I graduated from Lancaster University in with a degree in Management and, not knowing quite what I wanted to do in my career, decided to join the EY Advisory Graduate scheme to get experience working ...
Hollie McCloy, Consultant
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It's the people that make Berkeley different to other consultancies. Bright, friendly, down-to-earth people who are both thinkers and doers. Working by your side, as consultants and colleagues, to get the right results.
We’re about being there for our clients when it really matters. When it absolutely has to be right. Doing the right thing is both our ethos and sweet spot. And it’s why clients turn to us again and again.
Whatever your long term career goals, we’re here to support you. Through an open dialogue, we help our people to build the capabilities, experiences and networks they need to boost their careers.
Founded in 1990, The Berkeley Partnership is an independent management consultancy. Based in London and New York, we work with many household names and global organisations helping them to develop strategies and transform their business. In doing so, we are often at the heart of them achieving their most ambitious goals.
Learn more about us
Applying enough rigour to ensure changes in your operating model remain aligned with your business goals
The importance when delivering critical services in the face of evolving threats.
Thinking ahead about how your business strategy can adapt in response to the recent challenges
How we are handling the coronavirus pandemic
The power of coaching through sudden change
At Berkeley there is only ever one agenda, and that is our clients’ agenda. Don’t just take it from us; hear our clients describe the work Berkeley has done for them.
Our consultants are attracted to Berkeley for the opportunity to do great work in a truly collegial and supportive environment.
Current events have forced organisations to make rapid, tactical changes to their existing Operating Models. We suggest an approach for evaluating options to...
How coaching helps business leaders step back and consider the long term opportunities, as well as assisting with how they manage the short-term pain.
How do you make the right decisions for your programme and, once you do, what happens next?
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