– Willing to express their opinions people’s time and selling advice and the – Thrive on a variety of work stronger your skill set, the better assignments – Networking skills are key, coffee catch-ups you get are very much a part of the culture – They are not looking for a specific role, – You are encouraged to express ideas and company fit is most important, do you align thoughts with the company values and with the type of – Advisian have implemented a new awards work that is delivered to clients? night in recognition of top performers and Q&A those leading the attributes in the company Seeing a lot of investments in infrastructure, as well as a Positive Impact award what is the strategy? – Encouraged to bond outside of work place – Assisting clients with where they can best – Recently supported the 100km Oxfam walk leverage their capabilities, huge projects – Every month get together to us understand being are currently being planned or what is happening in the company, current underway, it’s about best assisting the client, challenges not necessarily chasing it all – Look at the start of an assignment, can we add value here? Authentic and real, Advisian will tell a client this project isn’t for us – Ten years of huge amounts of spending in infrastructure, Worley Parsons is looking at Advisian to grow – Two ways to work with clients; either embedded with client, or providing a specifjc piece of advice What are the biggest challenges for engineers coming into consulting and how are you supported? – On joining, you will be assigned a sponsor (buddy) and a performance leader to take care of your performance goals – Your buddy, will usually be at your same level, is in charge of introducing you across the company, telling you where is the best coffee, how do I do this, access that? – Know you have to care about the customer, you are trying to solve the client issues – You will work at a different pace, lots more back and forth, the process can take longer – More coffee catch-ups, networking events, not just your work that you need to take care of, managing your relationships is also very much part of the role What are the growth opportunities for Advisian? – Investing and recruiting across the board, digital enterprise, digitising assets, creating more value, new energy, infrastructure development, roads rail and airports – Looking for people that have worked or are interested in working in this area – Huge projects like West Connex, the Sydney Light Rail etc – You need to bring a skill set that can be put in front of a client from day one, they are selling
– Looking to play more in the social infrastructure space, land use and health infrastructure, social housing, this is a non-traditional aspect for Advisian which will see huge investment over time, have some core capability in this area but looking to grow this INTERVIEWS? – The process can be quite long, Cristina took 6 months – Advisian don’t typically do case interviews, mainly talking about previous experience and behavioural questions – Not all your professional experience has to be technical, transferable skills are more important – Expect to meet with a lot of the team – It’s quite a relaxed process Applications will open via the Career Management Platform (CMP) on: Friday, 15th September. You will be required to submit a cover letter, resume and copies of your transcripts, so ensure you have all your documents ready. REFER AGSM2018 For further information, contact Cilla Everitt, Recruitment Lead - Cilla.Everitt@advisian.com
ATTENDEES – Developing new products all the time, Jason McClintock, Head of Client Management especially in the B2B space AGSM 2016 – What AMEX does a little bit differently is that Kirsty Cranfield, Head of Strategy & Performance your success is your choice, this is ingrained AGSM 2009 in you, it’s up to you whether you are Mikhail Narbekov, Customer Marketing Manager successful or not, if you team is successful or AGSM 2016 not Robert Tedesco, Vice President Client – Want to inspire employee advocacy, want Management everyone to feel like they can be themselves Jim Vrondas, Director Foreign Exchange when they come to work and they are leading this front in the financial services industry Jason heads up large market sales and relationship management in global commercial Jim Vrondas payments team, looking after top 300 customers Director, Foreign Exchange International Payments around Australia Relationship Management ANZ Twelve years in Amex, left and came back – People don’t typically know that AMEX has AMEX Brand Video - Who are we? an FX business but they have been trading in this space for 100 years, most well-known for Who are we? travellers cheques in the past – AMEX is very much an experiences business, – No longer do the physical cash component, thought of as a card company but really what focus on B2B foreign exchange in international we do very differently is create experiences payments that are very unique for their customers – Businesses moving money around the world – You don’t necessarily have to be a card holder – AMEX is completely changing but at heart still to utilise this capability an experiences business – Surveyed 350 CEOs of the world’s – The ANZ business keeps its strategic focus to organisations with $50-250M turnover about global payment processes a one page strategy with the vision to be the – They are able to access these people quite most respected service brand in ANZ easily – What’s the cost of getting it wrong? How do Strategy? they manage the currency risk? 1. Win in the changing environments – Over 55% have a risk policy but it’s not current, 2. Support a relevant merchant network so much has changed in the currency market in 3. Transforms customer growth and retention the past fjve years, 4. Accelerate business growth – 12% businesses don’t have a policy 5. Be a place for great people – Average cost of an adverse event was around $23k on just ONE exposure for one contract off – Now in theory clearing more transactions shore through aggregators than directly – At the moment taking a piecemeal approach, – The way we shop is now not really about utilising a product in isolation whereas a product having the card on the pocket, now about suite should be considered using devices, moving towards wearables, – Innovation led approach to FX, blockchain and implants scans distributed ledger technology, businesses that were surveyed are really interested, what are – AMEX don’t have any branches, sold off a lot the benefjts in managing this cross border risk of the physical assets in the past couple of – Heavily involved in new payment tech, hyper years, don’t need to be physically planted in a wallet launched at the start of the year, shopping centre to do business, it’s all digital preparing to be at the front of the curve now
– Not enough scale in the system yet, and it’s Highlights and challenges in a truly global not feasible for all lot of organisations to roll company? out more liquidity, soon payments will be able – Jim - joining such a large and global to get anywhere you like, almost immediately organisation can be challenging when you are new, they have an Acropedia on the website What is so good about working at AMEX? for all the acronyms, can be tricky to get up – Australian business is predominantly sales to speed with who is who, how to speak the and marketing strategy functions AMEX language, but they do make it easy , – Gender equality is bent slightly more towards there are lots of online tools and the culture is female, three of four leaders is females that people are very helpful and will refer you – Kirsty been with Amex 18 years, on to everyone else – 85% of employees would recommend Amex – Lots of opportunities to network with the as a place to work internal committees and networks – Lots of opportunities to move around the business – Fantastic Internal and external networks How does the Australian business fit into the – Healthy living team, benefits, flexible hours, global business? summer hours – Having global lines of business, you do get – Global opportunities, global rotations program a fair bit of direction from the global lens but with 6 monthly rotations also have a local management, global view – Once you are in the business, there are but local feel a countless opportunities to move across – Matrix businesses need to work on alignment, markets all driven by one goal - more volume in the network “AT THE CORE, WE ARE A SERVICES – High customer satisfaction, sit in 98% of the BUSINESS, WILL BE IN PAYMENTS global AMEX scorecard – Regional headquarters for merchant business IN TEN YEARS’ TIME? WHO is in Australia KNOWS, WE WERE ORIGINALLY A STAGECOACH BUSINESS” Where is Amex headed in the future with all the fintech distribution? PANEL Q&A – They incubate about 30 businesses, bringing those pieces in is an important part of what Kirsty and Robert - tell us a bit about your they do and how they innovate, acquiring journey and how come you have been there businesses that solve for business problems, for +15 years? making the right type of investment – There was no real plan for it, you have the – Stone & Chalk - working with a few continual range of opportunities that are companies in there, match of getting open to you at AMEX, they are keen to move innovative ideas but having the brand to people around to continue learning support it and it’s an attractive offer for – AMEX sponsored MBA with Chicago Booth fintechs to partner with AMEX Robert, has worked across the AMEX consulting, travel, and merchant business – You get the ability to reinvent and address What skillset are you looking for?? new challenges, which is important, there are – Sales! When you go to work, wherever you seeking people who are naturally intellectually work, you are selling something whether it’s a curious product, an idea or yourself – Jason interviews 100 people a year and you – There is a cycle of reinvention and a focus need to be able to engage with customer on you. The opportunities to learn keeps you engaged with the brand and the company “EVERYONE WORKS IN SALES, – Once you have proven you have the right skill WE’RE ALL REPRESENTATIVES OF set, you will be backed THE BUSINESS”
– Look for an individual’s curiosity how they learn, how they bring that into conversation, particular in strategy roles, you don’t know the problems you are going to be facing – Will test thinking and adaptability, – The ability to be defined not just by your work role or University results but how you engage with those around you Recruitment process? – They are hiring all the time – Over 300 roles in sales – 80 in business development – 70 in marketing and digital – 80 corporate roles – A lot of hiring done internally but have approximately 47% external – It is recommended that you connect with the business to find out more about the role you are interested in, gives you a chance to personalise your cover letter – 2-3 stages, mostly behavioural – Have at least ten stories prepared and ready to go – AMEX are very serious about reference check, done by external agency jobs.americanexpress.com/australia
ATTENDEES – Encouraged to leverage your skills in a way Lorin Knive, Principal AGSM 2007 that is important to you, your passions can Suzanne Weston, Principal AGSM 2007 drive the work you do Kirsten Pierle, Recruitment Lead – Lorin – Second project he worked on when – 130 consultants in Australia, 20 countries he joined the firm in 2007 was large retailer represented in Australia, challenged with analysing – 60 offices across 40 countries their current international supply chain and – 3500 colleagues globally recommend how to increase amount of – 2/3 clients are global 500 companies merchandise – Hard project as a new consultant and didn’t REALISE YOUR FULL POTENTIAL WITH A.T. really know how everything was supposed KEARNEY - VIDEO to work – About two months ago at a conference in – Both Lorin and Suzanne joined the firm Sydney, presenting in front of all the Heads straight after MBA, Lorin with an operations of Supply Chain across APAC and he had background and Suzanne in retail worked with or knew 10-20% – Lorin specialising in consumer products – Ended up sitting next to some guy at the supply chain. Space, telco, financial break who turned out to be the client he services first worked with, who, up until 6 months – Suzanne intended to only stay a couple of ago, had built a 10 year career executing years but has had a wonderful experience the strategy he had put together – Kearney are uniquely positioned in the market, not the biggest but do see themselves as having a differentiated “RIGHT WHEN YOU START, YOU ARE offering HAVING AN IMPACT. THAT’S THE – High impact projects, with large companies, EXPECTATION” important topics – Suzanne has been able to work across the “WE ASPIRE TO BE THE MOST US, Asia, Hong Kong, in the worlds’ largest ADMIRED FIRM, WHICH IS NOT pineapple cannery on the Philippines ABOUT BEING THE LARGEST OR – Suzanne was fortunate enough to be FLASHIEST” staffed on these opportunities and she has been able to bring back those different experiences back to her role and clients in – Focus on diversity is not just lip service and Australia Kearney value all diversity, ethic, gender, sexuality, thinking styles and professional WHAT IS THE A.T. KEARNEY CAREER PATH? backgrounds – The career path is very different to – Focused on providing an environment everyone, how you find your own niche in where everyone can thrive and do well in Kearney is very different what they think is important – Way for future leaders of the firm to form their own networks is via global leadership – You will be expected to contribute from day conferences, inter-office training etc one – Choosing your path, either generalist and – You will build intellectually stimulating specialist consultants networks, collaborate with people around – MBA typically fall in the generalist stream the world and build both personal and professional relationships
“BEING A BUSINESS RECRUITMENT PROCESS – Remember, the case isn’t an opportunity COMMENTATOR IS SOMETHING for them to trip you up, ideally you find the I WOULD NEVER HAVE process interesting and enjoyable EXPECTED TO DO. KEARNEY – During the interview, illustrate how you want REALLY GIVES YOU THE GUTS to contribute and wish to have an impact TO HAVE A POINT OF VIEW, – Recruiting for both Sydney and Melbourne offices WHICH CREATES A PLATFORM – If you are interested in one of the FOR PEOPLE WHO ARE international offices, they can always out CREATIVE THINKERS TO DO you in touch with overseas offices and start THINGS DIFFERENTLY” you through the process Kosha Gada, Corporate Executive, Director of Strategy “KEARNEY’S STRATEGIC Comcast NBC Universal, ATK alumnae OBJECTIVE IS TO BE IN THE TOP THREE WHERE WE COMPETE, – Generalist is the typical management WE ARE SELECTIVE ABOUT consulting function, you will work across WHERE WE FOCUS” sectors, where it’s not necessary to have a deep educational grounding in a particular topic and you won’t do the same thing over Applications will open via the Career and over again Management Platform (CMP) on Friday, 15th – Consulting is moving to where clients want September. a mix of generalist and specialists skills You will be required to submit a cover letter, resume and copies of your transcripts, so WHAT DO THEY LOOK FOR? ensure you have all your documents ready. – Entrepreneurialism and having an ownership mindset – Self-starter – The ability to think about the client as your company, what would you do if you were in charge of this organisation? – You are someone who sees something that doesn’t work and you fix it – Collegiate and collaborative – Strong record of academic, personal and professional acheivements – Kearney is a really nice size; a global firm with lots of resources, but don’t have the bureaucracy – Clients always comment on the Kearney collaboration style, how professional but how nice they are to work with – Lots of policies to support diversity, flexibility around work schedules – The organisation size allows lots of opportunity for flexibility
ATTENDEES – 85 offices Erik Ekevall, Principal, Harvard Business – 48countries School – 30% overseas consultants are in the Valantis Vais, Senior Associate, Berkeley Sydney office at the moment to help with Elisse Zarimis, Project Leader , London current engagements Business School Jenny Webb, Recruitment Manager ANZ What do we focus on? – Industrial goods – Banking – Technology – Financial services – Eric – joined in 2011 straight from B School, – Public sector is growing sector has never really worked where he lived, one – Energy year in Perth, one year in Athens, one year – Healthcare in South America, this is by choice as he loves to travel – Left BCG for two years to join client side in “MAKING SURE THAT WE ARE NBN turnaround project, and then rejoined THE PEOPLE THAT DISRUPT, BCG RATHER THAN WAITING FOR – Starting to be more common for consultants SOMEONE ELSE” to go into industry for a bit and then come back, it’s encouraged TECHNOLOGY ADVANTAGE? – What are consultants? Doctors for business – At BCG you are encouraged to try something and see if it works, one of the “IT’S ABOUT KNOWING WHAT idea was to set up a separate technology QUESTIONS TO ASK” business – Look for skills that are more technically – Businesses typically specialises in running specialised than the generalist their business, BCG specialise in major competencies change, addressing the big problems and – Developed big data business and are now major change that the organisation does being staffed on teams that include the not have capacity or capability to do generalists, a couple of data guys, a few agile specialists etc CONSULTING IS CHANGING, WHAT DOES IT LOOK – Have the capability to do a complete replica LIKE NOW? model of a steelworks clients to identify the – Traditionally consultants would work in bottle necks small teams, on a strategic topic, for 6-12 – It took two months to ideate, then only two weeks days to model, identified $10b in savings – There is now much more accountability and closeness with the client – BCG Digital Ventures specialise in teaching – Average size of teams are now, 30-40 and companies how to launch small business working on full business turnarounds YOU CAN EXPECT LOTS OF TRAINING IF YOU JOIN “YOU NOW GET TO DO THE BCG CLASSICAL STRATEGY WORK • Every year do a week training with peers across the world AND THEN PLAY A BIGGER ROLE • Constant on-the-job follow up IN MAKING IT HAPPEN”
