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Looking for some advice on the following - I want to make a pivot back to client services, specifically advisory/consulting/transaction services. I have 4 years public accounting experience, and 3.5 years manager experience within the corporate controllership function, both technical and SEC reporting related (more technical than SEC). What roles would I be a fit for? Public experience includes tax and audit. EY PwC KPMG Deloitte
Presenting to the client like:
I joined in Accenture as level 8. Prior to joining, I was apporached by a project, and they seemed to not convince with my lack of knowledge about the role hence they dropped me even after contacting couple of times. Now I have got call from another one and they also seem to be not fully sure because my last role was very different. My question is how difficult is it to get a project in Accenture? Will this interviews continue? Also, what are the chances of me getting a suitable role?
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Hello Fishes,
Looking for referral Goldman Sachs Microsoft Northern Trust Wells Fargo
1. I have 11 years of experience in Operations & Project Management.
2. Have implemented innovative and digital transformation projects such as ERP and IT Simulator.
3. Carried out process improvement and Cost-Benefit Analysis.
4. Engineer with MBA degree.
5. Certifications are :
Certified Project Manager (PMP)
Certified Scrum Master (CSM)
Lean Six Sigma Green Belt (LSSGB)
Looking for managerial roles.
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First of all clearly define the situation on paper.
Here is the situation:
issue 1
Issue 2
Issue 3
Options to resolve
1. reduce the scope
2. extend the timeline
3. get more resources
4. other
It is your job to identify the risk and notify your manager
Building on your options, for turnarounds, I’ve seen the “STAR” framework used quite often.
Scope: Using MoSCoW to reprioritise your scope items.
Time: Can the project timeline shift? If not, review how you can optimise the current timeline through sequencing.
Approach: Process improvements for doing the task faster, cheaper and / or better.
Resourcing: Re-examining the # and quality of resources.
At our company there are lots of internal processes when things will not achieve their original financials, you should start asking about that process. And also do what cloud practice director 1 said. Start managing all these open dependencies in a document.
I’ve kept my direct manager up to date on issues each week, but have not gotten any sense of urgency/escalation from them no matter how much I bring things up. Will definitely send an email to have a paper trail that everything was brought up early - thank you.
My manager also continuously asks “what do you need from me?” and I honestly don’t know how to answer because we don’t have enough time to upskill any new people and at the same time we don’t have enough hands. Need him to escalate issues in meetings with the clients, but he doesn’t have time to attend any of those meetings. It’s just a struggle of a situation
Do you have a coach? Your manager is not providing you with support needed. I would escalate higher