{ "media_type": "text", "post_content": "Moving from a boutique (<30 employees, MBB competitor) to the strategy practice of a Big 4. Have only worked for boutiques in the past, so I’m expecting there to be some major differences in terms of working style.\n\nWhat are the major differences and ‘watch outs’ you would point out to me? Could be anything from culture, to red tape, to compliance etc.", "post_id": "61171ea8188a58002760372e", "reply_count": 26, "vote_count": 3, "bowl_id": "552d1d24dc1c586b09d2d051", "bowl_name": "Consulting" }

Moving from a boutique (<30 employees, MBB competitor) to the strategy practice of a Big 4. Have only worked for boutiques in the past, so I’m expecting there to be some major differences in terms of working style. What are the major differences and ‘watch outs’ you would point out to me? Could be anything from culture, to red tape, to compliance etc.

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<30 employees and MBB competitor….

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Competitor was probably a poor choice of words. Just wanted to point out the working style. Our Partners are all ex-MBB partners.

Independence requirements and logging of everything you and your spouse do financially if you’re coming in as a Manager or above.

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You’re going to have to report all that even if you don’t have the restrictions. EY has required broker feeds for M+ so they can automatically see what’s in your trading accounts. EY requires you to roll any non-current employer 401k to an IRA or EY’s 401k. Your significant other and you are the same in the eyes of independence and they will need to do the same thing as you.

1. Bureaucracy - reviews processes, Internal “mobility”, T&E, can’t trade many stocks (a lot of conflicts related processes 2.Culture: with a big firm, it’s just tougher to have 1 cohesive culture; so you’ll need to figure out where you fit/ don’t fit 3. People: As firms get bigger, you physically cannot find enough of the same “high caliber” people; at Big 4 firms’ scale, there can be a lot of people who got by without being the sharpest… it’ll be more of a mixed bag is my point 4.Accounting / Tax will always come first; equity partners who are non CPA are literally not allowed to be called partners; as the U.K. firms have shown, they will sell off entire consulting arms/ pieces if that means the core of audit/tax can survive 5. No real internal mobility, especially globally: as each big four is a separate entity and only affiliate as a “federation “; 6. Your “strategy” practice colleagues will fall into the trap of thinking they’re better because they tend to be paid more (when it’s actually because they didn’t get a chance to attend the same elite unis)

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Generally, this is pretty spot on. Thanks, BCG1

Compliance and process. A lot of that.

Ugh, nothing worse than compulsory online training.

Big salary bump ? Most people try to jump the other way.

Something like Doblin I’m assuming

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