M. Harrison is a consultant with PriceWaterhouseCoopers LLP. Located in Washington, DC, his main role is to consult with public sector organization in DC on matters ranging from business processes, information technology, and human resources. One of the larger issues his company helps with is a ensuring the changing of the workforce generation doesn’t lead to a stoppage or change in work output.
Transcript
>> My name is Harrison Boyd. I am a management consultant with PricewaterhouseCoopers. A lot of people when they think of Pricewaterhouse, they are familiar with accounting, tax, kind of audit side of things. PWC has an advisory consulting arm. And essentially what we do is work within the public sector, which is primarily the federal government, and we support various agencies across the entire government wide to be more efficient and to troubleshoot kind of various problems. Oftentimes, you're given a client that will have an issue, whether it's maybe a business processing issue, or maybe it's a human capital kind of human resource type of issue, or maybe it's an IT issue. You essentially kind of staff a team. Individuals will be hired based off of their expertise and knowledge. In a certain subset, they'll staff the team. Once you're on that team, you then work through -- sometimes projects can be six or seven month, sometimes they can be two or three years to really kind of work to solve that client's problem. There's usually strategy sessions that are set up. There are project plans that are made. And then there are subsets within the project team. So you can have anywhere to 15 to 20 people on the project, to five or six. But then you support a client on a day-to-day basis. So you're helping them to be more efficient with their strategy, their operations. You're helping them to kind of execute on meetings, in briefings, whether it be on the Hill staff or whether it's to like a board of directors. And oftentimes there may be some travel as well.
Download transcript