philosophy phd to consulting

How to Transition from a Ph.D. to Consulting

• Last Updated March, 2024

Former BCG Consultant

Why Become a Consultant?

What challenges do ph.d. & advanced degree candidates face in the consulting recruiting process, what do consulting firms look for in ph.d. & advanced degree candidates, what do you need to know to ace your consulting job application & interviews, which management consulting firms want to hire ph.d. candidates, resources for applying to consulting jobs..

What Do Consulting Firms Look for in PhD & Advanced Degree Candidates?

Which Management Consulting Firms Want to Hire PhD Candidates?

What Challenges Do PhD & Advanced Degree Candidates Face in the Consulting Recruiting Process?

Are you in your 3rd or 4th year of a Ph.D. or other advanced degree program and rethinking your future career in academia? Considering the transition from Ph.D. to consulting?

So here you are. Maybe you’re supposed to be writing your dissertation, but you’re dreading that upcoming job market and wondering about alternative career paths instead. Or you’re a postdoc and your principal investigator just asked you to stay in the lab the entire weekend for something that you deem ridiculous. 

Like me, you probably entered your Ph.D. program with plans to be a researcher or an academic, and for whatever reason, this does not feel appealing anymore. 

Luckily for you, the skills you’ve been building in your Ph.D. program can be extremely in management consulting. Furthermore, consulting firms, especially the MBBs (McKinsey, BCG, Bain) are very keen on us. 

In this article, we’ll discuss:

• Why become a consultant?
• What do consulting firms look for in Ph.D. and advanced degree candidates?
• Which management consulting firms hire Ph.D. candidates?
• What challenges do Ph.D. and advanced degree candidates face in the consulting recruiting process?
• What do you need to know to ace your consulting job application and interviews?
• Resources for applying to consulting jobs. 

Let’s get started!

1. It’s an Attractive Job & Great Entry Point into the Private Sector

First, all the usual arguments on why consulting is a great career apply. Consulting is an amazing ramp to launch you toward any other career in the private sector. This is even more true for academics with no business experience: it’s like getting a stamp of approval from the private sector. 

It’s also a way for you to figure out what you like over the long run as you will get rapid exposure to many different industries, problems, and actors. You’ll also learn skills that are transferable to literally any other job. The pay is good, of course, and may represent an upgrade in lifestyle compared to your student stipend. 

2. It Might Be Refreshing After Academia

In a Ph.D. program, you pick your one or two advisers, and then you spend a (very) long time on a precise question, make sure you go as deep as anyone else on it, and then a little bit deeper. 

In consulting, you will change your client, case (the client problem you’re solving), and the team every few weeks to months. Each case delivers an answer to a (sometimes initially vague) question that the client has, and that answer is “good enough” to support the decisions they have to make: going any further would be a waste of resources that could be better spent. 

That does not mean getting lazy either though: the bar consulting firms set for this “good enough” is high and that’s what justify the fees they charge their clients (and the hours you’ll be working). 

Consulting is also extremely fast-paced: you might have a check-in with your immediate manager every few hours during the day with output to deliver each time. That’s a whole other story from taking a few months to revise an article or presenting your progress in a seminar twice a semester, which can be a refreshing change if you work better under pressure.

Nail the case & fit interview with strategies from former MBB Interviewers that have helped 89.6% of our clients pass the case interview.

3. Consulting and Academia Have a Lot in Common

Structured thinking. Both consulting and academia require a taste for rigorous analysis and structured thinking. In both worlds, you have to like solving problems and presenting your answers to others to succeed.

Teamwork. Consulting is really the place for teamwork, both with the rest of your case team and with your clients. This might be something you are more or less used to depending on your own field. Personally, collaborations were my favorite part during my Ph.D. 

Impact. Consulting and academia are also similar in that successful people tend to care deeply about the impact that they have, which I believe is the case of most people who produce top research. 

Continuous learning. Finally, they are both places of continuous learning which is quite precious in itself. This can’t be taken for granted in the rest of the labor force (you often hear people searching for a new job when they are not learning anything anymore in their current one).

4. You Might Be Very Good at It

No matter what your field is, the skills you spent 5 years or more honing are going to be helpful on the job: being analytical, structured, and independent (in consulting, this last one is called “ability to drive”). 

When I say no matter what your field is, I mean it. My Ph.D. was in Economics, but my two best friends in my entry class at BCG wrote their respective dissertations in Philosophy and Biomedical Engineering.

Consulting firms got curious about hiring Ph.D.’s, postdocs, and the like because they kept growing faster than the MBA programs in top universities. They needed to look for other pools of talents that would allow them to target many great candidates easily. 

They started hiring the occasional Ph.D., J.D., or M.D. to try it out — at BCG we used to be called “exotic candidates” a few years back. As these hires consistently performed well, top consulting firms started to systematically hire this candidate profile (and BCG went for the more sober “advanced degree candidates”).

During my recruiting process, a senior partner at BCG who was himself a Ph.D. told me that Ph.D.’s transitioning to consulting tend to have a steeper learning curve than their MBA counterparts, but that they end up performing better over the long run.

This might be a bit underwhelming to read (or if you’re very early in your application process, scary?), but the answer is simply: pretty much exactly the same as in any other candidate.

I’m no expert on the  consulting resume / cover letter side of things, but make sure that your CV has some items that are not from academia so that they can tell from reading it that you are a well-rounded human being with a life outside of academia (whether or not you feel like it’s the case at the moment). 

To show that you can make the transition from Ph.D. to consulting, you’ll need to show in your interview that you:

• Are a structured thinker.
• Know how to identify what the client’s problem is.
• Can solve it fast.
• Can communicate clearly. 
• And are a driven individual who influences others and cares about impact.

Your Pool of Reference Is MBAs

One thing to note is that as a Ph.D., postdoc, M.D., or J.D., you are typically entering these firms as a second-level analyst (the name of that position changes for each firm). This means that the rest of your entry class will likely be all MBAs, in addition to a few first-level analysts getting promoted internally. 

This also means that you are only about 2 years or so away from your first manager position if you get hired, so the soft skills and the independence matter more for you than they would for an undergrad who would be applying to enter as a first-level analyst. 

Of course, your interviewer will expect you to be a little less polished than the average MBA candidate as they know that you didn’t spend the last 2 years preparing only for this one day of interviews (in between some heavy partying and an internship in an NGO). 

However, they still want you to be someone they’d feel confident putting in front of a client. On top of your analytical skills, that means communicating clearly, understanding basic business terms, and showing the right set of soft skills such as presence, confidence, and personability.

The MBBs (McKinsey, Bain, & BCG)

Advanced degree candidates make up a larger share of the incoming classes at McKinsey, Bain, and BCG each year. These firms are the leaders of the industry and are generalist firms, meaning that you will be able to see many different industries while working there (but you don’t have to if you already know you want to specialize).  

McKinsey, Bain, and BCG even have special immersive recruiting workshops called respectively “ McKinsey Insight ,” “ Bain ADvantage ,” and “ Bridge to BCG .” Links to both programs are included in our resource list below.

I went through Bridge myself, and these 3 days convinced me this was the firm where I wanted to work. Friends of mine who went through Insight shared similar things about it. My own experience at BCG showed me that my background in academia was really valued there

Other Generalist Firms

T hen you have all the other generalist firms. Each one has its own recruiting policy for advanced degree candidates, and you should get familiar with the recruiting process of any that you are interested in. (You can find a  list of over 200 management consulting firms here ). 

You can also use that recruiting process to get a sense of each firm’s familiarity with advanced degree candidates and whether you think you’d thrive there.

Specialized Arms of the Big Consulting Firms

Most big generalist firms also now have specific entities within them that focus on some particular industry. Examples include BCG Gamma for data science or Deloitte Federal Consulting for public sector and non-profit. 

These entities typically have a separate recruiting process from their parent company and can be very interested in the expertise of certain academic profiles.

Boutique Firms

Finally, many specialized consulting firms look to hire Ph.D., M.D., and other postdoc candidates who work in related fields. 

This is especially the case for life science consulting firms such as IQVIA or Putnam Associates , where the business problems their clients face cannot be fully separated from the technical side. 

Moreover, when everybody in the client’s company has a Ph.D., it helps these consulting firms to build trust and credibility when the analysts they send speak the same language and have the same credentials.

Understanding What the Interview (and the Job) Are About

As a Ph.D. candidate, you’ve learned the jargon and the code of your academic field. You know how people think and talk, what they see as important. Consulting is just another world to discover, with a new set of codes that you have to learn and show that you know. 

A consulting firm is hired by their clients to help them solve their business problems and help them make decisions based on what matters to them . The case interview is just a role play of that. 

For that reason, it is not a differential equation to solve in your corner or a literature essay to write in full before publishing it: it is really about solving a business problem in real-time while taking the interviewer by the hand as you do so. 

In practice, that means that you want to constantly (but succinctly) explain to your interviewer what you are doing before you do it, explain the logic in your steps, get their approval (we say “buy-in”) on any assumption that you have to make by justifying it, etc. Your job is to drive toward the answer while bringing your interviewer along with you each step of the way.

Being Efficient

The rhythm of the interview is a reflection of the intense rhythm on the job. Whether you’re laying out your structure for solving the problem, doing the math to support a recommendation, or answering a brainstorming question, you want to show that you know how to be efficient. 

It’s not so much about speed (as long as you move fast enough to finish the case in ~25-30 minutes of course) as it is about your ease and steadiness. Strong candidates know exactly where they are going at all times, get their interviewer on board, and are just unrolling the steps to get there without getting stuck. They understand what matters for the answer and what does not as much and allocate their time accordingly. 

In practice, that means getting enough practice so that you can:

• Lay out a MECE structure in under 2 minutes.
• Do not get stuck on the math and can go through calculations with ease.
• Know how to brainstorm a list of potential solutions.

Being at Ease with Business Concepts

I’m not saying you need to know every business concept. You just need to not be afraid of them. Ph.D. candidates and postdocs transitioning into consulting are often convinced that they will fail a case if a business concept they do not know shows up. 

There are some extremely basic ones that for sure you should understand, but those you probably already know: 

• costs (fixed and variable)
• market trends
• competitors

Sure, you need to understand what these words mean but you cannot go through the first 2 or 3 cases in your preparation without seeing them all. 

There are also a few concepts that are slightly more complex and appear slightly less often but are as important. You’ll either need them to understand the question or because they basically are the answer to the case. These are: 

• breakeven point
• product mix (and the related concept of cannibalization)
• turnover rate

Check out  Case Interview Formulas You Need to Know for a primer on these important concepts.

Even for those though, you should realize that business concepts are just fancy words describing common-sense quantities of interest. If one that you do not know shows up, it’s completely fair game to ask your interviewer to clarify its meaning, and then use it as if you always knew it. 

Again, business is not rocket science so if you spent x many years pushing the bounds of human knowledge forward, you can probably pull that one-off. The more you familiarize yourself with the basics through the casing and maybe listening to business podcasts or reading the business section of your favorite newspaper, the easier it will be for you. The point is not to know them all, simply to feel at ease and confident if a new one shows up.

Not Being Obsessed with Details

Solving the case is not the same as trying to think of any point and sub-point a reviewer might ask you to cover in order for your paper to be published. Remember that the answer you’re trying to get at has to be “good enough” for the client to make a decision, according to their criteria. 

Of course, consultants like to go a little bit over the top and deliver some extra (such as an analysis of the risks to consider), but they do not try to get exhaustive the way an academic would. This has no point in the business world where we constantly bathe in massive uncertainty.

If there is a moment in the case when you realize that the data you’re given or the way the interviewer wants you to do the math is making an implicit assumption or is ignoring potential nitty-gritty cases, don’t feel like you have to hammer that nail and lose time. 

At most, if it’s already going well you can just acknowledge that out loud. And if taking this into account wouldn’t change the answer, it’s not worth wasting time on.

Doing the Math the Consulting Way

Your current level of confidence around the math might depend on whether you are in an analytical field, but know this: consulting math is high school math, and you probably did ok in high school. 

It’s all simple arithmetic. The trick is that you have to be at ease doing it under pressure, ideally without mistakes and without getting stuck. You should also be extremely structured in the way you approach it and detail to your interviewer everything you are going to do before you do it. 

As you build more ease, you will also start seeing which shortcuts you can take to get to the right answer even faster. 

