AGSM CAREERS MONTH 2015 - DAILY SUMMARY - AGSM @ UNSW Business School Career Development Centre - UNSW Business ...
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AGSM CAREERS
MONTH 2015
DAILY SUMMARY
AGSM @ UNSW Business School
Career Development Centre
Never Stand Still Business SchoolAttendees –– Ahmed Fahour, CEO - Auspost
Brad Noakes, Partner & Managing Director –– Melodie Potts Rosevar, CEO – Teach for
Michael Schniering, Principal Alumnus 2010 Australia - revolutionising education system
Dorothee Ihm, Project Leader Alumnus 2011 –– Adam Jacobs, Co-Founder of The Iconic
Paul McNamara, Project Leader Alumnus 2012 –– There is a real diversity in what the BCG
Frederik Mayeres, Consultant Alumnus 2015 people go on to do and you are encouraged
Maisie Farmer, Recruitment Lead to follow your passions
BCG global firm | 80+ offices | 46+ countries –– Very serious about social impact and
undertake >300 social impact projects
–– BCG is rapidly growing, the past several years annually
has seen the firm has double in size, growing –– Working with Bill and Melinda Gates, worked
the fastest out of all the strategy firms on addressing global malaria problems, were
–– Operating in four cities domestically - Sydney, engaged to assist on the response to Ebola
Canberra, Perth and Melbourne outbreak and delivered a plan to help Ebola
–– Diverse portfolio, every year about 30 be contained
different clients across all industries –– Have worked for over decade on supporting
–– Diverse set of people, +21 nationalities the indigenous empowerment through Darwin
throughout the organisation, large focus on Foundation
international recruiting Brad Noakes
–– 49% female pipeline to partnership –– Been with BCG for twelve years
–– 75% work performed is with repeat clients –– What they are seeing today is that the
–– About a third of clients have been with BCG demand for strategic advisors is increasing
for >19 years dramatically
–– Consulting isn’t easy, interesting but tough –– Industry and government departments need
–– Work life balance is taken very seriously assistance to navigate the fast changing
–– BCG recently collaborated with Professor business environment
Leslie Perlow (Harvard), Sleeping With Your Dorothee Ihm
Smart Phone –– Joined AGSM from Germany in 2010
–– People were feeling like the demands from –– Background in cultural studies and geography,
business meant you had to be ‘on’ all the time did masters in geography before commencing
–– Took findings from the study and implemented MBA
PTO - Predictability, Teaming, Open –– Never thought she would use the geography
Communication masters in professional life, but used advanced
–– This initiative has drastically changed the
geo analysis on BCG engagements, got to
working environment and career satisfaction
apply geo spatial analysis
–– Training is taken very seriously, invest 4.5
–– Importance on industry focus/expertise, not
weeks training for each person annually
so typical when joining BCG at Consultant
–– Structured training, Regional training, In-
level, joined with a bit of a focus on telco and
house training, Global training, importance
placed on mixing with international BCG media and has been able to work on several
offices very high stakes telecommunication projects
–– Day to day learning in the project environment, to enhance specialisation
peer to peer learning, consulting role helps –– Best part of working with BCG is that you are
you grow much faster than perhaps the working on issues that are important to the
corporate environment, stretches you faster CEO, can work on projects worth billions of
–– BCG take their alumni relationships very dollars, projects that are changing the path of
serious this country and large organisations–– As you are generally working in small teams, BCG Digital Ventures
your input is impacting change, you can see –– About 18 months ago started BCG DV,
the results of your work founded in LA and has grown through
–– Undertook an engagement in Singapore in acquisition and organic growth, fast growing
2013, started as a three week project, ended –– Work with clients to come up with new
up being 4/5 months, not an industry she was products, services, new venture ideas,
familiar with, had to strengthen other muscles, innovation sprint, potential opportunities to
disrupt
got home every other week, enjoyed getting
–– Will bring in mix of skills, designers, customer
to know new city, new team, engagement was
research, entrepreneurs, to work with clients
a good example for apprenticeship, concept to rapidly prototype new business
of learning from your peers, learning in that –– Sydney office started with an acquisition and
case experience is now working with several core clients
–– Worked under project leader, only one year –– In terms of intake, look for slightly different
ahead in tenure but saw how fast you learn skill set, project management, technology,
–– There are a range of opportunities to work digital skills
abroad, temporary transfers, structured one –– Run as a separate business, recruited through
year exchanges a different stream
–– Heading up local BCG women’s initiative, What does a typical engagement team
The X Files look like and how does an MBA fit in?
–– Not meant to give women an unfair advantage Paul:
but to foster a sense of affiliation within the –– There is no typical answer, his first project
organisation consisted of a team of two, has worked in
–– They run a few events annual to create a teams of 15/20, the average is around 4/5
community of women within BCG, providing people
support, working with senior female role –– Role of consultant, you are expected to
models, try to pair more junior women with engage from your very first project, you will
senior leaders, mentorships, encourage work closely with senior consultants for the
everyone to learn about flexible work first three months but you are expected to
talk up and have input
arrangements
–– You are hired for your experience and smarts
–– Part time is available at BCG, very strong
and are expected to be ‘on’ straight away
commitment to make client facing roles
Nicole:
available on a part time basis –– Worked across a variety of projects since
–– Strong market position means they can factor joining after MBA, you are expected to
in flexible work options for client engagements leverage your background, clients expect to
Michael Schniering hear from you
–– Pretty well balanced across industry sectors, –– It is important to have an understanding the
organisation dynamics, complexities involved
mix of public and private engagements,
in implementing projects, in building those
banking, telco, media, consumer
relationships
–– Undertake large scale major transformation,
whole company transformation, new growth Does BCG play in the healthcare
models, new business build, mainly in the landscape?
