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A lot of CVs get sent through applications via Movemeon. Especially CVs from consultants and former consultants (given our membership)!‍ Here are a few insider tips and tricks:
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Make every word count

In the UK, your CV should ideally fit nicely onto 1 page. If it’s a real squash, go for 2, but never more than that. You’re probably past needing to write about being a school prefect or captaining the tennis team. Companies receive a huge number of applications and typically your CV will be reviewed on an average of 6 seconds. Remember, your CV is a conversation starter. It’s a tool to get you to interview, where you can share more details. It should leave the reader wanting more. If you write too much detail, you may make it more difficult to strike up interesting dialogue at interview.

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Don't structure your CV by project

If you are a consultant, writing a few lines/bullets about a selection of projects is NOT a reader-friendly format. You are thereby requiring the reader to draw their own conclusions about your key skills. Instead, try structuring your CV by key skill (‘analysis’, ‘team leadership’, ‘finance’, ‘stakeholder management’ etc) and writing a few / lines bullets to substantiate each of these – drawing from a range of projects for each skill. Put the skills in bold as mini titles. Even more, adapt the skills you list to reflect the exact skills – even the language – of the employer’s job post. That way, the reader can scan through your CV and tick all their boxes in seconds.

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Write a personal summary

This is 2-3 lines at the top of the page saying “this is me, what I want to do and why that’s a perfect fit for this job”. The combination of personal summary & the bold list of skills is all the reader needs to know.
Make it easy to navigate: first impressions count, so it needs to look attractive. A “busy” CV intimidates the reader while a good, clear format is your best friend: use section titles and bullet points to divide into bite-sized chunks and avoid long passages of text. Resist the temptation to reduce the size of your margins – whoever reads your CV will want somewhere to make notes. The reader will have specific “boxes that you need to tick” so the easier you make it for them to find this information, the better.

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Talk about results

Don’t just describe what you did. Your achievements – particularly at work – will seem more impressive if you get across the impact that your actions had. Use numbers where possible (e.g., generated 9% sales growth YoY, delivered £92m efficiency savings).

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Don't miss iff your interests

Often what you do outside of work is what can differentiate you from another consultant/ex-consultant with similar experience. It shows you’re an active, interesting person and often provides a comfortable ice breaker at interview.

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Get friends to proofread

Your CV is very personal, so you will find it impossible to be objective. Send it to a few friends and take their advice. Headhunters will often have useful tips too. It might involve a few iterations but it will get better with each one.

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Never send your CV to a headhunter or recruitment agent without a draft not for distribution watermark

You may not know this but recruitment agencies may blanket email out your CV to loads of companies without your knowledge. If they get a bite, they will then contact you and try to talk you into applying for a role. This can make you look really uncoordinated if you’ve applied for a role at the same company directly in the meantime. If a recruiter asks for a copy of your CV, say no until they provide you with an exact job description that interests you and is live. Even then, send a pdf version of your CV clearly stating exactly which role and company this CV is to be used for.

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Even a great CV benefits from a cover letter

If you think a job sounds amazing, you can be sure that others like you think the same. Your application will not stand out unless you write a compelling cover letter. What’s the point in spending hours revamping your CV for it to be overlooked as your application lacks a cover letter?! For help on this, why don’t you have a look at our article about the importance of cover letters?

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At Movemeon, we connect (ex) consultants and freelancers with tailored job opportunities, industry insight & events. Register now to view and apply to jobs and for networking and events.

Click here to view insider tips on how to be successful on Movemeon from our success managers

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Are you looking to hire a Chief of Staff? In this article Movemeon’s co-founder Rich shed light on how this role can be different depending on the size of your organisation, what salary you need to pay and the most important thing to get right when hiring a Chief of Staff.

The Chief of Staff role is a perfect fit for the consulting skill set. Beyond strategy & transformation teams, it’s a common home for consultants making their first job move out of consulting and into “industry”. It’s a role that can exist in everything from startups to multinationals to public sector organisations, and it’s very commonplace in Private Equity backed portfolio companies too.

1. What alternative job titles are there for a Chief of Staff?

The job title “Chief of Staff” is enough to put some people off hiring one. Let’s face it: the title is very vague, somewhat grandiose, and conjures up images of the West Wing. That’s why many organisations prefer to use a more descriptive job title, like “Right Hand to the CEO”, for the purpose of marketing this opportunity.

Plenty of larger organisations also have a “Right Hand to” for various senior team members, like the COO, CFO etc. In smaller organisations, the Chief of Staff can be a shared resource for the leadership team (rather than purely for the CEO / Founder).

What alternative job titles are there for a “Chief of Staff” or “Right Hand to”?

Other job titles I’ve seen used include:

• “Strategic Assistant to”
• “CEO’s / Founder’s Associate”
• “CEO Office Lead” / “Head of the CEO’s Office”

Equally, roles such as “Head of Special Projects” or “Head of Strategic Initiatives” tend to have very similar remits. In itself, the “Chief of Staff” job title tends only to be used in larger organisations (including the public sector).
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The job title “Chief of Staff” is very vague, that’s why many organisations prefer to use a more descriptive job title, like “Right Hand to the CEO”.

