1 Why did you join The Berkeley Partnership?
My main reason for joining The Berkeley Partnership was the opportunity to apply my core consulting skills across a wide range of sectors and challenges. The Berkeley Partnership actively encourages its consultants to step outside their comfort zones and keep developing their capabilities through unfamiliar sectors ad challenges, rather than sticking to a specialism within a particular sector. Throughout the interview process, I asked everyone to tell me about their favourite engagement. Each person described something completely different, but they all spoke with such enthusiasm about the challenges they had tackled and the tangible impact they had made. I came away excited by the variety of The Berkeley Partnership's work and the prospect of contributing to such strategically important programmes.
The Berkeley Partnership also encourages consultants to keep broadening their experience rather than becoming narrowly specialised. Working across different sectors, organisations and transformation challenges means constantly learning and bringing fresh perspectives to clients. The combination of genuine client focus, collaboration and continuous development is what makes this company feel unique.
2 What core value or approach do you use to help clients achieve their aspirations?
The core value that means the most to me is doing the right thing. In practice, this means identifying what the client really needs and helping them to achieve it, rather than completing the tasks defined at the outset.
I saw this while helping a bank embed the Consumer Duty into its day-to-day services. Our initial role was to assess whether its remediation plan was sufficient to meet the Duty’s requirements. However, as the engagement progressed, I recognised that the team needed more support to understand the regulation and apply its principles with confidence.
In response, I worked with the client to provide training on the areas the team was least familiar with and completed a further exercise to map the Duty’s requirements to its planned actions. This gave the team a clearer understanding of what it needed to do, why each action was important and how the changes would ultimately support better outcomes for its customers.
3 Why did you become a management consultant?
I love solving problems, and when I was trying to figure out what I wanted to do after university, consulting was often described as solving complex problems on a huge scale. I wanted the opportunity to work with a variety of clients and tackle different challenges and have a home team to learn from and return to throughout my career.
This idea of consulting was reinforced during a six-week work experience placement in audit and assurance. While I enjoyed understanding how organisations operated, I found it frustrating that my role was to identify and document issues rather than work through practical solutions to resolve them. That experience confirmed that I wanted a career where I could help clients not only understand their challenges but work with them to deliver solutions tailored to their needs.
