Beyond Consulting: Changing Consulting Firms

Beyond Consulting with Sean Wheeler


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Ken Kanara: Hello, and welcome to Beyond Consulting brought to you by ECA Partners, the only podcast dedicated to helping you navigate your career after consulting. So for those of you joining him for the first time, you can think of this show as addressing the question, “What can I do with my life after so many hours spent in PowerPoint and Excel?”

I’m Ken Kanara, host of Beyond Consulting and CEO of ECA Partners, a specialized project staffing and executive search firm focused on former consultants. Each week, we talk to experts that have successfully transitioned out of consulting or executives that hire consultants this week is a little bit different though.

We’re going to tackle the question that I get asked all the time by principals or partners at consulting firms. And that is, “What should I do? Should I leave consulting altogether? Should I switch to another firm and attempt to level jump? Or should I stay here?” Like most answers, it depends. And there are a lot of factors that you need to consider.

Today’s guest, Sean Wheeler, will help us navigate this complex problem. Sean is a former Senior Partner at AT Kearney and currently a Fellow at Stanford. He’s part of the Distinguished Careers Institute currently, and spent most of his time in consulting across Ernst and Young, Booz & Co. and Deloitte.

And most recently at AT Kearney. He’s also worked all over the world, including the U.S, Europe, Asia and the Middle East, where actually I first met him. But before we say hi to Sean, please make sure to subscribe to our podcast so that we can notify you of future episodes and check out If you want to get into contact with us. Let’s welcome Sean to the studio.

Hi Sean.

Sean Wheeler: Good morning, Ken. How are you?

Ken Kanara: Doing well doing well. Thank you. Thanks so much for joining us. You’re in San Francisco. Is that right?

Sean Wheeler: I’m actually in Palo Alto, which is where Stanford University is, just outside of San Francisco. But pretty close, pretty close. About 20 minutes outside of San Francisco.

Ken Kanara: Excellent. And how long have you been there?

Sean Wheeler: I began my fellowship here in January, we were slightly delayed due to COVID, I was supposed to start in September, but Stanford only partially opened in September and they allowed the fellows back on campus in January.

Ken Kanara: Yeah. So, so Sean, thanks so much for joining.

This is our, this is our inaugural episode. So, you know, it’s fun to have you on. What I was hoping to get into today is a couple of things. So I wanted to first, I wanted to kind of understand your role now, and then kind of take a step back and get your kind of full story and how you got to where you are now, and then really dig into kind of like how consulting influence that.

And then also kind of, you know, what consultant. I guess what it did to prepare you for what you’re doing now and kind of where it may be a less some gaps as well. And then a few other topics, including kind of how you navigated throughout the different kinds of firms and maybe what lessons you’ve learned.

I think our listeners will find that pretty interesting. I kind of want to get to your overall career story and take a step back and in terms of kind of like, okay, rewind the clock and how you got there. So if I’m not mistaken, you started in investment banking. Is that right?

Sean Wheeler: I have an undergraduate degree in Economics and Finance – double major. And my natural path when I left was to become a financial analyst. So I became a financial analyst at an investment bank. I sat on an energy desk, and I did quite a bit of quantitative analysis for them for two or three years before I did my MBA in London. And, I was lucky enough, I think, at the time, to get an internship offer in consulting.

I didn’t know much about consulting, but I took the internship offer and I kind of fell in love with consulting and was then offered a position after my MBA in London, and then started as a management consultant. That’s how my career began.

Ken Kanara: So you said you fell in love with consulting. So I can understand that.

I enjoyed consulting as well. What did you love about consulting from kind of an early career point of view?

Sean Wheeler: I think when you’re a financial analyst for an investment bank, you’re really working on your own. And you’re doing a lot of quantitative analysis. So I did a lot of modeling work and the consulting was a really refreshing and different in the sense that it was team-oriented and it was all about solving complex problems that each were different. So each assignment had a different set of problems, a different set of client issues and a different team, a different consulting team associated with it. And I liked just the variety of work and the variety of different problems that we were asked to try and solve for clients.

And it was very different from my banking experience. That’s what I really liked about it. I did well as an intern and when they offered me a position, I was grateful.

Ken Kanara: Okay. So let’s dig into, so this is a topic that I get asked about all the time, which is okay, I’m at a consulting firm and I’m kind of trying to decide what to do next. So this is across level, this can be, there be a kind of a manager level of principal or a partner level. I’m trying to decide, “Hey, should I just make a switch to another firm? Should I try to stay and get promoted or should I make an exit to industry?”

