On December 9, President of the College David A. Greene announced that Collaborative Consulting, an innovative IT consulting firm, is opening a business and delivery center in Waterville that will create 200 high-quality jobs over the next three to four years. According to an official press release, the facility will be known as the Collaborative Waterville and the facility will be located in the Hathaway Creative Center, on Water Street in downtown Waterville. Opening in January, with an initial group of 20 employees, the Center will provide Collaborative Consulting clients with digital and data solutions tailored to advance their business strategies and goals.
CEO, Founder, and President of Collaborative Consulting William “Bill” Robichaud
CEO, Founder, and President of Collaborative Consulting William “Bill” Robichaud
Greene delivered the official announcement: “I’m here today because I’m thrilled to share the news that Collaborative Consulting, an innovative IT consulting firm based out of Burlington, Massachusetts, will open a delivery center in downtown Waterville, creating 200 high-quality jobs in the next three to four years.” The announcement was met with an eruption of cheers and applause from the audience. “This truly is a great and important day for Waterville. Colby has been working with the city and business leaders over the last several months to develop a plan for the revitalization of Waterville’s downtown.” Greene said. “Colby’s a committed partner and investor downtown, we’ve purchased several properties, we’re advancing plans for residential and mixed-use developments, along with a boutique hotel for Main Street, and we will invest to create a more robust retail environment in Waterville’s great downtown,” he continued.
Collaborative Consulting’s delivery center will employ both experienced and entry-level workers, a necessary boost in Waterville’s economy. Greene also mentioned that Colby will help to fund Collaborative’s startup costs: “We wanted to insure that Collaborative Consulting, which has many options, would come to Waterville, and we wanted to be sure that they will grow and be a part of this community for many decades to come.”
Governor Paul LePage, who was the Mayor of Waterville before becoming governor, addressed the audience after a short informational video detailing the new partnership. LePage commented: “The thing that I am so pleased about… is we have government, both city government, state government, we have the private sector, we have the academic institution, that are joining together in a partnership.”
Mayor Nick Isgro took to the stage next, starting his speech by saying, “It’s a heck of a day for Waterville, is it not?” Isgro discussed the difficulty of bringing the economy of Maine into the 21st century, stating that this conversation has been occurring for a full year. “I find it amazing that the name of the company is Collaborative Consulting. I find that very fitting…. That idea of partnerships has been the major theme, no matter who we talk to.” Isgro stressed the importance of working together to complete difficult tasks such as this one saying, “We work best when we’re together, and we cannot do this by ourselves.”
Isgro then introduced CEO, Founder, and President of Collaborative Consulting William “Bill” Robichaud. “When I first met Bill Robichaud, two things stuck out to me. The first was his incredible passion for his employees… and second was his incredible passion and focus on quality of education for his employees and the products that they produce,” stated Isgro.
see more at: http://colbyechonews.com/archives/3496
Monday, January 11, 2016
Thursday, January 7, 2016
Cousin’s Subs hires real estate consulting company to help the sandwich chain expand
MENOMONEE FALLS — Cousins Subs has hired a real estate consulting company to help it expand on its more than 100 locations in Wisconsin and Arizona.
Buxton, a customer analytics company was hired.
Buxton will help the Menomonee Falls-based sandwich chain develop selection strategies to help the company enter new markets around the Midwest and in Arizona.
The company has also been working to transform its image into a fast-casual restaurant.
It is trying to separate itself from competitors like Subway and Jimmy John’s.
read more: http://www.bizjournals.com/milwaukee/news/2016/01/05/cousins-subs-looks-to-expand-in-midwest.html
Buxton, a customer analytics company was hired.
Buxton will help the Menomonee Falls-based sandwich chain develop selection strategies to help the company enter new markets around the Midwest and in Arizona.
The company has also been working to transform its image into a fast-casual restaurant.
