EMPLOY

PROFILE
VAULT EMPLOYER PROFILE:

BRAXTON
ASSOCIATES

BY THE STAFF OF VAULT

2002 Vault Inc.

Copyright 2002 by Vault Inc. All rights reserved.

All information in this book is subject to change without notice. Vault makes no claims as to
the accuracy and reliability of the information contained within and disclaims all warranties.
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Library of Congress CIP Data is available.
ISBN 158131250-4
Printed in the United States of America

Braxton Associates

Table of Contents
INTRODUCTION

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
Braxton Associates at a Glance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2

THE SCOOP

History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

ORGANIZATION

Locations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
Key Officers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
Ownership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

VAULT NEWSWIRE

13

OUR SURVEY SAYS

17

GETTING HIRED

21

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21
U.S. Office Locations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22
Questions to Expect . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26
Questions to Ask . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29
Perks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29

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iii

ON THE JOB

31

A Day in the Life . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31

Job Descriptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
Career Paths . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34

FINAL ANALYSIS

37

RECOMMENDED READING

39

Braxton Associates

Introduction
Overview
Braxton Associates is the new name for Deloitte Consulting, a former arm of
the Big Four professional services firm Deloitte Touche Tohmatsu. Braxton
(which becomes the official name of the firm at the end of 2002) spun off
from DTT in early 2002, as auditing firms faced regulatory pressure to divest
their consulting operations in the wake of the Andersen/Enron scandal. After
months of debate, the firm decided to allow the consulting partners to buy the
operation out. Soon thereafter, the firm announced its new name.
Deloitte Consulting, Braxton Associates whatever you call it, the firm ranks
among the worlds largest consulting firms, with more than 14,000 employees
in 97 offices in 34 countries offering everything from strategy work to
customer relationship management. Its client list includes more than onethird of the companies in the Fortune Global 500, including heavyweights
like Hewlett-Packard, Philip Morris and Cable & Wireless.

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Braxton Associates at a Glance

1633 Broadway
35th Floor
New York, NY 10019-6754
212-492-4500
Fax: (212) 492-4743
www.dc.com

LOCATIONS

UPPERS
Strong alumni network
Aggressive in promoting diversity

DOWNERS
Cuts in pay and training
Can be a large, bureaucratic
organization

New York City (HQ)

Offices in 34 countries

THE BUZZ

WHAT EMPLOYEES AT OTHER FIRMS ARE SAYING

PRACTICE AREAS
People
Strategy & Operations
Technology

THE STATS
Employer Type: Partnership
CEO: Doug McCracken
Employees: 14,000 (2002)
Revenues: $3.49 billion (2001)

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Cares about employees

Way-old oldsters
Good and getting better
Unspectacular
Classical
Family-oriented
Body shop
What the Big 5 SHOULD be

2002 Vault Inc.

Braxton Associates

The Scoop
History
Braxtons history begins in 1845, when William Deloitte opened an
accounting office in London that targeted the needs of bankrupt companies.
In 1890, Deloitte made one of the most significant decisions in the firms
history: He opened his first American branch in New York, under the
leadership of John Griffiths, a firm partner. Deloitte slowly moved north and
west, and by 1945 it had opened branches in Montreal, Boston, Chicago and
Los Angeles. Even as it expanded, however, the firm was careful to maintain
a consistent corporate culture, one that stressed its credentials as an expensive
but thoroughly professional firm.
After World War II, Deloitte formed an alliance with Haskins & Sells, which
had an extensive network of offices within the United States. In 1978,
Deloitte changed its name to Deloitte Haskins & Sells, a change accompanied
by a shift in corporate culture. Deloitte became more aggressive as the
accounting industry grew more competitive; and the firm was one of the first
major accounting companies to employ bold, direct advertising.
In 1984, Deloitte was involved in an abortive merger attempt with Price
Waterhouse, which failed because of the objections of Price Waterhouses
overseas partners. However, Deloitte was not to be denied its merger for long.
As a wave of alliances swept the top accounting firms, Deloitte Haskins &
Sells merged with Touche Ross to form Deloitte & Touche. The merger
brought about the fusion of two disparate corporate cultures: In contrast to
Deloittes reputation as a conservative, traditional firm, Touche Ross had
made a name for itself with a daring and aggressive practice. Rosss strengths
were in Asia, while Deloittes base of operations was in Europe and the
States. After the merger, Deloittes Michael Cook continued to supervise U.S.
operations, while Rosss Edward A. Kangas oversaw international business.
The post-merger firm also adopted a new name for its global operations:
Deloitte Touche Tohmatsu (included in the merger was Japanese audit firm
Tohmatsu Awoki Sanwa). The firms U.S. and U.K. arms continue to go by
Deloitte & Touche, however.
Like several other auditing firms, Deloitte thrived during the 1980s and
cashed in on the success of the junk bond market. Unfortunately, Deloitte had
to pay for its adventures as auditors were increasingly held responsible for
the conduct of their clients, Deloitte was sued in the 1990s because of the
actions of several failed S&L banks, as well as the failure of Drexel Burnham,
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Braxton Associates
The Scoop

the former firm of junk bond magnate Michael Milken. These lawsuits
against Deloitte were settled only after the accounting firm agreed to pay out
more than $100 million to the litigating parties.
In 1995, Deloitte undertook a major reorganization of its business and
adopted a regionally oriented structure. The firms U.S. and U.K. consulting
operations were also reorganized when Deloitte Consulting was formed to
consolidate the firms operations in both countries. The next year, the firm
formed a corporate fraud unit, which specializes in the Internet. Deloitte also
bought PHH Fantus, the leading corporate relocation consulting company.
Things werent all rosy during the late 1990s, though in April 1999, roughly
1,000 D&T consultants decided to leave the company to start their own firm
after being stymied by having to turn down assignments because of conflicts
of interest, and that same month Deloitte reorganized its Western European
operations.

