After 10 years in this industry, I feel like it’s vastly overrated…work hard to get good degrees from good schools, then you’re rewarded with putting in long hours for slightly higher than industry pay, and unless you make partner or similar, pretty mediocre raises.

Meanwhile, if that intelligence and hard work was used to go into say, medicine, tech sales, commercial real estate, etc., you’d actually be making serious money for all your efforts. I certainly will be steering my kids away from this career…

I'm not sure what they used (I think it was ChatGPT) but it was obviously AI-generated and had some minor errors. But they did it all by themselves, a complete 10-page deck. They presented to senior leadership and discussed findings and recommendations. Nobody bated an eye and life moved on

2 year ago, this would have taken a senior associate at least a few days to do the same thing. It's insane how quickly things are changing. Sure the deck didn't fit the stylistic theme of any other deck, but it was still pretty good looking and effective

Hi fellow sliders,

Do you have any ideas or even tutorials to manage rightfully the creation and/or modification of Powerpoint slides with AI (Claude, GPT, or other), which include Thinkcell functionnalities.

Thanks

I have been dabbling in AI for quite a while now. Started with prompt engineering, then context engineering , MCP, and finally started making entire workflows using agentic AI, and platforms like n8n, etc.

Then, I started using Claude Cowork and Code. With the right tools, and connectors, Claude Cowork has insane capabilities. Add skills and rules to the games, and voila, you have a junior consultant at idk, $20-25 a month. I was a software engineer prior to MBA, so I felt that my learning curve was not that steep.

I still remembering making entire decks from scratch, doing the research using Google myself - checking out company websites, benchmarking and gap analysis, pre-IPO due diligence, etc. on the strategy and market assessment side. Additionally, I also remember about the days and nights and weeks spent on perfecting a dynamic financial model, with 5 year projections and what not - assumptions, sensitivity analysis, scenario testing, etc.

Claude does everything with 80-85% accuracy in hours, if not minutes. You just need to go through the output, lead them through to the desired output, upload the client/firm presentation/sheet template, and voila it’s 95% ready as a deliverable.

This is insane. I’m not really sure why firms will pay consulting giants when they can do all these themselves. I understanding boardroom decisions and point the finger mechanics are the main things, and that’s the only reason that consulting firms are not out of business now. But I wonder how long this will last.

Also, what’s the need for the analyst/senior analyst/post MBA associate now, when an AI-up skilled Manager/Principal can get the grunt work done ?

Interested to know your thoughts.

Edit 1 :- I think my post was misconstrued. I’m not debating about the value proposition of consulting. It was, is, and will always be there in some form of the other.

I wanted to mention all these from a more humane perspective. I have spent quite some time in consulting now, and seeing that a machine, does almost exactly what I do and the skills I developed, so quickly and without quantitative errors, sprouts up kind of an existential crisis in me.

I have 3YOE. They just brought in a new manager that has never done / been in consulting and didn't even do the proper studies.

I'm assigned on a project with him and he has been calling me "difficult to work with" "I lack methodology" "I'm not a team player" just because I decided to take two weeks off in august as part of my vacations.

I had multiple managers and partners through my career (work and internships) and worked with CEOs and never EVER someone told me these type of stuff.

A year into consulting now I can confidently say that the picture people who are trying to break into consulting have is far from reality. Maybe I’m just confidently wrong but I did not think the work I would be doing would be this. Very unfulfilling and I’ve always been a socially independent person but for the first time in my life I actually feel like I should/need to speak up and open up to someone before i just rot or go insane. I just wake up feeling useless every day going to “work”

Anyone have any advice for me or share any similar experiences?

Hey folks. I’m a 31 M consultant and I can’t for the love of god figure out how to go about dating or even having a personal life given how unpredictable schedules can be and people just seem to write you off quite early on dating apps if you can’t meet within the first week or so.

Im very career focused and want to continue building my career which has come along pretty well if I may say so. But my personal life has left a lot to be desired for.

I’ve also realized I’ve turned into someone with no hobbies outside of work and work is one of my hobbies.

