West Monroe Case Interview Examples: 9 Practice Cases (2026)
West Monroe's case interview is a 45-minute, story-driven case taken from a real West Monroe project, and you play the consultant while the interviewer plays the client. That makes a good practice case different from a market-entry puzzle: it is a business and technology problem where you ask for facts, organize the work around people, process and technology, and end on a recommendation you can defend under follow-up questions.
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West Monroe does not publish a sample case prompt. Its case study guide and interview process page, both checked on November 5, 2026, give advice and two short illustrations, not a case with a solution. So the practice cases on this page are original. They are built on the five services and eight industries West Monroe lists on its website, and none of them is a West Monroe case.
This page has a table of four library cases you can run out loud, a worked solution to one of them (Meridian Electronics, a post-merger integration), and eight original worked cases: a health plan call center, a bank platform merger, AI invoice automation, a utility billing cutover, a software acquisition, insurance claims, an IT service desk sizing and a technology adoption exhibit. For how the process works, the HireVue screen and the final round, see the West Monroe case interview guide.
West Monroe Practice Cases at a Glance
How a West Monroe case works: it is a 45-minute, story-driven case from a real West Monroe project, you act as the consultant and the interviewer plays the client, and the firm says it tests how you think rather than industry or technical knowledge. West Monroe's own advice is to organize the case around people, process and technology, used flexibly. Here is what is published and what is not:
- Length and source: 45 minutes, a story-driven case from a real project (case study guide).
- What it tests: critical thinking, problem solving and communication, not technical or industry knowledge (same guide).
- Who leads: not published. The guide calls the other party a client/interviewer and tells you to ask direct, specific questions, so be ready to drive.
- Written case or slides: none mentioned in the case guide or the interview process page. The process page suggests bringing a notepad and pen to in-person case interviews, and the case guide says virtual interviews make whiteboarding harder.
- Typical work: West Monroe's website lists artificial intelligence, mergers and acquisitions, operations, organization and people, and technology and experience as services, across consumer and industrial products, energy and utilities, financial services, healthcare, high-tech and software, insurance, life sciences and private equity.
- Math load: not published. The cases on this page use operations and implementation math (capacity, payback, weighted averages); ask your recruiter what to expect.
Start free now: Meridian Electronics is a Bain-style post-merger integration case: a $22B electronics maker has bought a $4.5B rival, and the CEO wants a cost-synergy number. It has 9 questions, 5 with math, 3 exhibits, and a median of 21 minutes across 14 completed voice runs. 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; the worked excerpt below runs its synergy math. A free account also gets one full run in every simulator inside the app: one complete run of each of our four McKinsey Solve practice formats (Red Rock, Sea Wolf, SFL Classic and SFL Island), a full Casey-style case, a full CCA-style diagnostic and a complete Bain SOVA-style diagnostic.
| Case (style, industry) | Quant difficulty | Qualitative difficulty | The math you run | Median time |
|---|---|---|---|---|
Meridian Electronics (Bain, consumer electronics). 9 (5 with math), 3 exhibits. | medium | medium | Synergies as spend times savings rate | 21 min, 14 voice runs |
TravelLine Call Center Optimization (BCG, travel customer service). 8 (3 with math), 2 exhibits. | hard | medium | Call volume, agents needed, capacity gain | Fewer than 10 runs |
HarborHealth Acquisition of MedLink Virtual Care (BCG, digital health). 8 (2 with math), 4 exhibits. | medium | hard | EV/EBITDA multiple, maximum justified offer | 27 min, 28 voice runs |
MedSuite Technologies Hospital Software Pricing (McKinsey, hospital software). 8 (3 with math), 2 exhibits. | medium | medium | Revenue at each price point, tiered pricing | 20 min, 18 voice runs |
The library has no case in West Monroe's own style, so these four are matched by case type to what West Monroe sells: a merger integration, a customer operations problem, a healthcare deal and a healthcare technology launch. They are original practice cases written for Road to Offer, and none is West Monroe'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.
Does West Monroe Do Case Interviews?