private sector, helping companies to use their –– Performed work both with federal government
data effectively and private
–– Engaged to look at the evolving roles of
How much time for Sydney consultants insurance providers in healthcare space,
spend on international projects? there is lots of disruption in this sector,
–– First year is spent working primarily out looked at the utilisation of cost of care, public
of Australia, they like to ensure you are policy at a national level, work with pharma
trained up before you can undertake an on bringing new products to market, its an
ambassadorship/temporary transfer interesting and dynamic sector, in the midst
–– Gets lots of opportunities to work overseas of change and disruption
but has worked primarily in Sydney due to –– Brad: working with one of Australia’s largest
health insurers, going from insurer to assurer,
family commitments
how they think about their customers–– Traditionally consulting has been fee for –– Same goes with working with clients, they
service, more akin to other professional work very much hand in hand, try and affect
services change at all levels of the business, focused
–– Long time ago clients demanded more in on impacting change throughout the client
terms of committing to delivering an outcome business, not just at the CEO level
and impact BCG results now being linked to –– Frederik: openness in regards to client work,
result of client the door is always open, there are no stupid
–– More innovative structures being used to questions
affect the outcome clients are trying to –– Currently working in case with DV,
achieve communicated very clearly that we have
–– Committed to working with client to figure out only started, most knowledge sits within the
what the best option is for them, particularly organisation
in large scale transformation projects
What are they looking for?
Which sector is expecting the most –– Creativity and curiosity, looking for analytical
growth? thinking and willingness to bring new ideas
–– Australian economy is seeing massive and experience
disruption across all sectors –– Curiosity as to what the underlying cause is
–– BCG run a portfolio and don’t try to concentrate for the clients
on any particular area, see growth in all areas –– They want you to be interested and enthusiastic
–– Have some big bets but typically against through interview and application process,
sectors that they are underweight in but don’t not too interested in the answer, want to see
have a crystal ball, can’t predict who will be how you get there, want to see how you think
growing –– Looking for demonstrated leadership and
–– Growth is the most important thing for any good team members, the role you play can
company in private sector can do change from project to project
How much creativity are you allowed? –– Interview process is in three rounds, each
–– A lot, never really come with a ready round has two interviews, case study and
framework or a typical way of addressing the culture fit
issue –– 40 minutes per interview
–– Come at it from a different perspective, BCG –– They want to see your experience and skills,
has two streams; generalist consultants and what have you done in the past, what are you
expert consultants looking to achieve, why BCG, what are you
–– BCG investing heavily in getting people with hoping for your career at BCG
lateral expertise to help develop portfolio in –– Looking to get hands dirty, ability to poke
areas that require a particular set of skills, and prod to ask the right questions, the tools
works across a variety of projects you use and the approach you take, how you
–– Illustrates the willingness to try new things demonstrate your experience, how do you go
and adapt to changing market about solving the problem, what questions do
–– Opportunity to get involved in a mixture of you ask, how do a I decompose the problem
things, open and willing culture, if you have to its core parts, what data do I need to
a new way of solving things, you will be answer the question
supported to test your theory Applications open: 18th September
Cultural perspective differentiation? Applications close: 20th September
–– Focused on finding the solution and –– Address cover letter to Maisie Farmer – make
strategy, delivering impact for the client in a your cover letter stand out, they do read
collaborative way, BCG at its heart is a true them and it is your opportunity to show some
global partnership personality
–– It’s about the best idea, best thinking rather –– No more than three page resume!
than a hierarchical structure
–– If the newest member of the team has a great Apply via the career
idea, they are given as much attention as a management platform
partnerAttendees Various streams within McKinsey?
Ben Fletcher, Partner –– Not enough to have a team of generalists any
Rob Allan, Senior Implementation Leader more, clients demand more
Alumnus 1991 –– One bar set across the streams, different skill
Jesse Scott, Associate Principal sets to reach that bar, as the market demand
Tiina Tolonsen, Recruitment Lead Sydney changes the business must adapt
Sheridan Kerr, Generalist Recruitment Lead
–– Still seen as the same team but gives access
to specialised skillsets
Ben Fletcher
–– Partner with Sydney office and heads up the Social responsibility, what are McKinsey
Marketing and Sales practice doing?
–– Joined as an Associate straight out of –– Acts on three of four levels
business school –– As an individual you are able to get staffed on
–– Was a lawyer prior to undertaking MBA at
projects that you personally care about, but
Stanford
–– Heads up recruiting for Australia you can also opt out if you are opposed e.g.