– They will concentrate on filling your skillset personal life or professional life), need to out, rather honing your strengths, e.g. if you demonstrate that leadership is an integral are weak on modelling, the next project will, part of what you do and who you are see you with partnered with a big data guy – Everyone in the case team is expected to to help build your capability step up and lead something – Experience prior to BCG is important but ELISE - you also need to consider what kind of skills – Studied aerospace engineering and you want to develop at BCG computer science – The case interview is looking at how you – Wanted to work on big projects where she approach problems and the tools you use could be creative and use design to work through the problem logically, not – Was introduced to consulting and like the necessarily getting to the right answer analytical side, teaming culture and project – out, rather honing your strengths, e.g. if you management where you really get to drive are weak on modelling, the next project will, change see you with partnered with a big data guy – First few years, joined as an associate and to help build your capability found it was a steep learning curve – First few cases were in Canberra working “IF I CAN’T SEND YOU OUT TO A with the public sector, understanding of how CLIENT ON DAY ONE WITHOUT federal government works, working on large SUPERVISION, I’M NOT GOING scale change programs which she is still TO GIVE YOU AN OFFER” seeing impact of today – Spent first four years getting a flavour across a broad range of sectors APPLICATION INFORMATION Your application must include: – Undertook a one year secondment with – Cover letter (addressed to Jenny Webb, Football Federation Australia, arranged Recruitment Manager) via BCG’s networks, as a strategy analyst – CV (no more than two pages) reporting to Chief Operating Officer on the – A copy of your academic transcripts lead up to World Cup – Completed MBA in London at LBS, settled Applications close 9.00am, Monday 18 on retail and consumer goods as a sector September 2017 specialisation, currently working on a large scale transformation for one of Australia’s Application link via Career Management largest retailers, work with the client Platform. team day in and day out, you get to do the implementation rather than write the For further enquiries please contact Mary strategy piece and walk away Katergaris at: – Head of women at BCG Katergaris.Mary@BCG.com THINGS TO KNOW BEFORE YOU APPLY – You need to be naturally creative and curious, think beyond the obvious, what else can we do? What has been done before but we that can do better? – You need to be ready to push boundaries of thinking – Are you good at problem solving? Do you have a logical way of breaking up a problem, from the top down, logical value – Do you have proven experience working in teams? Do enjoy working in teams? – Make sure to include any examples of leadership, (within your education,
ATTENDEES – Blackdot have developed specific Abhik Sengupta, Executive Director, Client quantitative IP on what makes a great sales Solutions AGSM 2006 team Nadia Koh, Head of Benchmark & Analytics – Unashamedly high performance, the best AGSM 2017 idea wins, successfully going up against Maeve McGuiness, Senior Manager the top tier consultancies in the sales and marketing process improvement – Blackdot is now sixteen years old, set up by – Collegiate and collaborative, not Marty Nicholas necessarily a type A aggressive ‘sales’ – Specialise in sales and marketing as a personality service, anything that touches the customer – Customer, Channel, Distribution strategy, – They have a lot of respect for people’s Salesforce effectiveness, Capability review personal life, the work hard but work smart, etc it’s not about hours of face time, but the results – Travel can be part of the role but is a “WE ARE LIKE ANY OTHER A discussion rather than an order MANAGEMENT CONSULTANCY BUT DIFFERENT” BLACKDOT LOVE HIRING AGSM! – Specialist – small and agile, fast growing and entrepreneurial MBAE2006 MBAE2006 – Cultural and gender diverse, and diversity MBAE2017 Current MBAE Abhik Sengupta Nadia Koh Sally-Anne Lyster Chris Horn in the way we think Execu tj ve Director, Director, Execu tj ve General Head of Benchmark – Creates complexity and friction along the & Analy tj cs Manager Client Solu tj ons Capability & way People Advisory WHO IS YOUR CLIENT SPONSOR? – Usually Blackdot are working with the next MBAE2011 MBAE2002 GCCM2001 MBAE2010 level below CEO, Head of Marketing, Head Shiv Singh Jus tj n Bock Greg Taylor Samit Chandra of Sales etc Principal Director, Principal, Head of – Helping practitioners and business lines, Organisa tj onal – Client Solu tj ons Technology Change Financial Services Advisory working with Head of Strategy to address MAEVE, SENIOR MANAGER IN CONSULTING sales effectiveness, marketing, CRM TEAM – Working with the people who are – Case Study responsible for making things work better We deliver integrated people, process & technology solu tj ons that Client Sector: Telecommunica tj ons, Media & Entertainment CLIENT CHALLENGE transform the customer experience & accelerate growth Client Challenge: Reliance on product leadership for growth and an opera tj ng model with func tj onal silos with regional complexity S O L U T I O N Benchmark Accelerate Drive Bene fi ts Against Best Marke tj ng Realisa tj on Prac tj ce & Sales Customer Internal Transforma tj on Core Enablers Centricity Organisa tj on OUR CLIENTS Opera tj ng Models: Segmenta tj on Process Improvement Sales, Service Value Proposi tj on Capabili tj es & Culture Marke tj ng Channel Org. Accountabili tj es Support Func tj ons Product Technology
– Revenue in 18 months has tripled, really – Their credentials are that they have the fast growth trajectory, great ability to niche expertise in sales and marketing influence and input to their IP but they also do a lot of high level strategy – Currently undergoing a refresh of the pieces, and execution and implementation frameworks they have, further collaboration across the consulting team – Product and customer needs are now more complex than in the past – Implementation is it usually process driven or focused on behavioural change – Not really process improvement in the traditional sense, more around the organisational capabilities/processes and best practices on those, categorise into people, prices and technology change – Ways of working, do the sales teams have the right rhythm, structure, tools? – Motivating sales people and be tricky, provide a scorecard with the right metrics, then make it important to their short term incentive – Big part of the job is spending time with the Several roles open now on the AGSM Jobs stakeholders and bringing them along on Board or the Blackdot Careers website: the transformational journey www.theblackdot.com.au/about/careers – Nadia finished EMBA last year, previously Please address your cover letter to: a finance professional, then moved to Darrshana Antony, finance consulting, then benchmarking, and Human Resources Business Partner now heads up Benchmarking and Insights function – Blackdot benchmarking is well known in the market, looks at what sales managers actually do on the ground; how does your manager coach? How are you provided support? What type of behaviours does your front line exhibit? – Very practical, reporting outcomes out at manager level - translates what needs to be done to meet best practice – Benchmarking team works across organisation, will be brought in at various stages of the engagement – E.g. Client over five years, originally had a Manager Median score 25%. Now, five years on, median is up to 80% which has resulted in higher profit, less turnover, better running operations “SALES BEHAVIOURS ARE FAIRLY SIMILAR ACROSS SECTORS. THERE MAY BE SOME INDUSTRY NUANCES, BUT IT’S TYPICALLY THE SAME”
ATTENDEES Madelyn Ring, People Director AGSM 2016 – Biggest FMCG company in the world based Nicole Kearns, Customer Marketing on EBITDA Peter Yeomans, Senior Sales Executive – Headquarter in New York, AB InBev a David Stingl, On Premise Sales Director Brazilian company originally, bought SABMiller and Anheuser-Busch – CUB was previously part of SABMiller – Australian business sits within Australia, India and South East Asia zone, headquartered in Vietnam How has the company culture developed as part of the merge of two big giants? – They cultures were quite similar, although there are small differences, the main values are aligned while – Beer is an easy game, it’s a fun environment Why are we on campus? because, let’s be honest, we’re selling beer – One of the driving principles is about attracting – Key differences - thinking vs doing approach and retaining the best people, hiring people that – SAB and ABI are beer people, ABI work at are better than ourselves a very fast pace and are good at connecting – We are Brewers, focused on quality product across their international a business – Master Brewers, big labor the supply side, Defjnitely brought the culture and processes, – making the brew been more about picking up brand rather than – Long history with AB InBev who date back 600 double roles years – CEO addressed dream people culture, ten principles On the ground in more than 50 countries – and serving 100 more We havearound 200,000 colleaguesin over 50 countries. We haveover 400 beerbrands. Our beer is soldin more than 100 countries.
– If you demonstrate high potential and high – CUB support the drink wise campaign encour- performance, you will move up pretty quickly aging responsible drinking – They will aim stretch you, you can move cross – Brands do make a difference, Corona partnered up with parley for the oceans, a percentage functionally, there is no real limit to where you of sales from Corona go into cleaning up the can go within the organisation beach, recycled rubbish made into sunglasses – Consistent superior top line growth that are then sold for Corona – The commercial priorities are clear, focused – In Australia more focused on growing the on either growing brands or reinvigorating category core brands – Nine zones around the world – Developing ‘near beer’ category, cider, – Australian headquarters in Melbourne flavoured beer (radler), to appeal to younger market – Mid strength beer is the fastest growing category in Australian market – There is a growing trend toward health and – Seen to be acting in a responsible way, invest well-being, have brought in Pure Blonde and a lot of money into responsible consumption mid strength beers to address this growing of alcohol market – Providing people with other alternatives – Very few of the products have the plastic rings any more, most six packs are shrink – Global brands, Budweiser, big in music and sport wrapped, aluminium vs glass, reducing costs – Corona all about the beach and Sunset for the customer but also looking at more – Stella Artois, all about the ritual and the nine sustainable ways of recycling step pour – Bringing in more and more craft beers Why work for CUB? – Fun culture, global exposure, with the ABI – Australia is most known for VB and Carlton Draft acquisition we are now operating in 50 – Creating a better world, focused on helping the different countries, lots of opportunities to community where their growers and manufactur- grow across the ABI network ing takes place, conserving natural resources, – They are focused on potential and developing saving oil during production and support small their people and they actually do it, senior business with the local grower managers have the same message and truly – In India, colleagues helping ladies in the com- believe in the ten principles munity to sell them the left over yeast at a – Really fun products to work with, you get to discount price, they then on sell to farmers for be at the heart of so many social occasion cattle, provide access to education to learn how and at so many social occasions to run their own business
– Company really invests in its individuals, supported finishing MBA, external business coaches etc – Dynamic environment, moves quickly as consumers are changing, lots of exciting things in the market all the time and you get rewarded if you perform – ABI has been great for the business as the culture really aligns, they are also passionate brewers, they weren’t just acquired by a PE firm looking to make some money – Poor behaviours aren’t tolerated and great results will come from having great people – There is not a manager within the organisation that he wouldn’t want to work for, and you will get given opportunities quickly – They value longevity, no hiding in the business, everyone has to perform – Not all businesses value long of service – Perform and move, three roles in four years, be given the chance to grow Recruiment? – Aligned to the principles, Dream People Culture principles, all interviews are around culture fit – Achievement focused people, high energy, passionate about what they are doing are selling Recruiment process? – Aligned to the principles, Dream People Culture principles, all interviews are around culture fit – Achievement focused people, high energy, passionate about what they are doing are selling – There are quite a few rounds, as they like to make sure you get to know lots of people in the business, lots of culture fit testing, three or four interviews – Only take PR in Australia but always the opportunity to work in the country you are from – Global MBA program, based in New York, are looking to do it in Australia but still working out how that will work – Currently only in a couple of countries – Performance based rewards EXPRESSION OF INTEREST NOW OPEN ON CAREER MANAGEMENT PLATFORM
ATTENDEES Charles Jobson, Director, Advisory Services NSW “A LOT OF THE TIME Procurement GOVERNMENT IS AN Amit Vats, Engagement Manager, Advisory AFTERTHOUGHT, AND YET Services, NSW Procurement IT IS ONE OF THE BIGGEST AGSM 2013 Anubhav Madan - Engagement Manager, INSTITUTIONS AROUND” Advisory Services, NSW Procurement AGSM 2011 – NSW government has $73.5b, the biggest Amol Chavan - Analytics Manager, NSW global companies are at $50b Procurement AGSM 2012 – This means the projects you work on will have a huge impact on transport, public – Government does have internal consulting safety, health, environment and people team, it’s a cost exercise services – 327,000 people employed by NSW government Why is consulting important in the government sector? – The government expenditure vs. GDP has seen a constant increase over the past 50 years, the number is getting to 50%. This means the citizens need more from the government “THE $1 THAT USED TO DO X YESTERDAY NOW TAKES $5” – Each level has its own responsibilities, although in some cases these – Reform is triggered by transformative and responsibilities overlap innovative thinking, these typically come – DFSI sits in state government, NSW from consultants, yet many areas can’t afford the consulting expertise that they require – The internal consulting team get access to really interesting projects that they don’t want to go out to external consultants, which are typically focused on cost saving projects “THE FACT IS $1 SAVED IS $7 EARNED” How big is it? – You are able to impact that bottom line – Revenue is tax $500b, the largest much faster than anyone else which why corporation in the world does not make procurement is becoming a key focus of $500b, we sit between federal and state both government and business
Why is procurement a critical function? – Senior consultant - Leading sub projects, – This is where a lot of the money is spent stream – Inefficient practices can affect the bottom – Consultant - Analysis, building decks, line drastically building strategies, dealing with clients – The money you save can be reinvested internal teams bringing about different economic outcomes – As you go through further up the list, your and it is important how you analyse the engagement with the client increases spend of public money – Every $100 saved goes back into building Why should you join? another hospital or another school, you get – Unique, complex projects that deliver value to see a very real impact on the Community to the community with a work life balance due to your work which is very satisfying – Amit bought the vests that the NSW police force wears Why is it so different - private vs public? – They work with 270,000 suppliers – Instead of feeding the investors pocket, you – A lot of the projects have a direct impact on are actually helping the community the citizens – More often than not, we are focused on the – Flexible and outcome focused cost side of things as it leads to a larger – Almost no travel as this is state based impact – Defined set of hours that are worked, flex hours available, you have the choice to What are the challenges? work the hours you wish, so long as you – The size, scale and complexity of the work your hours projects you are working on – Family friendly – Lack of resources is fairly common in government How do you benchmark? – Now procurement is a ‘whole-of-NSW – Team of project consultants is quite small, government’ function that consists of an will bring in contingent workforce where advisory services needed, they do compete with external consultants What type of projects? – Typically work will come through senior – Variety of challenging projects as well as leads of each cluster. They will be rewarding approached when they have a problem and – Example: it is much cheaper to engage internal team – NSW Ambulances - defined how the – It isn’t necessarily about the cheapest, it’s communication of ambulance NSW works about delivering the best outcome – Redefined scheme for home efficiency, – What does the client think at the end of the improving efficiency of individual homes engagement? Client ratings completed across the state after engagement which is no different than – Overall last year achieved $137.8m savings the other consulting firms – A lot of these projects are critical to what the government does, critical to the Interested? problems faced every day www.workforce.nsw.gov.au – Unlike the external consultants who are Senior consultant role available now working on the biggest problems to the Contact Charles to express your interest at: CEO, we work on the problems that worry Charles.jobson@finance.nsw.edu . au the Australian people, whether it be health, education, community services – What’s the recruitment process? – Case based “WE ARE BIG HIRERS OF – Analytics test AGSM!” – Interview process with a panel Roles : – Requires PR to be applicable – Director - Responsible for client relationship – Engagement manager - Responsible for the delivery of the project, end to end
