We recently interviewed Susli Lie, who shared her fascinating career journey since leaving Oliver Wyman. Starting in the New York office, she moved to Singapore to help grow the regional presence. Seeking more operational experience, she became APAC’s first chief of staff, learning to run a multinational consulting firm and navigate the Asia Pacific market. Later, she pursued a three-year MBA with a joint degree in international relations, focusing on impact-driven work. This set her on a path to build her career in Southeast Asia, particularly in Indonesia, where she took on consulting roles and explored opportunities as an investor or operator. Her story reflects a commitment to professional growth and making a meaningful impact in her field.

Tell us about your career journey and what you’ve been doing since leaving Oliver Wyman 

I started my career at Oliver Wyman in the New York office before moving to Singapore to help grow the regional presence. After a few years as a consultant, I wanted more operational experience and became APAC’s first chief of staff, where I learned how to run a multinational consulting firm and navigate the Asia Pacific market.

After a few years, I decided to pursue an MBA with a joint degree in international relations, focusing on impact-driven work in Southeast Asia, particularly Indonesia, where I’m from. This led to consulting roles with the Asia Development Bank and IFC on affordable higher education projects.

I eventually co-founded a fintech company, backed by Y Combinator, a global accelerator in Silicon Valley, offering affordable student loans in Indonesia and the Philippines. After several years, and a pandemic, I joined Monk’s Hill Ventures, one of our early backers, where I’m now partner, investing in Southeast Asia’s early-stage tech startups.

How did Oliver Wyman’s culture shape your entrepreneurial spirit?

I’m not naturally entrepreneurial. I thrive in structured, well-organized environments. However, my decision to become an entrepreneur stemmed from a problem I was obsessed with solving, one I felt no one else was tackling.

Oliver Wyman gave me a technical foundation for running a financial services business, particularly in understanding credit organizations through my work with banks. This knowledge gave me a much clearer idea of how to create a lending business.

Exposure to diverse markets early on also shaped my perspective. From the start, we aimed to address not just Indonesia’s education financing challenges but those across Southeast Asia.

Lastly, Oliver Wyman’s culture fosters freedom and initiative. Career progression is based on performance, and you have the opportunity to create your own niche within the firm — something rare in consultancies.

What key traits in successful founders align with the skills and culture from Oliver Wyman?

Successful founders are highly driven, mission-focused individuals motivated by more than just money. They set high expectations for themselves and their teams. When I look at founders, especially in the early stage, I assess the individual and then their track record — how they have overcome adversity, their motivation, and their ability to assemble a strong founding team.

There’s often a correlation between successful founders and individuals with high levels of competency. It doesn’t necessarily mean they come from corporate backgrounds, but they are usually highly skilled in a specific domain. Consulting attracts smart, driven people who enjoy tackling complex problems, and many of those skills, like defining strategy, align closely with what makes a founder successful.

What advice from an Oliver Wyman mentor do you apply today?

When I became Chief of Staff, I was one of two women privy to partnership-level conversations and the youngest in the room. I didn’t fully grasp how much I could learn, influence, and build trust in that role.

A key lesson was understanding influence without authority. People often don’t report to you, but you can still persuade and guide decisions. My younger self saw the job as driving people to align, but I later realized my ability to influence was much greater than I thought.

A partner once challenged me to go beyond my job description – a valuable lesson. You don’t need official authority to shape outcomes; there are more creative ways to do that.

What advice do you have for current colleagues at Oliver Wyman?

The training and exposure you get at Oliver Wyman, along with the calibre of your teammates, is fantastic. My advice is to be intentional about your career path. Whether you stay in consulting or pursue something else, maximize this time to become the best version of your professional self.

Recognize that the skills needed as a partner differ from those you develop early in your career. Be aware of what that transition should look like and make sure your skills evolve accordingly.

Another piece of advice is that it’s okay to move on if you no longer feel passionate about what you’re doing. Your training will position you well for many careers.

Lastly, don’t overlook the flexibility Oliver Wyman offers. During my time, I worked on retaining women in consulting, and as someone balancing having two young kids and a high-intensity career, I deeply value the firm’s willingness to support employees’ needs. Flexibility is key to retaining top talent.

This page was originally published on December 6, 2024.