tobacco industry
Jesse Scott
–– Associate Principal with Sydney office, leads –– At an office level they will focus on specific
manufacturing practice a cause, e.g. have invested in teams working
–– Week is typically spent between NZ, Australia, with indigenous health engaging ex doctors to
India engage with McKinsey to look at the solution
–– Was a journalist before undertaking MBA at –– At a firm level, there serious fire power to
Insead
work on causes at a global level, e.g. climate
Rob Allan change, facilitating big global meetings, 2020
–– Recruited from AGSM into generalist practice,
world summit
then engagement manager
–– Left firm to vc,pe in the states, founded a –– Ben: passionate about Australia and NZ
company in Australia, ipoed and ran as CEO working together to take over the world,
Back at firm for the implementation practice working with CEOs Diabetes, now running
for three years biggest private test in the world, biggest
Tiina tolonSen database in the world looking at all around
–– Recruiter for McKinsey Australia diabetes prevention
Sheridan Kerr –– How do we change how chronic healthcare is
–– Generalist recruitment for Australia business delivered in Australia, empower GPs to drive
better healthcare across Australia, change
–– When you are thinking about consulting, the dialogue, how do we roll this out across
think about do you really want. Do you think the country
McKinsey would be a good place for you? –– Working with top male CEOs working on
–– Consider the path you want to join, generalist, addressing gender inequality
implementation, business technology –– Addressing the start-up culture in Australia,
operations, operations how do we drive this culture across Australian
–– Implementation more suited to people with a business, from a national perspective this is
number of years of experience “doing things having a huge impact on how we do business
rather than thinking about things”Global opportunity and collaboration What attracted Rob back to McKinsey?
with other offices –– It’s somewhat unique in the spread and depth
–– Jesse: started in Sydney as an Associate, as to how widely held the McKinsey values
promoted to Engagement Manager and are, they are lived by not just talked about
transferred to LA for a couple of years, –– Many times they will walk away from business
at each tenure level you are able to move because it is more important to deliver what
around. There is a formal mechanism to do they feel is right, strengthens reputation in
2 years rotational program, can move project the long run
by project, 30-40% of people in Australia as –– You can sometimes be encouraged in the
shipped in from overseas corporate world to compromise your values,
–– McKinsey are one firm, global profit sharing, you have the permission to do what is right
everything decided on a one firm basis, and make the right choice, McKinsey will
internal knowledge system, who are the support rather than challenge, sometimes
experts globally, knowledge sharing, you can can get it wrong, but value driven culture
pick up the phone to anyone around the world makes McKinsey very unique
–– Whole philosophy is about doing better, never
Is there an academic cut off?
cookie cutter approach
–– They look for a variety of things, not
–– Bring international skillsets together to just academics but these are important,
work on engagements, the global scale of demonstrates high performance
McKinsey is a real asset –– Look for demonstrated leadership roles,
What does it feel like, what does it look examples of achievements
like to work at McKinsey? –– They read your cover letters, looking for
–– Rob: Seen from both sides, life at McKinsey something that sparks the interest
is amazingly varied, no typical story to tell –– No real minimum bar, just one factor out of
–– From a client perspective, there should be four, work experience important
–– Three weeks ago hired Head of Strategy at
no ‘McKinsey’ when on engagement, the
ASX listed company, joining McKinsey at an
client team members are part of the team,
Associate level, took approximately $200k
collaborative approach
pay cut, five year track to partner
–– Occassionally undertake fully independent –– Minimum professional experience
engagements but they are quite rare, e.g. requirements for implementation
should a company be privatised, they would
Learning and development
be looking for independent insights
–– Jesse: transitioning from journalism to
–– It should feel like you are working as an
consulting, McKinsey approach to make you
independent trusted adviser
comfortable with consulting, boot camp to
–– Always come with that perspective, will be learn how McKinsey works, how they make
always be honest with the advice and work slides, how they think about strategy
with the clients best interests at the forefront –– For the first three months, you aren’t charged
–– McKinsey are thought partners, working out, paired up with someone else who is
alongside their clients responsible for you doing ok
Culture and McKinsey values –– By the time you are 4/5 months in, you are
–– Culture - insecure over achievers, always ready to go
trying to prove themselves, hardworking, –– At every tenure there is a formal training
very smart, enjoy doing what they do, love program, send you away for training in the
of problem solving, intense project teams, next level of skills you need to know, e.g.
committed to getting best result for your from project manager to junior partner, week
client, the McKinsey values build on that, all long training program, how do you have
about delivering value those close counsellor conversations, how
–– We are honest about what is right for the do you work with clients on their business but
client business, set aside personal ambition also work with you to develop your personal
to do what is right for the client career goals–– Topic specific training - course in Germany, –– Looking for a source of distinctiveness
how do you bring the best in lean to your –– Re: fit - please do some self-reflection
clients beforehand, what’s a challenge you faced?
–– Most important part of working for McKinsey When did you lead a team, etc
- insane level of feedback and coaching, you –– Focus on I - be humble by pointing out how
will be appraised continually awesome you are
–– This is a people orientated business,
beginning of every week you are to set your Case Examples
goals, at the end of each project, the partners –– Facts : client is Total Steel, only manufacturer
will review your work, by the time you get to of steel in NZ, sells here and international.
six months, you know exactly how you are International sales make nothing, concentrate
going, always aware of what you need to on domestic, sells through distributors, CEO
work on calls to buy one of the distributors
–– Provided with informal and formal mentorships,
–– Don’t repeat back word for word what you
apprenticeship model, put on a project with
have heard, demonstrate you have listened
one lead partner, one engagement manager,
to the entire question and understood the
team of 3-6 people, that’s your team, up to
problem you are addressing
you to solve the problem
–– Play it back in a way that makes it easier to
–– Until you make engagement manager, there is elicit more information from the interviewer
not much flexibility in roles, you are focused –– Visually be able to play this back, want to
on development of consulting skills, first year see if you can start thinking in a way that will
you will be directed at each step of the way help clients, your job is to make sense of the
–– Expected to get to reach Engagement confusion
Manager after two years at Associate level –– Follow up with first question, why do you think
(MBA level), then you start picking the they want to do that?
