deloitte consulting travel

Do Consultants Fly Business Class? Revealed (Big 4 + MBB)

By: Author Will Bennett

Posted on Last updated: September 15, 2023

Consultants in top firms usually have to travel a lot to meet with clients worldwide. But are they allowed to fly business class to do this?

After researching this amongst a few colleagues, I’ve come to know that most consultants fly business class if certain factors align with their company’s travel policy. 

These conditions include: 

• Purpose of the travel
• Position level at the firm
• Distance and duration of the flight
• Client’s preferences and project budget

In this post, I’ll dive into:

• Do consultants fly business class ?
• What factors are required to make this happen
• I’ll delve into the travel policies of the Big 4, Accenture, and the MBB consulting firms

Table of Contents

Do Consultants Fly Business Class?

We all know that there are a few perks thrown in when you work as a consultant (sometimes anyway).

Consultants will sometimes fly business class while traveling to meet clients or work on a project. But this depends on a few factors, such as: 

• The firm they are working for
• Seniority level at the company
• Budget of the client or project needs

As you may know, I’m a big consulting forums geek, and this is what I saw a consultant say about traveling in business class on Quora, “ Mostly yes. The regular arrangement is for Economy, but the price budgeted are so high that they can afford Business class with it. Sometimes they upgrade to Business class with nominal top-ups.” ( Source )

In my opinion – this sums the situation up perfectly!

Below, I’ll explain the travel policy of the top-tier firms to help you understand if they allow consultants to fly business class. 

MBB is comprised of McKinsey, Boston Consulting Group, and Bain & Company, and they book business class flights for their consultants if:

• The flight is longer than 3-7 hours
• They are working on the Associate Partner or Principal position at the firm
• They have to travel frequently (probably every week) or internationally. 

2. Accenture

Accenture is a leading professional service firm that helps businesses, organizations, and governments build a digital core, improve citizen services, control and optimize business operations, and increase their annual revenue growth. ( Source )

Although Accenture has a long-standing history in the consulting industry, you’ll be shocked to know that it does not allow its consultants to fly business class. 

I was quite surprised by this, to be honest.

However, there are a few exceptions! If the flight time is more than 8 hours or the employee works as a senior manager or in an executive position, they can fly business class. 

The Big 4 (Deloitte, PwC, Ernst & Young, and KPMG) are globally recognized consulting firms with clients from Fortune 100 and Fortune 500. 

Because of such a large number of clients, their consultants have to travel domestically and internationally to the work sites.

When it comes to flying business class, each of these firms has a different travel policy, which I’ll discuss below:

1. Deloitte

As per the standard travel policy of Deloitte, its consultants can fly business class if they meet certain requirements, including: 

• Budget and approval of the client
• Working in the Manager, Senior Manager, or Project Delivery Analyst position
• 3 to 7 hours long international flight
• Platinum status at the airline
• Traveling for internal projects, meetings, or training sessions 

At PwC, consultants get to fly business or first class only if they are working in a manager or senior position. Some other requirements are: 

• Traveling more than 75K miles annually
• Flight duration is more than 3 hours
• Travelling internationally for projects

3. Ernst & Young 

EY also recognizes the demand for constant travel for its employees. Therefore, it provides a “Frequent Traveler” program for its consultants who spend significant time away from their home base. 

Under this program, if a consultant spends 100 nights away from home for work,  they can book business class flights while traveling. 

But that’s not all!

In case they fly 50,000 miles per year, the firm allows them to travel business class even for domestic flights, which last 2.5 hours. 

There’s more! The consultants may also get access to perks such as the “American Express Centurion Card” to enjoy exclusive travel benefits. ( Source )

However, the internal and external travel and the project budget also play a huge role in determining the flight class for the consultants. ( Source )

KPMG typically allows consultants to fly business class when traveling for international flights. However, they have to travel Economy no matter how long is the duration of the domestic flight.

The firm does make exceptions for domestic travel if the consultants hold the Managing Director or Partner position and their flight exceeds four hours. 

It’s important to note that KPMG is actively promoting the work-from-home and flexible travel policy. As per this approach, the consultants do not have to travel to the client or project site unless it is absolutely necessary. ( Source )

The table below will summarize the travel policy of the consulting firms discussed above: 

What Consultants Travel The Most?

