Think Big:

 Take a radical approach and risks, when necessary, always questioning traditional assumptions in
pursuit of the biggest and best idea?
 Translate broader mission into big, hairy ideas and tactics in your own work?
 Ask questions to get a sense of direction and confirm how work fits into the short- and long-term
picture?
 Hungrily accept the challenge to create the best idea/solution and take risks?

1. Give me an example of a radical approach to a problem you proposed. What was the
problem and why did you feel it required a completely different way of thinking about it?
Was your approach successful?
o Situation: Valuation of target
o Problem: No comparative was recognized for relative and precedent transaction
valuation
o Action: We realized the problem and broke down the different sectoral segments
and valued them separately and used a synergy coefficient
o Result: we could narrow down the price as per investors’ expectations and not only
considering the DCF approach

 Situation: Leads for target

 Problem: The client had provided a list of requirements for the target and when
spoken to them they asked for the best fit. Since the list was really exhaustive are
system was not able to get an accurate match
 Action: We used 80:20 rule that is pareto analysis to get what all factors are the
most important to the deal and companies inorganic growth outlook
 Result : We were able to narrow the list down to 54 business and could prepare a
pitch to the company
2. How do you drive adoption for your vision/ideas? How do you know how well your idea or
vision has been adopted by other teams or partners? Give a specific example highlighting
one of your ideas.
o Situation: Macro derived
o Problem: We were performing Databook QC and faced the problem of checking the
consistency of formulas
o Action: We sat with the support team to make macro that shades the consistent
formula in different ways to perform QC
o Result : Saved hours on QC atleast 15-20 mins pertab
3. Tell me about time you were working on an initiative or goal and saw an opportunity to do
something much bigger than the initial focus.
o Situation: Preparing Scope of FDD for a company who’s reporting period was may to
june
o Problem: Initial scope provided for data from 2019 onwards
o Action: We recommended the scope to include the data from 2018 to measure an
impact of COVID-19 on the business and normalize the earnings and EBITDA
 o Result : We could come to a better ball park figure as the internal factor for
valuation was properly normalized that is EBITDA
4. Tell me about a time you looked at a key process that was working well and questioned
whether it was still the right one? What assumptions were you questioning and why? Did
you end up making a change to the process?
o Situation: Preparing Scope of FDD for a company we checked whether we were
covering al the basis for the Quality of earnings
o Problem: whether the revenue was being inflated
o Factors:
 Impact of any price changes on recent contract
 Key customers and their concentration
 Any unusual contract terms
 Analyze trends in historical revenue to recognize non-recurring and non-
core
 Analyze real sales with cash proofing
 Employee Headcount
o Result : We came up with a new analysis of head count for revenue per employee
and future recruitment targets which would affect the total revenue of the company
5. Tell me about a time you took a big risk – what was the risk, how did you decide to do it and
what was the outcome?
o Situation: Project Cybele
o Problem: Huge TB and multiple entities
o Action: We did level 2 mapping as we usually deep dive and go to 4-5 levels hence
we saved at least 2 weeks work for two FTE
o Result we were able to prepare the databook on functional level to perform the
analysis and reconcile with the other data
6. Now Tell me about a time you took a big risk and it failed. What did you learn? What would
you do differently?
o Situation: Project Pluto
o Problem: We were making an initial draft on business in healthcare sector and we
performed we took in synergy of strategical location into consideration for the
project
o Result: we found out the acquirer had another hospital in vicinity we should perform
a check on acquirer as well and its JV