Displaying the Right Soft Skills

Finally, you have to understand that consulting is a client services business and as such, the opinions of their clients matter. Therefore, consulting firms care about how their employees appear and the image they project, and you’ll have to conform to that to get the job. Moreover, the intensity of the job, its feedback culture, and the omnipresent teamwork also matter.

That means being a great communicator, displaying confidence, being present and making eye contact, and being personable is important. It also applies to something as simple as how you dress on interview day: make sure you come with a suit or other business formal wear that is well-tailored to you. Again, your interviewer has to feel confident you could represent their firm in front of a client.

As an academic, it’s not that you are naturally less gifted at any of these, it’s that so far you might have gotten a pass as long as your research was good. Now you are entering a world where those things matter as much as the content of your brain, and the people who have been in that world for longer simply had to work on it already. Now it’s your turn. 

1. Do Your Research

Ph.D. candidates looking to transition to consulting need to identify the companies they’re interested in and learn the specifics of each. Reach out to alumni from your schools, friends, or friends of friends who work for these firms. You can also network with consultants who present at on-campus or virtual information sessions (or even cold message consultants on LinkedIn. The best people to reach out to are those who share your academic background).

The more exposure you get to this world, the easier it will be for you to figure out whether you like it and to show that you do if that’s the case.

2. Be Strategic in Your Application Process

Once you know where you want to apply, get familiar with their application process. Go to their recruiting events. Don’t miss deadlines. 

When applying, don’t neglect polishing your Resume and Cover Letter so that they fit the mold of consulting. That means that if you are a postdoc, do not send an academic CV that is just the 17-page list of all your academic talks in bullet points. 

3. Prepare for the Interview

As a Ph.D. student, this is maybe the scariest for you at this point. You probably have more to learn than an MBA who spent the entire year thinking about it, but the good news is that casing is not rocket science: you do not need a Ph.D. in it to excel. 

It’s only about methodically planning your preparation so that you hone all the skills you’ll be tested on. The preparation is also a great way for you to see whether you’d like the job. 

If you don’t know where to start, have a look at our Ultimate Guide to Case Interview Prep .

Good luck on your transition from Ph.D. to consulting! 

• Bridge to BCG: What It Is & How to Get Accepted
• McKinsey Insight
• Bain ADvantage
• What Is Consulting?
• Consulting Resumes
• Consulting Cover Letters
• The Ultimate Guide to Case Interview Prep

– – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –

In this article, we’ve covered:

• What makes Consulting attractive after pursuing a Ph.D.?
• What are consulting firms looking for in advanced degree candidates?
• Which consulting firms should you apply to as a Ph.D. or postdoc?
• What challenges you might face as Ph.D. applying to consulting?
• How can you ace your recruiting process and case interview coming from academia?

Still have questions?

If you have more questions about transitioning from a Ph.D. to consulting, leave them in the comments below. One of My Consulting Offer’s case coaches will answer them.

Help with Your Consulting Application

T hanks for turning to My Consulting Offer for advice on transitioning from a Ph.D. to consulting. My Consulting Offer has helped almost 89.6% of the people we’ve worked with to get a job in management consulting. We want you to be successful in your consulting interviews too. For example, here is how Ellen was able to get her offer from BCG.

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• The 1%: Conquer Your Consulting Case Interview
• Consulting Career Secrets
• Cover Letter & Resume
• McKinsey Solve Game (Imbellus)
• BCG Online Case (+ Pymetrics, Spark Hire)
• Bain Aptitude Tests (SOVA, Pymetrics, HireVue)
• Kearney Recruitment Test
• All-in-One Case Interview Preparation
• Industry Cheat Sheets
• Structuring & Brainstorming
• Data & Chart Interpretation
• Case Math Mastery
• McKinsey Interview Academy
• Brainteasers

Navigating the Leap from Academia to Elite Consulting: A Guide for PhDs

Last Updated on February 28, 2024

From Classroom to Boardroom

Imagine standing at the crossroads of a significant career transition: you’re a PhD or a PhD student, deeply entrenched in academia’s world of research and theories. Now, picture yourself stepping into the high-paced, dynamic realm of top-tier consulting firms like McKinsey , BCG , and Bain . This isn’t just a fantasy. For many PhDs, it’s a transformative reality.

But what does this shift entail, and how can you navigate it successfully?

Is It a Good Career Move?

Transitioning to a consulting role at a prestigious firm indeed marks a significant lifestyle shift for PhDs.

While the fast-paced, problem-solving nature of consulting can be challenging for those used to deep, methodical research, it also brings several benefits. PhDs are trained to delve into complex problems, making them adept at handling the intricate issues often encountered in consulting. Their ability to assimilate vast amounts of information quickly is a valuable asset in a field where understanding a client’s needs and industry specifics in a short time is crucial.

Moreover, PhDs often possess excellent communication skills, honed through presenting complex ideas in an understandable manner . This skill is invaluable in consulting, where explaining and convincing clients of certain strategies is a daily task. Also, their rigorous academic training ensures a high level of discipline and dedication, traits that are beneficial in managing the demanding workload and tight deadlines in consulting.

However, there are drawbacks as well. The transition from academia to consulting can be jarring due to the differences in work culture. The collaborative, team-based approach in consulting may contrast with the more solitary nature of academic research. PhDs might find the client-oriented focus of consulting to be a stark departure from the freedom and independence they enjoyed in research. Furthermore, the emphasis on quick results in consulting can be at odds with the in-depth, thorough approach PhDs are used to in academia.

The shift in work-life balance is another potential downside. Consulting often involves long hours and extensive travel, which can be a significant adjustment for those used to the more flexible schedule of academic research. This can lead to stress and burnout if not managed properly.

In conclusion, while the transition to consulting offers PhDs the opportunity to apply their skills in a new and dynamic environment, it requires adaptation to a different pace, work style, and potentially demanding lifestyle. The key to a successful transition lies in leveraging their unique skills while being open to the new experiences and challenges that consulting offers.

Salary comparison

The salary trajectory in academia and top-tier consulting firms presents a stark contrast, reflective of the differing priorities and structures of these sectors. In academia, salaries typically start lower and grow gradually over time, tied closely to academic ranks such as assistant professor, associate professor, and full professor. This progression, often governed by rigid pay scales and dependent on tenure, can span many years, with significant salary increases usually linked to promotions or tenure achievement.

In contrast, top-tier consulting firms generally offer substantially higher starting salaries, reflecting the high demand for and profitability of consulting services. Salary growth in these firms can be rapid, with the potential for significant increases as one moves from junior to senior roles. This is often accompanied by performance-based bonuses and other incentives, which can further widen the income gap compared to academia. However, it’s important to note that these higher salaries in consulting often come with expectations of longer work hours and more intensive workloads, as opposed to the more flexible and research-focused lifestyle in academia.

The Art of the Possible: Breaking into Top Consulting Firms

Is it possible for someone with a deep academic background to break into a top consulting firm?

Indeed, someone with a deep academic background has a strong potential to break into a top consulting firm. Major consulting firms such as McKinsey, BCG, and Bain value the deep analytical skills, specialized knowledge, and rigorous critical thinking abilities that PhDs possess. According to a BCG report, the influx of PhDs into these firms is not just a trend but a strategic hiring practice, as nearly 10% of their new hires in recent years have been PhDs. These firms recognize that individuals with advanced academic training can bring fresh perspectives and a diverse range of problem-solving skills to the table, which are invaluable in addressing complex client challenges.

To facilitate this transition, these firms often offer ‘bridge’ programs, which are essentially tailored training programs designed to help PhDs adapt their academic expertise to the practical, fast-paced world of consulting. These programs typically focus on developing business acumen, understanding client relations, and honing the art of delivering actionable insights in a business context. Furthermore, such programs often include mentorship opportunities, where new hires are paired with experienced consultants. This mentorship is crucial in helping PhDs navigate the cultural shift from academia to a corporate environment.

Additionally, consulting firms often provide a supportive environment for continuous learning and professional development, which can be very appealing to those coming from an academic background. This is not only through on-the-job learning but also through formal training sessions and workshops aimed at enhancing various skills, including project management, leadership, and communication.

It’s important to note that while PhDs are highly valued for their specialized knowledge, breaking into top consulting firms also requires them to demonstrate adaptability, the ability to work in teams, and strong interpersonal skills. The ability to translate complex concepts into actionable business strategies is also key. Therefore, while the transition from academia to consulting is indeed feasible and increasingly common, it requires PhDs to leverage their academic strengths while also acquiring new skills relevant to the consulting world.

Case Study: From PhD to McKinsey

In this article , McKinsey highlights how Yvonne, working as an associate in Shanghai, discovered that her academic background as a PhD researcher in medical devices was highly applicable to consulting. In this field, she realized she could have a more significant impact by addressing a wider range of topics.

Yvonne transitioned from a PhD in medical device research to consulting, shifting her focus from specialized research on cochlear implants to the broader healthcare industry. She realized that successful healthcare innovations required not just research, but also clinical trials, regulatory approvals, and effective marketing strategies. Curious about a career that encompassed all aspects of healthcare, Yvonne explored consulting and was drawn to McKinsey after attending webinars and speaking with alumni. At McKinsey, her first project involved developing a five-year strategy for a medical device company in China, where she applied her PhD skills to analyze and categorize a wide range of products.

Yvonne became an expert in product analysis within her team, mirroring the intellectual rigor and problem-solving skills she honed during her PhD. Her projects at McKinsey have varied, including enhancing hospital services, supporting MedTech production localization, and analyzing the impact of COVID-19 on the healthcare sector.

She reflects on her consulting journey as an extension of her PhD work, applying her academic skills to a wider range of healthcare issues. Yvonne’s experience highlights the value of PhD skills in consulting, particularly in problem-solving and targeted learning. Her story illustrates how consulting can offer a fulfilling career path for those seeking to impact the healthcare industry beyond the confines of the lab. Yvonne’s transition to consulting at McKinsey demonstrates a successful blend of academic expertise and industry application, leading to meaningful contributions in healthcare.

There are many such stories prevalent in all top consulting firms. If you are interested in learning more, you could do your research on LinkedIn to identify similar individuals who made the move. More on networking below.

Similarities and Differences: Academia vs. Consulting

The similarities and differences between academia and consulting are indeed nuanced and significant. Both realms highly value analytical and problem-solving skills, as well as the ability to delve into complex subjects. However, the contexts in which these skills are applied and the expected outcomes vary considerably.

In academia, the focus is often on contributing to the body of knowledge in a specific field through detailed research. This work is characterized by its depth, theoretical underpinnings, and long-term focus. Academics may spend years exploring a single topic, with the primary output being publications in scholarly journals. The pace is generally more measured, allowing for a thorough exploration of subjects. Additionally, academia offers a certain degree of autonomy and intellectual freedom, enabling scholars to choose their research topics and delve deeply into areas of personal interest.

In contrast, consulting is driven by the immediate needs of clients. Consultants must apply their analytical skills to provide practical, actionable solutions to business problems, often within tight deadlines. The pace of consulting is much faster, and the work is inherently more collaborative and client-focused. Consultants are expected to quickly understand a client’s industry, business model, and specific challenges, and then work as part of a team to develop strategic recommendations. This often requires synthesizing large amounts of information and distilling it into insights that are both insightful and immediately applicable.

The typical project span in top-tier strategy consulting is just 8 to 12 weeks, in which, your team is often tasked to completely overhaul the strategy of a Fortune 500 company with 20,000 employees and 5 business divisions, operating across 100+ countries.

Moreover, the nature of feedback and rewards in these two worlds differs. In academia, success is often measured by peer recognition, publications, and grants. In consulting, success is more directly tied to client satisfaction, the impact of solutions provided, and business outcomes. This difference in reward systems signifies a shift from an emphasis on theoretical and methodological rigor to a focus on practical results and client relations.

Adjusting to these differences in pace, focus, and evaluation metrics can be a significant challenge for PhDs transitioning to consulting. The change from an environment where one is an expert in a narrow field to one where adaptability and breadth of knowledge are required can be substantial. It necessitates not only a shift in mindset but also the development of new skills, such as client management, business acumen, and the ability to work effectively in diverse teams. However, those who can adapt successfully may find that consulting offers a dynamic and rewarding career path that leverages their analytical strengths while providing new challenges and learning opportunities.