Since most consultant firms let their professionals fly business class for international trips, you might be curious about who travels the most for work purposes.

Well, if a consultant is working in the finance, management, or technology field at any big firm, they are most likely to travel internationally to:

• Meet the clients and work on their projects to give them financial advice
• Set up new tech systems or provide support for the existing ones
• Work with companies on their business strategies and processes 

Do Consultants Pay For Their Own Travel?

The truth is that if you are working as a consultant in a big firm, your travel expenses will be covered by their account or the client’s billable projects. 

However, if you own a small consulting, clients usually reimburse your travel expenses. In case you are going to attend any session or training course, you have to pay for your travels from your pocket. ( Source )

Wrapping Up!

So there we have it!

In general, consultants can fly business class if certain conditions are in place.

As the consultant industry continues to adapt to the changing circumstances, your firm may also adjust the travel policy accordingly. This may mean that if you are flying business class these days, this can change in the future. 

I found a belter of a Youtube video about a consultant travelling business class, that you can check out here:

Will Bennett is a Cambridge graduate. He worked as a Consultant and Senior Consultant at Boston Consulting Group (BCG) in London. Will is the Founder of The Cambridge Consultant.

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6 guidelines to help you manage travel expenses on consulting projects.

In this article, and related podcast , we discuss a very important and rarely addressed topic – how to manage travel expenses during a consulting project. This is an important question to ponder over since mismanagement of travel expenses can, and usually will, be detrimental to your reputation within the firm and your consulting career.

Your project leader and other colleagues will contribute in meaningful ways to making decisions on which travel expenses are relevant and appropriate. But in the end it is you who bears full responsibility for the choices related to travel expenses.

Your choices must rest on a foundation of clarity and sensibility. No one should even think about questioning your expenses. Hence, gaining a clear-eyed perspective on how to manage travel expenses on consulting projects will help you prepare to succeed.

The post was inspired by a question from a Firmsconsulting reader, a Deloitte consultant in the United States. This Deloitte consultant wanted to know how to determine if travel expenses (e.g. bills related to a hotel stay, restaurants, taxi, etc.) during a consulting project are reasonable and appropriate. And he has given examples from his recent consulting project.

Example 1: A management consultant chooses a flight or hotel which allows him to collect reward points even though an equivalent alternative is much cheaper.

Example 2: A management consultant visits a luxury spa and charges it to the client. This charge is included in an aggregate bill so the client cannot see the itemized charge for the luxury spa.

Example 3: The engagement team stays at a five-star hotel even though the Deloitte consultant feels he does not need that lifestyle.

Example 4: The engagement team enjoys expensive dinners at a luxury hotel which are not necessary.

The Deloitte consultant expressed the following concern, “ This doesn’t seem to be in the client’s best interest. It appears to be unethical. How do you ensure these practices are curbed? And how does the junior consultant decide what is ethical or not in the above scenario and act accordingly in team settings?” .

That is a great set of questions to begin with. I will give you a framework and guidelines to analyze how you should manage travel expenses during a consulting project.

Managing travel expenses in my own career

Before I get into the framework and guidelines on how to manage travel expenses, I want to talk about two situations from my own career.

Serving a client: The first example is from the days when I was a management consultant. When I just joined the firm, this is a long time ago, we had recently finished a turnaround engagement for a major oil company. That oil company was about to lose its biggest client. And they had hired us to figure out a way to replace this revenue stream.

The project was very successful. The client was incredibly impressed with the work done.

But there was an issue with that project. A presentation was put up by the senior partner which covered feedback from the client. And one of the things the client said is that, while they would not hesitate to recommend us for our analytical skills, what they didn’t like is that they felt we were not cognizant of what they were going through.

The client disliked that the project team ran up expensive tubs at restaurants in the town where the client’s head office was located, knowing full well at the time that people were being retrenched. And this came from the CEO. This is CEO giving feedback to a major firm, us. Telling us he loves the work, but he did not think we handled travel expenses well. And while they are most likely going to use us again, it just leaves him with a bad feeling knowing that the travel expenses were abused.

Being a client: And another example involves Firmsconsulting. We once hired a team to do some significant media work for us. We flew them down and booked them in a hotel covering all their expenses, including setting a nice team dinner at a very prominent restaurant. And when we were doing the travel expenses later, we came across an expense statement for the drinks and charges they occurred going to a night club.

