Ryan

Manager, Boston

Why did you choose to join Analysis Group?
Toward the end of my Ph.D. studies, I realized that I was interested in pursuing a career outside of academia, where I could apply my economics training to real-world problems in a team-based setting. While exploring career options, I interned at Analysis Group and worked on a large antitrust case. Throughout the internship, it became clear that Analysis Group was a great place to work on interesting and challenging cases in a collegial, entrepreneurial environment. I saw Analysis Group as a place to grow as an economic consultant while learning from top-notch colleagues and experts – and this has certainly been the case!
What types of cases do you work on at Analysis Group?
I primarily work on antitrust and commercial litigation cases, which have involved a diverse set of industries, such as airlines, consumer payment cards, and high tech. However, one great thing about Analysis Group is that you aren’t assigned to one specific practice area. I’ve taken advantage of this by working on different types of matters, such as intellectual property and strategy, as well. This variety of assignments has proven to be a good learning experience by exposing me to new analytical methods and a broader network of colleagues. I really enjoy working with my coworkers to solve the challenging analytical puzzles that arise during a case. Our work often involves answering complex questions using complex data. It’s really rewarding to be a part of those “aha!” moments when the team reaches a novel insight or achieves an analytical breakthrough.
What skills are vital to succeed at Analysis Group?
The name Analysis Group is a good indicator of two vital skills: analytical thinking and teamwork. However, another skill that is equally important is communication. A critical aspect of our job is communicating technical economic concepts and analyses to nontechnical audiences, such as lawyers and judges. If an analysis produces compelling findings but isn’t appropriately explained to the audience, then the effectiveness of that analysis will be diminished.
What advice would you give to new staff joining the firm?
Ask questions. It takes some time to integrate into new case teams and learn to navigate the firm’s relatively decentralized organizational structure. Early on, I found it very helpful to ask my fellow case team members questions – particularly senior analysts. New hires are also assigned an advisor and peer mentor, both of whom are great resources for learning the ropes.