1What do you like most about Berkeley? 

Berkeley by nature of the work that it does, works with the entire gamut and organisational levels from C-suite to grassroots and this puts Berkeley in a truly unique position. Berkeley consultants are able to drive decision making at the C-suite level while at the same time provide vision and guidance to mid-level management and coach those who are early in their careers. This means that it truly provides an opportunity to pivot and use all our consulting skills to the fullest.  

2What’s the most surprising thing you learned at Berkeley? 

Berkeley focuses on relationships. While as a consultant building trustworthy advisory relationships needs to be a primary goal, in many firms it sometimes gets tainted by the pressure to drive revenue targets. Berkeley really lives its mantra of doing the right thing for the clients. And that’s why most our business is through referrals. Business development does not need artificial targets. Commitment to excellence in delivery and building strong relationships are much more important.   

3Why did you become a management consultant? 

I am a lifelong learner. Coming from a long lineage of entrepreneurs, business is one area where I have a tremendous amount of curiosity. When I started my career, I never anticipated that I would be a management consultant given the gruelling hours and travel that comes with a consulting career. I landed at Deloitte mid-career and that’s when I realised that management consulting was actually like being in school for the rest of my life. There are new problems to solve, there are new skills to develop and new connections to be made every single moment. And a career in management consulting allows me to have that.