What has been your greatest challenge? What have you learned from it?

While working in a “pooled” staffing system, where analysts joined projects based on necessity, I identified an inefficient process. Analysts were staffed on a temporary basis rather than taking a strategic approach to maximize productivity and deal value. Other staffing models I researched facilitated opportunities for ownership and specificity creating more knowledgeable and effective analysts. Expressing enhancements proved difficult as management focused on workload completion rather than development and efficiency. Additionally, management cautioned that a professional blemish could result if the system I championed failed. Undeterred, I continued discussions with senior colleagues, believing in the positive impact. Once my prediction of high analyst turnover manifested, management agreed to modify the system. Managing a disproportionate workload, I proved to be the ultimate team player, earning confidence in a “podding” methodology I’d developed, where analysts are siloed into rotating industry specialties, balancing industry depth and broader desk exposure. Now managers take ownership in developing their assigned analysts who consequently become more efficient and knowledgeable partners. Focusing more resources on specific clients, our group was mandated to lead twice as many transactions. Implementing this model challenged my perseverance and exemplified that effective persuasion is deployed through the combination of knowledge, words and actions.