AGSM CAREERS MONTH 2016

DAILY SUMMARY WEEK 1

AGSM @ UNSW Business School Career Development Centre

Never Stand Still Business School ATTENDEES –– Three functional practice area - strategy, Wendy Mackay - Principal AGSM 2005 people and organisation, digital – leads to Chris Hanlon - Consultant AGSM 2015 a breadth and depth of expertise across the Kiel Horton - Consultant AGSM 2015 firm Megan Marina - Recruitment –– BCG Digital Ventures was created in 2013, the core capability for DV is to build disruptive –– What is management consulting? A Business ventures Doctor –– This collaboration provides interesting project work and they now have in-house data and “WE GET CALLED WHEN analytics capabilities, hiring experts in big SENIOR MANAGEMENT HAVE data A PROBLEM THEY WANT TO –– The thing that makes BCG special are UNDERSTAND BETTER” the people - 23 different nationalities in the Sydney office, diverse professional backgrounds - doctors, engineers, musicians, –– Focused on solving The Big Problems on the artists, lawyers – all at the top of their game minds of boards and CEOs –– Technology Advantage practice – Looks at how can we transform the technology –– 300 staff in Australia, 10000 staff globally, function? Hiring the smartest people to the 85 offices in 55 countries, opportunities expert track, e.g. recently hired a PhD in for information sharing, also gives great Astrophysics international mobility opportunities for staff –– 20% of staff are overseas at any one time and –– This team is focused on heavy analytics, data there is the option to be seconded into some analysis, the capability is amazing. They are of Australia’s largest organisations or NFP able to identify supply chain inefficiencies purely from the data –– This team is a real strength to BCG at the moment

HOW DO THEY MAKE MANAGEMENT Industrial Goods Technology Energy CONSULTING A SUSTAINABLE CAREER OPTION? –– PTO Program – Predictability, Teaming and Open communication

Financial Services Health Care –– A sustainability initiative to ensure that this is a sustainable career path for their staff –– Making sure that they are creating value for

Consumer & Retail both their clients and employees Telecommunications –– Flexibility - Wendy has two kids so flexibility Public Sector really important, there are two Flex Programs: 1. Flex time – working a reduced number of WHY CONSULTING? WHY BCG? hours per week –– A third of clients have been engaging with 2. Flex leave – you can purchase additional BCG for more than 10 years, developing long leave, block out time during the year, term relationships is key to the success of the potentially family reasons, or personal firm interests –– The business has been doubling revenue in past 8 years and experiencing double digit growth in past 10 years PROFESSIONAL/PERSONAL DEVELOPMENT 8 years doing corporate strategy – buying and OPPORTUNITIES selling shopping centres, managing portfolio –– There is a considerable amount of time and strategy energy invested into ensuring professional –– Re-joined BCG at the start of the year, and personal development is a regular part currently specialising in retail, banking, of the job – apprenticeship model financial services, expanding out to property • You can expect 4.5 weeks per year will be –– Is the mother of two kids, 5 and 3 years old, spent on training would not have re-joined the firm if she would • First Year – problem solving, generating be unable to divide time equally between insight, generating revenue for client, family responsibilities and engagements communication skills, engagement skills, time management, managing productivity “WEEKENDS AND MORNINGS • Most important learning is done on the job ARE FOR THE KIDS”

STRONG ALUMNI NETWORK KIEL’S STORY –– BCG people typically will progress to take up –– Sydney born and raised, all work/life based CEO roles or launch their own ventures in Sydney • Ahmed Fahour, CEO of Australia Post –– Started career at Deloitte in a risk advisory • John Legend, Grammy award winning role before moving to Westpac in an in-house artist advisory role • Adam Jacobs – Co-Founder of the ICONIC –– Completed MBA Executive, where he had the • Melodie Potts – CEO of Teach for Australia opportunity to spend 5 months at Kellogg in Chicago on exchange CORPORATE SOCIAL RESPONSIBILITY –– During his time at Kellogg, was exposed to –– Involved in Jarwun – which is focused on management consulting and encouraged by improving the lives of indigenous Australians, his networks there to apply long term relationship (15 years) –– Successful secured an offer at BCG following –– BCG globally support a lot of different causes/ the 2015 Careers Month recruitment, started organisations - World Food Organisation and in July 2016 World Health Organisation – engaged by –– Recent highlight - Firm wide conference in WHO when the Ebola outbreak occurred Cairns, with everyone from the Australian –– See www.bcgperspectives.com for more offices. They assembled a band made up of information members across the national offices – The WENDY’S STORY BCGs – was –– Studied urban planning at undergrad, enjoyed “NICE TO SEE IT’S NOT JUST built environment, stats, etc ABOUT POWERPOINT AND –– Entered boutique environmental consulting firm after graduation SPREADSHEETS” –– Went travelling, ended up completing her –– Enjoys working with talented, passionate Masters in Sweden where she got her first people with a broad range of interests, in exposure to business –– Came back to Australia, entered into MBA both their professional and personal lives at AGSM which was transformational and through her MBA, was exposed to SO, WHAT DO THEY LOOK FOR? management consulting and offered a –– Creativity and curiosity - defining the problem consulting role at BCG following completion and coming up with the solutions requires of her FT MBA looking beyond the normal, beyond the –– Stayed for a couple of years, and joined easy answer, it is important to display your Stockland Group when her favourite partner creativity of thought and natural curiosity left BCG to head up their Strategy team, spent “YOU HAVE TO BE GOOD AT – a third of current cases are a mix of BCG/ MAZES” BCGDV, but will effectively work as one team –– BCG brings strategic thinking while DV –– You need to be able to demonstrate structured focuses on building disruptive businesses –– Example – Currently starting a project on thinking, apply rigorous problem solving skills looking at customer retention in large FS and show logic when cracking the case organisation, where they have millions of –– You will usually be working as part of a large pieces of data but do not have the capability team when on a project, so it important to to drive insights from their data. demonstrate how well you work in teams WHAT DO THE FIRST FEW MONTHS TO LOOK –– There will be typical interview questions too - LIKE? –– How have you demonstrated leadership? –– Kiel – Joined in April, spent first 2 weeks –– What was the impact of your leadership? in training, two outcomes: 1) to give you a flavour of the firm, how does it all work? INTERVIEW ROUNDS Typical consulting admin; 2) core toolkit, –– Typically conducted over two rounds getting you on the right track – structured consisting of two interviews, each 45 minutes case work, instructor-led, one week to solve a –– 3 components to each interview; 1) getting case, provided with huge volumes of data and to know you (behavioural), 2) case, 3) you tasked to come up with a recommendation getting to know them – they encourage –– Currently working on cases across different questions! industries but primarily within Financial Services and Retail sectors –– They are interested to see what your life is –– Regular training and development like before BCG, where you are looking to implemented, every second Friday there is a drive your career while you are at BCG, and half day taken for training well beyond that, what are you passionate –– You are typically thrown into cases and about in the corporate sphere? given accountability and responsibility for a certain component of the case from the very CASE INTERVIEW beginning, it isn’t an easy start but there is a –– What approach do you want to take? huge amount of support available –– What are the sets of tools do you have at your disposal? –– Wendy – –– What kind of tools are you able to create to “IT’S ALWAYS A BIT OF A SHOCK drive that outcome? TO THE SYSTEM BUT THERE IS –– There is a wealth of online information (demo A LOT OF SUPPORT, EVERYONE cases, practice tips etc) on the BCG website –– Regardless of whether you intend to enter KNOWS YOU ARE SMART management consulting after your MBA, case OTHERWISE YOU WOULDN’T interview practice is a good business tool to BE THERE” have as it gives you the capability to build out a solution that is well supported by logic –– Chris – everyone will go out of their way –– You have to be willing to get your hands to find out about you, it’s a very welcoming dirty, ask rigorous questions during the case environment interview – these cases will replicate the real-world engagements the interviewer has AM I ABLE TO APPLY TO OFFICES OUTSIDE OF worked on AUSTRALIA? –– You will be asked to select three geographical Q&A preferences as part of the application process e.g. Sydney, London, Paris DIGITAL VENTURES AND STRATEGY – HOW DO –– Each office will review your application THEY WORK TOGETHER IN A PROJECT? based on their need. If they wish to interview –– DV is a subsidiary of BCG you, they will do so outside of the Sydney –– Will be different for each project and depends recruitment on the problem you are trying to solve, e.g BREAKDOWN OF INDUSTRY SPECIALISATION? entering consulting –– Currently really busy in retail, telco and media –– Communication skills – doesn’t matter how but this changes on current business trends technically brilliant your solution is, if you can’t communicate it in a way that your ARE THERE CHANGES IN FUNCTIONAL WORK clients board/customers/employees etc will OVER TIME? understand, it’s not going to work –– There is much more alignment to specific functions as you get more senior, but you are –– Recommend that you work on broadening not expected to enter the firm with a particular your skillset as much as you can functional alignment –– Currently, retail and technology functions –– Wendy – Gave confidence on ability in across industry are growing rapidly, financial/accounting side particularly with DV involved, this is growing –– Learned how to get through mountains of at impressive rate and this is where the really stuff in a short period of time interesting work is at the moment HOW DO YOU STAFF UP A TEAM? WHAT DOES THE CONSULTING CHURN LOOK –– They have a staffing team which will LIKE? balance out the needs of the clients plus –– People usually choose to move on because the professional/personal needs of the they they want to try something new/personal consultants choice and the firm is very accommodating –– If you express interest in a particular practice in helping people find the best opportunities area, or competency/skill area, you can align in the market should they wish to move on, yourself with the people working in those actively leverage the alumni network areas to gain exposure –– They will discourage specialisation early “2-3 YEARS AT BCG ISN’T on as the training lies in the variety of the EQUIVALENT TO 2-3 YEARS projects ANYWHERE ELSE” –– As you build out your career, you will get the opportunity to specialise, typically a –– It is fast paced and you can expect to do a lot combination of what you like to do and what more than you would in a typical organisation the firm thinks you are good at –– Some people find this isn’t the place for them, or they get exposed to new opportunities they INTERNATIONAL STAFFING? are interested in –– Chris - Recently worked on a case in Jakarta, –– Organisation focus on making it easier for there are opportunities to travel all over the staff to adjust their work experience around world, informal cross-office staffing, longer their life, everyone has different priorities, term transfer programs available (12/18 dedication to addressing those concerns and months) in another office –– You have visibility each week as to what the making it more workable for everyone pipeline for projects are globally if you wish to express an interest WHAT MAKES BCG DIFFERENT? –– Characterised by clever people, very humble, WHAT DO YOU USE FROM YOUR MBA IN YOUR ready to go out of their way to help people CONSULTING WORLD? –– It is exciting to see how BCG is adapting to the –– Kiel – The core MBA skillset, synthesising changing market, particularly with advances concepts from across various business in DV and big data capabilities within the firm disciplines (economics, accounting, –– The people component is really important, marketing etc), ability to see where you can Kiel received coaching during interview transfer concepts across process, which was not part of the structured –– It is not necessary to be a deep technical recruitment process, because he wanted to expert, MBA gives you the skills to be an help all-rounder, which is very important when WALK THROUGH A CASE? –– As a consultant, are you expected to spend –– Chris – 13 week engagement – Post merger any time spent on business development? integration, bringing together two large –– Entering the firm post-MBA you will be organisations, looking at how we make sure involved in it as part of the project work but they will function, how to serve customers it will not be your responsibility and this will going forward? How do we change this change as you progress. Everyone has the business, while bringing it together, to ensure expected responsibility to build relationships productivity? with your clients –– This was quite a short amount of time, important to take the client through the APPLY.BCG.COM/SYD_MBA_2016APPLICATION transformation, bring them round to the idea, rewarding to see that change affective in the Applications open – 9th September Application close – 14th September market place Interviews commence – 16th September –– Wendy – 6 month engagement – large –– Address cover letters to Megan Marina Australian company addressing culture –– Resumes to be NO MORE than three pages change following the appointment of a new –– Must include a copy of MBA transcripts CEO. Identifying the specific issues with the –– Recruitment Coordinator – Megan Marina, culture, did diagnostic to find what was really [email protected] going on, developed leadership program that was implemented top-down, tools for leaders to talk to their teams, built an app for anonymous feedback

RECRUITING INFORMATION

PRESENTATION Today APPLICATIONS MUST INCLUDE • Cover Letter addressed to Megan Marina • Resume APPLICATIONS Open 9 September – No more than 3 pages Close Friday 16 September 2016 • Copy of MBA Academic Transcripts and undergraduate transcripts if available