Splitting off
At the beginning of the new millennium, while other Big Four firms were
looking to separate their audit and consulting units, DTT took a different tact.
Ernst & Young, responding to regulatory concern regarding a potential
conflict of interest, sold its consulting unit in 2000. KPMG spun off its
consulting operations in IPOs in February 2001.
And
PricewaterhouseCoopers, which announced in January 2002 the spin-off of
its consulting services, planned a split as early as 2000 (a sale of its consulting
unit to Hewlett-Packard fell through in November 2000). But although DTT
was receiving several offers for its consulting unit, the firm bucked the trend.
We get calls almost every day, CEO Jim Copeland told the Financial Times
in July 2001. Copeland rejected the idea that offering consulting and auditing
services to the same companies risked a conflict of interest. As an
organization, we have not been distracted by selling out consultancies and
dividing the imaginary profits, he said.
But come 2002, Copeland and DTT were forced to change their tunes. In
February of that year, while the U.S. Congress was grilling Arthur Andersen
on its involvement in the Enron scandal, Deloitte Touche Tohmatsu
reluctantly announced that it, too, would be separating its auditing and
consulting units. Its ironic and sad that we are forced by perception to
separate our firm, Copeland said during a speech at the National Press Club
a few days after the announcement. This separation will accomplish
nothing. Andersens questionable dealings with Enron forced many to
rethink the Big Fives (now the Big Fours) common practice of providing

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Braxton Associates
The Scoop

both auditing and consulting services to the same client. D&T also
announced that it would no longer handle both internal and external auditing
for new clients, a move the other big accounting firms had announced
previously. Copeland told Reuters, Now, because of Enron and other highprofile failures, we are forced to dismantle the very model that represents
today the best practice in auditing.

A new name, a new start?

For a few days in March 2002, it looked as if Deloitte Touche Tohmatsu
would inherit the messy operations of Big Four Arthur Andersen. Merger
negotiations began between the two at about the same time Andersen learned
that it faced potential indictment on obstruction of justice in the Enron
Investigation. The New York Times claimed a deal was imminent on March
11; on the same day, however, The Wall Street Journal cautioned against the
early call: The sale or merger effort could come to nothing. It is complicated
by the huge liability that Andersen potentially faces for its handling of the
Enron audits and the destruction of Enron documents. At the time, with
Deloitte the second largest of the Big Four about half the size of big dog
PricewaterhouseCoopers many thought a Deloitte-Andersen marriage made
sense, as the bonded couple could present a serious challenge to
PricewaterhouseCoopers.
But a few days later, when negotiations between Deloitte and Andersen
slowed, reports began circulating that other Big Four firms had jumped into
the bidding. Ultimately, Deloitte Touche Tohmatsu, which had been
considered Andersen most likely suitor, withdrew. We tried to step into this
situation with Andersen and be helpful, CEO Copeland told the New York
Times. Unfortunately, we were unable to find our way through to a
solution.
All the while, Deloitte partners debated how best to separate their firm from
DTT. After wavering between an IPO and a partnership buyout, they decided
on the latter, to be completed by the end of 2002. And in an attempt to further
separate itself from its former parent, Deloitte Consulting announced a name
change in July 2002. The consulting concern will be known as Braxton
Associates, effective fall 2002. (Braxton Associates was a firm purchased by
Deloitte & Touche in 1984.)

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Braxton Associates
The Scoop

Rewarding work
The last few years have seen the firm revel in a number of awards and
industry plaudits, including an impressive four-year sojourn on <Fortunes
100 Best Companies to Work For list. In 2001 it received one of 10
Corporate University Xchange Excellence Financial Times Awards for
corporate learning organizations, and in 2000 it received the Siebel
Excellence Award, given, somewhat self-interestedly, to companies
implementing Siebel technology. Braxton (then Deloitte) has also earned a
spot on Fortunes 50 Most Coveted Employers list for five straight years (it
ranked No. 12 in 2001) and Working Mothers 100 Best Companies for
Working Mothers list for eight straight years. To top it all off, CEO Doug
McCracken was named to CEO Magazines list of the 25 most influential
consultants in 2001.

Alliances and ventures

Braxton has used its powerful market position to ink a number of alliances
and joint ventures. In a year bracketed by two major deals to create product
information processes one in January 2001 with San Joses BEA systems,
the other in January 2002 with Palo Altos Hewlett-Packard it joined with
Redwood City, California-based SmartForce to create an infrastructure for
the firms e-learning solutions; a deal with PeopleSoft of Pleasanton,
California to expand the companies CRM software alliance; and a joint
venture with Indias MASTEK to provide offshore IT services to Braxton and
its clients outside India.

Stranger than (science) fiction

Many of Deloittes new projects have been structured according to its
mothership/pod model, which consist of joint ventures (pods) operating
independently but within the orbit of Deloitte (the mothership). Recent
pods include Roundarch, a joint venture with BroadVision and the ad
agency WPP, and Telispark, created in June 2001 and centered on application
software for mobile wireless solutions.
Deloittes venture capital unit, Deloitte Consulting Ventures (a new name has
yet to be announced), provides capital typically $2 million to $10 million
to mid- to later-stage companies primarily in the high-technology, software
and e-business sectors in the financial services, communications and
manufacturing industries. It also uses the performance of its investments to
create an alternative compensation channel, offering its employees v-shares

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Braxton Associates
The Scoop

whose value rises and falls according the relative success of DCVs
initiatives.

Family ties
In response to the flight of employees to Internet startups during the dot-com
boom, Deloitte established an alumni network to keep former employees in
the consulting loop and to cultivate contacts in the high-tech industry. The
firm invites network members to company events, enables them to keep in
touch with colleagues and even serves as an informal job network. Today the
network has more than 3,000 members, with a goal of 5,000 by the end of
2002.

A diverse vision
Deloitte has long enjoyed a reputation for a sharp focus on workplace
diversity. After concluding its Womens Initiative program, which ran from
1993 to 2000 and greatly expanded the opportunities for women in the
company (the number of female partners increased from 6.5 percent in 1993
to 14 percent in 2000), Deloitte launched Vision 2005 to address what it saw
as a lack of women in leadership positions. The new programs goal is to
achieve a 35 percent annual admission/promotion rate for female partners and
directors by 2005, and a similar number of women at every level of the firm.