functions you more identify with, can do more –– Structure up your answer, talk through your
part time programs thinking, don’t just get straight to the answer
–– Have implemented a scheme where they –– Quantitative question is never hard, but
buddy up an Engagement Manager with a can be under pressure, simple maths and
Senior Associate so Engagement Manager percentages
move to more flexible work options –– You can get into trouble when you confuse
–– Take time program, any time throughout the what is actually being asked - active listening!!!
year you can take 4-6 weeks during the year –– Then wrap up question, forget about there
after engagements being a right way to answer, answer with
Interview process what you think, take a position, don’t sit on
the fence
–– This is designed to test whether you will
–– Cases aren’t there to trap you, they want to
succeed at the firm and they want you to get
see whether you will actually enjoy the work
through
–– You are assigned a buddy, make use of this, Applications open: 18th September
your conversations with your buddy are not Applications close: 20th September
evaluated, they know not everyone performs –– First round of interviews will commence on
at their best under pressure so designed to 25th September
take some of the stress out of the interview –– Don’t get too stressed about the stream you
process are applying for, most will be generalist at an
–– Interviews are conducted in two parts, fit and MBA level
case
–– It is a mistake to think that the case is worth Apply via the career
more than fit, it is not management platformPort Jackson Partners
Philip Stern, Director –– One where there is significant resources
Anthony Gray, Associate involved that can’t be easily reversed,
James Lamb, Associate designing tailored solutions, not rolling out a
process
Why is Port Jackson different and what is
–– Creative and innovative thinking
happening in the consulting landscape?
–– Fact based consulting, data and information
–– They are a leading strategy consulting firm,
driven and long term client relationships
we would like to be number one on the clients
speed dial Typical team for us...
–– Set corporate direction, define business –– Relationship principal, consulting principal
strategy, shape clients organisation then small number of consultants, 2-3
Consultants involved in a very hands on
–– Firm started by two ex-McKinsey partners,
manner rather than a small cog/big wheel
Terry Arcus and Fred Hilmer (former Vice
Chancellor of UNSW) scenario
–– Small firm, 10 Principals, 52 staff in total –– World class principals, consulting really is
–– Idea intensive versus process intensive learned through direct experience, they learn
–– Sit in the idea intensive space, concentrate most of what they learn on the job
on bespoke solutions, high price, high quality –– Direct access to the leadership team, rapid
development of consulting skills
–– Growth enables you tackle more interesting –– Designed business model to be attractive
problems, PJP have grown consistently over to clients, but have found that it is more
the past 25 years but not interested in growth attractive to candidates too
for the sake of growth, taking on more good
–– Distinctive offering - exposure to senior
people, allows you to take on more good work
executives
–– Focused on achieving lasting impact on client
performance Candidate profile
–– Problem solving leadership, working on CEOs –– Have either a first class honours degree or at
most strategic issues least distinction average
–– 25% university medallists
Why are we unique?
–– Focused on the most critical issues, narrowly –– Variety of backgrounds, law, commercial
focused on the projects undertaken engineering, science, medicine, arts
–– Small principal intensive teams –– Wide variety of professional background
–– Structured career development with small –– Academic achievements is high across the
firm feel, bespoke solutions firm
–– Experienced and diverse range of partnership –– James’ first project as an analyst, sent to
experience Mongolia to work on negotiation strategy
–– Smaller partner to non-partner ratio than the between company and government based on
larger strategy houses
analytics he had done
–– Servicing Top tier clients - global leaders –– Career development, personal professional
across industry, in many cases it’s the largest coaching, development leader, international
player in the industry, want to work where exchange, in partnership with Courts+Co
they have significant impact on the company Switzerland
and industry
–– All projects are very strategy focused, pure
–– Focused on the critical issues strategy work
–– Big picture corporate issues, transformational
in nature, complex strategic decision Work life balance?
–– We work hard, projects are very high levelSpecific training programs for new
Do you recruit in intakes? recruits?
–– Recruit all year round, fit in when target –– Series of training models. Consulting 101,
market makes sense, looking all the time bare bones, really learn by just getting stuck
for good people, intend to keep small firm into it, training available all the way though,
structure rolling training program, once a month formal
–– Looking across range of experience training programs
Open to sponsoring international –– No one is put in the situation you aren’t
candidates? supported for, small team structure allows for
–– Yes a lot of mentoring and coaching
–– Returning clients at about 75% Plans to diversify into implementation
and digital?
–– High percentage this year with repeat people
–– A lot of the strategy pieces involve digital
rather than clients, people now as CEO, trust
strategies and advising people on strategic
based relationships
digital distribution
Rather sell problem solutions –– Model is not well suited where you need high
leverage, sticking to core business
than sell work
–– 20-25% of work was offshore, relationship
–– Exchange program with Courts+Co
based work, know the people making the
Switzerland used mainly to exchange people
decisions
but starting to working on joint projects –– James spent 6 months back and forth in
–– Heavy idea intensive, do you partner with the Mongolia and nearly a year in Switzerland
implementation firms? –– More relationship based, the CEOs bring PJP
–– Can design change architecture, sometimes over
we partner if it makes sense or as part of
Benefits of small team?
the recommendation to bring someone in to –– Know everyone in the office, you can ask
implement the blueprint anyone for help as everyone knows each
–– We are often there for implementation but other, very close knit culture
more blueprint focused than hands on the –– Small teams tend to take a lot of the politics
tools out of the equation, not necessary to get
–– Industry agnostic, not industry specialists, involved in politics to succeed, if you do good
bring strategic thinking into the picture, work work, if you are well liked, you will do well
would largely mirror what is happening in the Who do we recruit?
