The position was for that of a Senior Manager in their Technology Practice and I was contacted by a Recruitment consultant for this role. The first interview was video call with a Director and a Senior Member of their Talent Acquisition Team. The interview was to assess my People Management and Leadership skills. The questions were standard and the interviewers were great. I got a feedback a couple of days later that the interview went great and the team was very impressed. The second round was a case study and a panel interview with the practice head and a another Director. The case study was extremely simple (compared to what I encountered in my MBA) and was more to test my thinking pattern towards problem solving. I was given about a hour to study the case and make a 4 slide presentation and once I finished that I waited for the panel to arrive. I had my first little shock when the second interviewer was not the person I was expected to meet but a newly hired Director. Most of my conversations were with the Partner but it seemed apparent to me that the other interviewer(the new director) was getting a little uncomfortable with his apparent lack of consulting experience or subject matter expertise when compared to me. The feeling of insecurity seemed too obvious and with the fact that I would have to report to him told me in no less than uncertain terms that I wasn't going to get the job. My advise to the PWC team is that - if you want to grow your technology consulting practice, have the courage to employ deserving people by virtue of their knowledge and personality. And please be honest with your feedback. The feedback I received was that I lacked adequate team management and consulting experience which was ironical- considering the fact that I would not have made it to the second round without the former and couldn't have run my own consulting Business without the latter.