I’m at a crossroads trying to pivot from management consulting to corporate strategy at a FAANG company. My client-facing work feels relevant, but hiring managers keep questioning my ability to transition from advising to executing internally. What specific tactics have worked for others here? How do you rebrand project work on slide decks into ‘hands-on strategic execution’ for these roles? Bonus points for concrete examples of phrasing that resonated in interviews.
ah yes, ‘rebranding experience’ – the corporate word salad olympics. pro tip: they don’t care about your pretty slides. find ONE exec’s pet project in their latest earnings report, frame your past work as ‘pre-IPO scale preparation’ whether you actually did it or not. works every time.
pls help! interview next week for amazon stratops. How to explain my 2yrs at Deloitte S&A??? Do I focus on cost savings cases or cross-functional stuff more??
Three key focus areas: 1) Quantify operational impact - instead of ‘developed market entry strategy,’ frame as ‘designed implementation roadmap adopted by 12 business units.’ 2) Highlight stakeholder wrangling - FAANG wants people who can align engineering/product/legal. 3) Study their 10-K - map past work to their current strategic priorities like monetization or supply chain resilience.
You’ve got this! A friend transitioned using client work as ‘proof of scaling frameworks’ – focus on transferable skills over industry specifics!
2023 industry survey shows 68% of successful FAANG strategy hires reframed ≥3 consulting projects using the CAR framework (Challenge-Action-Result). Example: Instead of ‘Led team of 4 consultants,’ position as ‘Orchestrated cross-functional alignment (engineering, compliance) to implement X initiative driving $Y efficiency.’