Case Manager Resume Pdf: Fill & Download for Free

Update 10/2015: For whatever reason, this answer has picked up a lot of traction. If you're a media outlet looking to post this in some way, please connect with me or Quora first, as it's marked "not for reproduction" to maintain some of its integrity. Responses to this answer over the last few years have been really fun, if not over-dramatic. My answer to this question was published last year on Mashable, and as a result I got all types of feedback -- both negative and positive. Time has passed and I've changed some of my perspectives here and there or further explained the logic with more examples and practical application. It felt like a good time to update my answer to this question so I did! Thanks, friends. Carry on.I think this varies from recruiter to recruiter and also depends on the role for which you're applying. For one, I don't look through stacks of resumes anymore. I hate paper. I do everything online.There has been for many decades, some mysterious "wizard of oz" type viewpoint of the recruiting world that I think is somewhat misappropriated. People seem to be truly fascinated by what goes on behind the curtain, when in reality, recruiters aren't running the covert operation many think we do. Our world is a lot simpler than you think. "Does this candidate seem like they stand a chance of being a good match for this role? If yes, proceed to next step. If no, reject." Each recruiter is different, so there's no one way to answer this question. But I'll highlight briefly (actually, not so briefly) how I personally absorb a resume. I should preface this by saying that currently I primarily recruit for senior-level software engineers. In my past life I recruited for PMs, MBAs, Finance, Sales, and pretty much all of it. Everything I'm about to say broadly applies to all of these fields. I also was a campus recruiter, and you read resumes of new grads a bit differently since experience is less meaty. So for non new grads, here's how it goes in my brain:Most recent role - I'm generally trying to figure out what this person's current status is, and why/if they might even be interested in a new role. Have they only been in their last position for 3 months? If so, probably not the best time for me to reach out, right? Unless they work for Zynga, or somewhere tragic like that (said with great respect for Farmville...the app that put Facebook apps on the map). If it's an incoming resume, I'm wondering why the candidate is looking now. Are they laid off? Did they get fired? Have they only been in their role for a few months and they're possibly hating it? But most importantly, is their most recent experience relevant to the position for which I'm hiring?Company recognition - Not even gonna lie. I am a company snob. Now don't get all Judgy Mcjudgerson about my judgy-ness. Hear me out. It's not even that I think certain companies are better than others (although some most certainly are). It's purely a matter of how quickly can I assign a frame of reference. This is also known as "credibility." Oh you worked at Amazon? Then you're probably accustomed to working on projects at scale. You're at a well known crash and burn start up? You have probably worn many hats and have been running at a sprinter's pace. There are some pretty blatant if/then associations I can make simply by recognizing a company name. Because recruiters have generally been doing this job for awhile, we notice patterns and trends among candidates from certain companies and we formulate assumptions as a result. There are edge cases and our assumptions can fail us, but again, this is a resume review -- we're talking a less than 20-second analysis. Assigning frame of reference is often more difficult to do when a candidate has only worked for obscure companies I've never heard of. When I can't assign company recognition, it just means I have to read the resume a little deeper, which usually isn't an issue, unless it's poorly formatted, poorly written, uninformative and wrought with spelling errors, in which case...you might have lost my interest. See? That's tragic. Keep it tight, folks.Overall experience - Is there a career progression? Does the person have increasing levels of responsibility? Do the titles make sense? (You're a VP of Marketing for a 5 person company? Heck, I would be too.) Do the responsibilities listed therein match what I'm looking for?Keyword search - Does the person have the specific experience for the role I'm hiring for? There have been times when I command + F the crap out of resumes. Especially the long ones that are hard to follow. This isn't fool proof, but if I'm looking for an iOS Engineer, for example, and the words "iOS" or "Objective-C" don't even make a cameo appearance in someone's resume, I have to furrow my brow, read a little deeper and figure out what the heck is going on. Throughout my career supporting hiring for different profiles, I've done this on many occasions searching for things like Ruby on Rails, Mule, Javascript, and seriously, anything you can think of. Now if you're thinking you should "key word" it up on your resume, think again. Keep it authentic. And don't you dare think of putting your resume on the Internet and imbedding 250 completely irrelevant to your skill set key words at the bottom in 5pt white text so no one can see. I'm on to you. But I do think you should be vigilant to ensure that the actual important key words contained in the meat of your experience are represented on your resume.Gaps - I don't mind gaps so long as there's a sufficient explanation. Oh you took 3 years off to raise your children? Fine by me, and might I add: #respect. You tried your hand at starting your own company and failed miserably? Very impressive! Gap sufficiently explained. Whatever it is, just say it. It's the absence of an explanation that sometimes makes me wonder. Still, I understand that sometimes people feel uncomfortable sharing certain things in a professional context. If you had a gap, surely you were busy doing something during that time, right? Get creatively honest and just name that period of your life in a way that shows you acknowledge that it might raise an eyebrow.Personal online footprint -- This is not required. But if you have an online footprint, and you've bothered to include it in your resume, I'm gonna click. This includes personal domains, Quora profiles, Twitter handles, GitHub contributions, Dribbble accounts, or anything a candidate has chosen to list. Two out of three times, I almost always click through to a candidate's website or twitter account. It's one of my favorite parts of recruiting. You never know what you're gonna get.General logistics -- Location, Eligibility to work in the US -- I try to make some raw guesses here, but this is not a place of weeding someone out, more just trying to figure out their story.Overall organization -- This includes spelling, grammar, ease of use, ability to clearly present ideas. If you're in marketing and you've lost me in the first three bullets, I have concerns.Total time it takes me to do all of above: < 25 seconds*Note: I will likely later read the resume far more in depth, but only if I already know I like the candidate. It takes me way less than a minute to fully digest a resume and flag that person for follow up. I read a resume pretty thoroughly once I know I will be speaking to that person on the phone or reaching out via email. But I will not thoroughly read a resume of someone who did not pass the above categories. Maybe that makes me a heartless corporate recruiter, but I'm just keeping it real, folks. Recruiters move quickly. I'm trying to remove the barrier for people who might struggle with getting their resume properly acknowledged.Things I rarely pay as much attention to:Education -- Believe it or not, this is more an after thought for me in a resume and certainly not the most relevant element by a long shot. There have been times in my career where I could go a month reviewing hundreds of resumes and not recall looking at that section even once. Peeps, our college career center counselors lied to us. However, I will say that as a university recruiter, I almost always looked at education first. But that's because experience is often lacking with new graduates. But if you are not a new graduate, experience is king, my friends. I can think of a few exceptions where perhaps a hiring manager wanted a certain pedigree (Wharton or HBS MBA, for example), but even that's being de-prioritized less and less I find. I will also add that this changes drastically by industry and company. I currently work in tech, but I've also worked in management consulting and education is huge in consulting. I'll also add that some tech companies care more about education than others -- for example, Facebook definitely more heavily favors engineering candidates who have demonstrated core CS fundamentals by obtaining a computer science degree. Some recruiters even narrow the field and look for candidates with computer science degrees from top 25 schools. Even still, Facebook employs many engineers who never finished college. Experience rules the school.Fancy Formatting -- There are exceptions here. I say this with the caveat that I LOVE a creatively formatted resume. LOVE. However, no amount of fancy formatting is going to make up for a lack of experience. So reign it in. Also, it's important to keep in mind that if you're applying to a position online, whether it's a PDF or not, many companies' applicant tracking systems parse your resume for information and convert it to pure text as the most immediate viewing format. Recruiters don't often see how awesome your resume is. The original file is usually there for us, but many recruiters aren't clicking through to that. If you're going to do something fun with your resume, I recommend keeping it PDF and also be sure it converts to text fairly cleanly so it doesn't come through our system looking wonky. Or just email it to an actual person.Uncomfortably personal details -- In Europe for example, I've noted that it's very common to list things like family status, citizenship, and sometimes even weight and height on CVs. Often it's common to even include a photo. The US is a bit different, and by different I mean very litigious. Many employers are trying to avoid any type of discrimination, so often seeing that stuff on a resume can make recruiters feel uncomfortable. We just want to know about things that pertain to your work history. So please take your photo off your resume. If we want to see what you look like, recruiters can just stalk you on LinkedIn.Cover letters -- There is a debate on this, but I'm sorry, I don't read cover letters. I want to see the resume. Most of my recruiting colleagues agree, but I know there are still recruiters that do love and value cover letters. I find that a lot of candidates don't even send them anymore (Hallelujah). Cover letters are sort of a throwback to a different era - an era where you actually sent your resume snail mail. If