KPMG Case Interview Examples: 8 Practice Cases With Worked Solutions (2026)

KPMG uses case work in interviews and assessment days, and its own careers pages describe that work in outline only. KPMG Denmark says advisory candidates receive "a case, relevant for the respective service line" that they can prepare before the interview or work on during it. KPMG New Zealand describes a half-day assessment with a group case study and a presentation. KPMG India says its case round "may be conducted as a written test or an interactive discussion". None of these pages publishes a sample case or an answer.

So this page does the part the firm does not: it gives you eight worked cases, written in the areas KPMG's strategy pages describe, which are cost and operating strategy, deal and integration work, transformation and growth. Each one has a prompt, clarifying questions, a structure, the math step by step, and a recommendation with a number in it. They are practice cases written for this page, not KPMG material. For the process, rounds and what your invitation controls, use the KPMG case interview guide.

KPMG practice cases at a glance

What a KPMG case looks like depends on your country and service line, and KPMG's own pages describe it only in outline. These are the format facts that have a source:

• Where the case sits. Denmark: advisory candidates get a service-line case before or during the second of three interviews (KPMG Denmark). Sweden: case studies are mainly part of an assessment day, and may be set in the final interview if you have not done one (KPMG Sweden).
• Live, written or group. New Zealand lists a group case study and a presentation on a half-day (KPMG NZ). India says written test or interactive discussion (KPMG India). The US early-career page describes two live video interviews with business leaders and a separate Ace the Case program (KPMG US).
• Interviewer-led or candidate-led. KPMG does not say. A coach in an April 2026 forum thread said candidate-led is more likely (PrepLounge); treat it as a report.
• Industries and case types. In the same thread, coaches expect cost, profitability and process cases in banks and insurers. KPMG's strategy pages name deal strategy, operating strategy and cost, and transformation (KPMG UK, KPMG Ireland).
• Math. KPMG states no math load. The coaches advise timed percentages, ratios and break-even.

Start free now: Bank Loan Operations is a financial services operations case: a bank is considering replacing branch and central loan checks with a central-only process, and you compare loan payoffs and screening costs. It has 7 questions, 2 with math, 2 exhibits, and fewer than 10 completed runs so far, so no median time yet. An AI interviewer runs it out loud, shows each exhibit when you reach it and scores the debrief. Your first full case is free when you create an account.

Case (style, industry)	Quant difficulty	Qualitative difficulty	The math you run	Median time
Bank Loan Operations (Independent, financial services). 7 (2 with math), 2 exhibits.financial servicesQuant difficulty hardQualitative difficulty mediumFewer than 10 runsTry free	hard	medium	Issued loans, contribution, profit by system	Fewer than 10 runsFewer than 10 runs	Try free
NorthStar Logistics Acquisition of RouteWave TMS (BCG, logistics software). 8 (2 with math), 4 exhibits.logistics softwareQuant difficulty mediumQualitative difficulty hard20 min· 19 voice runsTry free	medium	hard	EV/EBITDA multiple, maximum justified price	20 min19 voice runs20 min, 19 voice runs	Try free
MetroFresh Distribution Center Operations Turnaround (McKinsey, grocery distribution). 8 (4 with math), 4 exhibits.grocery distributionQuant difficulty easyQualitative difficulty hard23 min· 17 voice runsTry free	easy	hard	Picking capacity gap, EBITDA initiatives	23 min17 voice runs23 min, 17 voice runs	Try free
Ski Resort Equipment Cost Optimization (McKinsey, recreation). 9 (3 with math), 4 exhibits.recreationQuant difficulty hardQualitative difficulty medium46 min· 26 guided runsTry free	hard	medium	Season cost, post-cut cost, discontinuation loss	46 min26 guided runs46 min, 26 guided runs	Try free
GreenBite Snacks Profitability Reset (McKinsey, packaged snacks). 6 (2 with math), 2 exhibits.packaged snacksQuant difficulty mediumQualitative difficulty easy16 min· 56 voice runsTry free	medium	easy	Channel decline share, partial EBITDA recovery	16 min56 voice runs16 min, 56 voice runs	Try free

One is adapted from a consulting club casebook (Cornell Johnson); the rest were written for Road to Offer. The library has no case in KPMG's own style, so these are matched by case type to the cost, operations, deal and profitability work KPMG's strategy pages describe. None is KPMG's own material. More are in the case library, 92 cases in all. Every debrief scores seven categories: structure (25% of the score), quantitative analysis (20%), business judgment (15%), and problem understanding, exhibit reading, communication and synthesis (10% each), with feedback on every question. Median times come from completed runs between June 25 and September 22, 2026, and count runs, not people. Ski Resort runs in guided mode only.

What does KPMG say about its case interviews?

KPMG says a case can appear in an interview, on an assessment day, or both, and it sets the format country by country. The table lists only what each page states, checked November 5, 2026.

Two lessons carry across all of them. First, a "case" at KPMG can be a group exercise or a document you prepare, not only a live conversation, so ask your recruiter which one you have. Second, the pages repeat that Talent Acquisition will tell you what to expect. If your invitation also mentions an online test, the KPMG assessment test guide covers it, and the KPMG behavioral interview questions cover the fit half of the day.

What happens in a KPMG case study interview?

Prep sites report two to three interview rounds, with two interviews of roughly 30 to 45 minutes in round 1 and a case of about 30 to 45 minutes. KPMG publishes none of these figures; its Denmark page states three interviews for advisory candidates, as the table above shows. The reported numbers, checked November 5, 2026:

All four are prep vendors, not KPMG, and none states a sample size. Case Prep itself says formats vary by country, practice and level, and that not every role includes a case. Use these as a planning range, and use the KPMG case interview guide for the process and what to ask your recruiter.

What kind of cases should you practise for KPMG?

Practise cost, operations, deal and transformation cases, with a financial services angle, before generic market entry. That is a judgement from two kinds of source, and I label them so you can weigh them.

• KPMG's own strategy pages. KPMG UK describes three areas: grow, transact (integration, separation and joint ventures, "with a focus on synergies and standalone costs") and transform. KPMG Ireland describes operating strategy and cost work on cost reduction, efficiency and operating model design. KPMG Singapore lists commercial and operational due diligence and cost optimisation. These are service descriptions, not interview content, and the case you get depends on the team hiring you.
• Candidate and coach reports. In the April 2026 PrepLounge thread, coaches expected operations-heavy cases for a financial services strategy role (cost reduction, process redesign, efficiency at banks and insurers), with market entry and M&A less common. A prep vendor guide reports transaction-heavy cases and three candidate-led rounds. A 2022 thread in the same forum says candidates in the same office reported very different experiences. Treat all of it as indicative.

The eight cases below follow that map. Cases 1 and 2 are financial services operations, case 3 is margin recovery, cases 4 and 5 are deal work, case 6 is an operating model move, case 7 is growth and case 8 is a written-case exhibit read.

How to work each case

Read only the prompt, then cover the solution. Write your structure in two minutes, say your assumptions out loud, do the math on paper, and finish with a recommendation that has a number and a risk in it. Where a case gives a number that does not reconcile, say so. One coach in the April 2026 thread said KPMG values practical answers, so say what you would actually do on Monday.

Case 1: Cost-to-income reduction at a regional retail bank

Prompt. A regional retail bank has revenue of $1,200M and operating costs of $900M. Its board wants the cost-income ratio down from 75% to 65% within three years. How would you get there?

Clarifying questions. Is revenue assumed flat? What is in the cost base? Are there regulatory spend commitments that cannot be cut? What is the appetite for branch closures?

Structure. Start with the gap, then split it. Gap: at flat revenue, a 65% ratio needs costs of $780M, so costs must fall $120M, or 13.3% of the base. Then two branches: raise revenue (price, mix, cross-sell) or cut cost, with cost split by line and by lever. Add a third check: what the levers do to revenue and how long they take.

The numbers. The cost base and the levers you ask for:

The levers hit the target exactly: 54 + 36 + 18 + 12 = 120, so costs fall to $780M and the ratio to 65.0%.

The catch. Closing 20% of branches will cost some revenue. Say 2% of revenue is lost, $24M, so revenue is $1,176M. At 65% that allows costs of $764.4M, a gap of $135.6M. The same $120M of savings now delivers 780 / 1,176 = 66.3%. You need about $16M more.

