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Hello Everyone,
I am a fresher with over 9+ months of experience as a Data Engineer at Tata Consultancy .
I just needed some suggestions from you experienced folks.🙏
In my current project my colleagues have over 6+ years of experience and are not very supportive and scold me for unnecessary reasons, which is effecting my mental health.😔
Also I am not getting to learn anything.
Continued 👇
Rising Star
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Love these posts
Rising Star
Hey Fishbowl family - anyone working at EY-Parthenon that would be willing to chat with me about their experiences (with the potential of a referral)? I have total of 5 yoe specifically in Life Sciences and really would like to explore the potential of interviewing for their NY office. I have been able to land interviews/offers from other T2 firms but would really love to network and connect with EYP. EY EY-Parthenon
Rising Star
Finally found THE one, after over a year of searching and trying out at least 5 different ones!
A nice comfortable office chair.
https://ergochair.co/collections/chairs/products/ergonomics-mesh-chair-w-adjustable-headrest-and-armrest?variant=32511617597491
My criteria: mesh seat and back, arms, headrest
I tried cheap ones from Amazon. Expensive, second hand gaming chairs. Tried HM Aeron (second hand) and while I didn't like the bulk and the general design, I was sold on the mesh seating. I wanted to get the ErgoChair 2 from autonomous, but it doesn't have mesh seat.
AMA.
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What's your take on Strategy&
I get the feeling that’s a lavender marriage
I was on diligence prior to the deal to acquire Parthenon and then I worked on Parthenon teams and it was not EY that purchased Parthenon but specifically it was the TAS practice that bought Parthenon.
EY-TAS and Parthenon had a great synergy and working dynamic and the quality of deliverables and work products was comparable, but when integrated Parthenon into the entirety of EY, the cultural differences became terrible. EY is first and foremost a tax and audit firm and it had advisory and then a consulting practice, but tax and audit still maintained the control. That dynamic is going to create a challenge with a Tier2 strategy firm.
I had former colleagues at Booz when it was acquired by PWC, and somewhat to PWC's credit with S&, the bandaid was ripped off faster and many of the Booz partners and employees left much faster, and so they reached their standard operating state much faster.
It varied, when the deal first closed, I was basically on loan to OTS for almost three years and so TAS-OTS would go in and execute on an M&A transaction and then often for post-transaction strategy work, TAS would provide work referrals to Parthenon and then Parthenon in some cases would bring in experts in certain operational or tech areas from TAS, and so there was a mutually beneficial relationship at the onset.
Parthenon though was permitted to maintain their office as an example and while there was coordination, the original intent was to let Parthenon continue operating as a partner to TAS. When that started to change, there weren't just issues in politics between TAS/OTS and Parthenon, but many of the G360 account leaders from EY advisory as well as tax & audit, started to also expect to be brought in on these engagements that were part of their accounts and the politics got even worse.
I mean you had TAS poaching the best people from EY in areas like commercial strategy, supply chain, and IT to support M&A and then post transaction strategy and operations work. The partners across the board were at odds with each other. I was a senior manager in the NextGen program and the path to partner was close, but it became a political minefield.
OP, Your thoughts on PWC and KPMG?
Chief
…and still lives at home
OP, so what’s your take on D
Im going with D being a widower, the circumstances under which monitor passed away have always been sketchy but Monitor was rich and D used inheritance to launder it’s image, buy a convertible and try to hang with the cool kids at the bar