Beyond the CV: Princeton Junior's Advice on Self-Discovery and Intentional Consulting Recruitment

Dhyana Mishra is a junior at Princeton University’s School of Public and International Affairs with a minor in Computer Science. Originally from Florida, she is an active campus leader, serving as President of Women in Economics and Policy, a pre-professional and affinity space supporting undergraduate and graduate women in policy-related fields. Dhyana’s academic interests lie at the intersection of policy, technology, and security, with a focus on data governance and data sovereignty in underregulated infrastructures. 

Dhyana believes her studies in public policy have helped her build written and verbal communication skills. She has learned how to articulate her ideas clearly in essay format as well as verbally in presentations required of her. Dhyana’s work in computer science, on the other hand, has trained her to approach problems logically and systematically, breaking them into smaller parts. She views consulting as the perfect blend of people-centered and analytical thinking, allowing her to apply both skill sets in a practical, collaborative environment.

Looking back on her recruitment experience, Dhyana wishes she had realized earlier that recruiting is as much a process of self-discovery as it is a test of your qualifications for a firm. The process began with her submitting her CV, transcript, and cover letter. She considers the cover letter as the most important piece of the application because it allows applicants to express a genuine interest. The next step was completing an online assessment that tested critical thinking skills. Dhyana was later invited to first-round interviews with two consultants from the D.C. office. Each 30-minute session combined case and behavioral questions. Her final round followed a similar format, focusing more deeply on her motivation for the position and background. She expects similar structures at other major consulting firms, such as McKinsey or BCG. She recommends focusing on clarity and intention when applying. Instead of applying to numerous firms, applicants should identify a select few that truly align with their interests and goals. She stresses the importance of quality over quantity in applications, both for saving time and for better performance in interviews.

She describes interviews as simulations of real workplace conversations, meant to assess whether both parties would enjoy working together. Rather than viewing interviews as solely a test, she tried to approach them as a mutual learning experience. She especially enjoyed case interviews for consulting, which allowed her to solve business problems in real time. She recalls scenarios where she was asked to diagnose revenue losses for a company and develop a strategic framework to propose solutions (a process she found intellectually satisfying and engaging). Her main advice is to treat interviews as a genuine two-way conversation; don’t forget that the students interviewing are evaluating the firm as well. She suggests self-evaluating this question: “How would I evaluate the company’s culture and how would I contribute to it?”

She feels the best interviews feel natural and conversational rather than overly rehearsed. During virtual interviews, she advises candidates to communicate their process clearly since it can be harder to visually show work through a screen. Clarity and comfort, she says, go a long way in leaving a strong impression with your interviewer. Once an interview was over, she would remind herself, “I did my best, and I can’t change anything now.” The waiting game between interview rounds was the most difficult part for Dhyana. She had to learn to accept uncertainty as part of the process. 

Early on in her recruitment process, she worked with a policy advisor from Princeton’s Career Center for Development, Krystyn Kitto, who offered personalized and practical guidance. Dhyana found it valuable to speak with someone knowledgeable yet not directly involved in her personal life. She also credits her parents for providing informal mentorship and encouragement through the process by practicing case studies together.

Dhyana says it was the people and community that ultimately drew her to Bain & Company, where she will be interning next summer. Every interaction, whether it was an interview or a social event, felt very authentic and supportive. She appreciated how employees were open, honest, and genuinely interested in getting to know her as a person and “what made her tick.” When attending a D.C. social event, where she met many of her interviewers in person for the first time, she reaffirmed her impression that Bain & Company fostered a collaborative and welcoming environment.

When asked about the most rewarding part of being at Princeton, Dhyana identifies the people and conversations she’s had. She values the diversity of perspectives she’s found among peers and faculty and considers it a privilege to learn from such a dynamic community. These interactions have shaped her academically and personally. She describes Princeton as a place that “educates the whole person,” allowing students to refine their academic interests, but also their sense of identity, values, and understanding of the kind of people they like to surround themselves with. Dhyana’s personal growth has been one of the defining gifts of her time on campus.