Author: Taylor Warfield, Former Bain Manager and interviewer

Last Updated: May 27, 2026

KPMG case interviews are candidate-led case studies used to evaluate advisory and consulting candidates. You'll face 2 to 3 rounds that combine case interviews, a written case exercise, and behavioral questions. This guide walks you through every component with worked examples, six practice cases, and a 4-week prep plan.

 

But first, a quick heads up:

 

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What Is the KPMG Case Interview?

 

A KPMG case interview is a 30 to 45 minute business problem-solving exercise where you act as a consultant working through a real client situation. KPMG uses case interviews to evaluate analytical ability, business judgment, structured thinking, and communication.

 

KPMG case interviews are candidate-led. You drive the structure, ask for data, run the calculations, and decide the direction. The interviewer is there to evaluate your approach, not to walk you through the case.

 

Cases at KPMG cover topics drawn from real client work, such as profitability, market entry, mergers and acquisitions, and operational improvement. The format is conversational rather than a rigid Q&A, with the interviewer playing the role of a senior team member preparing for a client meeting.

 

What Does the KPMG Interview Process Look Like?

 

The KPMG interview process for advisory and consulting roles runs 2 to 3 rounds over about 4 weeks. Expect a mix of case interviews, a written case exercise, and behavioral questions across the rounds.

 

Process details vary slightly by office and role, but the structure below holds for most US advisory and consulting hires.

 

First round

 

Two 30-minute interviews. One interview is focused on a case and the other is focused on behavioral or fit questions.

 

Some offices add an online assessment or a one-way video interview before this round. The online assessment usually takes 25 minutes and includes psychometric exercises that score cognitive and behavioral traits.

 

Second round

 

Three interviews: a 30 to 40 minute behavioral interview, a 30 to 40 minute case interview, and a 45 to 60 minute written case interview. The written case is the highest-volume component and is the one most candidates underprepare for.

 

Third round

 

Some offices add a third round with two or three 30 to 40 minute interviews. These are usually heavier on behavioral questions with senior leaders, but you may still face a case.

 

KPMG places more weight on behavioral fit than most strategy consulting firms. Many candidates report behavioral content taking 50% or more of total interview time, particularly in later rounds.

 

What Does KPMG Look for in Candidates?

 

KPMG evaluates candidates against five core values: Integrity, Excellence, Courage, Together, and For Better. These values shape both how interviewers ask behavioral questions and how they evaluate case performance.

 

The five values are:

 

• Integrity: Doing what is right, even when it is difficult. Interviewers look for examples of raising hard issues, calling out problems, or making honest calls under pressure.

 

• Excellence: Never stop learning and improving. Show examples of going above standard requirements and upgrading your skills continually.

 

• Courage: Think and act boldly. Push back on assumptions, challenge clients or superiors when warranted, and take on hard problems.

 

• Together: Respect others and draw strength from differences. Demonstrate strong collaboration, mentorship, and team leadership.

 

• For Better: Create long-term positive impact for clients, communities, and the firm. Show how your work has had measurable positive outcomes.

 

Prepare 2 to 3 STAR-format stories tied to each value. KPMG interviewers often ask questions naming a specific value, such as "Tell me about a time you demonstrated courage" or "Give me an example of when you delivered excellence."

 

Generic leadership stories that do not link to a value leave easy points on the table. Use the value language directly in your answers so the interviewer can score against it.

 

How Do You Solve a KPMG Case Interview?

 

There are four steps to solve any KPMG case interview. The process is the same across profitability cases, market entry cases, and other case types.

 

1. Understand the case

 

The case begins with the interviewer giving you the case background. Take meticulous notes on the most important pieces of information while they are speaking. Focus on the context, the company, and the objective of the case.

 

Don't be afraid to ask clarifying questions if you missed something. If you are not familiar with the industry, it is completely acceptable to ask how it works.

 

Verify the objective of the case before doing anything else. Not addressing the right business question is the quickest way to fail.

 

2. Structure the problem

 

Use case interview frameworks to break down the business problem into smaller components. A framework helps you organize different ideas into discrete categories you can tackle one at a time.

 

Ask the interviewer for a moment of silence so you can think through the problem. Two minutes is normal. Use that time to identify the major areas you need to explore.

 

Once your framework is ready, walk the interviewer through it clearly. Each bucket should be one of the 3 to 4 things you'd need to know to answer the case.

