[kattracks]

Chelsea's new job is high-power

[egarvue]

Can anyone tell me how this kid managed to get a bachelor's degree, and subsequent masters, all the while gallavanting around the world with her parents?

[afraidfortherepublic]

Oh, barf. This still-wet-behind-the-ears kid has never worked a day in her life. The biggest thing she has ever done is to break up the most recent Palestinian-Israeli peace conference -- both sides were so insulted to have her sitting in that they went home early.

This is a sheer publicity stunt for the firm, or a bribe.

[Cindy]

Only in America...

[CarmelValleyite]

Yeah, she must be a genius to have gotten that degree while on the road non-stop with mom and dad. And since then, she is constantly caught on camera out on the town or taking in fashion shows with her good buddy, Gwyneth Paltrow (UGH).

Just what IS her area of expertise, anyway? HAHAHAHAHA

[I_Love_My_Husband]

Can someone post her grades? I would love to know what her grades were as she's never at school.

[O.C. - Old Cracker]

She has learned well from her old man and old lady how to screw her fellow man and rape the system. Bill and Hill should be proud.

[SamAdams76]

One certainly does wonder what kind of "consulting" can be done by a sheltered 23-year-old girl. I say follow the money. Obviously the six-figure salary is a way for whoever is paying it to buy access to, or curry favor with, the parents.

[weegee]

$100k to start, no experience necessary. Apply within.

[larryjohnson]

http://www.eastbay.com/catalog/productdetail.cfm?&module=equipment&action=sportsSearch&supercat=equipment&model_nbr=25514&sku=ZD70190&id=190401&mvp=sport&banner=&SID=7690

[TADSLOS]

Clinton, 23, accepted the position Friday after she reportedly turned down McKinsey's offer of $100,000 a year to work at its London headquarters, according to the Web site

I guess those expected offers in the 250K range from long time NY liberal pals just didn't pan out.

Sadly, she's still in the low income range as compared to some hollyweird and entertainment types her age. I guess you have to work with whatever Satan gave you - in her case, Bill and Hill.

[shadeaud]

Chelsea must really have a mouth on her!

[cgbg]

The only justification I can imagine for this "arrangement" is that McKinsey must have serious skeletons (perhaps bad advice to clients that could get them in legal trouble?) that they need buried with the assistance of the Witch of New York.

If Chelsea had any ounce of self-respect she would reject such an arrangement and would go out on her own and deal with the consequences. It really would make her a happier and better person and she might no longer feel the need for the endless drinking binges.

Yes, she dealt a raw deal in life by having two of the biggest dirtball parents on the planet. Yes, so far everyhting she has done in life has been stupid and bad.

But, she it still young and can turn this thing around!

[Stefan Stackhouse]

"Those who can, do.

Those who cannot, teach.

Those who cannot teach, consult.

[nothingnew]

Somebody BEAM ME UP!...I'm series!...I gotta get outta here!

FMCDH

[uncbob]

Anybody know what Amy Carter is doing these days

[just wondering]

I wonder why this job didn't go to a minority. What happened to Affirmative Action?

[rogers21774]

It's known in the business as buying access.

[Clarksville]

I'm surprised that the job offer wasn't from Revlon. Just think, if not for Linda Tripp, Chelsea and Monica could be sharing a cubicle together.

[Freakazoid]

The perfumed princess scores a sweet deal. What a shock.

[kcvl]

the insurance sector one of the largest and fastest growing industries within McKinsey.

-------------------------------------------------------------------

"Inside McKinsey" - Businessweek 7/8/2002

Enron, which was paying McKinsey as much as $10 million in annual fees

the rise of Ron Hulme, an affable, low-key senior partner and a leader of its energy practice, who managed the Enron account from McKinsey's Houston offices. Like many of the firm's consultants, Hulme penned essays extolling the virtues of Enron. As McKinsey's annual billings climbed higher and higher at Enron--at one recent point exceeding $10 million--Hulme commanded greater influence in the firm, helping to lead partner conferences and key initiatives. Some insiders even considered him a potential successor to Gupta, though that's now an unlikely prospect, given Enron's collapse. "Despite his young age, he had tremendously high standing and power that derived from the Enron relationship," says a former McKinseyite. Hulme declined to comment.

Hulme did not initiate McKinsey's Enron business. Like many of the deepest and most lucrative corporate relationships, it began with one consultant who instantly impressed a client with his brilliance and insights. Jeffrey Skilling, then McKinsey's partner in charge of the worldwide energy practice, began advising Enron in the late '80s, but the relationship was cemented when he joined Enron in 1990 with the mandate to create a new way of doing business. Skilling, who once said he felt as if he were "doing God's work" at McKinsey, had proposed that Enron create a portfolio of fixed-price purchase and supply contracts that would supposedly eliminate supply risks and minimize the price fluctuations of the spot market for trading natural gas.

After joining Enron, Skilling repeatedly turned to McKinsey teams for analytical help and advice. "They infiltrated Enron with Jeff, and he was just the tip of the iceberg," says a former McKinsey consultant who worked at Enron. "There were all sorts of McKinsey people who went in over the years. They were so happy they had Enron locked up."

Indeed, several other prominent McKinsey consultants migrated to Enron as employees, including partner Doug Woodham, who left the firm in 1994 for a four-year stint as vice-president at Enron Capital & Trade Resources, where he led a team that developed an electric power and natural gas hedge fund. As Enron work became more financially driven, McKinsey teams there increasingly drew on partners with expertise in trading, risk management, and investment banking. At any given time, McKinsey had as many as 20 consultants at the energy company, several stationed in Enron's offices.

McKinsey also helped Enron formulate its now-discredited broadband strategy, in which it built a high-speed fiber network to support the trading of communications capacity. Among other things, McKinsey, over about six months, helped to gauge the size and growth of the market. And, like Enron and many others, it didn't see the telecom meltdown coming. McKinsey also helped to set up the finance subsidiary that Enron later portrayed as its growth engine, and also assisted the firm with its commodity risk management operations.

A former Enron senior executive says McKinsey consultants wielded influence throughout the organization. "They were all over the place," he says. "They were sitting with us every step of the way. They thought, `This thing could be big, and we want credit for it."' The extent of its work there and its access to senior management exposed the firm to much of Enron's inner workings. Over the years, McKinsey partners Hulme and Suzanne Nimocks had numerous one-on-one discussions with Skilling, according to former Enron executives.

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