No-one said it was going to be easy, switching from freshly qualified Chartered Accountant to hot shot management consultant as soon as I qualified.
But there was one low point towards the end of my first consultancy assignment for Binder Hamlyn, trying to resolve a seemingly irreconcilable problem for Save The Children Fund (SCF), thus named back then, when I spread all of my hand-written notes and attempted spaghetti-looking work flow and data flow diagrams all over the living room of my little then-rented flat in Clanricarde Gardens…
…and burst into tears.
Quite a lengthy burst if I remember correctly. Four minutes, possibly, which you might choose to time by listening to the following while reading on:
Why hadn’t I listened to the recruitment agent who said that I needed a lot more work experience before I’d be ready for management consultancy?
Why didn’t I walk out of the job on day one, when I learnt that I had been recruited as part of a turf war and that the person who was now to be my boss, Michael Mainelli, had been angered by other partners recruiting me while Michael was away on a short break?
And of all the tough “sink or swim” assignments Michael might have allocated me to at the very start of this seemingly-soon-to-be-foreshortened career, why did it have to be something my heart really was in – a project that might, if successful, substantially help SCF, one of the most important charities in the world?
Of course, you realise, the story has a happy enough ending. Michael and I are still working together thirty years later (as I write in January 2019) – for most of that time in the business we founded together in 1994: Z/ Yen:
I also met Ian Theodoreson, then a young, up-and-coming Finance Director at SCF. Ian continued to be a client on and off throughout the decades and we have remained in touch even since he gave up on major charity roles – e.g. this get together last year.
Yes, somehow the project did turn out to be a success. After the tears, I realised that I needed to focus the report on the evidence-based conclusions I had reached and the single bright idea I had come up with in the several weeks I had spent with SCF.
Little did I know back then that:
- having even one bright idea during a 20 day assignment is a significant success if that idea is helpful/valuable enough and finds enough favour to be implemented;
- the seemingly irreconcilable problem I encountered at SCF was an example of a perennial problem in all organisations that have potentially complex relationships with their customers, members or donors. If you can even partially solve or make progress despite that “natural fault line”, you’ve done well;
- this single assignment would prove to be career-defining for me in so many ways. In part because it cemented my place at Binder Hamlyn working with Michael as well as other partners. In part because I still spend much of my working time with charities and membership organisations (albeit looking at wider issues). In part because many of the things I learnt on that challenging assignment stood me in good stead for later challenges in the subsequent decades.
Ogblog is primarily a “life” retroblog, not a “work” one, so this piece is a rarity – perhaps even a one-off – being more work than life. But this period was such a major change for me, not least in shifting my work-life balance substantially towards work for several decades, that I feel bound to write it up. I also spotted some intriguing notes on the diary pages for those first few weeks of January 1989.
Barkingside St. [Station] Church – beside it c60s US “Prison”
Anyone who has visited the Barnardo’s campus would recognise that “1960s US Prison” description and it should make them smile. It would be ironic if it had been Ian Theodoreson who provided that helpful description for my journey, as he subsequently spent many years as Director of Corporate Services there and I did several assignments at that Barnardo’s campus, in the late 1990s and early years of this century.
Please also note “G Jenny” in small writing for 26th evening and then again on the Saturday afternoon. I know that I deferred my visit to Grandma Jenny 26th because I had a report deadline looming…
…in fact the “evening of tears” might have been 26th not 27th…
…but I also know that the report deadline was really for the Monday morning, when I needed to go into the office with the report ready for review. So I also remember postponing Grandma Jenny again on the Saturday, while dinner with Jilly I think went ahead after I finished my draft report on the Saturday.
I put Grandma Jenny back into the book for the following Tuesday and I’m sure I will have gone that evening. She forgave me for the multiple rescheduling I’m sure, especially when she learnt that I was doing work for a charity in which she believed strongly. I also remember her imparting the following worldly advice to me several times during that era:
all work and no joy makes Jack a dull boy.
Well of course there was joy as well as work during those “hard yards” weeks and months at the start of my consultancy career. But I don’t suppose there was much joy inside my tears on that evening, when I thought it was all going horribly wrong.
Maybe I even cried for the six-and-a-half minutes it takes to listen to this Dowland-ish Stevie Wonder song.
I vaguely remember that first engagement. The entire management team, apart from Nicholas Hinton possibly, were very sceptical that the intervention from external consultants would be helpful. Michael came across as a brash and over-confident American, and I am afraid I have little recollection of my impression of you. It is only in recent years that I learned this was your first assignment – had I known that at the time I might have given up the will to live!
However, that is history because your one idea was the simple, yet genius, observation that our process for handling donations treated each one as a unique problem that needed individual attention rather than recognising that 80% plus were routine transactions that could be handled speedily and in bulk.
The change process was complicated as we had to redesign our donation handling system, but it transformed the speed with which we were able to bank donations, even during the busiest appeals.
The new approach made my life so much easier as I no longer had to fend off criticism of my department’s inability to process donations quickly enough, so I think, on balance, I can forgive you for misspelling my surname. Whilst I consider you to be a remarkably creative individual, a unique thinker, when it comes to getting my name right you are in rich company. 😂