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2. Startups & scaleups – Why hire a Chief of Staff?

It has become very commonplace for a growing business to hire a Chief of Staff. In these types of startup businesses, the title “Right Hand to” or “Strategic Assistant to” is more widely used, particularly outside of the US (where Chief of Staff is more usual).

The main reason startups and scaleups hire a Chief of Staff is to give the CEO / Founder and senior leadership team more bandwidth. Typically, these organisations are not yet big enough (e.g, 25-250 people) for a fully-fledged strategy or transformation or special projects team. Therefore, the Chief of Staff fulfills that remit and typically, as the organisation grows, goes on to lead a larger team within a more established / formal organisational structure (commonly COO, Strategy & Innovation Director).

The main responsibility of the Chief of Staff is to take ownership of important projects that the members of the leadership team don’t have capacity to deliver, but are important enough to be on the CEO’s to-do list. These projects can range from researching new market entry, to creating organisational processes, to developing an early insights-type function.

In smaller startups the CEO tends to do multiple roles as the team is not big enough to hire a dedicated COO / CFO / Head of Insight etc, and if there is a Co-Founder, they tend to be technical (i.e, focused on the product). So the Chief of Staff becomes a “mini me”, helping the CEO / Commercially Oriented Founder deliver across all these areas. Simply puts it doubles the CEO’s capacity.

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The main reason startups & scaleups hire a Chief of Staff is to give the CEO / Founder and senior leadership team more bandwidth.

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3. Startups & scaleups – How much do they pay a Chief of Staff and what experience do they look for in candidates?

Startups favour a more junior hire for Chief of Staff than larger organisations. In our experience of supporting 1,000s of startups hires through Movemeon, someone with ~2-5 years of consulting experience is what startup Founders and CEOs look for.

In joining a startup, consultants are happy to make a sideways (or sometimes slight downwards) move in terms of basic salary. So, in the UK, the basic salary for a startup Chief of Staff is normally between £70,000 – £100,000, depending on the seniority desired.

Equity / options are very much expected for a Chief of Staff and the startups able to recruit the highest potential talent will have these in place. After all, the Chief of Staff often goes on to become a future leader as the business continues to grow (e.g, Commercial Director, Country Manager, Chief Strategy Officer etc).

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Startups favour a more junior hire for Chief of Staff than larger organisations. In the UK, the basic salary for a startup Chief of Staff is normally between £70,000 – £100,000, depending on seniority desired.

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4. Large organisations – Why do they hire a Chief of Staff?

In larger Private Equity-backed businesses, large domestic corporations and multinationals, the Chief of Staff role is typically aimed at a more senior candidate (although hiring for a more junior “strategic assistant” is not uncommon, perhaps in combination with a true “Chief of Staff”). While an element of “special projects” remains, a larger part of the role is to act on behalf of, or deputise for the CEO. The role involves a lot of stakeholder management of other senior colleagues and, as such, CEOs and other Execs hiring for a Chief of Staff typically seek candidates with ~7-15 years of experience.

In the largest organisations, the Chief of Staff will normally manage a team within the “CEO Office”, including analysts to support project delivery & research (to give the Chief of Staff bandwidth). It’s important to note that the Chief of Staff is not typically in charge of the CEO diary and there would be a separate Executive Assistant in that role (not to be confused with the “Strategic Assistant” – a common job title for a more junior Chief of Staff).

Chief of Staff is normally a stepping stone role performed for 12-24 months before moving into a commercial or operational leadership position. In this way, and similar to how strategy teams can be used for talent acquisition, hiring a Chief of staff every 1-2 years is a way to create a pipeline of high potential “future leader” talent.

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In large organisations, the Chief of Staff role is typically aimed at a more senior candidate. Hiring a Chief of staff every 1-2 years is a way to create a pipeline of high potential “future leader” talent.

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5. Large organisations – how much do they pay a Chief of Staff?

Chief of Staff is not a role confined to the private sector, as it is also commonplace in other types of large organisations (e.g, government, public & charitable sectors). While pay may be lower within non-private-sector organisations, typically the annual basic salary for a Chief of Staff in the UK is between £120,000-175,000. The Chief of Staff would expect a performance bonus in line with other colleagues at the same seniority and to benefit from a long term incentive plan (as is common for leadership tiers within big businesses).

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Typically the annual basic salary for a Chief of Staff in the UK is between £120,000-175,000

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6. What’s the most important thing in hiring the right Chief of Staff or accepting this position?

Here at Movemeon we support 100s of organisations in hiring a Chief of Staff or similar. We’re fortunate to have kept in touch with candidates and CEOs after they have started in the role and here’s a great summary from the horse’s mouth of the things to think about when hiring / interviewing.

The piece of advice we are given more than any other is to make sure you get on well with the person you are hiring / CEO you’ll be working with. The nature of the role means that this is a very close working relationship. You’ll be spending lots of time together and in that environment any friction can quickly build into an extremely unhealthy working relationship. So take your time in the interview process, ask lots of questions and make sure you spend some “non interview” time together before making / accepting the job offer.