ATTENDEES David Larocca, Partner, Transaction Advisory Services John Hare, Director, Advisory Manvi Goyal, Senior Consultant, Advisory AGSM 2015 Rajendra Gupta, Senior Manager, Technology Advisory AGSM 2011 Lisa Robertson, Senior Consultant, Technology Advisory AGSM 2015 Julia Rozo - Senior Recruiter INTRODUCTION TO EY VIDEO – David - Leads transactions practice, “STRENGTHEN GLOBAL, advisory and transaction is the less EMPOWER LOCAL” traditional area of EY Our service line and competency structure – EY underwent a big change 5-6 years ago when a new CEO joined, had a very Assurance Tax Advisory Transactions Core Business Services clear purpose, ask better questions, focus Business Mergers and Acquisitions Audit Performance Improvement Risk Management and Legal Tax Services Advisory on building a better working world for our Climate Change and Global Compliance Brand, Marketing and Risk Infrastructure Advisory Sustainability Services and Reporting Communications clients and the communities we work with Fraud & Investigation Indirect Tax EYC3 Restructuring Enterprise Support Services Dispute Services – This is now a very clear purpose as to how Japanese Operational Transaction Business Development and International Tax Business Services Services Pursuits we work with clients Real Estate Transaction Tax Finance and Operations Advisory Services Transaction Support People Advisory Services – EY is globally dominant, 250k around the Valuation and Business Modelling world All service lines split between Financial Services and Core clients Our global structure fosters a global mindset Advisory and transaction services are now pushing 50% of the business globally 110,000+ EMEIA 8.6 % growth 70,000+ Financial Services Americas Consumer 50,000+ 7% growth APAC, Japan Products & 11.3% growth Retail Government & 150+ Public Sector NATIONS Health & Life Sciences 250,000 US$31.4bn US$90m (FY17) GLOBALLY 7.8% FY17 growth COMMUNITY PROJECTS 7.3% increase Energy Mining & Metals – Most globally integrated in the big four, just four partnerships around the world, moving Real Estate & Technology Construction to one partnership model Telecommunications Media
– Deep sector expertise, each has a director Recent projects include: in charge of each sector, responsible for – Energy deal, where they used the investing in new capabilities to ensure EY money saved to reinvest in infrastructure are keeping ahead of the trend e.g.recycling capital – Sydney metro, $20b metro, driverless – David - ex banker, ex Macquarie, ended up service in project finance with a strong interest in – Financial advisors on the Sydney Light Rail infrastructure project – Joined EY in Infrastructure when three were approached to build the infrastructure John Hare, Director in Cyber Security advisory practice, which is now a team of Advisory 200 – Started out as a lawyer, joined foreign and – Very proud of our culture, strong focus on commonwealth office as a British diplomat teaming and well-being following law career – Spent a few years client side which made – Moved to Sydney in 2014 joined EY in 2016 him appreciate the advisory role even more to help build Cyber Security Practice – What was compelling? What does transactions do? – Cyber intelligence, cyber economics, – TAS business helps clients with their capital building war games in security agenda, four buckets fits most clients; – EY challenges you to think about ‘what do raising capital, facing disruption, optimising you want to be known for?’ situations, maintain investor confidence – They are answering the big questions people were asking about cyber security at the moment, how much should we spend on cyber security? What’s our exposure? Results? – Robust methodology for quantifying cyber loss – Transforms CISO’s dialogue with board – Putting things into dollars and cents always gets people’s attention Manvi Goyal – Intrinsic interest in human centred design thinking, has been with EY for two years and worked across six projects focused on performance improvement, procurement and supply chain, redesign of operating model, new transport/change management Strategy Buy and Integrate Sell and Reshaping Results Corporate Finance Separate project, – Enjoys the diversity of the work, diversity of Helping you transform or Enabling better Enabling fast-track Enabling strategic Enabling strategic restructure your decisions around growth and portfolio growth through better portfolio management, organization for a better financing and funding strategies that help you integrated and and better divestments the people, every day challenges realize your full potential operationalized to help you maximize future by enabling capital expansion and for a better future. acquisitions, joint value from a sale. business critical and efficiency ventures and alliances. capital investment decisions. Raj Gupta, EY Technology Exceptional Client Service – Started with SAP transformations, 10 years Connected-Responsive-Insightful Exceptional business modelling and analytics - Exceptional commercial acumen - Exceptional operational capabilities – Studied MBA executive, joined NetSuite which is now owned by oracle – Sell and separate, big part of the business, – Went to sales, cloud technologies, what advising the NSW government on energy are the business implications, how can deals technology enable and help them along – Corporate finance, helping government with their journey business cases, where to deploy capital in – Stayed in sales space, the joined EY 2014 the infrastructure space in it strategy and infrastructure architecture
Lisa Robertson, Senior Consultant, IT Strategy & Information – Spent 20s in arts and events, sought our career coaching and decided to make a path to consulting – Went into the design industry and commenced studying MBA Executive with AGSM – Design role experienced quick growth and was an exciting business, is where Lisa developed Technology expertise. A few years later, the team grown x10, and Lisa had enough technology skills to walk into the tech team at EY – Has worked across a few projects since joining e.g. education industry vocational training looking at how to bring in digital capabilities. Now seeing that the company is getting funding and EY will assist into next round – The people is the key thing that attracted Lisa to EY “IF YOU ARE INTERESTED IN THE BIG FOUR, YOU HAVE TO GO WITH WHERE YOU CLICK WITH PEOPLE” Enterprise Traditional ERP platforms (with an emphasis on SAP and secondary area of focus on Oracle) and also the 1 newer innovative technologies which have applicability across sectors Solutions Major Program Business integration for large and complex technology enabled transformations 2 Transformation IT Strategy and Advising CEO, CFO and CIOs on how to improve the performance of the business using technology, including 3 transition from legacy to innovation. Services include: IT strategy, IT procurement, operating model design, Transformation enterprise architecture, digital & cloud roadmaps, IT outsourcing and service management. Digital areas such as customer management, user experience, web development, content management, Digital and 4 mobile application development, social media, etc. Emerging Emerging technologies include: telematics, robotics, blockchainetc. Technologies Data Analytics Advanced analytics services – including cognitive, AI, machine learning, and data science services, Business 5 Intelligence and reporting services Data and information management services – including master data management and data migration RECRUITMENT INFO – Initial conversation about background, what are you interested in, what is your – EYC3 acquired three years ago to look value proposition, they are always keep after all things analytics; build reports, the conversation open, how do you see predictive, automotive modelling, intelligent yourself and career automation, how to leverage and combine – Doesn’t necessarily have to be right now with slower capabilities – Typically a three stage interview process – Technical interview/assessment centre or case study – Team coffee catch up – Partner interview
Portland ATTENDEES – They support; project based delivery, Antony Chesler, Client Engagement Director sourcing a particular category, taking to Trevor Clancy, Director of Operations market, assisting to clients to buy better, Christian de la Rica, Associate Director transform their operating model, may wish Neelam Joshi, Consultant AGSM 2016 to centralise operations Pablo Mezzadri, Consultant AGSM 2017 Lauren McGreevey - Recruitment – Operations - clients are using Infosys Portland capability to assist them in delivering particular services in procurement and supply, clients may not INFOSYS PORTLAND VIDEO have access to technology, capability or capacity, these projects are typically – We improve the efficiency and effectiveness delivered over 1-5 years of our clients procurement and supply chain activities – They take on lots of post-merger – Founded originally as a technology integration activity to identify synergies and company and was acquired by Infosys 5 opportunities years ago – They don’t specialise in any one industry – Infosys Portland are the only pure play procurement and supply chain player in Australia – Strong presence across Australia, one office in Singapore and one in Chicago with a satellite presence in NZ – Their vision is to be recognised as leading global procurement and supply chain consulting and outsourced services firm – Procurement Services Portfolios: – Procurement consulting – 95% agnostic to suppliers, however will – Outsourced category management and offer to smaller clients, who may not have category management support the buying power in highly used categories, – Outsourced procurement operations the option to leverage a contract set up for larger clients – Global workforce from a mobility perspective, the Portland Group business What are the emerging trends? origin is in Australia – Working more with robotics, process – Acquisition was to bolster Infosys’ capability automation activity, clients putting chat bots into procurement and supply chain into their supply chain – Leveraging technology to make things less – Three key types of services cumbersome – Short term projects, advisory 2-18 weeks – Currently not doing anything in particular with block chain – Discussing more 3D printing capabilities, an emerging space for most organisations
What about Amazon? – Infosys Portland have a strong culture of – Everyone is speculating what Amazon is doing activities together, Friday’s are beer going to do, the thought is to invest in their and stories, once a month they have a infrastructure rather than fight against, ‘Country Friday”, sharing food and trivia – Gives opportunity for smaller groups to from each others culture, monthly poker become more competitive tournament – Puts pressure on existing supply chain – Quite an exciting time, a lot is still unknown, – A lot of people who join Infosys Portland you have to be a front runner have the same sort of story, the Infosys – Infosys recently acquired lots of AI, similar Portland culture is quite unique, a lot of to IBM’s Watson good people wanting to help each other and do the best for their clients “BEING PART OF A GLOBAL – People are genuine, people stay in the organisation for a long time TECHNOLOGY COMPANY ALLOWS YOU TO ACCESS WHAT – Flat/level playing field, people are humble, THE WORLD IS DOING” not a lot of egos, people are approachable at all levels, ex-Portlanders regularly come What skills do you need? back to the office and stay in touch – Problem solving – Interpersonal skills – Rolling agenda of training, every two weeks – Stakeholder management – Influencing skills Do you consider candidates without – Analytical problem solving a background in supply chain and – Number crunching procurement? – Articulate – Almost all hires are professionals with ~3+ – Emotional intelligence year experience – Negotiation – Not necessary to have a background in – Assumed knowledge on advanced Excel supply chain and procurements skills – Good foundational skills – Analysis and interpretation of data with – Good technical skills the use of tools, you will spend more time – Good work ethic interpreting the data rather than crunching – We can teach the technical skills, focus – Analysis is a big part of what you do on the foundational skills, you need to be when you start as you need a thorough comfortable with ambiguity and dealing with understanding numbers, synthesising data, etc What does a typical day look like? Procurement is an emerging functional area in most sectors outside of manufacturing, it’s not a function that is well established, every organisation spends a lot of money but typically doesn’t do it in a strategic fashion – Infosys Portland work differently than most teams, they are operations based, you get to take a strategic view – Have a suite of solutions, which may or may not be suitable but as advisors, we don’t push applications, currently working with a University on downstream technology and designing a technical solution, if theirs isn’t the best, they won’t put it in
Professional development is taken very seriously, 6 monthly training catalogue delivered fortnightly, based on foundational skills – Work planning – Problem solving – Technical skills – A lot of training is done on the job, it’s the best way to learn – Provide a number of courses facilitated by external people l Recruitment Process: – Analytical test, excel and problem solving skills, how you think – Recruit throughout the year – Not a lengthy process Next steps? Send your resume, cover letter and transcripts through to: recruitment@infosysportland.com Address to Lauren McGreevey
ATTENDEES Excellence is developing technology Louis Bevilacqua, Director, Global Strategy to enable faster processes across the Magnus Gittins, Director, Global Strategy organisation – Developing proprietary frameworks e.g. the The Global Strategy Group offering has 9 Levers of Value framework evolved over time, was a joint venture between the Management Consulting practice and Deals Advisory practice They are currently trying to build the strategy practice, leveraging the full range of business units within the organisation KPMG is known as an accounting firm globally, KPMG stand for four different names EXAMPLE CASE STUDIES: ENTERPRISE STRATEGY – In business since 1890 – 29 offices across APAC – More than 174,000 staff globally – 8,000 Partners – Advisory practice brings in +$8Bb in revenues and operates in 156 countries GROWTH STRATEGY – KPMG Australia – 13 regional offices – Started as accounting firm but in Australia, Advisory now accounts for over 50% of the revenue – 2000+ consultants across Australia in Advisory alone – Global Strategy Group has 50 people in Australia and 1500 worldwide OPERATING STRATEGY & COST Global Strategy Group – Global Centre of Excellence, developing content that is being shared across all regional offices, frameworks are being developed which are unique to KPMG and the Advisory team – Global thought leadership - Shared technology and infrastructure, across a knowledge bank, Global Centre of
DEAL STRATEGY – Acquisitions can tend to be value-diluting; when you buy a consulting business, you are buying people and they don’t need to stay, acquisitions can sometimes cause culture issues – All big four need to sell that they are not just accounting firms anymore, it’s about selling the KPMG brand - we have legal, tax, strategy experts available at value price point INTEGRATION, SEPARATION & JOINT VENTURE – Global Strategy Group is looking to grow 15% percent by next years across all levels Recruitment Submit expression of interest via Career Management Platform Address cover letter to Helen Bannister Closes: 30 September 2017 – KPMG have an M&A team who are focused on the valuation and transaction/negotiation side of acquisitions – Strategic look at the rationale of the merger, is there upside to the operations? Can we do something post acquisition? How cross functional is your team performing? Do you work across the four pillars? – There is a dedicated KPMG IoT team that is leveraged often – Mostly cross functional to a degree, mostly Global Strategy Group consultants are generalists – There is some specialisation in the PMO team “GLOBAL STRATEGY IS MORE THE ARCHITECTS AND NOT THE BUILDERS, AND THE MANAGEMENT CONSULTING TEAMS ARE THE SPECIALIST BUILDERS What is the differentiating factor? – Big four are now all have a strategy consulting function and KPMG is building theirs from the ground up rather than via acquisitions
