You’re almost done with the case.

You asked good questions. You did the math. You spotted the key issue.

Now the interviewer looks at you and says,
“What’s your recommendation?”

This is where most candidates freeze.

They either ramble, hedge (“It depends…”), or repeat everything they just said.

But here’s the thing: the end of the case isn’t a summary. It’s your moment to sound like a consultant.

A good recommendation is short, clear, and confident. 

And yes, you can absolutely learn how to do it.

In this guide, I’ll show you:

• What interviewers want to hear
• A simple structure that works every time
• Common mistakes to avoid

Let’s walk through it together, step by step.

Why the Recommendation Is the “Deciding” Moment

A lot of candidates think the case ends when the math ends.

The final 60 seconds (your recommendation) is where interviewers decide if they’d trust you in front of a real client.

Think about real meetings you’ve been in: someone talks for five minutes, and then another person sums it up in one line. 

Everyone nods because it’s clearer. That’s synthesis. 

Interviewers want to see if you can do that in the moment.

This part also answers one quiet question in every interviewer’s head:

“Would I feel comfortable putting this person in a meeting with a client?”

If your answer is clear, structured, and steady, that’s a yes.

If it’s vague, rushed, or over-explained, that’s a maybe. Or worse, a no.

So even if your math was solid, a weak recommendation can hurt you.

The good news? You don’t need to overperform here.

A helpful way to remember the difference:
Summary is “what we talked about.”
Synthesis is “what it all means.”
Or as one of my mentors put it: What? So what? Now what?

That shift, from replaying details to pulling meaning forward, is what interviewers are listening for.

We’ll break down how in the next section.

What Makes a Recommendation Strong?

The final recommendation is where a lot of good candidates lose steam.

They know what they want to say… but it comes out too soft, too vague, or way too long.

A strong recommendation follows a clear rhythm.

Start with your answer → Back it up → Then point forward.

Let’s walk through that in more detail, with examples and common traps.

1. Start With the Answer First

This part is simple, but most people mess it up.

Don’t build up to your answer like you’re telling a story.

Say what you recommend right away.

✅ “I’d recommend the client hold off on entering the new market this year.”
❌ “So, based on my analysis, there are a few things to consider… and therefore I think maybe it’s best…”

Big difference.

In real consulting, clients want clarity. If you hesitate or wander, they lose confidence, even if your answer is technically correct.

Leading with your POV shows calm, structured thinking.

Think of it like this: if they remember only one sentence from you, it should be this one.

2. Back It Up With 1- 2 Key Reasons

After the answer, don’t go into a full case replay.

Choose the top insights that moved the needle, then stop.

“Two reasons.
First, the expected margins are below the client’s minimum target of 15%.
Second, the competitor response risk is high — if they match price, we’re underwater.”

Short. Specific. No bullet points needed, just speak naturally.

Tip: Pick insights that link clearly to the client’s goal. Not just interesting data, but decisive ones. This shows you’re also prioritizing.

If you’re stuck, ask yourself:

• “What data point would change their mind if they were on the fence?”
• “What part of the case made me lean this way?”

That’s what you should include.

3. End With a Forward-Looking Note

This part isn’t mandatory, but it levels you up.

It’s where you show that you’re thinking like someone who’ll stick around after the meeting.

“If they revisit this later in the year, I’d suggest starting with a 3-month pilot in one region. That way they can test demand before going all in.”

Or…

“If they do proceed, I’d keep an eye on retention rates in their core market, they could take a hit if resources shift too fast.”

This shows:

• You understand real business decisions have risk.
• You’re thinking like a team member, not a test-taker.
• You’re offering guidance, not just judgment.

That’s consultant energy.

Let’s look at a real case close example.

Example Recommendations (Good vs. Great)

Below are two sample prompts with side-by-side comparisons that show how a few smart changes in clarity, tone, and logic can turn a vague close into a confident one.

Case 1: Profitability Decline

Prompt:
“Our client’s profit margins have declined over the past two quarters.
They want to understand what’s going on, and what to do next.”

