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Say it louder for the ignorant people in the back.
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Does anyone have any tips for Napa Valley? 🍷🍽🥗
Looks like stocks are back on sale
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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.
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Lol @ Risk and PI being related...Parthenon has a separate recruiting process, and acts fairly independently. TAS does deals and valuation work. If you are looking for a consulting gig, then you have interviewed for the correct position.
I have see TAS and a few senior PI sector focused individuals move to Parthenon, all with a specific industry focus. Parthenon is different typically.
TAS is nothing like audit and far more ambiguous and aggressive. TAS also does a lot of the work PI wants to do bit at higher rates.
Is it harder for you to switch to S&O internally as opposed to go elsewhere?
Unfortunately my group does not really work with s&o as much so it's hard to lateral. Would have to probably invest another year or two to transfer and get partner buy in on my side, which I don't think he would be eager to provide. Is PI strat that bad? Lol
PC1. Risk and PI are not related. Like at all
Thank the heavens 🙌
The partner comp structure for risk and PI are in fact grouped and the compensation between risk snd PI is different than TAS. This is why when you make senior manager and go through the overview and path to Partner versus ED, PI and Risk are grouped together.
PAS is now grouped with Tax as another example.
Parthenon isn't part of EY as a whole and it isn't independent, Parthenon was purchased by TAS and works within TAS. M&A more closely aligns to strategy as does the work like due diligence, transaction exection and the post deal-close. TAS will commonly manage building out the future state of the operation. It is closer to strategy work in many cases than you will typically find in most PI work.
TAS also pays more than PI and is more in-line with the Deloitte salary scale and has a different recruiting profile where it is targeting more top 25 MBA programs.
They align closer than does TAS and have similar governance structure. When you go to milestones as another example, typically PI and Risk are grouped together. TAS has its own separate training sessions.
Partner alignment matters to everyone because it establishes target focus areas and go to market offerings which is why PI and Risk are more likely to go to market together.
Ok you got me. This whole discussion reminded me that I was assigned a Peer Advisee in Risk even though I'm in PI, chalked it up to HR oversight. Now I feel like it has more to do with what you're saying. Might be time to move lol
Glad to have sparked such discussion lol. Though now I'm not sure if I should be targeting OTS instead... The FSO strategy folks I've met seem to be doing some interesting work fwiw
And PC1 are you saying that PI comp doesn't come close to Deloitte consulting comp?
Which reminds me, one of the questions I asked earlier on is how this certain part of strategy coexists with the rest, including Parthenon, as they all seem to sound the same (growth and innovation, purpose led transformation, rapid profit, etc.) I think I'd like to ask this again but would it be too pointed / offend anyone, given the effort to realign focus like you said?
I'm curious if there really is any pay gap between PI and Risk within FSO. FSO Risk is a totally different animal than what Risk generally means across the rest of Americas (i.e., internal audit). A very significant portion of FSO Risk work would be considered PI type work in most other contexts.
What's PI?
Performance improvement
Wow what a discussion. So for aspiring traditional/strategic focused management consultants, it behooves them to join TAS (non Parthenon) over PI Strategy? Not that anything is wrong or bad with either.
I'm in a business valuation role currently. would a proper analogy be s&o : monitor :: PI : Parthenon? Because s&o is still highly regarded among us advisory folks lol
What kind of work? Is tas more of a financial service or more like finance function mc ?
PC1 what do you mean by "ambiguous and aggressive"?
PC1 do you know people in ots?
Can we connect? Interested in learning a bit about this space. Are you in Parthenon? Have not heard of the principal consultant rank unless you're a principal :)