It is trying to separate itself from competitors like Subway and Jimmy John’s.
read more: http://www.bizjournals.com/milwaukee/news/2016/01/05/cousins-subs-looks-to-expand-in-midwest.html
Tuesday, December 29, 2015
Young chaebol heiresses get starts at consulting firms
SK Group chairman Chey Tae-won’s daughter Chey Yun-jeong, AmorePacific Group chairman Suh Kyung-bae’s daughter Suh Min-jung and LF president & CEO Koo Bon-keul’s niece Koo Min-jeong have a striking similarity.
The three women are all next-generation chaebol heiresses currently working as junior consultants at the Korean subsidiary of global consulting firm Bain & Company.
They did not enter their family business after graduating, instead choosing to work at a consulting firm to gain experience and broader their networks.
A number of “new daughters” ― second- to fourth-generation chaebol heiresses born in the 1980s and 1990s ― are increasingly choosing consulting firms as their job of choice to train in business management.
Previous chaebol descendants typically entered their family business in their mid-20s after studying overseas, then getting swift promotions within the first three to four years.
Now, there is the additional process of working at a global consulting firm.
Chaebol daughters, especially, have a tendency to work at global consulting firms as they have a more horizontal organizational culture. Additionally, many of them have studied overseas, a big plus when joining these firms.
Chey Yun-jeong attended an international school in Beijing and then graduated from the University of Chicago.
Suh Min-jung, the youngest of the stock rich in Korea ― with assets of over 430 billion won ($367.8 million) in both listed and unlisted companies ― graduated from Cornell University.
Another chaebol daughter who has worked at consulting firms is Chung Nam-i, the planning and communications director at the Asan Nanum Foundation and daughter of Hyundai Heavy Industries’ largest shareholder Chung Mong-joon.
Prior to working at the foundation that fosters youth start-ups, Chung Nam-i also obtained a Master of Business Administration from Massachusetts Institute of Technology and worked at Bain Korea.
One of the daughters of Mirae Asset Financial Group chairman Park Hyeon-joo previously worked at a consulting firm, while another continues to do so.
His eldest daughter Park Ha-min, who graduated from Cornell University, worked at McKinsey & Company and CBRE Group for a year each before joining Mirae Asset Global Investments in 2013, while younger daughter Park Eun-min graduated from Duke University and is currently working as a junior consultant at Boston Consulting Group Korea.
The two daughters each own 8.19 percent of the unlisted Mirae Asset Consulting shares, estimated at around 54.8 billion won each.
Cho Yeun-joo, the vice president of Hansol Chemical, is the granddaughter of Hansol Group advisor Lee In-hee and the great-granddaughter of Samsung founder Lee Byung-chull.
She graduated from Wellesley College and earned an MBA at the Wharton School of the University of Pennsylvania. She also worked as an analyst at both the Boston Consulting Group and Victoria’s Secret before joining Hansol Chemical last March.
read more: http://www.koreaherald.com/view.php?ud=20151229000996
The three women are all next-generation chaebol heiresses currently working as junior consultants at the Korean subsidiary of global consulting firm Bain & Company.
They did not enter their family business after graduating, instead choosing to work at a consulting firm to gain experience and broader their networks.
A number of “new daughters” ― second- to fourth-generation chaebol heiresses born in the 1980s and 1990s ― are increasingly choosing consulting firms as their job of choice to train in business management.
Previous chaebol descendants typically entered their family business in their mid-20s after studying overseas, then getting swift promotions within the first three to four years.
Now, there is the additional process of working at a global consulting firm.
Chaebol daughters, especially, have a tendency to work at global consulting firms as they have a more horizontal organizational culture. Additionally, many of them have studied overseas, a big plus when joining these firms.
Chey Yun-jeong attended an international school in Beijing and then graduated from the University of Chicago.
Suh Min-jung, the youngest of the stock rich in Korea ― with assets of over 430 billion won ($367.8 million) in both listed and unlisted companies ― graduated from Cornell University.
