Managing Parallel Due Diligences Under Competing Deadlines

Kashish ran into this situation at EY-Parthenon when a previous client returned with additional requests while a new two-week commercial due diligence was already underway. Both workstreams had real deadlines, and neither could be deprioritized entirely.

His first move was to scope the additional requests clearly and set a delivery timeline with the returning client that was honest about capacity. Once that was agreed, he had a clear picture of what was owed to each client and when.

With the priority order established, he focused his own time on the key deliverables for the new client's upcoming meeting, where the deadline was hardest. For the returning client's requests, he delegated the execution work to junior team members, briefing them clearly on what was needed.

He stayed on top of the delegated work by reviewing it once the juniors had completed their portion, which took less of his time than doing it independently while still ensuring the quality was right. This freed him to keep moving on the new engagement without the returning client's work falling behind.

Both workstreams were delivered on time. The approach of scoping upfront, prioritizing by deadline, delegating execution, and reviewing output became his standard method for managing parallel projects.