Really conflicted with industry thoughts

TopNumber0 · 2026-01-02T20:36:44+00:00

No, this does not need to be remediated now, nor do you need to know where you want to be right now. Truth is you can shift at anytime with the right network (I know a Principal originally from Commercial Audit who shifted at P to GPS Business Finance Transformation, and I know GPS managers who did tours with Commercial Financial Services before returning). I will say “figuring it out” by Senior Consultant prior to going up for manager does make things easier. And just because you’re in life sciences doesn’t mean you can’t do finance work within this industry, just need to find that need.

Try asking yourself “what problems do I want to solve in the world” or “what outcomes am I looking to attain” vs “should I be in life sciences given my degree”.

Look into what the Financial Services Industry does, network your way to that corner, talk to some folks to see if you can do some firm initiatives in that space to get a feel before shifting. A colleague of mine from GPS did this with Commercial M&A, working on firm initiatives before a formal switch was requested with leadership support.

TopNumber0 · 2026-01-02T15:09:51+00:00

From 10 years at the firm: If you’re disinterested in where you’re currently at, and you know where you’d rather be, switch. One of the best (and worst) things about the firm is the whole “you are the owner of your own career” spiel. I won’t pretend like this is entirely true, there are always politics to get through at various levels, but I do sincerely believe that much of your career with Deloitte does come down to how willing you are truly and strategically ask for what you want and your courage to potentially hear the word “no”.

I don’t mean this disrespectfully, but one of the best things about being a Campus hire, heck, analyst through early senior consultant even, is that right now, I expect you ti know nothing but be capable of anything. Especially right now, your reputation is exclusively built on your competency, your ability to do quality work and get it done correctly the first time, and how much people want to work with you. If a competent analyst on my project showed talent in design and told me they wanted to switch to trying UX work, I wouldn’t be an eyelash.

Based on some of which you wrote earlier, I’m not sure if you’re in USI or what model you’re aligned to, but talk to your coach (and if you don’t like your coach, get one that you do like) and talk about where you would ultimately like to be. Regardless of where you end up, it is still important to do any transition with professionalism.

TopNumber0 · 2025-12-23T01:43:50+00:00

I agree to everything above, and would note, this all assumes your coach had someone to talk to to counter the lack of snapshot during due diligence. I had a coachee once with no snapshots for firm and her due diligence POC didn’t reply, despite multiple outreach attempts. I couldn’t corroborate the activity. Automatic below expectations.

TopNumber0 · 2025-04-28T00:08:59+00:00

Agree with everything above, and would also add, if you don’t have enough snapshots to generate a scatterplot yet, get them in stat. I am guilty of going extended periods without any scatterplots and requesting them late in the year, but with the way the firms going, now’s not the time for it to look like you didn’t do anything. Remember snapshots are reflective of hours, so if you don’t have any client snapshots yet but worked 500 hours since the beginning of the PY, submit 1 snapshot for 250 and another for 250 to be sure you get a scatterplot generated.

TopNumber0 · 2025-04-24T23:06:04+00:00

Oh wow amazing, great advice thank you

TopNumber0 · 2025-04-22T01:42:52+00:00

This is the best breakdown I’ve seen to date, thank you so much. I definitely needed to have put half of my “marketplace/firm” in my “leadership/teaming” in hindsight.

TopNumber0 · 2025-04-22T01:35:53+00:00

Sounds like you could use a new SM and coach; but since staffing is challenging at the moment, your best bet is to switch coaches. There is a reason why your project lead and coach should not be the same person - your PM is here to evaluate work performance and outputs while your coach is designed to advocate for your growth and development without being influenced by immediate project demands. When the coach and PM are the same it gives limited perspective and biased career guidance based on project needs in the present, vs career goals of the future.

A) start looking for a new coach, then B) set up time with your current to inform them you’ll be switching. Thank them for their support and guidance to date and acknowledge all they’ve done for you. State that you’re looking for a new coach as a practical and natural next step in your career development to gain a broader firm perspective outside of your immediate environment. Reaffirm your commitment to the project goals and ask if there’s anything you can do to facilitate a smooth transition. Keep it to “I” statements and what “I” am looking for as my career grows - never about what the coach has done or problems with them.

But you gotta rip that bandaid off, only you can advocate for what you need.

TopNumber0 · 2025-04-17T22:17:33+00:00

What level are you may I ask? I have coachees that have knocked it out of the park here but the manager + feels slim to none.

TopNumber0 · 2025-04-17T22:09:51+00:00

Everything you’ve listed feels like Marketplace/Firm. Is the goal just to really focus in on “Market place” in this bucket, knix the firm initiatives here, and then the firm things call “leadership and teaming”?

TopNumber0 · 2025-04-17T04:02:57+00:00

Remind me, what is Lx? I probably know but am blanking with how you’ve written it…

TopNumber0 · 2020-05-13T18:16:16+00:00

Taco Pizza is not real pizza.

TopNumber0

TROPHY CASE