EY – San Francisco, CA
We currently have a career opportunity for a Senior Manager to manage a wide variety of projects addressing Internal Revenue Code, ERISA, and human… EY
EY – Los Angeles, CA
We currently have a career opportunity for a Senior to manage a wide variety of projects addressing Internal Revenue Code, ERISA, and human resource… EY
EY – Washington, DC
We are currently seeking an experienced Compensation Senior Manager proficient in the taxation of executive compensation to become part of our… EY
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“Scrappy, humble, driven company. Great place to launch a career (particularly in finance); tough place to stay ”
- Comp & Benefits
- Work/Life Balance
- Senior Management
- Culture & Values
- Career Opportunities
I have been working at EY (more than 5 years)Pros
If you're interested in a career in finance or in any sort of regulation-driven, compliance-oriented work, run (don't walk) to EY and beat down the door until they let you in. Incredible brand and network in this space. Tough to beat our Risk practice, and our Transaction practice has a solid niche in the market even if their work and their sub-culture are a bit cold and task oriented that feels, well, transactional.
If you're skilled in one of it's prioritized growth areas (Purpose, Digital/Innovation, Strategy, SAP) - give EY serious consideration. You'll likely need to tolerate a few bumps in the road early on, and an anti-intellectual culture that's off-the-charts on any risk aversion scale (from CEO to Manager levels at least). HOWEVER - if you actually know your stuff and are capable of delivering on what you promise, you will make it through the other side and find a sea of opportunity with a remarkable amount of support and limited (real) competition for resources. This is also true to a lesser extent for the Supply Chain and Customer competencies, and the prioritized sectors (Life Sci, Healthcare, CPG, etc.)Cons
If you are an opportunity oriented person eager to work on top-line growth problems and you're ambivalent about increasing efficiency/profit (in both your own work and in your clients) run from EY like as though it was on fire. The only thing EY hates more than risk is new. Our partnership continues to demonstrate they they will only change when things become so painful that the market has left them no other option. And, usually, any option the market leaves behind is pretty cruddy.
The Assurance Service Line spent the first 6 years of the Advisory Service Line's rebirth finding ways to exert it's dominance over this up-start business. Now that expectations have been set that roles will need to reverse, it seems they're having a hard time letting go and allowing the balance to fall into some sort of natural equilibrium.
The business continues to support decisions that seem to run counter to the best interests of the firm as a whole. For instance - why do we continue to audit Oracle when we could make 1000x more (and likely add more value to Oracle) by building a proper global technology advisory practice? Why do we continue to audit Salesforce.com when we could likely make 100x more by building a proper salesforce implementation practice?Advice to ManagementAdvice
Great job marketing the Purpose concept, this is the right way to establish a brand and set your Partners/Principles up for success with clients. Kudos for hiring and promoting high performing women, please continue!! Keep up the fantastic progress with Advisory's "Quest" program for entry level consultant hires. Continue thinning under-performing Partners/Principals/EDs (especially those failing to drive sales, and those burning their people out). Continue looking to drive margin improvements. Continue using any margin improvements we earn to bring our pay and benefits back up to, or perhaps even above, market standards (for competitive markets like the 10 largest cities in the US).
Learn to walk-the-walk now that you've mastered talking-the-talk. Get rid of all the waste caused by internal middle management in the Americas region; e.g. Why do we need Regional Service Line leaders AND cross-service line leaders (both Office Leaders AND Region Leaders)? Would think we could do just fine with the Region and office leaders. Why do we need separate deal review processes that are different for every Region in the Americas?? And different from all the other global Areas? Take final say on pricing power away from GCSPs - they're pricing you out of business before your people even talk to clients. Be very cautious of placing outside hires into leadership positions before they've had a chance to fully understand EY's culture.
Let the also-rans take the low-growth businesses, even if they're profitable today; earning twice the revenue makes up for half the profitability (to say nothing of making 10x the revenue). Stop being so afraid of your home-grown talent, even if it was grown within Advisory. Stop being afraid of folks that came from top schools, those universities are at the top for a reason. Give your employees help to understand and follow the draconian independence and compliance rules you enforce, rather that just up-and-firing folks, or putting them in a one-year embargo period to prevent them from being promoted to Partner.
And, most importantly, learn how to listen to those poor equity-less sods doing your dirty work, even if you weren't prepared for feedback. The best ideas come from the people who have the right context, not just the ones who decided to show up on the forced Idea-Jam sessions you sponsor.RecommendsNegative OutlookNo opinion of CEO