you're going to send one, that puppy better be darn good. I'm of the mind that most companies that request cover letters only do so to weed out the people who haven't bothered to read the directions. But if you're in marketing or sales, etc., I can see the cover letter as a strong component of someone's potential candidacy. But seriously...ugh with cover letters.Things I wish more people would do:Bring personality into the resume -- We recruiters are staring at these missives all day long. Throw a joke in there somewhere for goodness' sake. Very few of us are curing cancer. We should lighten up a bit. Know your industry, of course. An easter egg buried in a resume may not go over well if you're in a very buttoned up industry. I think it's important to keep the work experience details as professional as possible, but trust me, there are ways to have fun with it. I love an easter egg buried in a resume. And I absolutely LIVE for creatively written LinkedIn profiles. For example, this guy is boss. I have emailed his LinkedIn profile around to dozens of friends and co-workers over the years. It's that epic. So well done and tells a great story. Best read starting from the very bottom and working your way up to the top. But he knows his industry. Probably not a good play to talk about marijuana in your LinkedIn profile if you're gunning for Director of Communications for Bank of America.Include URLs for online footprints -- Nuff said. And within your comfortability of course. I get it. We've overshared our way to a more private society, but if you're looking to stand out, write some stuff on the Internet. Contribute to open source repositories. Demonstrate some level of domain expertise/interest outside of your 9-5.List key personal projects -- I ask this in almost every phone interview I do. "What kind of stuff are you working on in your free time?" I am always inspired by this. Also shows me that you have passion for your industry.Things I wish people would stop doing:Using MS Word's resume templates -- Period. Oh my gosh. Please, let's kill them all. Especially that one with the double horizontal lines above and beneath the candidate name.Writing resumes in first person -- Exceptions made for people who do it cleverly. If no one has ever told you you're clever, then you're probably not that clever. Don't do it. It reads oddly.Allowing their resume to be a ridiculous number of pages -- Unless you are a tenured college professor nobel laureate with multiple published works, you do not need an 8+ page resume. That is not impressive; that is obnoxious. Also, I do not care that you worked at Burger King in 1988. I mean, good for you, but no; not relevant.Mixing up first person and third person or present tense and past tense -- Pick a voice, pick a tense, and then stick with it. I suggest third person and past tense. If I were you, I'd eliminate pronouns (e.g. My, I, She, He) from your resume altogether. Instead of writing "I helped increase overall sales by 300% by breeding rabbits in my garage," Simply eliminate the "I" in that sentence. So, "Helped increase overall sales...blah blah blah." Go through your resume and remove all the pronouns and rewrite the sentence to make it sound like a bullet point. By "past tense" I mean that your resume should always be voiced from the perspective of something you already did -- not something you're currently doing. So even if you're in your current position, you should still list those accomplishments in the past tense.Listing an objective at the top of the resume -- Dude, seriously? This isn't 1992.Mailing, faxing, or hand-delivering paper resumes -- Immediate disqualification. Do not pass go. Go straight to jail. While I have your attention though, let's camp out on that last point for a moment: Hand-delivering paper resumes. Look, I get it. People are trying to stand out. It can be tough out there. And I completely respect the hustle. But in 2015, HR professionals are swamped, anxious, and jumpy. When a random stranger shows up unannounced asking to speak to someone in HR or recruiting, we're wondering if you have a gun and a vendetta, and we've probably alerted security. Seriously. It's really creepy. It's also not really how the corporate world works any more, and oftentimes it can place an undue burden on people to rearrange their schedule to make time to talk to you...which makes them grumpy...which doesn't exactly put you in a good spot as a potential candidate. So seriously, folks. Think long and hard before you decide to randomly show up at a company's headquarters with your resume. It might have a huge pay off, but it probably won't.Sending resumes addressed to the CEO that end up on some random recruiter's desk unopened - This is a gross generalization here and exceptions are made for smaller companies, but um, CEOs don't often read resumes -- not the first pass. Also see above re: paper resumes. P.S. We sometimes laugh at people who do this. (All of the above does not apply if you're Tristan Walker or exude ridiculous amounts of awesomeness)Exaggerating titles and responsibilities -- Eventually the truth comes out.There you have it. Thirty seconds in the brain of one lowly recruiter. I hope this helps make someone better or more effective in their job search. If you take issue with anything I've said here, you're well within your right. Recruiters are paid to be judgmental sharp shooters. We fail often and we miss out on really good candidates. This is one recruiter's opinion. I am nothing if not honest.Happy hunting.