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Has your job offer been delayed or rescinded? Are you trying
to get into the consulting job market or trying to move to
another firm? Then you know its tough and that you need
every advantage you can get.
We know the consulting industry. Weve got
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review your resume and give you the
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Have your resume written from scratch or
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For resume writing, start with an e-mailed
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Our experts will write a first draft, and deliver
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For resume reviews, get an in-depth critique
and rewrite within TWO BUSINESS DAYS.

Consulting Career Coaching

Want to know what it takes to get into
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Canada

Braxton Associates

Organization
Locations
Braxton Associates is headquartered in New York City and has 91 offices in
34 countries. For a list of domestic office addresses, see the Getting Hired
section.

Key Officers
Chief Executive Officer: Doug McCracken
McCracken took over the reins at Deloitte Consulting in February 2000,
following in the heels of departing CEO Pat Loconto. A 1976 graduate of
Rensselaer Polytechnic Institute, McCracken has spent his entire career at
Deloitte. Since becoming CEO, McCracken has overseen the Deloitte
Consulting separation, the firms rebranding and, in 2001, an 11 percent
increase in profit. In 2001, CEO Magazine named him one of the countrys
25 most influential consultants.
Chairman of the Board: Martin Sheen
Deputy Chief Executive Officer: Robert A. Go
Deputy Chief Executive Officer: John M. Sullivan
Chief Marketing Officer: Brian Fugere
Chief Financial Officer: Robert J. Glatz

Ownership
Braxton Associates is a limited liability partnership owned jointly by its
approximately 850 partners.

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Braxton Associates
Organization

Practices
Public Sector
Braxtons public sector service has two focuses: bringing business ideas to
government operations and e-government solutions. The firm is particularly
concerned with how governments adapt to the processes of globalization, as
well as the growing emphasis on national security and anti-terrorism across
the globe (one of the few truly robust growth areas in the international
economy). Recent projects include outfitting L.A. airports with SAP software
and realigning the Norwegian militarys logistics system with an Oraclebased supply solution.

Communications
Braxton has helped the UKs Cable & Wireless institute a new e-Business
model, and it has installed an SAP solution for Polands Polkomtel, a leading
wireless provider. The practice focuses its efforts in three areas of the
industry, service providers, content and media, and high-tech
communications infrastructure, providing them with answers to crucial
questions surrounding such issues as privatization, deregulation, competition
and digitalization.

Manufacturing
While the firm has a wide variety of experience in the manufacturing sector,
it centers its efforts on four industries: aerospace and defense, automotive,
high technology and process. It has completed CRM, supply-chain
management and e-Business projects for such manufacturing giants as Cargill
Industries, Renault and Hewlett-Packard.

Health Care
The underlying concern of Braxtons health care practice is the changing
nature of the health care consumer. Among its clients, the firm counts over
two-thirds of the top 25 HMOs, over 50 percent of Blue Cross Blue Shield
plans, and 10 of the top 15 pharmaceutical manufacturers, providing such
services as strategic management and merger solutions.

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Braxton Associates
Organization

Financial Services
Braxtons financial services practice works with clients in all sectors of the
industry, from banking to insurance to securities, providing them with
strategy, operations, risk assessment and technology solutions. The practice
serves 12 of the worlds top 20 banks, nine of the top 20 property and casualty
insurance companies and seven of the top 10 U.S. securities firms.

Energy
This practice provides clients in oil, gas and utility concerns with solutions
aimed at smoothing the integration process both within their firm and among
sectors.

Consumer Business
Braxtons consumer practice is divided into three subfields: consumer
product manufacturing, retail and consumer services. Offerings include eCRM, M&A work and branding strategy.

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Do you have an interview coming

up with a consulting firm?
Unsure how to handle
a case interview?

Vault Live Case

Interview Prep
Vaults consulting experts bring
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and Value Drivers Frameworks
Market sizing cases
A representative business strategy case (for example,
a market-entry case)
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For more information go to

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Braxton Associates

Vault Newswire
October 2002: Big time
VARBusiness ranked Braxton Associates/Deloitte Consulting the 20th largest
solutions provider in the country, ahead of such powerful consultancies as
BearingPoint, Booz Allen Hamilton, and Cap Gemini Ernst & Young. (IBM
Global Services ranked No. 1.)

July 2002: Keeping it private

Deloitte Consulting, after wavering between an IPO, a merger with another
firm or a partnership buyout, opted for the last as its plan to separate from
Deloitte & Touche. The firm also announced that upon completion of the
divorce it would change its name to Braxton Associates.

March 2002: A deal in the works

Several media outlets revealed that Deloitte Touche Tohmatsu might merge or
buy Andersen, the beleaguered services firm. Talks broke down after only a
few weeks.

February 2002: Splitsville

In the face of growing criticism by Congress of the accounting industrys
consulting operations, Deloitte & Touche announced that it would split off
from its Deloitte Consulting arm. The firm did not announce, however, how
it would do so, leaving the issue open to speculation.

November 2001: Agreement with Siemens to

enhance Deloittes CRM offerings
Deloitte Consulting reached a teaming agreement with Siemens Enterprise
Networks LLC, a subsidiary of Siemens AG. The two firms previously
worked together in the security and customer relationship management
marketplace, and the agreement is an effort to expand their mutual interests
in these areas.

October 2001: Deloitte to partner with

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Braxton Associates
Vault Newswire

SupplySolution
Hoping to build on its supply chain management expertise, Deloitte
Consulting announced that it reached an alliance with SupplySolution, a
leading provider of supply chain execution applications for manufacturing,
distribution, exchange, and supplier organizations.

October 2001: Working Mother magazine

recognizes Deloitte for eighth consecutive year
Deloitte Consulting was named for the eight consecutive year to Working
Mother Magazines list of 100 Best Companies for Working Mothers a
track record that is unparalleled among Big Four firms. Working Mother
selected its 2001 companies based on five criteria: child care; flexibility;
leave for new parents; work/life benefits; and advancement of women.

August 2001: Layoffs at Deloitte

Facing increasing economic pressures and tighter budgets, Deloitte
Consulting laid off roughly 500 employees in its North and South American
offices. Despite the seven percent reduction within the region, Deloitte told
The Wall Street Journal that it intends to hire an additional 1,500 employees
in fiscal 2001.

