Working at Transaction Services Karlijn and Erik both work at Transaction Services. Both of them decided to develop expertise in the Consumer Business Industry. They work for clients who deliver services and goods to consumers, such as supermarket products, clothing, and household items. Although that doesn’t mean they don’t do projects for other industries. Their clients can either be on the sell-side, or on the buy-side. In M&A transactions, Karlijn analyses the business from a financial point of view. ‘I analyse the financials, the company history, and management forecasts. We provide insight into the aspects that a buyer should know when considering to acquire the business. I always remain independent and objective. What I like about my job is that you get to know a business in no-time. And you should, because you must be able to discuss the dynamics of the business with, for instance, the CFO. The sooner you can, the better. My work is analytical by nature, and the end product – a detailed report – is very tangible. That combination really appeals to me.'

The story behind the numbers Erik likes telling a financial story as captivating as he possibly can. 'Whilst there is a strong focus on checking the financials within Audit, we are interested in the story behind the numbers. We interpret the numbers instead of checking them. So how do you describe something in such a way that it is interesting to read? I discuss the financials with the company’s management and try to express the company’s key messages in the report. These vary from large corporates to portfolio companies of private equity clients. Although in (almost) every project the deliverable is a Due Diligence report, every project has its own dynamics. Also, the intended acquisition is often the most important event within the company at that moment. That makes every day different and challenging. During the first lock down we did a completely new type of assignment: with a team we performed scenario analyses for the Deloitte organisation to see what kind of an impact COVID-19 might have on Deloitte. It was great to use our expertise for our own company.’

Teamwork is essential On average, projects in this service line last a number of weeks, but both Erik and Karlijn have also been involved in larger projects. Erik: ‘For large corporates, projects might also last longer, maybe a couple of months. It’s that variety that makes our jobs so dynamic.’ Karlijn explains that every project requires a team that is able to collaborate well, in order to achieve the desired results. ‘As a team, we work “dedicated” on a project. All of us. No one is being isolated in our group. We work together on a shared goal.’ Both of them take teamwork very seriously. Karlijn: ‘You often work with different service lines and different people. New project, new team. That teamwork needs to be fun. As Senior Managers we teach younger co-workers more about the job by engaging them in a topical issue during a project. Next to that, we are also performance coaches - we help colleagues with their long-term development at Deloitte.’ Erik: ‘I’m currently coaching four junior colleagues. I support them with their development that might result in a promotion at the end of the fiscal year. It’s wonderful to see them take steps in their development.’

Professional growth Erik is aware of the development he went through himself and how he did that. “Switching from Private Banking to M&A was tough, but I’m very glad I did. For me as a relative outsider it was hard work. During the first six months I invested a lot of time and energy. After a while you know whether you “get it” and whether you like it. Fortunately, that was the case. In the years that followed I got to know more and more about the organisation. For instance, I participated in the Deloitte Mentoring Program where you get to choose a mentor from another discipline. I chose the (former) CFO. He is a very interesting person with whom I had a number of great discussions and who provided me with a broader perspective than just my own service line. We are specialists - you need to expand your perspective to gain amazing insights.’ Karlijn recognises that professional development over the years. ‘After you’ve become Manager you focus more on developing commercial skills. Next to executing projects you’re also building a network, and eventually you will win projects yourself. You’re not alone in that process of development, you can do it together with your colleagues. However, for me it was quite a challenge to find the right work/life balance. So next to coaching programmes for my professional growth I also did a coaching programme for personal growth.’ If you want to grow, you get plenty of opportunity at Deloitte. But, as both of them say: the speed of your development is in your own hands. Karlijn: 'Every effort you put into your development is being noticed. That’s actually an advantage. You’re being assessed based on your experience and development, instead of – only – the numbers of years. I was a Senior Consultant for one year before I became a Manager. It usually takes two years, but it’s not a requirement. You grow when you’re ready. Others may see you are - but I think it is also key to be bold and show people you are.’