Tubes Inc.

Key data
Industry Manufacturing
Level of
Medium
difficulty
Decision
Type
Opportunity assessment
Business Bottleneck
concepts Bargaining power
Outsourcing

H I G H B R I D G E 4
Tubes Inc.
Case Abstract (for Interviewer only)
Summary
• Tubes Inc. is a case about a manufacturer that
suffers from a sharp increase in the waiting
period for its clients.
• This case mainly tests the candidate’s strategic
thinking and if the candidate can make the best
possible recommendation as more information is
gradually disclosed.
• To learn more about the manufacturing process
and become a pro, you can watch (and later
share with your peers):
• How Oil pipes Manufacture in the Factory? -
Making process of Huge Oil pipes:
https://youtu.be/b_fVVILbhR4
• AMAZING SEAMLESS PIPE MANUFACTURING:
https://youtu.be/J4eATyVMzJ0
Case Questions
1) Graph question: What’s happening to the demand?
2) Structuring question: Why has the waiting period increased? What can the client
do to address the problem?
3) Graph question: After learning we have a manufacturing bottleneck, what would
you do next?
4) Graph question: Which area of your analysis would you like to see first, and why?
5) Structuring question: What are the options that Tubes Inc. has to solve the
machinery bottleneck?
6) Math question: Which company should the client choose for outsourcing,
considering they want to have one single partner to achieve better economies of
scale?
7) Brainstorming Question: The client is preparing a proposal for the Indian partner.
Who do you think has more bargaining power when negotiating the price for the
tubes?
8) Brainstorming Question: What are the pros and cons (risks) of Acquiring vs.
Outsourcing to the Indian factory?
H I G H B R I D G E 5
Tubes Inc.

Case question Clarifying i

• Our client is an EU-based supplier of tubes for Category Question Answer
global Oil & Gas companies.
Definition How do you define “waiting Waiting period refers to the time from the
• The client operates a factory that has been very
period”? order being placed to order being delivered to
successful since its launch 4 years ago, with the customers.
strong growth.
What By how much has our client’s Our client’s waiting period was stable at an
• In fact, our client has the strongest brand in the
exactly waiting period changed? average of 1.5 months for several years and
industry.
happened? since about one year it has increased to an
• However, in the last 6 months, the order average of 3 months.
fulfillment time has increased and now it takes up
Goal Do we have any quantitative targets We need to decrease the waiting time as much
to 3 months to deliver the products
and deadlines to reach them? as possible. The customers will switch to
• The client’s customers are concerned with such a competitors in 6 months at most, if nothing
long waiting time and have informed the client changes.
that they will switch to its competitors if the
Business What exactly does the client do? Yes, that’s correct. Delivery is outsourced and
delivery time issue is not resolved. model I suppose they buy the steel and is made by distributors using trucks, trains and
• Questions for the candidate: make the pipes according to the ships.
– Why has the waiting period increased? customers’ specification
– What can the client do to address the Industry Have those delays been observed in Not that we know of.
problem? other players as well?

• After the Clarification Questions, tell the candidate the client sent us Exhibit D.
• Show it to the candidate and ask them to take a screenshot for later.

H I G H B R I D G E 6
Tubes Inc.: Exhibit D

Orders
# k tons/year
120

100
100

80
80
70
Client A
60 Client B
50 50 50 50 Client C
40 40 Other
40
30
20 20 20
20
10

0
2018 2019 2020 2021

H I G H B R I D G E 7
Tubes Inc.

Identify the root-cause of increasing waiting period Intermediate conclusion

• The candidate should recognize the success of the client but “I will check our Operations to
acknowledge that this fast growth might be causing bottlenecks in pinpoint the quantitative root-
our process. cause of this increase in waiting
• Invite the candidate to produce their structure. time, unless you have any other
preferred approach.”
• They should propose diagnosing the issue quantitatively first.

H I G H B R I D G E 8
Tubes Inc.: Suggested Structure
The candidate should:

1. Align with the interviewer before taking time to structure the approach to
isolate the quantitative root-cause (which step(s) are taking longer than before
and are likely to be causing the delays)
2. Layout a supply chain structure
3. Guess as much as they can what the steps of this chain are
4. Mention they need data on the time at each step and how it has changed in the
last year Receiving the raw materials (e.g. steel)

Inbound/supplies Storing the raw materials

Retrieving the raw materials for production

Cutting the steel plates

Bending the steel plates into tubes
Supply Chain Manufacturing Welding the tubes
Polishing the tubes
Cutting the tubes to the specified length

Storing the tubes

Outbound/distribution Loading trucks/trains/ships
Unloading at the customer site
H I G H B R I D G E 9
Tubes Inc.

Identify the root-cause of increasing waiting period Intermediate conclusion

• Regardless of whether the candidate used a Supply Chain or any other type of “We’ve established that our demand has
structure, tell them: grown beyond our ability to supply and
– Nothing has changed in the maximum capacity of the manufacturing now we’re operating at 100% capacity
process utilization.
– However, demand (orders) has increased very fast and now we are My next step would be to look closer at
operating at 100% capacity utilization. the manufacturing process: people,
– To simplify the problem, tell the candidate to consider that the entire machinery, process and supplies, to try
manufacturing is the bottleneck (no specific stage) to find what we can do to widen the
bottleneck.”
• Ask the candidate: what would you do next?
• If they don’t suggest structuring the reasons why we have this operational
bottleneck, ask them directly to do so.

