Sarah was 28. Three years out of undergrad, two years at BCG. Analyst, then Consultant. She wanted to move into a Manager or Senior Manager role at a Series B company.
Every interview ended the same way: "You're really impressive, but we're concerned you might be too junior for this role. We're looking for someone with more years of experience."
Daniel was 38. Twelve years at Deloitte and KPMG. Senior Manager. He wanted to move into a Director or VP role at a growth-stage company.
Every interview ended differently, but with the same underlying message: "You have great experience, but we're worried this might be a step down from what you're used to. We don't want you to get bored or leave after a year."
Same problem. Different framing. Both are age narratives, and both are solvable.
Here's what most consultants get wrong about age concerns: they think the problem is how old they are or how many years they've worked. That's not it. The problem is how they're talking about their age and experience.
Age concerns aren't about chronology. They're about positioning. And positioning is completely in your control.
Why Age Concerns Surface More for Consultants
Consultants get hit with age-related objections more than people from industry backgrounds. There are two reasons for this.
Reason 1: Consulting Compresses Experience
Inside consulting, you're working on high-impact problems with senior stakeholders from day one. A 26-year-old McKinsey Consultant is presenting to C-suite executives. A 29-year-old Bain Manager is leading client engagements.
That level of responsibility happens faster in consulting than in industry. A 29-year-old in a corporate strategy role is usually an analyst or associate, not leading client work.
So when you transition, hiring managers look at your age and your scope of work and think "this doesn't add up." You're 28 but you've been advising Fortune 500 CEOs? You're 30 but you've led teams of 10 people across multiple engagements?
They're not wrong to be confused. Your experience is real, but it's compressed in a way that doesn't map cleanly to industry timelines.
The challenge: You need to help them understand that your three years in consulting gave you exposure and responsibility equivalent to five-seven years in industry, without sounding arrogant about it.
Reason 2: Consulting Titles Don't Translate Cleanly
A McKinsey Manager is not the same as a corporate Manager. A Deloitte Senior Manager is not the same as a VP.
But hiring managers don't always know that. They see "Manager" on your resume, and they think "this person should be targeting Manager roles, not Director roles." They see "Senior Manager," and they think "this person is too senior for this Director role, they should be targeting VP."
Your title signals one thing. Your actual scope and capability signal something else. That mismatch creates the age concern.
The challenge: You need to translate your consulting experience into equivalent industry scope without inflating your background or underselling your capability.
The "Too Young" Narrative (And How to Reframe It)
If you're hearing "you're impressive, but we're concerned you're too junior," here's what's actually happening:
Hiring managers see your age (or years of experience) and they assume you don't have enough depth, maturity, or gravitas to succeed in this role. They're not saying you're unqualified. They're saying they can't picture you in the role.
That's a failure of your narrative, not a failure of your capability.
What Not to Do
Most consultants respond to "too young" concerns by trying to prove they're mature. They use formal language in interviews. They overdress. They reference their most senior clients to show they've worked at a high level.
This backfires because it reinforces the concern. You're trying too hard to seem older or more experienced, which makes you seem less confident.
What Actually Works
The fix is to own your age and reframe the compressed timeline as an advantage, not a weakness.
Example framework for the "too young" narrative:
"I know I'm 28, which might seem young for a VP of Strategy role. But I've spent the last four years at BCG working on growth strategy for healthcare companies, which gave me a level of exposure and responsibility that usually takes 6-7 years in industry. I've presented to C-suite executives, led teams of 8-10 consultants, and owned client relationships worth $2M+ in annual fees. I'm not asking you to bet on potential. I'm asking you to evaluate what I've already done, and whether that maps to the scope of this role. I think it does."
What this does:
Acknowledges the age concern directly. You're not pretending it's not there.
Reframes compressed experience as equivalent, not inferior. You're not saying "I'm mature for my age." You're saying "four years in consulting = six-seven years in industry in terms of scope."
Provides concrete evidence. You're pointing to specific examples (C-suite presentations, team leadership, client relationships) that demonstrate capability.
Shifts the evaluation. You're moving them from "is this person too young?" to "does this person's experience match the role scope?"
Additional Tactics for the "Too Young" Concern
Tactic 1: Emphasize Decision-Making, Not Just Analysis
Young consultants are often perceived as great analysts but not decision-makers. Hiring managers worry you're good at building decks but haven't made real business decisions.
Combat this by telling stories where you drove decisions, not just recommendations.
Bad framing: "I analyzed the market and recommended a new go-to-market strategy."
Good framing: "I built three strategic options for entering a new market, presented trade-offs to the CEO, and helped them decide which path to take. They chose option two. We executed, and it generated $15M in Year 1 revenue."
Tactic 2: Show You Understand What You Don't Know
Ironically, one of the best ways to address "too young" concerns is to acknowledge gaps in your experience. This demonstrates self-awareness and maturity.
Example:
"I know I haven't managed a team of 20+ people or owned a full P&L. Those are gaps I'm excited to close in this role. What I do bring is experience structuring ambiguous problems, driving strategic decisions, and working across functions. I'm confident those skills translate, and I'm realistic about what I'll need to learn."
