1) Who are you?
2) What Big 4?
3) What type of work?
As the title states, I left a big 4 firm after working 2.5 years (first gig out of college) to work for a smaller firm. AMA or don't .
1) Who are you?
2) What Big 4?
3) What type of work?
After you finger your ass, do you sniff your finger?
Not to be flippant but there's not a terribly large amount of information a person 2.5 years out of their first gig has to say typically. If you've got a story of your time, tell it, but folks interested in IT aren't going to jump in here to blindly consult you.
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How did you manage to miss click this so badly that it ended up on Rerolled rather than on Reddit?
Gotta echo Tuco here. If you have interesting stories, by all means, share
Rickshaw this if OP doesn't post anything of substance.
ITT: nobody cares what a 25 year old kid has to say about life
interestingly I just started in Big 4 IT consulting after doing a few years in core assurance. let's chat.
Kegkilla sounds so grown up. Every time he posts I'm expecting him to slay nerds, but no he has been very moderate lately.
Had to look up what AMA means. Feel old now.
Okay, one IT guy to another: What makes you think you know, well, anything at all about IT as a whole after 2.5 years of working in this field?
I mean, I'm still learning, and I've been in the field for 20 years, so I'm curious as to what you think you have to offer us all. Keep in mind that being any good at IT requires you to keep learning, forever, because very few fields that I can think of evolve as quickly as this one.
Dazzle us, OP.
So I have a question. Why are you here?
Had a laugh reading through this. I apologize for my latency - was at my brothers bachelor party all weekend.
Let me answer some questions and respond to some comments first!
1) What is the big 4? These are accounting firms that hold the majority of the share in that space. Its comprised of PWC, Deloitte, KPMG and E&Y. Most if not all of these companies also work in the consulting field in areas such as Technology, Human Captial and Strat/Ops. They are employed on projects and contracts for work in the federal/state and local government, virtually all fortune 500 companies and other companies as well.
2) Why I wanted to talk here in stead of reddit.
I like this forum. While I mostly peruse this site for entertainment, I've been lurking since roughly 2009 back on FOH. While I wasn't expecting such a harsh response, I guess that's par for the course here. I also rather expected that the Big 4 was common terminology, at least for gents and madams in this part of the forum...
3) Regarding comments about my age and experience. Sure, I am young! And if you feel that you wont gain anything by asking a legitimate question, then carry on and good day to you fine sirs.
KegKilla - shoot me a line!
Basically, I posted this open ended and basically blank post because I didn't want to interject what I wanted to say vs what you all would actually want to know about. I can paint the broad strokes, and will do here in a follow up post, but I am off to catch 2 flights.
See below for a bit of what I can type for now.
Company: Deloitte Consulting LLP.
Beginning/Ending Salary: 70K/90K respectively.
Clients [Keeping Vague for personal and contractual reasons]: 2 state governments welfare systems, 2 fortune 100 clients and countless business proposals to solicit new/expand exiting contracts.
Hours: 45-85 per week. Varied. Worked 6 weeks straight (no weekends/vacation)for 14 hours per day on average as my longest stint.
My "elevator explanation" of my job was this: Managed a team of developers and analysts throughout several SDLC iterations to continually strategize and implement policy changes on the [State Redacted]'s Welfare Distribution System. I developed and facilitated several process improvements, training courses and conducted strategic plans with key stakeholders of the client's executive staff.
I will break this down more in the next post.
Not a bad salary for 2 years out of college. The hours worked were brutal.
what did you study in college? what certifications do you have? who exactly were you "managing" as a second year? what software and systems does your technical expertise lie in?
I double majored in Information Technology and Philosophy from a small private college in the NE US. The IT portion is what got me the job, but the critical thinking of philosophy is what got me to really excel at not drinking the kool-aid at Deloitte. Deloitte tends to hire from the same schools, and that breeds similar results. But I had an alum connection who knew that I would do well. Consulting is all about seeing all sides of a problem quickly and making the best choice for you and your clients. Watch a little bit of House of Lies, its not that exaggerated, but its the same sport.