H I G H B R I D G E 10
Tubes Inc.: Suggested structure
The candidate should:
1. Use a qualitative framework to understand the root-causes of the bottleneck to try to widen it
2. After presenting, they should pick the most likely 1st level branch to contain the problem to start the investigation (with a hypothesis)

Inapt
People
Understaffed “Checking all those boxes would
ensure personnel is not the cause
Undertrained of the bottleneck”
People
Undersupervised

Underequipped
Machinery
“I imagine there are complex
Undermotivated machines in this factory. We have
Full capacity to check if we are really
# of machines exhausting all their potential
Maintenance issues/ capacity”
Breakdowns
Bottleneck Machinery Process
Technology Preparation time
Maximum yield (24/7) “Even with enough people and
Output/machine Other Factory closed machinery, we might not be
efficient enough in the process,
% current yield Downtime Maintenance and have to ensure we’re doing
everything the best way possible”
Energy interruptions
Lacking Missing steps
Process Other Supplies
Poor design Excess steps (waste)
“We already established that
Quality Wrong step order manufacturing is the problem, but
Supplies I’d still check if it’s not really our
Timing Lack of backup suppliers’ fault”
H I G H B R I D G E 11
 Tubes Inc.

Identify the root-cause of the bottleneck

• If the candidate didn’t present a PMPS framework tell them we have data on those 4 areas (People-Machinery-Process-Supplies)
• Ask the candidate which one they would like to see first, and why (check if the reason is well-explained, if not take note and give feedback later for the candidate to
improve the reasoning behind their data request)
• Show the requested exhibit and ask the candidate to take a screenshot
• Progressively show the other exhibits upon request. If the candidate tries to dig deeper in any of them, say you don’t have the data and offer all the other exhibits instead

Insights:
People (Exhibit P1):
1. The client is hiring more and more
people to keep up with the demand.
2. In the last year (2021) our workforce
has clearly not grown as fast as
demand.
3. Maybe we should have hired more
people, or maybe the scarce resource
is not labor.
4. The decreasing output per worker can
indicate that we are actually
overstaffing our factory over time.
5. The factory is already running 24/7 so
adding extra shifts is not a solution to
increase output.
Machinery (Exhibit M):
1. Out client progressively added new
machines until 2020, and then stopped
2. The machines are producing the exact
quantity that is demanded (#machines x
average output per machine = demand),
except for 2021, where demand far
exceeded the machinery’s capacity
3. The client might have failed to add more
machines when it was time to do so, or
maybe the factory is already full
4. The maximum potential per machine and
the downtime are constant. Downtime
improvements are a small lever, we
should not focus there
Process
1. Based on the available data, we
can conclude that there’s no
need for process improvement
(not the likely bottleneck)
Supplies
1. Based on the available data, we
can conclude that there’s no
need for supplies improvement
(not the likely bottleneck)
2. The client doesn’t always order
exactly what they need
(sometimes they overstock) but
that’ not a cause for a
bottleneck.

• After checking all the exhibits, the candidate should conclude that we need to do something about the machinery
• Invite them to structure some options
H I G H B R I D G E 12
Tubes Inc.: Exhibit P1

People (workers)
Number of workers and Factory Operating Hours
output/worker Per day
2000 100 30

1800 1.900 90

1600 80 25
1.666
24 24 24 24
1400 70
1.444
20
1200 60

1000 50
1.000 15
800 40

600 30
10
400 20

200 10 5
0 0
2018 2019 2020 2021
0
No. of workers Output/worker 2018 2019 2020 2021

H I G H B R I D G E 13
Tubes Inc.: Exhibit M

Machinery

2018 2019 2020 2021

Number of machines 6 7 8 8

Average output/machine
16.6 18.6 18.8 19
(k tons)

Maximum potential1 capacity

120 140 160 160
of factory (k tons)

Downtime (minimum
5% 5% 5% 5%
maintenance requirements)

1 Running 24/7
H I G H B R I D G E 14
Tubes Inc.: Exhibit P2

Process

• The client is distinctive in process design and management

• In 2020, they hired High Bridge Consulting to deliver process optimization, which was completed sucessfully

H I G H B R I D G E 15
Tubes Inc.: Exhibit S

Supplies

Steel 2018 2019 2020 2021

Orders (k ton) 120 115 170 140

Delivered (k ton) 120 115 170 140

Average delivery time (days) 15.7 14.4 16.2 14.1

Returns (k ton) 5 0 0 0

H I G H B R I D G E 16
 Tubes Inc.

Identify the best options for Tubes Inc.

• Ask the candidate: What are the options that Tubes Inc. has to solve the machinery bottleneck?

Identify the best options – suggested answer Intermediate conclusion

“Outsourcing is the best possible short-
Do nothing Client will lose its clients due to longer waiting periods.
term option, because it allows both
preventing clients from switching and
Negotiate a longer
It is highly unlikely to negotiate a longer waiting period. continuing to grow in the long run.
waiting period
Work with
demand Possible, but might hurt revenue and/or profit considering Then, perhaps we can evaluate building
Sell to less clients the client has a small number of large clients. a new factory.
with increased price Tubes are a commoditized product so it’s difficult to
Solve the increase the price.
Next, we need to identify the best
machinery Increase Operation efficiency is already high and outsourcing option.”
bottleneck efficiency there’s not much room for improvement.

