For Berkeley people, there are no pigeonholes.
Our consultants come from various high-calibre consulting backgrounds – strategy, change management, or programme delivery. They often arrive with an industry or other specialism. Once here, they will lead both strategy and delivery assignments across different sectors and business areas. It might seem a big step at first, but variety is a big part of the job: it drives development and helps Berkeley folk become more rounded and effective.
We don’t have junior consultants. Instead, we work alongside senior clients and their teams, or lead large teams within our client organisations.
This means our work is usually critical, complex and challenging – and needs to leave a legacy. It also means each assignment is unique. We draw on our collective experience and judgement to come up with the right answer – but we also need to build strong and senior relationships, lead from front and rear, and deal with complex issues and ambiguity.
You could be shaping a strategy, developing a target operating model, reorganising a division, building a business case, reviewing or leading a business critical programme, or plenty more. Most jobs will be stretching, so we are careful to match roles to experience levels. Plus, our consultants are always well supported by both a dedicated partner and the collective brain of the wider firm.
Our consultants don’t have sales targets but are often involved in shaping and securing new assignments. Given Berkeley’s size and culture, everyone can play an active role in developing the firm. But we minimise bureaucracy and process so you can get on with what’s most important – doing the best possible work and building great relationships with our clients.