This shows you're mature enough to know what you don't know, which paradoxically makes you seem less "too young."
Tactic 3: Get Age-Neutral Referrals
When possible, get referred or introduced by people who can vouch for your work without mentioning your age. A strong referral from a partner, client, or colleague who says "this person is excellent" neutralizes age concerns before they surface.
The "Too Senior" Narrative (And How to Reframe It)
If you're hearing "you're really qualified, but we're worried this might be a step down," here's what's actually happening:
Hiring managers see your tenure (10+ years) or your title (Senior Manager, Principal) and they assume you're overqualified, that you'll get bored, or that you're settling for this role because you couldn't get something better.
This is the "flight risk" concern disguised as an age concern.
What Not to Do
Most senior consultants respond by downplaying their experience. They say "I'm looking for a change of pace" or "I don't need a big title, I'm fine with stepping back."
This makes it worse because now the hiring manager thinks "this person is burned out and looking for an easy job where they can coast."
What Actually Works
The fix is to reframe your seniority as strategic alignment, not overqualification.
Example framework for the "too senior" narrative:
"I know my background might look senior for this Director role. I've spent 12 years at Deloitte, most recently as a Senior Manager, and I've worked with C-suite clients. But here's why this role is exactly what I want: I'm moving from consulting specifically because I want to go deeper, not broader. In consulting, I switched clients every 3-6 months. I built strategies but never stayed around to execute them or iterate when things didn't work. This Director role gives me the chance to own a strategy end-to-end for 2-3 years, which is what I'm optimizing for. I'm not stepping down, I'm stepping into ownership and depth."
What this does:
Acknowledges the seniority concern directly. You're not ignoring it.
Reframes seniority as a positive. Your experience means you can ramp faster, not that you'll get bored.
Explains why this specific role makes sense. You're not settling, you're choosing depth over breadth.
Addresses the flight risk concern proactively. You're making it clear this isn't a stopgap, it's a strategic choice.
Additional Tactics for the "Too Senior" Concern
Tactic 1: Be Explicit About What You're Optimizing For
Senior consultants need to clearly articulate what they're optimizing for in their next role. If you can't explain why this specific role is appealing, hiring managers will assume you're just trying to escape consulting.
Bad framing: "I'm tired of consulting and I want better work-life balance."
Good framing: "I'm optimizing for depth, ownership, and long-term impact. I've spent 10 years advising on strategy, and I'm ready to be the person executing the strategy and owning the results. That's why I'm targeting Director-level strategy roles at companies in the Series B/C stage, where there's enough complexity to be interesting but I can still have meaningful impact."
Tactic 2: Address Compensation Proactively
Senior consultants often trigger "too senior" concerns because hiring managers worry about comp expectations. Address this early.
Example:
"I want to be transparent about comp. I know I've been making $220K+ at Deloitte, and this role is probably budgeted at $180K-$200K base. I'm totally comfortable with that because I'm valuing equity and long-term upside. I'd rather take a slight step back in base and build wealth through equity at a company I believe in."
This takes the comp concern off the table and reinforces that you're making a strategic choice, not a desperate one.
Tactic 3: Show Enthusiasm for the Specific Problem
Senior consultants can come across as "been there, done that." Combat this by showing genuine enthusiasm for the specific problem this company is solving.
Example:
"One reason I'm excited about this role is that I've advised five different companies in healthcare payments, and I've seen what works and what doesn't. I know the playbook. But I've never been on the inside actually building the payment infrastructure, dealing with the regulatory challenges day-to-day, iterating as the market shifts. That's what I want to do here. This isn't a step down, it's the next chapter."
The Real Age Concern: When Actual Age Gaps Matter
There's one scenario where age actually does matter, and it's not about being too young or too senior. It's when there's a reporting relationship mismatch that creates awkwardness.
Example 1: You're 35, and you'd be reporting to a 28-year-old VP.
Example 2: You're 27, and you'd be managing a team where the average age is 35.
These situations can work, but they require explicit acknowledgment and alignment.
How to Navigate Reporting to Someone Younger
If you're older and you'd be reporting to someone significantly younger, hiring managers worry you'll resent the hierarchy or undermine their authority.
How to address this:
"I know I'd be reporting to someone younger than me, and I want to be clear that's not a concern for me. I've worked with partners at Deloitte who were 10 years younger, and some of my best client relationships were with executives younger than me. What I care about is learning from people who are great at what they do, regardless of age. I'm excited to learn from [Manager Name] about how they've built this function."
This shows maturity and removes the concern before it becomes an issue.
How to Navigate Managing People Older Than You
If you're younger and you'd be managing people significantly older, hiring managers worry the team won't respect your authority or that you'll struggle with interpersonal dynamics.
How to address this:
"I know I'd be managing people who are older and more experienced in certain areas. That's something I'm excited about, not worried about. At BCG, I managed teams where I was the youngest person, and I learned that leadership isn't about having all the answers, it's about setting direction, facilitating decisions, and getting the best out of people. I'm confident I can do that here."