August 2001: Deloitte pulls out of Hartsfield

computer engagement
After two years of delays and tense negotiations, Deloitte Consulting pulled
out of the bidding to install an Oracle-based financial system at Atlantas
Hartsfield International Airport. Airport general manager Ben DeCosta told
the Atlanta Constitution that he was close to an agreement with Deloitte
because of their experience with the Oracle package. Deloittes senior
manager for public relations, Jon LAbate, remarked: We werent going to
be able to come to an agreement and we simply withdrew. And that happens.
Looks like it.

July 2001: Deloitte enters IPO debate

In response to the growing tide of consultancy IPOs, which has included
firms such as KPMG Consulting and Accenture, Deloitte Consulting issued a
statement to quell any speculation about its own plans. Deloitte Consulting
is pleased not to announce an IPO, the firm stated in a Wall Street Journal
advertisement.
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Braxton Associates
Vault Newswire

July 2001: Outsourcing agreement with

Brother Industries to generate $91 million
Japan-based Brother Industries, Ltd., a worldwide manufacturer of office
equipment and industrial sewing machines, agreed to outsource its technical
support function to Deloitte Consulting. The five-year agreement stands to
generate $91 million for Deloitte and will cover the full range of information
services.

March 2001: Deloitte reaches agreement with

Intira Corporation
Intira Corporation, a Web and communications service firm that now operates
as a division of Divine, Inc., has entered a strategic partnership with Deloitte
Consulting. The two firms hope to leverage extended enterprise solutions in
the professional services industry.

March 2001: Gartner recognizes Deloitte

Consulting in Magic Quadrant study
In its annual study entitled IT Strategy, Planning and Architecture Magic
Quadrant, Gartner recognized Deloitte Consulting as a Leader in
developing reusable frameworks and adaptive architectural points of view
and solution sets. This is Gartners second recognition of Deloitte
Consulting, though surely nothing is as impressive as a magic quadrant.

January 2001: California launches web portal

with help from Deloitte
With help from Deloitte Consulting, California Governor Gray Davis
announced the launch of the states first web portal, which users can access at
my.ca.gov. Initially, the portal will offer users the chance to register cars,
check up on the academic performance of certain schools, and view pictures
of state parks, among other things.

December 2000: Fortune names Deloitte to

100 Best Companies list
Fortune magazine announced that Deloitte Consulting, for the fourth
consecutive year, has made the 100 Best Companies to Work For in
America list. Fortune cites advanced human resources programs and
corporate culture improvement as key criteria in creating its annual list.

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15

How many consulting

job boards have you
visited lately?
(Thought so.)
Use the Internets most targeted
job search tools for consulting
professionals.

Vault Consulting Job Board

The most comprehensive and convenient job board for
consulting professionals. Target your search by area of
consulting, function, and experience level, and find the job
openings that you want. No surfing required.

VaultMatch Resume Database

Vault takes match-making to the next level: post your resume
and customize your search by area of consulting, experience
and more. Well match job listings with your interests and
criteria and e-mail them directly to your inbox.

Braxton Associates

Our Survey Says

Nice folks to work with
Insiders are pleased with the day-to-day operations of the firm. The culture,
we hear, is open and diverse, with an emphasis on consultant-management
interaction. As one source says, I do not get the feeling that this is a very
hierarchical place, and adds you can walk up to and have an open talk with
every partner. Consultants are also happy with the level of diversity, saying
that partners try to make it a comfortable place to work. On the other hand,
another source, comments, there is also a problem of machismo the
perception is that you have to be passionate to be doing a good job. TypeB (or, more to the point, anything short of hyper-Type-A) personalities are
perceived as less effective employees. At the same time, some DCers
complain that hard work rarely results in efficient work: Work hours long
but productivity tends to be low, reports one source. All in all, though, we
hear the staff is friendly and fun to work with: The junior staff in my group
are by and large intelligent and dedicated individuals whom I hope to have as
colleagues/references in the future, concludes one source.

Making an impact
The firm places a strong emphasis on volunteer work every May it holds a
firm-wide Impact Day, in which all offices all over the world spend the
entire day performing some type of community service. In New York this
means volunteering at local schools, while in Calgary it means teaching
computer and related job skills at a community center. Other projects include
working at elderly homes, building houses and giving resume workshops.
Apart from Impact Day, each office organizes its own volunteer efforts the
Sacramento office, for instance, operates a program called Generating
Involvement in Volunteerism through Education and Service, or GIVES, that
coordinates employee volunteerism and which in May 2001 won the citys
People Helping People Business Award. Participation in community events
also may be rewarded at evaluation time.

Wheres the beef?

Compensation, for obvious reasons, is high on respondents lists of
complaints. There have been no bonuses for the last few years, and we are
told that salaries in general are bad relative to the industry, and they price
them knowing that. Adds another source, I would have said I was satisfied
[with my compensation], but the likely blanket reduction in compensation,
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Our Survey Says

coupled with the aforementioned complete dichotomy of skill and effort

expended by consultants, is extremely upsetting. The firm sells itself as a
consultancy with a better working environment than most, we hear, more of
a work/life balance, with lots of happy hours.
But while the firm is always striving for balance, if the client wants
something done in a month, it has to get done. This can mean 70-hour
weeks, which brings some Deloitte insiders great sorrow. For the amount
paid, and coming home at midnight, I was miserable, carps one veteran of
an arduous engagement. Another respondent adds that for a firm which
prides itself on work/life balance, I work over 70 hours a week, and my salary
will decrease next year. Not exactly the conditions for a motivated and
empowered consulting staff.
For those who travel, Deloitte tries to maintain a 5-4-3 schedule meaning
five days of work, four on the road, three nights away but that, again, is
something often left to the clients whims; one respondent went so far as to
say the policy is a joke. However, as one insider notes, Travel
requirements vary widely from project to project. It really is luck of the draw.
The best way to dodge traveling too much is to specialize in an industry and
live in the city where that industry predominates financial services in New
York, automotive in Detroit and so on.