Another chaebol daughter who has worked at consulting firms is Chung Nam-i, the planning and communications director at the Asan Nanum Foundation and daughter of Hyundai Heavy Industries’ largest shareholder Chung Mong-joon.
Prior to working at the foundation that fosters youth start-ups, Chung Nam-i also obtained a Master of Business Administration from Massachusetts Institute of Technology and worked at Bain Korea.
One of the daughters of Mirae Asset Financial Group chairman Park Hyeon-joo previously worked at a consulting firm, while another continues to do so.
His eldest daughter Park Ha-min, who graduated from Cornell University, worked at McKinsey & Company and CBRE Group for a year each before joining Mirae Asset Global Investments in 2013, while younger daughter Park Eun-min graduated from Duke University and is currently working as a junior consultant at Boston Consulting Group Korea.
The two daughters each own 8.19 percent of the unlisted Mirae Asset Consulting shares, estimated at around 54.8 billion won each.
Cho Yeun-joo, the vice president of Hansol Chemical, is the granddaughter of Hansol Group advisor Lee In-hee and the great-granddaughter of Samsung founder Lee Byung-chull.
She graduated from Wellesley College and earned an MBA at the Wharton School of the University of Pennsylvania. She also worked as an analyst at both the Boston Consulting Group and Victoria’s Secret before joining Hansol Chemical last March.
read more: http://www.koreaherald.com/view.php?ud=20151229000996
Tuesday, December 22, 2015
Ethics issue cited on Erie County lawmaker’s tie to CWA
Erie County Legislator Patrick B. Burke backed a Legislature proposal to benefit health care workers represented by the Communication Workers of America at the same time he worked as a consultant for the union – and that has Burke under fire from the Legislature’s majority leader.
“Consulting, alone, with a group that is pushing something before a body he is elected to serve brings up a number of questions – ethical, legal,” Majority Leader Joseph C. Lorigo, C-West Seneca, said at last week’s meeting of the Legislature. “At this point, I’m shocked.”
Burke was one of three Democratic co-sponsors for a resolution supporting minimum nurse staffing ratios in acute care facilities and nursing homes. He said that he agreed to co-sponsor the resolution before he was asked to do consulting work with the CWA and that the union does no business with Erie County.
Burke called accusations of unethical behavior “ridiculous and outrageous.”
He also said he had only been a consultant with the CWA for two weeks and that the work he’s doing with the union is related to membership engagement, not nurse staffing issues. He said he did not believe he had a conflict of interest but decided to abstain from a vote on the nurse-staffing proposal to avoid any appearance of impropriety.
“I’ve been pretty upfront with what I’ve done,” he said. “To accuse me of having questionable ethics is personally upsetting.”
The resolution regarding minimum nurse-to-patient staffing ratios passed the Legislature in a 6-4 bipartisan vote last week, with Burke abstaining and having his name pulled as a resolution co-sponsor. A contingent of CWA members appeared to be in attendance at the Legislature meeting and seemed pleased with the outcome.
Burke and others said the measure is only a resolution of support for proposed state legislation and has no direct, immediate impact on the county.
“This is a nonbinding resolution asking the state government to pass a bill that may or may not impact the membership of CWA,” said Jeremy C. Toth, an assistant county attorney who also serves as a legal adviser for the county’s Board of Ethics. “There’s enough separation between what the Legislature did and the direct impact of this that I don’t believe there is a conflict. And if there is, the appropriate step is to recuse yourself from the vote, which is what Legislator Burke did.”
Both sides are asking the ethics panel to consider the matter.
“I’m turning everything I have over to the Board of Ethics so that I can clear my own name and get that piece of paper from them saying that I have done nothing wrong,” Burke said.
He added he has not yet received any compensation from the CWA and feels bad that the organization is being exposed to negative publicity as a result of his brief involvement with it.