Yes. West Monroe's own case study guide says its case interview lasts 45 minutes and is a story-driven case taken from a real West Monroe project. The firm's interview process page links candidates to that guide and calls a notepad helpful during a case interview, though it does not describe the case itself (both checked November 5, 2026).
What Should a West Monroe Case Example Show?
A useful West Monroe example shows the dialogue, not only the answer: the questions you ask the client, the lens you organize with, the number that decides and the recommendation with a next step. West Monroe's guide describes the case as a conversation with a client/interviewer, and a worked solution that skips straight to the answer hides the part that gets assessed.
The firm's guide gives three tips, and each one maps to something an example should show:
The three buckets are worth defining the way the guide does. People is human capital and culture. Process is organizational structures, internal policies and lines of communication. Technology is the digital tools that help the client meet its goal. The guide stresses how the three interact: in its merger illustration, the answer is to align the two companies' cultures, set up efficient processes for agile decisions and consolidate technology during the transition, with cross-functional coordination so systems and teams do not stay siloed.
That framework is a starting point, not a script. A call center problem is mostly process and capacity, a billing cutover is mostly technology and risk, and an adoption problem is mostly people. The skill is saying which bucket carries the case and testing it first. If you have never built a structure out loud, work the free case interview frameworks guide first, then rep the skill:
What Does West Monroe Say It Assesses, and What Is the Final Round?
West Monroe says it assesses how you think, not what you know: critical thinking, problem solving and communication in the case, plus aptitude, values and skills across the wider interview. We found no published scoring rubric or round count on its pages, so treat the final-round shape below as reported by candidates, not stated by the firm.
Final round, as reported. Candidate reviews on Glassdoor most often describe three back-to-back 45-minute interviews, one case, one behavioral and one skills, each with a different interviewer, usually manager level or above. Some reports differ, such as a case plus two behavioral interviews, and the mix varies by office, year and campus versus experienced hire. We could not open Glassdoor directly on November 5, 2026, so this rests on a search summary of the reviews and on our own guide; your recruiter's schedule is the source of truth. West Monroe itself confirms two related details: the 45-minute case, and that in a virtual loop you stay in one Zoom or Teams meeting while interviewers rotate in and out. For the HireVue screen, the question bank and the full process, read the West Monroe case interview guide.
How Do West Monroe's Own Two Illustrations Work as Cases?
West Monroe's case guide contains two illustrations, a merger and a digital transformation, and both are worth turning into a mini case because they show what the firm wants in an answer. Neither comes with numbers, so what follows is how to convert them into a structure and an evidence request, and it is our reading of the guide, not a West Monroe solution.
The merger illustration. The guide says to align the two companies' cultures, set up efficient processes for agile decisions, and consolidate technology during the transition. Turn that into three questions to ask the client: which decisions will slow down once two management teams overlap, which systems do both companies run for the same job, and how much of the value in the deal depends on retaining specific people. The first is a process question, the second is technology, the third is people. The bank platform case below puts numbers on this exact situation.
The digital transformation illustration. The guide says a digital transformation plan can imply a workforce restructuring, and that a strong candidate explains why, how the organization might decide and what the alternatives are. The failure it describes is a surface-level answer or a buzzword. Convert it into a habit: whenever your recommendation moves work from people to a tool, say what happens to the people (redeploy, retrain, reduce), how you would decide, and what you would do if the tool underperforms. The AI invoice case below is built to practise that.
Both illustrations end the same way: a short summary that comes back to people, process and technology. The guide says the strongest candidates do this consistently, so end every case below with one.
Worked Excerpt: Sizing the Meridian Integration Synergy
Meridian Electronics is a post-merger case, and the cost-synergy number it asks for is the same question West Monroe's M&A service answers after a deal closes. This excerpt runs the core of it from its own exhibits and prompts. Work each step before you read it.
The prompt. Meridian Electronics, a $22B consumer electronics maker, closed its acquisition of Kestrel Electronics, a $4.5B competitor, six months ago. The board wants a cost-synergy number it can deliver within 18 months. How much can the deal save?
