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Graduate Programs

Client Delivery & Strategy Graduate Program

Two years of rotations across implementation, customer success and pre-sales, working directly with clients in regulated industries.

Open roles on this program

3 open roles. Every listing shows its pay range.

You rotate through implementation, customer success and pre-sales teams, support client workshops and delivery projects, and build expertise in one regulated industry.

Implementation and project management

  • Project plans: help run the plan for a hospital system migration or a government portal launch, flagging risks and tracking dependencies.

  • Stakeholders: learn who supports and who resists a change inside a client organization, and how to build agreement between departments.

  • Adoption: help design the training and communication that make sure people actually use what we deliver.

Customer success

  • Your own accounts: manage a portfolio of smaller accounts under supervision, including renewals and regular health checks.

  • Business reviews: prepare and present quarterly reviews that show clients the value of their investment.

  • Early warning: learn to spot the signs that a client is unhappy and bring in the right people to fix the cause.

Solutions and pre-sales

  • Demos: learn to demo our software to a skeptical audience and tailor it to their problems.

  • Proposals: work on responses to federal and state requests for proposals.

  • Feedback to product: take what we learn from deals, won and lost, back to the product teams.

Who should apply

Graduates from the last two years in business, technology, law or a similar field, with excellent communication skills. Each listing shows the location and pay.

Your two years

How the program is laid out

You start with a bootcamp, then rotate through implementation, customer success and pre-sales, and finish in the team you want to join. Each rotation has a manager, client work you own and a review at the end.

  1. Months 1–2

    Bootcamp

    Training on the frameworks our clients work under, such as HIPAA, CJIS and SEC and FINRA rules, on our applications and the partner platforms around them, and on our delivery methods: project plans, risk logs, status reporting and steering committees.

  2. Months 3–8

    Rotation 1: implementation

    You join a delivery team on a live client program, such as a hospital system migration or a government portal launch. You keep the plan, track dependencies and risks, and run parts of client workshops.

  3. Months 9–14

    Rotation 2: customer success

    You look after a portfolio of smaller accounts under supervision: health checks, renewals and quarterly business reviews that show clients what they are getting for their money.

  4. Months 15–20

    Rotation 3: solutions and pre-sales

    You prepare demos, work on responses to federal and state requests for proposals, and take what we learn from deals, won and lost, back to the product teams.

  5. Months 21–24

    Final rotation and placement

    You go deeper in one regulated industry (financial services, healthcare or government) in the team you want to join, with more responsibility and less supervision.

  6. Throughout

    Leadership development and reviews

    Sessions on decisions under pressure, communicating with executives and handling a crisis run alongside the rotations. You get regular feedback and a review at the end of each rotation, along the program’s path from Analyst to Senior Analyst to Associate.

Rotations can cross business units, for example supporting a Fusion Center integration that Government Solutions is delivering to an agency.

A day in the life

A Thursday in the implementation rotation

This is an illustrative composite of a typical day in the implementation rotation, based in Washington and working with a state agency client. It is not one person’s account, and no two days are the same.

  1. 08:30

    Update the risk log

    The agency is moving its public records requests to a new portal. Overnight, the data migration team in Mumbai flagged that 2% of old records have no requester email. You add it to the risk log with an owner and a date, and note the options for the steering committee.

  2. 09:00

    Internal stand-up

    The delivery lead, two engineers and you go through the plan. Testing is on track; training is behind because the agency has not confirmed its trainers. You take the action to chase it.

  3. 10:00

    Client workshop

    You co-run a workshop with the agency’s records officers on how requests will be routed in the new portal. You take notes, play back what you heard at the end, and catch a rule they forgot to mention: requests involving minors go to a separate team.

  4. 12:00

    Write it up while it’s fresh

    You turn the workshop notes into routing requirements and send them to the agency for confirmation the same day, with the new rule clearly flagged.

  5. 13:00

    Lunch and a mentoring session

    Lunch with your sponsor, a director from another team. You talk about the difference between being liked by a client and being trusted by one.