Lorigo said the issue is not that Burke chose to recuse himself from the vote, but when he chose to do it. Even though Burke has consulted with the CWA for the last few weeks, he did not disclose that until the day of the vote. Before then, he participated in committee hearings on the issue and continued to “shepherd through” the resolution until the last minute, Lorigo said.
He also questioned whether Burke was not just advising the CWA, but also lobbying other politicians on the union’s behalf.
Staff members for the Legislature’s majority pointed out later that Burke also championed the expansion of affordable, high-speed Internet access, another local priority of the CWA. Burke responded the CWA strongly opposed his resolution for municipal broadband access.
see more: http://www.buffalonews.com/city-region/ethics-issue-cited-on-erie-county-lawmakers-tie-to-cwa-20151221
“Consulting, alone, with a group that is pushing something before a body he is elected to serve brings up a number of questions – ethical, legal,” Majority Leader Joseph C. Lorigo, C-West Seneca, said at last week’s meeting of the Legislature. “At this point, I’m shocked.”
Burke was one of three Democratic co-sponsors for a resolution supporting minimum nurse staffing ratios in acute care facilities and nursing homes. He said that he agreed to co-sponsor the resolution before he was asked to do consulting work with the CWA and that the union does no business with Erie County.
Burke called accusations of unethical behavior “ridiculous and outrageous.”
He also said he had only been a consultant with the CWA for two weeks and that the work he’s doing with the union is related to membership engagement, not nurse staffing issues. He said he did not believe he had a conflict of interest but decided to abstain from a vote on the nurse-staffing proposal to avoid any appearance of impropriety.
“I’ve been pretty upfront with what I’ve done,” he said. “To accuse me of having questionable ethics is personally upsetting.”
The resolution regarding minimum nurse-to-patient staffing ratios passed the Legislature in a 6-4 bipartisan vote last week, with Burke abstaining and having his name pulled as a resolution co-sponsor. A contingent of CWA members appeared to be in attendance at the Legislature meeting and seemed pleased with the outcome.
Burke and others said the measure is only a resolution of support for proposed state legislation and has no direct, immediate impact on the county.
“This is a nonbinding resolution asking the state government to pass a bill that may or may not impact the membership of CWA,” said Jeremy C. Toth, an assistant county attorney who also serves as a legal adviser for the county’s Board of Ethics. “There’s enough separation between what the Legislature did and the direct impact of this that I don’t believe there is a conflict. And if there is, the appropriate step is to recuse yourself from the vote, which is what Legislator Burke did.”
Both sides are asking the ethics panel to consider the matter.
“I’m turning everything I have over to the Board of Ethics so that I can clear my own name and get that piece of paper from them saying that I have done nothing wrong,” Burke said.
He added he has not yet received any compensation from the CWA and feels bad that the organization is being exposed to negative publicity as a result of his brief involvement with it.
Lorigo said the issue is not that Burke chose to recuse himself from the vote, but when he chose to do it. Even though Burke has consulted with the CWA for the last few weeks, he did not disclose that until the day of the vote. Before then, he participated in committee hearings on the issue and continued to “shepherd through” the resolution until the last minute, Lorigo said.
He also questioned whether Burke was not just advising the CWA, but also lobbying other politicians on the union’s behalf.
Staff members for the Legislature’s majority pointed out later that Burke also championed the expansion of affordable, high-speed Internet access, another local priority of the CWA. Burke responded the CWA strongly opposed his resolution for municipal broadband access.
see more: http://www.buffalonews.com/city-region/ethics-issue-cited-on-erie-county-lawmakers-tie-to-cwa-20151221
Wednesday, December 16, 2015
Baton Rouge consulting firms with expertise in different areas merge into one entity
Willie Johnson is wise enough to know what she does not know.
She had experience in education and nonprofits, but none in the growing health care field. But she wanted to broaden the scope of her firm, WCJ Consultants, to include that sector.
When the opportunity arose six months ago to merge her firm with another that had experience in the health care industry and was led by her former student in BRAC’s Leadership Institute, Kimberly Bardell, Johnson knew it was a good fit.
