The Consulting Industry's Comeback
Grads Increasingly Turn to Companies Like Booz Allen Hamilton
by Mary Alice Kaspar
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Hit the Ground Running
While the travel can become a burden, most consultants agree the opportunity to work on different projects with a variety of companies exposes them to a wide range of business models, problems and solutions.
“They see it as an opportunity to gain incredible exposure to perhaps a greater variety of business needs and challenges than they perceive they’ll face in the corporate world,” McCombs’ Rudnick says. “It’s seen as a sexy industry—like ordering a variety of appetizers instead of having to order an entrée.”
That line of reasoning brought Mike Lee, MBA ’04, back to Booz Allen upon graduating from McCombs. His time in business school confirmed his affinity for the consulting industry.
“I talked to a lot of other colleagues that went into other types of careers,” Lee says. “Management consulting has put me in an accelerated learning environment where I gained probably five to six years of the typical corporate experience within a two-year time frame.”
He initially joined the firm after earning his undergraduate degree. With three years of consulting experience under his belt, he wanted to diversify his résumé to solve more complex business problems in Booz Allen’s commercial strategy group. Following a five-year stint at a variety of dot-com firms, Lee came to McCombs for his MBA, then returned to work for Booz Allen as an associate.
Since that time, he has provided work force reduction options for a Silicon Valley–based global software firm, helped develop a brand strategy for a national convenience store chain and built the business case that drove a global services firm to purchase a $25 million software platform.
Bryan Lares’ ultimate career goal is to become CEO. But rather than working his way up an internal corporate ladder, the former summer intern concluded that consulting would be an excellent way to begin his climb.
“Consulting provides a unique opportunity to gain professional experience, tackling a diverse set of strategic issues across multiple industries and gaining C-level access very early in your career,” Lares says.
Flexibility Forecasts Growth for Future
Despite the fast pace, the structure of consulting—working on one engagement at a time—actually allows for more flexibility than one might imagine.
“Project-based work actually lends itself to much
more flexibility,” Rath says. She notes there are
various circumstances in a person’s life when taking
time off might be necessary, such as after the birth
of a child or to care for a sick family member.
One of the best things about Booz Allen, she says, is that even if you take a leave of absence or return to work in a part-time capacity, you are still on track to make partner—the timeline is simply adjusted.
For instance, when Rath started her family, she wanted the travel component of her job to be more stable. She found that balance in her current capacity as a senior human resources professional. “The time track may be a little different, but you’re not treated like a second-class citizen,” Rath says.
To ensure employees are well developed and supported, Booz Allen’s annual assessment process involves several conversations between an independent assessor and an employee about the individual’s performance. The two work together to create a plan that helps guide professional and personal growth.
Corrie DeCamp, MBA ’98 and a principal with Booz Allen, also sought a more flexible work arrangement following the births of her two sons. DeCamp, who joined the firm right after earning her MBA, spent a year working on internal assignments after her second child was born, which eased the travel burden.
“As you become more senior, the flexibility becomes greater,” DeCamp says. “If you commit yourself to it and remain open to the experience, you’ll learn as much as you can. It’s why I’m still here. I do interesting work on a regular basis with great people.”
Great People = Great Culture
Flexibility and opportunities for experience are big draws to consulting. For Booz Allen, in particular, the firm’s culture has made a strong impression on many McCombs alumni.
“I was attracted to Booz Allen in particular because of the diversity of the people as well as the encouragement of individual thought and perspective that permeates throughout the firm,” Lares says.
Jay Whitchurch, MBA ’99 and a principal with Booz Allen, echoes this sentiment. Whitchurch says he appreciates the team-oriented culture at Booz Allen that supports collegiality. It helps offset the “perform or move on” mentality that often pervades the consulting industry.
Whitchurch’s career with the company flourished as he worked on projects like developing new growth concepts for a leading health care company and fundamentally changing the way a large humanitarian aid organization runs daily operations. “There’s a genuine focus on the client,” Whitchurch says.
“There’s a genuine focus on the client,” Whitchurch says. “Competition becomes secondary—because who cares if you did well individually on the job if your client isn’t happy?”
Whitchurch hits on a theme struck by everyone, from longtime employees to future full-time associates. The consensus is they were drawn to the field because of the unparalleled exposure to a wide variety of business challenges and the ability to clear hurdles in conjunction with the best and brightest business minds around.
