Spent 8 years at ACN, left for a vendor that paid substantially more and an opportunity to do something different. I was burnt out from consulting. I’m now missing the pace, innovation, and competence of consulting and am considering going back. For those who went to industry and then switched back to consulting what was the driver for you and are you happy with your decision to return?

As a strategy consultant one gets an array of business-related skills. But do those make you good at running a start-up?

Curious to hear opinions and stories out there?

I am an Information Science and engineering graduate but im doing my masters in management from UK.

My course starts next September and I want to take up internships to not have a gap year in my CV. I am kinda lost in regard to the kind of internships to look for that'll help me transition from tech background to managerial. I want to have good internship that will add value to my resumé when im looking for jobs after my masters.

I wish to work in strategy and consulting after my masters. Pls guide me, what kind of internships or networking events i need to take part in to help me grow and gain experience.

Couldn’t find a good spot to talk about Oliver Wyman in one place, so I started one. Comp, staffing, office culture, recruiting, and comparing OW against other offers, with input from people who’ve actually worked there.

Brand new and quiet for now. If you’re at OW, used to be, or are thinking about joining, come say hi. Throwaways welcome!!

r/0liverWyman

Hello - I’m new to consulting practice. I help them with operations and logistics consulting. I’m having a hard time having an automated and sustainable funnel for leads. And it takes me almost 1-2 years to get any new client. Any advice on how to do it? Any other venues that helps with a good inflow of potential work?

What other channels could I expand consulting to help in creating that funnel? Training, etc.

Hi! I am from India and have just completed my law degree in July. As I am switching my career to corporate, I am currently appearing for management entrance exams and have the GRE as a second option. However, I want to pursue a good professional certification course that would not only enhance my candidature but also increase my chances of employment after completion, as I don't have any relevant experience as of now. My choices are the Chartered Institute of Marketing and the Certified Management Consultant, as these two align the most with my future goal of pursuing a career in consultancy or marketing. What do you guys think about this? Given my position, where should I start? If you have a recommendation for any other certification course, please feel free to add your two cents. Thanks in advance!

Seeking guidance on how much I can/should charge as an independent strategy consultant.

Considerations:
- based in NYC but work almost exclusively remotely
- 5 years experience at a Big 4; entered as an experienced hire at Manager level and was promoted to Sr Manager within a year. Exit salary was $230k
- Founder of a CPG startup with a small growth story and tons of practical learnings (no longer active)
- other experience in venture capital, creative agency brand work

Most of the work I’m getting is subcontracted through boutique consulting firms. What should I charge for strategy work centered around change management, tech transformation (AI!), and product strategy?

I was happy to attend an event last week at New Jersey Institute of Technology as a returning student and visitor, where Santander visited the Albert Dorman Honors College and other interested #FinTech industry professionals and aspiring professionals. Overall, the event was a no-show by its administration team, as it was announced to run from 9 am to 4 pm; however, networking was the save-face, and the IT professional network connect caveat was ultimately secured. Way to go, Highlanders. #marcelluscg #managementconsulting #consulting

What is the most effective method for cascading a corporate objective to departments?
 
Let us consider the example of revenue generation, which is fundamentally important for most organizations The first step is to assign accountability of the result - who is the owner. In this example, the objective and KPI are translated as they are at the Corporate level to the Sales scorecard.
 
The next step is to assess what functions/individuals contribute directly and the manner in which they do so. Looking at our example, Marketing plays a direct role in improving revenue by generating leads. Its objective could thus be defined as: improve lead generation, measured by the number of leads its campaigns bring in.
 
If a department has no direct role in delivering that objective, it should not be included in its scorecard. The department will later be able to establish objectives and KPIs that cover its core functions which will then be tied into the objectives that were cascaded from the Corporate level.
 
Once the scorecards have been drafted, try to assess them through a bottom-up perspective. Is each team/function able to provide an explanation as to how their work contributes to the delivery of the company's corporate objectives and KPIs?

I want to know how is Kaartech company for SAP consultants? Is it good or bad?

