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My practice then rolls up into the “Risk Advisory Services” service line.Let’s forget what these groupings actually do for the time-being. Because they have to so in order to remain current with the rigorous demands of an ever-changing market landscape.It is for that main reason that such a fluid organizational structure must be in place.It may not look pretty on an organizational chart (that is if you could even find one) but I assure you there is critical logic behind this labyrinth of practices. After some time contemplating the potential challenges that such a job would offer, I decided to pursue a chance opportunity to join the ranks of Ernst & Young LLP. Looking back, I feel as though the six years of professional experience I had accumulated prior to joining E&Y, although invaluable on many levels, simply did not hold a candle to the client exposure, professional networks and shear rapid-fire experiences afforded to me in my present capacity. When I received answers to my inquiries from people in the profession, many of whom continue to this day to be my friends, I was intrigued.
Once the business case is formally presented and a firm commits to the investment…Recruit, train, sell and bam! This exemplifies why professional services firms cannot have a flat or rigid hierarchy.
Auditors during the busy season can easily spend sixty or more hours per week combing through data, searching for anomalies, and ultimately preparing reports that highlight their findings to a client.
Depending on the engagement, assurance work generally staffs younger personnel to handle the lion’s share of the research, which is then reviewed by seniors or managers and ultimately signed off by a partner before the findings are presented to a client.
Advisory, on the other hand, is more similar to a classic management consulting mold.
It is not nearly as consistent as Assurance work, but it is one of the fastest growing offerings within the firm.