Australian economy –– Smart, driven people with a history of impact
–– Largely dealing with growth strategy, and leadership
resources, financial services, health, product –– High levels of analytical competency
development, retail, agricultural, telco, –– Broad range of experiences outside of your
depends on what is happening within the professional and academic life
economy –– Need to be ready to be client facing as soon
as you start
–– Tend to only work with one client in the sector
due to the nature of work undertaken Note - current FT students, please consider
Recruitment process applying closer to your graduation date
–– Couple of interviews before partner rounds,
similar to most firms, fit and case –– Include cover letter, resume, University
transcripts
How much input do you get for projects?
–– No application deadline, rolling recruitment
–– Can express interest in the project, can put
–– Contact: Mbarecruiting@pjpl.com.au
your hand up to move around
–– Do try to take preferences into account, cant
in every case meet everyone’s needs. Best
Apply via the career
service of client comes first management platformFrancoise Michel
Consulting Recruitment Refresher
–– Consulting firms will all want to interview you be able to establish relationship between
with a case, your GMAT and networking will numbers quickly
do nothing should you fail the case –– Numbers are vital, they can cost you offers
–– They will expect you to be prepared and to –– Don’t be scared, it will generally be primary
have practiced cases prior to the interview school type maths
–– Cases are good training to assist with
–– They want to see you be action orientated
structuring your thoughts, good for consulting
–– Drive an answer, be focused and pragmatic
but also relevant for other types of interviews,
–– Don’t forget what is the main issue and don’t
corporates are also using case as part of their
get too carried away
interview process
–– Show business acumen
Why case? –– It’s unlikely you will know the industry or the
–– They want to see how you are under pressure, case and you don’t need to have prior industry
how you behave when you are put on the spot experience to be able to work through the
–– Test your logic in a real business situation case
–– Do they want to work with you? Do they like –– Talk about risks to the extent that you can
the way you think? –– Be able to prioritise and get to the essential
–– Want to see if you actually enjoy that type part of the problem, it is not necessary to
of work, if you don’t enjoy the process, you explore every little part of the problem
probably won’t like consulting
How to prepare?
–– Test how well do you communicate, how
–– Most of the firms will have cases on their
articulate are you?
website, will give you an insight as to how
–– How do you deal with ambiguity? How do
they like cases to be done
you find solutions with small amounts of
–– Try reverse engineering a current affair
information?
situation
What are they looking for? –– Look at what had to be true for this decision
–– Testing analytics to be taken
–– Want to see you are logical, solve things –– How did they convince the shareholders?
one by one, see some structure, set out a –– Why are they doing this? How are they
framework and you work through the problem doing this? Make sure you are up to date on
from top to bottom business trends/changes
–– Common sense!
–– Review! Try to learn from the cases you’ve
–– Check how comfortable you are with the
done, see where you can improve
numbers
–– Understand new levels, see where the
–– Creativity, lateral thinking, innovative, new
transitions are
ideas, set yourself apart from the other
candidates
Just reading cases is not
–– They like to be surprised, show a different
way of thinking
enough! You need the element
of surprise, you need the stress
–– Basic maths and manipulation of variables, situation
you need to be at ease with numbers and–– Know what you are looking for! –– Stay clear of irrelevant questions, always
–– Go through the segmentation - how, who, consider what is the “So What?”
why, what? –– The case is a conversation, don’t fire out
–– Prepare your questions, what sort of questions questions like a robot, be mindful about how
do you need to know about: conduct your questions
• Customers – demographics, preferences, –– “This is my assumption, do we have some
segments, price sensitivity, habits, data to back that up?” Verify your opinion
distribution preference, numbers, needs –– Don’t forget to answer the original question
• Company - size, core capability, business –– Don’t stumble with maths
model, objective, budget, growth, structure, –– Don’t give a poor conclusion, be structured
goals, service/product, stakeholders in your wrap up “the problem was this and
• Market - cycle, size, distribution, number of this. We looked at this and this and I would
players, profitability, competition, threats recommend this...”
• Competition - Size, number, barriers to How to make a great start?
entry, substitutes, trends, advantages –– Make sure you listen to the question, to the
• Other - internal, management, culture, interviewer hints, think about your approach,
who is making the decisions, skill sets, what would be the common sense answer
networks, what are the relevant KPI for –– Simplify the issue, no need to go straight to
the industry, what is happening with the frameworks, think logically about the issue
economy –– Tell the interview what you think you will do,
Classic types of cases, basically boiled don’t just name the buckets, put a thread
down to a few models... through it, tell the story, what is the “So
–– New direction What?!”
–– Change of scope –– First impression is key, the intro sets the
–– Operational improvement scene
–– Entry of threat
How to be successful?