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The nature of the Chief of Staff role means that this is a very close working relationship, make sure you get on well with the person you are hiring

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In einer zunehmend digitalisierten Welt ist die Rolle des Chief Technology Officers (CTO) für Unternehmen von entscheidender Bedeutung. Der CTO ist ein Schlüsselspieler in der Tech-Strategie und Entwicklung des Unternehmens. In diesem Artikel werden wir uns genauer ansehen, warum es für Unternehmen unerlässlich ist, einen CTO einzustellen und wie diese Position einen entscheidenden Beitrag zum Erfolg leisten kann.

Die Technologie als Herzstück: Die Bedeutung eines CTO

In der heutigen Geschäftswelt ist Technologie das Herzstück erfolgreicher Unternehmen. Egal, ob es sich um die Entwicklung neuer Produkte, die Verbesserung von Geschäftsprozessen oder Datensicherung handelt - Technologie spielt eine Schlüsselrolle. Hier kommt der Chief Technology Officer ins Spiel. Der CTO ist verantwortlich für die Gestaltung und Umsetzung der technologischen Vision eines Unternehmens.

Innovation und Wettbewerbsfähigkeit: Ein CTO treibt Innovation voran

Innovation ist ein entscheidender Faktor für den langfristigen Erfolg eines Unternehmens. Ein erfahrener Chief Technology Officer verfügt über das Wissen und die Fähigkeiten, um innovative Technologielösungen zu entwickeln, die das Unternehmen voranbringen. Dies kann die Einführung neuer Produkte und Dienstleistungen, die Optimierung von Geschäftsprozessen oder die Erschließung neuer Märkte durch digitale Initiativen umfassen. Durch diese Innovationen kann ein Unternehmen wettbewerbsfähig bleiben und sich von Mitbewerbern abheben.

Technologiestrategie und -führung: Die Verantwortung eines CTO

Er ist nicht nur für die Entwicklung von Technologielösungen verantwortlich, sondern auch für die Gestaltung und Umsetzung der gesamten Technologiestrategie eines Unternehmens. Dies umfasst die Auswahl der richtigen Technologien, die Sicherstellung der Skalierbarkeit und Sicherheit von Systemen sowie die Ausrichtung der Technologiestrategie auf die langfristigen Geschäftsziele. Der CTO ist auch für die Führung und Entwicklung des technischen Teams verantwortlich.

Risikominderung und Datensicherheit: Ein CTO schützt Ihr Unternehmen

In einer Zeit, in der Datensicherheit und Datenschutz von höchster Bedeutung sind, spielt der Chief Technology Officer eine entscheidende Rolle bei der Gewährleistung der Sicherheit von Unternehmensdaten und -systemen. Ein erfahrener CTO kann Risiken identifizieren, proaktive Sicherheitsmaßnahmen implementieren und im Falle von Sicherheitsvorfällen schnell reagieren. Dies trägt dazu bei, das Unternehmen vor schwerwiegenden finanziellen und rechtlichen Konsequenzen zu schützen.

Effizienzsteigerung und Kosteneinsparungen: Der CTO optimiert Prozesse

Er kann auch dazu beitragen, die Effizienz von Geschäftsprozessen zu steigern und Kosten zu senken. Durch den Einsatz von Technologie können manuelle Aufgaben automatisiert, Arbeitsabläufe rationalisiert und Ressourcen besser genutzt werden. Dies führt zu einer verbesserten Rentabilität und einem effektiveren Einsatz von Ressourcen.

Fazit: Der Chief Technology Officer als strategischer Partner

In einer Zeit, in der Technologie den Erfolg eines Unternehmens maßgeblich beeinflusst, ist die Rolle des CTO von entscheidender Bedeutung. Er treibt Innovation voran, entwickelt Technologiestrategien, schützt vor Risiken und trägt zur Effizienzsteigerung bei. Die Einstellung eines CTO ist daher keine bloße Investition, sondern eine strategische Entscheidung, die das Wachstum und die Wettbewerbsfähigkeit eines Unternehmens maßgeblich beeinflussen kann.

Kontaktiere uns, um mehr über das Einstellen von Talenten zu erfahren. Wir beraten dich gerne!

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Weitere spannende Artikel findest du hier.

Please tell us about your career journey so far.

My career path has had its share of twists and turns. I knew early on that I loved growth strategy and business operations- but I had no idea what that meant for a career. I ran a boutique in Los Angeles for 2 years before getting my MBA from Indiana University.

I connected with Bain & Company early on and really drank the Kool-Aid, I was drawn to the generalist model, the collaborative, data-driven approach, and the type of questions I’d get to tackle on a daily basis. I truly loved my time at Bain but wanted to work with more early-stage, mission-driven organisations.

Over the next 5 years, I worked in the start-up space and set up my own consulting business, focused at that intersection of strategy and impact. Towards the end, I realised mission-driven work was only about 50% of what I was working on but 100% of what I was interested in. I was happy with what I was doing but hungry to find a role where I could invest more of my time and energy on organisations truly driving impact. As part of the Jasmine team, I’m able to do all of that and more.

Can you walk us through the key factors that led you to choose Jasmine Social Investments as the next step in your career?