Great advice so far. See blog post on Case interviews: Time to start practicingCase interview. If you are an undergraduate or MBA student who wants to get a consulting offer, you better do well on the case interview. If you ran a regression on consulting offers and good case interviews, the correlation would be 0.7 or higher. In non-geek terms, case interviews make the difference. You need to crush the case.If you don’t do well on the case, it does not matter how good your GPA, industry knowledge, networking, and resume reads – you will not get a job offer.What’s a case interview? This format of interviewing is tough, but also a lot of fun. The interviewer gives you the problem and background, and it is up to the candidate to think through the problem, and selectively ask questions to solicit the information needed to get to a solution. 70% IQ, 30% EQ.I tell younger MBAs to think of it as if you were interviewing a client employee to get some information. What kind of questions would you ask? What would your demeanor be? How would you engage in conversation to prevent it from feeling like series of robotic questions? How would you build credibility? How would you coach the interviewee in the right direction, so they help you to solve the problem?Thinking while smiling. It tests you mind & composure. Consulting firms want smart people who are not robots. Successful candidates can break down complex problems in their head, while maintaining their composure.What they are looking for. In my mind, consulting firms wants people who are smart, logical, quick-thinking, well-spoken, and engaging. Alternatively, they DO NOT WANT slow, confusing, dense, garble-mouthed, boring robots. Consultancies want people they can immediately put in front of clients; they will bill you out to clients at $250-$400 a hour, and they want people who smell like success.If you are not too familiar with case interviews, that is okay. There are a ton of resources, and it only takes 1-2 months to really understand the general mechanics of a case interview and start smoothing out the rough edges.Resources. There are books and websites dedicated to “cracking the case”. Top MBA programs have consulting clubs, where they essentially collect case interview examples from the past. Duke even has some cases from the late 1990s. Career management centers typically organize case interview practice sessions where MBA alums go back to campus and run the MBAs through “mock case interviews”.Start with the consulting websites. Consulting firms know that case interviews are tough. They don’t want you to fail, so they actually provide a lot of really good advice on their websites. The kinds of questions might come up, what things they look for in candidates, and they even provide case examples. This is the best place to start familiarizing yourself with the case interview format and approach. Look at these tips:McKinsey & Co case interviewBain & Co case interviewBoston Consulting Group case interviewDeloitte case interviewPWC case interview (pdf, 160k)Oliver Wyman case interviewAT Kearney case interview (pdf, 1.2Mb, 35 pages)Booz & Co case interviewL.E.K. Consulting case interviewMBA consulting clubs. Many of the consulting clubs have put together “case books” with dozens, hundreds of sample case interview questions. These have been collected over the last 10 years, and it gives you a good flavor of they types of questions asked and the types of logical problem solving that you want to demonstrate. Use these to practice with friends and colleagues. It will warm-up your brain prior to case interviews:UVA Darden consulting case book 2012 (pdf, 1,5Mb, 195 pages)Duke Fuqua consulting case book 2010 (pdf, 1.5Mb, 146 pages)Northwestern Kellogg consulting case book 2011 (pdf, 3.2Mb, 199 pages)Emory Goizueta consulting case book 2006 (pdf, 9.3Mb, 665 pages)Johnson Cornell consulting case book 2004 (pdf, 1.1Mb, 122 pages)Wharton consulting case book 2009 (slideshare)Dartmouth Tuck consulting case book 1999 (pdf, 329K, 99 pages)USC Marshall consulting case book 2001 (pdf, 255K, 50 pages)Case interview experts. If that is not enough, there are websites which offer advice on case interviews and provide services for a fee. These are the best two I saw:CaseInterview.comConsultingcase101.comIt’s interview season in September. Most management consulting firms and investment banks start interviewing as soon as school starts in September; they want the pick of the litter (best students). This means that for MBAs looking for full-time consulting offers, it high season to practice case interviews with friends. In my experience, it is good to practice with another person 20-30 times before your real interviews. Case interviews are a different animal, you should treat them accordingly.