Recommendation. Do not announce 65% on this plan. Sequence the levers by risk: back-office automation, vendor consolidation and procurement first ($66M, with little revenue risk), then the branch program, sized by the branch-level revenue each closure puts at risk. Ask for the one-time cost of each lever, because a $120M run-rate saving that costs $150M to deliver changes the timeline. Principal risk: customer attrition in closed-branch catchments.

Practice a bank economics case for KPMG

Financial servicesMedium

Practice the bank case

Case 2: Claims handling at a motor insurer

Prompt. A motor insurer handles 240,000 claims a year at an average cost of $310 per claim. Average settlement takes 22 days and customer satisfaction is falling. The COO wants it under 10 days and a lower cost per claim. What should the insurer do?

Clarifying questions. What is the mix of simple and complex claims? Where does the time go? What are the regulatory deadlines on payment? What is the tolerance for automated decisions?

Structure. Use the people, process, technology split the coaches recommend for operations cases, applied to the claim journey: intake, validation, approval, payment. Ask where the days and the dollars sit, and which claims are simple enough to automate.

The numbers. Total cost is 240,000 x $310 = $74.4M. The exhibit gives the claim mix and the days:

Check: 144,000 x $220 = $31.68M, and 96,000 x $445 = $42.72M, which sum to $74.4M.

Proposal: straight-through processing for simple claims, taking intake and validation from 11 days to 2 and payment from 4 days to 1, with a cost per claim of $130. Only 75% of simple claims qualify, which is 108,000 claims a year, 45% of the total.

• Saving: 108,000 x ($220 - $130) = $9.72M a year, which is 13.1% of the $74.4M.
• Payback on an $18M build: 18 / 9.72 = 1.85 years, about 22 months.
• Days for a qualifying claim: 2 + 7 + 1 = 10, exactly the target.

The insight. Only 45% of claims reach 10 days. The blended average is 0.45 x 10 + 0.55 x 22 = 16.6 days, nowhere near the target. The 7-day approval step is now the largest block and it is the same for every claim.

Recommendation. Build straight-through processing for simple claims: it pays back in under two years and fixes the largest cost pool. Then attack approval, with delegated authority limits and a fast lane for low-value claims, because without it the 10-day target is missed on average. Say the COO's target should be reset by claim type unless approval is redesigned. Risk: fraud leakage from automated approval, so keep a sampling control.

Practice a service operations case for KPMG

TravelHard

Practice the call center case

Case 3: Margin recovery at an industrial components maker

Prompt. An industrial components manufacturer has flat revenue of $400M but EBITDA margin has fallen from 14% to 10%. What happened and what should the CEO do?

Clarifying questions. Is volume flat or only revenue? Did price move? Which inputs changed? Any one-offs in the year?

Structure. Revenue (volume and price), then costs split into materials, labor and other. Because revenue is flat, the entire decline must sit in costs, so go to the cost exhibit first.

The numbers.

EBITDA falls $16M, and materials alone rose $16M, which is an 8% increase on $200M. Labor and other costs net to zero. So this is an input price problem, not an efficiency problem, and the first fix is pricing.

Testing a price increase. To recover $16M on $400M you would need a 4% price rise if volume held. Assume 5% volume is lost, 60% of labor is variable and the rest is fixed ($40M):

• Revenue: 400 x 1.04 x 0.95 = $395.2M.
• Materials: 216 x 0.95 = $205.2M. Variable labor: 60 x 0.95 = $57M. Fixed labor $40M. Other $44M.
• EBITDA: 395.2 - 205.2 - 57 - 40 - 44 = $49.0M, up $9M, not $16M.

Price recovers only part of the gap. A 3% saving on the remaining materials spend (205.2 x 3% = $6.2M) takes EBITDA to about $55M, or 14.0% of $395.2M.

Recommendation. Raise prices about 4%, led by the customers where the product is least substitutable, and pair it with a procurement program on materials. Check the 5% volume assumption with account-level data before committing, because every extra point of volume lost costs about $1.4M of contribution on these numbers. Risk: a price rise lands before the procurement saving does, so margin dips before it recovers.

Practice a margin recovery case for KPMG

RetailMedium

Practice the grocery case

Case 4: Do the synergies in this merger hold up?

Prompt. Your client acquired a competitor for a $150M premium over its standalone value, on the basis of $60M of run-rate cost synergies. The board wants to know whether the number holds. What do you do?

This is the shape of work KPMG UK describes under "transact", with a focus on synergies, so expect a version of it.