I like to say it was a bit of a happy accident. I was in a great place with my own consulting work but I wanted to do more with mission-driven organisations. I came across the job posting for Jasmine on Movemeon and was immediately drawn to it- the focus on impact data, the small team size, and the portfolio of incredible social entrepreneurs.

Once I met the team, it was a no-brainer. They are smart and humble and have truly created a culture where I can both make an impact and continue to learn and grow along the way.

In your opinion, how can the skills developed in management consulting be leveraged to drive meaningful change in the social sector?

There’s so much value the consulting toolkit can bring to any role, in my very biased opinion. I’ve always had an eye for the social sector throughout my career, so I think this question of “what can the for-profit strategy inform in the non-profit sector?” has always been top of mind.

During my MBA, I worked on projects with social entrepreneurs in Kenya, Botswana, Vietnam, and the US. At Bain, I was a part of multiple projects, partnering with Acumen entrepreneurs on questions of operations and growth. I also got to work with Bain’s education practice on a project standing up Washington’s Career-Connected Education. I’ve spent the last 5 years really at that intersection of strategy and impact- partnering with mission-driven start-ups, working on pro-bono projects with non-profits, and helping global organisations drive more sustainable practices.

I think strategy and operations best practices are, often, industry-agnostic. Customer best practices can really be applied across customer organisations. Supply chain best practices are helpful to most but especially organisations focused on the last mile– getting services and products to rural communities. I especially love to see the way digital tools and iterative, agile ways of working have truly become a critical pillar across social organisations. Learnings across these are very transferable across for-profit and non-profit sectors.

That said, now that I’ve switched to a social organization, I can confirm there are many parts of this world that are fundamentally different from the for-profit space. There is absolutely a lot to learn but that’s what consulting prepares you to do- learn on the job and ask the right questions along the way.

What advice do you have for fellow consultants looking to expand their careers globally? And how can they effectively utilise a platform like Movemeon to enhance their career prospects globally?

Just go for it! A lot of folks found their way into consulting through deep networking and intensive case practices. As a result, we are generally biased towards only applying to companies where we know someone or can at least get an informational interview set up. That’s not a bad strategy but platforms like Movemeon can help us move beyond that. I didn’t know anyone at Jasmine when I applied. I saw a role that seemed interesting, in a company doing really exciting work. Don’t count yourself out too soon- the worst thing that can happen is you don’t get the interview. But who knows- you might just end up on your next big adventure!

Could you describe how Movemeon played a role in your successful journey to securing the role with Jasmine Investments?

Movemeon played such a big role in getting me connected to and finalising my offer with Jasmine. With other platforms, you send in your resume and never hear anything or run through 5 rounds of interviews before learning the role isn’t at all what you thought it would be.

After I applied for this role, Naveen reached out to me and asked for a very targeted introduction to send over to the team but also gave me an overview of the role, the team, and the starting salary. They gave me honest updates on what the team was excited about but also what I was missing, so I could address their concerns head-on throughout our early conversations. It really felt like I had a partner and coach heading into my calls with Jasmine, and they stayed connected through my move from Los Angeles to Auckland.

I’m so thankful for their help in both connecting me to Jasmine to start and keeping the process moving so I could focus on what was important- learning about the role and getting to know the team.

This article explores the transition from strategy consulting to the corporate world. From problem-solving and analytical prowess at junior levels to emotional intelligence and team management at higher levels, Quentin explains the contributions strategy consultants can make in corporate positions, emphasizing the value of intellectual skills and sector-specific expertise gained in the consulting journey.

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Since the beginning of my career, I have had the opportunity to work in various environments, starting in a large strategy consulting firm before venturing into a private equity fund, and for the past few years, carving my path in companies, initially a SME and most recently a blue chip company. Through these successive experiences, I have gained a better understanding of the connections between these different environments and the value professionals can bring by crossing them.

Today, I would like to focus on the transition from the world of strategy consulting to that of the corporate world, a path followed by the majority of consultants.

Obviously, the descriptions here are primarily intended to provide a simplified portrait of the major strengths and weaknesses of consultants when they join the “real” corporate world. Each situation is unique, and there are exceptions to the mentioned trends. Additionally, this article represents only my personal and therefore subjective opinion.

Understanding Strategy Consulting roles

It’s important to highlight that the role of “strategy consultant” actually covers very different realities depending on the level of seniority: from a junior consultant expected to perform precise analyses and communicate clear conclusions, to a team leader managing client expectations and their consultant team, and finally to a Partner developing close relationships with a client portfolio, usually within a specific sector, identifying the client’s specific problems, and structuring (and selling!) consulting missions to address them. Therefore, it is natural that the skills former strategy consultants bring to their new employers also evolve alongside this hierarchical progression.

However, the consulting world possesses certain characteristics that transcend roles and develop skills in consultants of all levels that are appreciated by companies: the ability to juggle multiple priorities within tight deadlines, and facing frequently changing issues, in an intellectually and physically demanding environment.