INVITATION TO INTERVIEW Invites sent by Wednesday 14 September 2016

APPLICATION LINK : http://apply.bcg.com/SYD_MBA_2016Application 27 ATTENDEES –– This lead to the first discussions around what Ben Fletcher – Partner – Marketing & Sales is now McKinsey Implementation, he heard practice, Head of Recruitment that they we experimenting with the new Eoin Turnbull - McKinsey Implementation, business and wanted to be a part of it UNSW graduate –– MI now have a team of 35 across Australia, Vicki Slavina - Manager, Generalist with the aim to get to 50. Globally, there the Daniel Butina - Engagement Manager, MI team is around 450 Operations –– Firm is also changing the age distribution, Rachel Madeley - Recruitment, McKinsey experienced hires now coming in large Implementation numbers Thi Letteiri - Recruitment, McKinsey Generalist HOW DO YOU CHOOSE YOUR STREAM? –– Most people are happy in the roles they do Currently 9 AGSM alumni at McKinsey in –– You have a choice of what you apply for, Australia (quite a high number for any one and occasionally the recruitment team will school in Australia) redirect your application if they think you would be better suited, but you will need to McKinsey no longer just have the generalist choose when applying track, now there are multiple practices to enter –– Movement between roles is quite low but the business: staffing on teams is extremely flexible 1. Generalist 2. Operations WHAT ABOUT MCKINSEY SOLUTIONS? 3. Implementation –– All the tools that have been developed 4. Digital within the firm are part of the practice, they manage things a little more effectively than if “THIS SESSION WILL NOT HAVE fragmented across all the global offices ANY SLIDES, NO DEATH BY –– Will work with McKinsey Solutions when implementing a particular software/tool as POWERPOINT HERE, INSTEAD part of the client engagement LET’S HAVE AN INFORMAL Q&A –– www.mckinseysoluitions.com SESSION” WHERE DO YOU SEE MCKINSEY IN 10 YEARS’ HOW ARE THE DIFFERING PRACTICES EVOLVING TIME? OVER TIME? –– Ben – “No idea! Alumni that come back after –– McKinsey Australia has always been 3 years don’t even recognise the place!” a practice within McKinsey where they –– 60% of the work happening now, wasn’t are ahead of the other offices, given the happening 2 years ago opportunity to try new things and experiment. –– The McKinsey purpose is about being relevant It was the Australian office who launched and the invest a significant amount to stay McKinsey Implementation (MI) relevant Suspect that the digital practice will –– Evolution is driven by what the clients want be huge, currently 50 people –– Ian – Was previously running downstream –– Larger focus on long-term, large scale business in the Middle East and brought transformational work, that’s where all the in McKinsey for some strategy work. client value is created Was handed the very large file with the recommendation and then asked for assistance in implementing the strategy, was told they don’t do that… HOW DO STAFF FROM DIFFERENT STREAMS WHAT DO TRAINING & DEVELOPMENT AT WORK TOGETHER ON A PROJECT? MCKINSEY LOOK LIKE? –– How they pitch for work now? Look at what “YOU DON’T HAVE A BOSS, YOU will be required to deliver recommendation and then design the team around what the NEED TO MAKE YOUR OWN needs of the projects are, e.g. need an MCKINSEY” implementer that needs marketing expertise, –– When you have a passion for something, you generalist for DA, etc can make it happen, –– Vicki – working on a project for B2B services –– But first….! company, year-long transformation project. • You need to perform well enough to ensure Looked at what the required skillset would you have credibility be to diagnose the issue, look at the data, • Need to have the relationships with build provide the recommendation. Started with the coalition the generalist people to look at case studies, • Identify the value to clients conduct interviews, data analysis, diagnosed the opportunity with the problem. Looked at WHAT MAKES A MCKINSEY PERSON why weren’t they growing? What will it take DIFFERENT? to turn it around? –– McKinsey is a truly global firm, no local P&Ls, –– Then went to design mode, got the digital KPIs are designed for global collaboration, practice team involved – similar in terms of will fly in resources/unique skillsets from analysis, interviews, designed different pilots international offices and operate as one firm and delivery models –– Ben – “A recent project went south…” The –– Then engaged Implementation team who set CEO writes really nasty letter, didn’t like the up call centres, hired the people, wrote the team, didn’t like the progress, gave them a scripts, coached the leadership, left the call week to fix it… centre fully functional –– Turns out the CEO didn’t feel that they were getting the best in global thinking and the WHAT DOES DAY TO DAY LIFE LOOK LIKE? project progress was not being communicated –– Each engagement will have three phases – up the chain diagnostic / design / implement –– Sent email to McKinsey global – next month –– Diagnose the problem, design opportunities held twenty expert meetings with the CEO, for improvement, implement including with McKinsey expert who is currently advising Barack Obama –– Operations framework – three lenses –– There is no charge code for this, everyone –– Operating system – Where is the obvious helps each other out, all succeed or all fail waste, use lean methodology –– Mindsets and behaviours – Look at people “EVERYONE IS JUST and actions, the way they behave is driven by WEIRD ENOUGH, YOU ARE mindset, analyse the accumulation of mindset ENCOURAGED TO BRING YOUR and decisions that drive behaviours - How do I influence? WHOLE SELF TO WORK” –– Management infrastructure – designing the organisation and KPIs that cascade –– Common toolkits/language across the firm throughout –– Values • put client interests ahead of the firm’s –– The more the management consulting sector • observe high ethical standards evolves, there is a need to recognise that you • preserve client confidences aren’t the start and end of things, must be • maintain an independent perspective able to mobilise this set of skills • manage client and firm resources cost- effectively –– Everyone is a part of innovation within the –– Breadth and depth of knowledge - Tackling firm – Commitment to impact with clients and studies across a variety of areas, knowledge creating an unrivalled work environment for gets shared and entered into database library the development of their people –– High energy organisation full of highly intelligent people, get the vibe that people want to actually be there WHAT IS MCKINSEY DIGITAL AND HOW DOES IT APPLICATION AND INTERVIEW TIPS WORK WITHIN THE BUSINESS? –– If you are interested in consulting, apply for a –– They are still figuring this out fully as ‘digital’ few firms, the trajectory of learning will be the permeates every single engagement at the best in your life moment, everyone is automating processes, –– Interviews will be a combination of fit and creating apps, implementing gamification etc case interview –– The skills needed are vastly different and –– Everyone thinks the case interview is the only McKinsey has brought UX firms at the top thing to think about, the fit is just as important of their game, analytics firm (ex-Formula 1), –– Fit – typical interview stuff, prepare a few design studio (Luna) – fundamentally different stories, leadership stories, present yourself capability set as best you can, be authentic, what are you –– Don’t want to think that a digital study is interested in? different than a typical one, this is still an evolution CASE EXAMPLE: –– Generalists play the translator role, between –– Your client is Total Steel, the sole manufacturer the digital teams and clients of steel in NZ, selling both internationally and domestically, international makes no money WHAT INDUSTRY TRENDS ARE YOU SEEING AND –– They don’t sell directly to consumers, but HOW ARE YOU TAKING ADVANTAGE WITHIN to distributors, two of them are big (D1/D2), CONSULTING? CEO of Total Steel wants to acquire D2. Is it –– Clients are wanting partners to come along a good idea? on the transformational journey – Australia –– has undergone huge disruption, still some –– “Have you got that?” There are only three tougher times ahead, number of Australian ways to answer this… companies need the assistance, this will 1. Yes see them engaging in longer term, large 2. I just want to check these facts – read back scale transformations, performance based the notes (not a great choice, you were just told) consulting arrangements where the client 3. Repeat it back in a way that you illicit more will pay X% of impact to the bottom line – information - the best choice McKinsey are happy to take the risks, have confidence they will deliver, and would prefer to have the longer term engagements “RIGHT, SO OUR COMPANY IS TOTAL STEEL, THEY ARE WHO IS RESPONSIBLE FOR THE RESEARCH SELLING INTERNATIONALLY FROM MCKINSEY? AND DOMESTICALLY, WHAT –– McKinsey has grown from the best thought leaders in the world ARE THE TYPES OF END –– Created McKinsey Global Institute – McKinsey USERS?” quarterly – seek out the most thoughtful partners around the world to drive this, but –– If you can draw what is going on, the case will now seeing bottom up innovation now open up as you can always come back to it –– McKinsey will work with clients on policy and throughout the conversation research – published papers on Australian –– Start gathering the facts and fleshing out productivity challenges, through both the the problem, the interviewer will provide the Global Institute and clients/partners information that is relevant

–– All cases will start with open ended question “IF YOU HAVE A PASSION – Why does total steel want to buy D2? ABOUT CHANGING THE WORLD IN A CERTAIN WAY, MCKINSEY –– Because of the nature of the advice you give GIVES YOU SUPER POWER AND to clients, it’s important to be structured in your thinking, use clarifying questions SUPER FRIENDS TO DO IT” –– “I think this for three reasons” – never go over three QUANTITATIVE QUESTIONING –– As part of the case, you will be given a set of numbers - Total Steel – 500k tons of steels makes $300m, 75% of sales are domestic…. –– The interviewer not asking you these things to try trip you up, they will not fail you if you will think logically about maths –– Write where the numbers are coming from – “10% of the 25%”

–– At the end of all this you pull it all together – now what does this mean? –– Step back from it, formulate and deliver your recommendation

–– Big tip – you are all smart people, the only time people get themselves into trouble is because they aren’t understanding what is being asked, make sure you actively listen, keep clarifying –– Draw out your thinking on a piece of paper, it gives you something to refer to if you lose your way and gives you an opportunity to show the case interviewer your thinking/understanding of the problem

WWW.MCKINSEY.COM/CAREERS Applications open – 9th September Applications close – 11th September (midnight) Interviews commence – 16th September Ronan Gilhawley - Partner AGSM 2003 diversity of employees goes hand in hand Lee Chung - Enterprise Strategy with diversity of thought Magnus Gittens - Growth Strategy –– Acquisitions – cyber, tech, Performance Clinic Peter Samaan - Operating Strategy & Cost (providing a sports management mentality Introduction in the corporate workplace), Benarra AGSM 2014 (sustainability and ethics within supply chain) Louie Bevilacqua, Deals Strategy OurLisa Powrie, History Recruitment Three main streams: –– Deals business – competes with Investment ABOUT Banking, valuation work, M&A –– Risk consulting – process controls, cyber Piet Klynveld founded an accounting practice k firm in Amsterdam in 1917 –– Management Consulting business –– 420 different services offered in the local William Peat founded an market, strong footprint domestically accounting firm in London in 1870 p –– When a client asks about subject matter expertise, KPMG have better expertise on James Marwick founded Marwick, the ground domestically than competitors m Mitchell & Co. in New York City in 1897 –– Global Strategy Group relatively new for KPMG, genesis of this group comes from the Dr Reinhard Goerdeler – joined his firm deal environment with Klynveld in 1979. Laid much of the –– 1000 people in strategy practice today g groundwork for the complete KPMG merger – founded 1987 –– KPMG Global Centre of Excellence, drives Global Strategycollaboration Group across strategy practices Through our proprietary “9 Levers of Value” –– Offices in 156 countries, $23b revenue, 150K framework,across wethe usebusiness a structured approach in employees evaluating,–– Strategy designing is an integrated, building business and implementing –– Operate in pretty much every country in the strategic initiatives

Financial ambition Strategic ambition & financial world where this is some form of mature targets

Markets Business Model (BM) infrastructure Combination of markets, propositions and customers to Clients & channels achieve a unique competitive –– APAC© – 2016 29 KPMG offices International Cooperative across ("KPMG International"),13 countries a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International position Propositions & brands 4 provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such –– Australiaauthority tohas obligate orthird bind any memberlargest firm. All rights advisory reserved. practice Core business processes Document Classification: KPMG Confidential globally, after the US, UK Operational & technology Operating Model infrastructure (OM) Alignment of operating model to deliver the business model and –– Typically thought of as an audit firm, annual Governance, Structure & Risk drive efficiencies to achieve Management financial ambition information People & culture results, 52% of revenue is now in advisory and key performance indicators Measures & incentives work –– CEO is a former M&A partner so there is now a larger focus on advisory rather than audit –– Majority of strategy works focus on strategy

