Churchill Consulting

The jump into consulting

The jump into consulting

  • Posted:
  • Category:Thought Leadership
  • Offerings:careers, Solutions
  • Industry:Business

After three enjoyable years working as accountant, I realised that it was time for a change of scenery. I’d learned a lot in that particular career path, but my skillset was not being used to its full potential.

So the process of finding a new direction and new role began.

After a relatively lengthy process (thanks to COVID), I was pleased to take up a new – and completely different – management consulting role at Churchill, an organisation with the mission of creating a more prosperous and vibrant Western Australia.

Even though I had gone through multiple rounds of interviews, and prepared by practicing a multitude of case studies, I didn’t have a full grasp of what I was getting myself into.

Fast forward a year and I recently helped a friend get a job at Churchill. Part of that process was just talking him through exactly what management consulting was and the ‘Churchill Difference’. I realised if I’d had this information earlier, it would have made figuring out my next career move easier.

Oli and the Churchill Director Todd Mairs talking with clients at one of Churchill’s events

This article aims to provide an insight into what management consulting is and what makes Churchill so great.

Deep-diving into everything I have learnt so far, would make this article thesis length, so here are my top three (3) takeaways:

  1. The work is ‘multi-colour’

    There is no such thing as ‘black and white’ in management consultancy. Unlike my previous job, which was largely by the book, and ‘read this text for an answer’, management consultancy allows you to think on your feet and bring creativity to the solutions. There are structures, frameworks or best practices which we base our work on, but we use them as guidelines rather than gospel. With nearly 20 years experience, Churchill has developed some exceedingly strong ‘guidelines’ which has helped me immensely as I’ve started out. But once the guidelines are in place and set, you need to be prepared to bring your best creative problem-solving hat to the table!

  2. Constant communication and co-operation

    WARNING! If you don’t like having to communicate a lot with clients, then management consulting isn’t for you. Because there is no ‘black and white’, constant communication and co-operation with the client is necessary. On average, around 40-50% of project time is sitting down and conversing with clients – whether that’s updating the project status, presenting and gaining validation on our work, facilitating workshops, or just generally checking-in.The emphasis at Churchill is always on clients and communication. This focus ensures client’s value us, we build relationships, and it’s often why we are used on subsequent projects. Plus, you get to build solid connections on the go.

  3. Pretty amazing experiences

    This last one isn’t really a lesson I’ve learned, it’s more a positive statement. As a generalist consultant, in the last year I’ve gotten to work on 10+ clients – sometimes on multiple projects at once – with exceedingly varying project scopes. These range from strategy development, ESG projects, process improvements, divestment option assessments, project and change management jobs, cost optimisation and governance reviews. But more than just the project itself, I’ve had some fantastic experiences. Recently I spent a week in regional WA (where I had never been before) assisting a number of executives conduct meetings. As well as the interesting work and rapport building, I got to see more of WA’s great landscape.

In summary, Churchill and my move into management consulting has been extremely positive. I’ve enjoyed new experiences and the chance to flourish in ways I could not foresee when I came into the role. If that sounds like fun to you, maybe consider a role in managing consulting.

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