 

3. Solve the problem

 

Once you have a framework, work through each area. You'll typically need to answer a mix of quantitative and qualitative questions.

 

For quantitative work, walk the interviewer through your approach before doing any math. Check whether they have data to provide before making assumptions. Label your calculations clearly so the interviewer can follow your logic.

 

For qualitative work, structure your answer before speaking. Tie every answer back to the case objective so the interviewer sees how your analysis builds toward a recommendation.

 

4. Make a recommendation

 

Present your recommendation and the major reasons that support it. You do not need to recap everything you did, so focus on the most important points.

 

Always include potential next steps. These can be areas of your framework you did not have time to explore or open questions you cannot fully answer.

 

End with a confident, direct recommendation. KPMG interviewers test whether you will defend a position when challenged, so be ready to back up your conclusion with data.

 

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What Are the Most Common KPMG Case Types?

 

KPMG case interviews fall into four main types: profitability, market entry, M&A and integration, and operations or implementation. KPMG's advisory focus means cases often blend strategic and operational angles, which sets them apart from purely strategic cases at MBB firms.

 

Case Type	Frequency	What KPMG Tests
Profitability	Most common	Diagnosis of revenue or cost drivers, ability to quantify the gap
Market entry	Common	Strategic fit, market sizing, entry mode selection
M&A and integration	Common	Synergy sizing, integration risk, post-merger execution
Operations and implementation	Common	Execution feasibility, process redesign, change management

 

Profitability cases

 

A client is seeing margin or profit decline and you need to diagnose the cause and recommend a fix. Use a profitability case approach: split profit into revenue and cost, then drill into the driver.

 

KPMG twists are often operational. The case won't stop at "what is the problem" but will push you toward "what should the client do differently in operations."

 

Market entry cases

 

Should a client enter a new market, geography, or product category? KPMG market entry cases often include digital transformation or cross-border complexity that mirrors the firm's actual advisory work.

 

The standard structure is market attractiveness, fit with client capabilities, entry mode, and risks.

 

M&A and integration cases

 

KPMG's transaction advisory practice is one of the largest among the Big 4, so M&A cases come up often. Expect post-merger integration questions, not just standalone "should they acquire" questions.

 

Cover four areas: strategic rationale, valuation and synergies, integration risk and complexity, and recommendation.

 

Operations and implementation cases

 

KPMG's identity as an implementation-focused firm means many cases test how a client should execute, not just what they should do. Be ready to discuss process redesign, technology rollout, organizational change, or cost optimization.

 

What Are Some KPMG Case Interview Examples?

 

Below are six KPMG case interview examples that past candidates have received. Use them for practice with a partner or for self-led case prep.

 

Example #1: National zoo

 

Your client is one of the oldest national zoos in the United States. The zoo hosts over 2,000 animals in its 150-acre park. Your client is looking to increase revenues and profits and is considering purchasing a giant panda from China to place in its newest exhibit. You have been hired to help them make this decision. What would you recommend?

 

Example #2: Brewing company

 

Your client is the largest American beer brewing company. The American beer market is dominated by three large players. The rest of the market is made up of small mom-and-pop breweries.

 

What would happen to your client if the second largest and third largest American brewing companies decided to merge?

 

Example #3: Chemical company

 

Your client is a privately owned chemical manufacturing company that specializes in producing car wash chemicals. After a series of aggressive acquisitions, your client has become the market leader in car wash chemicals, but revenue growth has been flat over the past few years.

 

Your client is looking to increase revenues by 20% without reducing profit margins over the next two years. How would you go about achieving this?

 

Example #4: Yoga studio

 

Your client is Ms. Johnson, the proud owner of an upscale yoga studio in New York City. Her yoga studio is known for high-quality instruction and a relaxing atmosphere. Ms. Johnson has been operating the studio for the past five years.

 

Over the past year, your client has made a few major investments, but has noticed that her profits have been declining. How would you determine what is causing the decline in profits, and what should be done to address it?

 

Example #5: Pharmaceutical company

 

Your client is Pfizer, an American pharmaceutical company that develops and produces medicines and vaccines in a wide range of therapeutic areas. The CEO is worried about the company's financial performance five years from now, when three of their blockbuster drugs come off patent.

 

What can Pfizer do to ensure that it continues to grow and be profitable?

 

Example #6: Insurance company

 

Your client is an American auto insurance company. They are the second largest auto insurer in the United States and provide coverage for more than 30 million motor vehicles and more than 20 million policy holders.