–– Lots of acquisitions in the last few years © 2016through KPMG International Cooperative ("KPMGto International"), execution a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International 11 provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. –– Strategy consulting business expanding –– 50% focused onDocument Classification:deals KPMG Confidential environment rapidly, hired 2000 people across Australia in –– 50% transformation the past year alone –– Focus on innovation, proactive view with –– Enterprise wide strategy – classic strategy clients, partnering with incubators in the work CBD, innovation funds, see this offering as –– Growth strategy – new products, new increasingly important to differentiate agenda services, new markets, pricing strategy as a –– Diversity is very important within the firm, growth area, client facing activities, top line revenue growth for clients –– Needed to reduce costs –– Operation strategy and cost - performance –– Approach – mobilised Campbell’s cash improvement and carry employees, got Metcash to hand –– Deal strategy pick top performers from the warehouse staff, assembled a SWAT team and took LEE CHUNG, ENTERPRISE STRATEGY them through a 4 week training approach to –– help redefine overarching strategy analyse the costs of running a warehouse, –– Customer owned banking association – identify where can they strip out costs, from members - CUA, Police Bank top to bottom –– Sector experiencing decline in engagement –– Tested hypothesis on site, designed tangible with customers, performance was lacklustre solutions with the SWAT team, back to the –– Where is our sector, how are we going to get warehouse to implement, saved $1.3m in traction and grow? one year in one warehouse, from -$700k per –– How can you differentiate? annum, on track to save $3.3m this year –– Key – getting engagement with members, 1:1 LOUIE BEVILACQUA – DEAL STRATEGY interviews, roadshows, presentations across –– Primary Health Care Limited - combination of Australia enterprise growth and enterprise strategy –– Pulled together baseline, no one could really –– Looking at a business holistically articulate what it meant to be a member –– Working across both buy-side and sell-side, –– All individual institutions doing the same helping them to position themselves within thing, set up platform for collaboration the market –– Analysed back office structure, how can this –– Own a technology business, has about 60% be more efficient? practice management software of market in –– How do we make sure we have a performance Australia framework to ensure best practice? –– Looking to expand into different areas and MAGNUS GITTINS – GROWTH STRATEGY raise capital to help them do that –– Burson Autoparts – newly listed company on –– Growth projections over four years – how do ASX we articulate that? –– Picking up lots of car services car part –– Wanted to expand into eHealth, health data businesses, recent business acquired from analytics and consumer health - can you Metcash define those markets? First challenge is to –– Pure play distributor of car parts, sell to go in and develop definition of what are very independent mechanics, etc new markets –– One of the businesses they acquired was –– Sized the separate markets in Australia, how competing with them directly – do we want to big is the market? Who is playing? What retain or divest? What are the options? provides them advantage? What are the –– Assess market attractiveness for entire value barriers to entry? chain –– Would they even have anything to add to the –– Full review of existing business, understand market they are not currently playing in? value of different parts of the business –– Do they have the capabilities to run a network? –– Performed a lot of benchmarking, nothing –– Recommended that they retain and grow the really available within the Australian market business –– The client has data – valuable asset to sell –– Board agreed with go with recommendation –– Looked at the different partner options, and inject a lot more capital looked at Apple, Google, Microsoft – had to PETER SAMAAN – OPERATING STRATEGY & investigate what they were doing in this space COST –– What is the partnership strategy for three –– Performance improvement, turnaround, markets to be delivered in four weeks working out weaknesses –– Metcash – largest wholesaler in Australia, –– Presented strategy and analysis – investment supplying to IGA/Mitre 10/Woolworths bankers couldn’t structure the story until they –– Large scale transformation program, needed got the KPMG document, were then able to $100m stripped over three years, largely put together investment memorandum within the convenience unit, otherwise –– Actually ended up selling the business to a warehouses will start closing down PE firm, hugely successful transaction RONAN GILHAWLEY – INTEGRATION, –– Lots of problem solving, meeting with SEPARATION AND JOINT VENTURES stakeholders, identifying pain points, –– Worked on 60-70 M&A in the past 8 years, no synthesising into presentation two merger/integration processes are alike, –– High level of exposure to senior executives, experience counts, methodology tends not to working with lots of Heads of… in this case –– Lots of ongoing training and support –– Case example - SAB Miller acquisition of Fosters LIVE CASE INTERVIEW –– Previously did some defence work with –– Buy-side deal strategy engagement Fosters, there was a hostile bid situation, –– Client is a Chinese PE investor, no prior issues/target statement, did value based sector experience, looking to acquire leading analyses, deal flipped to be friendly, company Australian cinema chain. What is the had an existing advisor on retainer, but went attractiveness of this potential acquisition? with KPMG to handle the merge –– This meant taking control – control of risks, –– Think in issue trees… taking over the bank accounts, making sure –– How would you structure this? What are the the lights were on, business as usual – $10.2b challenges? transaction –– How attractive is the local market? How easy –– Had to drill down to a minute level of detail – to enter? looked at brewing processes, SAB believed –– How well positioned is the target compared to in filtration, whereas Fosters were happy with competitors? chemical additive, had to get understanding –– How is the financial performance/? Is it production operations, how does this business sustainable? operate? Where do they spend money? –– What are the value creation opportunities? –– Fosters had excellent practices in marketing, SAB Miller not so much –– Start with a framework of how you are going to breakdown the problem, take the interviewer “BAR MATS AND BEER MATS, through the thought process - Break it down WHY DO BEER COMPANIES PUT to manageable parts THEIR LOGOS ON THE MATS, Applications open - 9th September WHAT IS THE VALUE? BECAUSE Applications close - 11th September THEY’VE ALWAYS DONE IT THAT WAY…”

–– Extracting value – driving material change into an organisation that you essentially know nothing about, business transformations in extremely uncertain circumstances –– What do you focus on? What do you not look at? –– When deal was completed, thought the business was lean but found it was underinvested and they needed another few millions

LIFE AS A CONSULTANT –– Peter – legal background, entered MBA, started with Woolworths in group strategy, joined KPMG as Senior consultant, just promoted to manager –– Currently working on expansion of Coles express, competing against BP etc –– Typical week - up at 4am, fly to Melbourne, in the client office by 9am Robert Bustos - Partner connection. ATK agreed to send him as a Michael Dunstan - Regional Lead PCE Labs, pro bono consultant, got to go to Rio with the APAC AGSM 2014 recent Olympic team Krystyn Harrison - Associate / PCE Labs Jedrzej Orkisz - Manager JZERDI Ly Dang - Recruitment Lead –– Joined Kearney in 2007, worked across Russian, Spain, UK, across Europe, got to “LESS ABOUT TELLING, MORE know colleagues from many places but also how different countries work ABOUT SHOWING” –– Transferred with Global Mobility program – allows you to go for short term placements, –– Diversity is important, not just in regards to 12-18 months in a different office people but also experiences –– Working from Australia on projects on Paris, –– Big enough to be global, small enough to be SE Asia nimble –– Working with a multinational team? American Partner, Irish Principal, Indian Manager, Realise your full potential with A.T. Kearney - Polish Associate, two from SE Asia, one from video South America – all bring different values and perspectives to the table, diversity of thought –– 90 years young – Australian practice is 20 years old ROBERT –– Vision 2020 - Aspiration to double in size by –– Joined as Principal in 2012, background 2020 and be the industry’s most admired firm in independent consulting, with Perpetual –– 3500 consultants globally – you do have Limited, began with another consulting firm ability to carve a name for yourself within the after undergrad firm –– 350 partners globally, able to call on anyone when required KRYSTYN –– Chose ATK because they are big enough –– Came from media industry, where she was to be global and invest, small enough to be working on a little strategy work, now working nimble and personal side by side with senior stakeholders in large –– Had the idea for new initiative to better serves global media company - how you can drive clients – which has now been launched as $70m in revenue in 3 years PCE Labs –– Mostly working in digital strategy, driving –– Pitched the idea at ATK’s Global Innovators impact at a senior level day – spent a year travelling around the world –– Worked across Canada, US, Tokyo, Australia pitching to all the ATK offices, PCE Labs provides a new way of approaching customer MICHAEL experience – working with partners to sell and –– Chose consulting as it could broaden pitch new clients, producing new marketing horizons, get to work across a variety of materials, designing marketing strategy, sectors and a variety of problems much more executional transformation –– First two years at ATK spent in telco, finance, –– Now ATK are doing this work all over the banking, insurance, metals and mining world and the firm now wants to turn this into –– Now leading PCE Labs initiative - customer a business in its own right. This illustrates centricity, innovative experience function ATK’s ability to pick winners and invest in –– Was previously working the with Australian ideas Olympic sailing team before MBA and he when joined ATK, wanted to keep this Client video - Chip Bergh, CEO - Levis creating and ideating on events they believe HOW ARE YOU SUPPORTED? are most critical to customers, empathises –– Earlier this year there was a consultant who with customers, designs new experience or was passionate about involvement with Unicef, proposition, closer to what actually matters sent to Bangkok to attend a conference to the customer not what the clients THINK –– Will encourage people to take leave of matters to their customers absence if there is a passion project you want –– Beyond strategy, designing and delivering a to follow solution, testing it then scaling it across the –– Global Innovator Day – consultant who was organisation passionate about bitcoin, pitched idea around –– Working with digital agency, advertising bitcoin, now presenting to clients and how agency, bringing all the disparate skills FinTech can benefit together providing higher level of client value –– As you develop with the firm, you will have –– Presenting more than just a deck the freedom to grow your career based on your interests WHAT ARE THE CORE SECTORS YOU WORK WITH? “THE STRENGTH OF THIS FIRMS –– Significant business in financial services, strategy through operations engagements LIES IN THE FACT THAT WE ARE –– Consumer goods and Retail, mostly in ALL DIFFERENT” operations and improvement/supply chain Andrew Thomas Kearney –– Strong Telco practice –– Resources practice –– Professional development model is one of –– Globally they work across all sectors/ apprenticeship, there is an embedded role of industries, in Australia based around what is mentorship across the organisation and know big in the economy at the moment that it takes all types of thinkers, paths and backgrounds to make up the team WHAT DO YOU LOOK FOR? –– People are all individuals, client service is HOW DOES SOMEONE MOVE FROM A central to what they do, passionate problem GENERALIST CONSULTANT TO AN INDUSTRY solvers, ability to think logically, can you SPECIALIST? articulate solutions in a logical way? They –– When joining ATK following MBA you will will test for comradery/team skills as part of join as a generalist as the trajectory when the interview process jumping around problems and working with new teams is a challenge but great learning WHAT ABOUT CASE INTERVIEWS? opportunity –– The Interviewers would have likely worked on –– You are not expected to have a particular the real life case used in the interview level of professional expertise –– No necessary formula for cases, they are –– Specialising is a long term pathway, once testing logic and problem solving skills you have had a couple of years at Associate –– Would the interviewer enjoy working with level, you are able to express preference to you? work on particular projects that will build the –– It is critical to work through your thinking with skillset to build specialist knowledge your interviewer, it is meant to a conversation –– They are currently recruiting specialist capabilities into Supply Chain and RECRUITMENT PROCESS Procurement Vertical –– Round 1 and 2 same –– Two rounds of interview, behavioural and PCE LABS – WHAT DOES IT DO? case –– Using a new methodology, designed by –– Quick process Robert, looking a Pivotal Customer Events along the customer journey HTTP://WWW.ATKEARNEY.COM.AU/CAREERS/ –– Looking at what is out there already, adding ON-CAMPUS to the customer value paradigm, what is the business value? Reduced cost to serve, Applications open - 29th August revenue streams Applications close - 11th September –– Discovery – working directly with clients, co- Wilma Penrose - Executive Consultant WHAT DIFFERENTIATES US? Euan Lay - Associate AGSM 2011 –– Advisian sit in the middle of the strategy Peter Schoeman - Associate AGSM 2013 houses and technical specialists –– Combination of strategic management and “OUR PURPOSE IS INGRAINED IN technical consulting expertise plus deep domain knowledge backed by real world EVERYTHING WE DO” experience –– Global reach, local delivery –– We create value by solving the world critical resources, energy and infrastructure challenges “WE ADVISE, THEN DELIVER” –– Work in a global field, hydrocarbons, mining –– Work heavily with NSW government, Victorian –– NSW booming in terms of infrastructure at Regions the moment, broad spectrum of work at the office working closely with NZ –– Light Rail – NSW Transport moment • Americas –– Look at this in terms of a •riskAustralia, matrix Pacific, and Asia, China (APAC) ABOUT financial model, can the government• Europe, Middleactually East, Africa (EMEA) –– Worley Parsons is parent company, afford it, procurement strategies, both operations in 42 different countries, 24,000 domestic and international players wanting to people worldwide, revenue of $7.8b contract with government –– Advisian is part of the Worley Parsons growth –– Benefits realisation to understand what the Regions strategy, subsidiary of Worley Parsons, 2,800 ratio is for government, both positive and people globally, revenue $650m negative factors, •––AmericasThey operate in a number of different –– Use of project management skillsets, risk • Australia, Pacific, Asia, China (APAC) management plans Europe,services/sectors Middle East, Africa (EMEA) • –– Third party agreements – various stakeholders Services in utilities, anyone that is impacted by the building light rail • Business Case • Industry Technology Sectors • Concept Design and Project Solutions EUAN – BUSINESS CASE SERVICE LINE Feasibility • Operations Excellence –– Involved in five business cases in past two • Contracting Strategy, Expert • People and Organisation Hydrocarbons Minerals and Metals Witness and Dispute Resolution • Procurement Strategy years, public sector, road, rail, water• Upstream electricity Onshore • Light Metals • Decision and Risk Analysis and PPP –– Apply a lot of the skills learned• Upstream during Offshore the • Fertilisers • Decommissioning and • Project Delivery Services MBA • Midstream • Precious and Base Metals Restoration • Reserve Evaluation –– Business case structure – four• sections,Refining case • Bulk Commodities • Digital Enterprise • Safety Consulting • INTECSEA Services • Environment and Society • Software and Analytics for change – need for investment, key part of • Geosciences • Strategy this is the problem statement “thereInfrastructure is a lot of Chemicals • Transaction Services road congestion” • Transport • Business Case • Industry Technology Sectors • Energy • Concept Design and Project Solutions –– Options analysis, look at a base• case,Water if there Feasibility • Operations Excellence were no investment, what would• Social the world • Contracting Strategy, Expert • People and Organisation Hydrocarbons Minerals and Metals look like, if there is investment, what would Witness and Dispute Resolution • Procurement Strategy • Upstream Onshore • Light Metals • Decision and Risk Analysis and PPP that look like (several options), then detailed • Upstream Offshore • Fertilisers cost analysis into the option • Decommissioning and • Project Delivery Services • Midstream • Precious and Base Metals Restoration • Reserve Evaluation • Refining • Bulk Commodities –– Value for money assessment – economic • Digital Enterprise • Safety Consulting • INTECSEA analysis, better for cost ratio developed, • Environment and Society • Software and Analytics expenses/revenues investment will generate • Geosciences • Strategy Infrastructure Chemicals –– Delivery strategy, if we were to do this • Transaction Services • Transport • Energy investment, how we would project manage • Water this? • Social –– Detail around the risk analysis, identify works, power station through its approvals key risks through different phases of the when Austrade had the retail sector too, gas investment – government projects – how do fired power station, interesting project, start we speak to the community about this? with business case, why are we doing this? –– When preparing the business case, need Also involved in 8.2b signoff from the AER to to understand from front to end, everything review electricity assets about the project –– Joined Advisian two years, diverse skillset –– Apply softer skills, working in teams, always and professional experience, better fit, likes part of a team, lateral thinking, communication to share knowledge, enjoys working in a skills, written and when putting together the team, pulling all the ideas together narrative EUAN – FULL TIME MBA PETER - MARKET ENTRY STRATEGY FOR –– Joined firm following Evans and Peck LATIN AMERICA – WHAT DOES THIS TYPE OF presentation during Careers Month 2010, ASSIGNMENT LOOK LIKE? 14 years in steel industry pre-MBA, wanted –– Client is top 25 construction contractor with to leverage MBA learnings and combine domestic market, wanted to expand and previous experience, was a good fit, broaden wants to look at Latin America skillset beyond steel, learn new functional –– What are the attractive markets in South skills Australia and how do I set up sustainable PETER – MBA EXECUTIVE partnerships in this region? –– Become quite specialised in what he was –– Reviewed all the markets across all the working in, needed to broaden skillset, transport markets – roads/airports etc –– 1 Ability to leverage prior experience in major –– How can we enter? What are the avenues? projects, capital projects –– Advisian have a presence in Brazil, worked –– 2 Calibre of the people closely with subject matter experts in this –– 3 Ability to diversify experience, work across office sectors outside of what you are familiar with –– Mapped out a number of different strategies, how can you regularly build your presence in PLANS TO ENTER NEW INDUSTRIES? SA –– Looking at defence in partnership with –– Assessments – customer buy in behaviour, another large consultancies how do private/government clients produce –– Heavy steel industry their infrastructure, what would the response WHAT IS THE HIERARCHICAL STRUCTURE? be from the competition –– Do work in specific sectors, within those have service lines, try to align individual skillsets, CAREER PATH? up to the individual if you want to stay in a –– Wilma – started in oil industry, involved in particular sector but people are typically project in Libya, river project Austrade interested in moving about the firm –– Moved back to Australia, civil engineering –– Organised by location, structure is flat, you WHAT DOES THE INTERVIEW PROCESS LOOK don’t have a boos, work for different principals, LIKE? depending on the level you enter, may have –– Meet with two principals, informal chat about one or more projects on at one time, yourself, previous experience, previous –– Very good assignment feedback process, successes, where do you want to go? Why specific about where your strengths are, are you interested in Advisian? development areas, you are welcome to –– Can expect 2-4 rounds of interviews, put a specialise, people generally want to work very high value on cultural fit, testing through across the sectors, likely in more than one different rounds is the best way to ensure fit service line –– They don’t specifically focus on case interview, you can expect questions around WHO DO YOU SEE AS YOUR CLOSEST how you have demonstrated problem solving COMPETITORS? HOW DO YOU DIFFERENTIATE? in prior experience –– Forever moving spectrum – technical –– Will be asked case type questions but not specialists have tried to move up the strategy delivered in the ‘typical’ consulting way space, building on strategy arm to Whothe are we looking for? business, plus big four and strategy houses RECRUITMENT now trying to get more into the implementation space, –– Do have the advisory capability, soft skills are key, be able to walk into client’s boardroom, build trust to identify the real Senior Industry Technical Commercial issue, relationship management Consultants & Knowledge Background Acumen –– Strategy houses trying to bring in infrastructure Associates expertise, not rounded enough, –– Better to focus on providing value to clients rather than mapping out competitors