A rebranded WCJ Consultants launched three months ago. The company’s current client is the Health Resources and Services Administration, a division of the federal Department of Health and Human Services. The duo provides technical assistance and grant writing reviews.
But they are also still looking for clients in other sectors like strategic planning and emergency preparedness.
Bardell and Johnson, the firm’s principal partners, both say their cross-generational makeup makes them unique.
“I’m learning how to work with someone much younger than I am and she’s learning how to work with a more mature, wiser person,” Johnson, the older of the two, says with a chuckle. “She had skills and expertise that I did not have and I had some that she didn’t have.”
Johnson launched her firm in 2008 after 15 years at BRAC, retiring as a senior vice president. Before that, she was a teacher and assistant principal at Woodlawn High School in Baton Rouge.
At BRAC, she handled a plethora of issues, including public safety, leadership training and—what she calls her most rewarding achievement—overseeing the desegregation case in the East Baton Rouge Parish School System with volunteers and community leaders.
But in 2008, she retired from BRAC, wanting a new challenge. She opened WCJ Consultants and tapped into her contacts made over the years from teaching and at BRAC to build a good client base. But she wanted to break into the health care industry.
In came Bardell and her firm, Bardell and Associates, with 10 years experience consulting in the health care field.
Bardell, the former planning and policy manager at the state Department of Child and Family Services, and Johnson knew of each other’s expertise from Bardell’s time in Johnson’s leadership class in 2012.
Once they starting talking about merging, things moved quickly. Bardell moved her business to WCJ Consultants and became a co-owner of the company.
“We just kind of put two and two together and said this would make a great a partnership,” Johnson says. “She has expertise in that area and the opportunities are now available to go into that area.”
A database of associates with varied areas of expertise allows WCJ Consultants to address a variety of challenges for its clients.
see more at: https://www.businessreport.com/article/baton-rouge-consulting-firms-expertise-different-areas-merge-one-entity
She had experience in education and nonprofits, but none in the growing health care field. But she wanted to broaden the scope of her firm, WCJ Consultants, to include that sector.
When the opportunity arose six months ago to merge her firm with another that had experience in the health care industry and was led by her former student in BRAC’s Leadership Institute, Kimberly Bardell, Johnson knew it was a good fit.
A rebranded WCJ Consultants launched three months ago. The company’s current client is the Health Resources and Services Administration, a division of the federal Department of Health and Human Services. The duo provides technical assistance and grant writing reviews.
But they are also still looking for clients in other sectors like strategic planning and emergency preparedness.
Bardell and Johnson, the firm’s principal partners, both say their cross-generational makeup makes them unique.
“I’m learning how to work with someone much younger than I am and she’s learning how to work with a more mature, wiser person,” Johnson, the older of the two, says with a chuckle. “She had skills and expertise that I did not have and I had some that she didn’t have.”
Johnson launched her firm in 2008 after 15 years at BRAC, retiring as a senior vice president. Before that, she was a teacher and assistant principal at Woodlawn High School in Baton Rouge.
At BRAC, she handled a plethora of issues, including public safety, leadership training and—what she calls her most rewarding achievement—overseeing the desegregation case in the East Baton Rouge Parish School System with volunteers and community leaders.
But in 2008, she retired from BRAC, wanting a new challenge. She opened WCJ Consultants and tapped into her contacts made over the years from teaching and at BRAC to build a good client base. But she wanted to break into the health care industry.
In came Bardell and her firm, Bardell and Associates, with 10 years experience consulting in the health care field.
Bardell, the former planning and policy manager at the state Department of Child and Family Services, and Johnson knew of each other’s expertise from Bardell’s time in Johnson’s leadership class in 2012.
Once they starting talking about merging, things moved quickly. Bardell moved her business to WCJ Consultants and became a co-owner of the company.
“We just kind of put two and two together and said this would make a great a partnership,” Johnson says. “She has expertise in that area and the opportunities are now available to go into that area.”