Enlarge the The current factory can only host 8

Internal resources
existing factory machines

Build a new Possible, but it would take 2-3 years to

Work with build. This could be a long-term solution.
factory
supply
There are some potential target firms for
M&A M&A, but it’ll take 8-10 months and it
requires large funding.
External resources
Can strike an outsourcing contract in short
Outsourcing time. Tubes are commodity products.

H I G H B R I D G E 17
Tubes Inc.

Find the best outsourcing partner

• Tell the candidate: The client has decided to pursue the outsourcing opportunity

• Which company should the client choose for outsourcing, considering they want to have one single partner
to achieve better economies of scale?

• Show Exhibit 1

H I G H B R I D G E 18
Tubes Inc.: Exhibit 1

Possible outsourcing partners

Max Capacity
Company location Current Capacity Utilization
(k tons)

Russia 500 95%

India 400 40%

Argentina 100 50%

Azerbaijan 80 30%

South Africa 80 20%

H I G H B R I D G E 19
Tubes Inc.

Guide and suggested answer Intermediate conclusion

“India is the only partner able to
• The candidate should do some quick calculations and identify the Indian factory is
supply the client’s excess demand.
the only partner that can absorb alone all the extra demand they have, also
taking into account that this demand is likely to grow further in 2022, if the trend Next, we have to check what deal
continues. we can offer them and if they are
Supply Capacity interested in the negotiation.
Demand (potential partners)
Then, we would have to perform
Demand in 2021 = 250 k tons due diligence to check if all
𝐴𝑣𝑎𝑖𝑙𝑎𝑏𝑙𝑒 𝑐𝑎𝑝𝑎𝑐𝑖𝑡𝑦 = 𝑀𝑎𝑥 𝑐𝑎𝑝𝑎𝑐𝑖𝑡𝑦 ∗ 1 − 𝑢𝑡𝑖𝑙𝑖𝑧𝑎𝑡𝑖𝑜𝑛 𝑟𝑎𝑡𝑒
conditions for the partnership are
Client capacity = ~150 k tons
Clearly, only India can do it. met.”
Shortage in 2021= ~100 k
No need to calculate others.
tons
India 𝐴𝑣𝑎𝑖𝑙𝑎𝑏𝑙𝑒 𝑐𝑎𝑝𝑎𝑐𝑖𝑡𝑦 = 400 k * (1-40%) = 240 k tons

Demand in 2022/2023 = if
trend continues, it’s likely to
be higher than 300k tons, so
shortage will be min 150 k
tons/year

H I G H B R I D G E 20
Tubes Inc.

Brainstorming Question
• The client is preparing a proposal for the Indian partner. Who do you think has more bargaining power when negotiating the price for the tubes?

Guide and suggested answer

The answer might contain some of the following elements
You can challenge the candidate and ask the “why” behind any of their arguments to validate their reasoning.

India Factory position Tubes Inc. position

• Financial performance of the Indian factory (e.g., losing money?) • Ability of Tubes Inc. to engage with different partners (even if fragmenting
• Growth prospects of the demand for the Indian factory (increase utilization soon) orders)
• Other potential partners for the Indian factory and their size (competition for • Threat to Tubes Inc. of losing current customers
Tubes Inc.)
• Potential of the Indian factory to produce other kinds of products with the same
factory (increase utilization soon)

Share with the candidate:

• The Indian factory was built 5 years ago in anticipation for very high demand from India and China, but due to slower economic growth this demand didn’t
materialize.
• The factory currently has a very low profit margin.
• There are two other global companies considering outsourcing to this Indian factory.
So-what
• Candidate should understand that in this situation the client has a relatively high bargaining power when negotiating outsourcing.
• However, there might be competition from other players, and those alternatives give the partner some power too
• The client might want to move fast in the negotiation
H I G H B R I D G E 21
Tubes Inc.

Brainstorming Question
• What are the pros and cons (risks) of Acquiring vs. Outsourcing to the Indian factory?

Suggested answer
Acquiring Outsourcing
Pros • Increase market share and enhance competitive positioning • No funding required
• Capture economies of scale • Fast to start
• Decrease global competition • Higher bargaining power
• Win additional clients bought with the company

Cons/risks • Company might not be available for acquisition or price might be • Strengthens a potential competitor
unrealistic • Might lose intellectual property if tubes are special
• Requires large funding and entails more risks of loses • Less sustainable in meeting the growing demand if the Indian factory
• Takes longer time (e.g., negotiation, due diligence etc.) goes bankrupt
• Integration complexity
– Challenges in cultural fit between the parent company and the
acquired factory
– Regulation differences
• Currency rate risk

H I G H B R I D G E 22
Tubes Inc.