❌ Good Recommendation	✅ Stronger Recommendation
“I think the client should cut costs.”	“I recommend the client focus on reducing variable costs, specifically in logistics, which make up 40% of total expenses. This supports their goal of improving short-term margins without affecting product quality or long-term growth.”
Why it falls short: – Vague: What costs?– No tie to the case– “I think” sounds unsure	Why this works: – Specific: logistics, 40% of costs– Tied to the client’s real goal – Balanced: short-term move with long-term awareness
	Bonus Close: “If they move forward, I’d suggest piloting cost changes in one region first, to measure impact before scaling.”

Case 2: Market Expansion (Food Delivery Startup)

Prompt:
“The client is a food delivery startup considering entering a new city.”

❌ Good Recommendation	✅ Stronger Recommendation
“I think expanding into the city is worth trying.”	“I recommend the client move forward with entry into the new city, starting with a 6-month soft launch in 3 key zones. This market shows strong demand and low competitor density, but we’ll want to test customer acquisition cost before scaling.”
Why it falls short: – Casual tone – No support – No risk thinking	Why this works: – Clear rollout plan (6-month pilot) – Backed by demand + competition data – Flags CAC as a smart next step

Both version have:

• a clear, confident call
• focused reasoning (2 points max)
• tie the logic to the client’s goal
• end with a light, forward-looking note, and not a hard sell

Don’t overthink it, you’re not writing a PhD thesis. You’re just giving the client a clear next step.

Now, if your answer does all four, that’s when you start to sound like someone who could do this for real.

Common Mistakes Candidates Make (at the End of the Case)

Even strong candidates fall into these traps, especially when nerves kick in. 

Here are the 4 most common ones, and how to avoid them.

1. Hedging (“It might be good to consider…”)

You’re trying to sound open-minded. Respectful. Flexible.

But what the interviewer hears is: “This person isn’t confident.”

In consulting, the default factor is clarity.

Meaning, you’re there to offer a recommendation, not list polite maybes.

What hedging sounds like:

 “It might be a good idea to explore this…”
“I think one possible option could be…”

What to say instead:

“I recommend the client delay expansion.”
“They should move forward, with one key condition.”

Even if the case was messy, your job is to distill.

That’s what consultants do.

2. Over-explaining (“Let me walk you through all the math again…”)

You built your structure, asked the right questions, and ran the numbers.

Don’t try to prove how hard you worked, show you know what matters.

A long recap feels like stalling.

Bad:

“First we looked at fixed vs. variable costs… then we ran a 3-year ramp-up… and then…”

Here’s what interviewers are looking for:

• Can you identify the top 1–2 reasons that matter?
• Can you tie those back to the client’s actual goal?
• Can you say it cleanly, without filler?

This lands better:

 “Margins are below target, and break-even is too far out for their short-term goal. That’s why I’d hold off.”

Now you sound like a consultant.

Someone who doesn’t analyze, but decides.

Remember: a synthesis isn’t meant to be exhaustive. If you try to cover everything, you’ll lose the storyline. 

Your job is to pull out only the few points that matter most for the client’s decision.

3. Forgetting the Client’s Goal (“They should enter the market…”)

You can give a smart answer, and still miss the point.

Example:

“They should enter the market. There’s long-term growth potential.”

But… the client’s goal is short-term profit.

So even if your answer is logical, it’s not aligned.

Better:

“Since they want short-term profit, I’d hold off. The market looks promising, but not fast enough.”

Good candidates solve the case.

Great ones remember what the client actually wants.

4. Rambling or Freezing (“Uhh… I think… wait…”)

You knew what to say… but when it was time to close, you panicked.

We’ve all seen this:

“Uhh… I think… wait, let me start again…”

Or:

“So yeah… basically they should… um… yeah.”

Even if the logic was solid, the messy delivery weakens the whole close.

Here’s a better way:

“I’d recommend holding off, for two reasons: margins are low, and CAC is still uncertain. A limited test later might work better.”

Short. Clear. Composed. That’s what the interviewer remembers.

Final Thoughts

Most people think the hard part of a case is the math. It’s not. 

It’s the final sixty seconds, when the room’s quiet and it’s your turn to speak. That’s when interviewers pay the most attention. Not to how much you say, but how clearly you think.

If you can make a call, back it up with one or two solid reasons, and land it without circling, that’s enough. That’s what consultants do. And that’s what they’re listening for.