The reception area in BCG's New York office looks like the lobby of a swank hotel. Red walls, crisp lighting, modern sofas, and polished wood floors make it easy to forget that this is not in fact the W Hotel, but rather the gateway to the New York office of one of the world's elite strategy firms. I am here because, in a survey, a BCG consultant had said that the best way to convince someone to join the firm would be to have him or her visit. I had to find out for myself.
Within minutes of my arrival, I am having breakfast with a project leader, a manager, and a vice president, who is also the head of recruitment for the New York office.
They introduce themselves to me simply as Alice Peterson, Tim Nolan, and Karen Gordon, respectively.
They talk about the complexities involved with expanding the business at a fast rate. Karen tells me that BCG's New York office has grown from 60 consultants to 200 consultants in the span of four years, and how "BCG has become more structured" as a result. Tim mentions how surprised he was by the amount of feedback consultants receive from management and peers alike. We discuss whom they look to recruit, and the emphasis they place on character.
In time, Eric, the BCG media specialist who is in charge of chaperoning me for the day, lets us know that we have gone into overtime. My visit has been carefully scheduled, and there is no time to spare. We shake hands and break off. Soon, I am conversing with Matthew Stover, a project manager, who tells me about his past experience as a paratrooper, and the parallels between organizing army teams and consulting teams. He explains, "The camaraderie in the army is actually very similar to the camaraderie I feel at BCG: A lot of us have a common base of experience."
Next, I have a chat with Reetu Gupta, a consultant who is back at BCG after getting her MBA. "After all the possibilities I had after business school, I chose to come back because I love it here," she gushes. We talk about her current project, and I am fascinated by her work, but mostly I am impressed by her passion for her work.
Eric then leads me up the stairs to Bruce Holley's office. As with all the offices in the building, Bruce's photograph hangs by the door outside of it. Bruce is a vice president at BCG. A yellow handkerchief is stuffed in his tweed jacket. I take a seat on one of the bright-red armchairs in his office.
In time, we are discussing his decision to join BCG after getting his MBA. He touches upon new trends in the war for talent. About vault.com and salary.com and consultingmag.com. He is animated, thoughtful, and precise. His diction is enviable. Our conversation ends well, and Eric takes me to see what some consultants call the "Rainbow Room." It is in fact called the "Multipurpose Room," and looks like a fun place for lunch, with an adjoining terrace featuring beautiful views of Manhattan.
We walk back to the reception area, where the mood is noticeably different. New recruits dressed in starched suits await interviews. I cross my fingers for them and walk out.
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