A structure that works. Split the savings into procurement (components and packaging) and overhead (corporate, facilities, IT, HR and admin). Size each as Kestrel's spend times a savings rate, then check the total against a benchmark and against how long each lever takes. In West Monroe terms, procurement is mostly a process lever (consolidating suppliers), while overhead splits into people (duplicate functions) and technology (two IT systems). The case also names the integration risks you would raise: employee retention, IT system incompatibility and cultural integration.
Exhibit 1, the combined cost base. Components $17.2B, packaging $4B and overhead $5.3B, so $26.5B in total. Components alone are 64.9% of it and components plus packaging are 80.0%, which is why procurement is the first branch to test.
The math. The case supplies the savings rates, applied to Kestrel's spend:
That is 9.4% of Kestrel's $4.5B revenue. The case's industry benchmark is 2 to 4% of the smaller company's revenue, or $90M to $180M, so the modeled figure is aggressive and needs validating before it becomes a commitment.
M&A synergy Quick Math
- Cost synergies are $2.3M of G&A, $4.1M of procurement, $1.6M of facilities and $1.5M of shared sales operations. What is the annual cost synergy total?
Cost synergy total = the sum of every annual line, each counted at full value because the acquirer controls them.
- Gross revenue synergies are $15M a year and you apply a 40% execution haircut. What revenue synergy do you carry into the valuation? Give the exact figure, do not round.
Haircut revenue synergies = Gross synergies x (1 - haircut), because revenue synergies depend on customers saying yes. Carry the exact figure.
- Standalone value is $180M, the present value of synergies is $74M, and integration costs are $31M. What is the maximum price the acquirer should pay?
Maximum price = Standalone value + PV of synergies - Integration costs. Above it, the seller keeps the whole synergy pool.
What a strong answer says. "The modeled target is $423M: $290M from components, $70M from packaging and $63M from overhead. Procurement carries $360M, 85.1% of it, and Exhibit 2 puts components at six months and packaging at four, so I would validate supplier pricing there first. The overhead levers take longer, from nine months for HR and admin to 18 for facilities, and IT systems sit at 15, so the 18-month window is tight for the technology and people work. At 9.4% of Kestrel's revenue the total is well above the benchmark, so I would present it as a scenario to test, and name the retention of key people and the IT cutover as the risks that decide whether we capture it."
Run the Meridian Electronics synergy case
Consumer ElectronicsMedium
8 West Monroe-Style Practice Cases With Worked Solutions
These eight cases are original and illustrative: the numbers are teaching numbers given to you by the interviewer in the prompt, not West Monroe data or outcomes. Each follows one loop: summarize the problem, ask for evidence, organize with people, process and technology, run one calculation, then recommend with a risk and a next step. Cover everything under the prompt and work it first.
Case 1: Health Plan Call Center Abandonment (Operations, Healthcare)
West Monroe's website lists a 50% reduction in call abandonment for a health plan among its client results, which tells you the kind of problem this is. The case below is our own.
Prompt. A regional health plan's member call center loses 22% of calls to abandonment. The COO wants abandonment under 5% without a large new budget. The center handles 9,000 calls a day, average handle time is 8 minutes, and 170 agents are on staff. What should the COO do?
Open with. Process first: why people call (call reasons), how long each call takes, and how calls are routed. Then people (staffing, scheduling, training) and technology (self-service, the knowledge tool agents use). The first number to get is whether the center is short of capacity or just short of efficiency.
Evidence to request. Call reasons by volume, the share that self-service could answer, hours of productive time per agent per day, the target occupancy and the loaded cost of an agent.
The math. Assume the interviewer gives you 6.5 productive hours per agent per day, a target occupancy of 85% and $52,000 loaded cost per agent. Workload is calls times handle time. Agents needed is workload hours, divided by occupancy, divided by hours per agent.
Hiring to close the first gap costs 48 x $52,000 = $2.5M a year. The third row needs no hiring at all.
Recommendation. Do not hire. Move the highest-volume simple call reasons to self-service and cut handle time with a better knowledge tool, which together bring the requirement to 162 against 170 agents. Risk: the model assumes calls arrive evenly, and they do not, so the next step is an interval-by-interval staffing model for the Monday morning peak. The people point is that the agents saved from simple calls move to the complex ones, not out of the building.