A database of associates with varied areas of expertise allows WCJ Consultants to address a variety of challenges for its clients.
see more at: https://www.businessreport.com/article/baton-rouge-consulting-firms-expertise-different-areas-merge-one-entity
Friday, December 11, 2015
A startup is disrupting the consulting industry
For a $200 billion industry, the American consulting business is mysterious to most. Clients tell consultants to keep quiet about what they’re doing. And their work is kind of hard to explain anyway. You may know someone in consulting, but do you know what they actually do all day?
In any case, the consulting industry remains a pricey help line for giant companies and a powerful career magnet for elite college grads and MBAs. But the business of recruiting is changing. Consulting careers are known for long hours and endless travel. Top graduates these days think very differently about work-life balance, so they may not find consulting worth the tradeoffs, especially when their skills are in demand at growing tech companies with lavish perks. And for those who are committed to consulting as a career, going freelance—once a path reserved for consultants with many years of experience and contacts—is becoming more of an option.
Carlos Castelán is on that path now. With a Harvard MBA and previous professional experience at a big retailer, he’s the type of candidate consulting firms go after. And they did. But he chose a different path out of business school. He now offers up his service directly to corporate clients. It’s something he greatly prefers to the life of a first-year consultant, when there’s little choice over the types of projects one can work on and being on the road every Monday through Thursday is a near certainty.
“It would be very tough for me to go to a big company at this point,” Castelán explained. “Having a family is very important to both my wife and me, so that travel element really is difficult to manage.”
He does travel for projects, but he has the choice of which projects to take on, including those that allow him to stay in the Minneapolis area. Castelán says he’s making more money than a typical starting consulting salary at a major firm.
He gets these projects by offering his services through a company called HourlyNerd, a startup that connects businesses to freelance consultants and takes a cut of the fees. The idea is a space where companies that don’t need seven-figure consulting engagements can find experts to help them with small and medium-size problems. It’s proving popular with businesses and consultants, not to mention venture investors, who have poured in more than $11 million into the company.
HourlyNerd is based in Boston, a city which is in many ways the cradle of consulting. Several of the biggest firms began here, and all of them flood campuses every year to recruit Harvard and MIT students in bulk.
The ex-consultants working there sometimes talk about the industry the way Uber execs talk about the taxi business: bloated, inefficient, incumbent, all the startup swear words. But for the most part, they’re not really competing for the same projects.
“Their model is so expensive that they can’t be working on the 30, 40, 50-thousand dollar projects that we are, so it’s not necessarily all that attractive to them to pursue,” said Rob Biederman, one of HourlyNerd's founders.
He added that some big-name consultants have even referred business to HourlyNerd, projects too small for them to bother with. The company sees itself as expanding the potential market for consulting, by generating new business from companies that don’t have the budgets to hire giant consulting firms. Big businesses are coming on board too.
While much of HourlyNerd’s work at this point is projects on a smaller scale than the big consulting firms, it does compete directly with them for consulting talent.
Right now, MBA students at elite schools are prepping hard and for high-stakes interviews that’ll determine whether they get coveted summer internship offers. Many of them will be gunning for Bain & Company, where partner Keith Bevans leads global consultant recruiting. He and his team have been pitching Bain to MBAs for a long time.
Whether the competition is tech companies, banks or freelancing, when candidates ask him about long hours and travel, he’s clear there can be some of that. But he makes the case that it’s part of a bigger overall experience that pays off for employees. And like any good consultant, he cites data.
see more at: http://www.marketplace.org/2015/12/09/business/startup-disrupting-consulting-industry
In any case, the consulting industry remains a pricey help line for giant companies and a powerful career magnet for elite college grads and MBAs. But the business of recruiting is changing. Consulting careers are known for long hours and endless travel. Top graduates these days think very differently about work-life balance, so they may not find consulting worth the tradeoffs, especially when their skills are in demand at growing tech companies with lavish perks. And for those who are committed to consulting as a career, going freelance—once a path reserved for consultants with many years of experience and contacts—is becoming more of an option.
