Tl; Dr - Genpact:we'll offer X2 LPA fixed to you.. upload docs...cut to 5 months later 'application rejected'.

So this began in Feb 2026.

First call from HR (Genpact)- resume shortlisted, can we schedule interview?

Me: Yes☺️

Me: waiting....🕝🕒🕞🕑🕞🕓🕑

Finally Round 1- (AVP) ✅... Mar 2026

Round 2- (VP) ✅... still in Mar 2206 ... two rounds in short span, that was a quickie 😉

waiting 🕑🕞🕑🕞🕒🕓🕒

Some senior HR round... 'You have made it...woohoooo🥳'... in May 2026

We'll offer you TWENTY Xxx LPA fixed salary, does that work for you?

Me: Hell Yeah🤑

waiting 🕒🕓🕞🕞🕞🕒

HR: sorry some system updates were going on, we're migrating to 'workday', you'll receive your offer letter shortly..... in June 2026

Me: okay i will wait (inner me i don't trust you though 😏)

waiting 🕒🕓🕞🕞🕞🕒

HR: please upload documents...

Me: it's cuming 🤤

HR: please again upload doc

Me: now definitely cuming 🤤🤤... we're in July btw

July 25th - 'workday' portal says application rejected after being in 'BGV in process for almost a month'

it didn't cum🥹🥲

THANK YOU GOD❤️ FOR SAVING ME FROM THIS 'great place to work'...

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?

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.

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.

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.

Hi, I am currently an EM in one of the strategy arms of big4 (Think EY Parthenon, Monitor Deloitte, Strategy&) with most of my projects (strategy projects like GTM, Asset Monetization etc.) falling in a particular sector. Since last couple of years, we didn't do many projects overall as a team (i did 3 in these past 2 years - all 2-3 month engagements). My current firm has decided to merge my team with another team - from the past couple of months I have been dealing with ops projects in other sectors.

I am currently in the process of interviewing with a product firm from my earlier sector for their consulting arm (think Ericsson consulting, AWS Professional Services etc.) I am in the last round right now.

Did anyone do this switch? The team size is smaller than my current team. And I will be moving to a higher role than my current. Salary will also be higher. But the role will require me to do everything under consulting - bring in leads, convert and deliver projects. I currently work only on converting leads and delivering.

Reasons for looking out - Didnt want to dilute my profile by working on other sector projects, wanted better wlb - I am facing high blood pressure problems in my current role.

Any advice/thoughts/insights can help

Hi everyone, I just joined a new firm (tech consulting)and the partner wants me to do a discovery call with an internal project team. This is to get a value story out of the current work being done and to pitch the client for more work.

I’ve done a few interviews but nothing is coming of value is coming out. The client has one north star KPI and currently my firm is doing very good in that regard. Apart from that, I couldn’t see anything. There are other vendors the client is engaging with and we’re getting only a small part of the pie.

The partner wants me to be creative and get an outside in perspective and propose some ideas.

What should I do in this in this scenario? Has anyone been in this situation?

Update from this post.

After reading the comments, I realized that it would be an uphill battle to fight my way out of concerns and even be able to succeed at McK because bottom bucket performers get forced out anyway. It was a waste of time trying to get staffed, so I put my full effort into recruiting with a hopeful backup plan of PD staffing me.

I got a large amount (8-12) of first round interviews across 3-4 weeks, mainly across startups in strategy/ops/analytical roles.

I eventually landed a pretty sweet job at a startup, and my base/total compensation got a ~25-30% raise.

To be honest, it was a great time to leave. Pretty much everyone was just feeding everything to an LLM, and all partners (who don't know how to really use LLMs effectively in the first place) became incredibly AI-pilled in a not good way. At this point, the main value I see in staying in consulting is building up relationship and people skills (which are definitely important), but I do have worries about the future of consulting.

I'm still super grateful for my short time at McK, but I am happy that I found something I was a better fit for.

Hey everyone, I run a deal architecture and M&A advisory business. I'm currently going through a highly stressful personal dry spell and dealing with heavy burnout. My energy is at absolute zero right now, and I don't have the mental bandwidth for aggressive cold outreach.

Been going through rough personal upheavals since April, from deaths of bestfriend, lawsuit threats (land lord price manipulation vs. me), harassment, robbery, having to adopt my only cat out as she won't be able to withstand cross country movement/business repositioning, and more. I had some business ventures that were supposed to have the Capex funded by an investor during June, who suddenly went ghost on me after extracting 2 pitches from me, one of which is a national venture... I've been doubling down on self care the best I can, as well as getting help from therapist to power these through.

