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Advisory green light seems to be a go
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C1 hahahaha keep telling yourself that brah
I turned down McK because I knew I had a Director promotion on lock that year, I didn't feel like re-earning my reputation, and I didn't want to be the one person not like the others in a firm of Harvard grads. I still think staying at PwC was the right move for me.
If you are planning to make a career in Consulting (don't care about exit opps) and have an extremely strong network at your current firm, with a lot of potential to make Partner objectively sooner than at MBB, I'd consider it. Also, I'm assuming you're in the strategy practice of whichever Big 4 firm you're at. Final consideration would be which Big 4, it's unfair to categorize Deloitte the same as the other three. Go look at Vault Rankings or Top MBA hiring reports, Deloitte is far ahead of the rest (objectively, by the numbers, in 4th place behind MBB).
@A1: You can refuse the numbers as much as you want. Find me a Top 10 MBA program where Deloitte isn't better regarded (by # of hires or interest from students) than any other Consulting firm after MBB. Or just go look at Vault, they rank Consulting firms, and it's a widely accepted ranking system. Again, I'm using facts and numbers, instead of opinion like you are.
I'd even take a title demotion.
Never
And this might be a question for the more experienced folks out here who have a lot vested in their current firm/network..
From my personal experience, looking at MBA reports, and research opportunities, the strategy practices at each of these firms are typically harder to get into, therefore more prestigious, therefore provide better exit ops. Similarly, the billable rates in the strategy practice are typically higher, which leads to high comp.
@P2 - seems like a very smart move. For anyone with good trajectory, I think the downsides to starting again with a brand new network isn't worth it. Perceptions of prestige are talked up too much. For any lifers, the road to partner is much more important.
I agree McK 1. However, isn't comp for partners better than big 4 partners? If yes, it might be ok to add a few more years to road to partner and land at a higher Comp (Prestige perception aside). Just curious to hear what you all here think about that...
@C1: What would the significance of being in the strategy practice of a Big4 be?
I'll give respect where it is deserved. Deloitte is sometimes considered separately from the other audit firms. If I were in the Monitor, S&, or Parthenon groups and more senior, I would not leave for mbb. If I were just in S&O, I may leave for the Strategy practices at mbb or the tier 2s.
C1 I'm in that exact same scenario which makes it tough to want to start over, especially when the partner light at the end of the tunnel is near
Am engineer. Not sure I'd want to work with a bunch of MBA strategy types let alone MBB Harvard MBA strategy types. 😬
^ many of those folks have an undergrad engineering degrees..
I definitely can't work with them then.
(Would feel too inferior.. 😭)
PwC 2 - just curious about what level and how much of a pay increase (if any) were you getting through the McK offer?
Strategy practice is nothing but a glorified PMO work..call it what you want..all these talks about higher billable rate translating to higher pay is probably an analyst whose sucked into the marketing bullshit..keep drinking the cool aid and convincing yourself..
If you've a good network in your firm and know to play the politics and would like to make a partner..there's no reason to leave
EM- would have been a large pay increase from Manager because the bonus is so much higher at McK. After I made Director that year, the total comp was almost equal to the EM package. I knew I'd have to start all over again and that AP would have been further away than Director at PwC.
Meh - I'm not sure I'd do it. Life is good here. Path to partner seems pretty doable. I don't think that would be true at MBB.