After 26 years at Accenture, John Kunzweiler retired as the firm's Global Managing Partner of Alliances, Joint Ventures and Venture Capital. But he wasn't ready to stop working. Instead, he's channeling the creativity he had previously funneled into finding external partnerships into his new role as CEO of M Squared, a West Coast firm with a unique value proposition for clients and staff.
Consulting: From a client's perspective, how is M Squared different?
Kunzweiler: Our business model is totally different. We offer top-end independent consultants, not teams. Our offering is not for every business problem. But we're exceptional at helping clients with a smaller, important problem for which they just need the talent and horsepower of a single consultant. For example, when a major bank is going through a merger and the follow-on integration, they already have a massive project team of external and internal resources in place. When they run into a problem, they don't need a turnkey Accenture project. All they really need is a talented individual that understands the project, understand deadlines, and can get the work done.
Consulting: From an internal perspective, how is M Squared different for your staff than other more traditional, firms?
Kunzweiler: We embrace the idea that there are many independent-minded, smart, and hard-working consultants who don't buy into the idea of wanting to work for the same firm for 26 years. Our firm offers a support mechanism to build a career for each individual. Our model is built around their commitment and interest. Our consultants are paid hourly, which means every billable hour is 100 percent utilized. But they can also take as much time off as they'd like between projects.
Consulting: For whom is your model most attractive: mid-level consultants who are trying to balance a family and career, more senior-consultants who are winding down but not quite ready for a full-stop retirement?
Kunzweiler: Yes and yes. There are also those that get shuffled out of the elite strategy firms' up or out policy. My experience is that many of those that don't make it there, for any number of reasons, are still pretty darn good consultants. There are those that are looking for a lifestyle change, especially after their wife says 'if you take that 18-month assignment in Philadelphia you'll find your bags in the driveway.' There are consultants with two-year-olds that want to be home for dinner. There are a number of reasons that good consultants are walking away from big-branded traditional firms.
Consulting: Why would a consultant join your firm, rather than hang his own shingle?
Kunzweiler: There are a number of reasons: We supply all of the back office and sales, so all they have to worry about is the client work. At the end of the day, they aren't interested in making $500,000 a year owning their own firm or being a senior partner. They're more than willing to make half that if it means having the time to take a few months off each year to pursue a passion. And our typical projects enable that goal. We're not working on five-year SAP integrations. Most of our projects run between three and nine months.
Consulting: Do you think the supply of talent needed for this model is high now due to the economic downturn and remaining uncertainty or has there been a broader shift in the motivation of talent?
Kunzweiler: I think this is part of a much broader, macro trend. I read recently that 15 to 20 percent of the U.S. workforce is seeking greater flexibility. And 50 to 60 percent of that flexible workforce is comprised of professional employees.
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