Making the Move and Preparing for the Applications

Transitioning from academia to top-tier consulting requires strategic preparation, focusing on demonstrating transferable skills, building a network in the consulting industry, and mastering the unique aspects of the consulting interview process.

Networking: Networking plays a crucial role in the transition to consulting. Start by connecting with alumni from your institution who now work in consulting. Attend industry events, webinars, and workshops to meet professionals in the field. LinkedIn can be a valuable tool for building these connections. Engaging with consultants and industry professionals can provide insights into the consulting lifestyle and culture, as well as advice on navigating the recruitment process. You might even score a referral . Informational interviews can be particularly beneficial; they not only expand your network but also give you an insider’s view of what consulting firms look for in candidates.

Resume Preparation: When preparing a resume for a consulting role , it’s essential to translate academic experiences into terms that resonate with consulting firms. Highlight transferable skills such as data analysis, project management, problem-solving, and the ability to synthesize complex information. Emphasize any leadership or management experience, even if it was in an academic setting, such as leading a research team or managing a lab. Tailor your resume to show how your academic achievements can translate into consulting success, focusing on results and impact rather than just listing responsibilities.

Case Interview Preparation: The case interview is a unique and critical component of the consulting interview process. It assesses your ability to solve business problems on the spot. Preparation should involve practicing numerous case studies, ideally with someone who has experience in consulting. There are many resources available, including books, online tutorials, and practice case studies from top consulting firms. Joining or forming a case interview study group can also be beneficial. The key is to get comfortable with a structured approach to problem-solving, breaking down complex problems into manageable parts, and articulating your thought process clearly.

Fit Interview Preparation: Alongside case interviews, fit interviews are an essential part of the recruitment process, assessing whether you are a good match for the firm’s culture and values. Prepare for this by understanding the firm’s ethos, values, and the type of candidates they typically hire. Reflect on your experiences and how they align with these values, preparing to discuss your background, motivations, and why you are interested in transitioning to consulting. Be ready to articulate your story coherently, focusing on how your journey in academia has prepared you for a career in consulting. Practice answering common behavioral questions and remember to incorporate the SCORE technique to structure your responses effectively.

Transitioning from academia to consulting is not just about showcasing your technical and analytical abilities, but also about demonstrating your adaptability, teamwork, and communication skills. It’s a journey that requires preparation, self-awareness, and a willingness to learn and grow beyond the academic realm.

The StrategyCase.com Edge

At StrategyCase.com, we understand this transition intimately. Our coaching products and personal services have helped numerous PhDs bridge the gap between academia and top-tier consulting. We provide tailored guidance, from resume crafting to interview preparation, ensuring that your unique academic expertise is translated into the language of consulting.

Contact us for a free consultation if you want to learn more about our products and services.

Conclusion: A Question for Reflection

As you ponder this potential career pivot, ask yourself: How can your academic expertise not just fit into the consulting world but actively enrich it? In answering this, you may find not only a new career path but a renewed sense of purpose.

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Florian spent 5 years with McKinsey as a senior consultant. He is an experienced consulting interviewer and problem-solving coach, having interviewed 100s of candidates in real and mock interviews. He started StrategyCase.com to make top-tier consulting firms more accessible for top talent, using tailored and up-to-date know-how about their recruiting. He ranks as the most successful consulting case and fit interview coach, generating more than 500 offers with MBB, tier-2 firms, Big 4 consulting divisions, in-house consultancies, and boutique firms through direct coaching of his clients over the last 3.5 years. His books “The 1%: Conquer Your Consulting Case Interview” and “Consulting Career Secrets” are available via Amazon.

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Hacking the Case Interview

Are you looking to transition from a PhD or advanced degree program and get into management consulting ? Unsure of how exactly to do this?

We have you covered! This comprehensive article covers:

• Why consulting firms hire PhD / advanced degree candidates
• Firms that hire PhD / advanced degree candidates
• Challenges that PhD / advanced degree candidates face
• PhD / advanced degree consulting recruiting process
• Submitting a PhD / advanced degree consulting application
• Passing consulting interviews with a PhD / advanced degree
• Recommended PhD / advanced degree case interview resources

If you’re looking for a step-by-step shortcut to learn case interviews quickly, enroll in our case interview course . These insider strategies from a former Bain interviewer helped 30,000+ land consulting offers while saving hundreds of hours of prep time.

Why Consulting Firms Hire PhD / Advanced Degree Candidates

Consulting firms hire PhD and advanced degree candidates for many reasons.

One, consulting firms want to hire top talent wherever they may be. While consulting firms have traditionally hired from top-tier undergraduate and MBA schools , they have been moving towards also hiring from top-tier medical schools, law schools, and graduate schools. Talented future consultants can be found anywhere and consulting firms want to hire them.

Two, a lot of the skills that PhD and advanced degree candidates have can be transferred to consulting. PhD students gather data, break down problems, write papers, and present their work to others. Analyzing data and presenting your work are critical skills that consultants use every day.

Three, the work that consultants do is increasingly becoming more specialized, requiring specialized expertise. This is where PhD and advanced degree graduates shine. If a consulting firm is helping a pharmaceutical company develop a strategy to launch a new drug, who better to help them than a biochemistry PhD or MD that understands healthcare ?

Therefore, if you are interested in transitioning to the business world, know that consulting firms do hire PhD and advanced degree candidates that have no business backgrounds.

As a PhD or advanced degree hire, you’ll typically be placed at roughly the same level as an MBA hire. However, if you only have a master’s degree, you may be placed at the same level as an undergraduate hire.

Firms That Hire PhD / Advanced Degree Candidates

All three of the top-tier management consulting firms, McKinsey, BCG, and Bain, hire PhD and advanced degree candidates. In fact, they have special programs that are tailored to helping PhD and advanced degree candidates go through the recruiting process.

In addition, many other top consulting firms hire PhD and advanced degree candidates, including Deloitte , Strategy& (part of PwC) , EY-Parthenon , LEK , and Roland Berger .

If you have a PhD in life sciences or an MD, there are many consulting firms that specialize in life sciences consulting . These consulting firms include: ClearView Healthcare , Guidehouse (Navigant ), ZS , Putnam Associates , and Huron Consulting .

Overall, there are many consulting firms that will hire PhD and advanced degree candidates.

Challenges that PhD / Advanced Degree Candidates Face

Although PhD and advanced degree candidates have some skills that will transfer over to consulting, there are many skills that will not. There are six main challenges that PhD and advanced degree hires will face when they recruit for and enter consulting.

Understanding essential business concepts

PhD and advanced degree candidates spend years studying fields that have nothing to do with business. One of the biggest challenges that these candidates face is ramping up on fundamental business knowledge.

Consulting does not require specialized business knowledge, but candidates should be familiar with fundamental business concepts, such as profitability, market share, and competitive advantage.

Additionally, many PhD and advanced degree candidates will lack the business judgment and acumen that a traditional MBA candidate has. Building up a strong business instinct takes time.

Solving problems quickly

PhD candidates may work on one project for many years, extensively researching the topic and going very deep into the details and nuances of the problem.

In contrast, consulting projects are typically solved in 3 – 6 months. As a new consultant, PhD and advanced degree candidates will need to learn how to solve problems quickly by focusing on the most important issues or areas.

Doing simple math calculations quickly

PhD candidates likely use sophisticated and complex mathematics in their research and work, such as differential equations or linear algebra.

In consulting, only very basic math is used. Surprisingly, during interviews, PhD and advanced degree candidates have a much more difficult time performing basic math calculations than undergraduate candidates. This may be because PhD candidates are used to doing higher level math using statistical software rather than doing simpler math calculations by hand.

Therefore, PhD candidates will likely need to brush up on their basic math skills to perform calculations quickly and accurately during their interviews.

Making things simple and easy to understand

One of the key skills in consulting is to make things simple and easy to understand. This is important in order to make clients understand their business situation and act on the recommendations that the consulting firm has provided.

PhD and advanced degree candidates deal with complex and intricate problems that are often difficult to explain to the average person. To be a successful consultant, PhD and advanced degree hires will need to practice explaining complex things in a simple way.

Not focusing too much on the nitty gritty details

In a PhD program, you go very deep into one particular area or topic. To become an expert in the field, you typically read all of the scientific papers published on the topic and know all of the details.

Consulting is less focused on the nitty gritty details. Consultants will learn just enough about a particular topic or area in order to be able to solve the business problem.

Focusing more on the overall business problem and focusing less on minute details is one skill that PhD and advanced degree hires will need to learn and develop.

PhD / Advanced Degree Consulting Recruiting Process

Some consulting firms, such as McKinsey, BCG, and Bain, offer programs that specifically help PhD and advanced degree holders apply and transition to consulting. Participating in these programs will help you build connections and increase the likelihood of receiving an interview.

These programs are fairly competitive and require you to submit an application in order to be accepted into the program.

• McKinsey Insight Program : This program provides an overview of management consulting and McKinsey, an opportunity to connect with consultants that share a similar background to you, and a mock case study.
• Bridge to BCG Program : This program provides an overview of consulting and what makes BCG special. You’ll have the opportunity to solve a BCG case in a case team simulation, network with consulting staff, and participate in social activities.
• Bain ADvantage Program : This week-long consulting internship immerses candidates into life at Bain and a career in consulting. You’ll have a full day of training followed by four days of a staffing assignment on a real case team. If accepted into this program, you will receive a guaranteed final-round interview for a full-time Consultant position.

Outside of these programs, the PhD and advanced degree recruiting process looks like the following:

• Submit your consulting job application
• Pass your first-round consulting interviews
• Pass your final-round consulting interviews
• Receive your consulting job offer

Submitting a PhD / Advanced Degree Consulting Application

Consulting firm job applications typically have three components: the resume , cover letter , and the optional referral.

We’ll briefly cover each of these components of the application over the next few sections. Each section has a link to a more comprehensive, in-depth guide that you should read.

Consulting Resume

Your resume is the single most important factor that decides whether or not you will receive a consulting interview. Consulting resumes are quite different from the type of resumes you would use in a PhD or advanced degree program.

For example, you will not need to list publications you have contributed to or conferences that you have attended. You’ll also need to simplify the topic of your research so that the average recruiter can understand what you have worked on and what you have accomplished. Finally, make sure to focus less on the details of your work and more on the overall accomplishment and impact.

Make sure to tailor your resume so that it follows the structure and format of a consulting resume.

In short, keep your resume to one page and quantify the impact of your accomplishments.

Consulting firms like to see:

• High grades
• Prestigious schools that you have attended
• Brand name companies that you have worked for
• Significant impact in your work experiences
• Meaningful leadership positions in your extracurricular activities

For a step-by-step guide to crafting the perfect consulting resume, check out our comprehensive resume guide .

Consulting Cover Letter

The cover letter is less important than your resume, but can make the difference between receiving a consulting interview and not receiving one if your resume is on the borderline.

Your cover letter should be concise and straight to the point. Introduce yourself and then briefly explain why you are interested in consulting. Spend most of the cover letter explaining what qualities you have that would make you a great fit for the firm.

To avoid having a generic cover letter, include specific reasons why you are interested in the consulting firm you are applying to. Mention former or current employees that you have spoken to and what aspects of the firm you find most attractive.

For a step-by-step guide to crafting the perfect consulting cover letter, check out our comprehensive cover letter guide .

Referrals are not part of the official application process for consulting firms, but they are a quick way to make your application stand out.

If you have a friend or colleague that works at the consulting firm you are applying to, ask if they would be comfortable giving you a referral.

Getting a referral means that someone at the consulting firm will send your name and resume to the recruiter that is in charge of resume reviews. Your application will get a closer look and be viewed a bit more favorably.

Referrals are not required to get interviews, but can help a lot. For the McKinsey Insight Program, Bridge to BCG Program, and Bain ADvantage Program, referrals can make a big difference given how competitive these programs are.

Passing Consulting Interviews with a PhD / Advanced Degree

A few weeks after the application deadlines, you’ll receive invitations from consulting firms for the first of two rounds of interviews.

Passing First-Round PhD / Adv. Degree Consulting Interviews

At most consulting firms, the first round of interviews consists of two separate 40- to 60-minute interviews. These interviews will mainly focus on case interviews, but you will also get a few other types of questions.

