I don't have experience in auditing so that world is a bit of a black box to me.
A consulting partner has to act as an entrepreneur to be successful: you have to do everything in your control to find, and then deliver, business.
When I say "everything", I really mean "everything", even tasks that you would think are beneath you... My experience is that corporates don't train that aspect well.
I agree with you on #2: they typically fit better than #1 in a consulting firm but not as well as #3.
The world of auditing has one big advantage over consulting… gross recurring fees. I.e. when a firm is appointed as an auditor they know - as long as they don’t muck up - that they will get the audit for many, many years. How many other professionals have that luxury of a business model?
In fact, partners are often made up in audit practices to facilitate the rotation of audit partners to help satisfy good governance practices.
I don't have experience in auditing so that world is a bit of a black box to me.
A consulting partner has to act as an entrepreneur to be successful: you have to do everything in your control to find, and then deliver, business.
When I say "everything", I really mean "everything", even tasks that you would think are beneath you... My experience is that corporates don't train that aspect well.
I agree with you on #2: they typically fit better than #1 in a consulting firm but not as well as #3.
The world of auditing has one big advantage over consulting… gross recurring fees. I.e. when a firm is appointed as an auditor they know - as long as they don’t muck up - that they will get the audit for many, many years. How many other professionals have that luxury of a business model?
In fact, partners are often made up in audit practices to facilitate the rotation of audit partners to help satisfy good governance practices.