Word: client
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Dates: during 1990-1999
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...afternoon picks up for Wang when she and Mike hold a meeting with their main "contact" in the client's product engineering department. This meeting gives me a view of the working relationship between client and consultant that I haven't had all day. Even though some important issues are being discussed, the atmosphere is very informal and relaxed; the client contact seems to trust Mike and Wang to be on his team. The meeting wanders from a demonstration of a nifty PowerPoint presentation tool (a hallmark of consulting) to a discussion of engineering challenges (in which both Wang...
...Still running on consultant time, Wang arrives at her gate five minutes before boarding begins. She picks up a magazine for the flight and joins the pack of weary business travelers. Tomorrow, she'll be back in PRTM's office in Waltham, working on non-client business and tidying loose ends. On Monday, she'll board another plane and return to the client, the team room and the scramble to prepare a "major, major" presentation only five weeks away. But Wang can't be bothered with any of that now; she has a plane to catch...
...quickly settle into the morning routine. The high-tech world at the end of the millennium is a vast free-for-all, with companies scrambling to acquire one another and grow exponentially. Shemmer's job is to sift through thousands of unknown firms and select likely acquisitions for his client, a software company. The client is looking to expand its operations in the Northeast and Shemmer wants to present them with as broad a menu as possible...
...With practice, the culling goes quickly, Shemmer says. "There's a ton of shitty companies out there. It's like 80-20." Once he identifies a likely prospect, Shemmer places a call to the CEO for more information, then drafts a one-page summary of the company for his client, a time-consuming prospect. "It takes a while," he says. "You have to dissect a company in an hour so the buyer can figure out, 'Do we want this...
...tells his friend, a fraternity buddy. "There's no guarantee you're going to make more money." His friend wavers, and Shemmer hones in. Shemmer instinctively organizes his pitch into bullets and subpoints, neatly lining up Broadview's advantages and the competitor's downsides like he might at a client presentation. It's a habit of the analyst mind. Later, when a new co-worker asks how to do a particular task, Shemmer responds, "Walk me through it. Why would you do that...