Managers in Consulting

SAP projects assume business users will be available when needed. In reality, they have daily responsibilities. When business engagement drops, decisions slow down and quality suffers. Availability is… more

Time and material models offer flexibility, but flexibility without control is dangerous. When scope is unclear and governance is weak, time and material quietly encourages drift. Costs rise without v… more

Time and material models offer flexibility, but flexibility without control is dangerous. When scope is unclear and governance is weak, time and material quietly encourages drift. Costs rise without v… more

Testing is often seen as the safety net of SAP projects. It’s not. Testing validates what was built — it doesn’t fix flawed design decisions. If requirements are unclear or assumptions are wrong, test… more

Many SAP programs start with a dangerous assumption: “our data is good enough.” It rarely is. Duplicate records, outdated master data, and inconsistent definitions surface quickly. Vendors assume clea… more

The right system integrator is not the cheapest, the biggest, or the most convincing. It’s the one that understands your business context and challenges your assumptions early. Look for clarity, not o… more

System integrator selection often becomes a presentation competition. Teams reward confident speakers, polished slides, and familiar brands. But delivery success depends on people, governance, and dec… more

A perfect demo is a warning sign. Real SAP systems are messy, integrated, and constrained by data and process realities. Demos rarely show error handling, exceptions, or long-term maintenance. They sh… more

Presales sells possibility. Delivery lives with constraints. That gap is normal, but unmanaged, it becomes dangerous. Presales teams focus on winning, delivery teams focus on surviving. When assumptio… more

Cheapest bids win because they feel safe. They fit budgets, timelines, and internal expectations. But low price rarely reflects low risk. It often reflects aggressive assumptions, minimal buffers, and… more

Many companies treat RFI as the first step in choosing a vendor. That’s a mistake. RFI is not about vendors at all. It’s about understanding your own readiness, constraints, and priorities. If you don… more

I don’t see my role as implementing SAP. Implementation is execution. My value is decision protection. I step in to identify where assumptions are weak, where risks are hidden, and where leadership co… more

Hi anyone willing to share ey manager comp for audit and assurance?

I have a new junior on new project who seems to be not responding to questions I ask properly and making things more difficult than needs to be. They read my messages, ignore me and then respond like … more

Do you ask the consultant to prep materials or / and prepare minutes and send them directly to the client OR they send them to you and YOU send them to the client ?

How do you approach a consultant on your team who is not doing what you need them to do (e.g. lagging on doing things they were supposed to, ignoring asks they deem are beneath them)? My team is only … more

Average bench time right now?

New “manager” here. Crazy how little control and say we have as big4 Ms. In industry, I was hiring, doing comp planning, had a permanent team under me, and could push non performers out. Now, I just g… more

I am building a team and looking from strong Operation Excellence manager with possibly RPA, BPM, Lean, Six Sigma experience. Management consulting is a huge plus…

I have never felt so awful. I've been working for 3+ years for a director role that I feel I've very much earned. I was told that it is being given to someone beneath me and I should take a ro… more

Has anyone here heard of the IMPM (international manager) program? If so have you been a part of it ?

Just a quick vent.
I am building a team from 2 to 8, and started about a month ago. The my two current guys are totally overwhelmed. Today I did prioritization with my leadership on initiatives over th… more

What is the best course for getting a PMP certificate? Any other guidance would be very appreciated

What should be the salary ask for senior manager position in PWC advisory practice?

Hi, at your first manager role, what are the 3 things you that made you successful in these 3 areas:
1- don’t do’s.
2- do’s.
3- things you didn’t know.

Those of you at Executive and Management Levels:

- What do you wish someone had told you when you were ambitious and early in your career?
- What advice do you wish your junior team members asked you f… more

EY and EYP are hiring for tons of US-based roles across all areas. If you're looking to make a switch and would like a referral to get your foot in the door, please DM me!

I’m an introvert in strategy consulting, working in US, born in India. I find it difficult to host client meetings - how to drive conversation, fill in the pauses, and help drive the group move toward… more

Why do you think most Managers in big4 are looking for exit opportunities?

So this is a middle class bowl? 🥃