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June 7, 1999

A Consultant's Life Offers Rewards, But It's Not For The Faint Of Heart

Support is key to success, but be prepared for travel and lots of overtime

By Judith N. Mottl

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Smaller Is Better

he life of an IT consultant isn't for everyone, especially if you don't like traveling, don't communicate well, don't assimilate easily to changing surroundings, and aren't up to working overtime with little notice. It also helps to have a good supply of self-esteem and confidence since there's usually little hand-holding on the job. Essentially, the faint of heart--and anyone seeking a predictable work life--need not apply.

But if you can handle the unexpected and yearn to get your hands dirty with evolving technologies, consulting can be a rewarding job. Few other IT roles let you direct your own career or offer as many possibilities when it comes to specialization.

"You have the opportunity to become an expert and work on leading-edge projects, but it's definitely a special working environment that you have to be prepared for," says Therese Stillman, director of career resources at Rensselaer Polytechnic Institute's Lally School of Management and Technology in Troy, N.Y. That's why Stillman and her peers advise IT students to research consulting firms thoroughly, from their training programs and support networks to the types of projects and technologies offered to clients.

Support Is Key
Support mechanisms, such as mentoring programs, are critical for acclimating successfully into consulting, Stillman says. "We tell grads they need to get to know and understand the culture of the firm and find a mentoring relationship within the firm," she says, adding that some companies provide training and support, while others don't.

Most young consultants agree that the promise of their profession is great--once they survive the first year. That's the "make it or break it" period, says Steve Gudvangen, who spent his first three post-college years working for a consulting company before going out on his own as an independent consultant.

For some, the "break it" time comes sooner rather than later. As Gudvangen recalls, three colleagues quit during his company's five-week training program. It was not an easy or quick decision, since the new hires contractually promised to repay training costs if they left within two years.

One of the toughest obstacles in the first year, Gudvangen says, is accepting how clients view consultants. Basically, don't expect free doughnuts when you arrive or an invitation to lunch. IT staffers at companies that hire consultants can be antagonistic toward them because they may resent the company having to go outside for help. "A client's staff sometimes feels threatened by consultants," Gudvangen says. "You keep hearing things like `don't get too comfortable around here,' and that can make the work situation a bit awkward." Retaining your self-confidence ultimately becomes an important skill, he adds.

While the 1992 graduate of St. Cloud State University in St. Cloud, Minn., says he's learned to "shrug off those attitudes," other workplace issues haven't been as easy to accept. He recalls his agitation at being relocated for his first project. Aware of the possibility since he signed a stipulation that he'd relocate if necessary, Gudvangen hadn't considered that it might actually happen, especially during his first few months. "I thought that since I was new and had indicated my preference, I would be able to stay in Minnesota. Instead, I was sent to North Carolina," he says, describing the event as his first career disappointment.

On His Own
The move was a bit rough, since Gudvangen found himself in unfamiliar surroundings with no family or friends. After living in a hotel for two months and flying home on weekends, he eventually rented an apartment for the duration of the project. He returned to Minnesota in his third year.

"North Carolina wasn't the ideal job, but some beneficial things did come out of it," he says. Among the benefits were a stronger sense of self-reliance, improved interpersonal skills, and the chance to work with leading-edge technology. Gudvangen says he would still be with the firm if it weren't for the fact that he earns more as an independent consultant.

The relocation aspect and extensive travel requirements of IT consulting mandate lifestyle adjustments, even for those who love traveling. Nicolas Lam, a systems analyst at Deloitte Consulting since graduating from MIT in 1997, has lived in six countries and visited more than 22. But his first project, which involved commuting from New York to Connecticut on a weekly basis for a year, took a lot out of him.

"Regardless of how much recruiters and companies emphasize the travel, nothing quite prepares you," Lam says. "Despite my background, commuting definitely took its toll. But toward the end, I was enjoying it and making the most if it," he says.

Culture Shock
Monica Loseman's first days in consulting didn't exactly go the way she envisioned when she signed on with KPMG. When she arrived at her office in Washington, D.C., from Golden, Colo., she discovered she had no desk, computer, or phone. The next revelation really rocked her. Instead of attending a six-month training program as planned, she was handed a project contract to review and was told she'd be starting on it immediately.