This situation still upsets me because we did not ask them to go to a night club. They chose to do it and they decided to bill us for it. We paid it, but never worked with them again and would never recommend them to anybody.

They lost a major client over a relatively minor expense. It was the principal of the issue. They contact us often for work but can never understand that trust has been broken.

Framework for managing travel expenses

These two incidents serve as a framing point for the structure I am going to give you to analyze this. When determining whether a behavior or travel expenses are appropriate you have to think about it from your perspective, from the firm’s perspective and from the client’s perspective. And you need to consider 3 elements: cost, perception and value.

Imagine a 3 by 3 matrix here. On one side you have got yourself, the firm and the client. On the other side you have got cost, perception and value.

Travel Expenses from Your Perspective

When managing travel expenses seek to consider six essential guiding principles:

• Don’t spend money on things you don’t need to get the job done.
• Don’t spend money on things you would not spend on by yourself.
• Make sure your choices are in sync with the client’s culture and situation.
• Make sure your actions look congruent with your overall profile.
• While it is important to save money for the client, also make sure your needs are met.
• Extravagant travel expenses should translate into at least equal value for the client.

These six guiding principles are not a formula. They do not represent the whole universe of “good management of travel expenses”. However, they will help guide your decision making on how best to manage travel expenses.

Six guiding principles to manage travel expenses

Let’s take a closer look at each guiding principle.

1. Don’t spend money on things you don’t need to get the job done

The most important rule to remember is only do things you need to do to get the job done.

For example, you do need to stay at a hotel. You have to sleep in a comfortable and safe place while you are working on the consulting project. But in most cases you don’t need to go to a luxury spa to be able to do your job.

Also, if you are doing something because it will not show up on an itemized bill, the mere fact that you are doing it because it won’t show up on the bill indicates that you know it is wrong. So don’t do things you know or assume to be wrong. It’s unethical.

So, to come back to this Deloitte consultant who asked a very important question, when deciding if travel expenses are reasonable consider whether you need it to get the job done.

2. Don’t spend money on things you would not spend on by yourself

You also should not do things you would not do if you were paying for it. You cannot do things just because a client is paying for it. That is just wrong.

3. Make sure your choices are in sync with the client’s culture and situation

That is where we come to the concept of perception. Be very circumspect about how you spend client’s money in light of a client’s culture (how the client behaves and thinks) and the client’s particular situation (e.g. turnaround).

Choose a hotel that a reasonable person will consider to be an appropriate selection for a particular client and client’s situation. For example, if a client is going through a turnaround, don’t book a five-star hotel. Also, if you are working for a client that is very reserved, everything you do that interfaces with them should be reserved as well.

Further, while from client’s perspective they always want to cut consulting costs, from the client’s perception level don’t do things that clash with their culture.

If you are doing things that put you out of sync with the client that is a problem. If you are, for example, going to serve a major financial services client who has a certain way of doing things, which happens to be staying in five-star hotels, and you instead stay in a two-star motel you will look out of sync. So you see, this cuts both ways.

However, you can get away with staying at a two-star motel if being frugal is just the way you are. There are stories of Marvin Bower who was very frugal. In fact, he would fly coach when everyone else was flying business class.   But you need to manage it and make the judgement call based on your particular situation.

You can charge a lot for your work, but do not create the impression you are abusing the expenses. In fact, that is my philosophy. Bill very high fees but charge reasonable expenses. Never ever charge low fees to a frugal client. They will not value you and it will hurt your firm in the long-term. Quality costs money.

4. Make sure your actions look congruent with your overall profile 

When it comes to costs, if you are not comfortable to charge the client for the finer things your project team selects, my view is that you are fine to say, “ You know what, I don’t think I want the most expensive thing ”.

It’s okay to do that. You don’t need to do what other people on the team are doing. But don’t make it look like you are better than anyone else. Just say, “ I don’t need this. It’s too much for me. So I will go with a cheaper option ”.

If you are someone who is frugal or just likes simpler things it is okay to go down that path versus doing what everyone else is doing. It is okay to order the cheapest item in a restaurant. Just because you go to an expensive restaurant does not mean you have to order an expensive dinner.

I have been in situations where I ordered the cheapest things because I knew the client was paying for it. And I did not wanted them to waste money.