Analytical prowess and initial challenges

For many junior consultants (from the Associate grade up to Senior Consultant, which precedes Project Leader), the experience in a consulting firm is their career’s first. Outside the firm, they gain exposure to the corporate world through their assignments. Here again, the relationship they maintain with their client contacts, often very formal and limited, does not allow them to get a true sense of the diversity of profiles that make up a company.

Unsurprisingly, former junior consultants excel in structuring and solving problems, analytical power, synthesis and communication skills, both written and verbal. Thus, it is not surprising to see these individuals excel in roles as generalist “individual contributors” of internal consulting. This first role should be seen as a transitional phase before moving to more complex human and emotionally challenging roles.

Indeed, former strategy consultants often exhibit a gap between their intellectual skills, for which they were initially recruited and which they have enriched during their early career years, and their human skills (empathy, conflict resolution, team management, etc.), which often primarily develop through experience.

Leadership and driving transformation

At a Project Leader or Principal level, strategy consultants are often appreciated for their ability to manage teams with high intellectual potential and, in some cases, for their sector expertise. Consequently, they are often called upon to lead transformation teams or internal consulting, and their interaction with high-level managers allows them to strengthen their emotional quotient before making the transition to a role managing P&L and a more diverse team.

Sector experience and executive roles

Finally, at the Partner level, companies seek genuine sector expertise, and possibly a network of contacts. Indeed, the Partner operates for several years in a limited number (at most) of industries and functions that enable them to quickly identify the source of a problem and deploy resources (internal or external) to solve it. Former Partners usually occupy an executive committee level role, often in strategy, sometimes in finance or managerial responsibility roles, the latter two being more common when the Partner has prior corporate experience.

Optionality in career development

In conclusion, the contribution of former strategy consultants varies greatly depending on their level of seniority. However, in all cases, experience in strategy consulting enables one to develop specific intellectual skills, such as critical thinking and analytical abilities, as well as in-depth knowledge in particular sectors that can be highly valued in the corporate world. The creation of optionality is a major attraction factor of this career path.

This article was guest-written by Movemeon member, Quentin Toulemonde. You can find more from Quentin on his blog, The FT Explained.

Countless career options are open to you after consulting but Growth and Business Development positions are often the first step out of in-house strategy for consulting-trained professionals. We often get asked what are the skills needed to succeed outside of consulting, particularly in these sorts of functions.

Movemeon recently hosted an event with our partners at Trainline where we asked Matthias Mahr (VP International, ex-BCG) and Sakshi Anand (VP Growth, ex-Goldman) in the landscape of professional growth, what qualities set individuals on a trajectory for success. 

The journey to the top is one for those with a knack for problem-solving, an appetite for continuous learning, and a genuine thrill derived from impacting both the top and bottom lines.

Tips for Moving into a Growth Role

Expand Your Network:

Getting to know people within your company is not just networking; it's building relationships that foster growth. Curiosity becomes a catalyst for learning from others' experiences and perspectives. Getting to know and making an impression on leaders in an adjacent function like business development is often the best first step leading to an internal move e.g. from in-house strategy / transformation.

Choose Wisely:

Joining a company with a track record of moving individuals functionally provides a clear path for progression. Seek environments that value and support your professional development. Choosing a business with a strong growth trajectory will also likely offer more internal opportunities in the future.

Act Beyond Your Role:

Stepping into a role's seniority before being officially promoted is a mindset shift that accelerates growth. Embrace the responsibilities and challenges that come with the position you aspire to be in.

Believe in the Mission:

Aligning personal values with the organization's purpose creates a powerful synergy that propels both you and the company forward.

Leverage Your Strengths:

Identifying and playing to your strengths is your best bet when it comes to professional growth. Recognize what sets you apart and use those attributes to drive success.

Embracing Growth Mindset

Problem Solvers' Paradise:

For problem solvers, growth is a playground for innovation. Constant challenges become opportunities to showcase analytical prowess, resilience, and the ability to navigate uncharted territories.

Learning Enthusiasts:

Marketing strategies evolve rapidly. A passion for perpetual learning is not just an asset; it's a necessity. Thriving in a growth-oriented environment requires a commitment to staying ahead of the curve and understanding that what works today may become obsolete tomorrow.

Buzz from Impact:

A career in growth brings the thrill of witnessing tangible impacts on revenue and profit fuels the journey. Individuals driven by the desire to make a meaningful contribution to the top and bottom lines find their sweet spot in environments where growth is not just a goal but a measurable outcome.

Overcoming Fear:

Taking on overall responsibility and accountability, especially with the intimidating prospect of P&L ownership, becomes a challenge that growth enthusiasts willingly embrace. It's about turning fear into fuel for personal and professional development.

Skills at the Summit

Coaching and Development:

At senior levels, the focus shifts from individual achievements to fostering a culture of growth within the team. Loving the art of coaching and developing others becomes not just a skill but a cornerstone of leadership.

Conclusion

In reality, being in a P&L leadership role doesn’t require a hugely different skillset (than the one you develop from in-house strategy). The biggest change is managing a larger and far more multi-disciplinary team. It far more becomes about coaching and developing others.

