Boston Consulting Group pays above the market for

, across 8 roles.

“At this level the work was intense, but it also became more predictable. I had a lot more control over my schedule than I did as a Consultant or Project Leader, although client demands could still derail a week with very little notice. Most weeks were probably 55 to 65 hours, with occasional stretches well above that during major proposals or transformations. The biggest challenge wasn't the workload itself, it was being accountable for both winning work and delivering it at the same time.”

“The biggest surprise was how normal everyone was. Before joining I had this image of strategy consulting being full of geniuses. Most of the top performers were just organised, reliable, and very good with people. A lot of the job was also more PowerPoint and stakeholder management than I expected.”

“The role provided significantly more exposure to executive-level conversations and commercial decision-making. Many projects required balancing strategic recommendations with operational realities, particularly during transformation and growth engagements where implementation complexity became just as important as the strategic direction itself. The experience also clarified some of the structural trade-offs of consulting. Professional development and compensation progression were strong, but the pace, travel demands, and unpredictability of staffing made long-term sustainability an increasingly important consideration. Led core workstreams across strategy, operational improvement, and transformation engagements for large corporate clients. Managed analysts and associates while supporting client communication, executive presentations, financial analysis, and implementation planning.”

“The experience confirmed my interest in strategy consulting and provided exposure to client problem solving, executive communication, and collaborative team-based delivery models. Supported consulting teams across strategy and operational workstreams through market research, competitive analysis, financial modelling, and presentation development for client engagements.”

“People who do well as a Project Leader are comfortable sitting in the middle of the chaos. You're managing a team, dealing with senior clients, and keeping the project on track all at once. The best people are organised, calm under pressure, and willing to make decisions with incomplete information. Technical skills matter, but leadership and communication matter more.”

“The compensation was strong, but it came with very high expectations. The hours were long, the feedback was direct, and the pace rarely slowed down. Looking back, I felt fairly paid for the experience and opportunities, but there were definitely weeks where the effective hourly rate felt a lot less impressive.”

“I think people underestimate how quickly you become close with your project team. You spend so much time together that some colleagues end up feeling more like friends than coworkers.”