Final recommendation
Questions: Why has the waiting period increased? What can the client do to address the problem?
Recommendation – I recommend the client outsource manufacturing to the Indian partner in the short run and evaluate building a new
factory for the long run.
• Argument 1: Outsourcing is a short-term solution that will prevent the client’s customers from switching to competitors.
• Argument 2: The Indian partner is the only one that can absorb all the excess demand, at least in the short run.
• Argument 3: The Indian factory’s low profitability and our client’s strong brand puts our client in a strong negotiation position.
Risks:
• Quality of tubes made at the Indian factory might be lower
• Indian factory might go out of business
• Other firms might strike a better deal and pre-empt our client’s move
Next steps:
• Design a negotiation strategy to approach the Indian partner
• Develop alternatives
– Distribute the volume to different partners
– Check the attractiveness of acquiring factories
– Check the attractiveness of building a new factory

H I G H B R I D G E 23
Jobs in Athens

Key data
Industry Government
Level of
Medium
difficulty
Decision
Type
Opportunity assessment
Business Public sector
concepts Growth strategy
Economic impact

H I G H B R I D G E 25
Jobs in Athens
Case Abstract (for Interviewer only)
Summary
• Jobs in Athens is a case about an economic
revival plan led by the greek government.
• This is a public sector case combined with
Growth Strategy & Economic Impact
analysis.
Case Questions
1) Structuring question: “How to revive Athens economically?”
2) Graph question: “What can we learn from the data about
companies in Athens?”
3) Math question: The math question requires the candidate to take
initiative in analyzing the exhibit with a key question in mind:
“which project can bring the most jobs and maximize CAPEX?”
4) Brainstorming Question: “Which project fits the goals of the
Economic Department and what are additional benefits and
concerns for each of them?”
H I G H B R I D G E 26
Jobs in Athens

Case question Possible clarification questions i

• Our client is the Economic Department of Category Question Answer
the Ministry of Development and
What Exactly What was the cause of We haven’t got the data yet.
Investment in Athens, Greece.
Happened? unemployment?
• The Agency is tasked with growing the
economy of the region. Goal Does the client have a Yes. The client wants to create 2,000
specific goal? jobs and bring in at least 80 M EUR in
• Athens has been struggling recently with a CAPEX in the next year.
high unemployment rate and workforce
emigration.
CAPEX stands for Capital Expenditures
• The Economic Department has asked us: - in other words, investments.
“How to revive Athens economically?” Goal Are there any specific No
conditions to consider
about the economic
growth?

Are there any other side

goals?
Industry Are neighboring regions Yes, the country is not in the best
struggling too? shape. But let’s focus on Athens

H I G H B R I D G E 27
Jobs in Athens

Graph question

• After the prompt, tell the candidate that the client has shared some data on the companies in
Athens.
• Show the candidate Exhibit A and Exhibit B.
• Ask the candidate: “What can we learn from the data?”

H I G H B R I D G E 28
Exhibit A Newly created companies
Companies that went bankrupt
Companies that left the city

Numbers of companies in Athens

2014 to 2019
3k
60
Numbers of companies

2.5k
50

40
2k

1.5k
30

1k
20

0.5k
10

0
2014 2015 2016 2017 2018 2019
Year
H I G H B R I D G E 29
 Very large (500+)
Exhibit B Large (101-500)
Medium (11-100)

Company size breakdown Small (1-10)

100 %

80

60

40

20

0
2014 2015 2016 2017 2018 2019

H I G H B R I D G E 30
Jobs in Athens
Interviewer only

Graph question

From Exhibits A and B, the candidate can conclude that:

• The number of companies going bankrupt and leaving is quite constant – perhaps we can try to do
something to decrease those numbers
• Number of companies being created > Number of companies that went bankrupt + companies that left
• However, when we look at the company size breakdown, we can conclude that new companies being
created are likely to be small companies
• Conversely, it’s likely that the ones leaving or going bankrupt are larger companies.
• Hence, the net number of jobs in the region is likely to be decreasing.

If the candidate does mention the number of jobs, ask them directly: “What do you think is happening to
employment/number of jobs?”

H I G H B R I D G E 31
Jobs in Athens
Interviewer only

Structure question

• Ask the candidate: “How can the client attract more existing companies to migrate to the region?”

An experienced candidate would check for any constraints before structuring:

• What powers does the Economic Department have?

– Assume the Economic Department has all powers of the Government – to create incentives, make any
Government decision etc

• If they don’t check the above, you can discuss in the feedback the important to check what CAN the client
do/what are their powers – especially in the public sector

H I G H B R I D G E 32
 Cash grants
Jobs in Athens Direct Payroll direct help
Suggested structure
Other

Financial Tax reductions or exemptions

incentives
Indirect Zero or low interest loans

Other

Marketing campaigns for companies

How to attract Provide visibility for
companies? the region
Marketing campaigns for qualified immigrants

Implement fast-track processes

Simplify bureaucracy
to open Simplify documentation

Nonfinancial Remove any other barriers

incentives
Reinforce institutional framework
Improve environment
to do business
Living environment (infrastructure, poverty, crime, …)

Improve quality of life to attract/retain

Attract/develop
Improve education to develop talent
human capital
Simplify immigration processes
H I G H B R I D G E 33
Jobs in Athens
Interviewer only