IN AFFILIATION WITH EVERCORE ATTENDEES “INDEPENDENT APPROACH IS VERY Lloyd Jardine, Associate POWERFUL IN THE MARKET AS WE Robbie Girdler, Analyst ARE NOT JUST SELLING A PRODUCT” Luminis Partners is an advisory firm specialising Anatomy of the Deal in corporate strategy and M&A – Appointed to act for Laser Clinics Australia by – Partners in Luminis are some not the most one of the shareholders experienced people in the market, relatively – Laser hair removal, cosmetic injectables, young firm largest provider of non-surgical aesthetics – Founded in 2015, grown from 3 to five markets partners already – 80 sites Australia wide – Worked on some of the largest transactions – Started working with them in January and e.g. Westpac and St George merge - $18b, oil completed the sale just recently industry take over $11b – Forecast growth in the laser hair removal – Private equity work market of 20% and cosmetic injectables at – Buy side - Rebel Sport 45% – Sell side - Healthcare (one of the largest hospital operators in Australia) – As part of the sales process, they also – They aren’t constrained to a specific area, get provided detailed plans to grow into to work across a range of industry Tasmania, WA and NZ – Has successfully disrupted the medical Services we provide? industry, who used to provide these types of – Luminis is all about providing independent, services, by providing affordable treatments conflict free advice in convenient places. You will typically – Won’t use its balance sheet like a bulge the clinics where there are lots of retails bracket investment bank might, don’t sell businesses or lots of foot traffic shares, only sells independent advice – Focused on strategic advisory, identifying – One of the biggest businesses of its kind in strategic options facing a company, what the world are the pros and cons, provide independent – Exciting to try and sell but created problems recommendation on where and how to as there wasn’t really an observable company proceed that relates to it – This independent advice helps to form a long term ‘trusted advisor’ role with client, which – Before taking it to market, you spend a lot of can then lead to M&A work, advise on selling time getting it ready businesses, on acquisitions e.g. MetCash – Getting all the financials together buying Home Timber and Hardware last year – The selling stories together – Equity capital market transactions – Figuring out how to present the opportunity to industry Completed Transactions – Worked with consultants to come up with market description, growth potential, market Adviser on its unsolicited Adviser to Origin Energy on the Adviser to Archer Capital on its Adviser to The Growth Fund on sizing proposal from Woodside sale of Contact Energy sale of HealtheCare to Luye the sale of Laser Clinics Australia Petroleum (A$11.2bn) (NZ$1.8bn) Pharmaceuticals (A$938m) to KKR (A$650m) – Important to articulate why it has been so successful – Once all the materials are ready, you are in Advisor to Metcash on its Advisor on the unsolicited successful acquisition of Home Financial adviser on its takeover bid from G8 and RCG Corp in respect of its Timber & Hardware and control of the discussions A$482m IPO subsequent agreed sale to acquisition of Accent (A$200m) associated capital raising Anchorage Education (A$214m) (A$165m) – Conduct conversations with a wide range of buyers, both domestics and international, Advisor to Ausenco on its there were a lot of Asian parties interested, Adviser to ECN on the sale of its unsolicited successful Australian business to oOh!media privatisation by Resource Capital (A$68.5m) Fund VI (A$153m) as well as a lot of the private equity guys
– Facilitated an Asia roadshow to meet a lot of the potential buyers and give the management Pre Process Preparations Indicative Bids Phase Binding Bids Phase team an opportunity to meet potential buyers Drafting Asian Roadshow / Due Diligence Data Room Sale Marketing Management Negotiation Input on SPA – Following this, they invited a select group to Queries Materials Presentations do their due diligence, they can then submit Coordinating Supplementary DD Regulatory their interest Vendor Due Financial Model Financial Analysis Site Visits Modules Management Diligence – A small group of potential buyers is then taken to the next step and provided with all Bidder Vendor Management Media Bidder Soundings Flow of Funds Targeting List Management Preparation Management the business materials in order for them to undertake full due diligence “WHILE YOU TRY TO BE PROACTIVE, You have to manage a lot of stakeholders. YOU NEED TO BE REACTIVE AS Working with: WELL, THINGS WILL OFTEN 1. King, Wood & Mallesons CHANGE” 2. EY Challenges? 3. L.E.K led the market sizing – Really attractive asset to work with, lots of 4. Deepend Services positive attributes, wasn’t as hard as it can be in other cases – The consulting guys approached the situation – High growth industry, get people to buy into it quite differently and trying to understand the – Lots of focus on regulatory risks, who are the market was interesting process people injecting, what are the oversights – Once you remove all the hair, won’t there be a – How do you know the government won’t slump? change the regulation? – Younger people getting into injectables, – How do you know that the roll-out will work? moving market – Have to manage the various bidders – How many stores can you open – Have now got the product market fit and – Quite a bit of work in aligning the messaging the work that they are doing has been very – Once into the actual process, all the buyers well received, to the point that they are now have their own commercial, law, consulting finding repeatability in the business model services as well – Corporates investing in innovation in a way – You end up working with a broad range of that VC would people across the deal – Great exposure to client and senior manage- – You have to be across all the regulatory ment, small teams concerns and what information ends up in the – You are working front and centre on a deal, not press really just sitting in the back offjce – They will often engagement management – Well rounded skillset developed at Luminis, consultants work on these types of deals, Deepend was engaged for the fjrst time as a people come from diverse range of experience – retail specialist Very young fjrm, get a chance to get in while it – – Data will end up being a much bigger focus on grows, there is immense growth due diligence processes going forward - CRM, – how many customers you have, how are you EXPRESSION OF INTEREST NOW OPEN ON contacting them, how will this help you drive CAREER MANAGEMENT PLATFORM business in the future? Why Luminis? Who We’re Looking For Luminis offers its new hires a range of distinct advantages Luminis prides itself on hiring great people – Work closely with partner, Evercore, a New “We invest a lot of time and energy to identify the right people because we believe Senior York based, ASX listed organisation that exposure Work directly with Partners and Directors on live high-profile that the quality of our advice is directly linked to the calibre of our people.” on blue-chip transactions across the investment banking spectrum deals helps to identify potential business globally, Well- Build skills and experience working across rounded multiple industries and learn how to translate your helps them get in touch with the right person Interest in Energy Analytical Enthusiasm development sector experiences for clients in different fields M&A in an organisation No Immediate opportunity to advance your career in a merit- rigid based culture hierarchy First-class Strategic Well-rounded Entrepreneurial Strap communicators thinkers yourself Be integrally involved in the firm’s continued – People like to do site visits, have a look at in for ramp-up and success growth some of the clinics, seeing how everything Strong international connectivity via Evercore Partners, Natural Record of Genuine Problem International including opportunities for cross-border transactions and leaders achievement interests solvers network works, helps to put things into perspective career development opportunities Give when you are spending so much time in the A portion of Luminis’ profits are directed to the something Luminis Foundation for community causes back office
ATTENDEES “AUSTRALIA ALWAYS PUNCHES Ben Fletcher, Lead, Generalist Partner ABOVE ITS WEIGHT IN TERMS Alasdair Johnson (AJ), Operations Partner OF INNOVATION” Rob Allan, Implementation Partner AGSM 2005 PRAKASH RAVIDRAN Daniel Murphy, Generalist Associated – Started as software engineer after AGSM 2015 undergrad, hated it and decided he wanted Zhanar Altybayeva, Generalist Associate to go to the business side of things Sana Naseer, Generalist Associate – Completed his MBA in the US Prakash Ravindran, Digital Associate – Joined McKinsey a year ago in their digital Raisa Mallare, Recruitment team Nina Wolf, Recruitment DANIEL MURPHY “WE RECRUIT A DIVERSE – Completed full-time MBA at AGSM and RANGE OF PROFILES NOW, joined McKinsey following an offer via Careers Month CONSULTING IS VERY – Background in finance/actuary DIFFERENT THAN WHAT IT WAS – Has found that there is definitely the FIVE YEARS AGO” opportunity to have work/life balance and has stayed in finance which allows him to ROB ALLAN work predominantly in Sydney – Started his career in medicine, then moved to business after completing his MBA at SANA NASEER AGSM – Prior to Business School was an engineer – Joined McKinney after MBA, didn’t intend to in the tech industry, wanted to change and make it a careers, stayed for four years work across industries – Left to do PE/VC in the US – Completed with McKinsey in telco, mining, – Came back to Australia to run a publicly financial services listed company in Australia – Has a 2 year old and a family, and has – Was approached by McKinsey when made her consulting career work with her they were setting up the implementation family as a priority practice, now rolled out globally ZHANAR ALTYBAYEVA – Currently completing Ph.D., looking at organisational change – Started in Kazakhstan office – Just started a new role within McKinsey as – Joined McKinsey following an investment Global Head Expert within the Culture and banking career Change division worldwide, looking at the – Has found that in four years, she has never ‘science of change’ been bored, variety of engagements BEN FLETCHER ALASDAIR JOHNSON (AJ) – Partner, heads up Marketing and Sales – Completed Business School in the 90’s practice in Australia and NZ, 50/50 time in following a career with the military, joined Auckland and Sydney McKinsey in Italy post-MBA – Completed MBA at Stanford – Then left to work in corporate finance and PE, drifted into operations consulting There appears to be more experienced and invited to return to McKinsey 8 years hires within McKinsey, which companies do ago to set up what is now McKinsey you typically recruit from? Implementation, which now has 700 staff globally
“IT’S NOT JUST ABOUT COMING – We don’t really care which company you are from UP WITH THE SMART IDEA, IT’S – Our philosophy with recruitment is all about ABOUT HOW TO CONVERT THE finding talent SMART IDEA INTO DOLLARS” – We don’t really recruitment from particular industries for generalist consultants How do the different McKinsey teams – Different practices will have a different collaborate on engagements? focus, i.e; recruitment for the operations – As we have moved from consulting being practice would look for a more operationally a generalist model i.e. all ex MBA’s, it has focused background etc been very challenging – In short, your previous company is – Sometimes clients think consultants come irrelevant, talent is what we care about in and give boxed solutions and walk away, the differing capabilities help to bring the “WHAT DO WE LOOK FOR? solution to life e.g. instead of just presenting ARE YOU NATURALLY CURIOUS the idea, they will build a pro type to ABOUT HOW THINGS WORK OR demonstrate the solution to the clients DON’T WORK” – Means that global expertise is very easy to access – Staff teams very differently now - what is Why is an entrepreneurial mindset so the objective the client needs to solve and important at McKinsey? who is the best to achieve that? – An entrepreneurial mindset is one of the six – All about delivered outcomes metrics people are measured on at the firm – One global firm, you can pull staff from – How do we help our clients in ways we are anywhere in the world, one global staffing currently not helping them? For example, model, one global revenue pool AJ joined the firm believing McKinsey was missing a core element of assisting clients, “IT IS REFRESHING FOR OUR hence the creation of the implementation CLIENTS TO BE ABLE TO practice – It’s about taking ‘good risk’, they are looking BRING A BUNCH OF DIFFERENT for the right sort of risk takers, this is the PEOPLE TOGETHER - hallmarks of success DESIGNERS, TECHNICAL PEOPLE AND GENERALIST CONSULTANT “IT’S ABOUT CREATING YOUR TO TRANSLATE THE MESSAGE” OWN MCKINSEY” What does the future of consulting look What is McKinsey currently doing to like? support innovation within the organisations – McKinsey pride themselves in being you work with? independent advisors, “we turn down work – McKinsey support clients through the full if you don’t really need us or that’s not right gamut of innovation for you” – Set up Innovation Labs/Garages and work – The obligations of CEOs are ridiculously with clients to generate new and creative onerous and the complexity of how we ways to provide value serve clients has changed, now using an – They have ties with external agencies expert driven model, so need to provide to bring in external ideas in, corporate access to experts in a global model venturing exercises – There is a need to buy in a lot of different – Commercialisation and scale capabilities, design studios, analytics – Have seen a lot of focus on costs for the studios etc, they are currently buying/ past five years, now it’s about how do we acquiring someone new each week which is turbocharge the top line new for McKinsey – Currently working with a number of governments to improve their innovation capabilities
– Breadth of expertise means staff have lots “WE ARE AN APPRENTICESHIP of chance for mobility, about half of the MODEL, EVERYONE WITH McKinsey representatives presenting were EACH FIRM IS IN CHANGER hired into the Australian firm OF MAKING OTHER PEOPLE GROW” “DIGITAL IS JUST ANOTHER BOW THAT A CONSULTANT SHOULD – Apprenticeship model is formal and informal HAVE IN THEIR TOOLKIT” – There are performance reviews after each engagement, weekly catch-ups What does work/life balance look like at – The partners are measured on how much McKinsey? they have been supportive of their teams – This is typically one of the biggest questions for an MBA, and traditionally What is the hiring process? consulting is associated with very long – Consistent across the group, is this person hours someone that makes the bar? – Australia tends to be great with work – The bar is the bar, no one coming into life balance to start with, so clients are McKinsey doesn’t meet the bar understanding about the importance of life – Looking for naturally curious people who outside of work, which makes your work loves solving problems more targeted – You can apply for one and get directed to – There are practical initiatives, generous another if they feel you are fit somewhere holiday bonuses, generous maternity leave, else Take Time program – The process may vary depending on which – When on a study, it comes down to team expectation setting with your team – Looking for evidence of: – You can implement informal flex options 1. Problem solving during studies during the team kick off, 2. Drive where is discussed how each team member 3. Impact like it work, what are their lifestyle goals, 4. Leadership you are encouraged to be very open about your priorities Recruitment tips? – Ability to take two- three months off per – If you want to do consulting, apply for only year, - consultants work very hard and will a few firms often use this and the Take Time program – Your career is a journey, you don’t know to recharge when you’re are going to end up at your – 3-4 day model is available dream job – Interview process is about fit AND case “ANY IDEA HOW MUCH WE ARE interview INVESTING IN KNOWLEDGE FOR – Pick five stories that show who you are – Thinking about the “I” in that statement; OUR PEOPLE? HALF A BILLION what were you thinking and feeling DOLLARS” – They want to understand who you are, how you think What do you recruit for in the digital team? – It’s nothing more complicated than – – McKinsey have lots of people without a “what’s an example of when you failed and tech background, there is more focus on a what did you do about it” persons’ interest and passion, they’ve hired scientists etc “THE FIT IS EQUALLY AS – The firm has amazing resources, allowing IMPORTANT AS THE CASE you to quickly absorb information from INTERVIEW” people who have been doing this for 20+ years
– The case interview will be an example of – The quantitative part of the question will be easier to answer if you have drawn out the the real work the interviewer has done problem – Want to see people be interested to try – At the end of the case, you will be asked for and crack the case – “we worked on it, you your recommendation. Be defjnitive, take a need to be excited” stand! – Don’t fear the case! Be excited! “think - you’re going to give me a problem and I get “FORGET THE BOOKS OF HOW to solve it with you” YOU LEARN TO SOLVE THESE “DON’T OVER-PREPARE FOR PROBLEMS, REMEMBER THE THE FIT INTERVIEW, IT SHOULD HUMAN BEING YOU ARE, BE BE A CONVERSATION” CURIOUS” What about the case interview? – Clarify the problem and ask questions – Replay the facts back to the interviewer in a way that allows you to elicit more information, don’t just repeat it back word for word – Draw out the problem on a piece of paper to allow you to go back to certain parts of the problem – Ask questions – “why do you think XYZ” – Structure out the problem and show it – “there are three reasons why that may be..”. Numbering the reasons shows you have thought through the problem and deduced 123
ATTENDEES – If you are looking to join Microsoft, it is Laetitia Fortescue, Partner Development important that you have an opinion on this Manager AGSM Current Student and what digital transformation needs to you Weng Pui Lam, University Recruiter Shaf Nurul, University Talent Sourcer – Microsoft went through a bit of a slump, wasn’t the sexy company anymore, Apple What is technology, what can it do? was launching game changing products, – Problem solving Google was disrupting – Scale business – Progression of civilisation – Microsoft’s new world view, think about the – Connecting people industry as a whole – Speed – Where are we in ten years? Mobile first and cloud first – Microsoft has been in the technology industry – The concept of mobility is not just hardware, for 4 years but now looking at accessing the data how – The technology available and how people and where you are, where mobile and cloud consume it is changing rapidly - how meet we capture information, how you share – How do you integrate mobile and cloud? information, how they recommend other What Microsoft is trying to do is different - information, tagging capabilities multi device – We are well known for operating systems and – For example, see the pace of industry, past productivity twenty years top 5 market capitalisation: – Serverless, creating platforms that enable other organisations and partners to be successful in – 1997 no specific industry focus - GE, Coca the next industrial revolution Cola, Exxon, Microsoft Microsoft & Digital Transformation Video – 2007 dominated by petrol - Exxon, GE, Microsoft, Shell – Autonomous vehicles, a good proportion of – 2017 all technology companies - Apple, cars will be driverless cars on 10 years Alphabet, Microsoft, Amazon, Facebook – In the US 20% of jobs are to do with driving, what happens to these jobs? – Microsoft has been in top five for the last – What happens with the fast food industry twenty years where organisations are automating everything? “OUR INDUSTRY DOES NOT RESPECT TRADITION, IT ONLY RESPECTS – This is an expanding opportunity, intelligent INNOVATION” cloud and intelligent edge is a $4.5Tr opportunity – Companies fail when they embrace what they – This is why the top five companies are tech are good at, not what is on the horizon – Digital transformation not just about cool products but what customers are doing to – 1970, formed Microsoft with the vision “a maximise their use of technology computer at every desk and in every home” – Needed to create an operating system that – Microsoft mission is now to “empower every works for all, Micro + software = Microsoft person and every organisation on the planet to achieve more” – The concept of computing is changing as well as we are now entering the fourth industrial revolution,