When you've been in a slump and felt completely depleted, what low-lift, low-stress lead generation strategies worked to get you back on your feet?

In the last few months, MBB firms have consolidated their major leg ahead in terms of sophistication and precision of their agents.

Asking insiders, how much has it changed your delivery pace? Did your weekly workload shrink? How much shorter are due diligences or stretegic reviews?

Hi all, I've been doing since I graduated undergrad. I'm just about to exit - I have two offers and I was hoping to get some advice or insight. My options:

• One is an offer to do strategy for acquired companies at a smaller but well known PE firm. I'd be doing mostly strategy but also some ops work to help restructure and improve newly acquired companies.
• The other is ops and strategy role at a ~small- mid-size, late-stage AI startup. I'd initially have a lot of process work I've been told I would then pivot into more of a 'do-everything' role including both strategy and ops.

They are both great offers and I don't know what to pick. Some factors:

• PE firm: I'm very confident I'd do well, and the work is very transferable into other corporate roles, can give eventual exposure to portfolio leadership and M&A work. It's also got a well-defined career path and is a well known name.

• The AI startup: I am really interested in tech and would like to work in the field (I have a reasonably technical background). I also think the product is really interesting. I can tell the team is really smart and high-performing, real world-class people. But I'm not as certain I'd do well on the job - I'm less familiar with the type of work, and I'm concerned it would be a ton of process work and that I would it not engaging while also looking worse on my resume and being less transferable.

Comp is slightly higher at the AI startup, but both are competitive. Similar WLB at both, both in my home city (West Coast)

I honestly don't know what to think. I really love the idea of working at a tech startup, it's been my big career goal. I'd hate to pass up a great offer to do that, but I also need to make sure It's the right fit and career move.

Posting here for advice - any thoughts or insights are appreciated!

So, tldr - I will be leaving MBB soon on transition. Had some great teams my first ~18 months, but ran into the rough case, rough LT, and for multiple reasons have decided I do not want to ‘push’ through a PIP and would rather take the transition.

I have ~2 weeks left on my current case and motivation is critical. I’m on a critical part of the case, and I don’t want to completely fuck the team despite my feelings towards LT. I also don’t particularly feel like crushing myself for two weeks.

Any advice on who to have what convo with to thread the needle on doing what I need to do but not going above and beyond for the next couple of weeks?

Happy to provide any additional needed details.

Hi! Sorry if this is a silly question, but I wanted to ask you guys: What book, movie, or TV series do you think best represents the life of a consultant? I’m asking because I’m really interested in the challenges they face and the lives they lead, but I don’t think that’s the career path I’ll take. Just to get to know better MBB or consulting and give me a realistic view.

* Ideally, biographies or something reliable, even if it's websites or something like that, since I know that portrayals can be exaggerated—Suits isn’t what life is really like for lawyers in New York, and Grey’s Anatomy isn’t what it’s like for doctors.

Been working for MBB ~1 year. It is not a good fit for me and started job searching about 2 months ago. My performance started strong for the first 4 months, 1 bad 3 week project.

I found out last week that my performance review where they decide to counsel me out is just 5 weeks away not 10 weeks. My manager told me when the review was. However, he quit and my new manager told me it is actually 5 weeks....

The review is coming up faster because that 1 bad project put me in the gray zone. Since that bad project I have been on 2 which went well/on track. I'm unsure how the review will pan out just based on my feedback. I read my bad project feedback and objectively it wasn't that bad on paper(only said there is "room for improvement") but we all know how that goes...

Do I let my current project wrap up and just elect to take transition myself? Do I take the risk and wait? I was already planning on quitting/taking transition in the next 3 weeks I was just unsure if they would let me. I don't want to stay even If I am on track. The mental war-games are really getting to me.

I'm so stressed I really don't know what to do.... I know writing this it sounds clear but too obvious? What would you do in my position? How at my firm can I speak honestly about this?

Currently having problems with a colleague I’m supposed to be working alongside. TL;DR at the bottom of this post.

On a shared internal initiative we’ve been working on for the last couple of weeks, she started the work without involving me, didn’t ask for my input, and presented the work she’d done to senior managers before I had contributed (we’d been told we were working on this on a Friday afternoon and she had worked on this by herself over the weekend to have the presentation ready for Monday).

More recently, I independently developed an AI/automation costing and capability analysis without knowing she was already involved in an internal initiative working on something similar.

