PUBLISHED DATE: 2025-08-11 23:23:30
VIDEO TRANSCRIPT:
SPEAKER: John Eisenhower
I'm John Eisenhower. I'm a senior consultant in the management consulting practice. 15 second version of a strategy consultant is solving client problems in extremely ambiguous circumstances. Something that's in the five second version. The way I see the work that we do is typically it's working with clients to kind of figure out where to play and how to win from that business lens. But we also play a very big integration role when working with the other crafts. So with the other data, experience, engineering, product, the other deep of the speed capabilities. We do a lot of coordination across them, bringing them all together, helping kind of boil up the recommendations that they bring and put them in plain speak for executives who don't know all of the intricacies of their capabilities.
Yeah, so it'll probably be best in the example of right now, the type of work that we're doing for our client is an airline here in the US. And they are embarking on their full digital transformation journey, right? We started off trying to set their strategy. So figuring out where are they weak in their data, for example, right? Like they collect a boatload of user data from their loyalty programs, but they don't know how to use it or how to deploy it in the best way. And so how do we take the capabilities that our data experts know and talk about all the time, you know, customer data platform and everything else that goes with that? How do we translate that to someone on the business side and help them see the value of it?
I actually think the biggest benefit for me through my career over these couple of years has been when I've worked on these truly cross-functional projects. Some of them have been very much trial by fire, but I've been able to develop kind of a base level skill set, or at least knowledge of data, experience, engineering, product, all of those other capabilities that I don't think I would get from a traditional strategy shop elsewhere. And I think that's made me kind of more of a well-rounded professional. It makes me more intelligent as I speak to clients. I can kind of think things through a broader lens. And it's also encouraged me to really reach out to my peers more often and know, you know, where there are gaps in my own mind or my own skill set or experience and bring in the right people, which at the end of the day, I think is one of the most important skills for a strategy consultant is knowing where to find the right answers because we may like to think that we have them, but a lot of the times we don't. We just need to know who does.
So one of the biggest things when I was interviewing was kind of the airport test, which is where, you know, if you get stuck in a snowstorm in Buffalo, New York, and you can't fly home, are you going to go insane if you're spending six hours with this person? Or is it going to be fun? Are you going to be able to hang out and, you know, kind of banter or whatever it might be? And so I found in my interviews at Sapient that the people I talked with, we went out to lunch when I had my second round interviews, and it was all, it was great. I liked the people. And so, and then the nature of the work was interesting as well. So that sealed it for me.