‘Why This Firm?’ Three Notes. No Website Flattery.

1. Drop the culture script

‘Great culture’, ‘market-leading’ and random website facts are not reasons. Unless you have first-hand evidence, leave them out. Say which part of the work interests you and connect it to something you have actually enjoyed doing.

2. A deal is the exception, not the answer

Mention a transaction only if it is genuinely exemplary and you can explain what makes it interesting. A famous name is not enough. You may not find a useful example: private transactions often reveal too little about the economics, judgement or junior’s contribution. Do not invent the missing detail or force a deal into your answer.

3. Make them explain the role

Answer their question first—then ask a useful one. You are interviewing them too. Find out what you would actually do, why the team needs this role and how responsibility develops.

• ‘What would I actually own on a live assignment in my first six months?’
• ‘How does this role differ from similar teams elsewhere?’
• ‘What does someone who performs well here do differently?’

Ask for examples, not another slogan.

Try this

‘I’m interested in the mix of company analysis and live execution. In [your real project], I most enjoyed turning the numbers into a recommendation. From [a genuine conversation or role detail], this team seems to offer that combination. Could you explain what a junior actually owns on a live assignment?’

Replace the brackets with real evidence. Never pretend you have spoken to the team.