This shows you've thought about the dynamic and you're prepared for it.
What Age Concerns Really Mean (The Underlying Issue)
Here's the truth about age concerns: they're almost never actually about age. They're about one of three things:
1. Capability doubt. They're not sure you can do the work.
2. Flight risk. They're worried you'll leave.
3. Cultural fit. They're not sure you'll fit the team dynamic.
Age is just the proxy for these concerns. Once you understand that, you can address the real issue directly.
If the concern is capability:
Provide concrete examples of work you've done that matches the scope of this role. Show them your experience is equivalent, even if your age or years don't match the typical profile.
If the concern is flight risk:
Give them a clear, credible narrative for why this specific role makes sense for you at this specific point in your career. Make it clear this isn't a stopgap.
If the concern is cultural fit:
Demonstrate that you understand the team dynamic, you've worked in similar environments, and you're self-aware about how you'll navigate it.
Your Age Narrative Playbook
If you're hearing "too young" concerns:
Own your age, don't apologize for it
Reframe compressed consulting experience as equivalent to more years in industry
Emphasize decision-making and ownership, not just analysis
Acknowledge what you don't know (demonstrates maturity)
Get strong referrals that vouch for your capability
If you're hearing "too senior" concerns:
Reframe seniority as strategic alignment, not overqualification
Be explicit about what you're optimizing for (depth, ownership, impact)
Address comp expectations proactively
Show genuine enthusiasm for the specific problem
Explain why this role is the right next step, not a step down
If there's a real age gap with your manager or team:
Acknowledge it directly
Show you've successfully navigated similar dynamics before
Emphasize respect for competence over age
Demonstrate self-awareness about how you'll handle it
Real Examples of Age Narratives That Worked
Example 1: 27-Year-Old Consultant to VP of Strategy
Background: Lisa, 27, three years at McKinsey, targeting VP of Strategy roles.
Her narrative:
"I'm 27, which I know is young for a VP role. But I spent three years at McKinsey leading strategy engagements for Fortune 500 clients. I've presented to CEOs, managed teams of 6-8 consultants, and owned client relationships worth $3M+ annually. My experience is compressed, but it's real. I'm not asking you to bet on my potential. I'm asking you to evaluate whether my track record matches the scope of this role."
Result: She interviewed at five companies. Three moved her forward. Two made offers. One was exactly what she wanted.
Example 2: 36-Year-Old Senior Consultant to Director of Operations
Background: Mark, 36, ten years at Deloitte and EY, targeting Director roles.
His narrative:
"I've been in consulting for ten years, and I know this Director role might seem like a step down. But it's not. I'm moving from consulting because I want to own execution, not just advise on it. I've spent a decade building operational strategies for clients, but I've never stayed around to implement them, deal with the unexpected challenges, and iterate when things don't work. That's what I'm optimizing for now. I want depth and ownership, and this role gives me that."
Result: He reached out to 12 companies directly. Seven responded. Four moved to interviews. He got two offers and chose the one where the operational challenges were most interesting.
Your Next Move
If age concerns are coming up in your interviews (or you're worried they will), here's what to do this week:
Day 1: Identify Your Age Narrative
Are you "too young" or "too senior" in the context of roles you're targeting? Be honest. This determines which framing you use.
Day 2: Write Your Reframe
Draft 2-3 sentences that reframe your age as strategic alignment, not a weakness. Use the frameworks above. Practice saying it out loud until it feels natural.
Day 3: Test It
Bring it up proactively in your next 2-3 networking conversations or interviews. See how people respond. Refine based on feedback.
Day 4-5: Build Supporting Evidence
Identify 3-5 stories from your consulting experience that demonstrate you can do the work regardless of age concerns. These should show decision-making, ownership, and results.
Week 2: Use It Proactively
Don't wait for age concerns to come up. Address them in your "tell me about yourself" answer. Control the narrative before they form their own.
Within two weeks, you'll stop hearing age objections because you've already reframed them.
The Unlock
Age concerns feel personal. They feel like something you can't control.
But they're not about age. They're about narrative. And narrative is entirely in your control.
The consultants who navigate age concerns successfully aren't the ones who hide their age or pretend they're older/younger than they are. They're the ones who own their age and position it as strategic alignment.
When you do that, age stops being an objection and starts being a non-issue.
About author
San helps management consultants exit traditional consulting and land high-paying industry roles without burnout. Before building Consultant Exit, San spent a decade across Deloitte, Accenture, and Oracle, where he saw firsthand how unpredictable and unsustainable consulting careers can be. After failing his first startup and returning to consulting, he eventually built a systematic approach for exiting consulting the right way, which became the foundation of Consultant Exit. Today he and his team help consultants transition into roles across product, strategy, operations, and startups using a proven, data-driven reverse recruiting system
San Aung
Founder of Consultant Exit (Ex-Deloitte, Accenture, Oracle)
Subscribe to our newsletter
Sign up to get the most recent blog articles in your email every week.