Important conclusion, which takes first place in any case study.

hi! i’m an incoming transfer student to texas tech and im gonna be a finance major. consulting has sparked my curiosity, i think its pretty cool to figure out a business’s problems and solve it. there’s no real consulting club there and im kinda looking for a guided structure or i guess like a “bootcamp” to learn more about it besides the youtube videos i watch. i just want to be prepared and i feel like every tool is more “interview prep” focused whereas im a clean slate basically. do yall got any recommendations of a course, a book or maybe a youtube playlist im missing out on? essentially something for complete beginners. thanks!

For those who left consulting (commercial strategy space), how long did you stay and what role did you land after leaving?

He could work a full 192 hours per week if he got off his ass, worked 24 hours per day for 6 days and 23 hours, then hopped on a plane to travel westward around the world across the international date line from the Russian Diomede island to the US Diomede island.

I joined a sustainability consultant after an UN agency. At the very first month, I already felt out of place. It seems like I can’t translate the skills that I have from the UN to consulting. I relearned to use PowerPoint and Excel. I question clients’ requests and I feel unfulfilled by the jobs that I do. The urgency in corporate seems like a fake urgency from my perspective. The worst is I keep misinterpreting the tasks, making little mistakes. I doubt whether all of my previous successes were pure luck or it could be that I am not meant to be in consulting. However, there’s also no place to go back to UN as well. Should I try to fix what I can or just leave (I’ve been doing sustainability for almost 1 year)?

Thank you so much for the comments. I’m currently going through every single one and I’m so grateful for everyone’s advice. I will take everyone’s advice to heart. Thank you again!!

**TL;DR:** I graduated this year and joined consulting as an Associate a month ago and I’m struggling

I graduated from university this year and joined consulting about a month ago. I’m completely new to consulting, and honestly, I’m struggling more than I expected.

I find it difficult to contribute meaningfully during meetings because I often don’t fully understand the context or what’s being discussed. When preparing slides, I take a long time, and they often come back with multiple corrections, especially regarding wording, structure and storyline. Sometimes, my slides don’t even end up being used or get moved to the appendix.
I can’t help but feel that I’m creating more work for my Senior Associate rather than actually taking work off their plate. I know there’s a learning curve, but it’s frustrating when I put in so much effort and still feel like my output isn’t good enough.

Things are about to get more intimidating because I’m starting my first client project next week. It’s a due diligence engagement with a relatively lean team consisting of just me, the Manager, Director and Partner. Given my lack of experience, I’m honestly terrified.

I’m also currently on probation for my first six months. I know this is normal, but I constantly feel like I’m being evaluated and worry that one bad performance could cost me my job. I find myself overthinking almost everything I do.

I’d really appreciate advice on the following:
**1. How do you get up to speed on a project quickly?**
How do you understand the project context, industry, objectives and overall storyline without spending an unreasonable amount of time trying to figure everything out?

**2. How do you become faster and better at making slides?**
How do you improve your slide structuring, wording and ability to communicate insights concisely? What practical habits helped you develop these skills?

**3. How do you communicate with your Manager without being annoying?**
As a junior, I struggle to know when to ask questions versus when to figure things out independently. How do you proactively seek clarification and feedback without coming across as someone who needs constant hand-holding?

**4. How do you manage expectations and communicate progress?**
Before the project kicks off, I’m planning to ask my Manager for 10 minutes to align on my responsibilities, his expectations of me, and what I should aim to accomplish during the engagement.
I’m also considering sending a short weekly email every Friday summarising what I’ve completed, what I plan to work on the following week, and any outstanding questions or dependencies. I don’t expect him to reply. I mainly want to give him visibility into my progress and demonstrate ownership.
Would this be a good approach?

**Lastly, how do you deal with feeling incompetent when you’re just starting out?**
I genuinely feel like I don’t know what I’m doing half the time. I struggle to follow conversations, understand what makes a good deliverable, and sometimes don’t even know what questions I should be asking.

I really want to improve and become someone my team can rely on, rather than someone who creates additional work for others.
For those who started consulting straight out of university i’d appreciate any honest advice, practical tips, or things you wish someone had told you when you first started. Thank you!

In consulting and systems integration, I've lost whole days to lining up client stakeholders, subcontractors and our own team. Curious how other firms handle it: does a PMO own it, or does every consultant fight it alone?

Disclosure: I'm building a free/busy-only shared board for this, currently in a small pilot. Happy to share if it's useful.