–– Each firm will likely ask you to do an
–– Lead the discussion, you are the consultant,
operational improvement case
you are in charge to the discussion
–– Plan well ahead, practice various types of –– Show good client skills
cases, various sources of case and practice –– Don’t limit yourself to frameworks, think
partners through the problem logically
The do’ s and don’t’s Be in charge
–– Don’t jump straight into the case without –– Tell the interviewer how you see how the
thinking about what the problem is, actively problem and how you plan to tackle the
listen to the issue answer, plan your questions, be data driven,
–– What are you trying to answer be precise, know where you are going
–– Take your time, always take a couple of –– Where you can, give some conclusions along
minutes to think about the issue the way if appropriate and possible
–– Always give an introduction –– Ensure you wrap up with a punchy
–– Be sure to listen carefully and watch out for recommendation
cues from the interviewer, they want you to –– Good to address the risks of the strategy you
do well plan to take
–– It is common to fail to ask about the client, –– You are the consultant, shows your
what is important to them? communication skills, client engagement
–– Don’t be vague with your questioning, be style and remember, it is a conversation, they
direct want to see if you enjoy this type of work–– Don’t limit yourself to frameworks, this makes Listen, look out for clues
the cases boring, they are already consultants –– Remain clam, don’t show panic and you are
and they have heard it all before, it isn’t very able to take time to order your thoughts
original, doesn’t show how clever you are and –– Make sure you know the problem you are
you won’t differentiate yourself from the other solving
candidates –– Think out loud, if you realise you have an
–– Frameworks can be too narrow and inflexible, error, say so
can give you a great start but are not to relied –– Don’t pursue something if it isn’t worth it,
upon watch for clues from your interviewer
–– Good to help for preparation and to order –– Be careful of assumptions, state clearly what
your thoughts but don’t be rigid with your use you are assuming, you could be wrong
of the frameworks, create your own personal
–– Be yourself, don’t try and be a McKinsey
approach
person or BCG person, show your personality,
Be logical and structured people like authenticity
–– Develop a logical path, develop your –– Demonstrate your enthusiasm, show that you
hypothesis, how are you going to get there? are enjoying the process
–– Be organised, one thing at a time, if you are –– Don’t be afraid to ask questions
looking at variable costs, look at ALL of the –– Smile, make eye contact, do you want to work
variable costs, don’t switch between with the person interviewing you?
–– Stay on the case, keep in mind what is the
Make sure you learn from the interview
question you are answering
–– What could you have done better, what did
–– If you get lost, think what is the big picture,
you do well, how well did you communicate?
what is the purpose of the case?
–– Don’t be afraid to ask how you could improve
–– Beware of assumptions, find a way to back up –– Do not argue with the interviewer!
what you can with facts –– Order your paper, mind map it in a logical
–– Data driven means maths, multiplication fashion that works for you, draw up the sheet
percentages as to how you are going to answer the issue
–– End with strong recommendation, it is just as –– Don’t introduce new ideas in the
important as the intro recommendation, if it hasn’t been discussed
–– Like an executive summary, recap the during the case, don’t mention it in the wrap
question, what you found, what are the risks, up
what can we do to minimise, use the data
–– Approaching the case, time is of the essence,
allocate your time
–– Try to prioritise, low hanging fruit, if you run
out of time mention what else you would have
looked at
–– Cases are usually about money, if you get lost
always keep in mind ‘show me the money’,
how you increase revenue / reduce cost /
increase efficiency
–– What is relevant to the industry you are
discussingRobert Bustos-McNeill, Partner meat, how to optimise the best cuts from
Nathan Tuck, Associate the carcass, how do you package it, only
Shyamala Chandrasekar, Associate discovered bacon was from pig during this
Ly Dang, Recruitment Lead
project!
–– Robert: law grad specialised in arts law, MBA –– Recent project, largest insurer, how do you
from LBS, joined firm three years ago, went organise your different brands to better target
to industry at perpetual, run own business for the customers, looked at different customer
a little while, joined ATK to help grow financial segments, very targeted proposition
services practice
–– Ly: been with the firm for 19 months, looks
–– Interesting engagement: working with large
after campus recruitment and induction/on
insurer, previously structured business into
boarding
two brands, decided to organise by customer
Travel opportunities?
segment, consumer business and commercial
–– Nathan: 6 months ago was asked to do a
business, designed shared service between
strategy project in Amsterdam, ways to reduce
the two businesses
costs in a sales and marketing divisions,
–– Nathan: background in financial institutions, team of about 40 ATK people working on this
completed law and commerce degree, joined project , great international exposure, mostly
Macquarie in investment banking, then made up from consultants from Berlin office
corporate finance advisory for NAB, MBA –– Provides the opportunity to do what you do
from Insead, joined ATK post MBA and has but in a different culture
been with the firm for two years
International transfers and
–– Interesting engagement: talking to CFO, secondments?
problem was it was a large company doing –– Can be short term basis or you can be fully
large and complicated things, CFO not really seconded to global offices, firm is keen
sure what actually happens between different on global mobility to assist with building
departments as decisions were being made relationships across offices
at all levels and not communicated, go find –– Invested in global mobility capability, ATK
out how it works, where is the decision now have a team to assist with moving people
making happening, presented to CFO on how and their families around
to better handle the separate departments –– As an associate, you would expect to be
–– Also, working on banking branch space for staffed nationally to begin with, but if you
the future, as technology changes how we have an interest to work globally, there are
engage, what decisions need to be made channels available
now to address that in the future
What are three main industries?
–– Shyamala: been with ATK for 1.5 years, –– Telco, Retail, Financial Services
started as an engineer in oil and gas, MBA
Strategy or implementation?
from Insead
–– Bit of a mix, more focused on operations
–– Interesting project: Shyamala is a vegetarian, optimisation rather than pure strategy, but
did some strategy piece for meat company, more on the front end than involved in the
had no idea regarding different cuts of heavy implementation work–– You will always do training with people from
Who works on the proposals?
across the global offices
–– Typically the partners are the sales people,
–– Mentorship program, assigned a principal
but referrals come through various teams
or partner to assist developing your career
within the firm, everyone is encouraged to ‘on
sell’ and identify new ways to assist clients progression plan, mentor also vouches for
–– It is up to everyone to identify changes in the you in feedback process, usually meet with
market and discuss with clients mentors twice a month to see how you are
progressing
How do the roles evolve?