  6. 14:00

    Prepare the steering committee pack

    The monthly steering committee is next week. You draft the status page: milestones, risks, decisions needed. Your delivery lead edits it down to one page and explains why each cut matters to a busy executive.

  7. 15:30

    Chase the trainers

    You call the agency’s training coordinator. They need two more weeks. You work out what that does to the launch date and bring two options to your delivery lead instead of just the problem.

  8. 16:30

    Leadership development session

    An hour with the graduate cohort on communicating with executives: how to say “we are late” early and clearly, with a plan.

  9. 17:30

    Close the loop

    You send the day’s actions to the team and a short note to the Ottawa colleague who will join the program next month.

What we look for

Three things we assess

Every interviewer scores you against the same competencies and writes their feedback before seeing anyone else’s. For this track they are:

Structured problem solving

You can break a messy situation into parts, decide what you need to know, make reasonable assumptions when data is missing, and say what you would do and why.

Client judgment

Our clients answer to regulators and the public. We look for people who listen first, tell clients the truth when it is unwelcome, and know when to bring in someone more senior.

Ownership and follow-through

Programs succeed on small things done on time: the action chased, the note sent, the risk raised early. We look for evidence that you finish what you start.

Sample interview questions

Questions like the ones we ask

These are samples like the ones we use, not the exact questions. Open each one to see what a strong answer covers.

Online exercise

Estimate how many staff hours a year a 300-bed hospital spends on prior authorization.

What a strong answer covers:

  • A clear structure, for example procedures and medications needing authorization a year, times the share that need it, times the minutes each takes, including follow-ups and appeals.
  • Stated assumptions with round numbers, and a sense of which ones matter most.
  • A sanity check of the result (how many full-time people is that?) and what you would ask the client to firm it up.
A client sends an angry email: the new system logged their staff out twice this morning. Write the reply.

What a strong answer covers:

  • Acknowledging the problem and its effect on their staff without excuses or blame.
  • Saying what you know, what you don’t yet know, and when they will hear from you next.
  • A named person and a specific next step, and no promises you cannot keep.
Here are eight open issues on a project. Put them in order and explain the top three.

What a strong answer covers:

  • A visible way of ranking: impact on the client and on the launch date, urgency, and whether anything else depends on it.
  • Spotting the issue with a regulatory consequence even if it looks small.
  • Saying who should own each of the top three.

Team interview

How would you prepare for and run a first workshop with a credit union’s compliance team?

What a strong answer covers:

  • Doing the homework: the rules they work under, what they have today and what the project is for.
  • A clear agenda and outcomes, questions that get to their real concerns (exam findings, recordkeeping, supervision), and time for them to talk.
  • Playing back what you heard and following up in writing.
During a demo, the client asks for a feature we don’t have. What do you say?

What a strong answer covers:

  • Asking what problem the feature would solve, because there may be another way to solve it.
  • Being honest that it does not exist, never implying a roadmap commitment you cannot make.
  • Taking it back to product with the context.
Your project is two weeks late and the client doesn’t know yet. What do you do?

What a strong answer covers:

  • Telling your lead and then the client early, with the cause, the new date and what you are doing to recover.
  • Options the client can choose between (scope, date, resources), rather than only bad news.
  • What you would change so the next slip is spotted sooner.
Explain an audit finding about access reviews to a hospital executive who is not technical.

What a strong answer covers:

  • Plain language: who could see what they should not have been able to see, and why it matters to patients and regulators.
  • What will be done, by when, and how they will know it is fixed.
  • Keeping it short and checking they understood.
The client’s IT team and compliance team disagree about a configuration. How do you handle it?

What a strong answer covers:

  • Understanding each side’s actual concern before proposing anything.
  • Bringing evidence: what the rule requires, what other clients do, what each option costs.
  • Getting the decision made by the right person and recorded, rather than deciding it yourself.

How you work

Tell us about a time you changed someone’s mind with evidence.

