After two years in the public sector, I started my consulting career at PwC in 2010. Throughout my time there I developed a broad set of consulting skills designing and implementing large scale change...
Richard Holmes, 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.
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Lots of people stay at Berkeley for the long term. It’s a great place to build a career. We only create partners from within the firm, and one of the reasons for our business growth is to provide partnership opportunities for our people. People can continue consulting at Berkeley as long as they are doing a great job and developing their capabilities.
But we know that some people will ultimately want to take their career in a different direction. We encourage an open dialogue around this – and help to build the capabilities, experiences and networks our people need to boost them into the next phase of their successful career.
Graduating from Nottingham University in 1999 with a degree in Management Studies and French, Dom began a varied career in the Management Consulting industry. With experience of working for large firms such as Capgemini and smaller boutique consultancies, Dom worked with clients across finance, IT, retail and utilities, as well as the public sector, gaining a broad base of knowledge in every area of the programme lifecycle – from strategy and shaping, through to business analysis, implementation and Programme Management. It was with over six years experience of implementing both major change programmes and smaller projects, that Dom came to The Berkeley Partnership with career development firmly in mind.
Since joining in 2010, Dom has taken on numerous projects, including the development of an IT strategy for the trading arm of a large energy company, managing the PMO for an IT Retail change programme and most recently taking on the role of the Resource and Commercial Manager on a global Business Information programme for a consumer goods company. The responsibility of these projects have enhanced Dom’s stakeholder management skills, his personal drive and his resilience – allowing him to successfully deliver in complex and challenging environments.
Graduating from Dublin City University with a primary degree in International Marketing and Languages, Fiona joined the Management Consulting industry and began a career with Accenture. During her 10 years with the firm, Fiona worked in a variety of roles, primarily programme and project management, change management and value realisation. Here, she gained extensive experience of the industry and worked with a broad range of clients across every area of the programme lifecycle. In 2007, Fiona made the leap from a large firm to the smaller Berkeley Partnership, keen to embed her know-how and skills into our business.
Over the course of her ten years with us, Fiona has been involved in numerous projects, from the transformation of learning for a global consumer goods company, to the shaping of a policy for a UK government department. Each project has helped to shape her as a talented and dynamic consultant with outstanding capabilities in mobilising and leading IT and operational change projects.
With a degree in Management and a Masters in Marketing from the University of Manchester, Will began his career in industry and consulting. Starting out with Tesco PLC, before moving on to KPMG Advisory, Will has worked across both the private and public sectors, his focus on strategy and large scale transformation programmes. In 2008 with plenty of consulting experience behind him, Will made the transition to The Berkeley Partnership to take on a huge variety of interesting work.
Since then, Will has completed a number of challenging projects, from developing a strategy for an international sports bookmaking and gaming business, to building and running a pan-European service delivery function. These projects have given Will the opportunity to take an independent approach to his work and develop his expertise significantly.
With a first class degree in Metallurgical Process Engineering from the University of New South Wales, Australia, Kate took on a role as an engineer in the steel industry, gaining manufacturing and supply chain experience over a five year period. A change of direction then took Kate to Accenture, joining the management consultancy industry. Over ten years, she worked her way up to Senior Manager, earning extensive experience in large-scale SAP deployments, enterprise integration and applications management – working with a variety of utilities and oil & gas clients across the UK, Europe and Australia. Her next career move was to join The Berkeley Partnership.
During her time with us, Kate has worked across a range of industries including Consumer Products, Oil & Gas and the NHS. Her roles have included strategy development, operational turnaround and delivery assurance for large-scale programmes. Each project has honed Kate’s programme management abilities, including working with clients at an executive level and involving complex stakeholder engagement.
Kate is actively involved in Berkeley’s Community Contribution programme and is a trustee for the charity UK Youth, one of Berkeley’s supported charity partners. Kate currently works 4 days per week as part of Berkeley’s flexible working offer for its employees.
After achieving a First Class Masters in Engineering from the University of Sheffield in 1999, Adam began a varied career in Management Consultancy – specialising in the implementation of strategies with clients across retail, media, telecoms, healthcare and government. In 2009, having worked with a range of large firms including PwC, PA Consulting and Dixons Retail, Adam moved to Madrid to further his studies, graduating in the top 10% of his MBA class at the Instituto de Empressa. It was with over nine years experience and this qualification under his belt that Adam was drawn to the culture of The Berkeley Partnership, joining us in 2011 and changing the way he saw management consultancy.