 

Until recently, most car insurance was sold to car owners by insurance brokers. Insurance companies pay brokers a commission for each policy sold. Recently, car owners have started buying insurance directly from insurance companies over the phone.

 

You have been hired to help the client determine whether they should invest more in selling policies direct to customers over the phone.

 

How Would You Walk Through a KPMG Profitability Case?

 

Here's a worked example showing how to structure and solve a typical KPMG profitability case. Use it as a model for your own practice.

 

Prompt: Your client is a regional logistics company with 12 distribution centers across the Midwest. Revenue has been flat at $240 million for two years while operating margin has dropped from 14% to 9%. The CEO wants to understand what is driving the margin decline and what to do about it.

 

Step 1: Understand and clarify

 

Two clarifying questions to ask up front:

 

• Is the flat revenue a deliberate choice (held pricing stable) or a market constraint?

 

• Is the margin decline affecting all 12 distribution centers or concentrated in certain ones?

 

Assume the interviewer responds: revenue is flat because of competitive pricing pressure in two regional markets, and the margin decline is concentrated in 4 of the 12 distribution centers.

 

Step 2: Structure the problem

 

The problem is concentrated, so the framework should isolate the 4 underperforming centers. The question becomes whether the issue is revenue or cost.

 

Revenue side: flat at $240M, but pricing pressure in two markets. Average revenue per shipment may be declining.

 

Cost side: fixed costs (labor, rent, equipment leases) are likely static, while volume may have softened in those four centers, raising unit cost.

 

Math check: a 14% to 9% margin swing on $240M revenue is roughly $12M, going from $33.6M to $21.6M in operating profit.

 

Step 3: Solve the problem

 

Hypothesis: the 4 underperforming centers sit in the competitive markets, with flat or declining volume and an unchanged fixed cost base. The fix is either repricing or rightsizing.

 

Data to request: revenue per shipment by center, labor cost per shipment by center, and the fixed vs. variable cost split for the 4 underperformers.

 

Interviewer feedback: the 4 centers have 8% lower revenue per shipment than the firm average and 15% higher labor cost per shipment.

 

Step 4: Make a recommendation

 

Two parallel actions:

 

• Labor productivity review at the 4 underperforming centers. If throughput per headcount is below the 8 high-performing centers, there is a staffing optimization opportunity.

 

• Service-based repricing in the two competitive markets. Faster delivery windows or guaranteed SLAs may let the client recover some price without losing the volume.

 

Recommendation: pursue labor rightsizing first (faster payback, internal control) while piloting service-based repricing in the highest-volume lanes. Avoid across-the-board price increases without a service improvement to justify them.

 

This is the structure KPMG interviewers reward: clear segmentation, quantified problem, testable hypothesis, and an actionable recommendation.

 

How Do You Ace the KPMG Written Case Interview?

 

The KPMG written case interview gives you a packet of 20 to 40 pages of charts, tables, and notes. You'll have 45 to 60 minutes to analyze the materials and prepare slides, then present to the interviewer.

 

Follow these ten steps to ace your KPMG written case interview.

 

1. Understand the business problem and case objective

 

The first step is to understand the objective. What is the primary business question you are trying to answer with the data and information provided?

 

Answering the wrong business problem is the quickest way to fail a written case. Read the instructions and case background carefully so you clearly understand the primary question.

 

2. Read the list of major questions

 

Some written case interviews give you a list of 3 to 4 key questions you'll be expected to answer.

 

Read through the list once you understand the overall objective. This tells you what the most important areas of the case are and which questions you want to investigate first.

 

If the written case is more open-ended and does not provide a question list, skip this step and move to the next.

 

3. Quickly flip through the material to identify what information exists

 

Flip through the information packet to see what data is available. Identify what you have and what you do not have.

 

If the case provides pre-filled slide templates, flip through those too.

 

The goal is not to read every slide. That would take too much time. You're cataloging what is there so you can prioritize what to analyze in detail.

 

4. Create a framework

 

Before analyzing the slides in detail, create a basic framework to guide your analysis. Select 3 to 4 broad areas you think are most important to the primary question.

 

If the case lists 3 to 4 key questions, include those areas in your framework. Sometimes those questions are the entire framework. Other times, you'll spot additional areas while flipping through the slides that need to be added.

