M&A Consulting - Pigeonholing myself?
Hi All,
I am currently deciding between between the M&A strategy practice at EY Parthenon and the more general strategy practice at Accenture for my first full time job. I am leaning more toward EY-P as I like the location better and I think I will be a good culture fit, but I am worried that exit ops and career progression will be much more limited in this role. If anyone has input on this it would be greatly appreciated.
Hi Olefins, no, I never sleep and so I can respond to any lonely threads (like this one) at all hours of the night. Impressive, I know ;-)
Fingers crossed that one of those helps you.
AC is very digital/tech focused which may pigeonhole you somewhat. At least at PEY you can move internally to the general strategy team if you stop liking M&A consulting. Also, M&A consulting at strategy firms is not like IB transaction advisory - it is a lot more strategic and encompasses more elements of 'pure strategy' consulting than you think.
I have been doing M&A consulting for many years. If you are only doing PE diligence, then you are sort of pigeonholing yourself.
Other practices will like that you can deal with high pressure and short timelines and deliver, but it does not help clients work through solving difficult strategic issues, lead an in-depth analytics project in support of a strategy or implementation of a strategy with a large team over the course of a few months.
If you are pre-MBA and want to do PE, then a few years of DD work will help you get into PE, but hard for industry exits.
If you are at an integration shop, you are basically just the PMO and it brings in $$$ for the firm but you are not learning much.
However, if the M&A work is holistic where you do M&A strategy (where to play) as well as target screening and diligence with a touch of integration planning thrown in, then that makes you more well-rounded.
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