While the travel can become a burden, most consultants agree the opportunity to work on different projects with a variety of companies exposes them to a wide range of business models, problems and solutions.
“They see it as an opportunity to gain incredible exposure to perhaps a greater variety of business needs and challenges than they perceive they’ll face in the corporate world,” McCombs’ Rudnick says. “It’s seen as a sexy industry—like ordering a variety of appetizers instead of having to order an entrée.”
That line of reasoning brought Mike Lee, MBA ’04, back to Booz Allen upon graduating from McCombs. His time in business school confirmed his affinity for the consulting industry.
“I talked to a lot of other colleagues that went into other types of careers,” Lee says. “Management consulting has put me in an accelerated learning environment where I gained probably five to six years of the typical corporate experience within a two-year time frame.”
He initially joined the firm after earning his undergraduate degree. With three years of consulting experience under his belt, he wanted to diversify his résumé to solve more complex business problems in Booz Allen’s commercial strategy group. Following a five-year stint at a variety of dot-com firms, Lee came to McCombs for his MBA, then returned to work for Booz Allen as an associate.
Since that time, he has provided work force reduction options for a Silicon Valley–based global software firm, helped develop a brand strategy for a national convenience store chain and built the business case that drove a global services firm to purchase a $25 million software platform.
Bryan Lares’ ultimate career goal is to become CEO. But rather than working his way up an internal corporate ladder, the former summer intern concluded that consulting would be an excellent way to begin his climb.
“Consulting provides a unique opportunity to gain professional experience, tackling a diverse set of strategic issues across multiple industries and gaining C-level access very early in your career,” Lares says.
Flexibility Forecasts Growth for Future
Despite the fast pace, the structure of consulting—working on one engagement at a time—actually allows for more flexibility than one might imagine.
“Project-based work actually lends itself to much
more flexibility,” Rath says. She notes there are
various circumstances in a person’s life when taking
time off might be necessary, such as after the birth
of a child or to care for a sick family member.One of the best things about Booz Allen, she says, is that even if you take a leave of absence or return to work in a part-time capacity, you are still on track to make partner—the timeline is simply adjusted.
For instance, when Rath started her family, she wanted the travel component of her job to be more stable. She found that balance in her current capacity as a senior human resources professional. “The time track may be a little different, but you’re not treated like a second-class citizen,” Rath says.
To ensure employees are well developed and supported, Booz Allen’s annual assessment process involves several conversations between an independent assessor and an employee about the individual’s performance. The two work together to create a plan that helps guide professional and personal growth.
Corrie DeCamp, MBA ’98 and a principal with Booz Allen, also sought a more flexible work arrangement following the births of her two sons. DeCamp, who joined the firm right after earning her MBA, spent a year working on internal assignments after her second child was born, which eased the travel burden.
“As you become more senior, the flexibility becomes greater,” DeCamp says. “If you commit yourself to it and remain open to the experience, you’ll learn as much as you can. It’s why I’m still here. I do interesting work on a regular basis with great people.”
Great People = Great Culture
Flexibility and opportunities for experience are big draws to consulting. For Booz Allen, in particular, the firm’s culture has made a strong impression on many McCombs alumni.
“I was attracted to Booz Allen in particular because of the diversity of the people as well as the encouragement of individual thought and perspective that permeates throughout the firm,” Lares says.
Jay Whitchurch, MBA ’99 and a principal with Booz Allen, echoes this sentiment. Whitchurch says he appreciates the team-oriented culture at Booz Allen that supports collegiality. It helps offset the “perform or move on” mentality that often pervades the consulting industry.
Whitchurch’s career with the company flourished as he worked on projects like developing new growth concepts for a leading health care company and fundamentally changing the way a large humanitarian aid organization runs daily operations. “There’s a genuine focus on the client,” Whitchurch says.
“There’s a genuine focus on the client,” Whitchurch says. “Competition becomes secondary—because who cares if you did well individually on the job if your client isn’t happy?”
Whitchurch hits on a theme struck by everyone, from longtime employees to future full-time associates. The consensus is they were drawn to the field because of the unparalleled exposure to a wide variety of business challenges and the ability to clear hurdles in conjunction with the best and brightest business minds around.
<< previous | 1 | 2