 

5. Match information that exists to areas in your framework

 

Now that you have a framework, identify what information you can use to answer each area. Since you have already cataloged what exists, this becomes a simple matching exercise.

 

6. Read and analyze the material

 

Your framework tells you what questions to answer. The previous step tells you which slides hold the answers. Read and analyze the relevant material for each area.

 

Write a one or two sentence summary of the key takeaway as you finish each area. This makes it easier to remember and decide on a recommendation later.

 

7. Decide on a recommendation

 

Read through your key takeaways and decide what recommendation they collectively support.

 

You will likely have takeaways that support your recommendation and others that go against it. If so, mediate conflicting insights and decide which carry the most weight. There is typically no single right answer, so what matters is whether your recommendation is supported by data.

 

8. Structure your presentation slides

 

A simple but effective structure:

 

• Slide 1: Present your recommendation and the three reasons that support it

 

• Slide 2: Present your first reason and the data that supports it

 

• Slide 3: Present your second reason and the data that supports it

 

• Slide 4: Present your third reason and the data that supports it

 

• Slide 5: Summarize everything you've covered

 

• Slide 6: Present potential next steps

 

If the case provides pre-filled slide templates, the structure may already be decided. Incorporate the templates into your overall structure.

 

9. Fill in your slides

 

Use descriptive slide titles that clearly communicate the main message of the slide. The interviewer should be able to follow your argument by reading titles alone.

 

Make slides easy to digest. Each slide should have one key message.

 

10. Review your slides and prepare for potential questions

 

Review your slides for mistakes or errors if you have time remaining. Clean them up so they look polished.

 

Brainstorm potential questions the interviewer may ask. They may want to know how you performed your analysis or reached your conclusions. They may also challenge your assumptions or interpretations of the data.

 

What Are the 10 Most Common KPMG Behavioral Interview Questions?

 

In addition to case interviews, you'll face several consulting behavioral interview questions and fit questions. Below are the ten asked most commonly in KPMG interviews.

 

1. Why are you interested in working at KPMG?

 

How to answer: Have at least three specific reasons. Mention named practice areas (KPMG Deal Advisory, Strategy, Operations), the firm's investment in continuing professional education, or specific KPMG initiatives you've researched. Generic "global firm with great clients" answers fail at KPMG.

 

2. Why do you want to work in consulting?

 

How to answer: Again, have three reasons. Common ones are fast career growth, breadth of skill development across industries and functions, and the impact of working with large companies on their most challenging issues.

 

3. Walk me through your resume

 

How to answer: Provide a concise summary of your work experience, starting with the most recent. Focus on your most impressive and unique accomplishments. At the end, tie your experiences to why you are interested in consulting.

 

4. What is your proudest achievement?

 

How to answer: Choose your most impressive, unique, or memorable accomplishment. Structure your answer with the situation, the task, the actions you took, and the results of your work. This is the STAR method and is the standard format for behavioral interviews.

 

5. What is something you are proud of that is not on your resume?

 

How to answer: Highlight an accomplishment outside your professional work. A non-profit you volunteer at, a side project or business, or a hobby you've won awards in. Choose something impressive and interesting.

 

6. Tell me about a time when you led a team

 

How to answer: If possible, choose a time when you directly managed a person or a team. Structure your answer with situation, task, actions, and results. Tie the example back to KPMG's value of "Together."

 

7. Give an example of a time when you faced conflict or a disagreement

 

How to answer: Focus on the steps you took to resolve the conflict. Speak to the interpersonal skills you used to mediate the situation. Interviewers want to know you can handle conflict constructively and align with KPMG's value of "Integrity."

 

8. Tell me about a time when you had to persuade someone

 

How to answer: Choose a time when you changed someone's mind. Focus on the steps you took to persuade them and the results. Interviewers want to see strong communication and influencing skills.

 

9. Describe a time when you failed

 

How to answer: Choose a time when you missed a deadline or fell short of expectations. Focus on what you learned and how you used the experience to deliver better results next time. This ties to KPMG's value of "Excellence."

 

10. What questions do you have for me?

 

How to answer: Get to know the interviewer on a personal level. Ask about their experience in consulting or their career path. Express genuine interest in what they share and ask thoughtful follow-up questions.

 

If you want a faster path through behavioral prep, my fit interview course walks you through how to answer 98% of consulting fit interview questions in a few hours.

 

How Should You Prepare for the KPMG Case Interview?