At least with Deloitte, the Technology Consulting Field (unless we are talking about the InfoSec AERS side), didnt really care for certs. They were much more of a "nice to have". That didnt stop me from getting these in my first year.
ITIL Foundation v3
Who I was managing: After 6 months, I was able to rise to managing a team of 4 dedicated .NET developers, 1 DBA, 1 adobe forms guy and one COBOL dude. At the end of my first year I was regularly interfacing with clients on my own, managing them, 10 or so shared/dedicated internal resources and met with the project partners regularly to discuss new ways to improve our project (ill mention in another post). By the end of 2 years I was managing multiple teams with a mixture of shared and dedicated resources through out new and maintenance SDLC cycles, usually 20 or more people. The most complex system I managed developers for was [insert state name here]'s welfare system. It was a cobol mainframe, with hierarchical database. As part of the modernization since 2002, slowly but surely, more functionality moved in to a Orcale DB back end using vb.net as a front end for welfare benefits workers to process benefits. However, all batch processing was still done by the mainframe, and we still used that as our system of historical record. We used biztalk to work with the Fed and I also had extensive hands on with Corticon Business rules engine that ran on as a java applet (pro tip: It is a bag of richards).
I will post more about tech/ mgmt expertise, later. Suffice it to say I have worked with all of those technologies (not claiming an expert), but its more about the positive impact that I was able to make with the client exec staff and internal improvements within those projects. Naturally, I am an a mixed introvert/extrovert and a natural leader. Basically my friends describe me as the nicest asshole you will ever meet. My time at Deloitte really taught me how to work with people strategically, to influence for results and how to bring business value TLDR Bridging the gap between what an IT solution can provide and what the business/client needs.
You have upper management written all over you.
OP never answered me if he sniffs his finger after rubbing his butthole. What gives man?
Heroes of the Storm Hotsdogs
what advice do you have for me in pursuing a transition from the IT auditing side of things into the more consulting focused type work?
If you want blanket advice, beyond leveraging your network try to find what you do best and what you like about what you do. Then, based on the type of consulting you want to do, try to find any common strengths. “I have done X which makes me great at X and Y”. Best case – you prove that you are already doing the job you want in some capacity with your current job. Slightly less best case – you prove that you have the capacity because you have done things similar.
I can’t stress enough, do not sell short your soft skills. Working with people, building relationships with the client is extremely important. Generally, especially with the larger teams, you will have people who are heads down in the code, network, and architecture. Consulting is about being able to understand all that, leverage your own expertise with the technology and present a unified front for the client based on the summation on your teams understanding. I was by NO fucking means the smartest, but because people still make the decisions, you have to work with each audience from exec to analyst with a different set of vocab.
Sorry for the long winded answer – again, focus on the first two paragraphs and let me know how we can work it.
Last edited by Mr208; 09-02-2015 at 07:57 PM.
Experience at “The Firm”
My first two projects with two different states was working to understand ACA and how it would impact states welfare distribution systems (mostly called Integrated Eligibility). These systems allow for benefits workers to process an online or paper application for the myriad of benefits a citizen can apply for. These range from Supplemental Nutritional Assistance Program or SNAP (previous food stamps), Transitional Assistance for Needy Families or TANF (Cash benefits), Medicare/Medicaid, Low Income Heating and Energy Assistance Program (LIHEAP).
These legacy IE systems can be broken down in to 5 main parts Intake, Processing, Eligibility, Authorization, and Submit. Keep in mind this is quite literally the most reduced it can become for me to explain this intelligibly. There is a lot missing, but this is the gist.
Intake was where the caseworker would suss out what was being applied for and how to best process the incoming online or hardcopy application.
Processing is where the caseworker inputs and verifies all information submitted is correct. Think income, age, ssn, assets, debts, relationships, disability, incarceration, residency etc basically a full scale background check.
Eligibility weighed those factors and others to determine individuals as eligible or ineligible for a given set of applied benefits.
Authorization was responsible for setting the correct benefit amount based on the benefit received. It is not as simple as getting SNAP or Med assistance, as there were well over 1000 budgets and benefit packages total for each state. It also sent out client and provider notifications by mail and email of what action was taken regarding their application.
Submit recorded this information for later processing or renewals of benefits etc.
