The interview process was fairly straight-forward - three rounds - one HR behavioral/fit and two practitioner meetings. The initial step was the HR/Recruiting telephone screen which felt like more of a conversation than an interview - it was formal yet friendly. At the end of the call which occurred on a Tuesday, the Recruiter indicated I would be hearing about next steps in a couple of days. On Friday, I received an e-mail from Recruiting asking me to provide my availability for a call with one of the practitioners to be scheduled for the following week. Although this practitioner was on-site at a client, he was rather flexible in terms of coordinating schedules. I was able to schedule a call with this practitioner (Senior Manager / Senior Principal) for the following Wednesday. The call lasted about 30 minutes and was focused on me describing my prior work experience and learning a bit about the practitioner's background. It was give-and-take, though biased toward collecting information about my employment history and consulting experience. In other words, it was more-or-less what one might expect from a 2nd round interview. After I received the news that I had passed the 2nd round of interviews, I was in regular, frequent contact with the recruiting organization to schedule a time to meet one of the Partners face-to-face. Several days later, plane ticket in hand, I was off to the airport to meet with the Partner. I arrived at the office and waited only about 10 minutes to meet with him. Our conversation lasted a little over an hour. The first fifteen minutes was spent on behavioral/background questions. The following 30 minutes was devoted to the case interview with 2 components. In the first component, I was asked to describe in a case-like fashion (using the available whiteboard), a recent engagement I had worked on- beginning with the client's problem statement, explaining the approach to and structure of my solution, and ending with the outcomes/ client value delivered. The second component was a case given to me by the Partner in which I was asked to formulate my response to a problem statement. The Partner switched places with me and proceeded to the whiteboard to draw out a series of diagrams depicting relationships between a number of entities in a "Services" sales value chain. I was then asked to (based on my knowledge of the industry) craft an approach to the case. I had some difficulty with this portion of the interview because I had no familiarity with the specific industry being addressed which distracted me from maintaining a structured problem-solving approach. Regardless, I proceeded through the case citing a general approach and game plan for dividing the work into work streams, assigning roles, etc. The final fifteen minutes of the interview included the Partner reviewing my work and explaining some nuances of the industry's sales process. We also discussed the practice's general direction, and industry and functional specialties. Though I could have done better on the case (the Partner stated that there was an expectation of a broader or higher-level viewpoint up-front), apparently I had made enough of an impression throughout the interview process. I received a verbal offer by the end of the week - call directly from the Partner.