Deep Value = Deep Due Diligence.Let's take a look at a deep value opportunity that recently hurt many investors. In 2007 - 2008, National Bank of Greece (NYSE: NBG), a $27 B large cap company, went from $13 to $3.8/share, -70% in a year (numbers are approximate, adjusted for splits):This kind of price collapse typically draws attention of value investors, especially for such large companies. NBG popped up on many value screens.Inexperienced investors made the following arguments:It used to trade for $13 just a year ago, so at $3.8 it's a bargain;NBG is the largest commercial bank in Greece, founded in 1841, survived two world wars in its 168 year history - it will survive again!Historical ROE is 24% - very profitable business!P/E ratio: 3.7x vs. historical 18x - 22x. Earnings are dirt cheap!P/B ratio: 0.6x vs. historical 2x - 3x. Downside is limited!Dividend yield: 5%. Will be getting paid while waiting!Experienced investors distilled the situation to several key assumptions, and their thesis looked like this (over-simplified):Market priced-in 50% loss on NBG's government bonds portfolio. Too much, impairments will be less severe;Market priced-in 7% in bad loan losses. This ratio is significantly above historical norm and seems too conservative:Short sellers insisted that both bond and bad loan losses were severely underestimated. They claimed that the bank was insolvent, and its common stock was worthless.Three years forward. Here is how NBG stock looks today (splits-adjusted):It went from $3.8 to $0.07. Longs lost 98% of their money. Why?The first group - amateur investors - are simply not qualified for deep value investing. They are full of misconceptions and psychological biases that prevent them from making correct decisions:"It used to trade for $13, at $3.8 it's a bargain" - this is a basic psychological bias called Anchoring. Completely irrelevant to the investment decision;"It will surely survive!": they confused the survival of the institution with the survival of investment. The bank might exist for another 100 years, but your stocks can be wiped out or heavily diluted;"Profitable business" - In the past. Results might look very differently in the future;P/E ratio is low. First, P/E ratio is a poor, simplistic valuation technique in general. Second, using P/E ratio for deep value situations is especially wrong, because "E" in the ratio is a mess. Third, what looks cheap in terms of the past, might actually be very expensive in terms of the future results;Downside is limited. Low P/B is not a good measure of the downside. "B" is vulnerable to losses, write-offs and impairments, and might go to zero and below;Dividend yield can disappear any time, as companies typically cut their dividends in a time of crisis.The second group - experienced investors - understood the situation correctly, but made the wrong estimates of the future. Here is how their assumptions played out:Greek government bonds loss. Assumption: -50%. Actual: -75%.Bad loans loss. Assumption: -7%. Actual: -31%:Investors misjudged bad loan losses more than 4x! Since 2009, NBG wrote-off $19 B, and its common equity went from +$5.6 B to -$3.9 B. The bank is now insolvent, and its common stock is worthless. Short sellers got it right.With this example in mind, a few suggestions that might help you avoid similar blow-ups in your portfolio:1: Make sure you are qualified to play this game.Be honest with yourself - are you experienced enough for Deep Value Investing? DVI is complex. In fact, only distressed investing and fundamental short-selling require even more sophistication in fundamental analysis. Before going for deep value,Make sure you graduated from Investment 101. Read this book: The Five Rules for Successful Stock Investing: Pat DorseyIf anything in it is new to you, keep studying;Master regular value investing first. Study all of Ben Graham and Warren Buffett. Workout your misconceptions and biases on simpler cases. Manage a portfolio of regular value investments profitably through at least one market cycle.2: Improve quality of your deal flow.Don't use typical value screens that rely on large price drops, low P/E and P/B ratios. They yield too many potential value traps and torpedoes.Seek situations where mispricing is likely to occur, and then search for the cheap stocks within these situations;Focus on a limited number of industries. Deep industry expertise will help you recognize opportunities better and give advantage over "generalist" investors;Focus on a limited number of situation types. It will help you