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Enthusiast
Somewhere between UT and Colorado
Hi Guys,
I am looking for 3-4 Digital Transformation/Data Science/Analytics Consulting profiles across multiple levels (Associate/Senior Associate/Manager/Senior Manager/Director) for my team in Mumbai. Would prefer candidates with consulting background preferably from Accenture, PWC, KPMG, EY, Deloitte and other niche analytics firms Accenture PwC EY Microsoft Deloitte KPMG
SDET Openings @ Airtel X Labs
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Your leaders aren’t leading they are setting themselves and their company up for failure by overworking staff. Still being new is the perfect time to clarify your role and have them set priorities. Accept what you can deliver on and let them know you can’t handle everything
You don’t think it’s too confrontational, tonally, to do that? It’s such a culture of nicey nicey and lack of conflict. Definitely i am more driven and more direct and I’m really having to try hard to fit in with the collegiate culture. Also, I need to set boundaries, right? I’ve been working 10 hour days.
Oh, sounds like a lot. They are not planning on replacing the client services person who left? Backing the discussion with #s in terms of extra time each person is spending to cover the gap * team member hourly wage + cost from delays on strategy streams + risk of client frustration from a lack of a "go-to person" could be helpful. Similar to a cost/benefit analysis. And basically justify hiring a new commercial exec
Right yes so put it in founder-friendly framing. It’s also an opportunity cost thing – the longer I try to step in to someone else’s core role, the less I’m able to grow incremental revenue from my own department which was one of my objectives. The person who is doing the senior role hasn’t left, she’s stepping back to do some sort of internal thing or team management? It doesn’t really make sense. They have their most senior client person not in the day-to-day client work.
For more perspective every other place I’ve worked my role has a ‘mirror role’ in client service. I would work with that person closely. That person would build the commercial relationship with a customer. When I interviewed, I thought I met that person but now found out she’s stepping back. Instead, the company is relying on these 25-year-old project managers which obviously isn’t working. So they lean on me. Worried that the founders expect that it is my role to grow the customer relationship which it isn’t. And this was never raised at interview. The job was clear - improve strategy. I can’t find the words to flag this.
Hey there. I think you should flag, but carefully control the narrative so it doesn't come accross as you not willing to take it to the next level for the growing biz. I'd mention the client coverage work requires enough effort/time (a FT person was doing it). And that I'd like to clarify the prioritization/expectations of strategy role VS this, as clearly the latter will cannibalize capacity from the strategy work.
That’s a good reframe and yes, raising it in the right tone is exactly what I’m worried about. I don’t want a flag to look like a red flag. They’re also quite emotional founders. My other team member is also completely at capacity and close to burnout. She is spending 1-2 extra hours in her day trying to take the load off the struggling project managers and it’s all because we have absence of a client services lead at an exec level. So it’s definitely causing bottlenecks and overspend in my department.
Is it a start up?
No, not a start-up just quite a boutique place. I’ve come from big firms with lots of structure, operational smarts and highly skilled people. The culture at my new place is a lot nicer but there’s definitely a hint of naïveté.