Lateral Team Self Effective Attributes Thinkers Players Starters Communicators Willing to express their –– Cilla Everitt - [email protected] opinions –– www.advisian.com/ Refer AGSM2017

Proactive: Effective communicators see challenges Applications open - 1st September as learning Team Applications close - 30th September experiences players

Lateral thinkers Thrive on and problem a variety solvers of work Quietly confident Portland

Paul Millett - Director –– Launching an office in the US this month, Anthony Chesler - Director teams flying in and out all over the world, Christian de la Rica - Engagement Manager established team in Singapore, Europe office Mariana Wenzler - Senior Consultant to follow –– Advisory – classic strategy work – where Introducing Infosys Portland video you want to get to from where you are today, helps chart the course –– Delivery – the executive of the strategy, training the team, very collaborative, most of the time spent on delivery mode –– Operations - this is where the Infosys partnership comes in to play, technology enabled, outgoing multiyear relationships

WHO DO WE WORK FOR? –– Woolworths, Rio Tinto, CBA, ANZ Bank, Caltex, Sydney Water, McDonalds, Pepsico, Optus, NSW Transport

–– Growing footprint in Government, departments –– Clients enjoy the people, see IP as partners, are waking up to the need to drive more out help them be successful, they do well, we do of the funds and be more commercial well –– Supply relationship management, looking at –– They recruit on a set of values supplier partnerships rather than a vendor –– Improve profitability and efficiency, focus on 4 cost side of P&L –– Christian - been with the company 9 years, –– What do we do in a day? “INCREASINGLY BUSINESS IS –– Company tries to accommodate family LOOKING AT PROCUREMENT requirements FUNCTION AS A COMMERCIAL –– Team brainstorming – idea/hypothesis –– Stakeholder engagement meetings with PARTNER” senior client stakeholders –– Analysing the data, how do you structure the –– Assist with revenue, speed to market, at argument with the data and numbers behind forefront to drive programs within government, it thinking of procurement differently –– Negotiating with suppliers on behalf of clients –– Go head to head with big four, specialist, –– Prepare presentation/reports – internally or focus on core capabilities clients –– Consulting and advisory –– Pragmatic solutions that will work in client PRESENTING TO CLIENTS environment –– They do a lot of team activities as an –– Outsourced operations organisation, soccer, very social office –– Support services to assist internal teams environment, tennis tournament once a year, function well’ adventure race in Jindabyne –– Global footprint now with Infosys ads parent –– These are activities are important to create company and enhance the culture, balance between –– Advisory footprint growing, teams in France work and social at the moment –– Every day is different, lots of variety, new CAREER GROWTH? clients, new projects, new locations with the –– As an individual you will be aware of where stability you are in your career and where you want to –– Past year has been to treatment plants, go – do you want to develop leadership skills/ chicken factories, military facilities, shipyards management skills? –– Enjoys getting on the ground and solving real –– Will help you to build skills that are very problems facing the operational function of transferable into other markets the clients’ business –– Learn and grow – Fridays are always in the PROFESSIONAL DEVELOPMENT? office, training most Fridays, different teams –– Training academy, internally run, twice across different projects share what they are per year, done in individual cohort groups, working on, everyone has visibility across the transfer of skills from senior to junior team firm members, foundational skills, work planning, –– Structured mentoring program, everyone has negotiation skills, or more technical skills – a mentor for guidance lots of transfer of knowledge in a formalised –– Ensure you grow professionally with the environment company and are getting challenged all the time –– Most learning is on the job –– Most of the projects will be team based CHES – DIRECTOR IN NSW projects – 4-6 people, typically run between –– One of the first employees in 2000, now with 12 and 20 weeks the company 15 years –– Leadership programs – Delivered externally, –– Staff of 70 in NSW, 40-50% of the overall everyone on the organisation will move company through the training programs “OUR PEOPLE ARE OUR –– Social and ‘give back’ aspect – grass roots BIGGEST ASSET” type social calendar, 180 Degree Consulting, mentoring university students, largely driven –– A testament to the organisation is the tenure by people in the firm of the people in the organisation –– Each year do design thinking – what should –– People talk with their feet if their unhappy we be doing in the community? Spinathon –– Team is small, largest in our professional for charity domain –– Very much a family environment WHAT’S THE CAREER TRACK? –– Business analyst → consultant → senior –– Being a consulting environment, we are a consultant → engagement manager → mobile workforce, need to be flexible, open associate director → director to moving around, there will be travel –– Most AGSM entrants enter between BA – Senior Consultant, depends on the experience RESOURCING AND PLANNING? prior to the program –– Now being part of Infosys, can create much –– Typically spend between 12-18 months in the more global opportunities, were previously more junior roles, more senior roles will take largely limited to local, now in London, New a little longer York, currently working in a global delivery –– Do hire at multiple levels team within an investment bank What’s the interview process? Portland’s recruitment process is designed to assess each candidate’s technical WHATabilities, IS THE critical PROCESS? thinking skills and cultural “fit”

2 3 4 Analytical Test Case Study Final Interview

1 5 Application Offer Screening

–– Always actively looking for people, don’t have an intake at a particular date 13 –– Very upfront and transparent about timeline and process –– Brief CV –– Hire for cultural fit –– Analytical test – for us to understand level of competency using some analytical tools, a lot of what they do is data driven and fact based, how well do you use those tools 1 hour test –– Throughout process, you will be exposed to a lot of the team –– Case study – typical scenario that they will encounter every day, you won’t be tested outside of what you would likely be doing should you join the firm –– 90 minutes, testing to see if you understand the facts, then answer some key questions – testing critical thinking, communication skills, how you break down a problem, how you relate that back –– Final interview - director/senior leaders – cultural fit only – ask questions –– First three looking at cultural fit while testing competency –– From start to finish can be 3 days to 2 weeks, not a three month recruitment process –– Actively managing a talent pipeline –– Once the offer is made, will want you to start –– Carefully manage their people and resources, not having too many people on the bench

SEND YOUR RESUME, COVER LETTER & TRANSCRIPT TO: [email protected]

Applications open - 9th September Applications close - 30th September Niki Alcorn - Partner AGSM 2005 JUSTINE – SA HEALTH SYSTEM PROJECT Brandon Hartock, Director –– Developed and executed on a turnaround Fei Xu – Director - joined as part of acquisition strategy to improve the quality, accessibility, two years ago equitability and cost of an underperforming Justine O’Niell – Senior Consultant health system –– Launched ambitious five-year transformation program – patient centred focus –– Diverse nationalities, skillsets, backgrounds –– The challenge wasn’t finding out what they within the Strategy & Ops team need to do but how they would execute that –– Deloitte was appointed as implementation –– Consulting is a machine, the Deloitte partner consulting arm is huge –– Assembled global team of health care experts –– Organised around the agendas of the C-Suite from across UK, US, Canada and Australia –– Difference in Deloitte is that they are about –– Approach was simple – set up delivery support growth for the client function, overarching program management –– What will be the CEOs personal legacy, what function do they worry about at night? –– Translated the business case into clear • Strategy roadmap of benefits • Business model & service Transformation –– Identified key levers – productivity and • Asset effectiveness and supply chain service improvement, across all areas of the • Strategic spend management patient journey –– Service reconfiguration / Designing new –– Every engagement is a little different, a little services and optimising current services bespoke, unique to that organisation / Performance management monitoring / Clinic leadership workshops / Skills transfers “WE DON’T LIKE workshops POWERPOINTS” –– They are already starting to see clear outcomes from work started one year ago, i.e. “HOW DO YOU CREATE A reduced waiting times, reduced length of stay, COMPELLING CLIENT EXPERIENCE overall improvement in project management LEAVING THEM WITH THE capabilities across the whole system ENHANCED CAPACITY TO ACT IN –– Large team – 20-40 people THEIR GIVEN DOMAIN?” “OVER THE PAST YEAR, OUR –– Old school consulting is gone, it’s no longer TEAM WERE ABLE TO HAVE A about delivering the big strategy document REAL IMPACT ON THE SOUTH –– The core consulting capability/toolkit, AUSTRALIAN COMMUNITY” common ways of thinking and breaking down a problem, creating a narrative, will remain BRAD – EXAMPLE PROJECT common –– Global $50b company, asset intense –– Business environment is now too faced past manufacturer for industrial products, key –– Strategy as execution / strategy as supplier to mining, O&G, construction sectors transformation –– Engaged to deliver a revised strategic plan –– Important to stay relevant, trying to reimagine and operational diagnostic to assist in what strategy and operations consulting is in achieving a step change in growth over a 5 this new business reality year horizon –– Issue: The 2020 strategy was dreamed up in WHY DELOITTE STRATEGY & OPERATIONS? 2009 but didn’t factor in the mining decline. WHAT DO WE LOOK FOR? Return on capital was about 2%, business –– We are the trusted advisor for the C-suite was concerned, fairly typical strategy and which leads to interesting work, ability to take operations review intellectual problem solving from the client –– Working directly with the Group CEO, Group and help make the transformation CFO, Business Unit General manager with –– There are multiple career paths different agendas: –– Like to bring the immersive creative side to –– CFO – how do I get this to 10%? problem solving, now using design a lot more –– CEO – we did this massive investment –– Using the emotional connection to strategy to combining to one Greenfield’s site and now drive transformation that’s not performing that well –– Everyone in the team is intellectually curious, –– GM – this business is awesome, lets grow! but enjoy work/life balance, very social group –– Deloitte constantly looking to reinvent –– 4-5 week project – a bit painful, you need to themselves, what is the next new thing? learn the business quickly, –– Work divided in two, full strategic market JUSTINE: “WHAT HAS SURPRISED YOU WHEN review, complete operational review YOU JOINED DELOITTE?” –– What is performing? Which parts are –– When I came back into big four, found that profitable? the vibe was a lot younger, a lot fresher than –– Have a very aging footprint, needed a lot of expected, people tend take themselves less capex to inject seriously –– Recommendation was quite ugly after –– Surprised at the level of innovation, how can what they had found through the data, the we apply new technology and thinking to the organisation needed someone to call bullshit client solution? and identify what is the issue is really? –– Provided the structure to have the PROFESSIONAL DEVELOPMENT conversation and equip the CEO to make the –– On the job training and very structured decisions development program, structured problem –– Help the CEO see their business, often they solving, storytelling skills, senior stakeholder rely on the information their staff tell them management technique

