How is the EY-Parthenon Life Sciences practice?
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Anyone working at ProcDNA ? I've heard negative reviews about the company and wanted to get perspectives from current or former employees. One thing I've heard repeatedly is that company may be leveraging materials, frameworks and approaches commonly used at ZS Associates but delivering at lower cost. How accurate is this perception ? what is the reality in terms of project quality, client work, leadership and growth ? would appreciate honest feedback
Currently transitioning out of MBB after 2 and a half YOE, and I’ve been lucky enough to land verbal AD level corporate strategy offers at BMS, Novartis, AbbVie, and Pfizer. 2 are in SF, 1 in NJ, 1 in Boston, and they all pay about the same (~215 base +/- 10k). If I want to optimize for career trajectory and growth opportunities, as well as the long term outlook of the company as a whole, which of these would be best, and do you have any advice for how best to establish myself?
I have nearly 4 years of consulting experience, 3 of those in market access consulting at a rather smaller firm in UK. I plan on shifting to Paris soon so I'm looking for exit opportunities in pharma/biotech. Any insights on which kind of roles could work for me in Franche, French language requirements and WLB (I'm practically burnt out) would be helpful to manage the move.
I've never heard of them
Most of the partners were brought over from Navigant when leadership at EY roofied themselves one weekend and made the dumbest deal in recent history. Not a single one has any experience greater than weak market research and brand strategy - nothing remotely relevant to Big 4. Zero operations, zero deal flow, zero cost takeout, zero financial skills - just nothing. I know them all, worked with them for years. All the bodies, all the locations… PwC has the best Big 4 LS practice - and that’s a stretch. KPMG has brought over some good leads but the work is pretty much all cost takeout deal DD.
If you want to do deals or PE, it’s good. Strategy is horrible. They only really do peripherals like CRO, CDMO, etc. no true pharma strategy and also a ton of people have left the LS strategy practice in the past few months.
Honestly I have no idea. But a senior director did tell me a couple of years ago that EYP would never do true LS strategy cause they can’t ever compete with M/B in that space. Which is why they’ve always focused on pharma services. Even at peak, there were only 5-6 life science “strategy” partners and half if not more of their portfolio was deal management and/or diligence. Ever since EY bought Parthenon, they’ve continued to dilute the brand and shifted farther and farther away from strategy.