I worked for various professional services firms notably in the Strategy, Management consulting areas but also in the fields of systems integration and outsourcing. My knowledge covers topics like:
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Strategy definition and growth strategy
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Organisational issues around the 3 usual dimensions: geography, people management , skills/capabilities
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People management: competencies maps, appraisals, promotion processes and compensation policies
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P&L management: utilisation rates, daily rates, staffing, skills , clients receivables, investments, etc.
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Marketing management and brand building
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Acquisitions and post merger management
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Partnership models, for example: one global P&L vs local activity based P&Ls, One man one vote vs share based, equity vs cash flows, etc.
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Partner management and evolution: "how to make the junior grow and the senior kept happy"?
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Internationalisation
Over the course of the years, I participated or engineered about 40 acquisitions in the professional services firm environment, being acquired (by the MAC Group and Capgemini), or being an acquirer (for example to name a few: Gamma International, Gruber Titze und Partners, IKO, Ernst and Young Consulting, Bossard consultants, Kanbay). At the level of the Capgemini Group there were some significant ones like Hoskins, Volmac, E&Y Consulting which transformed the group.
Dealing with these situations, and working with a lot of other professional services firms mainly accountancy firms, head hunters, actuaries, law firms, investment managers, I believe all this know-how is transferable, however " comparison is not reason"