NIKKI - MARKET SIMULATION PROJECT WHAT DO WE LOOK FOR? –– Designed and delivered an immersive market –– You need to be an integrator, the S&O team simulation to test strategic options and translate different thought processes across response levers over near and longer term the firm to their clients, so how well do you horizons for Telco client integrate in your groups? –– Clients have really good internal strategy –– Stamina and tenacity teams, worked with them to co-design war game simulation PROJECTS? –– Highly immersive experience that modelled –– Travel is not a massive part of what it is like two scenarios through different timeframes to be a consultant at Deloitte, operate very –– 20 people, 3 week turnaround locally –– Deloitte Client CSO – –– Finding that one project that ticks all your “THAT IS THE MOST EFFECTIVE boxes doesn’t really exist, how many things WAY I HAVE SEEN STRATEGY are actually aligned to you, what can you EXPERIENCED” learn from the rest? How can you broaden your skillset? –– Their team leaves having really robust –– Each engagement will give you some conversations, completely pivot on a few valuable, the learning curve things that they thought were a given in the –– Typically MBA’s will join as Senior Consultant, sector with about 5ish years’ professional –– Leveraged Deloitte’s regulatory experts, experience, structure is quite flat, everyone designers, financial modellers, developers has equal input, idea sharing across levels –– AGSM entrants have sometimes joined at Consultant level when the previous experience hasn’t quite met the requirements, this will provide a better career trajectory/ learning environment than joining at a Senior Consultant level where everyone will typically have a higher level of experience

INTERVIEWS –– 1st Round - 2 x 45 minute case study interviews with Managers and Directors –– 2nd Round - 2 x 45 minute case study interviews with Directors

CAREERS.DELOITTE.COM/JOBS/ENG-AU SEARCH FOR: AUEXPPIP124970

Applications open - 9th September Applications close - 11th September Jamie Downs - Partner –– 20-30% strategy, 70% execution – they don’t Nick Johnston - Partner need to ask the clients whether they are doing Bree Zampogna - Director a good job or not, they can see the impact Elias Yakup - Senior Consultant Gulinka Shadinuowa - Consultant –– Gulinka – joined September 2015 Kevin Brown - Consultant AGSM 2015 –– Two engagements, both very different, very Priji Vijayakumar - Consultant challenging, –– Tasman Meats – large meat retailer in –– 6 years old, short heritage, 55 people across Victoria, finance business partnering project Melbourne, Kuala Lumpur and Sydney, 16 –– Currently at Co-Invest – more IT Development, nationalities, 12 different languages improving IT processes, what it is now, what –– Strong MBA recruitment focus is the issue, how do we fix, currently in –– Doubled in size in past 12 month implementation phase –– Origins in retail commercial finance –– Enjoys quality of people, wealth of knowledge, –– Clients throughout Australia, Asia and UK learning lunches, the network is the best

–– Delivering tangible financial benefits – KEVIN - “WHY DID YOU JOIN GNC?” transparency around costs, need to be crystal 1. Candour – genuine, said it like it was clear about what the benefits are 2. “Culture, everyone talks about it being –– They don’t advertise for business, most important but you don’t really know it till you see clients come from word of mouth it” 3. The stage of the company, great opportunity “WE’LL COST YOU A DOLLAR to grow with the company and felt he could bring a lot to the company at this stage, not just being BUT WILL SAVE YOU $5” a number –– Origins in senior line management, deeper ADVICE? industry knowledge, better able to identify –– Do your research, there is a romantic vision the pain points, build empathy of what a consultant does and a real world –– Retail is now about 60% of the business, not one, the execution part of things was really shrinking, just growing the other areas attractive, getting to deliver real results –– Strategy and operational design, larger focus on advisory now rather than executional VALUES AND BEHAVIOURS • Strategy work – Target, Godfreys, Amcal, • Actively value diversity Metcash • Passion and enthusiasm • End to end supply chain – Fantastic • Learn and grow Furniture, Guess, Target • Over and above • Commercial insights – Coles, Myers, • Act like an owner Petbarn • Process and execution – Petbarn –– KPIs and performance assessments all set • GNC Group Toolkit – Courts, Coles, Myer, around the values Linfox –– Recognising people on a monthly basis as • Technology – Hyundai, Toyota Values Champions • Leadership and change – Target, Coles, Metcash • Property services – Target SUBMIT EOI VIA CAREER MANAGEMENT PLATFORM Davina Thomas - Director Strength of the diversity, their team have varied Daniel Royal - Senior Consultant professional backgrounds: Virginia Kane - Consultant AGSM 2015 • Business • Psychology My Life at Nous - video • Law • Science –– Leading Australian management consulting • Arts and social science and leadership development firm • Engineering/IT –– 200 people around Australia in the five capital cities, growing presence in London –– Awarded 2015 Best Place to Work –– Offices in five capital cities, will often have –– Not targeting specific backgrounds or career teams in different places paths –– Number of large Asia projects more recently –– Constantly looking for new ways of solving problems, new and innovative approaches as Work with a wide range of industries: to how they work, what are the different ways • Health and ageing they can work with clients? • Defence • Education DANIEL • Financial services –– With Nous for 18 months, previously at • Government Commonwealth Treasury, can continue with • Human resources the public policy side but can do some private sector work now Range of services: –– Academic background – Sydney Uni, double • Business and digital strategy major in Finance and International Relations, • Public policy • Organisational capacity Economics degree • Executive and talent development –– Enjoys dynamic work environment, there are • Loop – new company, app developed no clear unit/division structures, each team is around feedback, formal and informal tailored to the needs of the clients feedback capability –– You can be working on a few projects at a time, working across a few teams at the one FIVE REASONS FOR BEING time, so care and connection is very important 1. Positive influence – defines the work they do, as is how you engage with people the sectors they choose to work with, are they –– Always being exposed to lots of different having a positive impact on society perspectives with various clients 2. Intellectual stimulation –– Day in the life – start with project outline, 3. Energy and growth 4. Care and connection what is the issue? who is on the team? what 5. Revenue and profit are their preferences? Then putting together a proposal, mentoring junior team members, –– Clients - Universities, private sector clients, client meeting - are these recommendations government departments, NFP sector making sense? Really collaborating with the –– 2015 Client Choice Awards for Best client, do they think the ideas are good? Management Consulting Firm in Australia VIRGINIA –– Prior to MBA was working in sports marketing –– Worked with leadership on turning around the and marketing communication strategy for an culture to make joining the Navy a desirable advertising agency career option –– Now with Nous for 6 months, has noticed –– Working with the Chiefs of Navy who were huge amount of opportunities for professional committed to the transformation program development –– Know it will take a long time to see the impact –– Operate under the self-management principle, of changing this culture throughout the you get to decide how to spend your time, organisation there is flexibility about how you do that work, –– What is the vision for the organisation? How how you balance across the projects does this translate into the culture they want? –– Nous have introduced a co-work model, so –– What are the different workforce profiles look when new consultants join, you will go as a like? group into two weeks of formal training, there –– Designed leadership development training are different trainings offered throughout the initiatives year –– Formal training is quite similar to FOM; RECRUITMENT PROCESS presentation skills, how to use visual aids, etc –– Applications on a rolling basis, no strict –– Recent project: graduate recruitment round –– Suicide prevention models, looking at –– The process is rigorous: systems wide approach at addressing • Application - transcript and cover letter suicide prevention, analysed what is currently • Online assessment happening, then developing a cost model for • Preliminary discussion the government • Writing task –– You really do get to make a difference, • Interview with consultants when it is really tying back to something • Interview with principals meaningful, the impact for the community is very rewarding “WE’RE NOT COMFORTABLE TALKING AT PEOPLE, FIND “IF THEY ROLL IT OUT, OUR THERE IS A MORE POSITIVE RECOMMENDATION HAS THE INFLUENCE WHEN WORKING POTENTIAL TO REDUCE SUICIDE WITH PEOPLE” RATES BY OVER 20%”

DAVINA –– Social public policy background, focuses on large scale transformation work at Nous –– Started career in indigenous affairs, Arts/ Commerce degree – Politics and International Business –– Then joined engineering firm for a number of years, wanted to social policy consulting –– Finds the social implications of large scale social infrastructure rewarding –– Working with the Australian Navy for past two years, they realised they had a huge culture issueand wouldn’t be able to recruit and service their ships with the current numbers of turnover A division of PPB Advisory

John-Henry Eversgerd - Partner (Advisory) RESTRUCTURING – PRACTICE GROUP David McGrath - Director (Restructuring) –– Corporate Turnaround and Insolvency service Ryan Hilton - Assistant Manager (Consulting), offering AGSM current student –– Insolvency used to deal with underperforming companies, past twenty years or so, have ABOUT seen more informal restructuring prior to –– Six months ago, Litmus Group merged with formal insolvency processes, will restructure PPB Advisory, allows stronger and more capital structure etc before they hit terminal broad service offering to the market decline position –– Consulting firm focused on strategy execution –– Australia still sees a bit of formal insolvency work WHY THE MERGE? –– Current big case – Arrium, administrators –– There was a really good culturally alignment negotiating with government to keep between the two organisations steelworks open, trying to negotiate IPO –– What’s involved? Covers a multitude of –– Now able to offer a complete end-to-end disciplines, looking at the cash flow of the service offering to market company, how long have you go to fix it before –– Previous nature of work was quite cyclical the company runs out of money, identify why –– More streamlined flow of work this is underperforming –– Increase market competitiveness –– Debt restructuring advisory work – can source –– Extend level of footprint throughout the financing for business where existing lenders regions can get comfortable with exposure and want to exit the market –– Practice Groups – Advisory, Consulting, –– Performance improvement, leveraging Restructuring Litmus, fixing capital structure and operational –– Values – Respectful, Ethical, Collegiate, problems –– Often undertake independent expert reports Innovative, Professional – Atlas Iron –– Across major cities in Australia, Auckland –– Stakeholder management – appointed on and Singapore high profile restructure, 20 banks in the –– Australian staff mostly split between Sydney lending syndicate, everyone has different and Melbourne agendas/perspectives

–– Part of Cordence Worldwide network INSOLVENCY – PRACTICE GROUP –– Partnership between 10 Management –– Voluntary administrations and liquidations, Consulting firms, located in 50-60 cities more formal insolvency work –– M&A work around the world –– Sale of equipment hire - sold $50m of –– Provides access to about 2600 consultants equipment, running a sales process on worldwide to assist with specific engagements accelerated timetable –– Share IP across the firms, subject matter –– Very commercial areas, a lot of commercial experts and resources when needed decision making and doing it quickly in engagements, support each other in engagement delivery and thought leadership INSOLVENCY CASE STUDY – DARRELL LEA –– Cordence Worldwide partnership travel –– Old heritage brand, a lot of brand compassion, opportunities, recent project in Rio, they do got into financial difficulty a lot of partnering with firms via this network –– Initial question was; do they continue to trade or close it down and sell it? –– Value of the business was basically measured –– Now this is a larger advisory service, this in chocolate inventory structure helps sell the story –– Eliminated stock keeping units that weren’t • Real Estate Advisory – help companies profitable develop projects, get approval from –– Identified which parts were still making money, what can be packaged up to make an government, acquire/sell asset attractive purchase? • Corporate Finance – M&A –– Embarked on sale process following • Technology Risk & Fraud, and Investigation restructure – sold to Quinn Family, underwent – mostly litigation related new branding and product development, • Asahi launched a $500m lawsuit moved to distribution model rather than own against the prior owners after store acquiring Independent Liquor –– Packaging the performance improved business up to sell to a third party (alcopops), Litmus engaged when –– Case sits across the whole Litmus and PPB Asahi looked at the books and saw the advisory capability set company was not what was sold, ran through valuation models, calculated PREVIOUS WORK • Elders to $500m, difference in sell price • Lehman Brothers • Policy, Strategy and Economics – people • Bandanna Energy used to dealing with governments, • Force.com governments tend to outsource a lot, • Cockatoo particularly investments in buildings/ • Port of Airlie roads, visibility studies, they help execute • Brisconnections • Dispute and valuations • Godfreys • Fraud and Investigations ADVISORY – PRACTICE GROUP –– Group will help companies throughout the CONSULTING WHOLE life cycle • Technology enabled transformation (TET) –– Start-up → growth → maturity →downturn/ • Performance improvement distress → recovery → exit • Physical asset management –– Can assist with raising capital, they have access to different lenders • Target operating model • Start-up – “Can set up organisation design, –– Tend to get involved with organisations that what is the overall value of the business? have some money to spend on new strategy How much should you give away in terms and products of % for $5m funding?” –– TET - Helping organisations who wanting • Growth and innovation – “revenue is doing great but we need to make sure we are to invest in new initiatives in cloud etc, get expanding and putting in the systems to a deeper understanding of what that means make sure we are scalable” and how that works, fairly old systems and • Maturity – “it’s a pretty good business but structures – maturity assessment, feasibility your margins are starting to be impacted, assessment, enterprise design, design, build can we improve processes, reduce costs?” and implementation • Downturn – Restructuring and insolvency teams, “what can we co to turn this around, how can we control cash flow, renegotiate SUPPORTING CAPABILITIES with banks and suppliers? But if we go • Financial and investment analysis to insolvency, we have people that can • Business process design sell off the assets and provide returns to • Organisational change management stakeholders” • Operational strategy development data • Exit – M&A professionals, IPO, run the analytics process, find the right bidders, help exit single shareholders out of business • Commercial management and get the right price from the other • PMO shareholders TYPICAL ENGAGEMENT? –– 3-5 consultants, across levels of the business (partner/director) –– 1-2 months, discovery → delivery→ closure