Operations case Quick Math
- A retailer runs 600 promotional items a week at 82% in-stock compliance. Each in-stock promotional item generates $220 of weekly incremental revenue. What is the weekly revenue lost to out-of-stock promotional items, in dollars?
Lost revenue = Weekly items x (1 - In-stock rate) x Revenue per in-stock item.
- A manufacturer spends $140M a year on a key component. Consolidating suppliers wins 9% savings. What is the annual cost saving, in dollars?
Saving = Annual spend x Savings rate.
- Closing a warehouse removes $15M of annual fixed cost and $4M of annual variable cost while adding $7M a year of logistics cost. Closure and severance cost $9M once. What is the three-year return on investment, in percent? Round to the nearest whole percent.
ROI = (Three-year net saving - One-off cost) / One-off cost, where net saving nets fixed and variable savings against the added cost.
Practice a service-level turnaround
Retail Supply ChainMedium
Case 2: Two Banks, One Online Banking Platform (M&A, Financial Services)
This is the merger illustration from West Monroe's guide with numbers attached: two companies, two technology platforms, and a choice about which survives.
Prompt. Two regional banks have merged. Each runs its own online banking platform: Platform A serves 1.2M users and costs $18M a year to run, and Platform B serves 0.8M users and costs $11M a year. The CIO must keep one. Which should it be?
Open with. Technology is the bucket that carries the number, but ask the people and process questions too: which platform's team knows the regulated flows, and how long can the two run in parallel? Then the economics: cost to run each after the merger, cost to migrate users, and capability gaps.
Evidence to request. Marginal running cost per added user on each platform, migration cost per user, features one platform lacks, and the time the migration window allows.
The math. Assume the interviewer says an added user costs $3 a year on Platform A and $5 on Platform B, migration costs $17.50 a user, and Platform B lacks mobile features that would cost $12M to build. Today the two platforms cost $18M + $11M = $29M a year.
Keeping A wins by $2M over five years, a gap inside the error of the per-user cost estimates. Platform B only wins if its feature gap costs less than $10M, because $60M - $21M - gap beats $29M when the gap is below $10M.
Recommendation. Keep Platform A. The numbers are close, so the tie-break is risk: A moves 0.8M users and B would move 1.2M, and fewer migrated customers means fewer customers exposed to a failed cutover. Next step: validate the $3 and $5 marginal costs with the platform vendors, since the whole answer rests on them. Close with the three buckets: one platform and one engineering team (technology), one release and change process (process), and a retention plan for the Platform B engineers (people).
Value a software acquisition
LogisticsMedium
Case 3: AI Invoice Processing at a Manufacturer (AI, Operations)
Prompt. A manufacturer's accounts payable team of 60 people processes 600,000 invoices a year. The CFO wants to use AI to read and match invoices automatically. Implementation costs $3.5M once and the software costs $0.6M a year. Should the company do it?
Open with. Technology is the obvious bucket, so start with process and people: what share of invoices is clean enough to process without a human (the touchless rate), what happens to the people whose work disappears, and what data problems would stop a tool working. This is West Monroe's digital transformation illustration in practice: the plan implies a workforce change, so say why, how you would decide and what the alternatives are.
Evidence to request. Loaded cost per AP person (assume $70,000), current exceptions and their causes, and the touchless rate comparable deployments reach.
The math. Today's cost is 60 x $70,000 = $4.2M, or $7.00 an invoice over 600,000 invoices. If the tool makes 55% of invoices touchless, 55% of the work disappears.
The decision turns on one assumption. For a three-year payback you need yearly net savings of $3.5M / 3 = $1.17M, which needs about 42% of invoices touchless.
Recommendation. Proceed in stages, conditional on a touchless rate of at least 42%. Run the tool on one vendor group first and measure the rate before the full rollout. Fix invoice data quality first, since bad purchase order data keeps invoices in the manual queue. On people, redeploy freed capacity to vendor management and exceptions through attrition and retraining, and say that out loud; the alternatives are layoffs, which cost knowledge, or doing nothing. Next test: pilot touchless rate on 50,000 invoices.