judge quality of opportunities with more confidence.3: Make analysis forward-looking.Basing investment decisions on backward-looking analysis is probably the biggest reason for investment losses.Never assume that the future will be similar to the past. Occasionally past trends resume, but often they change dramatically and permanently;Use historical analysis to educate yourself about the company, the industry, and the situation;Then conduct prospective analysis: make judgements about the possible future for the company, and apply valuation analysis to your forecasts.This book will give you a solid conceptual framework for analysis:Business Analysis and Valuation Using Financial Statements: Krishna Palepu4: Use methodical decision-making process.Resist temptation to make investments on intuition. Intuition of an expert is an educated judgment derived from extensive experience. Intuition of a novice is an impulsive gambling and an excuse to skip due diligence. You must earn the right to make intuitive calls. Until then:Make all your decisions explicitly - put them in writing. Never invest without a written Investment Thesis;Develop a detailed financial model to understand the financial side of the business;Supplement the model with a written Q&A to understand qualitative side of the business. This book will help you formulate proper questions:The Investment Checklist: The Art of In-Depth Research: Michael ShearnWriting and modeling kill impulsiveness and force you to think things through. Don't skip them!5: Dig deep.Depth of research is your best risk-reduction tool. By definition, deep value opportunities have elevated complexity and uncertainty. You will get paid only if you figure out the situation better than the majority of investors, despite all distortions.Quality of accounting often deteriorates significantly. Don’t accept financial statements at the face value, be skeptical and study fine print thoroughly:Financial Shenanigans: How to Detect Accounting Gimmicks & Fraud in Financial Reports: Howard SchilitSpend enough time on analytical adjustments to get more realistic financial picture. This is a good reference (pdf file):S&P's Encyclopedia of Analytical AdjustmentsQualitative information also gets increasingly distorted. While few managers will lie outright, many will put a spin on their stories, downplay negatives or omit important facts. Be critical of information that comes from the company, read between the lines and get closer to the source. Which brings the next point:6: Do reality check.To make decisions with more confidence, do reality check - go out. Attend industry trade shows and other events, interview customers, sales people, competitors, suppliers, regulators - anyone who has better exposure to the situation than you (but be mindful about violating insider trading laws). Cross-reference their information and get a feeling of what is really going on. A good book on field research:Common Stocks and Uncommon Profits: Philip Fisher7: Master proper valuation methods.Deep value situations are not suitable for naive valuation techniques such as P/E ratio, P/B ratio, or DCF models where terminal value explains 80% of the price. You must master more sophisticated valuation methods:Valuation: Measuring and Managing the Value of Companies: McKinseyEquity Asset Valuation: John StoweApplied Equity Analysis: Stock Valuation Techniques for Wall Street Professionals: James EnglishBusiness Valuation and Bankruptcy: Ian Ratner8: Identify catalysts.Experienced value investors don't invest until they identify possible catalysts. A catalyst is an event that will make other investors recognize the true value of the stock. Catalysts are important for 2 reasons:To avoid value traps. Without a catalyst, you might get stuck with the suppressed valuation for a long time, even if you are correct about the underlying value;To have a clear exit strategy. If expected catalysts don't materialize within the expected time frame, exit your investment.9: Enforce decision quality.Make deliberate effort to enforce quality of your decisions. There are many techniques available. A few ones I use:To make sure you have a balanced view, always list pros and cons;Analyze consensus expectations and explain where they are wrong;Show your thesis to people who know the situation. See how they react to your conclusions, get feedback;Debate with short-sellers. If you can't find any, take a short-seller view yourself, and debate with experienced longs;Develop a check list of common psychological biases in investing, and