Math question
Share with the candidate the following information if not discussed yet
• The Economic Department has a special fund of 20 M EUR with the main goal of incentivizing companies to move their
business to Athens.
• The Economic Department has launched a bid to attract projects and has pre-selected four high-potential projects
• The Division wants to spend all the 20 M EUR on one project and get the best economic effect possible.
• Selection criteria include potential CAPEX from the project and number of jobs created: direct, indirect and
induced.
– Direct jobs are those created by the new companies/new commercial enterprise
– Indirect jobs are those created as a result of the new companies’ spending on goods and services, such as suppliers
– Induced jobs are those created by the spending of the new companies’ employees within the region, such as hotels
and restaurants
Provide candidate with Exhibit C, and ask “How many jobs can be created in each of the projects?”
The candidate should clarify about job multipliers:
• E.g., if a project offers 10 direct jobs, a multiplier for indirect/induced jobs of 1.5 means that, there are 1.5*10 = 15
TOTAL jobs including the 10 direct jobs + 5 indirect/induced

H I G H B R I D G E 34
Exhibit C
Projects under consideration

Job multiplier Job multiplier

CAPEX
Name Industry Direct jobs for for
(€, MM)
indirect jobs induced jobs

Silicon Valley 2.0 Software Development 200 140 4.2 2.6

Buildmaster Retail chain of DIY stores 560 32 1.4 1.2

Capital-intensive
Factoree 140 840 7.0 2.0
manufacturing

Foody Food delivery 1040 8 1.1 1.05

H I G H B R I D G E 35
Jobs in Athens
Interviewer only

Math question
• The candidate should calculate the # of indirect and induced jobs by multiplying numbers of direct jobs by the multipliers.
• The trick here is to recall the definition of the job multiplier
– To calculate the # of indirect (or induced) jobs, the candidate can subtract 1 from the multiplier and multiply it by the direct jobs.
– e.g. for Foody, indirect jobs = 1,040*(1.1-1) = 104. induced jobs = 1,040*(1.05-1)=52
• Total jobs = (# of direct jobs) + (# of indirect jobs) + (# of induced jobs)
– e.g. total jobs for “Foody” = 1,040 + 104 + 52 = 1,196

Job Job
CAPEX (€, multiplier multiplier
Name Industry Direct jobs Indirect jobs Induced jobs Total jobs
MM) for indirect for induced
jobs jobs
Silicon Valley Software =200+640+320
200 140 4.2 2.6 =200*(4.2-1) = 640 =200*(2.6-1) =320
2.0 Development =1,160
Retail chain of DIY =560+224+112 =
Buildmaster 560 32 1.4 1.2 =560*(1.4-1) = 224 =560*(1.2-1) = 112
stores 896
Capital-intensive =140+840+140
Factoree 140 840 7.0 2.0 =140*(7.0-1) = 840 =140*(2.0-1) = 140
manufacturing =1,120
=1040+104+52 =
Foody Food delivery 1040 8 1.1 1.05 =1040*(1.1-1) = 104 =1040*(1.05-1) = 52
1,196
• The candidate should comment on the following observations:
– There is no single project that can enable the client to reach its goal of creating 2,000 jobs in a single year.
– In addition, projects Buildmaster and Foody do not meet the CAPEX goal stated by the client, so the choice is between Silicon Valley 2.0 and Factoree.

H I G H B R I D G E 36
Jobs in Athens
Interviewer only

Brainstorming question
• Ask the candidate: “Which projects fits the goal of the Economic Department best and what are additional benefits and concerns for each of them?

Brainstorming Interviewer Guide

• Given that both Silicon Valley 2.0 and Factoree meet the CAPEX goal, and the two projects have similar # of new job created, the candidate should create a framework
(e.g., a pros & cons analysis, a chart, or other formats) to determine which project to choose.
• If time permits, the interviewer can test the candidate by challenging his/her reasoning; it is important that the candidate should not easily change his/her opinion
(similar to a pressure test or a tough meeting with a client).
Suggested answer

SILICON VALLEY 2.0 FACTOREE

# of jobs 1,160 1,120
CAPEX (€, MM) 140 840
Benefits • Software developers have above-average salaries • High CAPEX can mean the project is more likely to stay there
• Less requirements for infrastructure investment (compared to Factoree) • Higher potential to create indirect/induced jobs

Concerns • There might be less well-trained employees available
• IT companies are highly mobile and might migrate out of the city
• The business owner might want to locate its company in an already
prosperous areas
• High indirect jobs multiplier suggests a strong reliance on other
businesses, which could be risky
• Manufacturing projects are highly competitive and other
regions/countries might offer better incentives than the client
• May take a longer time to deploy the manufacturing facilities

H I G H B R I D G E 37
Jobs in Athens

Final recommendation Option 1: Silicon Valley 2.0

Question – «How can we increase employment in the region?» and «How can we increase capital expenditure (CAPEX) in the region?»
Recommendation – The Economic Department of the Ministry of Development and Investment in Athens should invest €20 MM in Silicon
Valley 2.0

• Argument 1 – Project will bring in 1,160 total jobs to the region

• Argument 2 – Potential CAPEX increase in the region is € 140 MM
• Argument 3 – Highly skilled talents would be imported with high wages and educated backgrounds
Risks

• Smaller CAPEX can lead to less incentive for firms to stay in the long run
• Trained employees might be unavailable

Next steps

• Develop detailed and strategic implementation plan for the chosen project
• Provide strong incentives (e.g., social benefits, promotions for touring Athens) to attract highly skilled software developers from other
countries

H I G H B R I D G E 38
Jobs in Athens

Final recommendation Option 2: Factoree

Question – «How can we increase employment in the region?» and «How can we increase capital expenditure (CAPEX) in the region?»
Recommendation – The Economic Department of the Ministry of Development and Investment in Athens should invest €20 MM in Factoree