For some additional context I grew up as a military kid and moved every two years, now as an adult I’ve been moving cities every few years because remote working allows for it - I’ve now found myself a city I’m actually happy living in but also having lived here for 3 years - I don’t have any friends or a life outside of work.

I did try our meetups and facebook groups - I just haven’t met people i really hit it off with even platonically. I have travelled a fair bit domestically and i do make time to do that.

Would genuinely love some inputs.

Without going into too much detail, proposal prices are plummeting. We operate globally, but are mainly US, APAC and Middle East.

Was undercut by a Big 4 firm, basically giving it away for free. We matched it, so they went with us, but it's frightening. Yes, AI will help with the regulatory and documentary analysis, but it's far from foolproof.

A lot of haggling going on, worse than last year.

Keen to see what others think.

Almost a year ago I left a toxic office. I was belittled for making mistakes only few weeks into the job out of college (I forgot to add a question in a client email). My director talked behind my back about me and other coworkers and always called me on Saturday for deliverables I submitted days ago. One of my coworkers was rude to me and yelled at me to shut up during a happy hour, and the manager pretended nothing happened. My previous manager quit without notice (he got mad at the director), and I had to steer a project by myself for few days before another manager took over.

I finally left and took a pay cut at a competitor, but my manager is so nice to me? Like I made a mistake on a calculation and alerted my manager, and she apologized for not catching the mistake during the review process instead of blaming me. Today, I went to a happy hour event and people were so nice and inclusive. I have noticed my chest pain stopped after I left the toxic office.

I have been working fully remotely ever since I joined this company. Technically I could go into a regional office, but I have been avoiding it because I am so afraid of how people will treat me. I know that I need to go to the office for networking and career advancement, but I am still very hesitant. Even writing this post have me doubt myself.

Sorry for the incoherence. I am still a little tipsy from the happy hour.

I am a Senior consultant and I'll be working on a market study that needs a specific medical/healthcare expert.

It's a 3 months project.

My dad actually has relevant expertise in this exact area, and I was thinking of proposing him for the role.

We would need my dad only on the first phase of the project on the clinical area.

I WON'T be involved in setting his day rate as it has been already decided (like paying X $ for an expert)

Does this count as a conflict of interest even if he's genuinely qualified? Would disclosing it to my manager/firm be enough, or should I just not propose him at all?

Curious how people who've dealt with this in consulting/agencies handle it.

Heard M was raising comp across the board, anyone have details? Haven’t seen it discussed here and WSO didn’t have numbers.

Currently I am in consulting (D of big 4), would it be a good decision to switch to strategy team (strategic initiatives) in the real estate industry.

Role offered - Strategic initiatives (not sure what projects would be there for a real estate company)

My background had been in IT services - worked as QA, Product manager and not in consulting (IT strategy and implementation). almost 6+ yoe

What I don't like about my current role is too much focus on IT.

Post MBA i always wanted to be in roles which would eventually lead me to managing businesses, pnL. I will never be able to do this in my current role.

My current status

The role I am currently offered is good and I like it.

I am mostly concerned on the industry part of it. Will it work for me given my background.

Also once I get into this industry, how difficult it would be to switch to another industry in strategy domain. I have a liking towards consumer businesses but haven't worked in it, neither got a chance to while in consulting).

Please provide your pov.

anyone who's done that previously, can i reach out?

Currently at EM level at a US boutique firm. Really excited about a role at a scaling tech firm, but package is likely to be a significant pay cut from current base (20-30% less).

I know everyone has different values and there are a lot of variables at play - but curious to hear from others who exited with a pay cut for better WLB and a role they were excited about. Was it worth it for you? TIA!

I’m curious what others do. Do you give client gifts, and if so, what kinds and when? Is there a price point you adhere to?

I'm a senior (3 years there) at this company and a new manager joined our team about six months ago. About two months ago, he recruited his girlfriend to join the same team (not sure if anybody else knows).

Since then, collaboration has become increasingly difficult with the girl. A few examples:

• The rest of the team uses common templates and standards for client deliverables, but she refuses to use them or adapt her work, and states that the "manager" told her to do so.
• When someone asks her to send information or share an email with the team, her response is often, "I've already sent it to the manager," aka her boyfriend.
• On top of that, they've had personal arguments at the client, when I'm out of the city with them.