Cost-benefit decision Quick Math
- Automated checkout costs $4M upfront plus $1.6M a year for five years, and delivers $18M of benefit over the same five years. What is the net benefit?
Total cost = Upfront + (Years x Annual cost). Net benefit = Benefit - Total cost, so the ongoing cost is counted, not just the sticker price.
- The same rollout carries $18M of benefit against $12M of total cost. What is the benefit-cost ratio?
Benefit-cost ratio = Benefit / Cost. The ratio, not the raw net benefit, ranks this against a project of a different size.
- The $4M upfront spend returns $3.6M of benefit a year against $1.6M a year of ongoing cost. What is the payback period, in years?
Annual net benefit = Annual benefit - Annual ongoing cost. Payback = Upfront cost / Annual net benefit.
Case 4: Utility Billing System Cutover (Technology, Energy and Utilities)
Prompt. A utility with 1.4M customers is replacing its customer billing system. The project is three months behind schedule. The board must choose between a single big-bang cutover for all customers or a phased cutover by region. Which should it choose?
Open with. This is a risk case more than a cost case. Technology (can the new system bill correctly), process (billing cycles, call center scripts, regulator reporting) and people (training, who answers customer calls the week after go-live) all matter. Ask what a failed cutover looks like and what is already sunk.
Evidence to request. The chance and cost of a serious billing failure under each option, the extra cost of running two systems in a phased approach and the regulatory deadlines.
The math. Assume the interviewer gives you these estimates: a big-bang failure has a 30% chance and costs $40M in delayed revenue and remediation. The phased approach costs $6M more to run two systems, cuts the chance of a serious failure to 10%, and limits the damage of a failure to one region, $15M. Ignore the three months of delay, which are sunk under both options.
Phased saves $4.5M in expectation. Big bang only becomes cheaper if its failure chance falls below $7.5M / $40M = 18.75%.
Recommendation. Go phased, starting with the smallest region and moving on only when pre-agreed exit criteria are met, such as bill accuracy and call volume. Risk: probabilities are judgment, so test the 30% against the vendor's references. The wider point for the final summary: the schedule delay is a reason to simplify the plan, not to take the riskiest option to catch up.
Case 5: Is the Growth Real? A Software Acquisition (Private Equity, High-Tech and Software)
Prompt. A private equity firm is considering buying a business software company with $40M of annual recurring revenue (ARR), up 25% from $32M last year, at 6 times ARR. The deal team asks you to test whether the growth is real and what price makes sense.
Open with. Technology diligence and commercial diligence meet here. Split the question: where does growth come from (existing customers or new ones), what does it cost to win new customers, and what is wrong underneath (technical debt, security, dependence on key engineers).
Evidence to request. The ARR bridge: churn, expansion and new customers. Sales and marketing spend, gross margin and the findings of any technology review.
The math. Assume the interviewer gives 12% annual churn on starting ARR, 8% expansion from existing customers, $14M of sales and marketing spend and a 75% gross margin.
Net revenue retention is (32.00 - 3.84 + 2.56) / 32.00 = 96.0%, so the existing base shrinks by 4% a year and all of the growth comes from new customers. Winning $9.28M of new ARR cost $14M, so the payback on that spend is $14M / ($9.28M x 75%) = $14M / $6.96M = 2.0 years. If new-customer wins fall 20% to $7.42M, ending ARR is $30.72M + $7.42M = $38.14M and growth drops from 25% to 19.2%.
Recommendation. Proceed to confirmatory diligence, but do not accept 6 times ARR as given. The growth depends on a sales engine whose output is the one thing you cannot yet verify, so ask for the pipeline and win rates by quarter. Add any technology remediation the review finds to the price; if the review prices a platform fix at $6M, the 6 times ARR figure of $240M becomes $234M before any retention discount. Next step: cohort-level churn, to see whether the 12% is evenly spread or concentrated in a few large customers.
Paper LBO Quick Math
- A logistics target reports $50M of revenue and $10M of EBITDA. What is the EBITDA margin, in percent?
