I know of a specific example where in a group of five candidates hired, four are typical red-brickees and one is from a university that just made top 100. Interestingly though, the "underdog" has led a far more interesting life, met really important people (locally and internationally), has delivered high quality, high finance projects in the past job and got a first class degree. basically, the underdog is full of "life" and has a proven record of handling high profile individuals (which is good for the consultancy). ....On the other hand, the red-brickees have....mmmm...oh, that's it, they have nothing other than the fact that they are red-brickees. If I were hiring, I would invert the useless equilibrium and give the red-brickees a chance to earn their name. I wouldn't just take them at face value as many other firms do. In fact, this almost automatic red-brick favouring filtration system is the reason why productivity is lowest in the service sectors. The kids are book smart (memorising theories) but Sir Alan Sugar and, or Richard Branson are not of that school and are highly respectable. I guess what I'm saying is that red-brickess are treated as though the city owes them a favour. Problem is, only a fraction of them are worth hiring (as with any distribution).I'm not moaning (Big Boi), I'm simply putting across some fact.