About the event

Our largest community event to date, it was so brilliant to see so many Movemeon members in attendance. A big thank you to our hiring partners, Trainline, who hosted the event where these great insights were shared. As well as to our guest speakers: Sakshi, Matthias, Joe and Giampiero.

If you’d like more information about how Movemeon partners with organisations looking to grow their teams, get in touch by filling out the form below!

Interested in content related to growth functions?

• How to become a Chief Growth Officer (Video)
• At what point is it best to leave consulting?
• Life as Senior Business Development Manager

Ever wondered what it's like to be a CEO? It's likely you have, as so many CEOs have a consulting background. We asked Joe Falter (former CEO and founder of Jumia and founder of Zapp, ex-McKinsey) and Giampiero Marinò (CEO at Treatwell, ex-BCG) at our recent event with our hiring partners, Trainline. 

Spoiler alert: it's not always glamorous. When it comes to senior leadership, simplicity takes centre stage, success in the CEO role can be measured by the success and autonomy of your leadership team.

Our data suggests more than half of ex-consultants have ambitions towards the C-Suite. Alongside this article, we have a host of great interviews with industry leaders.

Navigating the CEO Landscape

The Ultimate Decision-Maker:

At its core, being a CEO is about making decisions, often tough decisions. Simply put, it’s about effective capital deployment to further the business. Procrastination or avoidance only exacerbates challenges. Embracing this head-on is the essence of the job.

Resilience is imperative:

The position demands resilience. CEOs are faced with constant challenges, setbacks, and uncertainties. The ability to bounce back and navigate through turbulence is crucial for the role.

Juggling Stakeholders:

Balancing acts are part of the CEO's daily routine. Juggling investors, non-executives, and the senior team requires finesse.

Isolation and Networks:

Loneliness can seep into the CEO role, but building a network of confidantes in similar roles provides a crucial support system. Sharing insights and experiences becomes incredibly valuable in the face of isolation.

Success Redefined:

Success isn't about personal glory. It's when you feel redundant because your team is thriving independently. True success is when operational value becomes secondary to the team's autonomy.

Pearls of Wisdom

Competitor Awareness without Obsession:

Keeping an eye on competitors is crucial, but obsession narrows thinking. CEOs should seek to redefine categories rather than simply play in them. Innovation often lies beyond the boundaries set by competitors.

Over-Communication as Strategy:

Communication is the CEO's most potent tool. Over-communicating, especially about company culture and strategy, ensures everyone is on the same page. It's a relentless effort to align visions and foster unity.

Feedback-seeking Culture:

Creating a culture where feedback, both praise and constructive suggestions, flows freely is an art. CEOs must actively seek feedback, as people won't naturally provide it. It's a vital loop for personal and organizational growth.

Conclusion

As Giampiero said, “The CEO role isn't for everybody but if you’re naturally resilient and can juggle many balls, it can be an extremely rewarding place to find yourself.” Beyond the spotlight, CEOs craft success not for themselves, but for the independence of their teams and the continued improvement of their businesses.

About the event

Our largest community event to date, it was so brilliant to see so many Movemeon members in attendance. A big thank you to our hiring partners, Trainline, who hosted the event where these great insights were shared. As well as to our guest speakers: Joe, Giampiero, Sakshi and Matthias.

If you’d like more information about how Movemeon partners with organisations looking to grow their teams, get in touch by filling out the form below!

Interested in more content about the CEO role:

• How to become a CEO (Video)
• How many CEOS have a consulting background?
• From Strategy to CEO: The best advice

In-house strategy jobs are a natural destination for candidates leaving top tier strategy consulting firms (like McKinsey, Bain and BCG). But as a leader of an in-house strategy team, how do you attract, recruit and retain the best strategy candidates?

In this ultimate “how to” guide to recruiting and retaining the best strategy candidates and building an in-house strategy function, we collate all of our data-driven insights gained from:

• Partnering with 100s of strategy teams worldwide to help them hire better
• Regular conversations with Chief Strategy Officers in our global network and
• Data collected via our hiring platform - movemeon.com and regular user surveys

Below you will find practical tips that will help shape your strategy team and recruitment approach. We hope you find them useful. 

If you would value a more in depth discussion about any of these insights or how movemeon.com applies ground breaking technology to strategy recruitment, please get in touch so we can schedule a time to say hello and answer your questions.

What candidates are looking for when leaving strategy consulting 

Insight - “work-life balance & impact”

Our survey data clearly shows that there are 2 main reasons that people leave strategy consulting firms. When asked for the main reason they left / would leave, 87% of candidates cite one of:

1. Better work-life balance / control (55%)
2. More impact (32%)

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When it comes to work-life balance, our data shows that job satisfaction remains stable between 35-55 working hours per week. Above 55 hours, job satisfaction falls sharply because working more than 11 hours per day, requires routinely working in the evenings or putting in hours over the weekend.

Pay was the main reason to leave consulting for just 8% of professionals. When it comes to compensation, the vast majority of consultants are happy with a sideways move (i.e, maintaining but not significantly increasing their take-home) when considering in-house strategy roles.

Practical tip: work-life balance

CONTROL is what's really valued (e.g, weekends back; committing to mid-week evening hobbies / family time - rather than receiving a call from a Senior at 6pm and given 5 hours work).