“AS A CULTURE WE ARE MOVING – Get your LinkedIn looking sharp and make sure to get some references on your profjle FROM A GROUP OF PEOPLE – Reach out to recruiters, be proactive, show WHO KNOW IT ALL TO A GROUP your interest, leverage your networks, 2nd OF PEOPLE WHO WANT TO and 3rd degree network, met people to get an LEARN IT ALL” understanding of how the organisation works and where you might fjt – Prep well for you interview – Purpose driven culture, hiring on alignment to the culture How many rounds? – Want to hire a workforce of people who want Laetitia went through four rounds for fjrst role, – to be learn it alls, not know it alls, allows us to didn’t get as wasn’t technical enough but was be more relevant to whatever is over that next told she was a culture fjt and recommended to curb go after another role within the organisation – Combination of case and behavioural, if it’s a MACH Program technical role they will be some testing – MACH Program, dedicated MBA program, – You can expect to speak with the hiring global on boarding program that allows you to manager, someone in the same role as you, understand the machine, travel twice around someone who will be assessing your culture fjt, the world, once to Madrid and once to Vegas someone who is your counterpart – 18-24 months – Recruitment is a local team but work in a global – Gives you an opportunity to realised just how function big Microsoft is – 120,000 people across the world “BE ONE WHO EMPOWERS – Mach MBA 7 years of work experience and below, if you have more than 7 years MILLIONS” experience, they suggest you apply for the industry roles FOR MACH PROGRAM – Candidates from MBA Executive not APPLICATIONS, APPLY VIA: applicable CAREERS.MICROSOFT.COM/ STUDENTS/MACH – Microsoft in Australia is primarily a sales and marketing operation but there are a lot of opportunities available across those functions FOR INDUSTRY ROLES, APPLY and they are hiring heavily, technology VIA: strategist, partner development, partner marketing, sales and marketing function CAREERS.MICROSOFT.COM Industry roles – There has been a lot of change recently, changed titles two months ago, role now looks after most strategic market partnerships and leveraging cloud Services and optimising digital transformation – Have a look online, MBA is a big tick box for Microsoft Tips – Culture is key, be genuine about where you feel you fit best – The people are so passionate, work is full on but it’s stuff you enjoy, feel like you are making a difference
– Only ever worked in Sydney, but feels ATTENDEES like has worked around the world due Kate Huggins, Partner, TMT to the diversity in the organisation and Bram den Hartog, Director, Strategy & Growth international secondees Transformation – Has been a career consultant but had a Andy Bateman, National Lead Partner, ‘brain snap’ and decided to be the start-up Innovation Strategy guy. He has come back to Monitor Deloitte Karan Anand, Director, Strategy Consulting part time, 3 days working as a strategy consultant and 2 days on his start-up and not for profit interests. This arrangement Monitor Deloitte is the strategy practice within has been very successful and he was the professional services firm promoted while on the part time basis – His main focus is on financial services Bringing design thinking into the board rooms, which was one of the reasons why the Monitor “THE SYDNEY OFFICE IS VERY brand was so attractive when the acquisition with through in 2013 MUCH A MELTING POT” – 50% pure strategy work – 50% smaller strategy pieces with large ANDY BATEMAN scale business transformations, cross – Joined three months ago from a marketing function working and advertising background to head up the National Practice for Innovation Strategy KATE HUGGINS – There are multiple definitions of what clients – Partner in Monitor Deloitte for four years, see as innovation, but what is it really? leading telco, media, technology practice, – Deloitte has a strong heritage practice in background in strategy, joined Anderson in innovation and innovation strategy London in 2000, moved to Sydney in 2005 – It requires a horizontal approach, – The consulting practice has been the trying to solve innovation challenges growth engine of the firm requires bringing in all parts of Deloitte, – The collaboration between the strategy internationally as well as local and digital space is quite mature now, so – Getting used to the nature of the most projects involve working across the partnership. He was previously with Telstra full Deloitte business units, Deloitte Access and the partnership model is really quite Economics, etc different. You aren’t an employee but a part – Seconded to executive role client side for 2 business owner, responsible for actually years, found it strange that it was so rigid building the business together and adverse to change, partnership model allows for entrepreneurial culture “SO WHY DID THEY HIRE ME? I WAS DIFFERENT ENOUGH. BRAM DEN HARTOG AS BUSINESS AND PRACTICES – Started in with Deloitte Strategy and Operations in 2005, seconded to Sydney GROW, THERE IS A NEED FOR and has been here for six years PEOPLE THAT ARE DIFFERENT – Focused on consumer industrial products, ENOUGH, WHO ALIGN WITH retail, manufacturing THE CORE VALUE OF DELOITTE, – Variety, culture, growth, opportunities BUT HAVE A DIFFERENT WAY OF within the firm, lead recruitment for Deloitte Sydney THINKING” KARAN ANAND
– Mentality of building businesses and looking at the 10 year horizon developing products, is quite unusual – Had two teams playing the client and two at Deloitte, maybe because they were teams played their competitors previously an underdog in the market? – Gamed different scenarios, behaving as – A new CEO was appointed three years ago competitor, regulator, client - How do they and has built a culture with a strong focus make these very complex choices when on health, work life balance, flexible work faced with this scenarios? arrangements for families, i.e. you are able – Set up live Skype feeds, had an informant to take four months paternity leave in each room, distilled all the information and would take a shock back to them – “This has just happened, how are you going to respond?” – Engaged a Live Visualiser drawing out the conversations that we’re having – Now taking this out in a more concerted way to market and recently purchased a virtual reality company and they are developing this as one of the new offering they are taking to market – This war game workshop was run a year – From issue to impact, making impact that ago and they are now seeing the changes matters and seeing true value come to life in the papers – Partner with clients on multiple small projects over 2 years. Companies never I nnovation Strategy – Moving fast, prototype and scale start off saying “I would like you to come A new I ndustry in for the next two years”, always start with business first in 1 0 adjacent the smaller stuff w eeks new offerings – They work in quite small project teams, 5-7 mixed teams, client + Deloitte, seeing more AI A living and more that they embed people from the service lab for chatbot experim e -ntation 3 w eeks clients into their teams to MVP How do you overcome change resistance? – CEO, CFO, MD, all have different agendas and a different way of looking at the “3M MAKES MORE MONEY story. The flow on effect of your work can OUT OF INNOVATION THAN sometimes mean that the CEO steps down. ANYONE ELSE WITH ALL THE It can be a hard environment DESIGN THINKING POST-ITS” Opportunities & Threats in the Australian Telco market What is your defjnition of innovation? – CEO, CFO, MD, all have different agendas Innovation is basically making stuff that didn’t exist before, a viable new offering. It has to be sustainable and it has to be new – Transformation - new to you, new products, We used ThinkTank, a … and setup live skype … which was used to browser-based facilitation feeds from each playing gather insights and new business, new channels platform that enabled real- team to collect team visualise live through time collection of team discussions and choices … a creative designer – Australia has had 23 years of sustainable inputs… economic growth and a ‘she’ll be right’ – They use the Playing to Win method by attitude. Where is the burning platform Roger Martin, choice based strategy that causes people to innovate? Innovation – Built a simulation, war game and brought strategy looks a lot like corporate strategy in 30-40 top executives to an immersive space and complete a two day experience
What are Deloitte looking for? If you plan to apply to Monitor Deloitte as well – Diversity in background as some of the other business units, please pri- – Are you a practitioner of the future? oritise your application for Monitor Deloitte first. – It is expected that you will have core skills but high also high in EQ, TQ (tech literate) If you are unsuccessful in being invited to in- and CQ (customer focused) terview for this practice, send your resume and cover letter, expressing your interest in which business unit, to Ellie Kostopoulos at ekostopoulos@deloitte.com.au Applying When: 29 September 2017 APPLI CATI ONS Where: Deloitte Careers Portal: http: / / careers.deloitte.com/ jobs/ eng-AU Please search for the AGSM job posting: Monitor Deloitte: AUEXP140000 Other Service Areas: ekostopoulos@deloitte.com.au 1 ST ROUND What: 2 x 60 minute case study interviews with Managers or Directors I NTERVI EW S What: 2 x 60 minute interviews with 2 ND ROUND Partners I NTERVI EW S OFFERS
ATTENDEES – Bring in likeminded people, brings together Virginia Kane, Senior Consultant AGSM2015 a community that they do a bit of business Daniel Royal, Senior Consultant development “IN MODERN ENGLISH, NOUS REFERS TO A COMBINATION OF KNOW-HOW AND PRACTICALITY, INTELLECTUAL SAVVY” Our reasons for being defjne us? – Positive influence – We aim to do the that add value than detract and will consider clients and projects that they will work with – Intellectual stimulation – Work hard but are thoughtful in how we do that – Seek out energy and potential for growth in their individuals – Care and connection, they care about each other as people and colleagues – Revenue and profit DANIEL - LIFE AT NOUS? – Focuses on business strategy, organisational performance and customer experience work BEYOND CONSULTING? – Favourite project - hospitality provider, – Launched Nous House at the beginning of 60 sites across Australia, did the strategy last year, a co-working space, means they and then were engaged to implement the can now bring in clients to work alongside strategy them at their offices
– Client wanted to be more customer focused, and performance coach, to guide you and so they spoke to customers, front line help navigate through the organisation, to staff, executives - what did they want the advocate for you and assist with difficult customer experience to be? conversations – What does that operating model look like, – Virginia’s previous professional background what is the it strategy like was in PR and sports marketing in New – Company owned by private equity, fast York. paced, results driven project – Her first project at Nous was in mental health project, has completed lots of work “THE FIRST SIX MONTHS ARE with Universities, currently focused in financial services, you get to experience a CHALLENGING, ESPECIALLY FOR broad range THOSE WHO AREN’T FROM A – Recently moved from Sydney to Brisbane CONSULTING BACKGROUND, IT’S A office as part of the secondment NEW WAY OF WORKING OF THINKING” opportunities at Nous – Day to day varies – client visits, business development, BUSINESS MODEL Why we exist and the Vision focus group, developing choices we make to Purpose enable this Strategy customer journey maps, phone interviews with clients, Value delivery How we (Customers, service offering, document review for another deliver value value proposition & brand) client How our financial Financial model performance is (profitability, investments, finances) “YOU’LL NEVER FEEL determined LIKE YOU KNOW OPERATING MODEL The people Capability and capacity External alliances Culture elements that ENOUGH, OR THAT (Skills, knowledge, (Delivery partners (Mindsets & behaviour) drive results attributes & staffing & champions) levels) YOUR SOLUTION IS THE PERFECT SOLUTION. Governance Business Business The core enablers to Technology Physical and and structure processes intelligence intangible assets achieve success YOU NEED TO GET (Roles & and service accountabilities) provision COMFORTABLE THE AMBIGUITY AND WITH VIRGINIA’S FIRST SIX MONTHS AT NOUS A CONSTANT LEVEL OF – You will join the organisation in a group of ANXIETY” 20-30 people who start together, provides a community to start with. Begin with offsite LIFE AT NOUS VIDEO training, get to know a number of people across the business Australian owned firm so do need to be a – The expectation is that you won’t know current Australian resident to apply for roles. everything, but there are structures in place Recruitment is on a rolling basis. to support Opportunities will be posted on both the AGSM Jobs Board and the Nous Careers page.
Port Jackson Partners ATTENDEES Where do we sit in the market? Matthew Roope, Partner – Boutique strategy firm, sit alongside the Edwin O’Young, Director AGSM 2003 MBB Felicity Hughes, Sernior Associate – Not particularly process driven, will not Cody Aaron, Business Analyst AGSM 2017 complete a large cost reduction or change program – PJP are quite distinct in their focus in the Port Jackson Partners are a leading strategy market consulting firm with a strong reputation in the market Port Jackson Partners’ proposition – Work with CEO, board level executives, both local and global Price/Quality – Lots of policy work with Senior federal and state government McKinsey/ PJP BCG/Bain – Firm is 26 years old with 50 people in Strategy&/LEK/ Sydney Oliver Wyman/AT Kearney PIP Crescendo Accenture/Deloitte/ Nous KPMG/PwC/EY – Founded by two ex-McKinsey alumni, Fred Momentum Hilmer and Terry Arcus Individuals Specialists Idea–intensive Process–intensive – Work as trusted advisers amongst C-Suite executives on their most difficult problems – What are the goals and aspirations for the organisation? Strategy goals? Financial How do we define success? goals? Which markets should we enter? – PJP achieve lasting impact on their clients – Very data driven firm working in small performance experience teams, 2-4 people – Providing insightful problem solving leadership to CEO’s most critical strategic issues Why pursue consulting? – Building a practice that attracts and – You get the opportunity to be part of develops the best people significant impact on clients, direct corporate strategy to deliver superior – PJP do not focus on problem solving performance, setting the corporate direction as an intellectual pursuit but as applied of some of Australia’s largest organisations problem solving, helping their client to be – PJP work on the most complex issues, what courageous in what they do are the issues keeping the CEOs awake at night Providing insightful – The work is creative and idea intensive, problem solving PJP don’t deliver a set standard product leadership on – You get to be involved in very high level Achieving lasting CEO’s most critical impact on client strategic issues projects, working on the most complex performance issues at CEO level, which are always interesting problems to get to work on and extremely satisfying – You can be assured to have a large impact, often on national and social matters Building a practice that attracts – Excellent opportunity for personal and develops development when working in this type of the best people environment
