Calder & Finch · Strategy practice · Hiring manager: demo reviewer
Associate Consultant, workday simulation
Consulting case · simulated client workday · about 60 minutes ·client: Wrenfield Home
A 60-minute case simulation shortens the first case round (two one-hour interviews today). Later interviews and all decisions stay with people.
Hiring goal
3 Associate Consultants· 2 proceeding · 1 to go
2 of 3 filled by candidates you've marked Proceed
Core task
Generated draft from company contextIdentical for every candidate on this case, so runs stay comparable. Case setup shows the company context behind it.
| Task | Workspace | Minutes |
|---|---|---|
Wrenfield Home Profit Bridge a home goods retailer A compressed client day: exhibits, a team chat, emails, an AI research assistant with one stale claim, and a recommendation due to em by 2:00 PM (simulated clock). | Simulated client workday | 60 |
Project docs
- Client financial summary, FY25 vs FY26Prepared by the Calder & Finch engagement team from Wrenfield's FY26 close pack ($M) · v3, last edited Monday
- Preliminary findings (draft): what moved operating profitLeo Park, Research Analyst, Calder & Finch · status memo to Maya Okafor · draft v0.4, not yet reviewed
- Client meeting notes: Wrenfield steering group, MonMaya Okafor, Engagement Manager · Monday 10:00-11:00 AM, Wrenfield HQ, room 4B
People and what only they know
- Maya Okafor · Engagement Manager, Strategy, Calder & Finch2 private facts, shared only if asked
- Tom Becker · Head of Store Operations, Wrenfield Home2 private facts, shared only if asked
- Sam Ortiz · Finance Analyst, Wrenfield Home2 private facts, shared only if asked
- Leo Park · Research Analyst, Strategy, Calder & Finch1 private fact, shared only if asked · holds a wrong belief
- Helen Ward · Chief Financial Officer, Wrenfield Home3 private facts, shared only if asked · holds a wrong belief
Planted AI error
“Store rent rose ~20% (≈ +$6M) and is the main driver” Contradicted by Client financial summary, FY25 vs FY26 (Store rent: 30 → 31).
Manager's challenge
“One more thing before you finalise. Helen's team says merchandising has already committed to suppliers for a Spring Sale of at least 4 weeks next year (shorter than this year's 6 is fine, but not below 4), and the free-shipping terms are locked with the marketing partner until Q3 (changes are possible from Q3). So what exactly do you recommend within those limits, and roughly how much of the profit gap does it close?”