Office space: the luck of the draw

If youre looking for a home away from home, your opinion of your office at
Deloitte will probably differ wildly by location. New Yorkers arent thrilled,
for one. The New York office is way too crowded, snoots one insider, even
though it was just remodeled, which is hard to believe. But a Chicago
consultant says the offices there are very nice. The Boston office is the
basic old school layout, while Jersey City boasts a stocked kitchen for
breakfast and snacking. In San Francisco, remodeling of many offices has
focused on collaborative work areas, private communication booths and
open, light, high-tech furniture. But dont get too attached to your desk.
Deloitte operates a hoteling system whereby traveling consultants are
usually able to secure space at any office, though you are not always
guaranteed a desk.

Rising in the ranks

Insiders report that for analysts (new hires), the journey to a partner-level
position will probably take more than 10 years, although one insider warns

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that a new analyst/associate would likely need to return to get the MBA in
order to make partner. Others report that the path from senior consultant to
partner is probably seven to eight years. Consultants will spend, on average,
two years as senior consultant, three as manager, three to four as senior
manager. Consultants with substantial industry experience may advance
very rapidly. Consultants who sell a lot of work will advance the fastest.
And promotions are made once a year in the fall.

Continuous training
As at most firms, training at Deloitte has been cut back significantly, but
consultants tell us that it remains top-notch. All new hires are put through a
weeklong program in Arizona. Continuing training is focused on business
associates going back to get their MBAs, though there is also a strong
emphasis on technical skills and on-the-job training and, as one DCer reports,
there was not much training going on this past year as firm cut costs.

Changing faces
Deloittes Womens Initiative has immensely improved the career prospects
for women and has led a firm-wide realization that the retention of qualified
women and men is important to the success of the firm. One source
remarks that Deloitte is recognized as a leader in advancement, retention and
promotion of women, while another Deloitte insider reports that Deloitte has
a number of affinity groups targeted at ethnic minority groups, as well as
gays and lesbians. Nevertheless, ethnic diversity could stand a bit more
work, according to one consultant, who notes that DC has few AfricanAmerican or Hispanic partners or practitioners. Steps are in the works, we
hear. We are working on [diversity], says one consultant. We enjoyed great
success in attracting, retaining and promoting women. We are now focusing
that same attention on people from other cultures and ethnic backgrounds.

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Has your job offer been delayed or rescinded? Are you trying
to get into the consulting job market or trying to move to
another firm? Then you know its tough and that you need
every advantage you can get.
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Braxton Associates

Getting Hired
Overview
Deloitte does the majority of its hiring on campus. After a resume submission
period, the firm invites selected applicants to a first round of interviews, held
at the college or business school. It is composed of two 45-minute
interviews, the first primarily behavioral, or fit, the second a case; the case
is said to by one insider to be more qualitative, but [you] still have to prove
an understanding of math. Another, who was being hired for a financial
services position, says one case asked how to assess a call centers
operations and what the primary cost and revenue drivers were. I also had
one on increasing revenue generation within the credit card industry. Fit
questions, on the other hand, tend to be basic no brainer scenario questions.
Tell me a time when... and give me an example of...
The second round, also held on campus, involves an interview with two
partners that is almost entirely focused on a case review. Applicants can
expect to hear back from the firm within two weeks, and if the response is
positive they are invited to an offer day. We hear the firm is unwilling to
negotiate salary, but will give prospective employees their choice of office.
The key to succeeding at the Deloitte interview process is to demonstrate an
understanding of the kind of work that we do, says one source. Another
adds, If you are relaxed, you will be smart in the right kind of way. And even
the case interviewers are said to be looking for an indication of a rational
thought process and a common sense approach, rather than the right answer.
(Thats pretty typical for consulting interviews, actually.) Arrive at the
interview prepared be sure to research the company, rehearse answers to
frequently asked questions, think through the skills you bring to the firm and
what type of work interests you.
While Deloitte supposedly wants someone who is well rounded more than
[someone] in the top 5 percent of their class, grades do have importance.
The prestige of a candidates school also matters. Most people who have
been through the consulting interview process describe it as fairly long and
stressful. Deloitte Consulting lets you know shortly [afterwards] by giving
a phone call and sending a basket of goodies.
The internship program, for one insider, was an opportunity to understand in
greater detail what the firm offered and what it valued. Interns can make
meaningful contributions to the clients and get to know the people in the

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office. In addition to some really long hours, Deloitte makes sure that the
interns get to know each other and have fun during the summer.

U.S. Office Locations

Atlanta
285 Peachtree Center Avenue,
Suite 2000
Atlanta, GA 30303-1234
Phone: (404) 631-2000
Fax: (404) 631-2500
Austin
400 W. 15th Street, Suite 1700
Austin, TX 78701
Phone: (512) 226-4200
Fax: (512) 226-4601
Boston
200 Clarendon Street
Suite 2000
Boston, MA 02116
Phone: (617) 850-2000
Fax: (617) 850-2001
Chicago
Two Prudential Plaza
180 N. Stetson Avenue
Chicago, IL 60601-6710
Phone: (312) 374-3000
Fax: (312) 374-3414
1901 Butterfield Road
Suite 700
Downers Grove, IL 60515
Phone: (630) 852-9252
Fax: (630) 725-5000
Cincinnati
250 East 5th St., Suite 1900
Cincinnati, OH 45202-5109
Phone: (513) 784-7212
Fax: (513) 784-7206
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Cleveland
127 Public Square, Suite 2500
Cleveland, OH 44114-1303
Phone: (216) 830-6600
Fax: (216) 589-3939
Dallas/Irving
6363 N. State Highway 161
Suite 800
Irving, TX 75038
Phone: (469) 417-3000
Fax: (469) 417-3250
Detroit
600 Renaissance Center, Suite 900
Detroit, MI 48243-1704
Phone: (313) 396-1500
Fax: (313) 396-1400
East Brunswick
2 Tower Center Boulevard
East Brunswick, NJ 08816
Phone: (732) 296-6200
Fax: (732) 296-6296
Houston
333 Clay St, Suite 2300
Houston, TX 77002-4196
Phone: (713) 890-6000
Fax: (713) 890-6200
Kansas City
1010 Grand Ave., Suite 400
Kansas City, MO 64106-2232
Phone: (816) 474-6180
Fax: (816) 881-5180
Los Angeles
Two California Plaza
350 South Grand Ave.
Suite 200
Los Angeles, CA 90071-3462
Tel: (213) 688-5410
Fax: (213) 688-5560
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Braxton Associates
Getting Hired