So if you think about kind of like your various transitions. Could you maybe walk me through those, and kind of like your thinking for each of them?

Sean Wheeler: Well, it depends really on where you want to be at the end. So if you are a manager in a consulting firm, in a large firm, there are quite prescribed paths that you have to take to continue to progress.

And you’re more than likely to be asked to do the same sort of work, you know, in the same industry over and over again. And that’s good if it’s something that you really like to do. But it’s not so good if you want a little bit more variety in your professional experiences. So the decision really is where do you want to be at the end?

If you are happy in a very prescribed path, then a big firm is it’s a place you’re likely to be comforted working in. If you’d like a little bit more variety and a little bit more freedom, and the ability to choose the type of problems you want to solve, then you may not want to stay with one of the established firms that really have well-defined paths that you must follow in order to progress.

The industry question is an interesting one. And I actually thought about that a number of times, you know, would I like to go to work, for example, for one of the clients that I had been working for as a management consultant, and it’s attractive because when you’re a consultant, you’re kind of coming in from the outside, you’re answering a specific set of questions, and then you back away. If you join a client, let’s say, or you join a corporate, you are suddenly working within that system, you’re a member of that team. And if that is something that excites you, if being semi-independent as a management consultant isn’t as attractive to you, then, you know, joining a corporate, it may be a better path for you to progress. But I think that the downside of the big firms now is that they really do have very prescriptive paths for people to follow.

Ken Kanara: So your transition from Deloitte to Booz, that was one correct. And then if you think about kind of next year transition from Booz, which is now Strategy& to Kearney, can we start with the transition to Deloitte to Booz and kind of like, you know, where you were in your career and what, you know, what you were thinking about and then why you ultimately made that.

Sean Wheeler: So Deloitte was, as you know, a big four firm. It had a big corporate finance group in London. I was in consulting, but I was doing quite a bit of M&A work. So we were really closely aligned with the corporate finance function. So I was involved in pre-deal and, you know, post-merger integration work.

And again, it was prescribed at Deloitte, I was going to continue to do that sort of work, and I would progress based on my ability to deliver in that sort of work. Booz came along and, you know, Booz is one of the old strategy or was one of the old strategy firms. And I think the problems that they were solving were a little bit more interesting.

So that transition for me was a transition from a very prescribed, M&A-centric path at Deloitte into a more strategic path at Booz. And I found that very attractive and I loved that transition, and I loved joining Booz.

Ken Kanara: So that’s interesting shot. Okay. So I understand that. So this was more, so your transition from Deloitte to Booz was more about the types of questions and the types of problems you were solving. Is that, kind of a fair synopsis?

Sean Wheeler: That’s correct. Okay. But it did. Deloitte was very M&A-centric work, pre-deal and post-deal. And I knew that if I stayed, I would be probably doing that type of work for the rest of my career. Booz was a more traditional strategy firm where the problems that you face or the client issues that you’re helping to resolve we’re a little bit more broad and a little bit more structured.

Ken Kanara: Okay, very good. And when you ultimately switched to Booz, did you find that to be true?

Sean Wheeler: Yes, absolutely. I, you know, the Booz work was fascinating work because it was no two assignments were really ever the same.

Ken Kanara: So when you made the switch, and you were kind of a different project teams and different clients. So I understand that the problems you were solving for those clients were a little bit more different, a little bit more strategic. How did it differ in terms of the team as well as the clients?

Sean Wheeler: Actually, it was interesting. The teams were smaller at Booz. Strategic teams are usually a bit smaller than, let’s say an M&A team, which is quite a big team.

So my teams at Deloitte work we’re big and multifunctional teams that we’re there to do a specific thing related to a merger or an acquisition. The Booz teams were smaller they brought a different skillset to the table. Maybe slightly more qualitative than quantitative, more market-oriented, a little bit less analytical, but you know, a broader set of skills, answering a slightly different set of questions for clients.

Ken Kanara: So that’s interesting. So do you feel like it’s, just stepping back to Deloitte for one second. Do you feel like that Deloitte experience of having kind of larger team gave you a little bit of an advantage from a people leadership perspective? Because one of the things I’ve observed with the top-tier strategy firms is exactly what you just said is they have smaller teams and often folks will come out of those teams. And it’s hard for them to step into kind of real kind of like people leader roles, because they’ve only ever managed two or three people. Do, I guess, do you feel like the Deloitte experience kind of sets you up in a different way?

Sean Wheeler: Yes. Yes. The team management aspect in Deloitte was far more complicated. You know, you had corporate finance people, you had consulting people, at the times, you even have an auditor involved. And so you had to manage a, you know, a very, uh, Uh, a large group of people who had very different skills and they had to work pretty quickly.

And the type of work that I was doing at Deloitte, you know, teams were smaller. And when I became more senior in Booz, when I became a partner and I ended up sitting on appraisal committees, one of the big issues with those firms is you don’t have as much in the way of people management experience, large scale team management experience.

You’re right. You know, the team size was three or four people at Booze, and you were, you know, you didn’t have to manage so much.

Ken Kanara: Okay. So let’s move on to Booz, and now formerly, or sorry, now called Strategy&. And this is where Sean and I actually met. Actually, Sean, I’ll let you tell the story, but we first met in Kuwait and you were on an oil and gas project and I’ve kind of showed up that day, but I’ll let you kind of tell the story.

Sean Wheeler: We had arrived at a client that wanted to build a new strategy. So, you know, a very long-term strategy for their upstream operations, which, you know, as you and I both know, Ken is the majority of operations for a national oil company in a country like Kuwait. Now that is quite an interesting exam question.

And as you say, there was a small group of us, three or four people. And we started Sunday because that was when the work week started in Kuwait, and you arrived and we immediately had to collect a huge amount of qualitative and quantitative data. And we were running pretty quickly, as you can remember, running workshops and things of that nature to try to get the data we needed to help them build their strategy. So that was how we met.

Ken Kanara: For our listeners. We also had a fun kind of first week because it was probably, what 120 degrees Fahrenheit out and Sean said to me, having known him for two days now, “Okay. Who wants to go for a run?”

This was after work and I immediately had two thoughts, which was one, this guy’s crazy. And two, I really like him. So we did, we ran that day.

Sean Wheeler: We did. We ran, actually, in Kuwait. It was about 110 or 120 degrees. It was in the afternoon. The sun wasn’t as strong, but it was a team bonding experience, right? There were only a few of us, Ken, on the ground. As I said, it was a four person team, if I remember correctly. We, you know, we got pretty close pretty quickly because we were working long hours, but we were fitting in some exercise and other things as well.

Ken Kanara: I still remember that day as a very fun one. Excellent. Okay. Well, let me get back to it. I’m sure our listeners don’t want to kind of hear about our running stories, that they’d rather learn about your time at Booz and then how you ultimately, so if I’m not mistaken, so you were promoted as a Partner at Booz and then Booz was acquired by PWC. And was that what prompted the transition to Kearney or was it something else?

Sean Wheeler: No, it was. That was what prompted the transition. I was very happy at Booz. I had started in London, I think, as I told you, and then moved to the Middle East where you and I met. And we had, we were, we had quite an impressive growth story, as you will remember in the Middle East with Booz.

But then Booz, we took a decision, I voted in favor of the sale. And at that point, I had to think about what I wanted to do, and I had a number of different offers from different strategy firms, but the one from Kearney was the most interesting because it was a really a growth. They wanted to grow in the way Booz had grown, in the Middle East. And they offered me a really interesting position on their leadership team. And I took it and really never looked back.

Ken Kanara: That’s interesting. And did you, I’m guessing, you explore the options with other firms as well?

Sean Wheeler: I did. And I had offers from other firms, but the Kearney offer was an interesting one because as I said, they were relatively small in the Middle East.

I had gone through quite an interesting period at Booz in the Middle East. So I thought I understood how to grow a consulting business in the Middle East. And that was really what Kearney was looking for, for me. And in the end, we grew Kearney exponentially in the Middle East.

Ken Kanara: Wow. Okay. So both. So I think about your transition from Deloitte to Booz, and I think about your Booz transition, from Booze to Kearney, both were really focused on the opportunity and the problems that you are going to solve more so than anything, is that right?

Sean Wheeler: Yes. Kearney had a really interesting operational supply chain set of expertise with.

My hypothesis was very appropriate for the Middle East. And it turned out to be correct because, you know, they had very specific operational and supply chain issues that needed to be resolved by a variety of different clients. And so we were kind of perfectly positioned to advise them.

Ken Kanara: And I guess at that point in your career, were you considering other options outside of consulting as well?

Sean Wheeler: Yes. I had a number of different offers. So I had a number of consulting offers. I had a CEO offer for a firm in Abu Dhabi, which I seriously considered, but the Kearney offer at the time felt the most challenging and where I would be the happiest given my set of experiences.

Ken Kanara: And from what I understand, I mean, you obviously did quite well th,ou tell us a little bit about kind of that and your, specifically, your work in Turkey?

Sean Wheeler: Yes, my last posting at Kearney was as the Managing Partner for Turkey and the Black Sea. And that’s a Regional Partner, which is, again, a different set of challenges and a different set of objectives associated with it. And our goal was to take what we had learned in the Middle East relative to growing the business, and grow it in a similar way in Turkey, in the Black Sea region, which is all the way from Azerbaijan over to Turkey and Bulgaria and places like that.

So I accepted that role, and again, I loved that. We grew Turkey significantly, and I was spending more time running a business, running a consulting business, and a little bit less time client facing, but working with other teams who were delivering different clients.

Ken Kanara: And I guess if you kind of compare those two roles, right, one is more running a business as you point out, and one is more around engagements. Which did you enjoy more?

Sean Wheeler: I mean, I’ve always liked the clients, as you know, Ken. But I also liked, you know, running a ledger, running an office, you know, doing more in the way of internal recruitment, doing more in the way of marketing the firm. So you know, it involved more media. It involved, you know, speaking to different thought leaders in Turkey, around, you know, how we might be able to help them.

So I liked both roles. I’ve always liked the client work, but I think the Managing Partner role offered me the opportunity to run a business, which is, different than delivering a specific assignment to.

Ken Kanara: For our listeners, one of the things I can attest to having worked for Sean is he was very much the partner that was, you know, very much in the weeds. He wasn’t afraid to, you know, want to open up your PowerPoint deck or, you know, double-click on your model and, you know, get really into it.

So I always had to be prepared and be on my A game. Okay, so that’s good. So then, you’re a Senior Partner. You’re running the Turkey business for Kearney, and then, you know, obviously you made another change, which was to, at least temporarily or permanently, you know, still TBD, leave, consulting and pursue what you’re doing now.

How did you think about, I guess, you know, leaving this career that, you know, you had spent, you know, quite a decent amount of time, and I imagine it wasn’t just a purely kind of pragmatic question. I’m sure it was a lot bigger than that.

Sean Wheeler: It was. And, you know, I think an opportunity like the Institute I joined at Stanford doesn’t come along everyday.

And I was excited about doing that and doing something very different. I had also spent, we’ve walked through it, I had spent 26 years in big firms, you know, following a pretty prescriptive path in order to succeed. And I was really ready for a little bit more freedom. I was ready to touch back into academia.

Stanford’s program is, I think, probably the best in the world for someone like me. And I decided this was a good inflection point, to use your word, for me because I have another, hopefully, 20 to 30 years.

Ken Kanara: I think that’s the case as well. So then, if you kind of look back holistically at your consulting career, if you could do it over again, you know, so you’re starting over as an analys, what would you do differently?

Sean Wheeler: I think what consulting offers now, as I said repeatedly is very prescriptive, specially if you’re working for a big firm, and that worked for me. But I think if you’re a young consultant now, you have so much more in the way of, you know, opportunity to do more of a variety of different types of things, be it in a big firm, be it outside a big firm.And I think you can build a really interesting set of skills if you don’t limit yourself to, you know, these well-defined paths that the big firms offer.

So if I were a young consultant doing it again, I, you know, I might take some time out from a big firm, you know. Go off and do an interesting assignment because I found it interesting. And then if necessary, touch back into a big firm if I felt that there was an offer on the table that would continue to build my skills.

I think young people have a lot more freedom to choose what they want to do now than the choices that I had, which were a big firm, big consulting firm. Big bet, you know, or start my own business. And that was probably, those were the choices I had.

Ken Kanara: Yeah. It was, it’s funny. It was a lot more kind of prescript and the, you know, these are the three paths, right? Whereas now, it seems like things are a little bit more fluid and, you know, you can stay with a firm for two years and you can even go back to that same firm, which, you know, it wasn’t as common, I would say, you know, 10, 20 years ago,

Sean Wheeler: You know, one of the things, one of the interesting things your listeners might appreciate is I ended up sitting on committees associated with how to give people more flexibility in their careers. And, you know, we allowed leave of absences that never would have been allowed when I was a young consultant. You know, allow people to go and spend six to 12 months just doing something completely.

You know, building houses in Africa or taking an independent assignment for a client on, because it was particularly interesting. Those opportunities didn’t exist for me, but now they do.

Ken Kanara: That’s true. In fact, Bain has a really good, uh, secondment program where you can even stay with the firm and go work at a client, or not even a client, for six months. And people will often come back and then they’ll go to business school. And like you said, it’s a lot less prescriptive, which I think is a good thing.

I guess the other question I had is, if you think about your consulting career as a whole, where do you feel like it really prepared you for kind of where you’re at now, and where do you feel like there are some, kind of, there’s some gaps?

Sean Wheeler: Well, I think if we wind the tape back, I think, the M&A work that I did it at Deloitte, the-pre deal and post-deal work and big teams, a lot of, you know, emphasis on the quantitative analysis. Those are great skills to build and those skills, as you said, when I was looking at your models, were great skills to have, even when you become senior, when you become a Partner and you’re not as close to the nitty gritty of the work.

So that was great. I think the, you know, the move into a strategic firm allowed for solving different types of problems, building strategies, making bigger decisions, supporting CEOs to make big business decisions. And again, that set of skills is a very useful set of skills to have, even if you want to exit consulting and start your own business, or you want to go off and do something independently of a big firm.

So that was also helpful. And the third thing I would say is running an office, running a geography, running a region allowed me to build business management skills and team management skills and recruitment skills that have also, you know, been really helpful for me. So my choices were helpful because I was learning lots of different things at different points in my career.

Ken Kanara: The other thing that you did, which was pretty unique is you worked across a variety of geographies, if I’m not mistaken. So you worked in Europe. I think you even did PR. I think you’ve even done a project in Russia. You’ve done work in, you know, obviously the Middle East, you know, when I met you. Do you feel like that really added to the variety of the complexity of the problems that you were solving?

Sean Wheeler: Yes, because I think each region has a different set of dynamics, you know? It was about increased efficiency across borders, you know, relatively small countries that were acting independently that needed to act in a more coordinated fashion to improve results.

Middle east, I think, as I said to you before, and in your own experience, you’ll know this, was all about, you know, operations, building more resilient operations and long-term strategies that would allow their clients to succeed. And they didn’t necessarily have those skills and stuff. Their organizations, you know, some of the other markets.

I also did some work in the United States. United States is very different. It’s very financially focused, very results focused, very specific KPI focused. So each region was different.

And I would recommend to young people that they work in a variety of different regions because you learn different things. Because there are different impacts. There are different issues that need to be resolved.

Ken Kanara: How did the, so building on that, how did this sales kind of process or kind of client relationship building process differ from region to region?

Sean Wheeler: That’s a good question. It, you know, in Europe and in the Middle East, it was very relationship-centric. So they would often go back to people that they had worked with previously, and they knew would deliver good quality. So it was a very relationship-centric market.

In the United States, it was probably a little bit more transactional, you know. Who comes to them with the best team at the best price, and can deliver as quickly as possible. So each market had, again, its own set of sales dynamics, and the United States was more transactional. And Europe and the Middle East were slightly more relationship-oriented.

Ken Kanara: Well, excellent. This has been super helpful. I think the biggest thing that I’ve probably taken from our conversation and it’s interesting ’cause I’ve known you for quite some time. I feel like I’ve gotten a much better perspective on why you made the changes that you did throughout.

And interestingly enough, that it seems like the common theme was, at the highest level, really about kind of like the opportunity that, you know, another firm offered versus another, you know, more holistically than anything else. And the problems that you’d be solving, not necessarily, I guess, you know, okay, this was a different compact package, you know. I guess it was more about the higher level things versus kind of like the details that we tend to, I would say, overly focused on.

Sean Wheeler: I would agree with that. And I think, you know, for your listeners benefit, I think it is all about building a diverse set of skills, and having an end state in mind. And the variety of the work that you do, whether it’s working in different regions or different types of work. It builds a really nice tool kit that then you can take forward to support whatever end goal you’ve defined for yourself.

And don’t be frightened to change firms, change geographies, because you want to minimize risk. I think, you know, risk taking is nicely aligned with skills. And in my profession, you have to take some risks to build some new skills.

Ken Kanara: So just to, actually, just a double click on that risk point you bring up, Sean. One of the things I hear a lot of a concern around is risk as it relates to networks, right?

So at a consulting firm, there’s almost, you have to build your own network, right, within the firm. Just, could you talk to us a little bit how you thought about that as you transitioned from firm to firm? It’s not something we covered earlier, but it just kind of struck me as something that, I guess, I do hear a lot from our listeners.

Sean Wheeler: I think it’s an issue. I think networks are really important in the consulting industry. I think your skills drive the development of your networks. If you have great skills that you can bring to a team and, you know, you contribute effectively in that team, your network follows naturally, be it a client network or be it a network within a firm.

If you have something to offer to a partner or to a senior in a consulting firm, you will be welcomed into a team. And I never felt as if it was difficult to build a new network, as long as I was able to contribute something to an assignment or to a deliverable or to a client or to another member of my firm.

Ken Kanara: Yeah. And ultimately you ended up with a much broader network as post consulting now as a result, right? I mean, you have friends and former colleagues across all the major firms.

Sean Wheeler: Yes. And I’ve kept in contact with a lot of them. As you know, the team bonding experience in consulting is a strong one.

So you end up, you know, keeping relationships, going with people over long periods of time.

Ken Kanara: Yeah. And especially in the Middle East where we worked together, where, I mean, you’re essentially living with people. That’s really helpful because, again, like I said, a lot of our listeners are worried about making that switch because they’ve done such a good job of kind of like building up that kind of like internal trust and network, but your point is well taken.

If you do good work, you’re naturally going to attract, you know, folks that are interested in working with you, whether that’s the current firm or a new firm.

Sean Wheeler: And I think taking that risk, you know, I always argue in favor of taking a risk because it’s likely to help you build new. So I would recommend to your listeners not to sit back and be excessively risk averse.

Take some risks. You’ll learn some interesting things.

Ken Kanara: Yeah, I think that’s definitely true.

And a testament to kind of where you’re at now, the transition from, you know, Senior Partner at a top-tier strategy firm to back to being a student is, you know, on the surface, a risky move. But when you dig into it, it’s, like you said, it’s a good kind of inflection point to take of what you want to do next.

Speaking of our listeners, one of the things that we’re trying to do is build a library of recommended books from folks like yourself. If you had one or two kind of book recommendations that have helped you kind of during your career, what would it be?

Sean Wheeler: Well, there’s one I really like, and I’ve actually read it twice, and it’s called, “When We Cease to Understand the World.” It’s by an author named Benjamín Labatut, and he looks back at 20th century thinkers. And he looks at their scientific breakthroughs, and the gains and the costs associated with those breakthroughs.

It’s kind of a hybrid of fiction and non-fiction, and so you don’t necessarily know what’s completely true and what’s not true, but there are some real lessons that come out of that book. It’s a fantastic book. I would highly recommend it to your listeners. And in fact, I’ve recommended it to a few people at Stanford who are now reading that book and have come back to me to say how much they love it.

So that’s kind of my favorite book at the moment.

Ken Kanara: It’s called “When We Cease to Understand the World” and I didn’t catch the author name.

Sean Wheeler: The author is Benjamín Labatut.

Ken Kanara: I’ve never heard of that book. So I’m actually interested in checking it out myself. It’s a fantastic book, highly rated.

Well, excellent. Sean, this has been immensely helpful for our listeners and me personally, too, as well. I feel like I’ve gotten a lot out of the conversation, even though I’ve kind of known you for quite some time. I guess, just wanted to ask if you had any kind of closing thoughts? You have a good idea of our audience and the type of things that they’re wondering at the various points in their career. I just wanted to see if you had any kind of closing thoughts or observations given our audience.

Sean Wheeler: I think your audience, you know, a wealth of opportunity. And I think they should seek interesting pieces of work that build a diverse set of skills. And then with that diverse set of skills, you can work toward any end point you want to work toward, and don’t be afraid to take some risks.

Ken Kanara: Sean, thanks so much for being our inaugural guest on Beyond Consulting. This was really informative for me and best of luck at Stanford. And you’ll have to keep us apprised, if and when you do something different after your time there.

Sean Wheeler: I will. And I was very happy to speak to you today.

Ken Kanara: Well, thanks again. And just for our listeners, as a reminder, you can check out our podcast on Apple and Spotify and just make sure to subscribe for future episodes. And if you are interested in learning more about ECA, that’s or

Thanks so much.

Published On: April 22nd, 2022|Categories: Beyond Consulting, Podcast|

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