HOW ARE WE DIFFERENT? –– We have a very good relationship with our clients, we aren’t locked away in the room somewhere, work alongside client teams, clients enjoy working with them –– Generate ideas, what can you bring from past engagements? What’s best practice? –– They are a small team and will keep it that way

CAREER DEVELOPMENT? –– Consultant → Senior Consultant → Assistant Manager → Manager → Senior Manager → Director → Partner

BENEFITS? –– Small team environment, working in smaller groups – you get to make more of an impression –– Flat structure – more collegiate –– Direct and frequent access to Partners –– Very hands on – everyone gets involved in scoping, business development, account planning etc –– Highly functional L&D team, comprehensive in-house training programs • Business fundamentals • Business writing fundamentals • Hypothesis development • Effective communication and presentation • People management fundamentals • Advanced business case writing • Advanced excel training • Also support external training (CA, PMP, MBA etc) – managed on case by case basis

RECRUITMENT –– Address to Kyle Hurley khurley@ppbadvisory. com

SUBMIT EOI VIA CAREER MANAGEMENT PLATFORM Duncan Peppercorn - Head of People and Operations Mihaljo Starcevic - Senior Consultant AGSM 2011 Felicity Leeming - Global Head of TalentAcquisiton and Resourcing AGSM 2000 Ashley Hennon - Recruiting/Talent Acquisition

“RAPID, SUSTAINABLE RESULTS”

PIP102281_CampusRecruitmentBrochure_c1c.indd 1-3 28/08/2014 6:00 pm PIP102281_CampusRecruitmentBrochure_c1c.indd 4-6 28/08/2014 6:01 pm Formally Millward Brown Vermeer –– Don’t just do client work, they invest in thought leadership Caspar Wright, Director –– Marketing 2020 –biggest and most global Patrick Fry, Director marketing leadership, cover of HBR, biggest selling edition of HBR in history –– Still affiliated with Millward Brown, very –– Insights 2020 – deep dive into the insights recently there was a global merger and from Marketing 2020 everything has been rebranded Kantar WHAT DO WE DO? As an introduction… Dulux Let’s Colour –– Strategy – where to play and how to win? Project, video –– Brand portfolio strategy - segmentation work, strong strategic partnership for a multiyear –– Caspar – started in consulting in London, program with large corporate came to Australia, stayed at Lion in Strategy • Helped Marriot define with the different for a few years, not the most fun thing you customer segments are can do in the beer game, the most fun thing • Segmentation for ANZ Bank – “the is making TV commercial marketing people still walking around with –– Came back into consulting, led the Vermeer the research report done 18 months ago” set up in Australia –– Purpose – companies that have a clear purpose outperform their competitors by “IF YOU ONLY EVER DO STRATEGY a clear margin, analysed best performing WORK, YOU NEVER LEARN HOW companies around the world, found they were TO RUN A COMPANY” all purpose led, regardless of industry –– Purpose project for iconic drinks brand in –– Patrick – Economics graduate, went into Australia – use the power of storytelling to consulting with Braxton Associates (part of uncover the purpose, usually the founders Deloitte) have the original purpose, and companies –– Ended up working for Lion with Caspar, then sometimes they lose their way, purpose went back into consulting in financial services, needs to be authentic, you can’t just make worked for London Organising Committee for it up the Olympics, in Beijing and London –– What should you look like? How do you –– Back to Australia, joined Caspar in set up of organise yourself to win? Vermeer –– Most companies are not equipped to deal with the modern age –– Vermeer – Combines brand, business and –– Do you have the capability? Is your capability research – Helps marketeers and CMOs to consistent across your market? talk the language of the CFOs, makes their –– Rolled out excellence program with Google, justification much more powerful have ongoing partnership with Google –– Growth – 200 worldwide, 14 offices around –– If all this adds up, hopefully this leads to the world value, help company to value the companies –– Only 8 in the Australian office, started in 2.5 and different levers, e.g. Red Bull, how do you years calculate the return on investment for large –– Part of the WPP Group – www.wpp.com scale publicity stunts like Felix Baumgartner –– Still have start-up mentality but part of bigger Red Bull Stratos network, can leverage these connections –– A lot of the work here is ‘new thinking’

–– “WE ARE NOW ENTERING –– Don’t focus on the detail of the data, focus on THE AGE OF THE CONNECTED actionability of the data –– Don’t deliver to customers, but co-create and CUSTOMER, WITH THE innovate with customers INTRODUCTION OF SOCIAL MEDIA, THE NEXT 10-20 YEARS RECRUITMENT WILL BE VASTLY DIFFERENT –– Strength of the business is the differentiator –– Looking for fully capable consultants who THAN THE LAST” have a strong understanding of research, branding and strategy, or have the attitude –– Welcome to the connected society, there are for all three now 50b connected devices, 212b sensor enabled devices SUBMIT EOI VIA CAREER MANAGEMENT –– How do you use this data? How do you turn PLATFORM it into something meaningful? –– What are the drivers of customer centricity? –– How do you achieve this?

–– What are the over-performers doing vs the under-performers?

Three dimensions: 1. Total experience – all about the consumer 2. Customer obsession – the company being obsessed with knowing their customer 3. Insights engine – driving capability within the organisation

–– Data driven customisation, personalising the use of data –– Touch point consistency, e.g. Apple, an overused example but a good one –– Internal picture – embraced by all, everyone in the organisation embracing what the customers are all about, this has to be a leadership priority –– Collaboration – 70% of over performing companies collaborate with their customers –– Experimentation – embracing risk –– Creating an insights engine – the insights and analytics functions now commonly report directly to the CEO

–– Unlocking the power of data e.g. LinkedIn Economic Graph –– Critical capabilities – business sense (commercial acumen) combined with “whole- brain thinking” and storytelling

–– Now what? Larger focus on the total experience, not so much the products and the services, companies typical structured in products, not with the customer in mindset, siloed thinking James Hole WHY IS PRICING STRATEGY IMPORTANT? Mitchell Taylor, Consultant –– Audi launched Q7, they thought the price Jason Carney couldn’t exceed the WX5, thought that was the benchmark, launched at €55K, model –– Founded 30 years ago as a University spinoff was so popular, they sold out, price of an old –– 900 people worldwide car was higher than a new car – the demand –– 33 offices around the world, in 22 companies was higher than the supply –– Wanted to do something different than the –– Small mistake can add up to a lot of money, other consulting firms, focused on something either way – profit or loss wasn’t that well established which was top line growth WHY ARE WE DIFFERENT? –– Focus on the growth only, don’t do cost “DO ONE THING WELL AND cutting THEN DO IT GLOBALLY” –– Small firm culture and big firm support –– Truly international – operate as one firm –– Growth rate 17% year on year –– Supported to drive change –– >3000 projects in past three years, not largescale projects, lots of short term What’s it like to work for Simon-Kucher? Video engagements –– Considered in Europe as the number one in –– Annual board meeting in December, everyone marketing, sales and pricing strategy goes to Bonn, Germany – they are still at the size where you can get everyone together TOPICS? • Strategy – monetisation, market entry, WHAT ARE WE LOOKING FOR? growth strategy, price strategy, brand • Numerical and analytical skills - a lot of strategy work is data driven • Marketing – portfolio optimisation, • Initiative and drive – still a small office, bundling up/selling, marketing efficiency, always have people on rotation but still an customer segmentation, digital marketing opportunity to move things forward if you • Pricing – core element, general pricing have the drive excellent, behavioural economics, what is • Enthusiasm to learn and be challenged the right price model? • Be more than just a workhorse, you will be • Sales – multichannel strategy, key account client facing management, sales force effectiveness • Personality

–– Cover all industries – automotive, consumer MODERATED PANEL DISCUSSION & retail, energy & utilities, technology & WHAT MAKES THE FIRM DIFFERENT? software, financial services, telco & media, –– Opportunity to have longevity and be provided travel & hospitability, manufacturing & with continual opportunities to develop logistics –– When joining as a grad, had expected to do –– Five years in Australia working with – AMP, 2 years and move on but you get given the Boral, CSR, Fairfax, Foxtel, Medtronic, opportunity to learn and develop, exposed Optus, Rio Tinto constantly to new challenges –– You can probably bundle consulting into a few WHAT’S THE TEAM LIKE IN SYDNEY? buckets – generalists, accounting houses, –– Honest, there is no up or out culture, not specialists – we sit in the specialist bucket, aggressive, genuine desire to collaborate focusing on revenue growth, not trying to be –– Because its currently growing, there is a lot everything to everyone of excitement in the team as to how that will –– The space that they fill is relatively new in develop consulting, the org design/cost cutting has –– There’s a mix of international transfers and been established for a long time, the revenue local knowledge growth piece, around the science of pricing, –– Need to be versatile, need to be able to do is an area the others haven’t tapped yet the mundane as well as the really difficult –– Other firms starting to recognise that this space is a growth opportunity “THE LEVEL OF OPPORTUNITY “YOU HAVE THE CHANCE TO DO IS HIGHER THAN IN THE BIGGER STUFF AND CHANGE THINGS, OFFICES BUT THE LEVEL OF YOU AREN’T JUST ONE IN THE RESPONSIBILITY IS ALSO HIGH” LARGER MACHINE” BUSINESS DEVELOPMENT IS EVERYONE’S RESPONSIBILITY YOU ARE RELATIVELY NEW TO THE AUSTRALIAN MARKET, HOW DO YOU WIN AGAINST THE –– Still has a start-up feel - if you are 10% of the ESTABLISHED PLAYERS? business, you need to add to the team –– We are at the point now that the topic is coming more and more to the fore and now WHAT DOES TRAINING AND DEVELOPMENT have built the name so have people reaching LOOK LIKE? out –– Both formal and informal –– Now being seen as the experts in this area –– Formal starts within the first few months, –– Timing has been really good, Australian structured program – STEPS market has gone through a couple of rounds –– Either held in HQ in Germany or Boston, you of cost cutting, now looking for what next? get to meet all the new starters, learn what –– We are used to going head to head with the company does, learn about the tools and the bigger players now, can easily leverage methodology international offices when they need the –– Encouraged to build your own internal subject matter expertise network –– Australian business is different to the US and –– Annual level-based training, project European business, value proposition to the management skills, media training etc client that they understand the two markets –– On the job training and the complexities between the two –– Early client exposure – “last year, we had –– International reach combined with local an intern present to the CEO at the client knowledge presentation. He had performed the analysis and wanted to do it” LOT OF FIRMS SAY THEY ARE GLOBAL BUT –– Teach and learn from each other, they value DON’T ACT GLOBAL, HOW SIMON KUCHER the fact that everyone has done something DIFFERENT? else before joining the firm –– We are almost too global, has worked across 17 countries in 8 years –– Recently had team members from France, “YOUR KNOWLEDGE BASE Zurich offices, there is a constant exchange WILL LIKELY SOLVE 70% OF between the offices, not like in the other THE PROBLEM, BUT THE FUN IS firms, its encouraged IN THE 30%” –– Annual world meeting where you get to know the colleagues HOW DO YOU MAKE SURE YOU MAKE A EXPANSION PLANS IN AUSTRALIA? POSITIVE IMPACT FOR CLIENTS? GO AGAINST –– Looking at Melbourne in the mid-term and THE ‘CONSULTING’ STEREOTYPE? also Auckland, strong track record in NZ so “SLIDES DESCRIBING THE HOLY far –– Office in Singapore, likely more offices in SE GRAIL AND BUT NOT HOW TO Asia GET THERE, AREN’T USEFUL” –– –– The dollars’ count, returned $1m in 6 months, HOW IS DIGITAL MARKETING AFFECTING THE this is the type of results clients want/expect, REVENUE OF CLIENTS? that’s how they know it’s working –– Global Pricing Study: Published research –– It’s about how do we tweak the levels to get papers- conceptions of digitisation and the the dollars rolling? impact it will have. Some companies view –– Pricing strategy success is not as predictable digitisation as a huge amount of risk, others as cost cutting models, it’s a bit of a gamble. see it as a huge opportunity to get involved While we are sure what is happening, the in a new business world and finding a way to clients might take some time to understand use it to their benefit rather than as a defence –– Working with C-level and GM level, in teams mechanism 2-4 alongside client teams RECRUITMENT Projects delivered in three stages –– [email protected] 1. Short term quick win –– Cover letter and cv 2. Midterm changes –– Do your research! Process: Discussion → 3. Long term strategy case interview → presentation → offer

“TRACKING THE SUCCESS Applications open - 9th September OF QUICK WINS, PROVES TO Applications close - 30th September CLIENT THAT THE MONEY THEY ARE INVESTING IS PAYING DIVIDENDS EARLY ON”