Carlos Castelán is on that path now. With a Harvard MBA and previous professional experience at a big retailer, he’s the type of candidate consulting firms go after. And they did. But he chose a different path out of business school. He now offers up his service directly to corporate clients. It’s something he greatly prefers to the life of a first-year consultant, when there’s little choice over the types of projects one can work on and being on the road every Monday through Thursday is a near certainty.
“It would be very tough for me to go to a big company at this point,” Castelán explained. “Having a family is very important to both my wife and me, so that travel element really is difficult to manage.”
He does travel for projects, but he has the choice of which projects to take on, including those that allow him to stay in the Minneapolis area. Castelán says he’s making more money than a typical starting consulting salary at a major firm.
He gets these projects by offering his services through a company called HourlyNerd, a startup that connects businesses to freelance consultants and takes a cut of the fees. The idea is a space where companies that don’t need seven-figure consulting engagements can find experts to help them with small and medium-size problems. It’s proving popular with businesses and consultants, not to mention venture investors, who have poured in more than $11 million into the company.
HourlyNerd is based in Boston, a city which is in many ways the cradle of consulting. Several of the biggest firms began here, and all of them flood campuses every year to recruit Harvard and MIT students in bulk.
The ex-consultants working there sometimes talk about the industry the way Uber execs talk about the taxi business: bloated, inefficient, incumbent, all the startup swear words. But for the most part, they’re not really competing for the same projects.
“Their model is so expensive that they can’t be working on the 30, 40, 50-thousand dollar projects that we are, so it’s not necessarily all that attractive to them to pursue,” said Rob Biederman, one of HourlyNerd's founders.
He added that some big-name consultants have even referred business to HourlyNerd, projects too small for them to bother with. The company sees itself as expanding the potential market for consulting, by generating new business from companies that don’t have the budgets to hire giant consulting firms. Big businesses are coming on board too.
While much of HourlyNerd’s work at this point is projects on a smaller scale than the big consulting firms, it does compete directly with them for consulting talent.
Right now, MBA students at elite schools are prepping hard and for high-stakes interviews that’ll determine whether they get coveted summer internship offers. Many of them will be gunning for Bain & Company, where partner Keith Bevans leads global consultant recruiting. He and his team have been pitching Bain to MBAs for a long time.
Whether the competition is tech companies, banks or freelancing, when candidates ask him about long hours and travel, he’s clear there can be some of that. But he makes the case that it’s part of a bigger overall experience that pays off for employees. And like any good consultant, he cites data.
see more at: http://www.marketplace.org/2015/12/09/business/startup-disrupting-consulting-industry
Friday, December 4, 2015
Strong revenue growth for rebranded EFESO Consulting
EFESO Consulting has gotten off to a flying start under its new brand. Two months after rebranding from Solving Efeso, the global management consultancy has seen its revenues grow by 12% to €16.5 million, compared to the same period last year.
With more than 480 consultants across 30+ offices in Europe, the US, South America, the Middle East, Africa and Asia, EFESO Consulting is one of the larger management and business consulting firms of the globe. The business advisory focuses mainly on services in the area of strategy, operations and human capital.
Between 2007 and just under two months ago, the consultancy operated under the Solving Efeso brand, following the merger between the French Solving and Italian Efeso in the summer of 2007. Eight years down the line, the firm’s management team decided to rebrand the firm, with EFESO Consulting unveiled as the new brand, formally adopted on 16 October this year. “With our new name EFESO Consulting, we are seeking to highlight one of our distinguishing features. Namely, our ability to put strategy into action, to coordinate complex global transformation programmes with all employees mobilised on behalf of our clients so that, in tandem with our teams, they take ownership of the dynamics of change and work towards the same objective,” said Filippo Mantegazza, who founded Efeso in 1979 and now serves as Chairman of EFESO Consulting, in a statement accompanying the rebranding communiqué.