FELICITY HUGHES - SENIOR ASSOCIATE, WITH What makes us a unique place to work? THE FIRM FOR SIX YEARS 1. Top tier clients – Consultants have a great breadth and depth 2. World class principals of backgrounds 3. Earlier career development opportunity Our consultants: Arts 4. A close knit firm — All have either a First Class Law 4% These are the four dimensions makes them Honours degree, or at least a 11% Distinction average Commerce distinctive to their clients as well 42% — 25% have a double degree, Science 16% 14% are University Medalists MATTHEW ROOPE - PRINCIPAL, WITH THE FIRM — Many have undertaken postgraduate study FOR 13 YEARS — Some have prior experience 27% – Engaging top tier clients, and working on in industry Engineering their most critical issues — All have a track record of leadership, integrity and – Top tier clients is not necessarily measured initiative by biggest by revenue, profit, or household There is a level of exceptional achievement names, but are organisations who are amongst all their people, whether it be leaders in their field, who have the capacity academically or personally to shape industry and the economy – High impact work - imagine the CEOs to do Training and Development? list… PJP focus on the top three or five on – PJP realises that each of their consultants the CEOs to do list are all individuals, there is no ‘one size fits – One office in Sydney but work has quite all’ view to training and development an international flavour, Australian clients – Business model means you work in quite take us internationally, postings in Thailand, small teams, and most of the time you Auckland, Mongolia, Papua New Guinea, will be working fairly directly with the PJP Middle East, Europe principal, unparalleled learning opportunity – The nature of the work puts them out on a – From a practical point of view, you will be in global stage all those meetings, you are seeing how all – Being able to work side by side with that evolves Principals of the highest calibre and draw – From a client engagement point of view, it on their years of experience is quite exciting is very easy to bring a small team in so you – Much of the staff have built a career with get to be at all the important client meetings PJP and spent many years with the firm rights from day one, access to Australians top CEOs, and get to see how these problems are solved right through the senior levels – You are able to present on your own work, everyone who has contributed can speak about what they have done and how that’s contributed – L&D is delivered in a way that is very flexible and linked to what you specifically need to focus on – You will not start as a cohort, your induction will be tailored to your needs: e.g. someone joining with an arts background may go L&D through focus on excel, analytical capabilities – Deliberately structure teams in a way that someone has the capacity to provide the day to day coaching – Longer term development - Can do client secondments, pro bono fellowship program, up to the individual as to what will serve their career development
QVARTZ PARTNERSHIP partnership model, PJP don’t have the – Top tier Scandinavian firm capacity to do this work but will work with – Mutually beneficial partnership other firms for the implementation phase if – Firms have pitched for projects jointly, acted the client requests as advisers, shared intellectual property, How do you measure impact? staff exchange, bi-annual exchange – The quality of our outcomes and strength of PJP culture? long lasting relationships, you get to see the – PJP is a close knit firm and the culture is impact of the recommendations the most distinctive thing – A lot of engagements play out over a long – More of a business conversation than a period of time strict case interview process – The calibre of the relationships help by PJP – The people you work with can make or are another marker of the standard of work break your 9-5, when you like the people you work with, you will put in the hours, “WE HAVE CLIENTS WE HAVE people tend to hang out together outside of WORKED WITH FOR 20 YEARS” work as well and genuinely like each other – There is a small firm feel so you develop Is there a push to expand international? strong relationships across the firm – Retails, banking, industrial, manufacturing, – Principals and directors are very energy, financial services approachable, no feeling of hierarchy – Depends on the interests of each of the – Very much a family feel, partners always directors, down to individual relationships of welcome to events the principals – Retreat every two years where you go away as a full firm, recently in Byron bay Who do we recruit? – They acknowledge that you work hard, – History of leadership, personal impact and “we are seeking to make a real impact so initiative will put clients’ needs first but must be – Excellent academic achievements sustainable for our consultants” – High levels of analytical competency – More idea intensive than process intensive – Aptitude and passion for problem solving so you need to be able to think clearly to be and creative thinking able to do your job. You can’t do bespoke – Good communication skills and teamwork strategy pieces with no sleep skills – High levels of motivation and “DEFINITELY THE REASON I CHOSE resourcefulness PORT JACKSON WAS PURELY ON – Broad range of experiences outside of work THE INTERVIEW PROCESS AND THE Applications will open via the Career PEOPLE I MET” Management Platform (CMP) on Friday, 15th September. – Do a broad range of international projects, sometimes based in Australia, sometimes You will be required to submit a cover letter, based on client-side but you are able to resume and copies of your transcripts, so have a say about where you go e.g. felicity ensure you have all your documents ready. has spent two nights away from home for work in 6 years while another colleague Deadline September 17th midnight who had different priorities has spent a lot of time overseas You will need to submit your resume, cover single page and undergrad and MBA transcripts Are you playing in the implementation space? PJP.com.au/careers – Don’t do implementation but will sometimes assist with the leadership of this i.e. leading Contact: Mbarecruiting@pjpl.com.au the program, operating at a strategic levels – As a small firm with a low leverage
A division of PPB Advisory ATTENDEES a consultant to validate, in the smaller Bruce Mcdonald, Partner, Litmus Group organisations they really need the help John Henry Eversgerd, Partner, PPB Advisory Greg Wilson, Senior Consultant, Litmus Group “THIS IS A ‘BUILD’ ENVIRONMENT, Lisa Pham Tran, Consultant – Valuations THE ORGANISATION IS STILL FIGURING Advisory, PPB Advisory OUT WHAT IT WANTS TO BE WHEN IT Vikas Nahar, Senior Manager, PPB Advisory GROWS UP. IT’S A VERY DIFFERENT OFFERING; LEANER, MORE AGILE, YOU PPB Advisory is a leading advisory firm focussed on helping organisations navigate critical and complex issues, improve GET TO HAVE A SAY” their performance and realise their strategic goals. Litmus Group is a division of PPB Advisory and a Our industries management consulting firm focussed on strategy execution to improve the enterprise value of its clients. Infrastructure and Agribusiness Automotive telecommunications Collectively, we have around 300 people in Australia and Education Energy and utilities Hospitality tourism Singapore working with clients around the world. Financial services Government and leisure Health and aged care Manufacturing Office locations Mining and resources Not for profit Professional services Retail Real estate and Transport and construction logistics Our services Advisory Consulting Corporate finance Customer Experience Dispute and valuations Performance improvement Fraud and investigations Physical asset management Policy, economics and strategy Target operating models Real estate advisory Technology enabled transformation Technology risk Restructuring Insolvency services Restructuring and turnaround ADVISORY MAKES UP 40% OF THE TOTAL – Leading advisory firm, not just an BUSINESS, AND THERE IS A MIXTURE OF insolvency firm OFFERINGS – Have both consulting and advisory – Leading advisory firm, not just an capabilities insolvency – From a consulting perspective, the focus is – JH - recently hired by a law firm to deal with on government (state and federal), property a large dispute, a software provider is suing and retail in NSW, energy and utilities Dominos, alleging that Dominos stole the (Litmus Groups core capability), transport pizza tracking software logistics becoming a big focus – JH - to come up with dollar amount for – 300 people, 38 partners, mid-tier firm, what Dominos needs to lay the software – Have kept Litmus brand separate to company should the claim be proven PPB Advisory to retain the consulting specialisation in the market – Working within a mid-tier firm allows you to have a bit more control of your own career development as it is not as hierarchical as some of the larger firms – Our niche is bottom of top-tier, top of the mid-tier – You will be working with companies that really need your help. Typically when working with the bigger firms, the clients will already know the answer and just need
– Restructuring team will get hired by banks – Valuations for corporates - Yellow Brick when their commercial loans are getting a Road brought some companies recently, bit shaky, before the borrowers get too under PPB were brought in to value all the water, will assess the situation, what can we intellectual property of those tweak this to improve cash fmow? – They also have an M&A team who are – Sometimes it’s too late and we are hired by focused on buying and selling businesses, the bank to take over and partners of the PPB help out on the insolvency side, or are firm will be appointed as temporary CEO to hired to raise capital/buy or sell business either fix it or sell it off – Also do fraud and investigatory work - technical accountant/police types, have hired accountants and ex members of the police force for this speciality team – Tech guys go in and find all this terrible stuff that people are doing “WE GET TO CONDUCT SMARTPHONE ANALYSIS WITH OUR TECH RISK GUYS - WHEN PEOPLE ARE DOING SOMETHING WRONG THEY ARE – Worked on Lehman brothers - PPB was VERY CAREFUL WITH THEIR appointed to manage the Australian arm EMAILS, BUT REALLY LOOSE of Lehman, lots of flights back and forth WITH THEIR MOBILE PHONES. to New York as most of the decisions are WARNING TO ALL, ONCE YOU there, ten years later the project has only just wrapped up, PPB was able to save a lot DELETE IT, IT DOES NOT GET of the money and get that out to creditors DELETED” – Currently working with Channel 10 – – Valuations is another option to the typical working with receivers, currently assessing consulting. You still get the variety, bids from other companies, looking at problem solving and intellectual stimulation whether it makes the most sense to sell as you would in a consulting role off the business or continue to run it as – Mix up number crunching, report writing, Channel Ten need to become experts quite quickly, – They have tight relationship with typical engagements are a couple of weeks government and are often appointed to protect interests – Litmus and PPB Global reach, part of worldwide network called Cordence Worldwide Network, provides access to the IP and access to the people – There are ten member firms, 22 countries, 2500 staff globally, will often do international secondments/exchange program – Corporate social responsibility – there is a – Firm started out as an insolvency and real culture of giving back to the community, restructuring firm and is regarded as a top- one of the founders of the business tier firm in the insolvency space, the big also founded Secondbite, a charitable four tend to get conflicted out of most of organisation arranging for leftover food that type of work from restaurants and supermarkets etc, to be given to homeless and poor charities
What is the career development? – Fantastic L&D group and ongoing training, have a robust learning map – Have the corporate structure to provide career progression opportunities – The career advancement structure, grading is consistent with the other bigger firms – Will sponsor CA, CFA – You will get a lot more responsibility and exposure in a mid-size firm. In the bigger firms you are just given tasks, smaller firms give you a lot of ownership more quickly
ATTENDEES a lot of work with big fund managers globally, currently involved in funding the metro, have a recent partnership with UNSW Drew Bradford Executive General Manager, Fixed Income, – Innovation is very important within the finance Currencies & Commodities industry, if you did the same thing this year Steve Lambert as last year, would probably have 15% less Executive General Manager, Capital Financing - revenue. You don’t just do something in a Corporate & Institutional Banking vacuum, the market is constantly moving, as John Bennett is the nature of customers and competitors General Manager, Sales & Research – This is getting harder to manage and MBA’s Kate Birchall are well positioned. It is highly regarded that Head of Capital Optimisation, Clearing and you are investing in your own human capital Collateral – A lot of societal problems can’t be solved by Jackie Whitehead , Head of People & HR one player alone, NAB is a leader in social economy, investing money in the right areas e.g. Environmental finance product, Green “WORKING AT NAB IS A GREAT Bond movement; Sustainability movement, OPPORTUNITY TO GET EXPOSURE ANU, first sustainability bond globally for a TO A RANGE OF BUSINESSES” non-government entity – Won an award in Europe for best SRI bond for a deal done in March based on gender equality Steve Lambert - – Part of lobbying the ecosystem – Joined banking in 1998 after being trained as an economist, wanted to learn how the “YOU DO GET TO SEE YOUR DEALS economy worked ON THE FRONT PAGE OF THE – Now in the leadership team in wholesale NEWSPAPERS” banking, dealing with large corporate and institutional clients - government, Kate Birchall – superannuation, basically anyone with their – Was trained as a mathematician, completed name on a building MBA at LBS – Look after all finance and product – The MBA program challenged her thinking, can – This is a global role looking at how do you see fjve years later the MBA has provided an fund Australia? How do you bring money into awareness of how she fjts into the broader NAB Australia? business – Kate runs the collateral and capital optimisation “TO DO THAT SUCCESSFULLY, YOU desk, it’s her job to make sure the trading fmoor NEED TO UNDERSTAND ALL THE BIG runs as optimised as possible – Have to think across a range of products and GUYS OVERSEAS, HOW TO MANAGE geographies, they need to extract as much THE RISK, TO ALLOCATE CAPITAL capital as possible THAT YOU ARE BORROWING – They are competing globally and against the EFFECTIVELY FOR THE BENEFIT OF Morgan Stanley’s and Goldman Sachs THE COUNTRY” – First job at NAB was to start setting up Central Clearing which is now a regulatory requirement, – Australia also exports capital – in 1996, 2-3% optimise your exposure to those clearing GDP equivalent was exported, last year $2Tr houses, how do you manage the fmows between was exported overseas, 146% of the GDP the clearing hours early and optimise, this role exported did not exist three years ago – This is now more complicated and nuanced, do
– There has been a lot of regulatory change in our balance sheet or issue a bond, or source this space from high net worth individuals, or overseas – Role provides latitude, there are all sorts of banks e.g. southern bank of Norway interesting activities get to be involved, being a junior female on the trading floor wasn’t – The Central Bank of Brazil buys a lot of that easy and NAB is currently running the Australian dollar debt, NAB are the gateway only female intern program in the country, that goes back and forth encouraging STEM grads to the trading floor – Drew started at Bankers Trust in late 80s, moved across to London to Deutsche bank – Spent 9 years in London and two in Japan – There is the opportunity to influence government, acts as an advisor to ASIC, advise on policy direction and changes, you “I RECOMMEND TO DO get to see how government works SOME TIME IN YOUR CAREER OVERSEAS” “SUCH IS THE CHANGE THAT IS J ohn Bennett - HAPPENING IN THE BANKING – Investor sales INDUSTRY, YOU DON’T KNOW – Had a different start to banking, began as a civil engineer, offshore oil rig design, somehow WHAT THE NEXT TWIST AND ended up in banking, also got to spend some TURN WILL BE” time overseas – Started trading at Bankers Trust, you don’t need Drew Bradford - to know everything about fjnance, you can learn – Fixed incomes commodities and trading, we it. It’s about taking the right attitude and the are at the top end of banking right intent, embrace change, jump in – For all the old jobs that disappear, there are The fjrst banking job you get into doesn’t need – two new ones in its place. They are getting to be the job you’re are going to stay in used to the constant change as rate of John went from trading into structuring fjnancial – change is getting faster and faster in banking products, moved to Hong Kong with Goldman’s in Australia in structuring, looking after the hedge fund and liquid asset structuring, providing leverage – NAB is quite different compared to the others, – Then moved into sales, solution sales, more we play in the 700b SME business loans and client facing, looking a full new range problems have 30% market share in this space we could solve for clients. Found his spot, this was the job he loved doing – Has now been in banking for 25 years, has split “THE MARKETS BUSINESS IS ALL his banking into thirds in terms of roles ABOUT TRANSFERRING RISK, MANAGING THE FLOWS COMING IN “THERE ARE MANY OPTIONS AND AND OUT AND TRANSFERRING RISK OPPORTUNITIES AVAILABLE AND FROM PEOPLE WHO DON’T WANT WHERE YOU START OFF IS JUST THE IT TO PEOPLE WHO DO AT THE VERY FIRST STEP, DON’T WAIT FOR RIGHT PRICE” THE PERFECT ROLE, IN A YEARS’ TIME, YOU HAVE NO IDEA WHAT IS GOING TO BE THE KILLER ROLE” – For example - North Ridge Brewing Company in Perth have recently done a deal with – NAB is a brilliant company, culture of this pace Westfield to set up boutique breweries in all makes a difference, give people an opportunity the Westfields in WA. They need 10 year to move if they want to money, where do we find this? Maybe we find – If people want to do an MBA, they are that money offshore or locally, how do we find sponsored a group of people that want to take that risk – Always open to interesting ideas, and will at the right price? Sometimes we will take on incubate and develop these
– Innovation is heavily promoted across the business following the appointment of Andrew Thorburn as CEO, has embraced the idea of the culture of the business – People are proud to work here “TAKE EVERY OPPORTUNITY, NO ONE HAS A CLUE WHAT THE PERFECT JOB WILL BE NEXT YEAR, IF IT’S INTERESTING TO YOU JUMP ON BOARD” Expression of Interest - There are various roles posted on the AGSM Jobs Board that are suitable for AGSM graduates. You are welcome to apply for those directly or submit your Expression of Interest by completing the short Career Profile questionnaire under the survey tab on the Career Management Platform. The Expression of Interest will close on 30th September 2017. For your Expression of Interest to be deemed complete, you must complete the questionnaire and ensure the Career Development Centre have a copy of the resume you wish to submit. Full instructions are available on the Career Profile Questionnaire.
