{ "media_type": "text", "post_content": "🐠 who have been at multiple consulting firms, can you share the big differences between your employers? (Particularly interested in culture and ways of working, as a 🐠 who’s spent their entire career at one consulting shop)", "post_id": "61740b756c466b00365f8932", "reply_count": 12, "vote_count": 3, "bowl_id": "552d1d24dc1c586b09d2d051", "bowl_name": "Consulting" }

🐠 who have been at multiple consulting firms, can you share the big differences between your employers? (Particularly interested in culture and ways of working, as a 🐠 who’s spent their entire career at one consulting shop)

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KPMG - generally great people, chill work, but no one knows what the hell they’re doing Deloitte - people are ass kissing try-hards, long hours, people know their stuff and deliver

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VP1 - damn this is accurate! 10 years at Deloitte and 6 at KPMG. Agree that this is all you need to know for these two.

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ACN - business model is just “strength in numbers” aka throw pairs of hands and projects will get done, complete disregard for individual’s goals, rewards are not merit-based - just relationship based, smooth talkers get the fast track, no respect for real technical skills, industry hires get shat on Slalom - great WLB, more experienced hires and higher ratio of actual technical skills, less cutthroat competition, more humble/ smart people, cares about individual goals (have been pulled off projects when I requested + staffing was a lot more about having conversations vs just focusing on chargeability) Deloitte - was just an intern there, enjoyed it as an intern but from what I heard from full timers it’s similar to ACN but with more “suit and tie and perfectly coiffed hair” types Boutique - just joined a few months ago, can’t speak TOO much about the reality of the culture but firm preaches focus on individual improvement - salary is 100% transparent, everyone at a given level gets paid exactly the same, no bonus, promos are not contingent on others’ performance (no limit on promos in a given year), removes the focus on competition between individuals. No dedicated sales staff aka no commission, sales are done by consultants aka the people who do the work, idea is so that there’s no bs projects being sold by people that have no idea how to do the work. Again this is the theory, need to work here longer to see if it works in application

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So in my experience I have worked at two different consulting firms. 1st one being Deloitte and the 2nd being EY. The WLB is a bit different between the two and honestly the vibe definitely depends on the team you have.

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Hi, which team on EY were/are you on? Want to know how EY culture is different.

Wildly varies by team- these firms are big enough that their sub-cultures have sub-cultures. Note the other kpmg & EY opinions vs mine: Kpmg I worked 80-110 hour weeks during busy season and leadership was extraordinarily manipulative, twisted the truth to the point of lies, and this led to 150% turnover at staff levels in 12 months. EY No one on my team works more than 50 hours through busy season and I’ve only been asked to work on a weekend once in a year. Majority of the team is helpful and looks out for you. This group is turning down projects so as not to overburden the staff rather than burning everyone out. Turnover is ~8% in the last 12 months. I recruited a same-level friend and leadership decided they should come in at a level above me. I got a call from the partner 2 levels up to check in with me and make sure I was OK with that (I was thrilled for my friend). Meanwhile at KPMG they lied to the team to get them to stay with false promises of special bonus pools that never materialized and a stockholm-syndrome mentality. If you want to know how a team’s culture is you need to get very specific. The only consistent thing I’ve heard is that Deloitte people are relatively cut-throat.

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Were you in EY tech consulting?

Curious to know peoples thoughts on EY vs Deloitte.

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Same. How has been your exp at EY so far? Are you in tech consulting?

Strategy& - Lived the apprenticeship model. Partners were very involved and invested in my success, including a Relationship Partner who was my designated champion. Home day expectation once a quarter which facilitated local office relationships. My projects were true strategy work. Standard 60+ consulting hours, but I loved the people I worked with. Deloitte - Toxic bro-y shark tank. Partners and SMs were hands off until right before the deliverable was due, leading to tons of last-minute rework with their micromanaging tendencies. Everyone was quick to take credit for someone else’s good work or pass the blame if it wasn’t received well. I never met my counselor in person — so very hard to be my champion — and he was only an M. My projects were mostly PMO. No one showed up to the office, and I only saw the local office partners at big events like the holiday party. Standard 60+ consulting hours, and almost every minute was hell. Now in industry working 40 hours a week on growth strategy projects with a great team. 100% the dream. 😊

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I’m on the innovation team at a Consumer Goods company. (If you have an MBA and don’t need US sponsorship, we are hiring.) I was in S&O at Deloitte — I left right around the reorg, so I have no idea where I would align now.

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