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Hey People!
I'm Sarthak Misal, Currently a student who's about to finish his degree in Business Administration with Specialization in Finance.
Previously I've worked as a Partnership Associate and I've also got little experience in CRM, Business Development, Monitoring Industry Trends, Project management, Operations management.
Currently trying to secure a job before college ends, would be grateful for all the help :)
www.linkedin.com/in/sarthak-misal-a8843a190/
Additional Posts in Consulting
How often do you change jobs?
Deloitte question. I have always gotten a raise each year, the only question I ask is how much of a raise do I get. But I’m hearing from former Deloitte folks, it is naive to expect annual raises each year however small/big they are? And how does this play in Deloitte consulting vs advisory? Do one tend to withhold annual raises in base salary over the other, or is this just a deloitte culture thing? Looking at exit opportunities all over. So lmk! I’d Rather get a small raise than none at all.
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HR
Independence sucks too for us big 4 consultants
No it's not that. I actually like my project and know that it isn't their fault since they have to get projects, shitty or not, staffed. My problem with them is that the ones that I have had the pleasure of dealing with take great joy in putting people on projects that they don't want to be on (people requesting non-travel being put on five day travel projects, people being put on projects when they are about to finalize something for themselves). And I say great joy because they have told me with glee about how they like to behave like this.
Compliance
^wait til you're manager or above, it gets worse
That's not cool - how b!tchy and unnecessary (and deployment is all women, so they're catty amongst themselves too)
It's a team in operations that has to follow up with cap market clients to get trade confirmation
ACP treats staff as mainly uniform - "staff is a staff" or "just a staff" - are terms I've heard. They pool them but ACP or whatever its called now should only be a training program. Staff should be divided amongst their target practices like finance, supply chain, analytics, SAP, or by sector like life sciences, P&U, etc. The staffing should be done by competency or sector. Managers, senior managers and PPED's work amongst themselves because the response times from many staffing individuals is so slow and inaccurate.
Client trade confirmation
A1 what's that?
OP - are you annoyed with Deployment because you're getting staffed on projects you don't like, and you think it's Deployment's fault?
Yeah I know someone who asked to not be on a certain kind of project again and deployment forwarded the email to the head of the BAP (basically the head of the analyst program)
ACP just isn't setup well for consulting and the problem is that they believe they are. This program would be easy to shift but it works for risk so it will work in consulting - is the mentality. Those doing the staffing usually aren't great but their tools are inferior as are their objectives. End-to-end they are behind the other more established consultancies.
What's the ACP method and why do you dislike it? I'm in FSO so I'm curious as to how it differs.
I agree that there should be some division. I think in theory it'd be nice to have this shared pool so you can try out different projects, but in reality it's just a way for deployment not to have to try. And in FSO case it's similar where until you align to a practice you are treated as just a staff so they can fill up the shitty projects. And even when you are aligned they can still pull you out of your group to do AML because they said so
I don't know FSO as well, but in PI, college major is more diverse than say risk. So supply chain can align there, finance there, sciences to healthcare or life science, and transition as needed.
That makes sense. Within FSO we have risk and PI and "strategy" but I think just about everyone has a business/econ/finance degree of some sort