Growing up, I had no idea what consulting was, what an MBA was, or that firms like McKinsey, BCG, and Bain even existed. My parents were immigrants to Canada, both engineers, and I followed the same path, studying engineering at UBC in Vancouver. Nobody in my world had ever gone through a case interview, and I didn't learn about any of it until I showed up at Kellogg.
During Christmas break of my first year, right before the January internship interviews, I was desperate for practice. I didn't have a network of former consultants to call or older friends who'd been through the process, so I did the only thing I could think of: I gave my dad a case book and asked him to practice with me.
My dad was, thank god, incredibly fun and genuinely loved business. He'd put spins on the cases and challenge my thinking in ways I didn't expect. The real reason it worked, though, was that he knew how I think. He could see when I was taking shortcuts, when I was defaulting to memorized frameworks instead of actually reasoning through the problem, and he'd push me on exactly those moments.
I also found peers to case with on platforms like RocketBlocks. They were fine for reps, but they didn't really know me, and they couldn't give constructive feedback beyond telling me what the "right answer" was supposed to be. The difference between those sessions and practicing with someone who understands how you think was night and day.
I ended up getting offers from McKinsey, BCG, and Bain. All three, in the same recruiting cycle. That almost never happens. Word got around at Kellogg, and suddenly everyone wanted to case with me. I spent my second year coaching hundreds of students and leading interview prep groups, and I became one of the most sought-after case partners on campus. Not because I was the smartest person in the room, but because I'd figured out how to break down what interviewers are actually looking for and how to practice with intention.
At McKinsey, I was selected as a trained interviewer and conducted real interviews for nearly five years. Sitting on the other side of the table gave me a completely different perspective on what separates the candidates who get offers from those who don't.
To this day, people still reach out asking me to case them, and I keep seeing the same pattern: candidates who've memorized frameworks and rehearsed "right answers" without ever learning how to actually think through a problem on the fly. The moment I throw a curveball, an unexpected data point or a "what if" that doesn't fit neatly into their framework, they freeze. They never practiced thinking. They practiced remembering.
What actually matters is learning to think through problems in a laser-focused way and, just as importantly, knowing yourself: understanding what you're genuinely good at, where you tend to break down, and learning through specific, detailed feedback rather than a score with no context.
Most AI case tools work by uploading a bunch of PDFs to a language model and hoping for the best. That's not how good feedback works, and it's not how I built The Case Room. The AI here is calibrated after how I give feedback during real interviews: the scoring methodology, the way it pushes back on weak answers, the way it surfaces what you missed. All of that comes from the human element of real case interactions, not from documents.
First, it's a real conversation, not a recording machine.You're not talking into a void and submitting a voice memo. The interviewer reacts in real time: it pushes back when your logic is thin, follows up when you go quiet, and cuts in when you head down the wrong path, the way a real one does.
And the feedback is built around you, not a single case. Everything you do lives in one place, so the coaching follows your progression: you see your trends across the four dimensions over time, and each case builds on the last, instead of a one-off score with surface-level notes.
It's also not static. I'm constantly reviewing transcripts from sessions on this platform to refine how the AI responds. When I see it letting candidates off too easy, I tighten it. When I see it missing a nuance that a real interviewer would catch, I add it. The AI is learning from real interactions, and I'm actively shaping that process every week.
I love new technology, intellectual stimulation, and talking to people to understand how they think. More than anything, though, I love helping people feel confident walking into a room where they're being evaluated. That combination of the technology, the problem-solving, and the human impact is what drives this project.
I'm building The Case Room because I genuinely believe that with the right preparation and the right feedback, anyone can learn to crack a case interview. You don't need to come from a consulting family or have the right connections. You need a tool that teaches you how to think, the discipline to review and improve, and feedback that's specific enough to actually change how you perform.
What fascinates me most is that AI now makes it possible to take years of interview experience and synthesize it into something available to anyone, anytime. I can't wait for you to use it, and I can't wait to keep making it better.
Get your dream job. Walk into that interview room knowing you can tackle anything they throw at you. That's what The Case Room is built to help you do.