Jeff Su Biography: Did I Waste 2 Years in Consulting?

Jeff Su Biography

I was thrilled when I was promoted to senior consultant since it meant that all of the long hours spent traveling had finally paid off.

Later, I joined a big computer business, and my position was upgraded. Six years and three additional promotions later, the salary has decreased to that of an entry-level higher.

I can’t help but wonder if my two years spent working in management consulting were a waste. The calculation seems easy if I take two years of consulting experience and add that time to my current work.

Maybe my title has changed, and I now have better benefits, income, and equity.

Okay, maybe not that last part, but the answer to the question of whether or not I wasted my time is definitely no, putting aside the fact that job title and pay is a very one-dimensional way of looking at professional growth. 

How I Started Working as a Consultant?

With the abilities I acquired while working as a consultant, I was given a wide range of exit prospects, a network of experts from other industries, and what is perhaps a speedier career path.

One talent in particular, however, has entirely altered my professional life. It outlines my philosophy on everything, from integrating into a new team to making a big statement about how effective problem-solving is in annual business planning.

I understand, so let’s step back and give some background information on all consultations. Case interviews are an element of the hiring process at most businesses and IT startups.

An oversimplified accurate method to respond to the question is to first break down the simple example of why profits for noise flicks are down 20 years on year.

What You Have to Do To Become Successful in Consulting?

Even if there are other frameworks available, all I did was use one that I had prepared especially for case interviews.

The actions you take to solve a problem are always the same, regardless of the framework you choose. Prepare for the case interview by defining the issue, dissecting it into its component pieces, gathering pertinent data for each, and summarizing with an actionable suggestion.

My attitude to challenges has fundamentally transformed as a result of being compelled to adopt and internalize this framework mentality when working on consulting projects.

As an illustration, when I first joined the product marketing team, the sales director questioned me on the strategy for the following year. How did I even start my business?

What I Actually Do in My Professional Career?

There is no right or wrong response, but it greatly facilitates my ability to order my thoughts and, more significantly, guides my course of action.

I need to conduct some market research, get this info from sales, get this info from my manager, and get in touch with these teams for more assistance.

A more concrete illustration Use the same foundation if you start a new job and feel a little overwhelmed. By asking pertinent questions, divide the issue into manageable pieces and deal with each one in turn.

Who are my clients? What are the problems faced by each group of customers? How does our offering benefit them? Which groups can assist me to accomplish my objectives? What does a contest accomplish?

Advice: if you are a new hire the answers to those questions are also great talking points for one-on-ones with your manager.

Final Conclusion on Jeff Su Biography?: Did I Waste 2 Years in Consulting?

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