I also had meetings with clients in Starbucks. I have met CEOs in Starbucks. That is not even a joke. I have always believed overhead is legal theft from shareholders and consulting expenses are one sliver of overhead.

If you have decided, on a personal basis, to not abuse the client’s finances, as long as it is consistent with the way you are, you will most likely not be treated badly by your project team.

However, if you generally like splurging on cupcakes and you drive a fancy German convertible, but when it comes to a client issue you say, “ Oh, this is wrong. I am not going to do it ”, your team may take it the wrong way.

They will notice a disconnect between who you are and what you’re doing. And some members of your project team may think you’re trying to make them look bad. You can be ethical without insulting your colleagues.

5. While it is important to save money for the client, also make sure your needs are met

If you ask a client how much you should spend, they will almost always tell you to spend as little as possible. As a result, if you make decisions based on what the client considers to be right, you will almost always undercut yourself.

So don’t ask a client how much to spend on a hotel or meals because they will likely give you the cheapest option. This is what clients do.

While you should try to save money for the client, you should also ensure you meet your needs. So I would say don’t cut costs to the bone so it is detrimental to you.

Building a great firm is expensive. You have to do things that are sustainable. If putting all consultants in B&Bs to save money forces them to leave, then it is not sustainable.

You have to treat consultants well and that means relatively higher expenses.

6. Extravagant travel expenses should translate into at least equal value for the client

If you are an awful consultant who is adding little value you should feel terrible about racking up extravagant travel expenses knowing full well you are doing a terrible job for the client. If you are a brilliant consultant who is adding enormous value to the client it is okay, in my opinion, to rack up extra travel expenses.

I will share my own experience here. Yes, I always tried to cut travel expenses for clients. But, there are certain things I never compromised on. And one of the things I never compromised on is my clothing.

I always laundered my clothing no matter at which hotel I was staying in and I often used expensive laundry options. And a client could always come back and say, “ Well, why didn’t Michael go with the cheapest laundry option? Isn’t it unethical? “.

It depends on whether the tiny amount of time I was saving was used to create better value for a client. Time is money for me. I will go with the best option because they accommodate my schedule. And I would go with that option even if I was paying for it myself.

What does it mean to add value?

Adding value to a client does not mean, “ I’m a McKinsey consultant. Therefore, I am adding value ”. The fact that you are there does not mean you are adding value. I always say, you know you are adding value when you feel you are doing things that will earn you a bonus. You add value when you do more than what is expected of you.

If you are just doing enough to complete the tasks assigned to you, earn your base salary and get promoted in the normal amount of time, that is really poor value and you should not splurge.

If you’re someone who likes the finer things in life make sure you are adding value to a client. And if you don’t feel you are adding value then keep your travel expenses to a minimum.

Travel expense decisions are often a judgment call

Whether incurring a specific travel expense is right or wrong is often a judgment call. It comes down to this. Do you feel you are adding value to the client or not? And do you feel you require a particular expense so you can add additional value?

And if you honestly believe, “ You know what, I can add this value to a client even if I don’t get these things”, then don’t go for these things. If you feel, however, that you need the finer things, only do it if you believe you are adding an additional value to a client.

And I know many of you will say, “ the l uxury experience during consulting travel  is a major perk of management consulting “. But this perk is a reward for bringing in talented people who will do extraordinary things.

You do something extraordinary and you get a perk. A mere fact you are there does not mean you are doing anything extraordinary. Yet, this is the way many consultants think. They think, “ Well, McKinsey hired me. Therefore, I deserve this perk .” That is wrong.

If you have extravagant taste and you get the job done a client may hate you for spending too much of their money but they will likely tolerate you while you are adding value. Like that example I gave you about the oil company.

Yet remember that the predominant majority of clients like frugal consultants who are good at their job. In fact, I have never seen a client saying, “ Oh, you are a consultant with simpler taste and, therefore, we will not hire you ”. Clients don’t care about your taste.

Some of the most brilliant consultants like George Stalk etc. look like they shopped in a trailer. Yet clients loved them.

If you get the job done and you care about client’s money like it was your own, they would most likely like you a lot more than if you were not frugal but was good at your job. And that is the thing you need to consider.

So the bottom line is if I was you I would try to not spend the client’s money unless it is necessary because ultimately that is all overhead and it increases the amount of value you have to add to a client.

