Why do people quit consulting jobs?

The combination of long hours, travel, high work intensity, and stress can affect consultants' physical and mental health, as well as their relationships and family lives. As a result, many choose to leave consulting in search of a better work-life balance. Management consultants usually leave their jobs after 2 to 4 years. Some are drawn to offers with higher salaries, more autonomy, or a better work-life balance; others quit to gain new experiences and update their learning curve, or to pursue other long-term plans.

And finally, some consultants quit to retire from the consulting culture. The rapid progression promised in consulting can be frustrating when consultants discover that promotions aren't always meritocratic. For more than a decade, I have helped hundreds of consultants make the transition from consulting to the industry, with a specific focus on the retail sector of 26% of consumers. The same mentality and culture that make consultants unique and so efficient are also part of their “weaknesses”: Consultants tend to place too much emphasis on structure.

Every year, hundreds of strategy consultants make the transition from strategic consulting to the industry. Tired of the mercenary nature of their work, since they rarely see projects throughout their life cycle and, even less, see the fruits of the work they do for clients, many consultants work internally with the goal of owning their own product or function and integrating into a company. In other words, the same type of people that consulting firms need are the people who will leave those consulting firms. From a business point of view, consultants usually have a specific set of tools, including analytical rigour, academic background, excellent training, consulting and program management skills, extensive knowledge of multiple sectors, and experience in promoting programs of change.

Clarasys is best known as a transformative consultancy focused on improving and innovating systems and services to help its customers grow and develop their brand. The desire to help people follow the same path, join these prestigious consulting firms and learn the best and most transferable professional skills and earn an almost unquestionable brand, has led to the founding of this same platform, MConsultingPrep, which offers complete materials for each step of hiring consultants, from the curriculum to the last case interview. Consultants often leave work when they have stuck in their learning curve (i.e., when they can learn very little from consulting work, even with large amounts of effort). The reasons why consultants can receive such high offers are the broad set of skills they gain from consulting work (such as their exposure to high-level corporate management or their ability to influence people and negotiate), as well as the brand of their former employers (having MBB on your resume gives you a lot of bragging rights, and with good reason).

Management consultants can easily receive offers that pay 50 to 100% more than their consulting salary after just 2 to 4 years working at McKinsey, BCG, or Bain; these offers usually come from large corporations, technology startups, or the financial industry, but they're not the only options for a consultant who's already working.

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