Since joining, Adam has been furthering his experience in the retail sector, from formulating strategic thinking through to programme management of the delivery of that strategic vision. This has provided Adam with valuable and high profile experience, as he’s successfully delivered programmes in complex and challenging environments.
After graduating from the University of Bath, I initially worked for Red Bull as a Brand Manager. I went on to join Accenture and then latterly PwC, focussing on large scale business and IT turnaround programmes in their government consulting practice. After nine years I’d grown into an experienced and adaptable senior consultant, yet I was concerned about being stuck in a narrow industry focus. Berkeley attracted me due to the real focus on cross-sector experience and valuing transferrable skills. The trust and autonomy granted to consultants really appealed.
There were many things I really valued at Berkeley – the people, the clients, the culture. But two things stand out. Firstly, there was a genuine interest in me as a person – lots of partner-time, with a coaching-esque model embedded into the ways of working. It really helped me get valuable feedback and experienced advice on a daily basis, accelerating my growth as a well-rounded consultant. Secondly, I was granted the liberty to say what I thought was the right thing to do. My opinion was sought and valued. This was great to build self-esteem and confidence in delivering very challenging global programmes for top level clients.
After 6 years with Berkeley, I was presented with a fantastic opportunity (yet tough choice) to join as a senior leader in a new global digital identity platform, Yoti. Since joining in December 2016 I am the Director of Business Growth and Partnerships, in charge of all global business-to-business development, including with countries, government departments, charities and technology partners. Reporting to the CEO, I sit on the senior management team and help run the 200+ strong business. The leadership and pragmatic management skills learnt at Berkeley have been in full use as I need to cover practically all industries in all countries! Berkeley have been very supportive and have already helped out with direct coaching for some of our leadership team.
After graduating from Manchester University with a First Class degree in Computer Science and Software Engineering, I joined Accenture and progressed to Senior Manager in the Products division, implementing strategic business and IT solutions for a range of private and public sector clients.
Those 8 years were a great foundation, but as for many people at that stage of their Consulting career I was interested in more variety, more autonomy, getting greater direct exposure to top-level clients, and more reward for delivering great client work (rather than for chasing sales). Berkeley ticked all those boxes, plus the people and culture felt like a great fit.
I got the chance to work on some of the largest, most complex and most business-critical transformation programmes of my career (both IT and business change) - but feeling more like an embedded part of the client’s team. The collaborative working environment at Berkeley also meant that I got the chance to work closely with some great people. The variety of work I got to do allowed me to hone a broad range of capabilities – not just complex programme delivery but also solution design; commercial and business case experience; and extensive stakeholder, relationship management and communication skills. Finally, the Berkeley focus on really working out ‘the right thing to do’ - and managing an often disparate stakeholder group to align on that - is great training for moving into any senior leadership business role.
After 7 years with Berkeley, I believe that if you want to pursue a Consulting career, then Berkeley is a fantastic place to do it. But there are still attractions to a non-Consulting career, and in particular I had always been attracted to the idea of creating and building something truly new and innovative. So when the right opportunity came along, although it was a tough choice I decided to take the plunge.
As a result, I’m now head of client services and product development for an innovative digital and AI solution in the pharmaceutical sector, known as Pharmacovigilance Artificial Intelligence (PVAI). PVAI uses artificial intelligence, analytics, predictive modelling, and other technologies to automatically collect and analyse data from numerous sources on drugs’ adverse effects. This can transform a typical pharmaceutical company’s highly manually-intensive approach to Adverse Event (AE) processing, resulting in less human error, higher drug quality, better patient outcomes, and improved regulatory compliance. The PVAI solution we have created is currently being tested by a top pharmaceutical company, so it’s a really exciting time and my experiences at Berkeley have helped me to navigate this very complex role. I continue to stay in touch, including most recently catching up with the Berkeley USA folks in New York!