There are three types of consulting interview questions :

Case Interviews

• Behavioral Interviews

Why Consulting? / Why this Firm?

We’ll briefly cover each of these types of consulting interview questions over the next few sections. Each section has a link to a more comprehensive, in-depth guide that you should read.

Case interviews are a special type of interview question that consulting firms use to assess a candidate’s potential to be a great consultant. In a case interview, you’ll be placed in a hypothetical business situation and asked to develop a recommendation or answer to a business problem. A case takes about 30- to 60-minutes to complete.

Here are some examples of case interview questions:

• How can Coca-Cola increase its profitability?
• What should Netflix do to increase customer retention?
• Should Facebook enter the smart phone market?
• How should Apple price its new iPhone?

Case interviews begin with the interviewer reading you the background information on the case. You’ll then get the chance to ask clarifying questions to better understand the business situation and case objective.

Next, you’ll develop a framework to help you solve the case. A framework is a tool that helps you structure and break down complex problems into smaller, more manageable components.

You’ll then be asked to answer quantitative and qualitative questions to build support for a recommendation. You may need to calculate expected profitability, interpret charts and graphs, or brainstorm and prioritize different ideas.

At the end of the case interview, the interviewer will ask you to deliver a final recommendation to address or solve the business problem.

Behavioral Interview Questions

Consulting behavioral interview questions ask you to give an example or story of a time when you displayed a particular quality, such as leadership, problem solving, or resilience.

Here are some examples of behavioral interview questions:

• Tell me about a time when you exceeded expectations
• Give me an example of a time when you had to persuade someone
• Describe a situation in which you resolved team conflict
• Give me an example of a time when you failed to meet expectations
• Describe a difficult or complicated problem that you solved

To prepare for these questions, develop a list of five different stories or examples that cover a wide range of positive qualities. You should select stories or experiences that are the most impressive and impactful.

When asked a behavioral interview question, mentally run through your list of prepared stories and select the one that is most relevant to the question that is asked.

You’ll want to share your story or experience by using the STAR method to ensure that you answer the question in a clear and structured way. STAR stands for Situation, Task, Action, and Result.

Situation : Provide a brief overview of the situation and any context that is needed to understand the story better. Keep this section as concise as possible because it is less important than the other parts of the story.

Task : Describe what you were asked or required to deliver or achieve. Again, keep this section concise since it is less important than the other parts of the story.

Action : Explain what steps you took to handle the task or meet the goal or objective. This is an important part of the story, so focus on sharing exactly what you did.

Result : Describe the outcome that your actions had, quantifying the impact. Also describe your key takeaways from the experience and how it impacted or influenced you as a person. This is the most important part of the story.

For a step-by-step guide on how to best answer all consulting behavioral and fit interview questions, check out our complete guide on consulting behavioral interview questions .

You will almost certainly be asked the “Why Consulting?” question at some point during your interviews. Interviewers want to know why you are interested in consulting to see if you know what you are getting yourself into and whether you are genuinely interested.

As a PhD or advanced degree candidate, you will need to provide compelling reasons why you are choosing to pursue consulting instead of the field that you have spent years studying.

There are many reasons you can give for why you are interested in consulting:

• You want to make a larger impact on the world by working with large companies to solve their most challenging business problems
• You see consulting as the quickest way to develop the skills to transition to the business world and become a business executive
• You enjoy working closely in teams to solve challenging business problems
• You value the mentorship and personal development opportunities that consulting provides
• You want to tackle a wide variety of different problems and consulting allows you to work on projects in many different industries and functions

Use the following structure to answer this question:

• State that consulting is your top career choice
• Provide three reasons to support this
• Reiterate that consulting best fits your professional needs and goals

In addition to the “Why Consulting?” question, you may also be asked “Why this Firm?” This question assesses whether you are genuinely interested in working at the consulting firm that you are interviewing for.

Again, there are many different reasons you could give:

• You have loved the people that you’ve met from the firm and would enjoy working with them
• The firm has an empowering work culture where you feel you would thrive
• The firm has deep expertise in a particular industry or function that you are passionate about
• The firm places a heavy investment in mentorship and personal development, which you value tremendously
• Several of your mentors and role models have worked at the firm and have recommended that you work there

Make sure to structure your answer to this question so that your answer is clear and easy to follow. You can use a similar structure to the “Why Consulting?” question:

• State that the firm you are interviewing for is your top choice consulting firm
• Reiterate that the firm best fits your professional needs and goals

For a complete guide on answering this question, check out our "Why consulting?" article.

Passing Final-Round PhD / Adv. Degree Consulting Interviews

Consulting final round interviews typically consist of two to three separate 40- to 60-minute interviews. You’ll see the same three types of questions that you saw in your first-round interviews.

There are three main distinctions between consulting first-round interviews and consulting final-round interviews.

First, your interviewers will be more senior people. This means that the case interviews you receive may be less structured and feel more like a qualitative discussion. You and the interviewer may just be discussing your opinions and ideas on a business problem.

Second, there is more of an emphasis on assessing your personality and cultural fit with the firm. Interviewers will not only assess whether you can solve case interviews, but they will also assess whether they would want to work with you on a team. Interviewers want to see if you are coachable, collaborative, and easy to work with.

Third, your interviewers may read the notes that your previous interviewers wrote about you. If there is a particular area of the case interview that you struggled with, interviewers may specifically test you on it again to make sure it is not a weakness.

Overall, you should still use the same strategies that you used in your first-round interviews for your second-round interviews.

Receiving your PhD / Adv. Degree Consulting Job Offer

After finishing all of your interviews, all you have to do is to wait. Consulting firms typically call candidates to tell them whether or not they are being extended a job offer.

Some candidates receive a phone call with good news on the same day of their final-round interview. Other candidates receive calls within a few days.

Be patient while waiting to hear back from consulting firms. If you have not heard back within a week, you can send a polite follow-up email with the recruiter to ask for an update.

When you finally get your call, all that is left to do is sign your offer letter to secure your consulting job!

Recommended PhD / Advanced Degree Case Interview Resources

Here are the resources we recommend to learn the most robust, effective case interview strategies in the least time-consuming way:

• Comprehensive Case Interview Course (our #1 recommendation): The only resource you need. Whether you have no business background, rusty math skills, or are short on time, this step-by-step course will transform you into a top 1% caser that lands multiple consulting offers.
• Hacking the Case Interview Book   (available on Amazon): Perfect for beginners that are short on time. Transform yourself from a stressed-out case interview newbie to a confident intermediate in under a week. Some readers finish this book in a day and can already tackle tough cases.
• The Ultimate Case Interview Workbook (available on Amazon): Perfect for intermediates struggling with frameworks, case math, or generating business insights. No need to find a case partner – these drills, practice problems, and full-length cases can all be done by yourself.
• Case Interview Coaching : Personalized, one-on-one coaching with former consulting interviewers
• Behavioral & Fit Interview Course : Be prepared for 98% of behavioral and fit questions in just a few hours. We'll teach you exactly how to draft answers that will impress your interviewer
• Resume Review & Editing : Transform your resume into one that will get you multiple interviews

Land Multiple Consulting Offers

Complete, step-by-step case interview course. 30,000+ happy customers.

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How to transition from PhD to consulting?

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Going from PhD to consulting can feel intimidating. It’s hard to know which consulting firms recruit PhDs, and at which level. And it can also sometimes feel unclear if you’ll be using your PhD skills at all or completely starting from scratch.

So let’s walk through how you should manage your transition from PhD to consulting step by step. From which firms to target to how much you will be paid and how to ace your applications and interviews. Read the full article here .

Did You Ever Consider Consulting a Philosopher?

Some problems people have may be helped by consulting a professional philosopher.

Posted March 23, 2019

There is a new breed of helping professional in the mix that has recently been getting some press . These new kids on the block of helping professionals are known as philosophical consultants. While they are relatively new to the current professional climate of helpers (beginning in the U.S. with the founding of the National Philosophical Counseling Association in 1992), they have a history dating back to ancient Athens when Socrates practiced philosophy in the marketplace. Unlike mental health practitioners, these helpers do not look for and diagnose mental illnesses or disorders. Instead, they address problems of everyday life that human beings, as imperfect beings living in an imperfect world, confront. This blog briefly describes the nature of the service offered by philosophical consultants, namely those certified by the National Philosophical Counseling Association (NPCA), of which I am co-founder and current Executive Director.

The NPCA, the premier professional association that regulates philosophical consultation in the United States, publishes a list of examples of the sorts of practical problems that philosophical consultants can help people address:

• Moral issues
• Values disagreements
• Political issues and disagreements
• Writer's block
• Time management issues
• Procrastination
• Career issues
• Problems with coworkers
• Disability issues
• Financial issues
• End of life issues
• Midlife issues
• Adult children of aging parents
• Problems with family
• Family planning issues
• In-law issues
• Breakups and divorce
• Parenting issues
• Becoming a parent
• Sibling rivalry
• Finding out one is adopted
• Falling in and out of love
• Loss of a family member
• Loss of a pet
• Friendship issues
• Peer pressure
• Academic or school-related issues
• Discrimination
• Religion and race-related issues
• Entertainment-related issues
• Technology-related issues

NPCA certified philosophical consultants have masters or Ph.D. degrees in philosophy and are trained in a modality of a philosophical practice known as Logic-Based Consultation (LBC). The latter, which I began to formulate as early as the late 1970s, provides a dynamic framework that helps people address problems like the above ones. The NPCA also trains mental health practitioners in the Logic-Based approach who wish to integrate philosophy into their mental health practices.

Philosophical consultation is:

• Short-term help consisting of one to three one-hour sessions
• Focused on a specific problem for which the client seeks help
• Applies philosophical theories and methods aimed at helping clients address the problem at issue
• Develops a plan of action for constructive change based on these philosophical ideas
• Relatively inexpensive, ranging from $80.00 to $150.00 depending on the experience of the practitioner

The NPCA also publishes a directory of philosophical practitioners , many of whom are philosophical consultants. Most do online (“teleconsulting”) as well as face-to-face consulting.

The philosophical approach does not require clients to have a background in philosophy. Most people have world views that are philosophical in nature, and the NPCA certified consultant is trained in helping clients to identify, clarify, and consistently apply their world views to make constructive life changes. Often, it is irrational ideas such as the demand for perfection, that obstruct philosophical thinking. The philosophical consultant trained in LBC can help clients to overcome such irrational thinking, construct rational goals and philosophies that align with their world views, and overcome the inertia (or cognitive dissonance ) that obstructs the road to constructive change.

Philosophical consultation is not right for everyone. Those who have diagnosable mental disorders require professional help from licensed mental health practitioners. But many people simply have an everyday problem they want to address. Do you have a problem like one of those mentioned above? Perhaps a philosophical consultant may be a suitable choice for you.

Elliot D. Cohen, Ph.D. , is the president of the Logic-Based Therapy and Consultation Institute and one of the principal founders of philosophical counseling in the United States.

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Doctor of Philosophy

The PhD programs advance scientific discovery by training and supporting students doing in-depth research that solves the world’s biggest public health challenges. At the forefront of efforts to benefit the health of people worldwide, the School offers students the opportunity to join in shaping new ideas in public health and implementing them effectively. PhD students benefit from collaborations across public health disciplines and a broad range of academic fields through connections with other Harvard faculties.

All PhD students conduct research through a dissertation, in addition to other avenues of discovery. All PhD programs at Harvard University are administered by the Harvard Graduate School of Arts and Sciences (GSAS), and applications are processed through the GSAS online application system . Choose from one of four PhD programs offered collaboratively between Harvard Chan School and GSAS.

• Abbreviation : PhD
• Degree format : On campus  
• Time commitment : Full-time  
• Average program length : Varies between 4 to 7 years based on program

When applying to the PhD, applicants must choose one of the following specialized fields of study. Eligibility requirements vary by program and field of study.  

• Biological Sciences in Public Health
• Biostatistics
• Health Policy
• Environmental health
• Epidemiology
• Global health and population
• Social and behavioral sciences

Career outcomes vary based on field of study and research, but in general, PhD graduates will be prepared for a career in academia, health policy, government agencies, consulting, the pharmaceutical or biomedical industry, and generally improving lives through qualitative and quantitative research.

