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Got a random email from a supposed Amazon recruiter for a SDE position (which is not at all a fit). The email is amazon.com domain and there are no red flags in the body but it doesn't feel like an Amazon recruiter due to the tacky signature, etc. Has anyone seen this kind of cold-calling from FAANG recruiter?
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Is the difference in age the problem?
The direction enterprises are going right now, for the partner that has 30 YoE, probably 15 are irrelevant.
So you’d be comparing 10YoE vs 15YoE. Then you realize that selling work is probably one of the most important parts of a Partner’s job, so if the 30YO is better at selling and has better relationships than the 50YO, (s)he starts looking like a way better option.
Furthermore, when a company engages with an MBB partner they aren’t really just “paying” for the partner but the whole firm’s capabilities and its entire talent pool; which is arguably better than the other firms.
All of this plus the fact that two of MBB are Partnerships and they net more per partner, the partners there make more
BCG is a private company, Bain is an incorporated partnership and McKinsey is an incorporated partnership
Chief
The two prototypes in this question are usually playing different games. How organizationally important are the decisions a company makes when they’re hiring McKinsey? How does that compare with the things for which they’re hiring Deloitte?
I know there’s overlap because both companies do a lot of things, but in general, the top strategy shops command a high price because they’re supporting very big decisions and the partners benefit from being able to realize that high price for their work.
Somewhat of a lopsided comparison with different firm/unit economics. The average B4 partner is playing a volume game, while the MBB one is leading on margin.
About 6 metric tons of diamonds are mined each year for gemstone use and 20 tons are mined for industrial grinding and cutting. All are diamonds and all are useful.
Industrial diamonds are ~$2-3k per pound retail; gemstone diamonds retail for ~$5-15m per pound, depending on the carat weight make up. One is a volume game and the other margin.
The margin on gemstone diamonds is obscene given how common they actually are. But they’re perceived as rare, supply is tightly managed, branding is awesome, they are pretty, and are much “better” than industrial diamonds in what we associate with diamond-ness.
How much is a 30yo partner pulling at mbb?
Yeah, I would not do this gig for $400k.
Rising Star
Yes.
Comp = what the market values your skills at
Your ability to bring revenue to the firm may be driven by experience, sure, but there is a non insignificant number of people that at 30 can bring plenty of value to the table [the young MBB partners you’re referring to]. Hence the higher pay.
Chief
I’m not sure what you’re asking. Partner comp or junior staff comp?
Regardless, margin is a big part of it. Strategy projects can be 60% margin. tech projects are much, much lower.
Chief
Yes, 60% margin for strategy consulting. I don’t have any knowledge into salesforce service projects, but I’d assume there are some nuances in calculating margin.
Who cares man, let them work their 90 hour weeks and regret their lives when they’re 40
There are herds of unicorns here then. 😉 Seriously, I’d guess that for every 90 hr grinder who loves DDs, hates sunlight, and makes a ton of noise here on FB, there are 9 people who look more like me.
Rising Star
MBB has better talent lol
I’ve worked at both B4 and McK and, while I actually enjoyed my B4 firm pre-grad school, MBB average talent is dramatically better. Like top decile at B4 would be absolutely middle of the pack here (I got the top rating for 3 years at my B4 and am a solid C student here).
I think the question you should be asking is why are companies willing to pay such ridiculous fees for MBB projects. I try to work hard but I honestly don’t know. The clients I work for are very capable. Don’t know why they need us. Might just be a forcing function to make a scary decision. “We paid $3M for this do I guess we can’t just avoid the topic like we usually do”
Chief
Well, many of our clients pay us because they don’t have time to do it themselves. Not because they can’t.
And in most organizations, it really seems like a small subset of people drive everything and everyone else is deadweight... so there’s simply too many responsibilities for those people to do it all themselves.
If you mean “why do they pass BCG rather than Deloitte or Huron”, I think it comes down to relationships
I don't know about McK and Bain, but I don't think we (BCG) mint many (if any) 30 year old partners. Assuming you graduate from undergrad at 22, do 2 years as an A, 2 years as a C, 2 years as a PL, 2 as a P, you'd be going straight through with no business school, and promoted at earliest possible window. More reasonably you're looking at 33 on the fast end for folks that started out of undergrad and 35 for folks that started out of business school.
We’re definitely a bit faster, but it would still be ~32 yo and not 30 for post-MBA.
Assuming you graduate undergrad at 22, work for 2 years, and then do a 2Y MBA, you’d have to get designated EM in 18 months, do the same to AP, and get elected in just one year. That’s once in a blue moon rare. 2 years at each, or even 2 +1.5 + 2, happens every year.
Before too many jump in: yes, I know a partner who was elected at 29 (and SP at 34-35), a handful at 30, etc.