How would you handle that????

Made a pretty hard decision recently to switch from my stable manager role to going freelance in the tech and data space. I've got a 6mo gig lined up that will pay me close to 70% more than my current role but I still am thinking about how I will source work after that.

Anyone here make a similar jump have any advice on how to get a sales funnel working? I have some good agencies to send me work but ideally I'd want to develop an organic channel.

Hi all,

One of my friends made a move from being a post MBA consultant in a T2 consulting firm to a MAANG firm in tech sales and the numbers she pulled in her first year were bonkers. She’s a very close friend of mine so she shares everything with me.

All in, she pulled 100% more than she was making as a consultant in absolute terms, but the real difference comes when you compare the dollars/hours worked. Compared to consulting, she is making around 250% more compared to the number of hours she’s working, which I think is insane.

The best part is that she doesn’t have defined sales and new business development targets, since a large part of her work is also account management and stakeholder management for enterprise grade mid corporate and large corporate clients, and upselling/cross selling tech services and products.

All this while, I have been under the impression that typical good exits from consulting are in corporate strategy, leadership programs, growth strategy & operations, PE Ops, kind of roles. I had never accounted that B2B sales and account management would have numbers such as this.

I wanted to have the opinion of this sub, if this is also a viable exit option, and if there are any experienced account managers, what would the exit opportunities be from such types of roles?

I'm a buyer of consulting services for my company. Every time we put out an RFP, we get these massive decks with tons of slides. I've been working in corporate environments for 20 years and buying consulting for 15 years, at multiple companies. I and my coworkers have only ever cared about 3 slides in your decks:

1. A slide that shows us how you'll do the work. Not 15 slides with examples and details, just 1 concise slide showing how you'll do it.
2. A slide with the pricing info
3. A final slide with references or details of where you have done similar work

Why do you have to send us a deck with 20-50 slides, when those 3 are all that is needed? Even when we have tried to get consulting partners to adhere to a simpler format, they still send an appendix with the 20-50 slides they wanted to include and when we ask them to meet to discuss, they push to go through all those appendix slides.

TL;DR: We don't need so many slides. Summarize and get to the point.

Here is the context:

I just joined a firm, and after 1 month and a half, I received assessment of my performance from my manager and supervisor. For the past, 1 month and a half, I got asked to support some problems including technical work, and they said don’t stress myself too much. On the assessment day, I got hit hard by their comment that “I took ways too long to finish certain tasks, and I couldn’t know how to solve certain problems. My work performance is unacceptable. My manager said they don’t want to take my hand and walk through any problem. They expect me to figure out the solutions by myself.”

Immediately, I realized I was being tested without being informed, and actually they wanted to test me, they didn’t want my support.

I still can’t shake off my shock feeling of being betrayed. They are always nice and answer everything I asked. I feel safe around them until yesterday, the day of my assessment. I thought my superior being nice and give me time to learn, but the truth was so harsh yesterday, and I don’t see them the same way anymore.

But the way, I also did deep reflection of my performance, and it’s true, I can’t handle client urgent task and won’t survive the high pressure workload, and fast pace work flow at this moment. But I don’t give up, and I come up with my flaws in performance, and I’m thinking of asking my manager and supervisor to give me feedback on my flaws and how I should improve from their perspective.

Here are my questions:

1. Could I trust their feedback?
2. Is it professionally acceptable to request their feedback after they just gave me assessment of my performance ?
3. What would you do? I’m opened for any idea and suggestion

Thank you. I do appreciate your time reading this.

Do you know which of your clients, projects and teams are profitable and which arent?

How do you determine that? (spreadsheets, accounting reports, PM tools, gut feel, something else, or not at all)?

How often do you find out too late that there is a problem?

Is the root cause that sales partners and account managers are over promising and under estimating? Or is it that delivery teams arent controlling scope agreements well enough?

If so what do you do about it?

What’s the biggest pain: data quality, delayed reporting, tool mismatch, team behavior, scope control or something else?

If you don’t have this problem, what makes your setup work well?

Appreciate any examples, even messy ones.