screen your decisions: Behavioral Investing: A Practitioners Guide to Applying Behavioral Finance: James Montier Psychology of Investing: John Nofsinger10: Respect Short-Sellers.Many short sellers are true masters of fundamental analysis. Avoid playing the blame game. Even if you disagree with their thesis, evaluate it rationally and thoroughly.Good short sellers, such as James Chanos ("Warren Buffett" of shorting) are hard to find - they keep it quiet. Seek them deliberately, and follow them;Learn analytical techniques used by short sellers. Unfortunately, literature on fundamental short selling is scarce. The only good book I know of:The Art of Short Selling: Kathryn Staley 11: Consider various instruments.The same investment thesis can be executed using different instruments. Their availability varies from case to case, but usually you have some choices:Study company's capital structure. If it has other public securities such as preferred stocks or bonds, consider taking higher position in the capital hierarchy to reduce risks. Warren Buffett often uses this technique when common equity is too risky for him;If the stock has reasonably liquid derivatives, consider getting desired exposure via call options, warrants, or convertible bonds.12: Size positions properly.I follow these simple rules when deciding how much to invest:If I lose 100%, it won't put me in any kind of financial troubles. No margin calls under any scenario: never leverage your deep value investments!No emotional pressure from the position size - it should not affect my sleep or give me stomach butterflies. Not exactly scientific, but works well;Size positions based on your level of confidence. Just make sure your confidence comes from deep due diligence, not ignorance.13: Have a written investment plan.It really helps to plan in advance how you will manage your position, in writing. It makes decisions more thoughtful and rational.Plan how you will enter the position. Set target position size. Decide on timing: buy all at once, accumulate over time, or stage accumulation on specific milestones as your thesis matures;Plan how you will monitor the position. Prepare schedule of key expected events, list metrics and assumptions to watch;Plan for the negative exit. Quit if the catalyst does not materialize as expected, or if new information invalidates your investment thesis. Don't sell based on the size of the loss, it's irrational.Plan for the positive exit. Sell when the stock becomes fairly valued. Don't sell based on the profit or price targets, it's irrational.Don't get greedy. If you consider keeping the stock after its valuation recovers, write a new investment thesis - long-term investing is a different strategy.14: Manage position as part of the portfolio.I view deep value investing as a supplementary strategy and limit it to 2-4 positions in my portfolio, out of 15-20 total. As the number of positions increases, your diversification improves, but you start losing depth.Some people limit deep value investments to portfolio profits (dividends, interest, short-term gains), while keeping core capital in something less risky. Not exactly a scientific approach, but psychologically useful - loss of profit is not as severe as the loss of core capital, especially if you manage money for other people;You can take out some risks by creating proper long/short pairs. For example, short a mediocre, fully valued company in the same space against your deep value stock to isolate company-specific risks.15: Train your intuition.Make an effort to build your intuition. You will gain some experience over time anyway, but with deliberate efforts you will progress faster and better. A few techniques I use to calibrate my judgement:Study past cases, such as NBG. See what longs and shorts were saying along the way. Analyze who was wrong and why;Learn from distressed investing. This investment strategy has a lot in common with deep value investing, and uses many similar analytical and valuation techniques: Distress Investing: Principles and Technique: Martin Whitman Distressed Debt Analysis: Strategies for Speculative Investors: Stephen Moyer Corporate Financial Distress and Bankruptcy: Predict and Avoid Bankruptcy, Analyze and Invest in Distressed Debt: Edward AltmanKeep Investment Diary. Upon each exit, write an exit report, describing the outcome and lessons learned. Review it again one year after the exit, for more lessons. Keep periodically reviewing your closed cases. Over time, Investment Diary will become one of your best learning tools.