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Looking at some SVP roles for technology / controls in the Southwest region. Glassdoor indicates $185-240k as range base comp, and target of $185-205k for average base. Is that accurate?
Glassdoor also targets $40k for variable comp. average. Is that accurate?
Citi
Hello, I have received an offer from Southwest Airlines as a Associate Technology Analyst with their direct college hire program. Will be graduating in May with a degree in MIS and also have internships experience as a Business Systems analyst intern. The salary compensation started off at 66,500 but was looking for the 75k range and they got back to me saying the best they can do is 68,500. They also have a 401k company match up to 9.3%. Do you think this is a solid offer for this job market?
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Three things: 1) only partners actually 'advise' CEOs or are their confidantes 2) in Mck at least, team engagement with the CEO and CEO-1 happens almost 60-75% of the time, rest of the times it's generally not more than 2/3 levels below 3) if you're super smart without being an ass about it, no one rolls their eyes
I'd say the average project length is 8-12 weeks with a broad range around it. Flying all around the world is not the norm, really depends on the client and topic. CXO interaction is pretty common.
Depends on how epic you are. The more epic you are, more doors get opened, teams will bend over backwards to get you. Flip side, the less epic you are, the more you'll be pushed around until you decide to leave
Staffing is market based. Projects can say no to you, you can say no to projects.
Thank you. It's a bit difficult for me to grasp because in nearly all the projects I've ever worked on at Accenture/Deloitte, I was interacting with Managers/Directors. Was many layers removed from anyone at the C Level.
Can you tell us what it's like? Do you walk into a boardroom and meet the CXO or CEO? How do you gain their respect and get them to value your recommendations?
Unimaginable is a strong word. Me being chosen by Musk to be among the first human settlers on Mars is unimaginable. *sigh*
Get them to value? Lol you hire MBB because that's a hurdle you don't want to cross. Rigor in hiring at MBB vs the likes of Accenture is night and day. Talent does the work.
Agree with what BCG1 has said so far. International cases are common, but not the norm. Usually cases are bought by someone C-suite or one level below, so at the very least your work is presented to a CXO during key checkpoints. Mostly working with Director or VP levels on a day-to-day basis. I've worked mostly with larger clients though, like F100. Most of my cases have been pretty heavy on client interaction, except DDs.
I'm also very interested to learn more about MBB projects and C-level interactions because I have a feeling House of Lies isn't entirely accurate. I assume that a fair amount of the work is to save the CXO's a lot of time and effort of having to do the detailed research and due diligence before making critical decisions
So that's two diff questions :) Do I plan to stay in Mck? Not sure. But if someone plans to stay, landing a COO role is a big deal, especially if it's a Fortune 1000 company, you generally have to be tenured Partner to land a CXO level gig, but you can always exit to say a startup (assuming you build a good value prop for them) and be COO anytime
Mckinsey1, thank you! Do you plan to stay there or will you be picked up by one of these CEOs as a new COO? Is that how it usually works?
It depends. Some projects are less client interaction-focused so you may not even go onsite for an entire project. But if that happens, staffing will ensure your next project has lots of client interaction so you can be evaluated on that better. Networking is key in any firm to getting opportunities you want.
Agree with that^ A lot of our projects in strategy are as BCG3 described: Director/VP interaction to do the work, reading out to the C suite that purchased our services.
Reason I'm asking is because I'm actually curious. I've worked at Accenture and joined Deloitte last year.
Do you like it BCG1?
A2, I agree with you on the rigor in hiring. What I'm interested in hearing about though is how do MBB consultants convince CEOs to follow their advice...a 50 year old CEO for a Fortune 500 knows the ins and outs of his or her particular company. They probably have expertise and insights into all areas of the business. If say a 25-28 year old MBB consultant walks in and advises the 'CEO', how do you guarantee the recommendations will be respected vs getting a rolls eyes from the CEO.
And I'm sure becoming a tenured Partner is unimaginably difficult in the first place. Good luck McKinsey1, appreciate your honest insights.
I'm not sure everyone (even the majority) of people at junior levels get CEO interaction frequently. I get CIO interactions probably bi-weekly to gather more information for steerco presentations. Managers and above actually attend the steerco meetings so they are "seen" by the CXOs in a professional meeting. And then partners actually get 1on1s with CEO/CXOs.
I don't think certain projects are much harder to get into than others. Maybe if it's a "cool" client there is more demand, but not because the levels we interact with. I had a call with a CEO for a project we haven't started yet. Just talking through key questions etc.