Biggest Challenges Faced By A Senior Consultant At Scoot Education
Adan's biggest challenge as a Senior Consultant at Scoot Education is managing rapid company growth; the desire to "support schools more" sometimes leads to taking on new partners before sufficient onboarding processes are in place, resulting in a "four week" period needed to achieve high-quality support. This highlights the tension between ambitious expansion and maintaining service quality.
Project Management, Overcoming Challenges, Achieving Goals, Communication, Leadership
Advizer Information
Name
Job Title
Company
Undergrad
Grad Programs
Majors
Industries
Job Functions
Traits
Adan Juarez Cordova
Senior Consultant
Scoot Education
University of Pennsylvania
N/A
Economics, Philosophy
Education
Consulting
Honors Student, Scholarship Recipient, Immigrant, Worked 20+ Hours in School, LGBTQ, First Generation College Student
Video Highlights
1. Balancing growth with sustainable support: Adan highlights the challenge of expanding services while maintaining high-quality support for new schools. This speaks to the importance of strategic planning and resource management in a growing organization.
2. Understanding resource capacity: Adan points to the difficulty of assessing current capacity and demand before taking on new partnerships. This emphasizes the need for accurate forecasting and resource allocation in business.
3. Prioritizing high-quality support: Despite the pressure to expand rapidly, Adan values providing excellent service to each school. This underscores the importance of client relationships and commitment to quality in professional services.
Transcript
What is your biggest challenge in your current role?
I believe this probably happens when we're doing really well as a company. We're growing or expanding, seeing the fruits of our labor flourish.
With that comes the question: "How can we do more? How can we support schools more?" Specifically, how can we help schools that don't know who we are see the benefit we bring and how they can be a part of that.
Even though I can bring on new schools in my region, our leadership looks at the bigger picture. They talk to larger charter networks and school districts. Sometimes, without fully grasping our current capacity and demand, we bring on additional partners we're not quite ready for.
This could have been an "on-ramp" process, like a four-week period where we prepare to take them on. But I get it. We're all excited to support classrooms.
So, we bring on a partner and then scramble to meet their needs from the get-go. It's challenging and doesn't always have the highest rate of success. It takes about four weeks for us to reach the sweet spot where we're providing high-quality support.