Admission information

Like all PhD (doctor of philosophy) programs at the School—and the University—the PhD in health policy is offered under the aegis of the Harvard Graduate School of Arts and Sciences (GSAS). Applications are processed through the GSAS online application system located at gsas.harvard.edu/admissions/apply .

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How Can I Be a Philosopher in a Non-Academic Career? (Part 2)

Answers from Matthew Barrett, PhD, Consultant in the Life-Sciences Industry

Q: What was the focus of your philosophic interest during graduate school?

Philosophy of science, with a naturalistic approach, was my interest, and related to that, metaphysics and epistemology. My core focus was philosophy of biology and psychology. I wrote my dissertation on the utility and role of certain theoretical concepts in explaining non-human cognition, with a focus on the concept of mental representation. That work has possible applications to human cognition, of course—but I didn’t explore that very much.

Philosophy is very broad, but my perception is that I was at an extreme of the discipline—on the edge where philosophy merges into other disciplines— certainly as far as most philosophers are concerned.  

Q: What motivated your decision to pursue a non-academic career?

My motivation came from looking at the upsides and downsides of an academic career for me . I’m not negative at all about academic philosophy. It just wasn’t the path I ultimately wanted.

The upside to an academic career was that it would give me the chance to get paid to think about interesting things. I also enjoy teaching.

The downsides? First of all, philosophy is solitary. So much of the time, it’s just you and the book. I like working with a team.

Second, I was conscious that my main interests lie on the fringes (some would say outside the fringes) of philosophy, and that could mean a career of experiencing disinterest in my work, or worse, from my colleagues. That would aggravate the already essentially solitary nature of the discipline.

Third, the job market—which I saw as a geographical and professional lottery—was a factor. The job market has been bad for a long time. I think it has got even worse, but even when I was making my decision I felt like becoming an academic meant at best giving up control over where I lived.

Q: What’s your current career?

I’m a strategy consultant in the life sciences. I evaluate pharmaceuticals, diagnostics, and other medical and biotech products. Then I provide advice on investing in those products, and what the development strategy should be, based on their value to the healthcare system. There’s a lot of variety in my work, and I like it. It’s a decent gig.

Q: What attracted you to this career? How did you find it?

At the start, I went to work for the consulting firm of McKinsey & Company. What first attracted me? I could be employable!

I had no prior intention to become a consultant. Before turning to philosophy, I had been a diplomat in the Ministry of Foreign Affairs & Trade of my home nation, New Zealand. So, I had that career as an option.

Then a friend of mine told me McKinsey was giving a presentation on campus. That’s how I learned that consultants work on interesting problems, and make a good salary.

As I got more involved, I found more things I liked about consulting. I could work in a wide range of industries, including life sciences, which eventually became my niche. I would be working in teams, which, as I mentioned, I always liked.

When I joined McKinsey, almost half of my entering “class” had PhDs. I was the only philosophy PhD in the group; the rest of the PhDs were in physics, engineering, biochemistry, and the like. But everyone had a similar story of what attracted us: getting to live where we wanted, working with people, and variety in our work.

Q: Did you have to redesign your resume when you applied for consulting work?

Yes, but I didn’t do enough. When I was applying to McKinsey, I was told in interviews that there were things wrong with my resume.

I needed more details on my research projects within the one (or maybe two) pages that are the limit for a non-academic resume. I also needed to say very clearly (and credibly!) why I was interested in consulting. Essentially, non-academic employers want to know where you have been and why you want to work for them . There is a lot of filtering and one of the dimensions that is less obvious to candidates is how interested they really are in the job. It has to make sense—because hiring someone is a huge investment on their part.

I did a few things right. One was to include my prior work experience as a diplomat. The other was to accentuate the math background I had prior to philosophy.

Q: Now that you’re a consultant, do you think your philosophic training helps you?

There is no content overlap between philosophy and consulting. My studies were more empirical than most philosophers, and that was useful.

This is not to say philosophy can’t help. Philosophers can take a fuzzy problem and put structure to it—very valuable in consulting. We can bring precision about meaning. The span of topics in philosophy is broad, and that trains us to get up to speed quickly in new areas. We also communicate well.

Q: What kind of mentoring did you receive to help you in this non-academic career? Did philosophy faculty mentor you?

I’m hopeful this has changed. The fact that APA is doing this interview suggests that it is changing.

On the other side, at McKinsey, those of us with PhDs went through a “mini-MBA” program. There were various other formal training programs. Just as important, people at the firm were very supportive. When I came in, I didn’t know anything.  Experienced people had the attitude: “This guy knows nothing. But he’s not stupid.” So they were willing to help me.

Philosophy departments aren’t big enough to have their own training infrastructure for non-academic careers. But they can look into broader university resources and share those with students. Universities have career planning, job fairs, and corporate visits like the one from McKinsey that helped me.

Philosophy faculty can promote these resources, as part of an open conversation about jobs. If they want to attract graduate students in a world where a good academic job is an increasingly remote outcome, they have to think about what the option set really looks like and how they can help students make the best of that .

Q: If you had it to do over again, would you still have gotten your PhD in philosophy?

That’s a weird counterfactual! Would I skip the PhD if it meant I would not have met my wife or had our child? Those things resulted from my study of philosophy, and a world without my family is awful to contemplate. Besides, you can’t travel back in time with your current information and go to an incompatible future.

Do I regret getting my PhD? No, I don’t. Granted, my life might have been easier if I hadn’t. I left a pretty good job, and became impoverished for about 5 years to study philosophy.

On the other hand, my five years as a graduate student were five years to think about things that were interesting. And that is a good thing. There’s a reason I did a PhD. There is a lot to be said for it, for the time of intellectual freedom it gave me.

• Dana Delibovi

Dana Delibovi (MA, New York University) has a hybrid nonacademic/academic career as a healthcare communications writer and an adjunct professor of philosophy.

• Editor: David V. Johnson
• How Can I Be a Philosopher in a Non-Academic Career?
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But can one pursuing active interest in Philosophy, who has no PhD in Philosophy do Philosophy & get APA support for his endeavours?

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Doctor of Philosophy

Thesis-based program

Program overview.

Philosophy scholars pursue questions of truth at the root of virtually all academic investigation in science and the humanities. Our philosophy graduate program is one of Canada's finest, garnering international recognition. Through their dedication to academic excellence, our doctoral supervisors and students maintain a PhD program that is one of Canada's top five.

The program has a strong placement record for graduates of both the PhD and MA. While many graduates pursue academic careers, the PhD in philosophy can lead to careers in consulting, public policy and research. Students accepted into this highly competitive PhD program will engage with a vibrant philosophical community supplemented with a visiting speaker series and regular research group meetings.

Completing this program

Core Course:  Graduate Proseminar, usually taken in the first year.

Logic:  Students must show competence in logic.

Thesis:  Students will be required to submit and defend an original research thesis.

Additional Courses:  Topics may include philosophy of science, history of philosophy, metaphysics, ethics, philosophy of language, epistemology, logic and more.

Candidacy:  Students will complete both oral and written candidacy exams.

Professional skills: Students take the required Research and Professional Development seminar after they have advanced to candidacy.

Academia, law, public policy, research analysis, consulting, publishing.

A PhD in philosophy is usually considered a final degree.

Students are required to prepare a thesis and successfully defend in an open oral defense.

Minimum of seven courses

Learn more about program requirements in the Academic Calendar

Classroom delivery

Time commitment.

Four years full-time; six years maximum

A supervisor is required, but is not required prior to the start of the program

See the Graduate Calendar for information on  fees and fee regulations,  and for information on  awards and financial assistance .

Virtual Tour

Explore the University of Calgary (UCalgary) from anywhere. Experience all that UCalgary has to offer for your graduate student journey without physically being on campus. Discover the buildings, student services and available programs all from your preferred device.

Learn about faculty in the Department of Philosophy. Contact the program for more information.

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Ron Wilburn

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Richard Zach

Admission Requirements

A minimum of 3.5 GPA on a 4.0 point system, over the past two years of full-time study (a minimum of 10 full-course equivalents or 60 units) of the undergraduate degree.

Minimum education

Applicants hold a four-year undergraduate degree with honours or a major in philosophy; however, applicants with a degree in a related academic field will be considered.

Work samples

A sample of written work, such as a recent essay, written in English. 

The sample should be 10-15 pages including bibliography, prepared for anonymous review.

Reference letters

Test scores, english language proficiency.

An applicant whose primary language is not English may fulfill the English language proficiency requirement in one of the following ways:

• Test of English as a Foreign Language (TOEFL ibt)  score of 97.
• International English Language Testing System (IELTS)  score of 7.0.
• Canadian Academic English Language test (CAEL)  score of 70 (no less than 70 in each section).
• Pearson Test of English (PTE)   score of 68, or higher (Academic version).
• Duolingo English Test  and obtaining a minimum score of 135* (with no sub-score below 115*). 
• Cambridge C1 Advanced or Cambridge C2 Proficiency  minimum score of 191.
• Academic Communication Certificate (ACC)  score of A- in writing and oral communication courses/B+ in other courses.

For Admission September 1:

Canadians and permanent residents are strongly urged to apply for SSHRC scholarships in the Fall prior to application.

If you're not a Canadian or permanent resident, or if you have international credentials, make sure to learn about international requirements

Are you ready to apply?

Learn more about this program, department of philosophy.

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From PhD to McKinsey

Why did you choose to join mckinsey.

May 10, 2021 The better question for me would be, why didn’t I join earlier? I was already interested in McKinsey during my master’s studies. I was looking into joining upon graduation when a PhD offer came my way, and I could not refuse it. It was a project at the intersection of my interests – healthcare, computer science and engineering – in a partnership between a French microbiology laboratory and an instrument manufacturer in California.

I really enjoyed the time I spent in research, however, I never saw it as a long-term career. I saw McKinsey was a great entry point to gain hands-on skills and then move into management. When I finally applied, I was afraid that having spent almost five years in research was going to hold me back. Now seven months into my McKinsey journey, I realize my background has helped me bring a different perspective to the firm. For example, it has been easier to work in my areas of interest since I came in with relevant experience. I’ve had ample opportunities to discover new ones, too. Since I was quite comfortable analyzing data, I quickly ramped up to work on the analytical workstreams; I received great targeted coaching to fill in my gaps, which allowed me to bring my best self to our clients.

How was the transition, especially in the virtual context?

Due to the pandemic, I didn’t have many in-person interactions in my previous role. My day-to-day work was 100% remote. We had a couple of meetings each week, and we’d chat with each other when needed to for work or just to have a conversation. Therefore, I was prepared to work in the virtual context.

At McKinsey, we have a virtual – for now, at least – check-in and check-out every day, and our workstreams on the project are closely related. I already feel connected, even though I’m still working remotely. Furthermore, the firm has been quite creative in offering virtual social activities, which are fun and have definitely helped me meet new people.

The biggest difference at McKinsey is the pace. In research, I had a couple of projects running for months in parallel. At McKinsey, everything goes faster; sometimes I feel like my team gets a week’s worth of work done in a day. I’m staffed on one client project at a time for a relatively short period. When our work is complete for one client, an entirely new engagement starts.

I’m really excited by the breadth and diversity at McKinsey; I can work on anything from cloud to pharma, education, organization, marketing or operations. I can go deep into topics, too.

The collaborative spirit and the fact that we’re all here for each other has really helped my transition from academia and research to consulting.

What did you learn from your first projects?

My first engagements were special as I was getting used to a completely different working environment. At the end, it struck me how much I’d learned and grown from these first experiences.

I started on an internal project on cloud, where I discovered how McKinsey works in digital. I knew McKinsey did more than traditional consulting, but I was surprised to discover the number of technical assets we have and the breadth of use cases we cover.

Shortly after, I had a project digitizing a pharma production line and another organizing part of the Belgian education system. In these projects, thanks to the coaching I received, I learned how to better interact with clients, especially going from showing analyses to communicating insights and recommendations.

What advice would you give young professionals interested in McKinsey careers?

If you never try, you’ll never know. If you have doubts, do not hesitate to reach out to consultants or people in your network who have previously applied to or worked at McKinsey to get their advice. Interviews are a great way to see whether McKinsey’s the right fit for you. You shouldn’t forget that it goes both ways; you are choosing McKinsey as much as McKinsey is choosing you.