 

Most candidates need 4 to 6 weeks of focused prep to be ready for a KPMG interview. Here's a 4-week plan that covers cases, behavioral questions, and the written case.

 

Week 1: Foundations

 

Learn the four-step case interview process and practice 5 to 8 profitability cases from public MBA consulting casebooks. Build a story bank of 10 STAR-format behavioral stories and map at least two to each KPMG value.

 

Week 2: Case variety and written case

 

Work through 4 to 6 market entry and M&A cases. Run at least three timed written case simulations using a 45-minute document review and a 15-minute presentation.

 

The written case is the most underprepared component of KPMG interviews. Most candidates have never done a timed document-review exercise before their interview day.

 

Week 3: Mixed practice and mock interviews

 

Simulate a full KPMG interview day: one written case, one live case, and 30 minutes of behavioral questions. Research three specific KPMG initiatives or practice areas so your "Why KPMG" answer is concrete.

 

Week 4: Polish

 

Run 3 to 5 full mock interviews with someone who can give honest feedback. Focus on recommendation clarity and pushback handling.

 

Review KPMG's published reports and thought leadership to deepen your business judgment. Specific reports give you concrete material for "Why KPMG" and fit conversations.

 

What Are the Most Common Mistakes in KPMG Case Interviews?

 

These are the five mistakes that fail KPMG candidates most often. Avoid them and you'll already be ahead of most of the field.

 

Mistake #1: Preparing only for cases

 

KPMG's heavy behavioral weighting means a strong case performance can still result in a rejection if your values stories are thin. Treat behavioral prep with equal seriousness.

 

Mistake #2: Generic "Why KPMG" answers

 

Answers like "KPMG is a global firm with great clients" land poorly. Reference specific practice areas, named initiatives, or recent firm news.

 

Mistake #3: Underestimating the written case

 

Most candidates have never done a timed document-review exercise before their KPMG interview. Three weeks of standard case framework practice does not prepare you for synthesizing a 15 to 20 page exhibit pack in 50 minutes.

 

Mistake #4: Caving when challenged

 

KPMG interviewers test whether you will defend a data-supported position. Changing your recommendation immediately when challenged reads as low confidence, not open-mindedness.

 

Acknowledge the counterpoint, then explain why your recommendation still holds. Update your recommendation only if new information genuinely changes the analysis.

 

Mistake #5: Ignoring the five values

 

Candidates who give strong stories without linking back to Integrity, Courage, or Together miss easy points. Know the values cold and use the language in your answers.

 

Frequently Asked Questions

 

How hard is the KPMG case interview?

 

KPMG case interviews are moderately difficult. They are easier than MBB interviews on the case side because they rely on standard frameworks rather than highly creative problems, but they place much more weight on behavioral fit. Most candidates report a 4 to 6 week prep window is needed to feel ready.

 

How long is the KPMG case interview?

 

A standard KPMG case interview lasts 30 to 45 minutes. The written case interview takes 45 to 60 minutes for document review plus 15 to 20 minutes for presentation and questions.

 

Does KPMG use a written case interview?

 

Yes. Most KPMG advisory and consulting offices use a written case in the second round. You'll receive a packet of 20 to 40 pages and have 45 to 60 minutes to prepare a slide presentation with a recommendation.

 

How much does a KPMG consultant make?

 

KPMG consultant total compensation in the US ranges from roughly $85,000 at the Associate level to $500,000 or more at the Partner level. Senior Associates earn roughly $130,000 to $155,000 total, Managers earn $180,000 or more, and Senior Managers earn around $230,000. Big 4 packages tend to come in 15 to 25% below MBB at most levels.

 

Is the KPMG case interview easier than MBB?

 

The case portion at KPMG is slightly easier than at McKinsey, BCG, or Bain. KPMG cases lean on standard profitability and market entry structures rather than highly novel problems. The behavioral portion is harder at KPMG, since fit weighting is significantly higher than at MBB.

 

What frameworks should I use in a KPMG case interview?

 

The most useful frameworks are the profitability framework, the market entry framework, and the M&A framework. KPMG interviewers respond best to issue trees customized to the specific case rather than memorized frameworks dropped wholesale.

 

Are KPMG case interviews candidate-led or interviewer-led?

 

KPMG case interviews are candidate-led. You drive the structure, ask for data, run the analysis, and decide the direction of the case. The interviewer evaluates your approach instead of walking you through it.

 

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