In this last part of the article, I will explain the relation between the growing of outsourcing companies and the age of consultants.
Let me ask you a question. If you are IT consultant around 40 years old and you work for an outsourcing company and you don’t belong to the managers or sales group, what do you think it will be your future?
The business of an outsourcing company is putting consultants in customers, where soon or later they will return to the office and going to another customer, and that’s it. What kind of career is this one? Maybe you expect to climb the ladder until you reach the manager position? Well, probably a few dozen more consultants like you, in the company dream about the same, and as you may guess, there is no place to everybody.
What to do? You can try some office maneuvers closely to the managers and expect a promotion. You can wait for the future to tell you if you will be a manager or not, until one day, you find out that people with a less curriculum and experience climb the ladder faster than you, and you don’t even understand the reason. Or you can try other options, like trying to be hired by a customer, or the most logical one, open an outsourcing company. You already have know-how, maybe you never stop to think about it. (See previous parts of this article)
If you observe the ages of the managers in recent outsourcing companies, they are people around 35-45 years old who opened their eyes to this reality, that being an outsourcing consultant is like a professional sports player of high competition, their career end around 35-40 years old, and people expect them to be managers or similar.
You don’t agree? Let’s face the reality. How many outsourcing consultants you have with 50 years old as developers or team leaders? How many customers will hire them? You can read on job descriptions, ignoring the possible illegality, searching for people between 23-35 years old. Sometimes, they just mask this reality, asking for things like “junior project manager”, “junior manager”, and related. How a project manager can be junior? Or a manager be junior? They just want fresh and young people.
There are exceptions. IT professionals with skills for project manager, architectures, or very advanced technical team leaders, can be great assets in big companies. But those, are exceptions, and these companies are real big, with big projects who need real experienced IT consultants. These are the top consultants, probably the 1-3% or less of all IT consultants.
This is a generation of IT consultants around 40 years old, that are becoming owners of outsourcing companies. Why? What else to do?