EBITDA margin = EBITDA / Revenue x 100. Margin is the first screen on whether the business can carry acquisition debt.
- The sponsor buys that target for $90M and sizes debt at 4x the $10M of EBITDA. What is the entry equity check?
Debt = Leverage multiple x EBITDA. Entry equity = Purchase price - Debt, and every return metric is measured against that check.
- That $50M equity check returns $120M of exit equity after a five-year hold. What is the MOIC? Round to one decimal place.
MOIC = Exit equity / Entry equity. MOIC is what an investment committee votes on, not the exit multiple by itself.
Case 6: Insurance Claims Cycle Time (Process, Insurance)
Prompt. An auto insurer takes 18 days on average to settle a simple claim. The best peers take 12. The COO wants to close the gap. What would you do?
Open with. Process first: map the stages and ask where claims wait, not where people work. Then technology (what can be automated) and people (adjuster capacity, training). A process map with times is the exhibit you would ask for.
Evidence to request. Time at each stage, touch time versus waiting time, claim value distribution, claim volume, the cost of each extra day and the fraud and leakage controls on approvals.
The math. The interviewer gives the stage times, and says hands-on work totals 1.5 days of the 18, so 16.5 days (92%) is waiting. Three fixes are on the table: automatic assignment cuts assigning from 2 days to 0.5, straight-through approval for claims under $2,500 (60% of claims) cuts those approvals from 3 days to 0.5, and digital payment cuts payment from 4 days to 1.
The three fixes reach the peer figure of 12 days. If each claim day costs $9 in rental cars and handling and the insurer settles 120,000 claims a year, 6 days x $9 x 120,000 = $6.48M a year.
Recommendation. Make the three fixes, but guard the approval change, because it removes a human check. If the average straight-through claim is $2,000 and leakage rises by 0.3%, the cost is 72,000 claims x $2,000 x 0.3% = $0.43M, small against $6.48M but worth monitoring monthly. The next prize is review and estimate, which together take 9 of the remaining 12 days; that is a people and technology question (photo-based estimating, adjuster workload) for the second phase.
Practice an operations cost case
ManufacturingMedium
Case 7: How Many Agents Does a Hospital IT Service Desk Need? (Estimation, Healthcare)
An estimation question can arrive as part of a technology case, to size the people a new process needs. Practice it with a stated structure and a sanity check.
Prompt. A hospital system with 8,000 employees is outsourcing its IT service desk. How many service desk agents should the contract assume?
Open with. Workload divided by capacity, plus a coverage rule. Hospitals run every day of the year and around the clock, so a floor of agents exists whatever the ticket volume. Ask for ticket rates and handle time rather than inventing them.
The math. Assume the interviewer says employees raise 3 tickets a year, a ticket takes 20 minutes including notes, an agent is productive 6 hours in an 8 hour shift, the desk should run at 70% utilization to absorb spikes, and each agent works 5 shifts a week, and about 10% of shifts are lost to absence.
The coverage floor is 3 shifts x 7 days / 5 shifts per agent = 4.2, so at least 5 agents. The workload figure of about 8 is higher, so workload sets the answer.
Sanity check and answer. About 8 agents, or roughly one per 1,000 employees. Treat that ratio as a check on the arithmetic, not a benchmark, and ask the hospital for real ticket data: if the true rate is 6 tickets a year per employee, the answer doubles. If you want more reps on the sizing step, work market sizing step by step.
Case 8: A New CRM That Only Some Reps Use (Change, Technology and Experience)
This is the adoption problem behind many technology projects: the system works and the people do not use it. Read the exhibit before you theorize.
Prompt. A company rolled out a new CRM to 2,000 sales reps six months ago and pays $1,200 a year per licence. The CEO says adoption is disappointing. Diagnose the problem and recommend what to do.
Exhibit: CRM adoption by region.
Reading the exhibit. Overall adoption is 961 / 2,000 = 48%, but the average hides the story. The Northeast is at 72% and Texas at 18%, with the same system, so the product itself is unlikely to be the whole problem. Midwest and Texas hold 700 of the 2,000 reps (35%) and only 174 of the 961 adopters (18%).