Structure. Take each synergy line, test its base and its overlap, then net out dis-synergies and one-time costs, then check timing and value against the premium.

The numbers. The target's cost base is $500M. Management's case against what you can support:

Calculations: SG&A 120 x 70% x 30% = 25.2. Procurement 250 x 40% x 6% = 6.0. So 43.2 of 60 is supported, 72%.

Now net the dis-synergies, say $4M a year of running two brands for longer: 43.2 - 4 = $39.2M.

Phasing and cost. Assume 25% of savings in year 1, 70% in year 2 and 100% in year 3, with $70M of one-time cost to achieve.

• Savings by year: 9.8, 27.4, 39.2, which is 76.4 cumulatively by the end of year 3.
• Cumulative savings pass the $70M cost to achieve during year 3.

Value check. At an assumed 8x, $39.2M of run-rate synergies is worth $313.6M. Less $70M of cost is $243.6M, which is 1.6x the $150M premium. The deal still creates value, but the margin for error is less than the headline suggested.

Recommendation. Tell the board to plan on $39M, not $60M, and to treat the procurement line as the one most likely to be overstated. Set a synergy tracker with an owner per line before day one. Principal risk: SG&A cuts in the first year drive out the people who run the integration.

Practice a deal value case for KPMG

HealthcareMedium

Practice the acquisition case

Case 5: Standalone EBITDA in a carve-out

Prompt. A group plans to sell Division B, with revenue of $300M and reported EBITDA of $54M. A buyer will ask what Division B earns on its own. What is the standalone EBITDA, and why does it matter?

KPMG UK describes separation work with a focus on standalone costs, and KPMG's UK strategy page lists a petrochemicals carve-out among its client examples.

Structure. Reported EBITDA, remove costs that do not travel, add costs the business needs on its own, adjust for lost scale, and then value the difference.

The numbers.

Standalone margin is 46 / 300 = 15.3%, against 18.0% reported. At an assumed 9x multiple the reported number would suggest 54 x 9 = $486M and the standalone number gives 46 x 9 = $414M. The $72M gap is the price of not doing the bridge: every $1M of standalone cost is $9M of price.

One-time and transition costs. Separation costs about $20M: IT separation $12M, legal entity $5M and rebranding $3M. While the buyer builds its own functions, the parent usually supplies IT and payroll under a transition services agreement, with a term and a fee.

Recommendation. Lead the sale with the $46M number and a documented bridge rather than letting the buyer find the $14M. Negotiate the transition term against how long standalone IT really takes, and decide who carries the $9M of allocated cost that stays behind at the parent: unless the parent cuts it, it becomes a stranded cost for the seller.

Practice a deal valuation case for KPMG

Consumer ElectronicsMedium

Practice the valuation case

Case 6: Moving transactional finance into a shared service center

Prompt. A group has four business units, each with its own finance team of 360 people in total at an average loaded cost of $85K. The CFO wants to centralize transactional work (payables, receivables, general ledger) in a shared service center. Is it worth it?

KPMG Ireland's operating strategy page lists operating model design and efficiency among the problems it works on, and this is a typical version of it.

Structure. Size what moves, what it costs in the new model, and what it costs to get there, then check risk and control.

The numbers. Today: 360 x $85K = $30.6M. Transactional work is 55% of the team, which is 198 people, or $16.83M.

In the shared center, productivity is 25% better and cost per person is $52K:

• People needed: 198 x 0.75 = 148.5, so 149.
• Cost: 149 x $52K = $7.75M.
• Saving: 16.83 - 7.75 = $9.08M a year, about 30% of the $30.6M finance cost.
• Remaining teams: 162 people x $85K = $13.77M, plus $7.75M for the center gives $21.5M.

With a one-time cost of $14M (severance, relocation, transition) the payback is 14 / 9.08 = 1.5 years, about 18 months.

Recommendation. Go, in two waves, starting with the unit whose processes are most standardized. The saving is real but it depends on the 25% productivity gain, which is the number to pressure-test: at only 10% the center needs 179 people and the saving falls to about $7.5M. Risks: control and audit quality during the move, knowledge loss when experienced staff leave before the transfer, and service levels to the business units.

Practice a consolidation case for KPMG

ManufacturingMedium

Practice the consolidation case

Case 7: Should a bank launch SME lending?