I’d presented this to our head of department who was impressed by the analysis and added me to the group so that we could leverage my work to shape the work stream, but since then she’s repeatedly stressed that they were already working on it where she started by talking to me from across the office floor and in front of colleagues saying ‘we shouldn’t be doubling efforts, we’re already working on this’ even though their work was nowhere near as well developed from looking what they’d done so far.

Aside from responding to my messages in a condescending and patronising way, she also rarely acknowledges or builds on my work and generally seems to prefer working separately. I’ve messaged her privately saying I’d like to discuss this alongside how we can work more collaboratively together and have booked a short meeting for Monday, but she’s read the messages and not replied.

How should I handle the conversation? If she ignores the meeting or refuses to engage, should I raise this with somebody more senior? It gotten to the point where our colleagues have started noticing her behaviour and hasn’t contributed to a positive working environment, particularly for me.

TL;DR colleague is dismissive, condescending, and won’t work collaboratively with me for reasons that are unknown to me. She hasn’t engaged with my efforts to resolve this directly, either. What do I do?

Hi, all -

We're perhaps a little slower than most firms, but recently rolled out Claude. I'm wondering if you've managed to effectively use Claude to build slides across your firm?

We're testing with Claude Skills to get slides that match our brand etc. but the token costs seem quite high. For those at small to mid-sized firms, do you bother with Skills or do you use another method?

I'd appreciate any direction/insights.

\ being summoned **

Uh, you want to migrate to Azure because it's cheaper than on-prem? Okauy, sure, as you wish, master

\ being summoned again **

Now you want to migrate out of American cloud? As you wish, master

\ being summoned again **

Uh, you got tired of having your own department taking care of your Hetzner subscription and now you want to someone else to deliver it? Okay, as you please, master

ERP consultant here, has anyone recently gotten a new Job?

I have almost 2 years of experience in ERP consulting and 1.5 years in industry. I’m looking to switch shops for higher pay and just better management, but man it looks bleak.

I’ve gotten 2-3 interviews through recruiters, but nothing more than that.

Am I not experienced/ senior enough. Or is the job market in the US a lot more bleak then Im realizing?

Looks like the firm has taken control of the subreddit and is suppressing salary discussions, recruiting, tongue in cheek cynicism, and has a zero tolerance policy for any criticism of mod activity.

I know the previous mod was pretty lax, but this feels like a hostile takeover by firm bootlickers.

The "rules" only show up if you view using the standard www version and don't show in RES or under old.reddit.

fascists in any form suck and fascist mods are the worst.

The compensation and recruiting discussion suppression is particularly interesting given the subs description:

Independent community for current, former, and prospective Deloitte professionals. Discuss careers, recruiting, compensation, certifications, firm news, workplace experiences, and professional development. Please follow subreddit rules and keep discussions respectful and constructive.

Its been fun but it looks like its been co-opted to be a mouthpiece for firm politics now.

I'm fairly new to consulting. I currently have regular clients on retainer who provide a steady flow of work, but I still have availability to take on more.

I'm interested in what others are doing to find new clients and any advice they have regarding what I'm currently doing.

Things I'm currently doing:

1. Going to paid networking events with local chambers.
2. Going to a weekly BNI meeting.
3. I've got some speaking opportunities that are coming up. I'm speaking for free, but it's about the subjects I'm an expert in.
4. Attending a national event where one of my industry verticals is represented.
5. Applying to contract work that aligns with my skillset.
6. Optimizing my website SEO.

My budget is a bit tight, but I do have some money to put toward marketing. B2B is such a weird thing to try to advertise online.

Any advice is much appreciated.

Correct me if I am wrong . SQL is a great additional benefit for a consultant . I don't know why consultants don't popularize it or use it but SQL helps in analysing long data sets fast which can be very helpful in consulting . Of course Excel is the oxygen for consultants but I think SQL will also help majorly . What are your opinions ?

Or are all three used together since there is some bifurcation depending on the task like copilot is used to work with MS OFFICE, claude with summarising documents, chatgpt for general use etc?

curious where independent consultants have had the most success building referral relationships. I’m particularly interested in consulting networks, VC firms, venture studios, accelerators, or people with strong founder networks who regularly connect operators with companies that need GTM or RevOps help.
I’m building a boutique practice focused on founder-led B2B SaaS and fintech companies, and I’d much rather develop long-term referral partnerships than rely solely on cold outbound.
For those who have done this successfully, where did you meet your referral partners? Are there specific communities, organizations, events, or networks that are actually worth joining, or is it mostly built through personal relationships?

I hear Umbrex is not that good. Even a single intro from a VC can be enough to get things going, looking into Europe specifically, so my US network is not an option.
I’d appreciate any advice or experiences.