About Berkeley

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.


I graduated from Liverpool University with a degree in Geography in 1999, and seeking variety while I decided what I wanted to do long term with my career, I began my management consultancy career at ...

Kirsty Nethersell, Partner

Kirsty Nethersell

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The people

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.

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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.

Case Studies

Our case studies show how we work with our clients to deliver real, effective change.

Designing and delivering multi-channel strategy

Bridging the gap between strategy and delivery

Berkeley supported Marks & Spencer in developing a five year strategy and programme of work for its direct-to-consumer business, M&S Direct, in response to a stretch target set by the CEO that called for a five fold increase in the business over as many years.

"I joined M&S just as Berkeley was completing the five year strategy for the Direct business. They quickly engaged me in the mobilisation planning process and helped me understand the thinking so far; especially important as my role was to set and deliver the strategy. Berkeley continued on to support me in delivering two of the five priority initiatives for this financial year. They showed themselves capable of bridging the gap between strategy and delivery and helped me maintain a strategic perspective as we moved into execution mode." 

Gillan Hawkes, then Head of Business and Channel Development at M&S Direct 

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The Direct business was a key growth area for M&S, and was an exciting, dynamic function in which to work. The difficult part of this assignment was not developing ideas for future propositions. It was more about framing them in enough detail to win the support of key stakeholders whilst being realistic about the implementation challenges and pace at which the programme could move forward.

Neil McClumpha

Neil McClumpha

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