Consulting Partner Mobility in a Disruptive Market

Partner mobility at the top of consulting has shifted.

Lateral moves are fewer, exits are sharper, and the strongest pull now comes from industry and private equity. At the same time, technology and AI are changing the definition of excellence. Partners are now expected to create new revenue streams through innovation, demonstrate emotional intelligence to drive transformation, and translate technology investment into measurable client impact.

Given the rise of moves driven by discrete firm events and the accelerating influence of technology on performance, Russell Reynolds Associates set out to understand what drives senior consulting partners to leave their organizations and what attracts them to new ones.

To separate anecdotes from patterns, we drew on dozens of conversations with senior leaders across strategy houses, the Big Four, and tech services firms globally. Despite differences in market and model, similar pressure points surfaced across conversations.

Firms that combine purpose alignment, clear vision, credible investment, and human connection send a powerful signal of partnership intent. In a market defined by disruption and choice, these qualities distinguish firms that convert opportunity into sustained business advantage.

Authors

Nicolas Schwartz leads Russell Reynolds Associates’ Business & Professional Services sector. He is based in Paris.
Ravenna Stafford is a member of the Russell Reynolds Associates’ Commercial Strategy & Insights team. She is based in New York.
David Andersen is a member of Russell Reynolds Associates’ Professional Services & Technology practices. He is based in Atlanta.
Ryosuke Takai is a senior member of the Russell Reynolds’ Associates’ Professional Services & Technology practices. He is based in Tokyo.