ATTENDEES “WE DO NEED A LITTLE BIT OF Ainkaran Krishnarajah, Director – Corporate BULLDOG IN US TO TAKE ON THE Strategy AGSM 2005 OTHERS IN THE MARKET” Nick Sone, Director – Cloud AGSM 2004 Lisa Russell, Associate Director – Insights Process & Planning AGSM Current What are the benefits of working at Optus? Michael Baxter, Head of Mass Market Retail – The culture is fantastic and the Optus campus Channels AGSM 2014 helps to define that as it encourages team Mark Beaumont, Talent Acquisition Specialist work, collaboration, and brilliance in technical Jaclyn Campbell, Talent Acquisition Consultant areas Daniel Allenby, Talent Acquisition Consultant – Offer $3000 per year for further study – Health insurance benefits – Credits on Optus bill Who are we? – Study leave – You’ve probably heard a lot about us, we are – Corporate rates with healthcare, leasing the predominant or obvious challenger brand vehicles, discounts at a whole range of in the telco/ICT market in Australia retailers – Acquired by Singtel in 2001 and in 2007 – Best Christmas party in Australia, take over relocated to a purpose built campus in an entire precinct in the rocks, Macquarie park, which holds 6000 people – Health and well-being initiatives – This year celebrates the 25th birthday of – Professional accreditation sponsorship i.e. being Optus and the 10th at the campus CFA – 9.3 mobile subscribers – Onsite gym and child care facility at the campus – 30 market share in Australia – $2.2m in training staff and scholarships Where we are going? PANEL DISCUSSION – We are a telco but are driving forward to new markets What does a typical day entail and can you – Moves into media, including the recent speak to some areas that you find rewarding? acquisition of the English Premiere League – Want to offer game changing experience, Nick - – Looking to accelerate - not just how mobile There are few typical days but will distil down to and business works at but how the business a typical month; operates – talk to parent company Singtel, those – Usain Bolt is a recent addition to Optus’ brand conversations are frequent ambassadors – Running management meetings, my role is – Also working with Samantha Wills – Jewellery internally focused, understanding the rhythm Designer, focusing on helping small business of the business grow – See customers and prospects every day, understanding what customers are thinking Values are very important to the Optus crew about in cloud – Customer focus – It is important to be getting that feedback – Challenger spirit directly from customers – Integrity – Challenges and rewards, you work with – Teamwork a fantastic a brand, so you show up with – Personal excellence credibility, you will get a seat at the table – Optus will hire with these values in mind, and with some of the biggest CEOs in Australia review performance against the values because you work for Optus
Lisa - of business success without the frameworks – My area of the business going under a huge learned during MBA transformation, leading a team of 24 data – The ability to draw upon these frameworks analysts, a lot of the marketing insights are when needed, in a structured manner, is sales or brand led and the conversations are incredibly valuable changing and we are now seeing the data – The MBA also give you’re the ability to team being asked to recommend back to the present information in a structured format business, what sort of content is important to – During the acquisition phase of his company, a particular customer segment etc Optus and Singtel put a heavy price on the fact that he had an MBA Ainkaran - – There is a lot going on in the telco world, but Lisa - it can sometimes feel like things are moving – Currently undertaking MBA Executive much slower insight the business than you’d – Her very first subject lead to her role at like Optus, someone in her cohort suggested she – Looking at competitors, where to play in the look at an open opportunity in Optus, she mobile data business moved across and found a passion for the – Getting ready for strategic planning, three role and a definite culture fit year strategic plan for all of Optus consumer, – Difference between undergrad and postgrad. what role with 5G play in what they do next In undergrad, you focus on what you are etc good at, in the MBA you focus on what you – Expanding work into regional areas aren’t necessarily good at – Focused on modernising the enterprise, – MBA provides the business language entertainment, media experience, what are the opportunities in the future world “I DIDN’T GROW UP IN SYDNEY – How do you a balance the short term vs long SO THE MBA HAS PROVIDED A term VALUABLE OPPORTUNITY TO MEET LIKEMINDED FOCUSED BUSINESS Michael - INDIVIDUALS” – My role is primarily a sales function, mass market retail channels, so looking after the non-Optus branded channels e.g. the Ainkaran - partnerships with Coles, Harvey Norman, any – Finished in 2005, walked away with recognising how others think professionally and an store that doesn’t have an Optus out the front appreciation for the difference in though, being but sells Optus products able to appreciate how you solve problems and – Week is full of meetings mostly, Coles perspectives on the world account manager, Woolworths account – When you go back into the world, you will see a manager, checking how are we performing, slight change in how you approach problems what are the competitors are doing. For – During the Strategic Management Year, they example, we all know Amazon is coming, worked on developing a strategy for Virgin Blue so we are looking at how can we partner Airlines, and during this project he decided that with Amazon, and how will that impact our I loved the strategy side of things and when business, what are the opportunities for he completed he focused on strategy roles, growth? eventually moved into consulting with Booz & – Internally I am looking at what is my teams Co, then Telstra Media and now Optus in the strategy, what support do we need from the corporate strategy role rest of the business, ensuring alignment – Three roles in four years, likes the the MBA has provided him the ability to change and the confjdence to reinvent How did your MBA impact your career? – World is changing far more quickly and we are being forced to think of things in a different way Nick - – Finished MBA 2007, went straight into running Michael - a small business, which went from 15 people – Finished MBA Executive 2014, would not have to 100 people in 3 years. Sold the business got a diagnostics role without the MBA to Optus, and could not have had this kind
– Skills day to day? Regularly uses skills Michael - learned in the SMY, particularly on growth – The arrival of Amazon is an exciting strategies, three horizon strategy, used in discussion to be part of meetings are recently as last week – From a product point of view, they are deep – Creating presentations, trained to flip into planning roll out for Christmas plans, this round, use this methodology every looking at some innovation around how presentation that he does, including one to prepaid handsets are sold the CEO this morning – Team was previously focused on shifting volume, reformulating this to focus on the revenue and profit, changing how they work What types of projects are you involved in internally and challenge partners to ensure that have an innovative and strategic focus? they continue to grow revenue Nick- “THE FUTURE THAT WE THOUGHT – Setting the strategy for Optus, three year WAS COMING IS HERE NOW” plan, next years’ operating budget – It’s an interesting process, the frameworks to How have you seen future of work impact us pull it together, when you are running a small as a business? company, you don’t think like that, bigger picture – It is interesting to see how this AI impact – To have the time to think about the business interacts with people is important and Optus does this very well – Seeing changing skill sets, now work much – How do you structure your business to think more cross- functionally with a mix of roles, about what your customer wants in three mix of team Some of the questions we ask months into a three year plan and qualities we look for when recruiting are changing to address the Future of Work and Lisa - candidates suitability. For example, do they – Currently working English Premiere League - have a history of being able to self-teach? moving to insight driven, so what factor The pace at which things are changing now, – Looking at customer base, who is an EPL people coming into the team need to be able fan? Who is interested? Who is obsessed? respond rapidly to change This provides insights on who is more – Looking for aptitude, desire to change and susceptible to buying products, or being out in learn, don’t be afraid to apply if you think you market advocating for the brand don’t fit – How do we get to market quicker with more – Aptitude and attitude to learning is more meaningful information for our customers? important – Now drawing network data into the marketing – Looking at automation as a self-service operations, trying to drive new insights be first capability, web chats with robots on the other to market in a matter of hours end where you won’t notice the difference – The breadth of roles have shifted, there are Ainkaran - endless opportunities across the business to – Planning process, speaks to how the uncover nuggets and the next big insights business is going to set itself up for the next 12 months, working on the coming together of “OPTUS IS NOT THE KIND OF PLACE the different business units to make sense for WHERE YOU WAIT TO ASK FOR Optus – Innovative areas - recently led a project PERMISSION” around Internet of Things, which is more obvious in the enterprise space, looking at Smart Cities and the role can Optus play in How do you stay agile in the company size the IT space, what can we sell to you directly when it comes to planning? – B2C rather than B2B? – How do you offer a solution to a home, – Basically - use less people. Go straight to challenges the traditional notions of a the key decision makers, those who need to traditional telco business be involved, teams will do the work but
accountability lands with the senior leadership team How is Optus helping small business to grow? – Small businesses sit in consumer business, 0-150 employees, small business will use similar products that our consumers use, but the service provision around that is very different – Optus loop new innovation that is modernising how small business can work – What types of projects are you involved in that have an innovative and strategic focus? Expression of Interest - There are various roles posted on the AGSM Jobs Board that are suitable for AGSM graduates. You are welcome to apply for those directly or submit your Expression of Interest by completing the short Career Profjle questionnaire under the survey tab on the Career Management Platform. The Expression of Interest will close on 30th September 2017. For your Expression of Interest to be deemed complete, you must complete the questionnaire and ensure the Career Development Centre have a copy of the resume you wish to submit. Full instructions are available on the Career Profjle Questionnaire.
Join PwC and you’ll be delivering practical across governance, financial and sustainability advice that speaks straight to the heart of client risk management. business issues and delivers amazing results. Economics & Policy Whether you’re helping clients to improve the Help public and private sector clients understand way they operate, reduce costs, manage risks, the fundamental dynamics of their markets and leverage talent or fundamentally change the products; outline future outcomes and assess way they do business, the work you do will what it means for them; and evaluate the impact help organisations of all shapes and sizes work of an investment or policy decision on their smarter and grow faster. stakeholders. PwC’s varied skills, experiences and insights The Experience Centre & Technology teams provide real value to our clients, with services Solve our clients’ most complex business that cover planning and strategy, right through to challenges by helping to create integrated, practical implementation. These are some of the end-to-end digital solutions from strategy and teams you could join - innovation through to execution. Be part of a team of digital accelerators who bring together Technology Strategy, Alliance & Delivery experts from multiple disciplines to create Transform the way IT works for our clients by next-generation experiences for customers, reducing costs, increasing efficiency and making employees and partners. it easier for their IT function to respond to the needs of the organisation. Or perhaps you’ll be Big Data part of the Project Delivery Services team where Help our clients find new meaning through data. you’ll manage or direct client projects or get Our analytical methods and tools take contextual involved in project work with clients from other information and turn it into important insights for business areas. business. Work in one of the largest actuarial consulting practices in Australia and you’ll People & Organisation provide governments and the private sector with Assist clients to improve their HR functions detailed risk-based advice to clients allowing and processes to deliver a more efficient and them to plan their financial path ahead with effective workplace. This includes delivering certainty. the people aspects of significant transformation programs & transactions, supporting efficient Cyber & Forensics mobilisation of critical talent, and managing Perform robust assessments of operational people related risk through insight derived from technology environments. This area formulates our financial, technical, legal, process and security recommendations and implements them cultural expertise. end-to-end, coupled with Forensic solutions that range from fraud prevention and detection to Operations post-incident investigative services and remedial Help clients optimise their commercial position activities. by changing the way they are structured and the way they operate. Adding to our capabilities in PwC kindly hosted the AGSM at their offices in management and process improvement, you’ll Barangaroo, where they provided an interactive help companies find the best way to reduce and intimate introduction to their Business and waste, lower costs and increase value. Performance, Risk and Technology consulting businesses. Risk & Regulation Help clients protect their brand and enhance Following a short panel session introducing the their commercial performance by capitalising on business leaders in attendance, we split into every business opportunity while minimising risks round table discussions and we were given the
opportunity to ask the PwC representatives more personalised questions around their experience with the organisation, the types of engagements they have worked on and what they enjoy about their roles. For all available consulting roles currently open at PwC Australia-wide, please keep an eye on their Careers site and if you are interested in specifically discussing whether you would be a fit for the Business and Performance, Risk and Technology consulting businesses, please reach out to the recruiter directly as detailed below: Business & Performance Consulting - juliet.osborne@pwc.com Risk Consulting - yvonne.a.teh@pwc.com Technology Consulting - matt.a.taylor@pwc.com They recruit all year round. If you are not ready to graduate until next year, please hold off on applying for the PwC roles until closer to completion. If you are successful in securing an offer, they will expect you to commence work soon after. Please keep this in mind when applying.
ATTENDEES – There is open feedback and a lot of it, they Bernadette Howlette, Financial Services Partner are famous for telling it straight AGSM 2000 – Once you have developed the language, Peter Hammond, Partner AGSM 2004 you get very comfortable with the thought of Zia Bhadiar, Senior Associate AGSM 2014 ‘what do I need to do to do my job, what do Kirill Ivanov, Senior Associate AGSM 2016 they need to do their job’ Malinda Parkinson, Manager Serena Shields, Recruitment Manager STRATEGY& LIVE THEIR VALUES – Real people – Bernadette - Financial Services partner, – Collegial having been with the firm for 17 years, has – Authentic been through the transition from Booz Allan – Inclusive Hamilton to Booz & Co and now Strategy& – Confident – Supportive – Curious “YOU DON’T WORK AT A COMPANY FOR 17 YEARS AND NOT THINK Is consulting for you? THAT THERE IS SOMETHING – How much do you really like solving SPECIAL ABOUT THE PEOPLE AND problems? How much does it consume THE CULTURE” you? When you go home, can you let the problem rest? – Very proud that the work you will be doing is “CONSIDER THE TYPE OF C-suite work, solving the toughest problems that business can’t solve themselves CULTURE THAT YOU THINK CAN – You will be challenged! Every job you are HELP MAKE YOU SUCCESSFUL. staffed on will be a different experience THE CULTURE IS REALLY THE – Bernadette currently leading a large ONLY DIFFERENTIATING FACTOR transformation program, leading a team BETWEEN THE FIRMS” of 250 people, digitising an important proposition in financial services. This will change the wealth management landscape in Australia “IT’S ONE THING TO HAVE THE IDEA AND RUN THE ANALYSIS, IT’S A VERY DIFFERENT THING MAKE IT HAPPEN” – Peter – completing lots of work with government departments, looking at urbanisation, and the government is spending $1b on transport Changes in consulting? – You will need to get used to some pretty – The expectation of clients is to get value tough feedback, there is a very regular captured quicker, shorten the time of the appraisal process put in place to help to delivery of the consulting work, and ensure grow, this is because they want you to coherence between strategy and execution succeed
– Strategy& more progressive because of the PwC partnership, IT solution, risk solution, data solution, we have access to that every day, and will team and partner across the organisation to deliver to client – Seeing a transformation in the scale of work, large CEO agenda pieces, they want a transformative response, more today than before “THE BETS ARE BIGGER BASICALLY, MORE SKIN IN THE GAME, WE BACK OURSELVES TO DELIVER” Your career at Strategy& – Vast amount of opportunity – Diversity in the work they do, it keeps things interesting and you are cracking complex problems – Fast paced learning environment, realise the personal and professional growth you can get at a strategy firm – They work on the apprenticeship model, small team ratio, 6-1 – Mentoring, everyone gets to choose two mentors and there is regular program training – They are firm about feedback, every project starts with what peoples development are, so they can try to prioritise growth areas in each project – There are annual appraisals for all staff, Partner to Business Analyst, with a 360° feedback report from independent provider “WE ARE A TIGHT KNIT COMMUNITY, YOU ARE GOING TO SPEND LOTS OF TIME TOGETHER, YOU REALLY DO NEED TO GET ON WITH THE PEOPLE AROUND YOU” – You will generally spend 2-4 years at each level. There is a very transparent appraisal driven process, you will know the competencies you need to tick off in order to progress
