Try A Range Of Employers Out For Size

MOST consultants will start their careers in one of the big consulting firms, writes Sarah Bridge. But after several years as a consultant, the choice opens up. Should you stick with the industry’s giants or branch out into the smaller and more intimate world of boutique consulting? Steve Varley, managing partner at Ernst & Young business advisory services, says: "Larger companies can offer a wide range of projects, whereas smaller companies might only deal with a few clients a year."

Paul Morrison, 31, spent nine years at Accenture working on telecoms, financial services and high-tech projects. "Accenture was great because you get a lot of experience in different industries," he says. But he moved to outsourcing specialist Alsbridge because "I wanted to focus on one speciality rather than be a generalist".

In their chosen fields, small companies compete head-on with the bigger ones and, according to Peter Scott, co-founder of Alsbridge, "will often beat them on their home ground".

Is working for a "name" important to you? Being employed by a corporation such as Ernst & Young, says Varley, carries the clout of a well-recognised brand that can be a powerful lure to clients.

However, Scott argues: "We never have a problem with credibility. Nobody says that we are too small and don’t have the skills. Being small can help because some clients are suspicious of a big firm’s motives, thinking they provide things that aren’t necessary."

When it comes to pay and perks, companies big and small vie for talent and salaries are competitive across the board. What is different are the "extras", with large companies able to provide a range of benefits. Morrison remembers a 50-page pamphlet of perks from his Accenture days, whereas at smaller companies everything from a pension to a gym membership may be down to you.

What about job security? "In big firms there are different businesses under the same stable so we can afford to have people around for longer, as other sectors can support each other," says Varley. "Revenue streams in consulting can stop quickly and if you lose some clients, then having a team ‘on the bench’ can be expensive. That hits smaller firms harder."

"Smaller firms by definition are more volatile," admits Scott, "but I don’t believe there is job security anywhere. Big companies aren’t as cosy as they used to be. When you see their profits increasing it is because of the way they manage their cost base and staff."

For many people, the key is the "fit". "You can get a little lost in a big firm because the projects are so huge and you can’t see the overall picture," says Scott. "In a small company, what the individual does really makes a difference and you all sink or swim together."

Working in a large firm made Morrison feel "like a resource", he says. "In a niche firm there are more opportunities where you can have an impact. It’s more like being an entrepreneur."