1. Entry level role would be Business Analyst, –– BA and Associate level are recruiting
join out of undergrad with the main focus is generalists, ability to work across sectors
on modelling and analysis –– They will make an effort to put you in an
2. Senior BA which shifts the focus from industry where you feel comfortable
pure modelling to then start to structure
What is the ATK differentiator?
out problems, looking at how to go from
–– The people, very collaborative culture, when
hypotheses to analysis to a model
3. Associate (MBA level), primarily lead client working within the clients team we sit with
teams, problem structuring, modelling, them, socialise with them, are part of their
facilitation team through the journey, collaborate with
4. Manager, increased responsibility managing client teams to solve the problem, constant
across teams, both client side and within ATK, coaching and training
still involved in problem solving but with more –– Whilst smaller than the competitors they’re
of a project management focus, lynchpin of growing really fast and looking to double in
the teams next couple of years
5. Principal, providing insight to problem solving, –– A lot of lateral hires, Associates joining from
running multiple project streams, delivering industry enabling a diverse environment in
current engagement while looking what else terms of approaches to solving problems
can be done
which impacts how they work together
6. Partner, responsible for development of client
relationships, identify new revenue streams, –– Consulting is an individual person to person
develop long term relationships, visibility activity, the client experience is dependent
across multiple engagements on the individual they are working with
–– ATK model is rarely to take away the problem
–– Manager level and below will typically be
dedicated full time to specific engagements and work on the solution and return to present
rather than several projects at once an answer
–– Will always work with clients on the problem
MBA entry process?
and impart knowledge and development to
–– First week is on boarding, basics as to what
the client teams while on engagement
is expected, how it all works, how we do what
we do, where do we work, prepare you for –– About 80% of the work undertaken is repeat
your first project business
–– International training, how do you structure –– if they don’t have strong relationships with
a problem, how to test your hypotheses, the client they will often decline taking on the
presentation skills project
–– Ad hoc training provided at every level, –– Strong focus on maintaining longstanding
fixed training curriculum to equip you as you relationships
progress you career through the levelsHow do we give back to community? –– Pathway to parents, extended parental leave
–– Undertake on a lot of pro bono, working with and formal commitment that people can come
Social Investing Australia to helping them back on flexible hours, this can get structured
build venture fund and UNICEF to develop into projects
their corporate connections within Australia Recruitment process?
–– If someone has a passion project, they are –– First round is an analytical test, followed by
encouraged to bring it into the office, engage two interviews, both case and fit, fit will be
the ATK team to help about some specific experiences from your
Challenging case? resume
–– Rob - as an analyst was sent to the outer –– Second round, same format
parts of Fremantle to collect information on
people operating a lime kiln, highly politicised Applications open: 18th September
Applications close: 23rd September
environment
–– Nathan - coming in half way through the
–– Offers made by 6th October
project can be tricky, feels like you are in a
–– Two cohorts intakes a year, in February and
race and everyone else has a head start but
August
everyone is very supportive of you finding
your feet
Apply via the career
–– Shyamala – engaged on a project for a
management platform
manufacturing company with a plant in
Tasmania and one in Thailand, the decision
was made to close the Tasmanian plant and
had to work alongside the client team who
didn’t know, made things tricky
–– Fridays in the office, typically time is spent
on client site four days a week and try to get
everyone back on a Friday
Work life balance?
–– Consulting is a hard driving profession,
challenging aspects are the intense client
focus and travel required to do your job
–– The aspire for people to have a long career
with the firm, work with their people to try
keep work/life balance in check
–– Barometer method, Head of Operations
surveys everyone once a week about their
hours and job satisfaction, ‘are you getting
the development opportunities expected?
Are you managing the work load?’, collects
information anonymously and provides
reports to partner level, look at how they are
running the project
–– The hours will typically even out, you will be
expected to work hard and long hours are par
for the course in consulting–– Stuart McCreery, Principal Peck who had a long history of undertaking
–– Euan Lay, Associate Alumnus 2011 road projects
–– Raj Agnihotri, Senior Consultant Alumnus 2015 –– Designed the WestConnex projects to
connect Western Sydney to the ports, bleed
–– Advisian (formerly Evans & Peck) is a into urban infrastructure, making multiple
subsidiary of Worley Parsons, commercial journeys possible
advisory with deep domain expertise in –– Played a role in conception and now in the
hydrocarbons, infrastructure, minerals, delivery of the project
metals and chemicals –– Assisting with strategic thinking
–– Stuart McCreery - joined Evans and peck 11
years ago –– International convention centre in Darling
Harbour
Where are we today? –– Government authority, Infrastructure NSW,
–– Worley Parsons in 46 countries, 30k saw the need for facilities
employees, $7b in revenue –– Lead the transaction process, tendering
–– Advisian in 19 countries, 3k people and $150m process and award of the contracts for the
in revenue, strong ambitions for growth building
Our vision?