In my case, I asked extensive questions when I was initially contemplating joining McKinsey during my master’s, five years before I actually applied. I didn’t really do that level of diligence again this time. When I joined, I was in for several positive surprises, seeing how much more diverse (in terms of people) and diversified (in terms of projects) McKinsey was compared to my expectations. I saw how the firm has really evolved over the last five years, so if you haven’t explored McKinsey in a while, I’d recommend checking it out again.

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CONSULT PHILOSOPHY

Consult Philosophy is run by two philosophers who teach for the University of Oxford. We help  individuals and organisations enjoy the benefits of philosophising. These include clearer thinking, deeper understanding and better, more ethical, decision-making.

Dan has taught Philosophy for Oxford University for over ten years. Dan has extensive experience of explaining complex philosophical ideas to adults such as business-people, lawyers, engineers and charity workers. He is a knowledgeable and friendly educator who encourages questions and discussion. His research focuses on developing a firmly grounded theory of ethics, and then working out how to apply it in our personal lives, at work and in politics.

Andrea Lechler

Andrea took a degree in Computational Linguistics and an MSc in Artificial Intelligence before moving on to do an MA and PhD in Philosophy. In recent years she’s been teaching weekly classes, day courses, summer schools and online courses for Oxford University Department for Continuing Education. She also teaches introductory philosophy courses in schools. Her areas of specialisation are ethics, practical reasoning and aesthetics.

Philosophers are particularly good at analysing problems objectively and getting at the bottom of things. 

Our consulting typically involves advising on the ethical dimensions of particular decisions, problems and projects, and helping construct ethical solutions.

Please get in touch to discuss your specific needs.

Training courses

Our courses are stimulating, challenging, interactive. Having taught continuing education courses for many years, we are experienced at conveying philosophical ideas to non-philosophers.

We currently offer the following courses. If what you are looking for isn’t on the list please get in touch .

Why be ethical?

This is the most fundamental question you face. Answering it provides a secure foundation for your life and decision-making. It also helps you appreciate the importance of trying to improve your understanding of what really is the ethical way to live your life.

Critical thinking

How can we make sure that our beliefs and decisions are based on the evidence available? This course teaches how to reason well in different kinds of situations. Participants also learn how to distinguish reliable from unreliable sources of information.

Corporate Social Responsibility: Sustainability

What are your and your firm’s obligations to future generations? How can we build efficient businesses, a productive economy and a green, enjoyable way of life which ensure your family, your firm, your nation and humankind survive and flourish into the far future?

Corporate Social Responsibility: Social Purpose and doing right by Stakeholders

We see how it is possible to establish a single unifying social purpose which enables you to balance all the competing demands from, and responsibilities to, stakeholders. We explore how this enables business to be conducted in a way which benefits all stakeholders.

Inform and Inspire: How can marketing be both successful and ethical?

The Ethical Marketeer helps his/her company create products or services which benefit the consumer and society as a whole; and helps consumers judge whether purchasing the product or service is the right thing for them to do. There are three main elements to this….

Equality in the workplace

Retaining staff, motivating staff and optimally utilising the abilities of staff are essential to business success. Treating staff ethically, encouraging staff to treat each other ethically and running your business ethically are essential to achieving this.

Ethics of mutually beneficial interactions - Part 1: Foundations

This course explains the distinction between shared goods and competitive goods. It then examines philosophical arguments for seeing shared goods as ultimately best for a person. Subsequently it helps you improve your ability to do what is mutually beneficial in practice.

Ethics of mutually beneficial interactions - Part 2a: Working life

We discuss how the ethical theory taught in Part 1 can be applied in your work life. A range of topics are discussed. The aim throughout is to arm you with understanding, ideas, criteria and thinking skills which will enable you to make better decisions henceforth.

Ethics of mutually beneficial interactions - Part 2b: Personal life

We explore how the ethical theory taught in Part 1 can be applied in your personal life. We explore issues such as friendship, love, sex, marriage, parenting, life goals, community, how to deal with difficult people, forgiveness, optimism, dilemmas, virtue, integrity and weakness of will.

How to resolve conflicts ethically

We explore how conflicts can be resolved by bringing each person to: question, learn and commit to behaving ethically; deepen understanding of the nature of the situation and the perspective of the other(s) involved; and then creatively construct a mutually beneficial (win-win) resolution.

The role of ethics in building more harmonious relationships

To act ethically we must deepen understanding of the foundations of ethics. Therefore, this course explains the great philosopher Immanuel Kant’s ‘Law of Freedom’ and shows how it can improved upon. We then discuss how to employ these ideas in relationships within the firm, with stakeholders, and in one’s personal life.

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Doctor of Philosophy in Psychology with a Specialization in Consulting, Research, and Teaching

The mission of our Ph.D. in Psychology program is to provide training in multidisciplinary competencies to students who have previously earned a master’s degree in any field related to psychology, social and behavioral sciences, education, or health. This doctorate in psychology program addresses the need for advanced training for those who wish to develop the skills needed to teach at the university level or engage in professional consultation and research. Moreover, it retains the traditional emphasis of a PhD. program on statistics and research skills.

The curricular sequence of our Ph.D. in Psychology program, which is only offered at the San Juan Campus, includes 56 credits of coursework and academic experience. Additionally, the students complete a doctoral dissertation and an academic article ready for submission to a peer-reviewed journal. The training model is based on achieving competencies in the following specialized skills:

• Developing needs assessments for educational and social services organizations
• Developing and evaluating programs
• Preparing remedial strategies to improve the quality of programs and services.
• Developing and evaluating curriculums
• Conducting research projects
• Preparing and submitting articles for academic journals
• Applying consultation models and strategies
• Applying knowledge of teaching strategies and styles

Available in the following locations:

Program details.

56 credits 2 research practice modules (150 hours per internship, 300 in total) 1 teaching practice module (100 hours)

Academic Level

Doctoral degree

2 years and 1 semester

Request Information

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• Programs - SJU * Program Interdisciplinary Baccalaureate Psychology Concentration Interdisciplinary Baccalaureate (BI) Program with a Concentration in Speech and Language Therapy Master of Science in Autism and Other Neurodevelopmental Disorders Master of Science in School Psychology Master of Science in Industrial/Organizational (I/O) Psychology Master of Science in Counseling Psychology Doctor of Philosophy in Psychology with a Specialization in Consulting, Research, and Teaching Doctor of Psychology (Psy.D.) in Clinical Psychology Doctor of Psychology in Counseling Psychology (Psy.D) Doctor of Philosophy in Clinical Psychology (PhD) Doctor of Philosophy (PhD) in Industrial/Organizational Psychology Graduate Certificate Program in Autism Graduate Certificate Program in Forensic Psychology Preparatory Courses in Psychology Preparatory Courses in Speech Pathology
• Programs - MYZ * Program Interdisciplinary Baccalaureate Psychology Concentration Interdisciplinary Baccalaureate (BI) Program with a Concentration in Speech and Language Therapy Master of Science in Autism and Other Neurodevelopmental Disorders Master of Science in School Psychology Master of Science in Industrial/Organizational (I/O) Psychology Master of Science in Counseling Psychology Doctor of Psychology (Psy.D.) in Clinical Psychology Doctor of Philosophy (PhD) in Industrial/Organizational Psychology Doctor of Psychology in Counseling Psychology (Psy.D) Graduate Certificate Program in Autism Preparatory Courses in Psychology Preparatory Courses in Speech Pathology
• Programs - MIA * Program Bachelor of Science in Psychology Bachelor of Arts in Exceptional Student Education with a Minor in Autism Spectrum Disorder Bachelor of Science in Criminal Justice English for Speakers of Other Languages (ESOL) Bachelor of Arts in Elementary Education Master of Science in Psychology M.S. Psychology - Major in School Counseling M.S. Psychology - Major in Mental Health Counseling M.S. Psychology - Major in Marriage & Family Therapy Master of Science in Industrial/Organizational (I/O) Psychology Master of Science in Exceptional Student Education M.B.A. in Healthcare Management (Online) Doctor of Psychology (Psy.D.) in Clinical Psychology Doctor of Philosophy (Ph.D.) in Human Services Graduate Certificate in Applied Behavior Analysis
• Programs - SJUV * Program Interdisciplinary Baccalaureate Cyberpsychology Concentration Master of Science in Neuropsychology Graduate Certificate in Human-Animal Interaction and Animal-Assisted Interventions
• Programs - MIAV * Program Psychology Bachelor of Arts in Exceptional Student Education with a Minor in Autism Spectrum Disorder Graduate Certificate in Applied Behavior Analysis Master of Science in Speech and Language Pathology Master of Science in Exceptional Student Education Master of Science in Counseling Teaching English to Speakers of Other Languages (TESOL) Business Administration in Healthcare Management Doctor of Philosophy (Ph.D.) in Human Services
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Program Director:

Gretchen I. Seda Irizarry, PhD (Acting Director)

787-725-6500, ext. 1518 [email protected] P.O. Box 9023711 San Juan, PR 00902-3711 office #17

Program Highlights

• This doctorate takes approximately three (3) years to complete in San Juan.
• Once the doctorate is completed, our graduates will be trained to take on professional roles as consultants, researchers, and teachers in various academic or social settings.
• From the first year, the psychology Ph.D. program provides theoretical and practical experience through courses related to the acquisition of skills in consulting, teaching, and research. In these courses, opportunities arise to apply the knowledge acquired through various experiences inside and outside the classroom.
• Our Ph.D. in Psychology program in San Juan has three specializations: Consulting, Research, and Teaching. These are developed at an advanced level.
• Our program focuses on integrating our students in statistics courses with students from other academic programs. This opportunity encourages collaborative work.
• Currently, our faculty consists of doctors from various specialties of psychology. Among these, we have doctors in industrial/organizational psychology, school psychology, clinical psychology, and psychology focused on consulting, research, and teaching. Our faculty is comprised of professionals who work in different settings, such as private practice, multinational organizations, small and medium-sized enterprises (SMEs), public organizations, schools, and consulting, among others.

Join our student community!

Admission Requirements

• Evidence of having completed a master's degree in social or behavioral sciences, education, or health from an accredited university.
• Minimum 3.0 grade point average (GPA) on a 4.0 scale.
• Applicants who did not pursue a major in psychology must complete 15 credits (5 courses of 3 credits each) in psychology to qualify for an admissions assessment for the selected program. For more information please consult with your admissions advisor.
• The candidate may request a maximum credit validation of 21 credits from another accredited institution. Applicants with a master’s degree from Albizu University (AU) may opt for the program and transfer relevant credits.
• Negative criminal record certificate, which you can request online at https://www.pr.gov/ .
• Original health certificate.
• Proof of hepatitis-B vaccination.
• Certificate of Vaccination of the Department of Health (PVAC-3, green form) with original signature of the issuing physician. Applies only to applicants who are 21 years of age or younger at the time of admission. Act No. 25 of 1983 (on immunization) requires that all students 21 years of age or younger, who wish to enter any educational institution in the country, provide an original copy of their PVAC-3 to show that they comply with the minimum immunization requirements. For more information, visit: http://www.salud.gov.pr/Dept-de-Salud/Pages/Unidades-Operacionales/Secretaria-Auxiliar-de-Salud-Familiar-y-Servicios-Integrados/Division-de-Inmunizacion-Vacunacion.aspx
• International students must present the evaluation of their academic credentials certified by a duly authorized agency.

Note : Albizu University reserves the right to modify this policy at any time.

Program Accreditations

Albizu University is accredited by the Middle States Commission on Higher Education (MSCHE) and licensed by the Commission for Independent Education of the Florida Department of Education.

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Department of Agricultural and Applied Economics

• Degree Programs

6.0. Doctor of Philosophy Degree Program

The doctoral program in Agricultural and Applied Economics is designed to develop a broad based competence in economic theory and in techniques of quantitative analysis. Dissertation research of students in our department usually addresses applied problems using contemporary economic theory and analytical methods. Students completing our program have demonstrated a high degree of success in academics, business, and government.

Two options are offered for the Doctor of Philosophy in the Agricultural and Applied Economics program. The first option does not require a minor. The second option includes a minor in Family Financial Planning—a joint Ph.D. program between the Department of Agricultural and Applied Economics and the College of Human Sciences. Completion of the Doctoral program in Agricultural and Applied Economics with a minor in Family Financial Planning qualifies graduates to take an exam administered by the Certified Financial Planning Board of Standards to become Certified Financial Planners.

