit one and tell me how much profit MSG can expect from the Taylor Swift show you'd want to look through, this is where you can certainly ask clarifying questions, Hey, food and beverage, things like that. Or what is F and B stand for? Food and beverage, basically. And I'll spare you the details in doing the math, but basically, if you solve for X here and do MSG's share, MSG will make $100,000 in profit. Then that might kind of strike a little bit low in the whole scheme of things. Obviously this that go with that number. If you're confident with what was, but you can put it in context, push a little bit more based on assumptions that like hey, that does seem a little bit low, I'm glad it's profitable. But hey, do we have additional information about this, about x, of maybe going further but still not just solving it, but also putting it into the context of the overall case question. If that makes sense, then a creative question, what that might look like. Again, depending if this was really talked about in your structure, you're not always going to check every box for what you're hitting on. But naturally, hey, we saw that MSG makes a profit but on a significant amount, hey, we see MSG. The prompt might be, we see the MSG barely makes any profit from the show. What are some other non financial benefits and risks associated with this event? This is where they're just going to try to, you get you to come up on the spot with some different creative questions and thoughts. And naturally, this is a level two response, which is a level of some of the risks not having security. Maybe potentially we could be liable. We could face a lawsuit if somebody were to get hurt or God forbid die. What are some of the benefits? Some of the things that we discussed a little earlier, so I won't repeat myself, but these are different things that, again, ideally you're coming up with on the spot. Naturally again, in different case -students will be more thorough, more in depth, more parts. But this is just a portion and that naturally the final recommendation. All right. Hey Justin, what are your thoughts now? Having gone through some of the data, some of the information would you recommend we do this show naturally based on what information was gathered. Again, you don't have to go with what your hypothesis was. Hey, MSG should host Taylor Swift. Then you're providing data. By looking at some of the numbers, we could see that we earn $100,000 in profit. This is where you can work in next steps. That there are obviously naturally risks of overcrowding, of people getting hurt. Of maybe MSG themselves, like hey, maybe although Swifties, generally speaking, it's not like a heavy metal concert or like a Rage Against the Machine concert. But maybe there's some damage done to the arena or things like that, seats, things like that, that, you know, has to be sort of weighed in and factored. And next steps can be addressing some of those risks, or potentially addressing ways to turn more of a profit. And maybe you're coming up with even additional creative ideas. Hey, maybe we can renegotiate some of the percentage numbers of what we're getting in ticketing, or maybe some of the security estimates are a little bit higher. And if we take these preventative measures, we can actually cut those costs and we can turn a greater profit. Or we can go to HBO or Netflix and have them, you know, create a recorded version that gets streams later for the venue. Different things like that that talk about next steps and why we should still pursue this ultimate recommendation. Ideally, that final rec, you're taking a minute or so to summarize the key information and what we should do. Yeah, yeah, to solve this problem. Again, timing of it. It's a little bit longer initially. That's okay. It's more about trying to knock all of these steps down. And so key things to remember naturally at that intro of listening and restating the problem, verifying the objective, that's one of the most important things to really know and understand, is that you understand what exactly is the question. And at the crux of it, and maybe it is asking a clarifying question or two if you're unsure. If, let's say you didn't know who Taylor Swift was or you didn't know where Madison Square Garden is or things like that. Even things that might be like, I'm going to look like an idiot by not asking this. It's better to ask it early and to really understand what the business model or problem is than to just go with an assumption. And then halfway through, you realized, oh shoot, I did something wrong, Or I should have asked this question. Naturally- taking accurate notes, and then structuring your problem. Organizing your answer in time, Being creative, thinking out loud is another one again. And this can take a little bit of time in practice, but when you're doing the math, when you're coming up with creative solutions or taking a second pause, you can take a little bit of time to think ideally, when you really are interviewing with these companies, you don't want to just be sitting doing the math pen to paper, and just like, well they know I'm working on it, I'll get the answer in 2 or 3 minutes if they just keep down and be quiet. You want to be thinking out loud and talking through, and potentially for some of the math, doing it in your head and being able to do percentages that are quick and rounding and things like that. Again, it may take a little bit of time and it's okay. And then naturally bringing closure and summarizing the overall problem, that's roughly what a case looks like, that's not too advanced. But round one level, naturally, we'll go into some of those resources and next steps and then, like I said, answer any questions. I know we still have a little bit of remaining time. Management consulted. This is a wonderful resource. This is where MSG came from. Myself. Since Elaine and I are both here, it's actually very nice where I would say naturally, from a lot of the cases that I've done and have sort of presented with students, I'm a little more familiar with management consultant and some of sort of the inner workings and think it's great. Our next resource, Elaine is more comfortable and familiar with case coach, so it's very nice. In theory, if you are at least an A&S student, you could case with both of us and get different examples. But both resources have a very extensive case library as well as different drills and things to sort of strategies and videos to watch. And management consultant is an excellent resource as well as I just mentioned, case coach. And going through through case coach, which is unique compared to management consultant. If you create a profile, you can actually do casing with other students from other colleges and universities around the world. That's unique and special about case coach and also another resource that you all have access to being Cornell students. Next is the forage. This could be a great opportunity especially for students, maybe first year or second year students. Although the forage is great for even junior and  seniors, but especially students that are maybe don't have as many relevant internships or experiences. This is a way to learn directly from these companies and complete some relevant projects. There are a lot of career interest subjects, areas within the forage, where there is a whole section devoted to specifically consulting. But I know sometimes students that are interested in consulting are also interested in maybe data analytics, or finance, or banking, something along those lines. And there are also great projects to do within those sectors as well as others. Government, nonprofit, marketing, law. The forage is also just a great resource. And certainly if you're here as a first year student and you're like, I don't have something secured this summer and is that okay? And one, it's definitely okay. Two, hey, you could do some relevant projects and things this summer while hanging out at home or prioritizing networking or things like that, that this is a great resource to just be able to strengthen, maybe your resume a little bit more which I know Elaine talked about within that first part of the series. Then lastly vault, which is formerly firsthand, this is a great resource that I usually tell students. It's like a library where it will naturally just you can investigate and go down the rabbit hole a little bit of resources for researching various industries. And naturally, if you want to learn a little bit more about consulting, what it looks like, different guides, different companies, different internship opportunities. vault is a great resource for that and doesn't have to obviously be consulting related. If there are other industries, things that you're considering thinking about wanting to learn, I would highly encourage to check out Vault when you have some free time. Now I'll just promote a, a little bit more of the Central Career Office, as well as some upcoming events for those that haven't been Central Career Office, which is open to students from any college any year. Elaine is located in Barnes Hall. Those are the hours and schedule, the various services that are provided. I know we just focused today on behavioral and practice case interviews. But Elaine, as well as these services are provided by myself in the A&S office, the only difference is you do have to be A&S student. But these resources are available for any student at any career office from their respective colleges. We can review resume, cover letter, do practice interviews, exploration, job search, anything and much, much more. If you haven't scheduled an appointment, feel free when you have some availability. Don't feel like you have to make something tomorrow, now or later this month. But obviously, if you want a little bit of guidance, help support, we're more than happy to help and assist in any way.