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Hi All,
Need advice on which one I should go with , I'm right now holding two offers. Current company: Capgemini, Manager,17lpa
TCS: 25 lpa, 12-15% variable pay,Associate consultant C3B
EY GDS: 27.5 lpa, 10% variable pay, senior consultant level 2
Tech stack: ODI, SQL, DWH, plsql
Yeo: 12
Tata Consultancy
Additional Posts in Partner One
First official day as a partner. Hello there!
Never...my view is we are all part of a team and if I can transition / expand my relationship to others it creates capacity for the partnership.
Simply said, I share relationships all the time. Never protect them...except from bozos
I will throw out a curve ball to the group. As an account leader across multiple clients, like the others, I want to help my people engage with the client and build relationships. They do not diminish my own. BUT, I am also very protective of my senior relationships in the sense that I don't want to have them degraded, either through a perception of inexperience or through an introduction without a purpose. For each of the C Suite relationships I have, there are at least 20 people who would like an introduction. The trick is finding the 2 or 3 introductions that make sense and will continue to build our overall relationship with the client. I believe that a lot of other partners feel the same way and it can be perceived as keeping someone away from building a relationship - especially if they are a hungry up and comer.
It is part of our role to share in order to help our people and company grow. It is the best way to bring comprehensive value to our clients. I agree with Partner 1 we need to be sure we are bringing people that can represent our company and us well and not hurt our brand.
Partners welcome that - it allows us to re-focus on broader / new relationships. Quiet frankly, it demonstrates the director's desire to take on more responsibilities as it relates to running the business. Keep the communication lines open with your partner as you do this, so you don't make a great opportunity an awkward power struggle.
If it's truly a partnership, there's no such thing as a power struggle. The partners who fail to realize this are the ones who don't last.
^hahaha. empirical data says otherwise
I actually see worse behavior toward partners. Ie not bringing in other partners where there isn't a glaring difference in specialties vs not brining in Directors or managers.
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Following.
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Great point P2