With ACA (Obamacare) - Changes to these systems were immense, not only internally, but how these traditional systems would support additional interfaces with the federal government and other external agencies. We are talking $160 million a year on top of all of the other mods going on, it was well into the 200’s.
Additionally, based on the state’s decision, for individuals who were not eligible for Medicare or Medicaid the welfare system would either create its own health insurance exchange or refer these individuals to the federal exchange where they would go shop for health insurance to be compliant with ACA.
Business Buzzword Bingo!
Play this with colleagues during meetings for immediate success.
Coupled with standing up in the middle of someone talking and asking "Ok - so what are we ACTUALLY trying to accomplish here?" and you are basically the VP.
The most important skill a developer, project manager, facilitator can have is understanding how does a complex system work; what are the little pieces and how they interact together.
Last edited by lendarios; 09-02-2015 at 07:04 PM.
No way man, it's all about the buzz words.
For instance, if I say "Ok, to further leverage our unique skillsets in emerging technology market plays we'll need to form a tiger team of six sigma black belts that follow a best in breed ideology with positive goals and marketplace presence. Also, SCRUM!" I sound smart.
Add "China" somewhere in there for instant promotion.
I'm waiting for the part of this that was actually IT work. All I see is project management and general management, and a whole lot of buzzwords. I'm fairly sure that some of those would make my management blush, and that's not an easy feat given that I'm in Government.
I mean, I was going to ask you what you do to keep current on the technology side of things, but quite frankly, you aren't in the technology side of things. You're a manager.
I am still trying to wrap my head around a guy with 2 years of experience managing a team of 7 developers. Did they have zero self-esteem?
My job was not to program, but to work with our clients to suss out requirements. I then would work with our architecture team to determine the best approach to develop the requirements given our complex legacy and web based system. With those solutions in mind, I worked with developers to write the solution based on our shared understanding of the system. Then I managed dev->int->sit->tfp (waterfall environmental SDLC) testing for the functionality developed.
Well, you know what? I'll have to do a 180 here. Unlike most of the people I see entering IT out of school, you seem to have a head on your shoulders. Buzzwords aside (there's a time and place, in my opinion), I appreciate what I'm reading here.
Part of the reason I'm sounding so cynical ITT: I was a team leader in an IT support/design role when I was in my early 20s, fresh out of school (Comp Sci major, though I did not graduate as I left to work at a startup), and the rest of the team had absolutely zero respect for me. They talked shit behind my back, they undermined me at every opportunity, and eventually, they drove me mad (quite literally). I had to take a leave of absence because I was dealing with the bullshit (and other, parallel life issues) so poorly that I actually had a nervous breakdown. So, in some ways, the beginning of my career was the polar opposite of yours.
The latter is technically not the boss, but he can throw people off of his team. He also owns the schedule and the budget, both of which I would expect to be difficult for someone right out of school.
If he is not doing these things, then it sounds more like a coordinator.
The soft skills parts is very important. A facilitator has to coordinate, and some times bring people together that have egos the size of watermelons (look at khane)
Eh, came here expecting a CPA involved in IT work.
And I got the feeling you were a well informed gopher. SO, neg'd you out of the gates. Not sure if I am doing the full Alkorin 180, but gonna own up to it and that I might have been wrong. Not sure tho.
Anyway, still feels bad you arent a CPA. There are like 2 of us here (assuming there is 1 more, fuk).
I spent a few minutes trying to think of something to ask you so my post wouldnt be 100% me wiping my own shit off my shoe, but I got nothing.
I do the job of a CPA and scab away their rates quite frequently. That count? (Assistant controller type stuff these days)
The few good developers I have experience with would rather be developing -anything- rather than talking to clients, or management. Showing up with food always helps win them over too. Yes, I even give BLTs to the fruity vegan, but always with expensive water so he knows I'm not trying to completely suck up.
Ragefire - Snatty / Vlett
Tunare - Sethlen / Ryoh
Vulak - Snatty / Terran
Stormrage - Vlett (RIP WoW)
Balmung - Vlett Byrn
Trakanon - Vlett
We are so easily bribed, at least on the short term.
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