Travel Expenses from the Consulting Firm’s Perspective

Now let’s look at this issue from the consulting firm’s perspective. The consulting firm needs to hire the smartest people. Its going to be very difficult to entice the smartest people to work for the consulting firm if those smart people can work somewhere else and get better perks than what the consulting firm can offer.

So in a truly competitive market where people are joining a consulting firm partially for the perks they are unlikely to join a consulting firm that doesn’t offer these perks.

And the weaker the brand of the consulting firm the more important the perks. When people are picking a consulting firm that has a weak brand and they only picking it because of salaries and perks, such consulting firm has no choice but to offer these perks.

People would say, “ McKinsey also offers these perks ”. Yes, that is true. But a lot of the perks McKinsey offers are not so great. For example, McKinsey salaries are not as inflated as people think. And McKinsey can get away with this because the brand is so strong.

So from a consulting firm’s perspective the position is, “ Even though we are incurring high travel expenses because we are bringing in the best people the value of the work will show through”.   The firm is basically looking at it from a cost / value perspective.

Travel Expenses from the Client’s Perspective

When you apply this competitive market position from recruiting to clients, the same thinking applies. If a consulting firm is offering these perks obviously the cost to the client goes up because all that overhead needs to be eaten up. If the cost to the client goes up, in the short-term the client may accept it. But in the long-term, unless you add enough value to that client, the client is going to say, “ You cost us a lot of money. You don’t add enough value. Therefore, we will not work with you anymore ”.

So now we come back to the value discussion. If the consulting firm is not adding enough value to justify the costs, the client is completely free to walk away. This is what it means to be in a competitive market. The client is not obligated to work with any particular consulting firm.

The client sees the fees. They understand that part of it is baked in travel expenses. If they are satisfied with the value versus cost trade-off, they say, “ This is the value the consultants brought. So we are ok with it. The value of the work is showing through ”.

From a client’s perspective it is also a cost / value trade-off.

Proper management of travel expenses on consulting projects requires good judgement. However, those six guidelines above will help you in determining whether travel expenses are appropriate.

Frugal consultants who add an enormous amount of value are respected. Extravagant consultants who add significant amount of value are usually tolerated, but are likely to be shoved aside at the first sign that value is starting to drop.

So the question is: do you want to be a consultant who is liked or tolerated assuming both add the same amount of value?

If you are spending a lot of money, at the first sign of trouble the client will likely shelve you. So ask yourself, whether the risk is worth it, after everything you have invested in building your career.

QUESTION(S) OF THE DAY:  Which key guiding principle do you find most helpful? Please share in the comments. Cheers, Kris

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More and more, technology is the engine driving business forward. That’s why the future of business needs people who turn what’s imaginable into what’s real, with artificial intelligence, cloud, edge computing, 5G networks, virtual reality and more. In other words, the future needs you. You have a way of seeing technology as an accelerant for business, health care, global trade, cities, workforces … you name it. You’re fluent in translating business and human needs into technical specifications. And vice versa, you explain technical concepts in ways that gets heads nodding. With skills like these, let’s explore the impact you’ll have in Deloitte Consulting LLP (Deloitte Consulting).

Welcome to Deloitte Consulting

"At Deloitte, we aim to make an impact that matters—for each other, for our clients, and in our communities. Essential to that is our diverse, equitable and inclusive culture where ideas and connections are encouraged."

Business is changing in ways that spawn incredible possibilities for the future. Companies are designing disruptive technologies to open up markets and connect with customers. They’re building smart solutions to realize potent opportunities—like engineering cloud systems to ease urban gridlock, developing AI that helps customers feel heard and known by their favorite brands, or integrating process robotics to help factories be more sustainable.

At Deloitte, our Consulting professionals with a technology focus help businesses bite into big, meaningful challenges in the world. You may specialize in an industry or work across industries as a go-to resource on enterprise software transformations, systems integration, customer engagement solutions or cloud, to name a few.

Whatever you choose, you’ll work with smart peers and learn from inspiring mentors to develop smart tech-driven solutions. And you’ll also team up with our alliance and ecosystem partners whose game-changing technologies and assets help you to customize and implement unrivaled products and services for clients. In technology consulting at Deloitte, the pace and complexity of your work are matched by the extraordinary impact you can have on business and society.