6.1. Prerequisites

Most students will have completed the requirements for an M.S. degree or its equivalent before admission to the doctoral program. If the Master's degree does not meet the prerequisite requirements for entering our Master of Science program (see Section 5.1) then those requirements must be met in order to enter the Ph.D. program. Some exceptional students will be offered the opportunity to pursue a Ph.D. directly from a Bachelor's program. In this case, see the Graduate Coordinator for course and program requirements.

Background in algebra, partial and total differentiation, integration and basic matrix or linear algebra operations are very useful to perform well in coursework and research work.

6.2. Credit Hour Requirements

The doctoral program requires a minimum of 60 credit hours of course work beyond the baccalaureate degree and at least 12 credit hours of dissertation research (AAEC 8000).

6.3. Transfer of Credit

Transfer of graduate credit from other academic institutions may be allowed. The request for transfer must be initiated by the student and supported by the student's committee chair. Transfer decisions are made by the department Graduate Coordinator and must be approved by the Graduate School . Information required in support of transfer requests includes academic transcripts and course catalogue descriptions of each course proposed for transfer. Course syllabi may also be requested to support transfer decisions.

6.4. Substitution for Core Courses

Substitutions for core courses are allowed only under unusual circumstances. Requests for substitutions for core courses must be initiated by the student and his or her committee chair, to the department Graduate Coordinator and must be approved by the Graduate School . Final decisions on substitutions for core courses taught outside our department are made by the department Graduate Coordinator . Decisions on core courses taught in the department are made by the current instructor of the core course being replaced.

6.5. Ph.D. Comprehensive Examination

The purpose of the Ph.D. comprehensive examination is to test the student's ability to integrate knowledge from various subject matter areas and apply appropriate concepts and tools to issues and problems relevant to the discipline. The comprehensive exam is administered by a departmental committee twice each year (usually in May and August) and is normally taken at the end of the first full year of coursework. The exam has two parts which are taken separately. Part 1 of the exam focuses econometric methods and Part 2 covers microeconomic theory. Students have two opportunities to pass both parts of the exam. If both parts of the exam are passed on the first attempt then the student has successfully completed this degree requirement. If one or both parts of the exam are failed on the first attempt (usually in May), the student must retake the failed part(s) at the next offering (in the following August). A second failure of either part of the comprehensive exam will result in dismissal from the student's Ph.D. program.

6.6. Qualifying Examination and Admission to Candidacy

Graduate school rules require that all doctoral students successfully complete a Qualifying Examination for admission to candidacy for the doctor's degree. In the Department of Agricultural and Applied Economics the Dissertation Proposal Defense serves as the Qualifying Exam. Students are allowed two attempts to satisfactorily complete this examination. Failure to satisfactorily complete the examination on a second attempt will result in dismissal from the Ph.D. program. Further information on the Dissertation Proposal and Proposal Defense is provided in Section 9.0 of this Handbook.

6.7. Final Examination

All doctoral candidates are required to pass a public final oral examination which is usually over the general field of the dissertation. Candidates should consult the Graduate School for details regarding scheduling of the final examination. After the final examination, the professor conducting comprehensive exams will send a written notification of the results to the Graduate Secretary for the student's graduate file.

Doctoral candidates, with their major advisor, are required to find their own Dean's Representative for the Graduate School for their defense, preferably someone outside of the department.

Public announcement of exams will be done through the department Graduate Secretary. Exams must be announced at least four weeks prior to the exam date, without exception.

6.9. Degree Program Course Requirements

Listed below are the course requirements for the Ph.D. program options. Courses listed specifically by number are core courses. Note that the option II course requirements have been revised in consultation with the Department of Personal Financial Planning.

Ph.D in Agricultural and Applied Economics - No Minor Required (option1) 1

Course number / course title / credit hours.

• AAEC 5303 / Advanced Production Economics / 3
• AAEC 5307 / Applied Econometrics I / 3
• AAEC 6316 / Advanced International Trade and Policy / 3
• AAEC 5321 / Research Methodology in Economics/ 3
• AAEC 6302 / Food, Ag., and Nat. Resource Policy Analysis / 3
• AAEC 6305 / Economic Optimization / 3
• AAEC 6308 / Advanced Natural Resource Economics / 3
• AAEC 6310 / Demand and Price Analysis / 3
• AAEC 6311 / Applied Econometrics II / 3
• AAEC 6301 / Microeconomic Theory II / 3
• AAEC 6315 / Applied Microeconomics I / 3
• ECO 5311 / Macroeconomic Theory and Policy / 3
• Committee Approved Field Courses / / 24
• AAEC 8000 / Doctor's Dissertation / 12

Total Credit Hours 72

Ph.D. in Agricultural and Applied Economics - Minor in Family Financial Planning (option 2) 1,2

• AAEC 8000 / Doctor's Dissertation / 21
• PFP 5371 / Fundamentals of Personal Financial Planning / 3
• PFP 5372 / Asset Management II / 3
• PFP 5373 / Personal Financial Planning Cpstn. / 3
• PFP 5394 / Retirement Planning / 3
• PFP 5497 / Risk Management and Insurance Planning / 4
• PFP 5398 / Estate Planning / 3
• PFP 5362 / Asset Management I / 3
• PFP 5377 / Client Communication and Counseling / 3
• ACCT 5311 / Individual Study in Accounting / 3

total credit hours 85

1 Numbered courses are core courses. 2 Draft revisions pending review and approval of AAEC faculty.

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How to Create Your Consulting Philosophy [2022 Edition]

Do you have any consulting experience?

Do you wish to establish a name for yourself in consulting?

Are you looking for a simple solution to attract your ideal clients?

A successful consulting philosophy addresses all of the following challenges.

A consulting philosophy articulates your methodology and fundamental values as a consultant. It establishes the framework for your consulting business’s success.

You may be asking how to build your consulting philosophy at this point further.

Ideally, you should DISCOVER your consulting philosophy rather than DEVELOP it.

And how do you do that?

“Why do you consult?” is a straightforward thing to ask.

A consulting philosophy considers teaching and leadership styles, communication, strategy, and other variables.

I’m sure you’re eager to obtain an accurate view.

I’ve discussed various issues in this blog that will assist you in DISCOVERING your consulting philosophy.

Therefore, what is the harm in delaying?

Let us begin the celebration!

What is the definition of a consulting philosophy?

Before beginning the “HOW” section of How to Create Your Consulting Philosophy, it’s critical to understand the following:

What does the term “consulting philosophy” mean?

In simple words, a consulting philosophy reveals the consultant’s perspective.

What is a consultant’s job description?

What are the key objectives of the consultant?

What are the consultant’s fundamental values?

What is the consultant’s consultative style?

How does the consultant deal with clients?

What is the consultant’s communication strategy?

What are the consultant’s core values?

The consulting philosophy is comprised of the components mentioned above.

Being a consultant can be challenging. As a consultant, you are responsible for making decisions that affect you and your clients. You must meet the needs of your customers.

A consulting philosophy is essential to implement this and meet objectives successfully.

When interacting with clients, you should adopt a consultative mindset. It embodies who you are today and who you aspire to be in the future.

The philosophy of a consultant is significantly distinct from that of the average person. It varies according to the consultant. It is predicated on the following tenets:

Consultant’s own experiences

The consultant’s expertise

Consultant’s core values

Consultant’s viewpoints

Consultant’s convictions

Values play a significant influence in all of the above. This is because your values are a reflection of what matters to you.

Is it now evident what consulting philosophy is?

The following is the question:

“Do you believe your consulting philosophy should endure?”

Occasionally, individuals will summarize their consulting philosophy in a few sentences. Others succinctly express them. Some consultants even devote entire paragraphs to elaborating on their consulting philosophy.

Which one, then, is the best?

It is entirely up to you how you create it.

All outstanding philosophies, regardless of length, have in common one thing that all unique perspectives have in common.

And precisely what is it?

They contain information on the consultant’s mission, values, and ideals.

Following are a few examples:

Achieving client transformation is a success. The idea is to accelerate the client’s pace to accomplish predetermined goals.

To arouse and inspire the customer’s enthusiasm and commitment to their objectives. Assume the individual is accountable, committed, and devoted to reaching their most significant potential. To establish a positive environment where the customer can continue developing while receiving full support and direction. It appears to be straightforward, but it is not!

What is the best way to develop a consulting philosophy? – Let us first comprehend the necessity!

Why is a consulting philosophy necessary?

Why are we unable to function in the absence of it?

Isn’t this going to take up time that I could be doing something else, such as marketing?

Yes, it will take time, but it will be well worth the effort!

As a consultant, you must know your destination and your route to get there.

Who will be responsible for developing the guiding principles?

How are you going to know where you are heading?

Who will determine the paths you will take to reach your destination?

YOUR CONSULTATION PHILOSOPHY!

Your consulting philosophy will influence consultations.

This will decide the extent to which your customer advances.

Consulting is a demanding profession. You will occasionally be required to make ethical decisions. You can make more informed decisions with a clearly defined consulting philosophy. As a result, you will be able to counsel more effectively.

Consistency is easier to achieve with a collaborative mentality. It enabled you to remain resolute in the face of external pressures.

From the client’s perspective, a consulting philosophy is equally critical.

It dispels doubt and enables your consumer to understand your consulting technique better.

For instance, your consumer will better understand your action plans, communication style, and long-term goals.

Having a stated consulting philosophy benefits everyone in your consulting environment.

A consultant with well-defined objectives and strategies is always welcome!

What is the best way to develop a consulting philosophy? – Factors affecting it

Your consulting philosophy should be focused on a single objective.

And this is the case:

Clients who are constantly striving to improve.

Your clients are the lifeblood of your business.

Consider the following:

What strategies would you employ to assist your clients in TRANSFORMING?

At the same time, jot down whatever comes to mind.

For instance, it is vital to consider the customer’s perspective.

All of the sketched thoughts should be incorporated into your consulting philosophy. Iteratively revise it as you go.

Doesn’t it appear to be straightforward?

Indeed, it is!

However, various factors influence your consulting perspective.

And what are they precisely?

Let us examine it.

Personality

The personality of the consultant is critical. How you communicate with your customers is vital. Your attitude, demeanor, and approach to your consulting field will influence your consumers’ reactions.

Ascertain that the flow is not erratic. Create a consulting philosophy that ensures you have a captivating personality.

Adopt the behaviors and personality traits of a successful consultant.

Training and Education

The consulting beliefs of consultants are strongly impacted by their training and education.

Have you ever taken a class on consulting?

Are you in possession of any official credentials? (Are you referring to degrees or diplomas?)

Have you ever worked in an organization as a trainee?

Have you been offered any opportunities for professional development? (Are you interested in observing other consultants or discovering new consulting specialties?)

Then, you may be able to incorporate all of your learnings and experiences into your consulting philosophy.

Have you ever had a mentor?

Great! You now have an additional factor to consider while developing your consulting philosophy!

“No, you don’t!” you exclaim.

That will not happen. Didn’t you have any professors or supervisors? Throughout your high school or college years? After all, aren’t they all mentors?

It’s an added advantage if you’ve studied under the tutelage of a mentor in a formal setting.

Experiences

EXPERIENCES will have the most significant impact on your perspective as a consultant. They were all inspirational, regardless of how good or bad they were!

Therefore, the next time someone asks, “How did you develop your consulting philosophy?” keep this in mind. Consider the flashback to ascertain the remedy!

How should your consulting philosophy be written?

Every consultant has a consulting philosophy. If you do not record your philosophy, it will remain only in your head.

Now the question is:

Why do you feel the need to document your consulting philosophy?

This enables you to conduct a more in-depth examination of your consulting philosophy. Writing may aid you in acquiring precise knowledge. In this manner, you’ll be able to determine whether your consulting philosophy is appropriate.

Until and unless the findings are documented, they will be ineffective. It will be challenging to use it to direct your consulting practice.

I hope you now understand why it is vital to document your consulting philosophy.

How should your consulting philosophy be presented?

Alternatively, to put it another way:

How do you develop a philosophy for consulting?

Your consulting philosophy is a three-point statement that contains the following:

Your consulting objectives are as follows: Your consulting strategy is unique. Your guiding principles describe what you plan to accomplish in your consulting objectives. This section will also include your clientele’s targeted goals.

