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This is part of negotiations. And how you negotiate may be a good example of why you should be manager. This will demonstrate your client management skills.
I would explore their concern, clarify their needs and then demonstrate how you do fit those needs, and if there are some gaps determine the risk and acknowledge it and how you will address the gaps. You likely aren't perfect (being human and honest goes a long way)
Re-state your position, your interest and why it's meaningful for you and for the company for you to be manager.
I also assume it's not just title/pay but also role and responsibility
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Oh ok gotcha. That’s what I’m thinking too. It’s a boutique firm so I wouldn’t necessarily have the brand recognition so it’s important to at least get the manager title
Are you a manager now? This happened to me and I took the senior consultant gig at the boutique, but negotiated the top of the pay band, 3x the signing bonus, and a probable quick rise to manager.
The money was more important to me than the title; most places, it’s hard to come in as a manager if you haven’t already been at the company; and especially boutiques, most managers are “homegrown,” so you likely won’t do well without learning the ins and outs of the firm first.
Hmmm..
You'll need to present the same/similar business case as you would at EY for why you deserve to be a manager.
It's one thing to go from manager to manager vs senior to manager.
It may be a realistic concern and not just them trying to save money with the lower title and pay.
S3 to Manager is a decent jump. But some that are ready can make the big jump. But in many cases I've seen, many Seniors think they are ready for manager but they still have a good ways to go. (I'm manager at EY. I'm counselor for a few and also see others that are being put up for it.)
Worth some introspection because you also don't want to get in over your head and sometimes an accelerated path may be better than jumping straight in as SC1 mentioned.
In both cases EY and this company most likely want to see you succeed and not being stingy and trying to hold you down. Though there are times for some reason people don't get promoted and it's time to jump.
Most consulting firms do lateral promotes, so either stay at EY and make manager if you're really "up". Otherwise admit that you're not and leave.
That must be Deloitte ? If so Ignore, they need you more than you need them.
Depends on the compensation.