Prompt. A bank with no small business lending product is considering a launch. The CEO wants to know how big the opportunity is and whether it is worth the investment.

Clarifying questions. Which country and which SME segment? How is "SME" defined? What investment and capital limits apply? What share of SMEs already borrow?

Structure. Market (how many borrowers, what loan size), the bank's realistic share, then unit economics per dollar lent, then risk.

Sizing. Assume 600,000 SMEs, of which 25% borrow from banks and the average loan is $80K.

• Borrowers: 600,000 x 25% = 150,000.
• Loan market: 150,000 x $80K = $12B.
• A 3% share in year 5: $12B x 3% = $360M of loans.

Economics at $360M of loans. Net interest margin 4.5%, credit losses 1.2%, operating cost 1.8%:

That is 1.5% of the loan book. On a $12M launch investment, payback is 12 / 5.4 = 2.2 years after reaching full scale.

The insight. Profit before losses is 4.5% - 1.8% = 2.7% of loans, so credit losses of 2.7% erase profit entirely: 2.25 times the assumed 1.2%. SME credit quality, not market size, is the decision.

Recommendation. Enter, but as a staged pilot in one segment with strong data on repayment, and set a loss-rate trigger well below 2.7% for pausing. Ask for regulatory capital needs before approving, since that changes the return. Risk: adverse selection, because the SMEs that other banks decline are the ones that apply.

Practice a bank growth case for KPMG

Financial ServicesHard

Practice the bank growth case

Case 8: Reading a written-case exhibit, store formats

KPMG Denmark says the advisory case can be prepared before the interview, and KPMG India says a case may be a written test. If yours is a written case, you will spend most of the time on exhibits like this one.

Prompt. A retailer wants to improve profit and asks whether it should close its weakest store format. The exhibit:

Read the exhibit first. Revenue is 40 x 6.0 + 25 x 4.0 + 15 x 2.5 = 240 + 100 + 37.5 = $377.5M. Profit is 19.2 + 2.0 - 1.125 = $20.075M, a 5.3% margin. Format C loses $1.125M, so closing it looks like an easy win.

Ask the one question that decides it. How much of Format C's cost goes away if the stores close? Suppose $3M of its costs are central overhead that stays.

• Format C costs: 37.5 + 1.125 = $38.625M, of which $35.625M is avoidable.
• Closing removes $37.5M of revenue and $35.625M of cost, so profit falls by $1.875M, from $20.075M to $18.2M.
• Margin rises slightly, from 5.3% to 5.35% (18.2 / 340), while profit falls. A margin target would make the wrong call here.

Recommendation. Do not close Format C on the current numbers. It makes a $1.875M contribution toward costs that stay, so first try to fix it: renegotiate leases, convert the weakest stores to the cheaper format B model, and close individual stores where avoidable cost exceeds revenue. Write the headline for the page first: "Closing Format C lowers profit by $1.9M because $3M of its cost stays." The same headline-first habit decides a timed written case.

Practice a retail profit case for KPMG

Retail and ConsumerMedium

Practice the retail profit case

How long is a KPMG written case, and how many slides?

Prep sites report a packet of roughly 20 to 40 pages, 45 to 60 minutes to build 4 to 6 slides, and 15 to 20 minutes to present. These are reports, not KPMG figures, and the sources do not say what they are based on.

Case Prep adds that a written case is common in the second round at many advisory and consulting offices. CaseBasix gives no page count or presentation time. Taken together, the ranges leave about 1 to 3 minutes per page (45 / 40 to 60 / 20), which is why Case 8 trains exhibit reading first. Your invitation overrides every number here.

KPMG case interview math check: 4 timed questions

Give yourself 8 minutes for all four, with no calculator, then check the steps. These are practice numbers written for this page, not KPMG questions.

1. Price and volume. Given: last year's revenue is $50M. Price rises 8% and volume falls 5%. What is the new revenue, and by what percent did it change?
2. Break-even. Given: price $15 a unit, variable cost $9 a unit, fixed cost $420K a year. How many units break even?
3. Margin. Given: revenue $150M and total costs $132M. What is the operating margin?
4. Merger back office. Given: two banks spend $60M and $35M on back-office functions. Case assumption: the combined function costs $78M. What is the annual saving, as $M and as a share of combined spend?