Before establishing your goals, you need to ascertain your values. Your values will serve as the bedrock for building your ambitions.

Which approach would you employ to ascertain your values?

A component of this is IMPROVING SELF AWARENESS.

How can self-awareness be increased?

And what do you mean precisely when you say that?

Self-awareness development requires becoming aware of one’s strengths and flaws. This entails determining what is important to you and acting appropriately in particular situations.

Bear in mind that your consulting philosophy is entirely up to you. And to do so, you must first discover yourself.

By posing the following questions to yourself:

What am I attempting to accomplish?

How do I react when confronted with a situation?

What will my future response be?

This is demonstrated in the following example.

Consultant Mack never questioned his consulting philosophy. He contemplates conducting some introspection to ascertain his values. He chooses to reflect on an actual occurrence from his previous session.

He recalls a moment when he was forced to deal with a particularly unpleasant customer. The customer was adamant and unreceptive. He is aware that one of his objectives is to listen to customer service.

Mack recalls interrupting the customer in the middle, which added to the customer’s annoyance. While his objective was correct, the situation deteriorated due to the customer’s unwillingness to comprehend. Mack’s answer was to cut through the client’s lines and state his case.

He then realized that he should have first listened carefully to the customer. His mood and demeanor must have influenced the customer to open up in the desired manner. He should then have earned the client’s trust by explaining his function.

Due to this technique, Mack determined one of his values.

I’m calmly listening to the customer exaggerate his point.

This clarifies how he should respond in the future.

Reflecting on your responses to circumstances can assist you in developing a better understanding of your values.

To assist you, begin by answering the following questions:

Why are you a consultant?

Whom are you attempting to contact?

To you, what does a perfect consultant look like?

Which lesson, in your opinion, is the most critical to impart?

What does success mean to you?

Why Is It Critical to Understand Your Environment?

The environment will considerably impact the response to the issue, “How to establish a consulting philosophy.”

Why is it critical to understand your environment?

With children as your target audience, you cannot expect them to be mature and disciplined.

Your philosophy will be shaped by who and where you consult.

Consider the environment and culture when creating your consulting philosophy.

Additionally, recent top consulting trends and development in your consulting specialty may affect.

Before establishing your objectives, you must first determine your target audience.

Establishing objectives

After you’ve stated your values, it’s time to define your objectives. These will assist you in developing your philosophy.

Three factors must be considered when developing your objectives.

Competitive performanceThe client’s transformation client’s pleasure now; it’s up to you to determine what you want to accomplish with each factor.

This decision would be based on your values, the requirements of your clients, and the environment in which you live.

I hope that this article has helped you better understand how to write a consulting philosophy.

Simply put,

You will require the following statement:

Your consulting objectives are the guiding principles that will influence your consultation style. The method you will employ when advising your clients. You may need to tweak the same thing numerous times. Continue until the statement adequately expresses your consulting philosophy.

How do you use your consulting philosophy in practice?

Numerous consultants jot their consulting principles down, file them away, and promptly forget about them.

If you want your consulting philosophy to be fruitful, you must apply it. This indicates that you must practice it daily.

You must adhere to your ideology at all times. It makes no difference if there is a great deal of strain or something unexpected occurs.

Another area in which your concept should be applied is in decision-making. If you’re undecided about what to do, consider your philosophy. If it is written well, it will aid you in selecting the best choice.

It’s challenging to adhere to your philosophy.

One way to do so is to reflect on the harsh circumstances.

Was my response in keeping with my philosophy?

Consider your consulting philosophy for a moment. Ascertain that it is current with your client’s current requirements. If you’re receiving a lot of negative criticism, determine what aspects of your ideology need to be altered.

How do you go about developing your consulting philosophy? – Consider the following:

The following are some critical points to consider throughout the procedure. Let us examine them.

Establish benchmarks

As a consultant, you must outline objectives that you intend to accomplish. These guidelines will aid you in obtaining the level of performance you seek. These restrictions apply to you as well as your consumers. The guidelines will help you in determining the effectiveness of your consulting program.

Assume your profession is that of a corporate consultant. Your target market is new entrepreneurs. Your clients should have developed a credible business model for their business ideas by the end of your consulting program.

Define your style of leadership

Your leadership style will help you stand out from the crowd. This will aid you in building a solid presence in your chosen industry of consulting.

Create your leadership style and allow it to change over time. A participative style of leadership is essential. Ascertain that individuals are capable of active participation.

Consider alternatives to strategies.

When questioned about their ideology, many consultants begin by outlining the technique of their consulting sessions. The primary concern of a consulting philosophy is your values and beliefs. It should reflect your approach to connection building, decision-making, and interaction.

Assume responsibility

You must be accountable for your consulting philosophy. Demonstrate your authentic, dependable, and practical consulting perspective.

Exhibit your philosophy

Declare your goals loudly and transparently. Assume responsibility for your future behavior. Clarify your philosophy. Prepare to face the repercussions if you do not keep your commitments.

Consider what others might have to say about your philosophy.

Would your clients understand your consulting philosophy if you did not inform them? Is your demeanor consistent with your consulting philosophies?

Each day, embody your philosophy.

Every Day, Your Philosophy in ActionDo you know how to explain your philosophy most effectively?

By implementing it!

Yeah! While it is critical to write your philosophy, it is far more crucial to living it!

Your beliefs and actions, and behaviors should be consistent. If you express your ideology solely through written text, it will lack credibility.

Never be scared to tinker with your philosophy.

You will never fully comprehend the context and environment in which you function. You’ll be confronted with novel situations. You’ll be dealing with a diverse range of customers. As the journey progressed, processes would change.

You will be obliged to adapt your philosophy due to the changes. This is not to say that you must abandon or modify your ideals. You may need to make minor adjustments to your plan, style, or approach. Additionally, you may include some new targets due to recent experiences or information.

No such thing as an optimal consulting philosophy exists. Change impacts everyone, even our consulting concepts.

How to develop your consulting philosophy —Helpful principles!

Always, always, always, always Believe in yourself and your abilities, and work consistently to develop. Consistency in your efforts is critical. Clearly state your consulting goals. Consider the following: What motivates you to consult?

At the end of the day, what do you hope to accomplish?

How do you define success?

Establish a set of rules. Establish and enforce regulations. Develop and develop relationships with clients. Be organized and adaptable to change. Decide how you will involve your coworkers.

How will you handle the resources?

What will your investment, marketing, and other priorities be?

Keep an eye on the big picture.

Finally, some reflections.

Finally, we’ve concluded this blog!

I hope you gained tremendous insight into the process of developing your consulting philosophy.

A consulting philosophy acts as a road map for the consulting career of the individual. It permits you to accomplish your objectives while adhering to your values. It offers a clear path for you to follow to speed up your growth. Your development opportunities will increase exponentially if you have a well-defined consulting philosophy and high-quality consulting products and services.

A consulting philosophy lays the groundwork for the proper course of action. Consultants may assist their clients in determining the optimal path for growth. As a result, the consultants can design more clear, quantitative, and attainable short- and long-term goals.

Your customers will be fully aware of what to expect and when to expect it. This will also assist you in attracting the appropriate clients that share your coaching philosophy. This allows you to eliminate non-committed customers.

You’re ready to go with these essentials! It’s critical to realize that your philosophy is not fixed. Revisit your philosophy from time to time to hone it. Never begin a consulting project without creating a solid consulting philosophy beforehand. It will decide the success of your consulting program.

Now that you’ve learned how to do so, it’s time to develop your consulting philosophy.

Create it, define it, document it, and adhere to it. This can assist you in honing your consulting skills and advancing your career as a consultant.

I am always here to assist you if you require assistance!

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How to Get a Perfect Score on the LSAT

Here are some tips to help law school applicants who aim for a score of 180 on the Law School Admission Test.

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Practice is not helpful unless it is methodical and purposeful. To practice the right way, you need to create a thoughtful study plan.

It's possible to walk into the LSAT with minimal practice and score a perfect 180. My college roommate managed this feat, and I cannot fathom how he did it. For those of us mortals who may need a little more help to hit such an elusive target, I'm happy to share some advice from my own experience as a longtime LSAT instructor who scored 179 after months of practice.

First, however, it is worth stepping back and asking: Why aim for 180? 

What Does it Means to Score 180 on the LSAT?

The LSAT, formally known as the Law School Admission Test, is one of the most important factors in law school admissions. There is substantial evidence that those who score well on the test, like those who perform well academically in college, tend to get high grades in the first year of law school.

The LSAT is scored on a bell curve, ranging from 120 to 180. On recent tests, the hump of the curve has centered around 153. Percentiles vary slightly between tests, but generally around 25% of test-takers score 160 or higher, 5% score 170 or higher, and 1% score 175 or higher. Only one in 1,000 test-takers scores 180.

Remember: These scores are based on actual test-takers, not the population at large. 

How Do Law Schools Look at a Score of 180?

The most prestigious law schools tend to have median LSAT scores in the 170s. Many candidates are admitted with lower scores, but they likely have high grades and other impressive qualifications .

There is no law school with a median LSAT score above 175. This is because the LSAT is only one of many factors in law school admissions, and it is also due to the shape of the bell curve.

Standardized tests like the LSAT are calibrated to evaluate the bulk of test-takers whose scores fall in the hump of the bell curve, rather than the outliers at extreme edges. The difference between a 177 and a 178 could be due to making the wrong choice between two similar answer choices on just one question. Since LSAT questions can be somewhat subjective, such differences are not statistically meaningful.

Thus, law schools know that 180 is not a magic number. To take your best shot at a top law school , aim for a score in the 170s, the mid-170s if possible.

A score of 180 will stand out, but it is not a golden ticket. 

How Do You Practice to Achieve a Top LSAT Score?

Too many test-takers mistakenly believe that the key to scoring high on the LSAT is to take endless practice tests. After all, practice tests are hard, and those who work hardest do the best on the test, right?

This is not quite true. Practice is not helpful unless it is methodical and purposeful . To practice the right way, you need to create a thoughtful study plan .

First, you must learn the right techniques to tackle every question on the test, using the method that best fits your learning style. This may be self-study, a course or online application, or work with a tutor.

Once you have learned the basics, you can best improve your performance through a mix of timed and untimed practice tests and drilling the questions you find hardest. 

Homing in on Your Weaknesses

To achieve a perfect score, you need to be a perfectionist. This means practicing questions at the toughest level of difficulty you can handle and carefully examining your results.

All the practice in the world won’t help you unless you are devoted to understanding the questions you get wrong .

If you are a champion martial artist and an opponent throws you to the ground, it is unhelpful to get upset or disappointed or fearful. Instead, you must get curious. How did this happen? How can I prevent it from happening again?

Likewise, what distinguishes top performers on the LSAT is how they respond to questions they get wrong. Instead of anger or apathy, they react to wrong answers with interest, gleaning the data they need to improve. Over time, this leads to breakthroughs in performance. 

Mastering Your Mind

Test-takers who fall short of top scores often get so hyperfocused on the test that they exhaust themselves or become overly fixated on the clock.

Top performers understand that the mental side of the LSAT, like test anxiety and time management , are just as important to work on as other essential technical skills .

Instead of willing their brains to focus harder and work faster, they find ways to work with their mind to make the test manageable, sustainable and intrinsically rewarding.

Almost every client I work with who achieves a top score on the test hits a point where they find the LSAT surprisingly interesting. This make practice less of a chore, and it relieves the stress of the test and leads to new insights.

It is hard to get good at something if you hate it. I learned that as a kid, from years of fruitless piano lessons I grew to resent. My brother, who had the same teacher, was fascinated by piano practice and became a phenomenal pianist.

To score 180 on the LSAT, you must find a way to look forward to practice as much as my brother loved sitting down at the keyboard and treating every practice session as a chance to explore and to learn something new.

Tips to Boost a Law School Application

Tags: LSAT , law school , graduate schools , education , students

About Law Admissions Lowdown

Law Admissions Lowdown provides advice to prospective students about the law school application process, LSAT prep and potential career paths. Previously authored by contributors from Stratus Admissions Counseling, the blog is currently authored by Gabriel Kuris, founder of Top Law Coach , an admissions consultancy. Kuris is a graduate of Harvard Law School and has helped hundreds of applicants navigate the law school application process since 2003. Got a question? Email [email protected] .

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