Graduating from the University of Sheffield with a degree in politics, I never expected my career to be at the forefront of technology. Over ten years at Accenture, however, I built my career leading challenging IT-enabled change programmes across Europe for a range of consumer goods and pharmaceutical companies. I also spent two years working in their not-for-profit business unit, but after that I was up for a new challenge. Berkeley offered me the opportunity to accelerate my development, working closely alongside senior clients and taking greater personal responsibility for building some great client relationships and the promise of succeeding with them, rather than doing something to them. I jumped at the chance.
At Berkeley, I enjoyed the sheer breadth of clients and their challenges, as well as the subtly but crucially different mode of working with them. My work ranged from setting a new organisational strategy at a UK fund manager, via designing the ideal branch network for a retailer, through to programme management of a huge data centre migration in a manufacturing organisation. I developed an increasing expertise and interest in the evolution of DevOps practices along the way – an example of Berkeley’s experienced but intellectually curious outlook stretching its consultants and challenging the preconceptions we pick up over the course of our careers. Berkeley also continued to support my efforts working for a series of charitable causes.
After more than 6 years with Berkeley, the opportunity came up to join a media consultancy business as their CTO. This fitted brilliantly with my passion for unlocking the value of emerging technologies and developing the organisational culture required to pull this off. I had open and honest conversations with the partners – and Berkeley were very supportive in my move in-house at a client. My role at CRC Group is to lead the development of technology and data-enabled aspects of our businesses, transforming our strategy and organisation in this area to achieve this. Of course, the move after 16 years in consulting into an industry leadership role brings new challenges and was a tough decision for me to take. But it was the right challenge for me at that juncture and Berkeley had proven the perfect place to hone my consulting skills, broaden and deepen my professional perspectives and ultimately to prepare and position me for this new role.
After graduating from the University of Newcastle in 1995, I spent my early career with Andersen Consulting, as it then was. It was a great place to cut your teeth in consulting but ultimately I found it unsatisfying being a small part of large project teams with very little direct influence on the overall outcome. Berkeley offered me the chance to build my own client relationships and much greater responsibility and autonomy in my work.
The support’s there when you need it but they really trust you to get on with the job with minimal supervision and interference. I also enjoyed the variety: small and large projects and a range of industries. The highlight was a large-scale change programme for an oil and gas client which was a very demanding but gave me a great sense of achievement personally and meant a lot to the firm.
After 5 good years with Berkeley, I decided I wanted a change of direction. My main driver was wanting to be part of the longer-term direction of one business rather than moving from one client project to the next, so that meant a move from consulting to in-house. I felt I could be completely open with the Partners about my plans and they were constructive and supportive in helping me to make the move. After a bit of time out, I took up a great opportunity with rightmove.co.uk. Over ten years later, I am now Chief Executive. It’s a very different role of course, but I learnt a lot about leadership at Berkeley and that’s been incredibly useful.
After studying Geography with Commerce at the University of Birmingham, I spent a year with Commercial Union where I enjoyed my time in a team assessing a joint venture opportunity. With this introduction to the world of strategy and business change, I decided to join a mainstream consultancy and Accenture where I built up a real depth of experience in strategy, operating models and delivering large change programmes in Europe and the US. Ten formative years later, I felt it was time to take a new direction in my career and Berkeley offered just that.
I really enjoyed Berkeley’s distinctive personality and community culture. I was given the freedom to work closely with my clients on their most demanding challenges. From investment banking, through oil and gas to the beer industry, new and varied roles stretched me further than I had gone before. I held genuine positions of influence on major change programmes, extending the depth and breadth of my knowledge and growing my leadership skills.
After 5½ years at Berkeley, I felt that my big programme delivery and IT strategy experience had set me up for the next step: a major in-house IT role with genuine P&L accountability. While working at BP with Berkeley, it emerged they were looking for someone to lead their European Corporate Projects function. Discussing this openly with the partners, this was the opportunity I was looking for, so I grabbed it with both hands. A rewarding two years later, a ‘black swan’ opportunity came up and we moved the family to Sydney where I joined the Commonwealth Bank of Australia. For two years I led an 800-strong shared service technology delivery organization before moving into my current role as the CIO for the bank’s anti-money laundering, counter terrorism financing and fraud prevention functions.