DESCRIBE YOUR PERFECT CANDIDATE… –– There is no perfect candidate, diversity is important, different ideas, backgrounds, you have to have personality – do you pass the ‘Stuck in an Airport’ test –– Comfortable with numbers and communicating them with people –– Openness to stretch yourself where you might not be naturally strong –– We are not a communications consulting practice, we look at a lot of data and really understand the client business –– Interest and eagerness to learn new things/ skills –– Do your research – “We want to know that you have actually looked at the company and really think about what you can bring to the team” –– Put some thought into your cover letter and application Moe Ali - Group Vice President, ANZ MOE ALI - SALES GROUP Ian Bertram - Managing Vice President - Research –– Fastest growing function Cheryl Cheong - Account Executive –– 2004 - were 500 people, now at 2700, want to Thomas O’Connor - Account Executive grow 20% per year Helen Curry - Recruitment –– Why do they want to join? Set up for success, Monica Angely - Recruitment on average, earn 150% of their earning, quota is achievable Why join Gartner? Video –– Uncapped commission ABOUT –– Accelerators and incentives, quarterly –– Impressive track record of performance bonuses, addition incentives –– Financials – high growth business, either –– We invest in your potential, structured on revenue or earnings or profitability, every boarding program, equipped with the tools single metric, consistently delivery double and the knowledge to be successful digit growth, every quarter, every year – –– Operates as a meritocracy – there are fuelled by amazing people opportunities, both local or global, it’s purely –– Relevance of Gartner proposition? In 2008, down to what you want to do and how you 2009, 2010, they still maintained growth, perform relevant in good times and bad times –– Everyone has clear set of objectives to be –– Currently sitting on an intergalactic market successful opportunity, by far the largest and most –– Will primarily promote from within – 75% of dominant in their field, 4x larger than nearest promotions across the company across the competitor, and serving only 10% of potential business was from within market –– The salesforce is fuelling the success of the –– Currently 7,500 strong, by 2020 expect to business, it’s a top priority for the company, be 15,000 strong associates, very attractive every single division is aligned to helping career trajectory for new joiners sales people succeed –– “In good times, clients need our insights. In –– Success is dependent on every single part of bad times, they need them even more” the business doing their bit –– Achievements and rewards – recognition OUR PEOPLE programs, 70% of sales force qualified for –– Gartner are scientific in the way they identify Winners Circle, trip to Vietnam and trip to top talent Maui –– You will have the opportunity to work with most amazing brains in the industry –– Constantly learning and evolving through working with the brains-trust that is Gartner –– Only hire the best – check Glassdoor, Gartner are rated as one of the toughest organisations to get into IAN BERTRAM - MANAGING VP – DATA AND –– The rigorous recruitment process is valuable ANALYTICS because by going through the process, you –– Been with Gartner for 18 years – now manage will know the role is right for you for and for a global team from Australia Gartner to know you will be successful –– The Research side is the brains-trust, 1,000 analysts globally, TRAITS BASED INTERVIEWING – A NEW –– Gartner also have an events business and METHODOLOGY operations business –– In 2012 they had a McKinsey business review, –– Comes from the top down, the organisations top associates worldwide were shadowed, objectives are a team sport commonalities as to why they were so –– Objectives of research – focus on the ‘must successful were identified: have’ research – data reports, market 1. The will to win research, over 100 agendas crossing over all 2. An executive presence sorts of fields, not just the IT sections 3. Clockspeed –– “If you can find that on Google, so what? If 4. Pathway to gold you can’t… Then that’s where we play” –– What do the clients want to know about? 300K 1 on 1 client interactions WHAT DOES THIS MEAN? –– Whereas a typical recruitment process –– Don’t do commissioned research, control the involves a conversation limited around the agenda of what they are going to write about resume… “if you write it well, it’ll get you an –– Compelling interactions – every time they interview, which will be based around the speak to, are in front of clients, they must be document” delivering value –– You are so much more than a documents NEED FOR TALENT IS BEING DRIVEN BY CLIENT –– Resume will be used for initial phase of NEEDS - WHAT WE LOOK FOR? recruitment process – check for industry –– Research and writing – how can you use your experience, level of education, once there is a industry knowledge and domain knowledge match, move into four phases of the interview to tell that story to get good insight? –– Sets the candidate up for high levels of –– Can you stand up in front of a room? engagement, satisfaction and productivity –– Are you articulate, engaging? –– Client engagement side – Are you an articulate listener? Can you interpret clients CHERYL CHEONG – ACCOUNT EXECUTIVE question? –– Been at Gartner for two years, look after health care industry vertical HOW DO WE RECRUIT? –– Led the engagement with the client, make –– Speak with recruiter → hiring manager → sure the research is aligned to client goals three peer analysts (located globally) → –– Working with CXO titles – get to act as trusted group interview (set up like a client enquiry) advisor → Research and writing task –– Entering into a Big four post-MBA, it will take years till you get to manage the relationship –– Task: Presented with three topics, given 90 –– At Gartner, you do well, you get rewarded minutes to write the research article, then you will present and summarise your article, the group will have questions –– Testing to see how do you hold your composure? Can you think on your feet? THOMAS O’CONNOR – ACCOUNT EXECUTIVE ANALYSTS AND CLIENT ENGAGEMENT? –– Supply chain retail analyst, came across from –– Clients have direct interaction with an analyst LVMH who is a domain expert, typically 45 minute –– Enjoys getting to work with companies across conversation, provided insights/directives a broad spectrum, biggest clients in the world they need in the retail space, talks with CSEO with on –– Like consulting on demand – get the answer a regular basis, how can I add value to your to the problem or question they have, will get business? the answer in 5 days

“WE ACT LIKE A GOLFERS’ –– Clients don’t just go and purchase a report, CADDY – YOU ARE TELLING more of a subscription basis, the overall client THEM HOW FAR IT IS TO THE experience is important TEE, WHAT CLUB TO USE, WHAT –– “What is your critical priority?” Then guide IS THE SITUATION, WHAT’S THE them through the maze of the 1,000’s of ENVIRONMENT. THEY HIT THE reports to help answer the question e.g. Client is trying to understand between two vendors/ BALL, BUT WE SET IT UP” process or are implementing a DBS – who should I consider, how long does it take, what do I need to know? –– We don’t go inside the organisation like the typical management consulting firms, present HTTPS://JOBS.GARTNER.COM/ data based recommendations – “these are the opportunities, these are the market trends, these are your options” –– During his time with Gartner - published four research papers as primary author, numerous enquiry calls, giving insights as to what retail means to clients, presenting in London at supply chain conference –– On boarding process – go to the head office in Stanford, spend a week with all the other research analysts, across all the verticals

WHAT TYPE OF PROFESSIONAL BACKGROUND ARE YOU LOOKING FOR? –– Combination of technical background and domain/business expertise –– Need to be able to engage with people, speak their language, synthesise things down so that people can understand –– DNA for analysts – do you have an opinion? Can you articulate the question? Anthony James - Managing Partner, Wealth WILL Asset Management –– Consulting and investment banking Will Kangas - Partner background, works predominantly in financial Rose Landau - Director services, government, health, retail and Ryan Kelly - Engagement Manager consumer Zia Bhadhiar - Senior Associate AGSM 2015 –– As a firm, they are starting to move into Kirill Ivanov - Senior Associate AGSM 2016 the digital space, recent joint venture with Serena Shields - Recruiter Google – “how do we help them bring their WHAT’S THEIR PROBLEM SOLVING APPROACH? solutions to corporate and how do we think BXT: about disruption?” –– B- Business –– Has been interesting to use the google –– X- eXperience process with the Strategy& frameworks –– T - Technology RULE OF 54321 – STRATEGY& YOU –– Strategy consulting house, a standalone –– 1 - ONE engagement as a time, focus deep brand within the PWC network, who work on one problem, client specific issue within an eco-system of a firm that touches –– 2 - minimum of TWO engagements per year, every major organisation in the world, very hopefully 4-6 engagements, they want you wide playground get a breadth of experience, you won’t be dropped off somewhere for a year ANTHONY –– Ex banking, joined consulting 6 years ago, –– 3 - no more than THREE nights per week on gets to have a voice the run –– 4 - FOUR days at the client site, Fridays back “WHAT DO WE NEED TO in the office –– 5 - FIVE day working week – work/life CHANGE TO MAKE A BETTER balance, not going to be every week but on WORLD?” the whole, you will not be required to work weekends –– Looking at the current issue facing the banks in that people don’t trust them, so what CAREER PATH? would we change about the business to build –– Associate → Senior Associate (MBA) → trust? Shouldn’t the industry as a collective Manager → Director → Officer/Partner be talking about this? How do we go about –– Senior Associate typically a weapon, come with practical work experience, the ability to fixing that? There are some big problems… rely on previous experience is important –– Gave opening address to financial services –– Completing an MBA means you come from council regarding project analyses, C-suite an environment like this where you have of Australia’s bankers, his speech was then been intellectually challenged and had your on page two of Financial Review the next intellectual curiosity piqued day. Receives a call from bank CEO is hours –– Supported by apprenticeship model - how asking how do we fix this? quickly can we accelerate you up the curve? –– Enables him to think about what he cares about and put it into action IT’S NOT ALL ABOUT WORK… –– Rose – 9 years with the firm, joined when BAH, straight out of undergrad

“WE ACTUALLY WANT TO SPEND TIME WITH THE PEOPLE THAT WE WORK WITH”

–– Fridays are the single most important day, you need to connect with peers across teams, mentors/mentees –– Once a quarter, have a day dedicated to office fun, business updates, financials, promotions etc, The second half is something fun, yacht racing on the harbour, bubble soccer –– They will be recruiting people that they will want to spend time with

RECRUITMENT –– CV, cover letter and transcripts –– First round - 23rd September –– Feedback and results within 3 days –– Second round - 30th September

Applications open - 9th September Applications close - 15th September Arjan Bloemer - Executive Director, Advisory –– 2020 vision – purpose – building a better Abhi Datta - Senior Manager, Advisory working world AGSM 2014 –– By 2020 will be a US$50b professional Rianna McIntosh - Senior Consultant, Advisory services firm Alex Martin - Partner, Transaction Advisory –– Strategy – relentless focus on winning in the Services Jennifer Knoesel - Senior Consultant, market, as a consultant you have to WIN your Transaction Advisory Services project, very methodical in how we do things Sharanya Maheswaran - Senior Consultant, –– Create the highest performing teams, it’s Infrastructure Advisory about who is in the best position to do the job, Julia Rozo - Talent Sourcing, Core Business not who is on the bench, how do we equip our Services people to be the best Our EY Story, video “STRENGTHEN GLOBAL, –– To be Big Four, you have to have tax, audit EMPOWER LOCAL” and advisory, it’s not necessarily the size –– 230k people, hired 65k people globally last –– Global reporting lines, so they don’t have year alone, massive growth rate, specifically in advisory partners owning a client, firstly about teaming, –– $28.7b revenue more focus on just winning the deal

–– Truly globally organised – direct lines to US, WHAT ARE WE LOOKING FOR? UK, any other area that you need the info –– High energy from –– Dare to lead, you have to be able to stand up –– Revenue streams are all the way up to the when called, you have to be able to go into global organisation a client and pitch yourself, if you can’t pitch –– Partner firm, revenue is a big driver, 150 countries, growing yourself, how can you win work? –– Australia has six offices, major cities, do –– Do the right thing exchange roles, you might be located in –– Diversity of background Brisbane but the project is in Sydney, but will –– People who share their purpose and believe mostly work on local projects the world can work better –– High performers, both academically and in a Vision 2020, our roadmap for success steam –– Self-motivated people who have the courage Our purpose Building a better working world to lead Our ambition By 2020 we will be a US$50 billion distinctive professional services organization –– There is a lot of time invested in on boarding Our strategy • Relentless focus on winning in the market process, it’s important to make their people • Create the highest-performing teams • Strengthen global, empower local feel comfortable, know where everything is, Our positioning The highest performing teams, delivering exceptional client service, worldwide how it works, it sets people up for success

Our quality and values Running through everything are our shared and our commitment to quality, which is embedded in who we are and in everything we do

Page 5 Copyright © 2016 Ernst & Young Australia. All Rights Reserved. Liability limited by a scheme approved under Professional Standards Legislation Advisory Services

We help execute enterprise-wide performance transformation initiatives. We help turn strategy into reality.

EY Advisory

Australian Consulting Group (ACG)

Supply Chain Risk P&OC Risk Transformation & Operations Assurance

Strategic Actuarial IT Advisory Finance Directions

Customer Portfolio & Program Mgt

ADVISORY SERVICES – AUSTRALIAN transformation project, LATAM, India, US, UK CONSULTING GROUP in the team working on this –– At Pagethe 9 layerCopyright ©of 2016 ErnstConsultants & Young Australia. All Rightsand Reserved. Senior Liability limited– by– aLearning scheme approved cycle,under Professional important Standards Legislation to reflect, culture of Consultants, you won’t necessarily be feedback, very open and honest, helps with attached to a particular area, they want test growth out where your strengths are, accelerate learning, like a generalist RIANNA MCINTOSH – FSO ADVISORY, PI – OPERATIONS AND TRANSFORMATION ABHI DATTA, ADVISORY – PERFORMANCE –– How did I get to EY advisory? IMPROVEMENT PPM –– Joined about 16 months ago, from financial –– Why EY? advisory, wealth and asset management, 1. “Every firm will mention the people but why liked what she did, liked the speed of the do I say people?” e.g. last month was working sector, liked working on a business US team, reach out for information, everyone is –– Met with EY – heard good things, but there’s so prompt, what does that mean? The culture is a lot of people talking about culture etc, very infectious, you work with people that like to did some coffee catch ups, wanted to go work with people and you end up doing that too somewhere she could leverage her industry 2. Truly global e.g. started on a project in experience Canberra, then the Middle East, then off to –– Entered financial services stream, in the the US, when you are bidding for projects and process of building out a wealth and asset you are looking for credentials, you are looking management focus area globally –– EY is a matrix organisation –– Liked the Recruitment process – was used 3. Flexi-time/flexi-working - you can work from to filling an available role, they don’t have a where ever you want because you are connected position description they are trying to fill, they 4. Growth – the vision 2020, exciting to be part have a skillset they are looking for of the substantial growth or an already large –– The interview process is long, started with globally organisation phone interview, interview two looked at industry experience, do you have the skills A DAY IN THE LIFE… you say you do? Tell me what you think –– Varied experience, meeting clients, very consulting is? Progressed to interview with client facing, meet lots of different people senior management, culture fit becomes –– Try to pitch yourself, if you have the skillset, more important, look at the way you go you have to communicate it, if you know 80% about working, how are you going to conduct and you are only able to deliver 40% with yourself? Fourth interview is Partner round communication, you’re only delivering 40% – do you have what it takes to be part of our –– Get together and work on assignment, team? collaborate across different teams, different industry sectors, countries, global A DAY IN A LIFE… “MAKING A DIFFERENCE –– Majority of time spent at client site, lucky MATTERS TO ME AND I enough to have a lot of projects in Sydney, meeting with a client doing some interviews, WOULDN’T BE DOING THIS IF 1:1 conversations with stakeholders, analyse THERE WASN’T A PURPOSE IN data collected, it can be a challenge to get THE REAL WORLD, AND I GET the right information TO DO THAT EVERY DAY” –– You get a new team every couple of months –– You work on slides a lot – help translate the RECRUITMENT complex data really easily so that the clients –– Always looking – Advisory and TAS – speak understand to us about other cities across Australia and –– Works on the People Council – what are the NZ issues are people are dealing with outside of the office?