ATTENDEES “VENTURETEC ENABLES Trey Zagante, Managing Director & Founder ORGANISATIONS TO BECOME MORE AGSM 2010 ADAPTIVE, CUSTOMER CENTRIC, Davydd Kelly, Consultant AGSM 2015 INNOVATIVE AND FUTURE READY” Very involved in social enterprise, are a main Trey’s background sponsor of the Hult prize for UNSW – Previously from media and finance then went into tech consulting We work with: – Upon completing his MBA Executive at AGSM • Allianz he joined Pactera, a large Chinese technology • Bula consultancy, and tasked with setting up the • Citi Australian operations • Australia post – Grew the team from 5 to 150 in three years • Caltex which led to a JV with the New York office • GE and finally being acquired by Bearing Point • Deakin and privatised by Blackstone Group • CSIRO • Macquarie – Start-up journey was much more interesting • Johnson and Johnson and he wasn’t really interested in being a part • Thomson Reuters of the larger firm which lead to the foundation of Venturetec with Vivian Clark (ex-SMSMT – Worked with GE to shift to being a digital Consulting, CFO who listed two companies company, an agile organisation and a graduate of AGSM) and Felix Lam( – Have now got the product market fit and AGSM graduate, family business in Hong the work that they are doing has been very Kong and well known angel investor in Asia) well received, to the point that they are now finding repeatability in the business model Venturetec originally started as an – Corporates investing in innovation in a way accelerator that VC would – Investing in a batch of 6-20 start-ups, at the early stage, pre seed investment, would fund “CORPORATES ARE SET UP TO $20-100k for 5-10% – Raised capital out of Hong Kong, strategy EXECUTE AND OPTIMISE, WHAT was to invest in enterprise tech start-ups and WE DO IS HELP ORGANISATIONS be the first Asia Pac focused accelerator, the TO GO SEARCH AND LEARN focus was on APAC from day one THE UNKNOWN. WHO IS MY – Went into Venturetec knowing that the CUSTOMER? WHAT PROBLEM AM business model around start-up accelerators is fundamentally flawed I SOLVING? WHAT IS A POTENTIAL – Began with a very small fund, investing very SOLUTION? WHAT IS THE BUSINESS early stage, which meant that the startup MODEL AROUND THAT?” wouldn’t necessarily give a speedy return, need to figure out revenue model which led Service offering: to Venturetec taking the start-up accelerator – Innovation and corporate venture strategies model to large corporates and running – Road map, diagnose, do a health check, corporate accelerator programs as a service quantitative score on innovation culture e.g. – Now working in the innovation consulting AustraliaPost recently set up a $20m venture space fund. Worked with them to design the – Focused on being adaptive rather than agile corporate strategy for the fund, designed the frameworks for how to invest in start-ups,
looking for ways to be more innovative and – People will be split across multiple projects, generate revenue, invest in new innovation to work is very cyclical in to incorporate into their business – Caltex have also moved into the corporate Industry breakdown of clients : venture space, now investing heavily. We – 1/3 banking and financial services worked with them on their venturing strategy, – 1/3 health and assisting in making first investment – 1/3 other – Venture scouting, helping corporates identify startups to invest in – Banks are investing a lot in innovation, as – Corporates see venture tech as an entryway well as health sector but have worked in just into startup eco system, the intersection of about every industry sector corporate and startup world – Help organisations to operationalise A bit about getting into and working at innovation cabaility, providing tool kits and Venturetec methodologies Life at Venturetec – Recent project with ING- large scale What I’ve been doing since starting 10 weeks ago innovation program through one of Venturetec Innovation Consulting partners - Moves The Needle • Lean innovation bootcamp in Melbourne – Increasingly more work with corporates in • Venture scouting for startup shark tanks incubating internal startups, working with • Experiment design corporates and project teams to actually • Startup accelerator design incubate the startup ideas or innovation Venturetec Growth & Development projects within the business • Business development • Collateral & proposal development “WE ARE OPERATING IN THE • Website redesign & marketing automation UNKNOWN” Want to become an innovation consultant? Company culture: Tips for getting into innovation consulting – Team split between Melbourne, Sydney and It’s all about your mindset Hong Kong • Passion – We operate as a startup, very driven and • Willingness to learn ambitious • Immerse yourself in Sydney’s startup scene & meetup groups – Born into a vision of building something • Online courses special • Read, read, read! – Big in supporting social enterprise startups Don’t have experience? Get it! – Currently going through B Corp certification • Take on startup (or similar) internships at the moment, to get certified as a purpose • Pro bono / volunteering work driven organisation. Still a For Profit • Build something! You’ll learn heaps organisation, but for the same time, want to give back to community – There have been ups and down throughout Recruitment: the journey and are now past the point where there are more downs than ups, we are Applications are open to join Venturetec as a looking to build something special and share Strategy, Innovation & Technology consultant – Factum share scheme, everyone shares in the now via the Career Management Platform. upside of the business, 20% of the business, gives employees an opportunity to share in If you are not graduating until next year, please the upside address your availablity in your cover letter which is to be address to: Trey Zagante “INNOVATION IS A SPECTRUM. WE DO INCREMENTAL INNOVATION Applications close: 30th September 2017 RIGHT THROUGH TO FULL DISRUPTION”
Davydd Kelly - Professional Background About Me Pre-MBA MBA & Post-MBA Commercial in Confidence Life at Venturetec How we work @ Venturetec • Distributed team (Slack, Trello, OneDrive) • Work from anywhere • Get Shit Done! Work fast like a startup (essentially, we are a startup) • Flexible working, outcome-driven, autonomous • Weekly huddles / prioritisation, sprint-style work • Self-starter & can shape your career / direction • Startup mindset to solve corporate challenges Want to become an innovation consultant? Suggested resources Books Other • Lean Startup (Eric Ries) • HBR’s Lean Startup article • Lean Entrepreneur (Brant Cooper) • Strategyzer.com • Startup Owner’s Manual (Steve • Ash Maurya’s website Blank) • Steve Blank’s startup essay series • Lean Product Playbook (Dan Olsen) (!!) at steveblank.com • Ash Maurya’s Lean series of books • Leanstack.com • Business Model Generation (Alex Osterwalder)
ATTENDEES Strategy team with Westpac, focusing Damien Low, Executive Managing Director, Chief specifically on the strategic issues related to Advisor to CSO AGSM 2011 Asia and the Institutional bank Robert Kuijken, Director, Corporate Strategy AGSM 2011 David McQueen Rebecca Meli, Regional Executive for St George – Has had a very non-linear career, including Retail AGSM 2011 some time spent as a butcher and barman David McQueen, Head Of Strategy & Business – Joined Macquarie Bank in private wealth Performance AGSM Current when arrived in Australia from the UK, spent Adam Buxton, Head of Talent some time with NAB, the joined Westpac and Alex Muhs, Talent Acquisition Manager has worked across a few business units – Head of Strategy for Third Party, basically This year marks the 200 year anniversary making mortgage broking function, Westpac hold Westpac one of Australia’s oldest businesses 55% of home loans in Australia which Multi brand business, BT, Bank of South Australia, generates high percentages of revenue for Bank of Melbourne, St George the retail bank – His AGSM MBA has helped fill in business Rebecca Meli knowledge gaps - the networking aspect has – Completed AGSM MBA Executive in 2011 been the most rewarding, have learned more when pregnant with third baby and running a from the people he met during the program business for L’Oreal Group than in any lesson – Background in large scale consumer goods companies, Nestle, P&G, L’Oreal, running Damien Low a business end to end, P&L responsibility, – Been with Westpac for three years, previously leading strategy to execution and cross with BCG in Sydney, Melbourne and functional teams Singapore, and before BCG Damien was a – Joined Equilibrium Leadership program professional musician, ran Operations for at Westpac, have the aim to have 50% Australian Chamber Orchestra leadership positions to be held by women on – Didn’t necessarily focus on financial services 200 year anniversary, nearly there, currently during his time consulting, the consulting at 49% toolkit enabled the move to Westpac – Now in a customer facing role, transforming a corporate strategy business for outcomes as Regional Executive for St George How has MBA assisted in getting into – Supporting teams, in 11 branches across corporate strategy? Sydney and eastern suburbs – Damien – the MBA gives you a foundational – Help team help customers achieve their goals set of skills, was helpful in moving from the creative industry. Gives you the ability to be directionally focused and drill down into the Robert Kuijken problem – Came from financial services background, – MBA helped to get into consulting, went for ING group, running Asia business, when the optionality, went into consulting and Westpac financial crisis hit he enrolled in the full time to provide more career options MBA with AGSM, including an exchange at LBS “I COULD HAVE GONE BACK TO – After MBA went to Thailand with AIA, had to THE ARTS BUT THOUGHT THAT choose between an Asia career or Australian career, so returned to Sydney and spent 2.5 CONSULTING WOULD GIVE ME years with A.T. Kearney MORE OPTIONALITY” – Returned to corporate life, joining the Group
“YOUR MBA QUALIFICATION IS – Consulting experience provides really solid tool kit and the confjdence to work in a state of JUST A BIT OF PAPER. IT’S ABOUT ambiguity all the time, basic toolkit how to frame WHAT YOU DO WITH IT, IT’S NOT A that problem, hone your people skills GUARANTEE OF SUCCESS” “IF IT WORKS WELL, YOU AREN’T – Rebecca –Benefit of the MBA? Provides you SITTING IN YOUR OFFICE ALL with the strategic frameworks and thinking, DAY, YOU’RE OUT SITTING WITH provides a structure on how to approach a THE CLIENT, THE WORK DOESN’T problem – The network that you build in the cohort, HAPPEN IN ISOLATION” make sure you are keeping up the contact and look for ways for you to help them How does Westpac remain agile and how has – Undertaking an MBA also demonstrates that the MBA helped? you are dedicated to your career and that you – It’s part of the collaboration piece, you need have the intellectual capability to learn united vision and dedication to constant collaboration. Collaborative strategy is – The Equilibrium Program is kind of like a absolutely key, Westpac are aiming to be one of graduate program, directly aimed at helping the worlds’ great service businesses, fill the leadership quota for female leaders – Gives you an opportunity to accelerate your – When comparing Westpac to a startup, of knowledge of financial services and learn the course it is more corporate and less agile in a company lot of ways but things are changing and while – Allowed Rebecca to move around the bank, yes, you need to do some work to get things Started off in retail, then to commercial, used done, an entrepreneur running a startup is it as a passport to learn working a hundred hours a week too – Spent some time with sales team in WIB, looking after large corporate clients – Westpac always has opportunities to try shift – Spent some time in BT, wealth management the timeline from ideation. To proof of concept, and super defjnitely things to be able to do things quicker – Develop proof points of projects that she but have the benefjt of being able to fund things delivered fairly quickly, less regulatory oversight than in – Equilibrium program brought in two years startup – There is a perception that larger companies ago to address the challenge around bringing move at glacial speed, but David’s experience senior female leaders into the bank is that it is quite agile, in the grand scheme of – Focused on bringing in senior leaders from things outside financial services and taking them – They signed off on $1b deal for new technology through a crash course on the bank and There are defjnitely pockets that need to get – financial services sector everyone to sign off on a certain matter but – Rebecca was part of the first cohort there are also pockets that can get things through in lightning speed. It can depend on Why is consulting experience necessary for what the goal is and who the stakeholders are corporate strategy? – Same core capabilities, structured problem The way people interact with money is solving, frameworks etc, work in a very changing, where does innovation lie with similar way, experience Westpac? – Organisation isn’t set up to provide training – Innovation sits on a couple of places, there is on the consulting toolkit the same way a dedicated innovation team that sits within that you would experience in management business development functions, working with fjntech consulting firms – Innovation in the loosest sense is across the businesses How does the team work across the business? EXPRESSION OF INTEREST NOW OPEN ON – Recent project engaged BT, and the Institutional CAREER MANAGEMENT PLATFORM Bank, working hand to hand with the people in the business
ATTENDEES “AUSTRALIA ALWAYS PUNCHES Ben Fletcher, Lead, Generalist Partner ABOVE ITS WEIGHT IN TERMS Alasdair Johnson (AJ), Operations Partner OF INNOVATION” Rob Allan, Implementation Partner AGSM 2005 PRAKASH RAVIDRAN Daniel Murphy, Generalist Associated AGSM • Started as software engineer after 2015 undergrad, hated it and decided he wanted Zhanar Altybayeva, Generalist Associate to go to the business side of things Sana Naseer, Generalist Associate • Completed his MBA in the US Prakash Ravindran, Digital Associate • Joined McKinsey a year ago in their digital Raisa Mallare, Recruitment team Nina Wolf, Recruitment DANIEL MURPHY “WE RECRUIT A DIVERSE • Completed full-time MBA at AGSM and RANGE OF PROFILES NOW, joined McKinsey following an offer via Careers Month CONSULTING IS VERY • Background in finance/actuary DIFFERENT THAN WHAT IT WAS • Has found that there is definitely the FIVE YEARS AGO” opportunity to have work/life balance and has stayed in finance which allows him to ROB ALLAN? work predominantly in Sydney • Started his career in medicine, then moved to business after completing his MBA at SANA NASEER AGSM • Prior to Business School was an engineer • Joined McKinney after MBA, didn’t intend to in the tech industry, wanted to change and make it a careers, stayed for four years work across industries • Left to do PE/VC in the US • Completed with McKinsey in telco, mining, • Came back to Australia to run a publicly financial services listed company in Australia • Has a 2 year old and a family, and has • Was approached by McKinsey when made her consulting career work with her they were setting up the implementation family as a priority practice, now rolled out globally ZHANAR ALTYBAYEVA • Currently completing Ph.D., looking at organisational change, • Started in Kazakhstan office • Just started a new role within McKinsey as • Joined McKinsey following an investment Global Head Expert within the Culture and banking career Change division worldwide, looking at the • Has found that in four years, she has never ‘science of change’ been bored, variety of engagements BEN FLETCHER ALASDAIR JOHNSON (AJ)? • Partner, heads up Marketing and Sales • Completed Business School in the 90’s practice in Australia and NZ, 50/50 time in following a career with the military, joined Auckland and Sydney McKinsey in Italy post-MBA • Completed MBA at Stanford • Then left to work in corporate finance and PE, drifted into operations consulting There appears to be more experienced and invited to return to McKinsey 8 years hires within McKinsey, which companies do ago to set up what is now McKinsey you typically recruit from? Implementation, which now has 700 staff globally
“IT’S NOT JUST ABOUT COMING • We don’t really care which company you are from UP WITH THE SMART IDEA, IT’S • Our philosophy with recruitment is all about ABOUT HOW TO CONVERT THE finding talent SMART IDEA INTO DOLLARS” • We don’t really recruitment from particular • industries for generalist consultants How do the different McKinsey teams • Different practices will have a different collaborate on engagements? focus, i.e; recruitment for the operations • As we have moved from consulting being practice would look for a more operationally a generalist model i.e. all ex MBA’s, it has focused background etc been very challenging • In short, your previous company is • Sometimes clients think consultants come irrelevant, talent is what we care about in and give boxed solutions and walk away, the differing capabilities help to bring the “WHAT DO WE LOOK FOR? solution to life e.g. instead of just presenting ARE YOU NATURALLY CURIOUS the idea, they will build a pro type to ABOUT HOW THINGS WORK OR demonstrate the solution to the clients DON’T WORK” • Means that global expertise is very easy to access • Staff teams very differently now - what is Why is an entrepreneurial mindset so the objective the client needs to solve and important at McKinsey? who is the best to achieve that? • An entrepreneurial mindset is one of the six • All about delivered outcomes metrics people are measured on at the firm • One global firm, you can pull staff from • How do we help our clients in ways we are anywhere in the world, one global staffing currently not helping them? For example, model, one global revenue pool AJ joined the firm believing McKinsey was missing a core element of assisting clients, “IT IS REFRESHING FOR OUR hence the creation of the implementation CLIENTS TO BE ABLE TO practice • It’s about taking ‘good risk’, they are looking BRING A BUNCH OF DIFFERENT for the right sort of risk takers, this is the PEOPLE TOGETHER - hallmarks of success DESIGNERS, TECHNICAL PEOPLE AND GENERALIST CONSULTANT “IT’S ABOUT CREATING YOUR TO TRANSLATE THE MESSAGE” OWN MCKINSEY” • • What is McKinsey currently doing to • It’s about taking ‘good risk’, they are looking support innovation within the organisations for the right sort of risk takers, this is the you work with? hallmarks of success • McKinsey support clients through the full HOW DO THEY MAKE MANAGEMENT gamut of innovation CONSULTING A SUSTAINABLE CAREER OPTION? • Set up Innovation Labs/Garages and work – PTO Program – Predictability, Teaming and with clients to generate new and creative Open communication ways to provide value • They have ties with external agencies – Nam inemnotiorum cla L. Cas conte que to bring in external ideas in, corporate halemo caet; noximurnium deo nonsultilne venturing exercises is te pret? Octuus conscermihil hoc, conem • Commercialisation and scale num, quo vilis se catus fue que nonvolicum • Have seen a lot of focus on costs for the pratum cone egit. past five years, now it’s about how do we – Do, se ciae conferet; etionictum pernincles turbocharge the top line ommo consula mediis. Vo, sulut postorte, • Currently working with a number of fuitam horemprae nonsulin tea L. Vivilici governments to improve their innovation erei pridi in dintis bon tuastro rbitatum inatur capabilities
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