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Start the convo w your people manager and ask for some guidance on best way to build a case for this, include some of your ideas of things you think may be relevant (e.g. you want to stay on and someday be partner. You have experience and training in x but if you want to achieve y and help the firm sell z, you think you should have broader network, management skills, viewpoint, etc that come from xyz degree)
You need to talk to a partner and better yet, your practice leader, not HR.
It needs to be about the business case for you and the practice.
I’m not sure what you mean by a heavy conversation. If you want someone to pay 6 figures for something, I think having a conversation whether it is mutually beneficial is a reasonable expectation.
With the exception of a couple of specific programs, EY doesn’t have a standard Master’s assistance program, because at the firm level and outside of a couple of specific fields, it hasn’t proven its worthiness at a mass scale across all service lines. So it is up to the individual to present their business case and their practice leader to choose whether they want to invest money into that.
Why would the answer be different for one person and not the other? If you’re not a great performer, why would we want to spend 6 figures on your education? If you implement SAP and want to get a JD, does that make sense? If you cannot eloquently articulate the value proposition of how this benefits you and the firm and your friend has a clear plan, why wouldn’t we differentiate between you two?
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Maybe a better question is what are successful arguments used to make a business case for an MBA/MA? Any instances of this?