Senior Principal Member: Andres Undergraduate Program: Harvard
College MBA Program: Harvard
Business School Year Joined Parthenon: 1997/1998
as Associate/2003 as Principal
I first joined Parthenon as a Summer Associate in 1997, when I was still at Harvard College. I came back full-time as an Associate in 1998, went to Harvard Business School in 2001, and then came back to Parthenon in 2003.
Why did you select Parthenon?
When
I decided to focus on consulting, I knew I wanted to
focus on high-level strategic projects for top notch-clients.
A handful of top-notch firms offered that at the
time, but the critical aspect of the decision became
finding the core differences across these firms. I wanted
a firm that offered access to senior leaders and clients
earlier. I wanted a growing, entrepreneurial firm that
would offer me opportunities to lead important initiatives.
I wanted a firm that was a true meritocracy, unburdened
by the political complexities of larger firms. I wanted
to work in a place where I could build strong professional
and personal connections – a lifelong network that actually
means something. I wanted to have genuine fun with these
people. Finally, I wanted the highest possible compensation
for my work, with true economic upsides. Parthenon offered
all of these, and others barely offered one of these.
Interestingly, since I’ve been here, Parthenon is also
becoming the only firm that focuses predominantly on
strategy (not operations or process issues), despite
this being what used to make the top firms similar. Once
I could cut through the cloud of hype and hoopla that
characterizes recruiting, the choice became obvious to
me. And even then, my high expectations have been exceeded
during my time at Parthenon.
How would you describe the client mix at Parthenon?
Being
a boutique firm, you would think there is a more limited
breadth of clients and industries. This is not only false,
it’s
actually the reverse. Not only have we had a vast array
of traditional, blue chip clients in every single industry,
but we also serve smaller growing firms who would not
ordinarily be able to pay for top notch consulting services.
Our flexibility and our industry leadership in taking
equity as payment for our services has allowed me to
work with a set of clients from whom I find myself learning
very different skills, and we as a firm have
consequently been able to generate superior economics
for all of us.
How would you describe the type of case work you have done while at Parthenon?
Parthenon is the only top-tier consulting firm that focuses predominantly on strategy projects (not operations or process issues). This makes a world of difference. We are working with, and learning from, CEOs. We are thinking and advising clients on the most critical issues for their business. We don’t have to spend four days a week for eight months in who knows what town. Every year at Parthenon I have amassed countless skills and experiences that have developed my capability to lead and advise all sorts of organizations on the most important aspects of their business.
What types of leadership opportunities exist at Parthenon?
One of the great things about working in a growing firm is that there are numerous opportunities to take on leadership positions. Significant initiatives are a part of our history: new offices, new practice areas, spin-offs such as Parthenon Capital. Now, we are launching our hedge fund, Strategic Value Capital, and opening our Mumbai office in early 2008. And, because we’re a boutique and things are more transparent and personal, it’s not like people get tapped to work on something. You get to basically choose where your passion lies, and what you’d like to help build.
How would you describe the people and culture at Parthenon?
Hands down, best thing about Parthenon: the people. It’s an eclectic mix of smart, accomplished, well-rounded individuals. And, most importantly, we recruit people who are nice. I guess it’s not a surprise that clients will tell us that their folks in their organization find working with Parthenon better than working with other consultants. And you get to easily develop strong bonds with this group of people. It’s not “institutionalized” fun - our collegial, boutique culture fosters a natural strengthening of relationships with everyone from Partners to Associates. As such, the network you develop at Parthenon with colleagues, friends of the firm, and even clients, are lifelong relationships that you can call on and expect a helping hand.
Do you have any interests or hobbies outside of work?
My hobby is my kids. Because, with two kids under four years old, you don’t really have time for a hobby unless you count diaper changing, cookies and ice cream, and pennies in the minivan’s CD changer a hobby. So, if kids don’t count, I don’t have a hobby. And I don’t need one; the reality is that the greatest blessing I have had is my family, who I love spending as much time as possible with. If I couldn’t spend as much time as I do with my kids then I wouldn’t be at Parthenon. In a boutique firm there is no face time, and the type of work that we do means we travel less than other consultants. So, I can manage my life in a way that ensures I spend a significant amount of time – quality time – with my wife and kids. The flexibility that you find at Parthenon is such that I have never had to miss a significant event in my children’s lives (not even the not-so-significant ones…).