Open with. People first, because the variation is by region: training, local management, incentives. Then process (is the old tool still allowed, are pipeline reviews run in the CRM) and technology (integration, speed, mobile access).
The math. Unused licences are 2,000 - 961 = 1,039, and 1,039 x $1,200 = $1.25M a year. If the Midwest and Texas reached the Northeast's 72%, they would have 288 + 216 = 504 adopters instead of 174, a gain of 330 and a total of 1,291, or 64.6%.
Recommendation. Focus on the two weakest regions rather than a company-wide relaunch. Find out what the Northeast does (manager reviews run in the system, local champions) and whether Texas and the Midwest still use a legacy tool. Make the CRM the only source for pipeline reviews, because usage follows what managers inspect. Measure adoption weekly by region, not once a quarter. Risk: if the low regions cannot adopt because of a technical gap, such as slow connections, coaching will not fix it, so check that first.
Percentage Quick Math
- What is 14% of $450M?
Build the percentage from 10% and 1% blocks instead of multiplying directly.
- Margin moves from 17% to 26%. What is the change in percentage points?
Percentage-point change = Ending percentage - Starting percentage, kept in points, not converted to a relative percent.
- Revenue goes from $140M to $175M. What is the percent growth?
Percent growth = (Ending value - Starting value) / Starting value.
How Should You Use These West Monroe Practice Cases?
Work each case in the same five steps, then route every weak step to a drill, not another read. West Monroe's guide values a short summary and a defensible path, so the loop trains exactly those.
- Read only the prompt and cover the rest.
- Summarize the problem in two sentences and write the questions you would ask the client, in priority order.
- Name the bucket that carries the case (people, process or technology) and test it first.
- Run the one calculation and write what it means in a sentence.
- Give a recommendation with a number, a risk and a next step, then end with a summary that returns to the three buckets.
Then route what went wrong:
- Structure came out generic: rep the structure drill and read the digital transformation case guide and the technology case guide.
- Operations and process cases felt weak: work the operations case guide and the cost reduction case guide.
- The deal cases felt weak: work the M&A case framework and the private equity case guide.
- Industry vocabulary slowed you down: read the healthcare case guide, the insurance case guide and the energy case guide.
- Numbers wobbled: drill case interview math and exhibit reading.
- Recommendations lacked a close: practise synthesis.
If you are comparing West Monroe with other technology and operations advisers, the Accenture case interview guide, the Deloitte case interview guide and the Guidehouse case interview guide cover their formats. For more worked examples across firms, see case interview examples. The behavioral and skills interviews that surround the case are in the West Monroe interview guide, and the behavioral interview guide covers the stories.
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.
Turn this guide into a weekly plan
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Sources and Further Reading (checked November 5, 2026)
- West Monroe, how to ace your case study interview (45 minutes, story-driven case from a real project, skills tested, people, process and technology framework, the merger and digital transformation illustrations): westmonroe.com/career-insights/how-to-ace-your-case-study-interview
- West Monroe, interview process (what the firm hires for, virtual and in-person formats, case, behavioral and skills-based discussion, no fixed length published): westmonroe.com/careers/resources/resource/interview-process
- West Monroe, home page (five services, eight industries and the health plan call abandonment result): westmonroe.com
- West Monroe, interview process (also for what it says it assesses: aptitude and potential, values, skills, and the single continuous virtual meeting room): westmonroe.com/careers/resources/resource/interview-process
- Glassdoor, West Monroe interview reviews (candidate reports of the final round, anecdotal and not West Monroe statements): glassdoor.com/Interview/West-Monroe-Interview-Questions-E118343.htm
- Road to Offer, West Monroe case interview guide for candidate-reported rounds and HireVue details, which are reports and not West Monroe statements
- Library cases: Meridian Electronics, TravelLine Call Center Optimization, HarborHealth Acquisition of MedLink Virtual Care and MedSuite Technologies Hospital Software Pricing, in the Road to Offer case library
- All eight worked practice cases are original and illustrative; their figures are teaching numbers, not West Monroe data
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