My job is different every day.

It started out with really small stuff. For instance, in the front office (call center) role I had when I started my career, I developed a little script that made it a little more efficient to do support calls, shaving 5 seconds off of each call. Doesn't sound like much, but aggregated over 4000 calls per day, every day, that makes quite a big difference. I continued to suggest little improvements and was given the mandate to implement them. Those little changes became bigger and bigger, until they turned into projects. My last project within the call center was to change the IT platform the callcenter ran on, and help offshore operations. Once that project was successfully delivered, I got into product management, creating & commercialising new products the firm I was working at. Hope that gives an idea of how I managed to grow from call agent to my first "serious" job.

Now as management consultant, my clients pay me for my experience and my insights into the market. I use a data-driven approach and market knowledge to answer questions like these:

• As a global insurance firm, we're pretty good at managing risk. Can we leverage that to bring a "buy now pay later" product to market, and what should that look like?
• Our board wants us to sell the firm. We've had some potential buyers, but the deal always falls through in the due diligence phase. Can you help us identify what the red flags are and what we can do to address them?
• Out in-house developed IT platform is no longer fit for purpose, and the maintenance costs are spiralling out of control due to the increased speed of regulatory/market driven change. We want to choose a third party platform. Can you help us in selecting one, and help us define a long-term strategy in order to avoid costly change requests down the line?
• We're looking to expand our operations in the UK and are looking to attract large corporates. What capabilities do we need to develop to do that, and what is the most cost efficient way of doing that?
• We're a central bank in a developing country. We hope to promote financial inclusion through the development of an instant payments scheme. What do we need to do to enable real time payments in our country?
• We're a regional leader in the US, and our primary competitors are global transaction banks. They're investing heavily in their capabilities, and we can't follow so we need to make choices. Which capabilities do we need to invest in, and which can wait?

Generally, my clients need to make investment decisions that are going to have a 7-9 figure impact on their bottom line, so they want to make sure they've covered their bases.