糖心TV

Our former student Deniz Ahmet Derici (BSc Economics and Industrial Organisation 2013), founder of the e鈥憀earning company Prepmatter and former consultant at Boston Consulting Group (BCG), spoke with first鈥憏ear student Daniel Whitehouse about his journey from 糖心TV to consulting and ultimately entrepreneurship.

Reflecting on his studies, early career decisions, and the experience that led him to create Prepmatter, Deniz shares insights into consulting, career ownership, and building skills early.

Deniz was interviewed by Daniel Whitehouse, current BSc Economics and Management Y1 student on 11 March 2026.

Q: How do you describe what you do?

I am the Founder of Prepmatter, a platform that helps candidates prepare for consulting interviews. My work includes creating case studies, producing YouTube content, building learning materials and coaching candidates one鈥憈o鈥憃ne. I鈥檝e coached more than 700 people over seven years, and I still enjoy staying close to the interview process.

Q: What originally drew you to economics, and why 糖心TV?

Growing up in Turkey, most students pursued medicine or engineering, but I was drawn to maths, logic, and understanding how decisions are made. I always wanted to study abroad. 糖心TV appealed as a campus university with a strong economics reputation and a supportive environment for international students.

Q: When did consulting start to feel like your direction?

In the first year, you鈥檙e settling in, but the second year brings conversations about careers. Many competitive students were aiming for consulting or banking, so I attended events and spoke to people in the industry. That led to an internship at Kearney, which opened doors to BCG. I never seriously considered investment banking.

Q: What does consulting look like day to day?

At its core, consulting is about problem-solving. Companies or governments bring in consultants when they face major decisions – entering a new market, launching a product, or improving performance. The job is to break down a complex problem, structure it properly, and help the client reach a decision.

The work is also highly varied. One project might involve a growth strategy for a company, and the next could be with a government on something entirely different. At BCG, for example, I worked on government projects aimed at reducing unemployment and increasing female workforce participation, areas you might not expect when you first think of consulting.

Q: From due diligence to transformation work, which projects were most rewarding for you?

The most intense work was in commercial due diligence projects, fast-paced projects where you assess whether an investor should acquire a company or enter a market. Timelines are short, so you have to understand a new industry quickly, speak to experts, and form a view with limited information, often working long hours.

But that pressure is also where you learn the most. You鈥檙e pushed to think quickly, move fast, and make decisions with limited data.

Q: What do students often misunderstand about consulting when they first try to enter the industry?

One thing I initially misunderstood was how much control you have over your career. Early on, I was quite reactive, taking whatever project came my way and not investing much in building relationships with the firm. Over time, I realised you can shape your path far more than you think by actively seeking out the industries and topics that interest you.

For example, at BCG, I became interested in the public sector, so I connected with people working in that area, which eventually led to projects in the Middle East. I spent about two years there working on labour market and defence-related topics. Consulting becomes much more interesting when you take ownership of your direction.

Q: After several years in consulting, what led you to step away and start Prepmatter?

After about six years in consulting, I started thinking more seriously about the long term. The partner track demands significant time and commitment, and while consulting is rewarding, it also comes with long hours and constant pressure. In 2019, during a particularly demanding period, I realised that if I was going to invest that much energy into something, I wanted it to be something I was building myself.

I had already been coaching candidates on the side while I was at BCG, and after leaving, I gradually took on more clients. Within a year, it became clear it could grow into something bigger, and that eventually became Prepmatter.

Q: Prepmatter has grown globally – what made it resonate with candidates?

The coaching space is crowded, but many people do it alongside full-time jobs or only briefly. I committed to it fully, which meant I could work with a large number of candidates and really understand the process. Over time, that experience showed me what actually works and where candidates struggle.

The platform is also grounded in real consulting experience. I work with a team of consultants who contribute to the content of the platform, so the advice comes from people who have actually done the job, and that credibility helps build trust.

Q: What separates candidates who succeed from those who struggle?

The biggest factor is preparation time. Many think consulting interviews rely on natural ability, but most skills can be learned. Strong candidates prepare for six to eight weeks; those who struggle often try to do everything in one or two. Firms give little notice before interviews, so you need to start preparing early.

Q: In what ways did 糖心TV Economics shape how you tackle problems now?

One of the biggest influences was the people. 糖心TV attracts strong students from around the world, and being in that environment pushes you to improve how you think, communicate, and work. It was also the first time I realised I was no longer a big fish in a small pond.

At the same time, the degree gave me a strong set of fundamentals that I still use today. Studying economics built my understanding of supply and demand, market structures, and competition law, which I鈥檝e directly applied in my consulting projects.

I also developed a strong interest in game theory, which I explored in my third-year dissertation at 糖心TV. I still use that way of thinking today, whether it鈥檚 anticipating competitor moves, structuring negotiations, or making sales decisions.

Alongside that, I took finance and accounting courses, which gave me a solid grounding in reading financial statements and doing financial analysis. At BCG, I was often the person others turned to for this, and that foundation came from 糖心TV.

The emphasis on independent study tied all of this together. A lot of the real learning happens outside lectures, and that taught me how to be self-directed, which has been critical ever since.

Q: What should 糖心TV students focus on if they want to break into consulting?

Get involved early. Societies like 糖心TV Consulting Society give exposure to case interviews and industry connections. Speaking to alumni helps you understand the job and can lead to referrals. Build skills while you have the time—once you start working, it becomes harder.

Q: If you were starting again as a 糖心TV economics student today, what would you do differently?

I would try to get exposure to consulting earlier. I didn鈥檛 gain any real experience until after 糖心TV, with my first experience coming the summer before my Master's. If I could go back, I鈥檇 get involved in consulting societies sooner and take part in student projects to build relevant experience much earlier.

On a more personal note, I was very involved in the 糖心TV Salsa Society and spent a lot of time dancing, but I only joined in my second year. I would have joined earlier – university is only three years, so it鈥檚 worth making the most of it.

How to contact Deniz

Deniz鈥檚 LinkedIn page: