A day in the life of Joseph M. McNerney,
What I Do
As a manager at an Australian consulting firm focusing on growth strategies, I am in charge of a major piece of a project for a particular client. Perhaps unlike other larger consulting firms, a manager here does not have responsibility for more than one client at a time. We have a partner or high-level principal at the client site day to day and several managers like me running different pieces of the engagement.
Generally, with any client I am responsible for business process design on operations or technology-based projects—these projects are available in two flavors. At a high level, I might do a strategic piece of work to help a client launch a new type of business or change an existing one.
This could involve establishing management structure; planning physical changes, infrastructure, and technology; setting up marketing, sourcing, and call centers; and making everything work together. Or at the implementation level, I might do a “value management” project to actually turn the high-level strategy into operating reality. The best kinds of projects are [those in which] I can do the strategic development first, and then move into the implementation role and finish the job.