The initial days on the client's site didn't bode much better, recalls the 22-year-old Rensselaer Polytechnic Institute graduate. She and a half-dozen colleagues found themselves crammed into a small office, making working conditions a bit uncomfortable. While the accommodations improved after a few weeks, it took more than a few months for Loseman to get settled in her new job.

"I felt a little lost when I first started. I had to feel my way around since I didn't get much feedback on how things worked at first," she says. Loseman soon learned that she had to speak up if she had questions or problems. Despite her rocky job introduction, she is quick to praise KPMG for its flexibility and career opportunities, and stresses that she never considered leaving the firm or quitting the consulting field.

In fact, her experience prompted her to create a mentoring program. New consultants and mentors meet one-on-one on a monthly basis to discuss issues such as goal setting, training opportunities, and performance reviews.

The program has prevented at least one unhappy colleague from leaving and helps eliminate the "isolation factor" often facing new staffers. "Now there's someone new employees can call and get the guidance they need. Both the new hires and mentors have appreciated the program," Loseman says.

Not every new consultant faces the on-your-own workplace environments that Loseman and Gudvangen faced. Several praise college career services and employer training programs for making the first year go smoothly. Not only were they prepared for the initial hurdle of traveling and aware of the unique workplace issues, they were already part of a team when they began project work.

Meeting Expectations
For Janet Walter, the first year has lived up to the expectations she had when she signed on with PricewaterhouseCoopers Consulting. The 22-year-old University of Texas graduate credits the campus-recruiting process with providing a realistic view of job demands. The program also afforded her the opportunity to meet with several consulting firms, ask whatever questions she had, and get as much information as she needed. She accepted the PricewaterhouseCoopers position knowing what the job would demand and what the firm's commitment to training entailed.

New PricewaterhouseCoopers consultants spend their first 12 weeks at one of the company's two Learning and Professional Development Centers in Tampa, Fla., and Philadelphia. The first week is a self-paced study in the elements of computing. The second is an introduction to consulting, focusing on role-playing and mock job scenarios. Then there's 10 weeks of technical instruction, beginning with the fundamentals of programming and climaxing with a team assignment centered on a real-life business case.

"This is the `make it or break it period,'" says Sandy Kinsey, managing director of the Tampa center. "We usually lose about two to three consultants each year at this point in the training process because it's challenging. Either they can put the pieces together or they can't."

Following training, consultants are assigned a "coach," a veteran consultant who provides career-development advice and guidance. The program is similar to what Loseman initiated at KPMG. Halfway through the training regimen, Walter says she'll be more than ready for her first assignment. "It's been exactly what I was told--challenging and intensive," she says.

Inside Story
Another consulting firm makes it easy for grads to get the inside scoop. Andersen Consulting's campus-recruiting program includes "A Day in the Life of an IT Consultant." The full-day program focuses on real-life job responsibilities and workplace issues, says Bill Ziegler, global director of recruiting at Andersen.

The reality is up-front, from the travel expectations and the importance of flexibility in responding to a client's needs to the nitty-gritty fact that lunchtime is a fluctuating part of the work day. "We show the types of projects a consultant might be involved in that first year, the interaction between team members, and all the `to-dos' in different project scenarios," Ziegler says.

In their first year, Andersen consultants attend six weeks of training, three at the firm's St. Charles, Ill., training facility. That's just the beginning. All Andersen employees are required to participate in three weeks of training annually. Ziegler notes that Andersen spends $7,000 a year on training for each employee.

The training commitment benefits Andersen in several ways. "It distinguishes us among consulting firms, it helps attract employees and retain them, and it ensures that we're current with our clients' needs," Ziegler says. For the consultant, the training provides enhanced personal interaction and communication skills, as well as the opportunity to keep up-to-date on evolving technologies.

As one consultant says, it's the "payoff" for working hard, and being required to put the firm's, and clients' needs, ahead of personal interests.

Illustration by Simon Stern/SIS
Photo by Steve McAlister