–– Renewable power - personal energy
–– World class advisory business with a focused
consumption needs to reduce, renewable
more on the front end of delivery of projects
power now needs to be at least 50% of the
–– Consists of two main services, management
mix
consulting and technical advisory
–– Advisian has two parts, depth of technical
–– Sectors mainly: transport, social
experience and skills within the company and
infrastructure, utilities, minerals and metals
align it with commercial and transactional
and hydrocarbons
advice
–– Service lines - asset delivery, procurement –– Working with Transgrid to create a renewable
strategy, operations improvements, business energy hub between NSW and QLD, to
case, due diligence, people and organisation harvest and sell energy
–– Four offices in Australia: Brisbane, Sydney, –– Market is changing due to renewable power,
Melbourne and Perth Worley Parsons historically do power projects,
Where do we play? new world needs renewable energy options
–– In regards to the front end strategy houses, People and culture
technical advisory, big 4 accountancy firms, –– Strategy to be real world advisers
we sit in the middle –– Structure? Advisian is a very fluid organisation,
–– Not too focused on the technical advisory no real hierarchy, assignments generally
space, do have in house technical consulting 3 months, work closely with principals,
but it is not a focus MBA hires expected to bring in energy and
horsepower, quality of deliverables
Recent projects –– Looking for lateral thinkers and problem
solvers, innovative solutions, team players,
–– WestConnex project, when liberal
need to be adaptable to who you work with,
government got into power, promised to start
thrive on a variety of work Quietly confident,
new motorway project but didn’t really know
effective communicators, know how to speak
what that would look like, engaged Evans & and when to speak–– Every second Friday. Someone will do a. How does project allocation work?
presentation on an assignment they are –– Generally staffed locally, if there is a specific
working on, relaxed format CEO, Dennis Finn skill set that someone in Perth has then they
Advisian has strong sports culture, Sydney to will discuss moving, if you are interested in a
gong ride specific area, they will support by putting you
What are we looking for? in touch
–– Technical background, majority of employees –– You don’t belong to a certain sector, it’s really
have an engineering background but this is about what you are interested in, necessary
not a prerequisite to market yourself across the business
–– Effective communicators and lateral thinking
–– Travel will depend on your circumstance and
self-starters, Advisian is a place where you
the projects you want to get involved in, some
have to be able to talk about what you want to
travel a lot, some don’t travel much at all
do moving forward and relies on individuals
to get in there and talk about where you want www.linkedin.com/advisian
to go, put yourself out there
www.advisian.com
–– Entrepreneurial
–– MBA level will join at Senior Consultant or –– If you meet criteria, be prepared to attend
Associate a series of interviews, no hard deadlines,
–– Fairly flat organisation structure constantly looking for new people and are
–– Industry knowledge, typically looking for a flexible in terms of timeframes
background in a capital intensive industry –– Cilla Everitt – cilla.everitt@advisian.com
Induction program/training program?
–– No formal induction program, performance
Apply via the career
review process, assist with work on your
management platform
development areas, set up with a mentor
–– It’s important to be able to come in and
network, you need to let people know what
you are passionate about, it’s up to you to
drive your own progression within the firm
What is the interview process like?
–– Series of interview, three or four rounds
–– Looking at your background, what have you
done, why are you interested in Advisian
–– Interested in what you have done, no case
interview, real world problems
–– Look to introduce you to a variety of people
throughout the organisation, looking at
whether you are a good cultural, intellectual
and commercial fit
–– Important to have a series of conversations
Is there collaboration between global
offices?
–– A little bit, still establishing those lines of
communication, very much a people business,
prefer to develop those connections face to
faceMeredith Chester, Associate Director - Deals Consulting
Jackson Smith, Assurance –– Management consulting, strategy consulting,
Chris McNamara, Tax and Legal technology consulting, risk consulting
Jess Lembryk, Assurance –– Strategy& part of the strategy through
Kate Kuryan, Manager - Corporate Advisory execution model, focused on the front end
John Lee, Associate - Risk Consulting strategy work, PwC management consulting
William Woodward, Associate - Risk Consulting team focused on integration
Elle Rowe, Campus Relationship Manager –– Aligned across different industries
–– Addressing somewhat vague issues, identify
solution, assist with implementation
Delivering a one firm solution –– Technology consulting is on growth phase
for a client
Why did you join PwC?
Assurance / due diligence –– Enjoyed the PwC approach, attitude to pro
–– Give companies comfort over controls and bono work
financial reporting –– Joined out of undergrad, felt like the people
–– Three streams in assurance - Risk, financial were on the same level, appreciated that they
services, consumer industry products and work with your through the joining process
services, diverse client base –– Good reputation, ability to work with big
–– Every client you work with is different with players on big projects
different needs –– Ability to look at things differently
–– Risk assurance, working across big banks, –– Recruit a broad range of people from a variety
financial institutions, look at entire portfolio, of background
broad range of industry
–– Risk assurance is about data assurance and What does your day look like?
internal controls assurance –– Very dynamic, might be working on four
–– Working across the lions-share of ASX different clients in the one day, very agile,
200, high level exposure to leading global feel like you are adding value to the firm and
corporations the client
–– One of the strategies is to be a value adding
Tax firm and have societal relevance
–– Corporate tax team - three areas: compliance, –– Engagement orientated, interaction with
due diligence, tax structuring clients, better understanding of the business
–– E.g - big global reorganisation, need to every day
consider tax implications, assemble legal –– Unpredictable, in a good way but have the
team to compliment tax service as part of the ability to structure your day that works for you
one firm approach
How many hours do you do a week?
Deals –– Hours do vary depending on what you are
–– Transaction based, 8 areas: evaluations team, working on, given the opportunity to have
modelling team, transaction services, M&A flexibility
team, debt capital advisory team, real estate –– All roles are flexible, engineered to fit what is
advisory team, capital projects, infrastructure the best for you as an employee and you do
advisory team, insolvency team your best work
–– Broad range of skills, not necessary to have –– Really good team environment, everyone
an accounting background stays together+
–– Working across teams to customise advice
–– Working across a diverse range of industriesYou can also read
