Being a Consultant Manager at Quanteam means having a dual role: to work on a project for one of our clients and participate actively in the consulting company development. The Consultant Manager job enables to expert and senior consultants who are in control of their project to become more involved in the organization: answering to calls for tenders, developing the activity, realizing interviews, coaching, animating events or even realizing internal projects… An engaging position that allows to use the skills and appetites of our experienced consultants to make Quanteam grow!
François, Consultant at Quanteam since January 2012 talks about his Consultant Manager role that he practices for more than a year:
What is your academic background and when did you start working at Quanteam?
I graduated from an Engineering School specialized in IT with a Bank and Finance specialization. During my various professional experiences, I worked in development, support, production and I also worked as a Business Analyst. Indeed, I worked in several field to better understand what I liked the most.
Prior to January 2012, I was already working as a consultant but in another consulting company. I decided to join Quanteam because I was offered opportunities for interesting projects and career evolution. During my first project, I was working in a trading room between two support teams and rate trading tools in Paris and then in London. After a year and half, I moved to a Team Leader position and I managed a team of 6 people at 27 years old. It was this career evolution perspective that convinced me to join Quanteam.
What types of projects did you worked on when you arrived at Quanteam? Has your scope of intervention evolved?
My first project dealt with production support, then I evolved on level 2 and 3 support on which I had a role of Business Analyst since I wrote the specifications and piloted the development teams. As my experiences and the evolution of my skills evolve, I have moved to quantitative analysis and I work now on pricing models’ validation and VaR calculations projects.
Beyond this job, I worked in different environments: on the sell-side Market Maker’s trading room on fixed income products, on the buy-side side of an Asset Manager who managed cross-selling funds. assets etc… The market visions of these institutions are different as are their objectives, investor profiles and the type of financial products. Thus, I had to make a learning effort in Finance and especially on financial products. I am essentially trained in skills through personal work on my various positions and the people I worked with. This year, as I asked for it, I will receive training on financial engineering.
Therefore, I went through various type of financial institutions and functions but that was not to mention the technical environments! I worked on different technologies and code languages which enables me to have a large range of diversified experiences that still serve me today.
Moreover, the fact of having dealt with different interlocutors, whether they are managers or traders, was the way to build me a method of communication adapted to each situation.
How did you become Consultant Manager?
I became Consultant Manager in January 2017. This new role has logically happened in the continuity of my career. I was interested and pleased to have the opportunity to evolve Quanteam, increase its visibility and highlight the quality of our services, while being in project at a client. And it was all the more interesting that I was being proposed a financial valuation for that.
What is the role of a Consultant Manager?
The Consultant Manager position is quite diversified depending on people skills and preferences.
The business development of the company is one of the dimension that I like the most. Being in project with clients and listening to their needs implies that we can sometimes anticipate them even before the call for tenders is published.
I also coach junior consultants, for example by helping them to organize their work, by training them functionally on certain perimeters or technically on information systems. I also prepare consultants for their interviews, by telephone or at Headquarters, to help them integrate the teams they want.
Finally, I will say that my role as Consultant Manager also goes through seriousness and professional attitude at the client’s office. A quality service gives much more credibility to Quanteam and then supports my advice “beyond my project”.
What does the role of Consultant Manager bring you professionally and personally?
Beyond the Finance and IT fields, the role of Consultant Manager is a human challenge. Helping junior consultants in their first mission allows me to improve my interpersonal skills to better understand them. It also adds a new rope to my bow and enriches me personally.
Furthermore, trying to contribute to the development of Quanteam’s business, on my own scale, helps me to gain patience and tenacity. And when I manage to integrate a consultant that I coached in a team, it is really rewarding!
According to you, what are the essential qualities to become Consultant Manager?
In my opinion, before becoming a Consultant Manager, you need to have experience and have the benefice of hindsight as a Consultant in order to be comfortable with topics, financial products and information systems. It is also necessary to have a certain polish of the financial center and to know the different tools used: a minimum of years of experience is essential in order to be a source of proposal.
Moreover, I believe that having had quite varied positions has been an asset for me in my role as Consultant Manager. The different positions that I have had as a Developer, Technical / Functional Support, Business Analyst or Quantitative Analyst make me more able to appreciate the needs of a client and offer him suitable profiles.
Finally, having stayed several years at the same customer allowed me to better understand its problems, its positioning, the technologies it works on and its needs. Nevertheless, having worked with different clients is not necessarily a hindrance to the role of Consultant Manager since it enables you to have seen several ways of proceeding, several ways of working and, consequently, to have more solutions to propose.
To conclude, can you talk about a project that you realized as a Consultant Manager and which you are proud of?
I managed to identify a need in another team than mine and to understand their issue while it was not my scope. I identified a consultant whose profile fitted to this need and I prepared it for the interview. He succeeded in integrating this team.
When I joined BNP AM, we were 2 or 3 Quanteam consultants. When I left, I had participated directly or indirectly in on-boarding 4 other consultants. I am glad that I have contributed, as a Consultant Manager, and at my level, to the development of Quanteam at my client’s time.
François – Consultant Manager at Quanteam