Meet our people

We're Consulting

Technology influences the future in many ways. We speed our clients’ trajectories to the future by leveraging vendor solutions and Deloitte-developed software products and platforms.

We explore:

Things get interesting when you explore the intersections between technology and business issues. Think IoT-embedded medical devices that connect patients to health care providers, innovative education platforms made possible by blockchain, and more empathic customer experiences enabled by cloud. We work to uncover technology solutions to make business and government more connected and more productive.

The work we do reflects a wide range of clients and their business challenges. From architecting and engineering cloud solutions to developing software systems with elegant algorithms. From managing large-scale implementations of CRM solutions to developing and designing RESTful services and APIs. We solve for it all.

Career path

Deloitte by the numbers.

There are a range of technology consulting career paths at Deloitte—each empowering people to do what they do best. So, no matter which path you take, you’ll grow and evolve. You can draw on your business relationship skills or perhaps your specialized knowledge in a particular industry. Or you might shine by blending creativity and technology know-how to create digital solutions that shape and sense new markets. Or you might like the idea of developing and implementing applications or products that our professionals within Deloitte itself rely on.

While these paths vary in their type of work, location and extent of travel, they are unified by Deloitte’s core values of collaboration, mutual respect and integrity—and our focus on clients and our people. Whatever path is right for you, you’ll be ready for more complex engagements along the way. And you’ll be mentored and coached at each bend by people who know their stuff—and want to see you succeed.

In the video below, Jessica’s path is a case in point.

Career opportunities

At Deloitte, we think about the future all the time. And it’s smart that you’re thinking about the future too, by exploring career opportunities early in your academic career. What you discover could influence many things, from the classes you take next semester to the professional network you begin to build.

We offer students a variety of opportunities to get to know us—through internships, competitions, community service programs, and conferences. Jump-start your future by checking out our undergraduate leadership opportunities page.

Look into analytics

Your background and the way you think point to a potential area of focus in analytics. For you, it’s not a question of seeing the forest or the trees. Rather, you have a keen eye for detail and a laser focus on the big picture. That’s where Analytics at Deloitte comes in.

Sound business decisions trace back to good data; that is the root of analytics. At Deloitte, we springboard from good data to ground-shaking insight, fueled by advanced technologies. We apply data, analytics and AI in ways that help our clients invigorate their performance, spark growth, and reimagine everything from automating supply chain decisions on factory floors to personalizing customer experiences for retailers to streamlining how they conduct tax and financial reporting to improving due diligence for a global merger.

Our analytics professionals deploy Deloitte’s edge-of-the-edge analytics and data visualization platforms, and we also work with an extensive set of ecosystems and alliances. This combination of technology, business acumen, creativity and a cross-section of services helps us sense the needs and then shape the direction of tomorrow.

Risk & Financial Advisory: Another fit to explore

Another fit: .

Based on your interests and background, you may also want to consider a technology role in our Risk & Financial Advisory practice. Today, technology touches every part of business and society, creating risk and unveiling opportunity with every tap, swipe and keystroke. You see it everywhere. Companies address cyberthreats in ways that bolster their competitive positions. Organizations see opportunities where they once saw regulatory burdens. Governments use data and AI to shape services in real time, even as they improve the security of that data.

As an advisory professional, you’re the vanguard of these changes—helping companies put threat at a disadvantage, react to shifting regulatory regimes, enter strategic transactions, move to cloud platforms, launch high-impact applications, and do it all safely. If this sounds interesting, you should check out technology opportunities in Risk & Financial Advisory at Deloitte.

Solving big challenges in business and in society requires inclusive teams, an equitable culture and diverse perspectives. As a Deloitte professional, you’ll work with collaborative teams where everyone is encouraged to bring their ideas, beliefs, backgrounds, talents, capabilities and lifestyles—their whole selves—to work. The result? A culture that values a variety of thought and experience that make us smarter, stronger—helping enhance the quality and value of Deloitte’s insights and ideas. It also can make for a far more dynamic and impactful place to work.

Professional development

We’ll help you accelerate your career in many ways. Early on, you’ll be immersed in Deloitte’s culture, including valuable hands-on training that helps you hit the ground running. Beyond this, you’ll be steeped each day in business perspectives, tools and methodologies it takes to do the kind of interdisciplinary, future-leading work we do.