• Argument 1 – Project will bring in a total of 1,120 jobs to the region

• Argument 2 – Potential CAPEX increase in the region is € 840 MM
• Argument 3 – Higher potential to create indirect and induced jobs

Risks
• High indirect jobs multiplier suggests a heavy reliance on other businesses
• Other regions/countries might offer greater incentives than the client, making our client’s offer less competitive
• Others, including the ones mentioned in the “Concerns” in the Brainstorming slide

Next steps
• Seek additional funds and non-financial incentives to support other businesses that can create indirect jobs and induced jobs
• Assemble a more attractive package (both financial and non-financial benefits) or use testimonials

H I G H B R I D G E 39
 Next-Generation
Consulting Bootcamps

HIGH BRIDGE MANAGEMENT ACADEMY UG

Lohmühlenstraße 65, 12435
Berlin, Germany
highbridgeacademy.com
hello@highbridgeacademy.com
40
 Secret Weapons for Step-By-Step
Free Case Interviews 7 Skills Method
workshops 3 pm CET (75-min) 5.30 pm CET (75-min)
• What to do to on minute 1 to • Learn the unique 7 Skills
Acclaimed by over make your interviewer cheer for Method and how to apply it on a
3,000 candidates your success in the interview real Profitability case
• How to control nervousness and • Solve an interactive case live
project confidence throughout and receive a professional
the interview McKinsey-level feedback
• What are the pitfalls that make • Gain business sense to impress
even excellent candidates bomb senior partners in your
the interview and trigger a consulting interviews
9 October 2021 rejection

Saturday Save your seat

H I G H B R I D G E 41
Watch Our
Bootcamp
Curriculum

H I G H B R I D G HE I G H B R I D G E 42
 A Trying to get a great job after college? Or attempting to switch careers to something new?

We‘ve been there.

letter It’s a lonely and difficult transition. If you stop to think about it, no one really offers the support
you need…

Upon starting a high-performance career, the skills gap is so enormous that we are left profoundly

from the discouraged and stretched.

This journey has been broken for so long that people cannot even see a world that is different.

founder We do. And we are building it.

High Bridge offers the leading Consulting Bootcamp to get you a top job and acquire the right set of
skills and mindsets to thrive when you join your dream company.

Believe us, getting the offer is not everything you need to secure success.

Speaking of success: our Bootcamp works. That’s why we offer a “pay later” model. There are no
risky upfront payments. With our Income Share Agreement (ISA) you settle your tuition only after
you start earning a comfortable salary.

In summary, we made joining the Consulting Bootcamp a risk-free and easy decision for you. High
Bridge is an inclusive bootcamp with social impact that is fully committed to your success.

We look forward to seeing your application.

Flavio Soriano
flavio.soriano@highbridgeacademy.com

H I G H B R I D G E 43
 You…
…are determined to get a great consulting job

…are facing massive and increasing competition:

only the top 1% gets hired TOP
CONSULTING
…are looking for the absolute best solution CAREER
and will not risk your future

100% tailored for a top Live and engaging Fully aligned with your
consulting career delivery, based on objectives via a “pay
practice later” model*
* Income Share Agreement – keep scrolling for more information
H I G H B R I D G E 44
The High
Interview
60 min

Bridge Application
High Bridge
Offer
Promotion to
Manager

Journey
Fee Payment
Module 3
Bootcamp Consulting
Online Module 1 Leadership School
Assessment Immersive Case 4 weekends
45 min Interview Course
7 weekends 12 to 30 months later

Alumni Job Start

CV Masterclasses
Screening (payment starts)
(up to 48
months)

1 to 6 Module 2
months Consulting
later Readiness
2 minutes
Job Program
Offer 6 weekends

H I G H B R I D G E 45
 A TEAM OF 50+
Ex-McKinsey,
Bain, & BCG
FULLY FOCUSED ON YOUR SUCCESS consultants

Flavio Soriano Chris Caira Diana Denke Albert Michael Ruske Christal Wang Alessandro
Ex-McKinsey Ex-McKinsey Ex-Bain Rodriguez Ex-BCG Ex-Bain Morita
Ex-BCG Ex-BCG

Nicolas Daniel Swann Akina Adriano Paez XiaoouLiu Guillem Rojo Bruno
Constantinesco Ex-McKinsey Yoshioka Ex-Bain Ex-McKinsey Ex-BCG Ferreira
Ex-McKinsey Ex-Bain Ex-Bain

Nathaniel Bruno Dias Bruno Costa Tommaso Sakina Haider Justus Mridul Arora
Chandra Ex-BCG Ex-McKinsey Quagli Ex-BCG Schmüser Ex-McKinsey
Ex-McKinsey Ex-BCG Ex-McKinsey

High Bridge does not guarantee any specific Faculty member in a given edition of the
bootcamp, but the instructors will always have a background in top consulting companies.

H I G H B R I D G E 46
 TESTIMONIALS

What our students are saying

Watch Watch Where are our students
Avi Devon getting hired
LSE Isenberg

“High Bridge exceeded my Hizkia “The curriculum is Taka

expectations time and time UI
again. The bootcamp
helped me develop by ”My experience at High
challenging me constantly” Bridge Management
Academy has been very
good (…) Their delivery is
Watch
simply brilliant.”
Lisa
intuitive and I love the way
it is structured (…) sessions
gave us a great insights”
Watch
Mirko
LBS
“I applied many of the
learnings at High Bridge
during my internship and
it definitely had been
paying off.”

