T1 RX Consulting Lateral Interviews | A&M/FTI/Alix (analyst/associate)

I am wondering what the lateral interview process would look like at the likes of A&M/FTI/Alix (analyst or associate level).

Interview questions, case study examples, where they tend to look (outside big 4) for a lateral hire, etc. 

Would appreciate any insights!

4 Comments
 

Made a post covering interviews, that I've linked : https://www.wallstreetoasis.com/forum/consulting/prepping-for-rx-consulting-trs-co-interviews

Given that you're going for lateral positions though, you can expect the questions to (maybe?) be a little more convoluted than for SA...of course this depends on your interviewer, how many years of exp you have, past exp etc. Dug through some past questions that a) I've asked for slightly more experienced hires than SA and b) I've heard be asked, and you can find them below. Note that these are primarily consulting style questions, but there's a good chance you'll get asked RX IB type questions if you're going for creditor heavy rx consulting firms...but I don't have any good ones. Anyways :

  1. You are parachuted in to support a senior lender in a multilender real estate deal. The borrower has filed Chapter 11, DIP financing is contentious, and mezz holders are threatening litigation. A stalking horse bid is in progress but unpriced. How do you protect the lender’s position over the next 10 days?
  2. A multi-entity industrial manufacturer with $500M in debt has missed a covenant test, its private equity sponsor refuses to inject new capital, and cross-default clauses are in play across international subsidiaries. The CFO is optimistic about a major government contract win, but no paperwork has been signed. The company has 3 weeks of cash runway. What do you do first, and how do you manage stakeholders?
  3. The CEO of a family owned auto supplier is refusing to file, despite a missed bond payment and halted production from a Tier 1 customer. What’s your approach?
  4. You’re advising the unsecured creditor committee of a retail chain in Chapter 11. The debtor’s DIP budget is off track, management is missing KPIs, and the stalking horse bid just withdrew. What are your options and what leverage do you have?
  5. A sponsor-backed B2B services company with foreign subsidiaries in 9 countries is facing an intercompany loan unwind risk that could trigger cross-defaults. There’s no consolidated cash view, and local teams are withholding info. How do you get control of the global liquidity picture and advise on stabilization?

*amounts and some stuff have been changed

As for where they look for candidates...it's really not that well defined. Look though some profiles and you'll see people from a wide range of backgrounds. What's most important is that you're 1) genuinely interested 2) can work exceptionally well under pressure 3) can analyze lots of data in a short period of time 4) are interested in learning and can learn a lot fast 5) soft skills like empathy etc. Imo they typically look at RX IB, Perf. Imp consulting, PE or Portfolio ops, FP&A, Legal the most.

 

Sure, personally I’d lock down local cash with soft controls like: daily reporting asks, payment freezes where possible but also while mapping legal entity flows to spot pressure points. Then I’d set up a war room with HQ finance and imp local leads (with or without sponsor blessing) to build a rough 13wk cash vw using bottom-up actuals. As an afterthought, a parallel path: bring in tax and legal to triage the unwind risk; could be a mix of novations, forbearings, or RXing the loans outright. But none of it sticks unless you align incentives, so I’d get the sponsor involved fast to reset expectations and drive urgency globally. There's a million ways to tackle this so if anyone else's got some input that'd be great.

 
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