1 MacArthur Place, Suite 800

Santa Ana, CA 92707
Tel: (714) 913-1000
Fax: (714) 913-4000
Miami/West Palm Beach
1645 Palm Beach Lakes Blvd.
Suite 900
West Palm Beach, FL 33401-2221
Phone: (561) 687-4000
Fax: (561) 687-4061
Minneapolis
400 One Financial Plaza
120 South 6th Street
Minneapolis, MN 55402-1844
Phone: (612) 397-4000
Fax: (612) 397-4350
New York City
Headquarters
1633 Broadway, 35th Floor
New York, NY 10019
Phone: (212) 492-4500
Fax: (212) 492-4743
25 Broadway
New York, NY 10004
Phone: (212) 618-4000
Fax: (212) 618-4500
Parsippany
Two Hilton Court
Parsippany, NJ 07054-0319
Phone: (908) 673-5600
Fax: (908) 673-5201
Philadelphia
1700 Market Street, Suite 2400,
Philadelphia, PA 19103-3984
Phone: (215) 246-2300
Fax: (215) 246-2545

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Chadds Ford Business Campus

Brandywine 5 Building
Chadds Ford, PA 19317
Tel: (610) 558-3900
Fax: (610) 558-7200
Phoenix
2901 N. Central Avenue
Suite 1200
Phoenix, AZ 85012-2799
Tel: (602) 234-5100
Fax: (602) 234-5186
Pittsburgh
1000 One PPG Place
26th Flr, Pittsburgh, PA 15222-5401
Phone: (412) 402-5000
Fax: (412) 391-3499
Sacramento
2868 Prospect Park Drive, Suite 400
Sacramento, CA 95670
Tel: (916) 288-3100
Fax: (916) 288-3131
San Francisco
50 Fremont Street
Floor 25
San Francisco, CA 94105-2230
Tel: (415) 783-4000
Fax: (415) 783-4717
950 Tower Lane
Suite 1500
Foster City, CA 94404
Tel: (650) 574-0223
Fax: (650) 574-7196
Deployment Center
950 Tower Lane
Suite 130
Foster City, CA 94404
Tel: (650) 372-4744
Fax: (650) 574-7505
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Bishop Ranch #3
2633 Camino Ramon, Suite 100
San Ramon, CA 94583
Tel: (650) 372-4630
Fax: (650) 372-4845
Seattle
705 Fifth Ave., Suite 1100
Seattle, WA 98104-2845
Tel: (206) 838-6000
Fax: (206) 838-6001
Stamford
Stamford Harbor Park
333 Ludlow Street
Stamford, CT 06902-6982
Phone: (203) 905-2600
Fax: (203) 905-2601
Washington, D.C.
555 12th Street, NW
Suite 450
Washington, DC 20004-1207
Phone: (202) 220-2600
Fax: (202) 220-2750

Questions to Expect
1. Give me a recent example of when you worked as part of a team.
This is one of the most important questions in the interview, because Braxton
focuses even more than most companies on the need for team-based
performance. Give an example from a business school class, a college
sporting team or a community service group. While emphasizing the fact that
you worked as part of a larger team, make sure that your role within the team
clearly stands out.
2. Describe a recent conflict situation in which you found yourself. How
did you resolve it successfully?
This is an extension of the previous question. The questions on conflict
resolution are meant to determine how you will perform under tense
teamwork situations. Prepare an example that shows that you were able to

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compromise and resolve a difficult situation while maintaining your dignity

and not being a pushover.
3. How well do you work under pressure? Give us a recent example
where you succeeded in a pressure situation.
This question is similarly designed to test your ability to work as a team
player in a high-stress environment. Use a different example if possible, but
still describe yourself in a team environment. As you should for the last
question, think out and prepare your scenario well in advance.
4. Give us a five-minute presentation based on this report were giving
you. Be creative!
An important question, since Braxton consultants are constantly making
presentations to clients. You should also be prepared for a variation on this
question, i.e.: Give us a presentation on any topic of your own choice.
5. Are you the sort of person I can work with for 15 hours straight?
This question is meant to test whether you will be willing to work the long
hours that Braxton sometimes requires of its employees and remain
amiable. Indicate clearly that you understand that your job occasionally will
require you to work long hours, and that you are prepared to deal with such
conditions in a pleasant manner.
6. Imagine Im a client and I want to know something about you and
your skills. Give me a five-minute presentation about yourself and your
talents.
Client interaction is a major aspect of a Braxton employees job, so expect an
additional presentation question like this that tests your interpersonal skills
and ability to interact with clients.
7. How would you cope with a high amount of traveling?
Braxton employees have to do a lot of traveling so youd better answer that
you are ready to handle it. This is a good place to show your awareness of
Braxtons policies by asking the interviewer about Braxtons 3-4-5 policy,
which ensures that employees travel three days, return on the fourth, and
spend the fifth day at their own office, so that they can spend the weekend at
home.
8. How would you work with a client whom you disliked personally?
A make-or-break question. Again, client interaction is what Braxton is all
about, so questions like these test if you can put aside your personal likes and
dislikes and do the best for client under all conditions. Respond by stating that
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you understand that as a professional, youll have to put aside your personal
preferences for the sake of your job. You pride yourself on your ability to
produce the same quality results for anyone youre working for, regardless of
whether you like him or not.
9. Which item on your resume is most important to you?
Pick something that your interviewer might otherwise overlook and
something that emphasizes your team skills.
10. Where do you see yourself in five years?
The firm is genuinely interested in finding out the direction in which its
potential employees are heading, especially in light of the industrys poor
retention rates.