CEMS IMD
Mohamad Watch
“Having the privilege to
HEC
” There's a diverse pool of Yan
learn with ex-MBB teachers (…) I could get SBS
consultants has been ”It exceeded my different perspectives in
priceless.” expectation (…) It has order to improve my “High Bridge is there to
definitely changed a lot of personal development.” help you with your case
things in my problem- interview (…) not only for More Stories
solving skills and the way the basic cases but also
that I approach problems.” for the advanced ones.”
H I G H B R I D G E 47
 Curriculum
Presentation
48
 THE HIGH BRIDGE CONSULTING BOOTCAMP

All You Need to Take Off in Consulting

Module 1 Module 2 Module 3

CIC CRP CLS

Immersive Consulting Consulting
Case Interview Readiness Leadership
Course Program1 School2

70h 60h 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
11 2between months 12 and 30 of employment 49
toH6 months
I G H after receiving
B R I theD job
G offer
E
 01

Immersive Case 70 Distinctive Skills

Case Library Drills
Q&A
Channels
Interview Course

hours
Immersive Case

Interview Course
7 Skills Other Skills
Listening, Recap Business Sense
Series, including: Estimations
BE SMART & Clarifying
02 Business for Case
Structuring 1 & 2 Interviews 1 & 2 Personal Fit
Consulting Readiness

Public Sector for Pyramid Principle

Tables & Graphs
Program

Case Interview

GAIN SKILLS Marketing for Advanced Framework

Math 1 & 2 Case Interviews Building 1 & 2

Supply Chain for Guides

Brainstorming
Case Interviews
03 Resumes & Cover
Letters
LEARN FROM THE BEST
Consulting Leadership

Synthesizing

Tests & Imbellus

School

“Case Interview skills are real consulting

skills that you will use in your daily role”
Math Agility
Flavio Soriano, Founder
High Bridge’s specific curriculum can change over time H I G H B R I D G E 50
 01
WHEN
Interview Course
Immersive Case

Weekends*
7
Immersive
Case Interview to guarantee you
Course are at your best
02
for interviews
Consulting Readiness
Program

03
Workload Saturdays 2 hours BREAK 2 hours BREAK 2 hours
+
4-7h weekly
Consulting Leadership

assignments
Sundays 2 hours BREAK 2 hours and peer case
School

practice

* Recordings will be available

in case of justified absences
H I G H B R I D G E 51
 01
Module 1 Applications
Selection
Interview Course

Next Editions
Immersive Case

Bootcamp Module 1

2021 2022
FULL
Sep Oct Nov Dec Jan Feb SCHEDULE

02
Oct 11-
Class 8 Sep 1-Oct 10 Oct 30-Dec 12 North Atlantic
Consulting Readiness

Oct 27
Program

Dec 6-
Class 9 Oct 1-Dec 5
Dec 23
Jan 8-Feb 19 Eurasia

03
Dec 6-
Consulting Leadership

Class 10 Oct 1-Dec 5

Dec 23
Jan 15-Feb 26 Brazil
School

H I G H B R I D G E 52
 THE HIGH BRIDGE CONSULTING BOOTCAMP

Preparing to perform
Module 1 Module 2 Module 3

CIC CRP CLS

Immersive Consulting Consulting
Case Interview Readiness Leadership
Course Program1 School2

70h 60h 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
11 2between months 12 and 30 of employment 53
toH6 months
I G H after receiving
B R I theD job
G offer
E
 01

Consulting 60 Communication
Coaching
Anti-Burnout
Interview Course

hours Training
Immersive Case

Readiness Program
ACT Advanced Consulting Toolset PEL Project Experience Lab
Workstyles & High Initiative hypo-
ACHIEVE Stakeholder Performing
Problem
theses &
02 Management Mindsets
Definition
workplan
Consulting Readiness

Logical & Clear Top-Down Problem Data collection

Thinking Communi Structuring for initiatives
Program

Root-cause
Problem- Productivity Initiative
SHINE Solving Boost
hypotheses &
analysis
workplan

Data collection Initiative

for root-causes prioritization
03 M 2 Fu l l P r o g ra m
Diagnostic Recommen-
analysis dations
ENJOY
Consulting Leadership

TW tools Weekend
School

“We equip you to rock at your

new job, and enjoy the ride” Excel for PowerPoint for
Flavio Soriano, Founder Consulting Consulting
High Bridge’s specific curriculum can change over time H I G H B R I D G E 54
 01
Module 2 Bootcamp Module 2
Next Editions
Interview Course
Immersive Case

Editions (2x/year)

Every year
Sep Oct Nov Dec Jan Feb Mar Apr May June

02
End April – Early
Class End Sep – Early Nov
June
Consulting Readiness
Program

Also available
03 Attend the as a
module standalone
Consulting Leadership

after module
6
Job receiving a
weekends*
School

Prep job offer

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

H I G H B R I D G E 55
 THE HIGH BRIDGE CONSULTING BOOTCAMP

It’s time to manage a team

Module 1 Module 2 Module 3

CIC CRP CLS

Immersive Consulting Consulting
Case Interview Readiness Leadership
Course Program1 School2

