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I’ve been working on such a team for 3 years.
WLB is totally fine (8 to 7 on avg, with a few peaks of late nights although it’s quite rare)
Projects are quite diverse in terms of content : profitability analysis; cost & revenues allocation; strategic planning, budgeting & forecasting; solvability modeling; management reporting…
It is indeed more practical than pure strategy work (did both), as you would rather build models in excel or other similar solutions to make the analyses or provide deliverables.
Typical project deliverable is then the actual model your team built, which the client then uses instead of their old stuff. It gets practical as you need to model the formulas, make analyses, etc etc. The technology angle is a great proxy to be exposed to many finance related activities.
In a nutshell, it’s about making finance related activities more digital, automated and sustainable over time.
No IT/CS background required, it’s business oriented.
Exits are FP&A, valuation, corporate finance, controller, middle management, project manager, etc etc.
If I were you, I would rather try strategy consulting first. Most projects are data/quantitative analysis driven, hence you also get to put your hands in the dirt. It’s easier to go from strategy to management consulting than the opposite. Also 100% agree with EYP.
I am entering in deloitte at same role F&PA but analyst . could you please tell me career growth in deloitte at this role.
PMO
IB to CFO advisory will be a step down. May be try to go for PE or corporate strategy.