Build your team culture around (1) delivering results rather than face-time and (2) a genuine belief that people do their best work when their fresh and have a balanced life. Don't worry if you do work the occasional evening or weekend - strategy professionals understand exceptions happen and typically aren't set on a 9 to 5!

Here's some text you can use - in job descriptions or to frame an answer to a question about work-life balance:

"We focus on outcomes, not hours worked. We believe people do their best work when they're feeling fresh and able to keep their commitments outside work. So you are in control of your hours.

We're an ambitious & high-performing team, but that doesn't mean we routinely work very late into the evening or on the weekend.

Ultimately we trust everyone to deliver in their job in a way that is sustainable for them."

Practical tip: impact

The majority of strategy consultants miss being able to see the results of the work they do. Typically, they come up with recommendations but the project ends before those recommendations are acted upon.

Build your team responsibilities to include partnering colleagues through the “delivery phase”. Enable your team to help turn recommendations into reality and learn to adjust those recommendations in the “real world” based on what’s working / not working.

Common candidate questions to prepare for:

• What are the 3 most impactful things the team has delivered in the past 2 years?
• Are there common roadblocks to adding value? How do you overcome these?
• How is team success measured (beyond “running a successful strategic planning process”)?

Click here to view our best success stories for strategy hires!

What candidates look for in an in-house strategy team - the “stepping stone”

Insight - “the stepping stone”

Our survey data shows strong demand for strategy roles in all sizes of organisations. Whether you are a start-up or a long established multinational, there is strong candidate interest in joining your in-house strategy or transformation team.

However, the most popular strategy teams are set up as a stepping stone. Candidates are able to join for a defined period of time (typically 1.5-3 years) before moving into commercial or operational roles within the business. In fact, 62% of candidates aim for their career to move towards a CEO/COO/General Manager position. Whereas only 21% aim to stay within a strategy or transformation function (and become a leader there).

Practical tip - “the stepping stone”

Mindset: Leaders of the most sought after in-house strategy teams accept that they will constantly lose talent as those people move internally. They view seeding the business with talent as a key factor that defines their success. 

Job description: Reference the team as a “pipeline” and evidence that by showcasing 2 or 3 people who have moved out of the team and been successful in non-strategy roles across the company. 

Equally, make it clear that progress in the team (either to take on more responsibility / a more senior role) is also a possibility and the approach to progression is meritocratic (i.e, high performers can take on more responsibility, quickly) - after all, 1 in 4 candidates do envisage staying and progressing within the team.

Common candidate questions to prepare for:

• How quickly do high performers progress & how does their role change in the team?
• What teams and roles can people move into from the strategy team? Can you share 2 or 3 recent examples?
• How many years do people typically stay in the team?

https://www.movemeon.com/success-stories/

What candidates look for in an in-house strategy team - “impact enabling reporting lines”

Insight - reporting lines

You’ll recall that at the start of this guide, “impact” was shown as the 2nd most important thing candidates are looking for in an in-house strategy  team / role. Candidates perceive that the team is likely to be more impactful if the organisation structure places importance on the strategy team. The most common things that candidates look for are:

• Chief Strategy Officer (CSO) (i.e, the team leader) being a full member of the Executive team
• CSO reporting to the CEO (as a first preference)
• A central strategy team as opposed to a decentralised structure where 1 or 2 strategy professionals sit in each business unit
  • Where a decentralised structure makes sense, a clear structure for collaboration and clear delineation of ownership areas
• A clear - and preferably relatively flat - structure within the strategy team

Practical tip - reporting lines

Whatever reporting line you currently have, you must be able to evidence that it empowers the team to have maximum impact. In your job descriptions and/or initial discussions with prospective candidates we recommend:

• Describing the team i.e,
  • Size
  • Hierarchy / structure
  • Common backgrounds
  • Way of working
    
• Describing the main enablers of team impact
  • Reporting line
  • Regularity of time with the CEO/ COO/ CFO
  • Regularity of exposure to the wider Executive team

Common candidate questions to prepare for:

• Who does the CSO report to?
• Is the CSO a full member of the Executive team?
• How often do strategy team members meet with the CEO/COO/CFO/Exec?
• Is there 1 group strategy team? Or a team for each region / business? Or both?
• If multiple teams, how do the different teams collaborate? Is there a hierarchy?

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Movemeon was founded by two MBB alumni, but works with consultants from a comprehensive range of firms. Find out how we can help hire a specialised strategist for your team.

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Jumia, Monzo, Transferwise, Funding Circle, Zopa, Qonto, Gocardless, Jobteaser, Innovafeed are some of the most well-known and celebrated start-ups. And they were all founded or co-founded by ex-consultants. In this article, we look at why there are so many consultants founding successful businesses and leading start-ups.

We’d like to start by thanking the following for their time and great insights. Alexandre Prot (Ex-Mckinsey & Qonto founder), Aude Guo (Ex-Mckinsey & Innovafeed founder), Antoine Loron (Ex-Roland Berger & Hublo founder), Martin Pellet (ex-Kearny & LBF founder), Grégoire Schiller (ex-Roland Berger & Simundia founder), Nick Patterson (ex-McKinsey & Movemeonhttps://www.movemeon.com/ founder).