70h 60h 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
11 2between months 12 and 30 of employment 56
toH6 months
I G H after receiving
B R I theD job
G offer
E
 01

Consulting 40 Your True

North
Career
Planning
Interview Course

hours
Immersive Case

Leadership School
Leadership Skills

REFLECT Setting Up Team Facilitating Decision-Making

02 for Success Meetings Biases
Consulting Readiness

Delegating Leveraging
Managing Stress
Individual Spikes
Program

Managing
Reviewing Situational
PREPARE Deliverables
Expectations &
Leadership
Morale

Motivation & Downward

Performance Feedback WHEN
03
Designed for after
PRACTICE Detailed Curriculum Under Development 12 to 30 months at
Consulting Leadership

the job to prepare

you to be a star
School

“Shining as a consulting manager takes a whole

manager
different skillset than that of associates”
Flavio Soriano, Founder
High Bridge’s specific curriculum can change over time H I G H B R I D G E 57
Tuition
Fee
58
Payment Terms
Application
You can be offered a seat for
Cash Tuition Fee or
Income Sharing Agreement (ISA) Selection
Process

Approval

Cash Tuition Fee Income Share

Offer Agreement (ISA) Offer

Cash Tuition Fee

can still be chosen

JOIN INFO
SESSION

* Tuition Fee Terms per Country H I G H B R I D G E 59

Discover High Bridge’s
Innovative
Payment Model 1 High Bridge awards
merit-based scholarships
Join Module 1 to outstanding
candidates
for $0 tuition

I ncome fee1

2 3
S hare Once you get a
top job, settle the Unlock
tuition in participation in

A greement installments Modules 2 and 3

1 If you are interested in individual coaching sessions during

the Bootcamp, a deposit of 100 USD is required (reimbursable)
H I G H B R I D G E 60
HIGH BRIDGE’S ISA Terms
Attended the Tuition Company tiers
High Bridge • 17% of the 1st year Tier 1
bootcamp compensation (Tier 1 to 4) McKinsey & Company, Bain & Company, Boston
• Capped at a maximum Consulting Group and their daughter companies

Got a job? fee (depending on Tier &

country) Tier 2
Internships don’t
Roland Berger, Kearney, Oliver Wyman, LEK,
No trigger the ISA Yes • Covers Modules 1, 2 and 3 Strategy&, Parthenon, Accenture, Monitor and other
consulting firms (self-declared management
consulting firm)

Settle the Tier 3

No tuition
tuition fee EY, PwC, KPMG, Deloitte, Amazon, Facebook, Apple,
fee
with caps Netflix, Alphabet (Google), Microsoft, Baidu,
Tencent and Alibaba.

Tier 4
Fortune 500 and Fortune Global 500 companies, and
Tier 1 Tier 2 Tier 3 Tier 4 Tier 5 post-Series B Startups (as per Crunchbase.com)
MBB Other Big 4 Fortune 500 Other
consulting & Big Tech & Series B+ Companies
firms Startups (No Tuition If you are already employed, the ISA Agreement is
Fee) only triggered if you get a job in a superior tier.

Click here to check caps (maximum possible fee)

H I G H B R I D G E 61
Cash Tuition Fee

Module 1 Module 2 Module 3

Immersive Case Consulting Consulting
Interview Course Readiness Program Leadership School

US$ 2,850 US$ 2,450 US$ 1,850

All Modules US$ 7,150 US$ 4,850

Payments can be made up to 3 installments

H I G H B R I D G E 62
Make a Great Investment in Yourself
With High Bridge
and a Consulting
CONSULTING COMPENSATION 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

Sources: Consulting compensation, average salaries

H I G H B R I D G E 63
 Without Individual High
Why Experts Coach Bridge
High Bridge?
50+ Faculty
members 100% Very high Average
from McKinsey, Bain Financial cost None
$120 – 250/hour (170h of training)
and BCG
Time effectiveness Low High High

Online interactive Method & Unpredictable Biased Comprehensive

training with Materials & outdated (one coach) (diverse Faculty)
individual
High
coaching unlocks Social Element Average Low
(engaged class)

High High Low

With the ISA, pay Risk (rejection) (cost) (pay after results)
$ 0 tuition
until you get Job Preparation None None Modules 2 and 3
a top job

Don’t gamble with your future: invest in yourself today

H I G H B R I D G E 64
Apply to
High Bridge
Applications Open!
4 Receive the High
Bridge Offer

3 Attend Interviews

2 Complete Online Assessment

1 Submit Application in 2 minutes

H I G H B R I D G E 65
 AN EXCITING CAREER

Do you really know the impact

you can make as a consultant?
WAT C H T H E V I D E O

66
To our future High Bridge is a gym to practice everything you
need not only to GET ahead but most importantly,

Highbridgers STAY ahead.

Our Bootcamp 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 67
 Next-Generation
Consulting Bootcamps

JOIN INFO
A P P LY SESSION

HIGH BRIDGE MANAGEMENT ACADEMY UG

Lohmühlenstraße 65, 12435
Berlin, Germany
highbridgeacademy.com
hello@highbridgeacademy.com 68
•
•
•

H I G H B R I D G E