Plus, you'll have a ready network of Deloitte peers, managers and senior team leaders to help you gain soft skills, technical know-how and business acumen. We invest in a range of continuous learning opportunities, from formal training to on-the-job development activities. And we’ve reinvented performance measurements to help recognize and develop each person’s strengths, provide meaningful and timely insights, and fuel continued growth. As you progress at Deloitte, you may have opportunities to take part in programs to gain exposure to different parts of the organization and help you prepare for management assignments.

We’ll help you be your best

At Deloitte, you’ll find people and resources that help you be your best. Here are a few places to dive in to learn more about our work and culture—and some of the best ways to set yourself up for success.

See Deloitte come to life through the voices of our people.

How to put your best foot forward in your resume and interview.

Frank conversations with Deloitte professionals that range from personal to technological.

Read the latest thinking from Deloitte leaders.

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AMS Senior Consultant - SAP Concur (Travel & Expense) - Penang

What impact will you make?

At Deloitte, we offer a unique and exceptional career experience to inspire and empower talents like you to make an impact that matters for our clients, people and society. Whatever your aspirations, Deloitte offers you unrivalled opportunities to realise your full potential. We are always looking for people with the relentless energy to push themselves further, and to find new avenues and unique ways to reach our shared goals.

Work you will do

The Kuala Lumpur Delivery Center (KL DC) team provides Application Managed Service (AMS) or Operate services to our Clients in the SEA region for the various ERP applications. We partner with our Clients to ensure business continuity and perform value added task by delivering continuous improvements within the internal IT process and procedures and also the business processes defined in the application. The support that the AMS team renders enables our Client to focus more on their strategic work whilst we focus on maintaining the business satisfaction for the implemented application.

The Kuala Lumpur Delivery Center (KL DC) team works hand in hand with our Consulting team to provide end to end services to our Clients from Advisory, Implement to Operate. We are key in ensuring that there is seamless transition from the project implementation team or the Client’s incumbent AMS service provider.

Our team consist of various diverse sub-teams at various locations (Kuala Lumpur, Penang, Bangkok, Manila, Jakarta, Ho Chi Minh City, Singapore) supporting the different ERP applications. As a team member, you will embrace the benefits of a diverse workforce which can truly be an enriching experience.  Here in Deloitte we encourage networking and collaboration.

As a Consultant in this engaging & growing team, you will have the opportunity to tap into state of the art technologies such as, Cloud Apps – within SAP & Oracle, Automation/RPA/ Salesforce and Business Transformation.  

You will learn to deliver operate services which includes troubleshooting and understanding of the request/problem raised, solving day to day production issues (bug fixes) within the agreed Service Level Agreements, identifying potential areas of improvement and delivering the improvements, supporting the team in trending analysis and other internal initiatives to develop the required functional, technical and soft skills.

Key responsibilities include:

• Administer and support Concur Travel & Expense.
• Administer and support integrations between Concur and other applications.
• Work closely with HR IT, internal and external stakeholders in a collaborative way.
• Provides support and resolve tickets belonging to systems within responsibility.
• Provides technical incident, service request, and problem tickets management oversight and prioritization.
• Provides major incident oversight and communicates status to the business in a timely manner.
• Oversees SLA compliance for all workloads and re-prioritizes tickets if necessary.
• Understands and assesses the financial impacts of incidents related to disrupted product processes – assisting the business work through complex errors.
• Analyse batch failures/errors and summarize findings.
• Advises and assists L1 resources as needed.
• Ability and willingness to learn new skills over time which are required for the job

Enough about us, let's talk about you

If you are someone whom matches the following requirements, send us your resume and join us at Deloitte Consulting – creating an impact in whatever we deliver!

• Bachelor’s degree Information Technology, or related field.
• Experience administering SAP Concur
• Experience working with Concur data / Concur reports
• Experience working with systems, configuration etc
• Experience working with ticketing tools like ServiceNow.
• Fluent in English language
• Good analytical capability and best practice knowledge
• Strong problem-solving mindset
• Curious, creative, pro-active and always seeking out new challenges.
• Willing to explore and expand knowledge on an on-going basis
• Willing to work based on Client’s business work days and office hours.
• Willing to work on shift and/or on-call basis
• Ability to travel if required, i.e. to be placed at Client’s site for the project .

So what are you waiting for? Join the winning team now !

Due to volume of applications, we regret only shortlisted candidates will be notified.

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