Be the first to like this
I believe that I took a great risk when I made a decision to leave Ernst & Young, where I had been for 16 months to take care of my ailing father and follow my dreams to change the verticals from ITRA …
I believe that I took a great risk when I made a decision to leave Ernst & Young, where I had been for 16 months to take care of my ailing father and follow my dreams to change the verticals from ITRA (IT Risk and Assurance advisory) to business management.
I got a job with Ernst & Young in I.T. Risk advisory upon graduation.
The job was all that I could ask for Challenging, Stimulating, Enriching and a brand name that took me to places.
I got to work with domestic and International clients.
I worked with domestic and International teams across various verticals across EY to present out clients with best deliverables.
I burnt the mid night oil to be the best and at same time had fun filled outings, client dinners and off-sites with my colleagues and senior.
But then my mind and heart were not in concurrence and I wanted to explore my strengths in Business advisory services. At that time father was recovering from a major vascular surgery and needed someone to look after him full time, I took this as opportunity to be there for my father and self introspect on future career path.
I researched on Business Advisory Services, worked on my resume and statement of intent or cover letters. Over the course of period I applied to considerable number of Strategic consultancy firms that followed with rounds of interview but to my dismay I could not be fit into any, majority stating that they were looking for Postgraduate management studies on the resume.
I did not loose hope and geared myself once again, in the mean I was approached by Surbhi Hospitals, a private group of hospitals, where I used to volunteer when I was in college with their immunization camps. Surbhi Hospitals wanted an Executive for their Non-Profit Services department and I grabbed the opportunity.
When I joined full time, I was given the responsibility to expand the deeds and reachability of Surbhi Hospitals’ endeavors to the larger strata of the society.
The biggest ordeal to accomplish this was endowment of funds and mass reachability to the society in hinterland of the Noida, India, location of Surbhi Hospitals.
I strategized the formation and led the two teams, one team, which is responsible for awareness of our on-going activities in vicinity areas of high density underprivileged population and other team, which is responsible for corporate tie ups with an initiative of aligning the corporate social responsibility endeavors of the private firms with ours and thus being beneficial to both.
This has been greatest risk that I have taken, leaving my lucrative job to follow my dreams and perhaps this has been most satisfying decision. In the period of eight months, I have achieved to hold child immunization camps from being held monthly to fortnightly, quadruple the number of people getting their child vaccinated in these camps, establish talks and camps on Child Upbringing best practices and get a corporate tie up from two mid scale industries.