Questions to Ask
1. How does Braxton distinguish itself from the other large consulting
firms?
Huge as they are, on the surface Braxton and its competitors BearingPoint,
Cap Gemini Ernst & Young, IBM Business Consulting Services may seem
identical to one another. At least in terms of the workplace environment
though, Braxtons selection to Fortunes One Hundred Best Companies to
Work for in America sets it apart from the rest. Your interviewer will
doubtless have views on other ways, both in terms of business and culture,
that Braxton is different.
2. How does Braxton view its place in the international market?
Braxton has recently made a concerted effort to expand internationally, and
has greatly increased its presence in the Asia-Pacific region through
strategically chosen mergers. This is a chance to show that youre aware of
the increasing importance of the international market for all the major
consulting firms.
3. What would be the balance between my personal and professional life
at Braxton?
One of Braxtons strengths, in comparison with the other major consulting
firms, is its commitment to enabling employees to maintain a healthy balance
between work and home life. This is a chance to show that youre well
acquainted with Braxtons corporate culture, and its strengths.

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4. Can you tell me about Braxtons attitude towards flexible work

schedules?
Flexible work schedules are one of Braxtons major selling points, so talking
about this question lets the interviewer feel that the things you want are
exactly the things they have to offer.
5. How responsive is Braxton towards new technology?
Braxtons savvy with technology is one of its trademarks, so you can follow
this question up with a discussion showing that you are on the same
wavelength.
6. What, in your opinion, does it take to become an outstanding
consultant?
Ask a hundred consultants this same question and you will probably get a
hundred different answers. Still, some common characteristics are bound to
come up, and you can try to tailor your interviews to accentuate the fact that
you possess them.
7. How would you describe the culture of Braxton?
This question and the one that precedes it are designed to get your
interviewers talking about themselves so that you can show what a good
listener you are.

Compensation
Pay
Business/Systems Analyst: $40,000-$54,000 (pay raises for the first few
years are calculated as a percentage of the starting salary)
Consultant (First-year MBA): $90,000, plus $10,000 signing bonus
Summer MBA Associate: $2,000/week

Perks
Flexible work arrangements, including reduced workload, flex time,
and parental leave
Adoption assistance
Child care resource and referral
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Getting Hired

School service program

Elder Care Consultation and Referral Service
Mortgage assistance
Employee assistance, including a 24-hour counseling hotline
Nine paid holidays per year
Choice of Medical Plans
Health care flexible spending plan
Professional development program
Relocation assistance
Professional association expenses
Free or heavily subsidized tickets to concerts and sporting events
Free dinners at expensive restaurants when entertaining clients

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On the Job
A Day in the Life
Business/Systems Analyst
8:45 a.m. I get to the offices at the client site, where Ive been for the past
two days. First thing I do is check in with my team and client contacts, in case
they have questions.
9:15 a.m. Organizational meeting with the group. Every morning there is
some sort of a meeting for 10 or 15 minutes [to go over] what the day is going
to be like and what I have to do.
9:30 a.m. After spending a couple of months developing an industry analysis,
Ive moved on to the next stage of the project. This is the more companyfocused phase, with vision sessions and the development of positions, as well
as other cryptically titled tasks. One more specific duty of the business
analyst that I now undertake is conducting interviews of the clients
employees.
11:30 a.m. I wrap up one of the 200 or so interviews I will do during the
course of the project so I can attend a meeting with the client team.
12:10 p.m. Grab my coat, cuz its lunchtime. I go out more often than not.
If its more of a heads-down workday, Ill grab something and bring it back
to my desk. Today, though, a partner is in town, so I go out to lunch with him.
1:45 p.m. Return to my desk and check my messages. A good part of my day
is dedicated to fielding phone calls.
2:30 p.m. Most of the rest of the afternoon will involve analyzing incoming
material, such as data on products [the client] sells and how they stock them
and the data and documents on their different processes.
5:30 p.m. With the previous task complete, I compile the information so that
I can show it to the client tomorrow. Business analysts have high exposure
[and] give a ton of presentations every week.
7:15 p.m. Time for a wrap-up meeting with the project team in which I
discuss questions like do we need to change our strategy?, Do we need
new stuff from the client? and What do we need to do tomorrow?

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Braxton Associates
On the Job

8:00 p.m. Knock off for the day and get ready to go out for the evening with
the team. Being in a strange town where no one knows anybody, the group
does everything together we [have even gone] out for country line dancing
and karaoke.

Consultant
7:30 a.m. I wake up in my hotel room; check overnight voice mail.
8:30 a.m. After breakfast, I travel to the client site and check overnight email. Then I begin responding to important messages. Theres usually too
much e-mail to reply to each message, so only the important ones get
answered.
9:00 a.m. I meet with project manager and give progress report. We discuss
strategy for lingering client issues, and set up pre-lunch meetings with client
team members.
10:00 a.m. I brush up client presentation and drop a rough copy on managers
desk for review.
11:00 a.m. Respond to partners voicemail asking for a quick assessment of
client sentiments regarding new work.
11:30 a.m. Meet quickly with client team member. Discuss status of
deliverables and voice concerns over lack of response to survey materials.
Ask for high-level voicemail to be sent to encourage employee involvement
in survey.
12:30 p.m. Lunch with analysts on team.
1:30 p.m. Return to desk and answer morning voicemails. Send internal
consulting team at home office an e-mail, updating them about industryspecific research you conducted.
2:00 p.m. Spend the next three hours working on a last-minute presentation
request from a partner in the firm. I update my manager and quickly try to
assemble people to help with the presentation.
5:00 p.m. Conference call with my internal consulting team. Spend 30
minutes discussing strategies for presenting industry research at next home
office meeting.
6:00 p.m. Call around for dinner reservations, then return to managers deck
for next days meeting. Squeeze in a call to my significant other, whos

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wondering when Ill be back home can you make it back by Thursday
night?
7:30 p.m. Dinner with colleague on another project at the client site.

Job Descriptions
Business analyst, first year
Business analysts spend most of their time performing research, analysis,
modeling, client interviews and problem solving. After collecting the
requisite data, the analyst puts together a presentation that tells a story about
a particular market or industry. Such a presentation might include creating a
model that describes the total amount of revenue generated by a particular
industry, describing the top five players in the industry, outlining the
industrys key clientele, and analyzing the type of products generated by the
industry.

Systems analyst, first year

Systems analysts have either a BA, BS or an MS, and they work to implement
practical technical solutions for Deloittes clients. Systems analysts design
and install advanced systems, analyze businesses and technologies, and
present their ideas to clients. The position requires frequent travel to the
clients sites.

