Custom Research Intern (Current Employee) – New York, NY – July 27, 2015
A surprisingly casual office, the Economist custom research group employs many intelligent, friendly, and helpful people. While a typical day for an intern involves PLENTY of research, data analysis, and revision, the work is far from monotonous because it is so hands on and the research topics are drastically different. This really tempered the harder parts of the work (which were basically difficulties with data) because I felt like I was always learning something new. It was also great to be doing such hands-on work (interns play a large part in creating the final product).
Fantastic Brand Highly Respected with clients and users
Integrated Sales Executive Global Advertising (Former Employee) – New York City, NY – November 5, 2013
I was part of a building experience with The Economist brand in the US, doubling the exposure of The Economist in the US from 2000-2012. We created and sold multi-million dollar promotional packages to major clients like GE, Chevron, Oracle, Accenture and many others. Our managers understood the unique value of the brand and were very good at communicating these values in the marketplace.
thought leader. strong recognition and value amongst world leaders.
layoffs were made rather short sighted affecting client relationships
HUMAN RESOURCE CONSULTANT (Current Employee) – New York, NY – May 14, 2013
As the Human Resources Consultant I’m responsible for delivering all facets of recruiting success throughout the organization. I play a critical role in ensuring the highest qualified candidate is selected.
EIU Editorial (Former Employee) – New York NY – April 16, 2013
I worked in the Thought Leadership group, which does sponsored research - surveys and written reports - for large corporations and agencies.
There is a constant battle between what clients want in the reports and what a report carrying the EIU (Economist) brand is permitted to say. When the two sides disagree, the editor is left hanging in the wind. The rules are arbitrary, inconsistently enforced, and often based on ignorance of the subject matter and an assumption that the client is always wrong. The company's divisions are toxic along multiple dimensions: client vs editorial, editorial vs sales, magazine vs commercial, New York vs London, management vs line, editorial leadership vs editorial rank and file.
In terms of digital capabilities, welcome to the 1990s. You'll feel like you're working for your grandfather.
interesting research projects.
when things go wrong, you're left to hang in the wind