Answers.

1. Multiply, do not add: 1.08 x 0.95 = 1.026. Revenue rises 2.6% to $51.3M ($50M x 1.026). Adding the changes gives +3%, which is the common slip.
2. Contribution is $15 - $9 = $6 a unit. Break-even is 420,000 / 6 = 70,000 units. Check: revenue 70,000 x $15 = $1.05M, and costs 70,000 x $9 + $420K = $630K + $420K = $1.05M.
3. Profit is $150M - $132M = $18M. Margin is 18 / 150 = 12.0%.
4. Combined spend is $60M + $35M = $95M. Saving is $95M - $78M = $17M, which is 17 / 95 = 17.9% of combined spend.

If you missed two or more, run the case interview math practice before the next full case.

Where to practise next

After the eight cases above, the constraint is reps under pressure, not more reading. Run a full case out loud from the case library, starting with Bank Loan Operations from the table. If your invitation includes an online test, use the KPMG assessment test guide. For the fit half of the day, see the KPMG behavioral interview questions. For the firm and the route in, read KPMG consulting, the KPMG internships guide, KPMG Embark Scholars, the KPMG cover letter guide and the KPMG salary breakdown. More free material is in free KPMG resources. For other cost and deal skills, the cost reduction case interview guide, the operations case interview guide, the M&A case framework, the profitability framework and the written case interview guide cover each method in turn, and case interview examples collects worked cases from other firms.

Prep plans for McKinsey, BCG, Bain, Deloitte, Accenture, EY-Parthenon, Kearney, Oliver Wyman, Roland Berger, L.E.K., OC&C, Strategy&, Simon-Kucher, Arthur D. Little, Capital One and your target firm. Choose your firm in the plan builder.

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Sources and further reading (checked November 5, 2026)

KPMG pages (official, member firm specific):

• KPMG Denmark, advisory interview rounds and the service-line case: kpmg.com/dk/en/careers/advisory-academy.html
• KPMG Sweden, recruitment process and assessment day: kpmg.com/se/en/insights/career/prepare-for-your-job-application-and-interview.html
• KPMG New Zealand, assessment day and online tests: kpmg.com/nz/en/careers/faqs.html
• KPMG Australia, graduate online assessment and assessment centre: kpmg.com/au/en/careers/graduates/faq.html
• KPMG India, how we recruit, including the case study round: kpmg.com/in/en/careers/how-we-recruit.html
• KPMG Lebanon, graduate selection process: kpmg.com/lb/en/careers/graduate-development-program.html
• KPMG US early career, interviews and Ace the Case: kpmguscareers.com/early-career/program
• KPMG UK Strategy Group, grow, transact and transform: kpmg.com/uk/en/services/deal-advisory/kpmg-strategy.html
• KPMG Ireland, operating strategy and cost: kpmg.com/ie/en/services/deal-advisory/strategy/operating-strategy-cost.html
• KPMG Singapore, strategy and value creation: kpmg.com/sg/en/services/advisory/deal-advisory/deal-advisory-our-capabilities/strategy-and-value-creation.html

Candidate and prep reports (not KPMG statements):

• PrepLounge, coach answers on a KPMG Strategy and Operations financial sector case, April 2026: preplounge.com/consulting-forum/kpmg-strategy-operations-case-interview-financial-sector-what-to-expect-prep-tips-24660
• PrepLounge, KPMG Global Strategy Group business case thread, January 2022: preplounge.com/en/consulting-forum/senior-consultant-interview-global-strategy-group-kpmg-what-to-expect-12629
• Casestar, KPMG Strategy consultant interview guide (a prep vendor, so commercial): casestar.io/interviews/kpmg-strategy/consultant
• Case Prep, KPMG case interview examples (prep vendor, updated October 1, 2026): case-prep.com/blogs/kpmg-case-interview-examples
• Case Prep, KPMG firm page (prep vendor, "Updated 2026"): case-prep.com/firms/kpmg
• CaseBasix, KPMG case interviews (prep vendor, updated August 20, 2026): casebasix.com/pages/kpmg-case-interviews
• MConsultingPrep, KPMG case interview (prep vendor, undated): mconsultingprep.com/kpmg-case-interview

The eight worked cases are original practice cases written for this page. Every figure in them is an illustrative assumption, not KPMG data.