The “consulting profile” and why some are driven to start companies

“Consultants that started with me at McKinsey had two things in common. Firstly, they were some of the highest achievers I’ve met. Secondly, they didn’t know what they wanted to do.” (Nick)

Consulting attracts high achievers as it is one of the most prestigious careers post-university. This is partly because the brands are so well known across industries. But also because it is recognised as a career that opens doors.

The combination of high achievement motive, and uncertainty around what you’re looking to do - not a single founder interviewed had entrepreneurship in mind when they joined consulting - means there are a lot of consultants who look to leave after a few years.

Turnover is extremely high in consulting. Whilst some of that is driven by “up or out” policies, the majority of the people leaving do so because they didn’t want to follow the track to partner. And this was commonly accepted within the business. People could therefore talk openly about leaving, and in return would receive great advice that would give you the confidence to launch businesses. Interestingly, both Nick and Alexandre mentioned that consulting gave them the confidence to launch businesses.

Finally, and that’s more an explanation of numbers rather than success, consultants know they have a strong employer brand to fall back on in case it goes wrong. It also means you have some very marketable short-terms skills. The option of freelancing gives you more liberty to try and start something.

Consultants are great do-ers, despite what you may have heard!

The myth that consultants aren’t do-ers is regularly parotted. However, from what we’ve seen of peers and the consulting alumni community, quite the opposite is been true.. 

In the early days of setting-up Movemeon, the most common challenge we’d hear from potential employers was that they didn’t want to hire consultants. They were concerned that, whilst they were very good at advising, they weren’t good at executing.

Whilst I couldn’t agree more on the importance of execution, I think the common misconception about consultants not being good at delivery, is wrong. Martin said that the high day rates charged by consultancies (especially strategy houses) and the high-standards demanded by boards of large businesses, means consultants have an obligation to deliver results and have to learn to deliver at pace.

On top of being good do-ers and dealing well with time pressure, consultants are also particularly good at multitasking. Alexandre, in the early days of Qonto, was able to work on strategy, finance, management, marketing and even Office Management. Antoine also highlighted that in a similar way to consulting, when you’re an early stage founder you learn by doing. 

Being good at multitasking, being a good “do-ers”, and working with tight deadlines, it looks like early stage start-ups have more in common with consulting than what we could expect!

Problem solving and prioritization: key skills for founders

Movemeon has been founded by two ex-Mckinsey and therefore our working has been influenced by strategy consulting. If I had to highlight two differences between past start-ups’ I worked for - not founded by ex-McKinsey consultants - and Movemeon it would definitely be the omnipresence of problem solving and prioritization in my day to day.

Those two skills are central to consulting work. Diagnosing issues (issue trees, driver trees) and using data to prioritise execution are the central aim of any consulting project.

Alexandre said that his consultant background helped him to structure his reasoning to tackle any complex problem. Aude and Martin agree on this point, in an early-stage start-up you keep resolving problems. How am I gonna finance this project? What type of offices should we choose? More generally, how do you do things efficiently?

Grégoire highlights that consulting gives you the structure to effectively prioritise using concepts like 80/20. Aude defines the ability to prioritise as hugely important. She said “It’s mostly about what you don’t do, not what you do. You need clear criteria to make the decision (not only for yourself but also understandable and acceptable to others; and something that is engaging).”

Networking and communications

If the network is a pretty obvious benefit of consulting, I’ve been surprised how often effective communications have been described as a key skill learnt from consulting. 

Consultancies have unparalleled alumni networks. A shared brand that means people are prepared to not only meet, but give you advice. This is invaluable in the early days, as you look to further develop your idea. Also perhaps more importantly, make your first few sales (if your product is B2B). Grégoire remembers using Roland Berger’s network for closing first clients. Unlinke business school, consulting networks are usually more senior than you and therefore unlock way more opportunities when you’re an early stage founder.

Working with senior people in consulting trains you in effective communication. Aude said “communication is key as 80-90% of the time, being a founder is about aligning people and getting quickly to the point. Our business has people of very different professional backgrounds and needs. You need to understand and address quickly what is important for each person in a way that is relevant for them to get them on board: how do you convey the real message (get to the point). It’s about not spending one hour on a topic if it can require only 3 minutes.“

Related to communication, stakeholders management is a key skill developed in consulting. You need to be able to communicate in the right way with everyone: investors, clients, suppliers.

Consulting and entrepreneurship are still obviously two really different worlds. Grégoire was saying that you have to unlearn consulting to do entrepreneurship as the way you take decisions can be very different. Nevertheless, consulting is undoubtedly a great training for entrepreneurship. 

It trains you many key skills for early stage founders: Communications skills, stakeholder management, prioritization & problem solving. Having worked with 100+ start-ups, mostly founded by ex-consultant since 2 years and closing hiring like Director of Sales operations for 360Learning, Head of Germany for Hublo, Head of Partnerships for Luko, I knew consultants were a great fit for start-ups and those interviews confirmed the transferable skills that you get from consulting.

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