Anyone moved from Accenture to direct admit Partner at PwC? Willing to share a bit about the pros / cons of the transition?

Thanks

I would seek to avoid partnerships at this point. The entire partnership model is failing - particularly at PwC https://www.linkedin.com/posts/usmans_pwcs-saudi-ban-isnt-just-another-headline-activity-7301540122829688832-xlsH?utm_medium=ios_app&rcm=ACoAAAAELKQB7Pskj1AWW6x7z0oaxHbQ6WzTzA8&utm_source=social_share_send&utm_campaign=copy_link

If possible make the move. PWC has a higher quality talent and firm. Accenture is more industrialized on technology and outsourcing but other than that leading the race to the bottom.

Was DAP to EY from AcN. Some things to watch out for: the comp financials are vastly different. K-1 and w-2 numbers are not remotely comparable. The business model is very different. And will have none of the basic infrastructure you expect. But a lot more flexibility. The sales model is different. Do you know where you will get your business? Like who you personally will call day one to get a deal? It’s not an engine like ACN. Deal flow won’t go to you unless you find it yourself.

It would be Tech. Prefer not to get more specific so as not to out myself, but I understand if that limits the usefulness of responses.

Just generally interested in culture shift, if that was a thing, any surprises as a result of the differences between Partnership and public company, any material drawbacks to your success resulting from smaller scale etc. How big of a deal did you find the non compete as it relates to ramping up. Anything else I’m not necessarily thinking of.

Perspective could vary significantly depending on which practice you are moving into at PwC ( transformation or Technology consulting) and sector focus. Which practice/ sector are you interested in?

Interesting read. I don’t see any new truths in there as compared to when Arthur Anderson went down the tubes. The consulting / audit conflict has been around forever, yet the firms continue to grow, so I’m not really convinced of the near-term demise of the entire model.

Likely some near-term pain, for sure, and some heads will roll to make a point to regulators and clients. But that’s probably about it. The extent to which the big audit firms chase higher margin consulting work is a pendulum that swings back and forth every couple decades. They push a little further each year until it blows up in their face, then they spin off the consulting arm and start the cycle all over again.