ALEX MARTIN – PARTNER, TRANSACTION ADVISORY SERVICES –– Exist to help clients maximise capital, private and government

What we do in Transaction Advisory Services

Integration / Turnaround/ Transaction Divestitures / Strategy Restructuring Transformation

Front-end strategy Transaction deal Post deal activity Create / salvage value

• Corporate and Business • Commercial, financial and • Merger Integration/ • Structural operational Unit strategy operational due diligence Divestment improvements

• Business Cases • Transaction design • Transformation (with Advisory) • Market Entry/Analysis • Transaction execution

• Portfolio Strategy

Page 18 Copyright © 2016 Ernst & Young Australia. All Rights Reserved. Liability limited by a scheme approved under Professional Standards Legislation –– TAS is effectively a pull through for the rest of the firm, have very strategic conversations with their clients, about their goals and problems

WHY TAS EY? –– Background in government, advisor to Tony Blair and David Cameron, involved in public policy reforms –– This role gives the opportunity to work on cutting edge reform with government, high priority social problems, helping a client think through the out-of-home-care system, working with South Australia on a new accommodation model for offenders exiting custody, how do we develop a NFP offering that is financially viable? –– Building up health and human services practice Matt Whale, Managing Director –– Technologically feasible? Legal? Can you Ed Elias, Project Leader make money? It is viable? Is it desirable? –– Embracing ambiguity –– 2008, dedicated innovation consulting since –– Consumer centric – be them, with them, 2004, young industry about them

–– Part of the Deepend Group – digital innovation –– Innovation focus vs value creation agency –– Based on Doblin – Ten Types of Innovation –– Deliberately chose to join a digital innovation group, design centric work –– How do you get into the stretch zone and push through comfort zone? Four companies in the group –– Devising challenges to help them empathise 1. How To Impact with their customers 2. History will be kind 3. Nomad –– Giving them exercises to familiarise 4. Deepend themselves to the 10 innovation behaviours

“WE HELP ORGANISATIONS –– Half day of internal training – new skills, STRETCH THEIR THINKING processes, things we need to know as a BEYOND THE NORMAL THEN team, different research methodologies HELP THEM LAND IT” –– Freshness activity – each month make –– Innovation strategy – innovation capability sure they go and do things a little different, • Innovation delivery – rapid prototyping origami, cocktail making, human beatbox –– Blue chip clients – large FMCG, consumer activity, drawing class electronics –– Academic connections – plugged in and –– Disruptive planning workshop, combine long switch on, plugged in to innovation networks term trends, parallel worlds –– Not just competitors, could be collaborators –– Think about interesting futures, mini- –– Commission own research in to innovation wargaming attitude, match funding with CSIRO, build –– Working with store design team, train them own IP on innovation –– Food innovation, menu ideation SUBMIT INTERNSHIP APPLICATION VIA CAREER MANAGEMENT PLATFORM –– When you think about innovation, it tends to be quite tech focused –– Projects follow a design thinking approach: • Go wide – exploded challenge • Go deep – inspiration insights • Go real – concept realisation • Go live – idea evolution –– Desirability, feasibility, viability Which we capture in our innovation framework

Design Thinking has also informed our Key Principles…

SEPTEMBER 2016 | HOW TO IMPACT Design Thinking The DFV Cycle DESIRABILITY

Consumer tensions from in situ usage scenarios? Explore/Test Unmet needs? Appeal of concepts?

Iterative FEASIBILITY exploration of Can we make this physically Desirability hypotheses Prototype and increasing Analyse / technologically? levels of Is it legal? realness Is it culturally acceptable? VIABILITY Is this a viable market offer? Re-design Do the financials stack up? Do consumer & customer expectations stack-up?

SEPTEMBER 2016 | HOW TO IMPACT

Academic Connections: internship interview Must Haves Working Towards Definitely NOT Attributes of Collaborative: Constant open dialogue Arrogant a Plugged-In, Behaviour - volunteering - story telling/sharing every Fri Aloof Switched-On - Work x-functionally morning Closed-minded innovator Lean in, Constructive True Students of Innovation: Self-right (Greenhousing guru, positive - read trends/articles demeanour) - read theory Curiosity - active study Intuition

Attitude Thirst for knowledge High energy, positive Unproductive We make time for each other Genuine Passion for innovation & thus Ducking responsibility We engage with Deepend building networks Good feedback-er

Experience Appropriate level of connectedness Experience Design

Permanent/Multiple interns Org Dev, Service Design, Trainer Roles Active Mentorship

Skills ‘Join the dots’ smarts

SEPTEMBER 2016 | HOW TO IMPACT Port Jackson Partners

Edwin O’Young - Director AGSM 2003 level of quality Felicity Hughes - Associate –– MBB practices are now more broadly across Karyn Johnson - Head of Talent the spectrum of consulting services Fiona Forsyth - Administrator –– PJP do solid strategy work, deliberately position themselves where they do in the –– Leading strategy consulting firm in Australia, market their clients are the Board of Directors and Senior Executives of some of Australians HOW DO WE DEFINE SUCCESS? largest companies –– Corporate mission – providing lasting impact –– Founded in 1991 by two former McKinsey on client performance partners, one being former UNSW Vice –– Insightful problem solving leadership and Chancellor, Fred Hilmer thought leadership, across industry sectors, –– What are the corporate aspirations? What policy areas or within the clients themselves do the board want to achieve? What are the –– Bringing those ideas to the clients and being growth targets? What markets should they courageous in their recommendations, not participate in? What products to deliver telling them what they want to hear but what shareholder value? is right and being creative in how we do that –– Seek to deliver change and impact for –– Our practice attracts and develops the best customer and shareholder value people

WHAT STRATEGY CONSULTING? WHAT MAKES PJP A UNIQUE PLACE TO WORK? –– Provides you with the opportunity to have –– World class career development opportunities significant impact on Australian corporate –– Top tier clients life, as well as Government and policy, at the –– The smartest and most professional highest level, generally CEO or Board level accomplished people –– Setting the direction –– Earlier development opportunities, smaller –– Assuring that the strategy recommendation is teams, more involvement with the partner actionable and implementable and senior executives –– Delivering insights that are heavily driven by –– Close knit firm with strong collaborative data and facts, small teams of people that get culture right to the core of the issue to provide the data to inform the strategy CLIENT WORK? –– Recommendations that are both creative and –– Top tier Australian or multinational insightful corporations, government –– PJP provide their people with opportunities to –– Examples: • Leading APAC FMCG company following deliver significant impact and the satisfaction a new CEO entering the company, went of working on the most complex problems and understood what the challenges were, WHERE DO WE SIT? identified profit opportunities, created –– Single Sydney based office delivery program, redesigned commercial relationship with key stakeholders –– Sit alongside McKinsey/BCG/Bain in the market, heavily idea intensive and highest • Private health insurance fund, analysed industry to bring about much more reliable their core health business, developed electricity supply growth strategy for fastest growing –– Launched by Prime Minister of PNG and NZ business unit Minister for Trade • Agriculture corporative, revenue growth strategy Our people • Australia’s major vertically integrated –– Principals – McKinsey and senior industry retailers, renegotiated major supplier experience, extensive strategy consulting contract careers • Even though PJP are a local firm, they still –– Ex-CEO of Vodafone Australia work on many global issues, e.g. Mongolian –– Remainder of firm made up of consultants – mining company, PNG government, large associates and BA property development company in the –– Varied professional background – Commerce, Middle East Arts, Law, Science, Engineering A LOT OF WORK IN INFRASTRUCTURE –– First class honours degrees, or at least D • Building gas pipeline to connect gas fields averages in NT and East Coast markets –– 25% have double degrees • Worked with NT Government to understand –– 14% university medallists entire business case and advised on how –– Track record of leadership, integrity and to build the gas pipeline initiative • A total of two years from concept to build, –– Collection of very high achievers, both in relatively quick professional and personal lives • Truly identify the strategic issues in an infrastructure development, bring to market without any investment by government “CONSULTING IS AN • Critical issue – information asymmetries, APPRENTICESHIP” create transparency for the market, so people had confidence to bid for the –– Rapid learning - really differentiates from pipeline other firms –– Low leverage model, ratio of partners to IMPACT – BLUESCOPE STEEL consulting staff is a lot lower than other firms –– Late 2014, helped to develop business –– Working in teams of 3-4 people, one will transformation program, essentially taking be a partner, provides different learning out $200m costs from steelworks business, environment required innovative solutions –– Learning from the people directly above you –– Result- in November last year, posted best –– Daily contact with partners, unparalleled ever financial results delivering significant learning experiences value to shareholders –– The real impact is different than just financial LOW LEVERAGE RATIO - WHAT DOES THIS returns - should we keep the Port Kembla MEAN? steelworks open? They managed to keep it –– Direct access to clients, smaller team means open and save 5000 jobs in the region, got to you get a seat at the table see a real impact within the community –– Expected to contribute to the problem solving from day one IMPACT – PNG –– Felicity presented to CEO for the first time 12 –– Series of reports on PNG - Powering PNG months into her career into the Asian Century –– Provided with experience that is difficult to –– Recommended a range of distributor replicate in a larger team environment generation, changes to government and PROFESSIONAL DEVELOPMENT? WHO WE RECRUIT? –– Tailored development opportunities and –– Recruit really diversely, there is no typical formal training programs profile –– Coaching in skills –– Looking for people who want to spend their –– Support for further study, particular time solving problems based on evidence experience/project, international experience, and data or working with a particular partner –– Enjoy solving commercial problems, have a –– Possible for the partnership to know about curiosity about how organisations work, how the development needs of the firm due to the can you add value? smaller size –– Like to be able to dig into the data –– Strong academic background, track record of achievement QVARTZ – SCANDINAVIAN CONSULTANCY –– Unusual aspects, what is special about you? PARTNERSHIP What do you do outside of your studies? –– Top tier strategy consulting firm –– Prior consulting experience not required –– International opportunities –– Recently welcomed teams back from China, WHAT LEVEL WOULD YOU ENTER AT? US and UK –– Quite open at that decision, non-hierarchical –– Biannual exchange – a PJP consultant will structure, depends on merit spend 6 months in Copenhagen office, one –– You will not be set up to fail, it might be in comes here your best interests to enter in a lower level –– Gives you the experience to work within and then be supported on development, will another culture progress quicker –– This partnership is gradually growing into –– What your job title is doesn’t really bear any other forms, lots of IP sharing, cross-staffed importance on what you are doing projects more recently • BA – most of the time doing data • Associate – more about communication CAREER TRAJECTORY? CULTURE? –– BA → 2-4 years, Associate → 4-6 years, –– Small firm aspect provides a unique working Associate Principal → 2-3 years, principal → environment, familial, colleagues are actually then into Partnership friends, everyone on first name terms with –– Not really tenure based, promoted on everyone, husbands, wives, pets capability and readiness –– Intellectually curious, non-competitive – no sense of competing for a promotion or GROWTH FOR THE FIRM? position, you will be promoted when you are –– Aspiration for growth but no firm targets, has equipped to move to the next level grown significantly since formation, there has –– Sustainable and flexible work approach been a steady trajectory –– The nature of project based work is that it –– They do have aspirations to grow in the can result in high volumes of work and long market hours, this will always be true to an extent but –– Its important to have growth aspiration to as the work is very idea intensive, you need provide opportunities for people to move to be able to apply your wits and business within the firm knowledge, so the business takes case of –– Growth is a function of the people in the firm burn-out –– Focus on growing Partner capacity, as this is in our best interests in order to retain low- leverage teaming model and be able to grow the people of the firm WHY DO THE PARTNERS CHOOSE TO STAY AT PJP? –– Firm has both the business model and philosophy that supports the Partners to do what they want to do –– As a smaller firm, they don’t have the management overhead, no need to run around and be on committees, you actually pride themselves on having the sort of practice they want –– Really enjoy problem solving, so PJP provides them the opportunity to do the work they love and step away from larger organisations where they were running service lines etc –– The people that have come into the firm have stayed

RECRUITMENT –– [email protected] –– Cover Letter – addressed to Karyn Johnson –– Resume –– Academic transcript –– 2-3 rounds, case studies

Applications open - 2nd September Applications close - 16th September