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Auditors during the busy season can easily spend sixty or more hours per week combing through data, searching for anomalies, and ultimately preparing reports that highlight their findings to a client.

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This event could provide the foundation for a “business case” to create a new practice in order to address this potential need of the future.

Once the business case is formally presented and a firm commits to the investment…Recruit, train, sell and bam! This exemplifies why professional services firms cannot have a flat or rigid hierarchy.

The reason I’m so consistently willing to discuss my perspective with so many people, especially young professionals, is that I was once in their position and had many of the same questions.

The primary purpose of this article is to offer a balanced perspective to those who may be interested in such a career path regardless of industry focus or subject matter area.

Now, imagine twenty (random number) other practices such as PAS which falls under the RAS umbrella. Now once again try to imagine ten or so other service lines like RAS with once again a bunch of sub-service lines such as PAS. New practices form and old practices consolidate just about every year. Here’s an example: Imagine for a moment that a new regulation to govern “Wall Street” firms is passed and will be enforced in one year’s time.

These groupings also vary from country to country and region to region depending on client demand in that particular geography. This is a possible scenario, I might add, given today’s market conditions.

The first division we’ll take a look at is “Assurance”. Assurance mainly encompasses classic audit services, including financial audits.

Assurance is a very mature service offering with very well structured methodologies and reoccurring annual audit business; it holds the top spot in terms of the most annual revenue generated for the firm.

Reaching this point has taken an immense amount of patience, hard work, resilience, ambition, and even a little luck. To be clear, this article has not been written under the guise of any Big Four recruiters.

I must confess, however, that this outlook reflects how I feel today, which wasn’t always the case.

A former colleague of mine summed it up with the following catchphrase: “What we sell is the space between these two ears.” This bit of Yoda-like wisdom was followed by a slowly pointed finger to my forehead.

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