In its first published results since the name change (the firm is stock listed on Alternext Paris), EFESO Consulting has re-confirmed the growth trajectory it first embarked on a few quarters ago. In Q3, EFESO Consulting achieved revenues of €16.5 million, an increase of 12.2% compared with the third quarter of 2014, while its revenue for the 2015 financial year to date now stand at €53.8 million, up 13.7% in comparison with the first nine months of last year.
Across the board results are mixed however. In Europe total fee income grew by 15% to €11.4 million, driven mainly by the acquisition of Empact in Belgium* (which added €1.5 million in revenue), and growth outside France, the firm’s home-base and largest market (accounts for roughly 20% of global revenue). In Spain, the strong growth in revenue (59%) relates to a large-scale project that began in the third quarter of 2014 and still is running, while following several quarters of decline, revenue in Italy has been stabilised on the back of several measures taken in late 2014.
Business grew strongly in the Middle East (83% growth), particularly in the Gulf states, but fell in Russia, and looking ahead Mantegazza says Russia will remain a challenging market due to the country’s falling attractiveness for foreign direct investment. Income in North America, which accounts for a 15% share of EFESO Consulting’s portfolio, contracted by 3% in comparison with Q3 of the previous year, partly due to fierce competitive environment, says Mantegazza, and the suspension of a large project.
read more: http://www.consultancy.uk/news/3009/strong-revenue-growth-for-rebranded-efeso-consulting
With more than 480 consultants across 30+ offices in Europe, the US, South America, the Middle East, Africa and Asia, EFESO Consulting is one of the larger management and business consulting firms of the globe. The business advisory focuses mainly on services in the area of strategy, operations and human capital.
Between 2007 and just under two months ago, the consultancy operated under the Solving Efeso brand, following the merger between the French Solving and Italian Efeso in the summer of 2007. Eight years down the line, the firm’s management team decided to rebrand the firm, with EFESO Consulting unveiled as the new brand, formally adopted on 16 October this year. “With our new name EFESO Consulting, we are seeking to highlight one of our distinguishing features. Namely, our ability to put strategy into action, to coordinate complex global transformation programmes with all employees mobilised on behalf of our clients so that, in tandem with our teams, they take ownership of the dynamics of change and work towards the same objective,” said Filippo Mantegazza, who founded Efeso in 1979 and now serves as Chairman of EFESO Consulting, in a statement accompanying the rebranding communiqué.
In its first published results since the name change (the firm is stock listed on Alternext Paris), EFESO Consulting has re-confirmed the growth trajectory it first embarked on a few quarters ago. In Q3, EFESO Consulting achieved revenues of €16.5 million, an increase of 12.2% compared with the third quarter of 2014, while its revenue for the 2015 financial year to date now stand at €53.8 million, up 13.7% in comparison with the first nine months of last year.
Across the board results are mixed however. In Europe total fee income grew by 15% to €11.4 million, driven mainly by the acquisition of Empact in Belgium* (which added €1.5 million in revenue), and growth outside France, the firm’s home-base and largest market (accounts for roughly 20% of global revenue). In Spain, the strong growth in revenue (59%) relates to a large-scale project that began in the third quarter of 2014 and still is running, while following several quarters of decline, revenue in Italy has been stabilised on the back of several measures taken in late 2014.
Business grew strongly in the Middle East (83% growth), particularly in the Gulf states, but fell in Russia, and looking ahead Mantegazza says Russia will remain a challenging market due to the country’s falling attractiveness for foreign direct investment. Income in North America, which accounts for a 15% share of EFESO Consulting’s portfolio, contracted by 3% in comparison with Q3 of the previous year, partly due to fierce competitive environment, says Mantegazza, and the suspension of a large project.
read more: http://www.consultancy.uk/news/3009/strong-revenue-growth-for-rebranded-efeso-consulting
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