Summer associate
Summer associates work within one industry or functional area at Deloitte.
They conduct research on companies and industries, write detailed
operations-focused reports, and conduct interviews with clients. Summer
associates are integrated into project teams in which they work along with
senior consultants to address client problems and needs. Summer associates
enjoy a high degree of autonomy and receive immediate project management
responsibility.

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Braxton Associates
On the Job

Career Paths
For MBAs
MBAs with prior experience join the firm as consultants. The firms
promise, notes one respondent, is that we will try to put you in your area of
expertise, [though] its a question of availability. Fortunately, the firm has
a variety of practices health care, the public sector, and so on. Everything
youd want is there. Deloitte is flexible about changing areas once you
prove yourself. Youre not pigeonholed into an industry until youre senior
manager. Similarly, adds another consultant, if you would like to move
around the company to different departments or move to a different location
in the world, they have an excellent relocation package and are willing to
work with the employee to find a good fit. Most employees are placed in their
office of choice to begin with anyway, although insiders advise taking a hard
line in negotiations to ensure it.
After putting in time as a consultant, employees are promoted to manager.
The firms growth will continue, says one source. What that means for
employees is that people will be promoted to manager after one year. They
may need two years if they have no consulting experience, but there are no
written rules. At this point they are in charge of a project, and interfacing
and coordinating with other teams. The manager is responsible for all
financial data, like budgeting. Additionally, they might have more
mentoring to do. While most people will stay for at least three years all
told, at least 50 percent leave while still occupying manager status. This is
by far the largest drop-off point in the progression. It is not a bad thing it
is seen as a natural move. In fact, there is a heavy network of Deloitte
people who keep in touch after their departure. Some will go into finance,
and quite a few to small tech firms.
Once being promoted to senior manager, it becomes more of a commitment
to consulting. In other words, retention improves dramatically from that time
forward. Senior managers are the Grand Pooh-Bah of the project, and the
key player with executive management. They are in charge of the basic
framework your team operates in. That does not mean that they are always
directly involved in day-to-day activities, however. Senior managers have
more responsibility for selling and may take on two or three projects at once
instead of one. Unlike their underlings, for a given project, senior managers
may only be on the client site once every two weeks. The next level up is
partner, which is even less involved in projects. Partners are selling full
time. And since the firm is moving toward the long-term client relationship
34

CAREER
LIBRARY

2002 Vault Inc.

Braxton Associates
On the Job

model, as one insider explains in consultantspeak, we might have one

dedicated full time to one big client. [He or she will act] like an internal
consultant there.

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insider firm profiles, message boards, the Vault Consulting Job Board and more.

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35

Do you have an interview coming

up with a consulting firm?
Unsure how to handle
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Braxton Associates

Final Analysis
Braxton Associates/Deloitte Consulting is in an interesting position, relative
to its fellow divested Big Four firms: It is not going through the post-merger
blues a la IBM Business Consulting Services (nee PwC Consulting) or Cap
Gemini Ernst & Young; on the other hand, it is not nearly as far into its
transition to independence as BearingPoint (formerly KPMG Consulting).
Braxton is also the only former Big Four not to be either bought or taken
public, and its partnership status will likely help it avoid the sorts of corporate
cost-cutting and shareholder pressures that will visit its cohorts. And its wellplanned, if relatively low-key, rebranding will only help the firm move
toward a complete separation from Deloitte & Touche.
The firm faces two challenges in the near future. First, it must develop a clear
strategy for differentiating itself from its much larger competitors, Accenture,
EDS and IBM BCS. IT consulting is an industry where size is an enormous
advantage, and Braxton must look to alternate angles emphasizing its
strategy expertise, for example to keep an edge in the market. Second, the
firm must decide whether to enter the burgeoning IT outsourcing market a
key strategy element at Accenture, EDS and IBM BCS. If it enters the market,
it runs the risk of both being outsized and being burdened with a service that
is fast becoming a commodity. On the other hand, not entering the market
may deprive it of an asset that is already providing enormous profits for its
competitors.

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insider firm profiles, message boards, the Vault Consulting Job Board and more.

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37

How many consulting

job boards have you
visited lately?
(Thought so.)
Use the Internets most targeted
job search tools for consulting
professionals.

Vault Consulting Job Board

The most comprehensive and convenient job board for
consulting professionals. Target your search by area of
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VaultMatch Resume Database

Vault takes match-making to the next level: post your resume
and customize your search by area of consulting, experience
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criteria and e-mail them directly to your inbox.

Braxton Associates

Recommended Reading
Braxton partners have authored a number of books on strategy and operations
management, and it is a good idea to have at least a passing knowledge of
some of these when you interview. Most recently, the firm launched The
Heart of Change, by partner Dan Cohen and Harvard Business School
professor John Kotter. The book argues for a more demonstration-based
(rather than theory-based) approach to instigating change within an
organization. More on the book and other Braxton titles can be found on the
firms web site.
The firm also provides a series of free white papers on its web site, including
such titles as Bubbleheads: The Fruitless Search for the Next Bubble and
Strategic Flexibility in Life Sciences. These are also worth reading not so
much for their specific content, but rather to get a feel for the kind of thinking
the firm fosters and the methods by which its consultants approach problems.
Recommended articles about Braxton Associates/Deloitte Consulting
include:
Deloitte Consulting to be privately held, independent, IT World, June 7,
2002.
Deloitte Restates Its Case, Fortune, April 29, 2002.
Deloitte Looks to Expand, Times Union, November 27, 2001.
Hartsfield Computer Upgrade Stalled Glaring Delay In Second Year,
The Atlanta Constitution, August 24, 2001.
Deloitte Consulting is Cutting Workforce, The Wall Street Journal,
August 1, 2000.
Consulting Firms Wage a Battle In Effort to Attract New Business, The
Wall Street Journal, July 19, 2001.
Deloitte Workers Roll Up Their Sleeves, The Cincinnati Post, May 12,
2001.
Bang the Drum Quickly, Business 2.0, May 1, 2001.
Deloitte Backs Web Venture, New York Times, March 9, 2001.
So Where Do MBAs Want to Work? Fortune, April 16, 2001.

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For those hoping to climb the ladder of success, Vaults

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