What a strong answer covers:

  • What they believed, what evidence you gathered and how you presented it.
  • What happened, including if you were only partly right.
Describe a time you had several deadlines at once. How did you decide what came first?

What a strong answer covers:

  • How you judged importance and urgency, and who you told when something had to slip.
  • What you would do differently.
Why do you want to work with clients in regulated industries?

What a strong answer covers:

  • A specific reason, ideally tied to something you have seen or done.
  • An understanding that the rules are part of the work, not an obstacle to it.

Practice puzzles

Two problems to try

These are the kind of problems you might meet in the online exercise or discuss with the team. Try them before opening the solution.

Puzzle · about 20 minutes

Planning a cutover

A broker-dealer is moving its email to a compliant productivity platform with archiving that meets SEC and FINRA recordkeeping rules. The tasks, their durations in working days and what each depends on are:

Cutover tasks
TaskDaysCan start after
A. Freeze changes to the old system1–
B. Export mailboxes4A
C. Configure retention and archiving policies3A
D. Compliance validates the archive2C
E. Migrate mailboxes3B and D
F. Train users2A
G. Cut over and start support1E and F
  1. What is the shortest time to finish everything, and which tasks are on the critical path?
  2. Which tasks have slack, and how much?
  3. The export team says B might take 6 days instead of 4. What happens to the end date?
Hint

Work out the earliest finish of each task, counting from day 0. A task can start only when everything it depends on has finished.

Worked solution

Earliest finishes: A by day 1. B by 1 + 4 = 5. C by 1 + 3 = 4. D by 4 + 2 = 6. E starts when both B (day 5) and D (day 6) are done, so at day 6, and finishes at 9. F by 1 + 2 = 3. G starts at day 9 and finishes at day 10.

  1. The shortest time is 10 working days. The critical path is A, C, D, E, G (1 + 3 + 2 + 3 + 1 = 10). The path through B is 1 + 4 + 3 + 1 = 9 days.
  2. B has 1 day of slack (it finishes at 5, but E cannot start until 6). F has 6 days of slack (it finishes at 3, and G starts at 9).
  3. If B takes 6 days it finishes at day 7, later than D. E then starts at 7 and finishes at 10, and G finishes at day 11: one day late. B used its 1 day of slack and the second day moves the end date.

The useful observation for the client: the compliance validation (D) is on the critical path, so getting the compliance team’s time booked early matters more than speeding up training.

Puzzle · about 25 minutes

Pricing a managed service

A credit union with 1,200 staff wants us to administer its productivity platform, including monthly compliance evidence and quarterly access reviews. From similar clients we expect:

  • 1.5 support tickets per user per year, taking 20 minutes each.
  • 10 hours a month to prepare the compliance evidence pack.
  • 16 hours for each quarterly access review.
  • A blended cost of $90 per hour of our team’s time.

Licenses are passed through at cost and are not part of this price. We aim for a 35% gross margin on the service.

  1. What annual price, and what price per user per month, should we propose?
  2. The credit union wants a fixed price per user. What happens to our margin if it grows to 1,500 users, or shrinks to 900?
  3. What would you recommend?
Hint

Separate the costs that grow with the number of users from the ones that don’t. A 35% margin means cost is 65% of the price.

Worked solution

Annual hours. Tickets: 1,200 × 1.5 = 1,800 tickets × 1/3 hour = 600 hours. Evidence packs: 10 × 12 = 120 hours. Access reviews: 16 × 4 = 64 hours. Total 784 hours, costing 784 × $90 = $70,560.

Price. $70,560 ÷ 0.65 = $108,554 a year (rounded), which is $108,554 ÷ (1,200 × 12) = about $7.54 per user per month.

At a fixed $7.54 per user per month:

  • 1,500 users: tickets rise to 750 hours, fixed work stays at 184, so 934 hours cost $84,060. Revenue is $7.54 × 1,500 × 12 = $135,720. Margin = $51,660 ÷ $135,720 = 38.1%.
  • 900 users: tickets fall to 450 hours, plus 184 fixed, so 634 hours cost $57,060. Revenue is $7.54 × 900 × 12 = $81,432. Margin = $24,372 ÷ $81,432 = 29.9%.

