Enthusiast
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Hi Fishes
In spite of having applied for many jobs at Citi (including the referrals), I have not got any calls from Citi.
I do not understand what's wrong with my profile ! I do get calls from other Captives but not from the Citi.
Are there any hacks to get calls from Citi ? Citi @citibank
SQ, PLTR, and PYPL - should I keep avg down?
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I started when it was still the big eight. The role of a partner has totally morphed in that time. When I was a staff and senior, we still had the "partners golfed multiple times a week" mentality. The change from 8 to 6 didn't seem to make much of a difference - 6 to 5 did, oddly enough, as companies were starting to realize there was not an endless supply of accounting firms. 5 to 4 was the big one, as SOX and the creation of the PCAOB fundamentally changed the audit business. I went from doing both audit and some types of consulting to "all SOX, all the time". We couldn't do the majority of the consulting type services we used to do for audit clients (implementations, operational audits) anymore, and partners had to refill their books by going after companies that were not clients so that we could sell them services. Post financial crisis, the partner role was much less of a destination, and more of an "I got here, I now need to prove myself all over again to stay here" role. It has been that way ever since. Additionally, the SOX world had the effect of making auditors that used to be able to do many things more of a "one trick pony". Our people think they know about controls, but they lost the ability to really understand business since we don't do all of those additional consulting type things we used to. There's no longer time to really be intimate with our clients' business anymore.
Enthusiast
Thank you very much for taking the time to share - extremely insightful
I don’t have quite as much experience as P1, but I started in the early ‘90’s at Price Waterhouse (it was Big6 by that point). The merger with Coopers in 1998 was an absolute cluster, but the biggest change I saw was right after 2K when Andersen Consulting became Accenture (01/01/2001) and Arthur Anderson cratered in 2002 (the Enron disaster). The consulting industry was in the tank In 2001-2002 and the firms started layoffs like they had never done before. I was part of PwC’s SAP practice and we laid off 2/3 of the workforce in the 18 months prior to selling out to IBM (Oct 2002). The firms had all gone “corporate” with LLC’s and started acting like they had quarterly earnings to report to Wall Street. In the 1990s, the partnerships were real partnerships and they were actually very collegial places to work. When I got back into the B4 a few years ago, I didn’t recognize it.
Some is just the change. The 15 years in industry and moving to EY is some of it. Specifically: Performance review process is a joke. My expectation was for thorough evals which took time to write. Now, it’s click a few buttons and write three sentences. Next, staffing for junior consultants. I expected there to be people whose job it was to find projects for consultants. Now, newbies are expected to go find their own projects on Day One. Lastly, a complete lack of care/compassion for colleagues (including partners). When I got married 30 years ago (to a fellow consultant), we had numerous partners and co-workers at our wedding. I can’t imagine that now.
Completely agree with P1. Another big change is a huge increase in government regulatory involvement driving requirements superseding and/or layering on top of the profession’s own regulatory and standard setting bodies.