Recommendation. A per-user price works for the client and rewards growth, but the fixed compliance work means a smaller credit union costs us more per user. Propose the per-user price with a minimum commitment, for example a floor at 1,000 users, or split the price into a fixed compliance fee and a per-user support fee. Either way, say the ticket assumption out loud and agree to review it after six months with real data.

Practice case

Work through a case

In the team interview you may be given a case like this one and asked to present your recommendation. There is no single right answer: we are interested in how you use the evidence and how you explain it.

Practice case · 60 minutes

A state agency’s public records backlog

The client and every number in this case are fictional, made up for practice.

Background

A state agency must answer public records requests within 20 business days. It now takes 41 on average, the backlog is growing and a state legislator has asked questions in public. The agency’s chief of staff has asked us which of three options to fund. The agency has 40 analysts working on requests.

Exhibit 1 · Requests received and closed, last six months
MonthReceivedClosed
January1,100950
February1,0501,000
March1,2501,000
April1,3001,050
May1,2001,000
June1,3001,000
Total7,2006,000

The backlog was 2,400 open requests at the start of January.

Exhibit 2 · Analyst hours per request, by stage
StageHours
Intake and routing0.50
Search and collection2.00
Review and redaction3.00
Legal sign-off0.50
Release0.25
Total6.25
Exhibit 3 · Options
OptionWhat it doesCost
A. Hire 8 analystsAdds 20% to analyst hours$760,000 a year
B. Redaction toolingCuts review and redaction from 3.0 to 1.8 hours a request; four months to implement$420,000 in year one, then $120,000 a year
C. Self-service portalPublishes frequently requested records, so 15% fewer requests arrive$250,000 to build, then $60,000 a year

Your task

  1. How big is the backlog now, and how fast is it growing?
  2. How long would each option, or combination, take to clear the backlog once it is running?
  3. What do you recommend, and what would you tell the chief of staff about the risks?
One way to approach it

The backlog. 7,200 received and 6,000 closed in six months, so it grew by 1,200 to 3,600. On average 1,200 arrive and 1,000 close each month: it grows by about 200 a month.

Capacity. Closing 1,000 requests at 6.25 hours each uses about 6,250 analyst hours a month. Each option changes either the hours, the hours per request or the requests arriving:

  • A alone: 7,500 hours ÷ 6.25 = 1,200 closed a month. That only stops the growth; the backlog stays at 3,600.
  • B alone: hours per request fall to 5.05, so 6,250 ÷ 5.05 = about 1,238 a month. The backlog shrinks by 38 a month: about 95 months to clear.
  • C alone: 1,200 × 0.85 = 1,020 arrive against 1,000 closed. Still growing by 20 a month.
  • B and C: 1,238 closed against 1,020 arriving, so it shrinks by about 218 a month: about 16.5 months.
  • A and B: 7,500 ÷ 5.05 = about 1,485 closed against 1,200 arriving: shrinks by about 285 a month, about 12.6 months.
  • All three: 1,485 against 1,020: shrinks by about 465 a month, about 7.7 months.

A recommendation. No single option fixes the problem; the structural fixes are B and C, because they lower the cost of every future request. Fund B and C now. Because B takes four months to implement, during which the backlog keeps growing by about 200 a month (to roughly 4,400), add temporary capacity for the backlog only, such as contract reviewers or overtime for a fixed period, rather than eight permanent hires the agency may not need once the tools are working.

Risks to raise. Redaction tools speed up review but a person still has to check every release; a wrong release of personal information is worse than a late one. The portal only helps if the agency keeps it up to date. And the estimates rest on six months of data, so track the monthly numbers and report them to the chief of staff, who can then answer the legislator with a date and evidence.

Next steps

Prepare and apply

The first step is a short online exercise, followed by interviews with the team. Each listing shows the location and the pay.